People had become extremely dependent on technology free essay sample

People had become extremely dependent on technology. Nowadays, people have laptops, eBooks, etc. Life has come way easier than before because of all this new technology. People are just commonly fascinated in all that has been created in today’s world that makes the one task little bit easier by the push of a button. People cannot imagine their lives without technology. People start feeling anxious when hand phone and laptops are not with them. Dependent too much on technology has caused people to lose the ability to think for themselves. Instead of having to figure out the answers, they just go on the internet and find the answer that way. Everyone does it because they like to take the easy way out. Besides, some people would not be able to study without some form of technology and they could not continue study for more than a minute without checking their smart phone and laptops. We will write a custom essay sample on People had become extremely dependent on technology or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page For instance, many people no longer memorize phone number because they cell phone have a contact list which make memorization unnecessary. If these people didn’t have their cell phone when emergency, they would not be able to contact the people they would need. If they lost their cell phone and all of the contact, it’s very possible have no idea how to get in contact with anyone. Technology was invented to help people. But, instead people are using it as an excuse to be lazy. Nowadays, people are using the latest technology to make life just a little easier. The people take their cell phone added with high speed internet. So that they can deposit checks, make credit card payment and pay utilities bills by pressing some button on their smart phone. Due to the excessive use of texting and online chatting, people writing skill have plummeted. Instead of writing letter to communicate with people far away, they can just send a quick text. Cell phone and similar devices are allowing access to websites that allow family and friends stay connected instead of visit them even though it is near or using their phone to make a call. Besides that, people also can buy groceries, clothing, electrical appliances from internet at home. So, they didn’t go out to buy the things. Many people said that technology on jobs is easy nowadays too. Society is pushed in learning new technology to keep their jobs. Men and women that have been working for that certain career that now allows a machine or knowledge of a device to run it. For the new generation, they would not know what it is like to actually build with their hands and will be lost if the machine break out. Some industries had to have parts inspected and checked by hands. But now they have machine to do it. Technology is replacing life, and it is not a beneficial exchange. People also try not to depend on technology so much, therefore it’s encouraging positive thinking. Besides, the factories in encouraged not too depend on machinery so that people will not be unemployed.

Free Essays on Life Of Leonardo

Leonardo was born in the small town of Vinci, in Tuscany, near Florence. He was the son of a wealthy Florentine notary and a peasant woman. In the mid-1460s the family settled in Florence, where Leonardo was given the best education that Florence, a major intellectual and artistic center of Italy, could offer. He rapidly advanced socially and intellectually. He was handsome, persuasive in conversation, and a fine musician and improviser. About 1466 he was apprenticed as a garzone (studio boy) to Andrea del Verrocchio, the leading Florentine painter and sculptor of his day. In Verrocchio's workshop Leonardo was introduced to many activities, from the painting of altarpieces and panel pictures to the creation of large sculptural projects in marble and bronze. In 1472 he was entered in the painter's guild of Florence, and in 1476 he was still considered Verrocchio's assistant. About 1482 Leonardo entered the service of the duke of Milan, Ludovico Sforza, having written the duke an astonishing letter in which he stated that he could build portable bridges; that he knew the techniques of constructing bombardments and of making cannons; that he could build ships as well as armored vehicles, catapults, and other war machines; and that he could execute sculpture in marble, bronze, and clay. He served as principal engineer in the duke's numerous military enterprises and was active also as an architect. In 1502 Leonardo entered the service of Cesare Borgia, duke of Romagna and son and chief general of Pope Alexander VI. In his capacity as the duke's chief architect and engineer, Leonardo supervised work on the fortresses of the papal territories in central Italy. In 1503 he was a member of a commission of artists who were to decide on the proper location for the David (1501-1504, Academia, Florence), the famous colossal marble statue by the Italian sculptor Michelangelo, and he also served as an engineer in the war against Pisa. Toward the end ... Free Essays on Life Of Leonardo Free Essays on Life Of Leonardo Leonardo was born in the small town of Vinci, in Tuscany, near Florence. He was the son of a wealthy Florentine notary and a peasant woman. In the mid-1460s the family settled in Florence, where Leonardo was given the best education that Florence, a major intellectual and artistic center of Italy, could offer. He rapidly advanced socially and intellectually. He was handsome, persuasive in conversation, and a fine musician and improviser. About 1466 he was apprenticed as a garzone (studio boy) to Andrea del Verrocchio, the leading Florentine painter and sculptor of his day. In Verrocchio's workshop Leonardo was introduced to many activities, from the painting of altarpieces and panel pictures to the creation of large sculptural projects in marble and bronze. In 1472 he was entered in the painter's guild of Florence, and in 1476 he was still considered Verrocchio's assistant. About 1482 Leonardo entered the service of the duke of Milan, Ludovico Sforza, having written the duke an astonishing letter in which he stated that he could build portable bridges; that he knew the techniques of constructing bombardments and of making cannons; that he could build ships as well as armored vehicles, catapults, and other war machines; and that he could execute sculpture in marble, bronze, and clay. He served as principal engineer in the duke's numerous military enterprises and was active also as an architect. In 1502 Leonardo entered the service of Cesare Borgia, duke of Romagna and son and chief general of Pope Alexander VI. In his capacity as the duke's chief architect and engineer, Leonardo supervised work on the fortresses of the papal territories in central Italy. In 1503 he was a member of a commission of artists who were to decide on the proper location for the David (1501-1504, Academia, Florence), the famous colossal marble statue by the Italian sculptor Michelangelo, and he also served as an engineer in the war against Pisa. Toward the end ...

Enterprise and Innovation Essay Example | Topics and Well Written Essays - 1500 words

Enterprise and Innovation - Essay Example We can categorize age structure as per preferences of the population in a particular age group. Thus we can have the various sub-groups as – 15 to 19, 20 to 29, 30 to 49 and 50 and above. We can safely assume that people falling in these sub-categories of age groups will have more or less similar preferences and hence we can target our products as per these 5 segments. An important point to note is that the population in the segments 15 to 19 and 50 and above will have more leisure time as compared to the other two which fall in working age group. These segments will have more time during the week-ends. Looking at the timings of the games, we have 3 week-ends between 27th July and 12th August 2012 (the period scheduled for the games). Thus, we can introduce products as per following plan: Based on the tastes of the various age group segments different flavors have been introduced. People in the age group of 15 to 19 would prefer the flavors mentioned above. People above 50 years tend to get digestive problems and hence the products mentioned for their category will appeal to them. 20 to 29 years age people are more experimental and nor very money conscious. Hence, new flavors not introduced so far will appeal to them. And finally people in the age group of 30 to 49 are generally more health conscious and hence would prefer fruit based drinks which do not have the ills of carbonated drinks and at the same time will also be healthy. The Price elasticity of Demand (PeD) determines how sensitive the demand for a product is to changes in prices. We will look at the general factors impacting all products as well as factors that are specifically impacting Coca-Cola at Olympics. 1. Substitute availability: Coca-Cola has direct competition with its substitute – Pepsi. Both are similar in taste and thus have very high PeD. Moreover in UK Coke has a direct rival Robins. This

Proposal #1 Research Example | Topics and Well Written Essays - 500 words

#1 - Research Proposal Example Natural oils- linseed, tung, and fish were used as binders until the 1960’s (Schuerman George and Bruzan Raymond 327). Currently, alkyd resins, vinyl and acrylic emulsions, epoxy resins and polyurethanes are the primary binders used in paints. Solvent chosen must be one in which the binder is soluble in and dries evenly. Most emulsion paints use water as the solvent while resin-based paints employ the use of mineral turpentine as the solvent. Pigments are finely divided, and insoluble powders dispersed in the paint that not only give paint its opacity and color, but also help to hold the paint together as well as protect the surface underneath from corrosion and weathering. Inorganic and organic substances are used as pigments with the inorganic ones being cheaper but with fewer clear colors. The tiny solid particles of pigments (≠¤ 1 µm in diameter) enables them to refract light (light has wavelengths between 0.4 µm and

Tradition from my father Essay Example | Topics and Well Written Essays - 1000 words

Tradition from my father - Essay Example As far as what I have heard of him, he has always been very paternalistic. I once heard a story by my mother describing my father ´s character. This is as follows: A newly-married couple visited Yujoo, where my grandparents lived. The male was my father ´s cousin. At the time my father had not started his business and he only had five thousand Won (roughly $5.00US) in his pocket. He gave all of his money to his cousin saying, â€Å"Keep it for your taxi fare.† Later on my parents had to borrow their own taxi fare from someone else to get home. My family would go to the best restaurants no matter how the business was doing. I have never heard my father say, â€Å"Please tighten up your budget.† This has even been at moments when economically I have not been well. I think my mother has not heard it either. He has never talked about his business affairs at home, however, his mood changes to aggressiveness such as when â€Å"he is in trouble† according to his sister, just to alarm my mother rather than hearing it from him. Not so long ago, he told me that he never took buses or economy class flights, in a proud manner, while he was drinking with me. I did not feel him to be arrogant when he was saying it. I thought that it was cool of him. At that moment, I wished I could make more money than he. At the same time, I thought, â€Å"I am not going to stay like this forever†. He is the kind of person that would never express his feeling or his real thoughts, at least, not in front of my younger brother or me. He would rather say, whatever one has inside, one keeps it to ones self. I call it â€Å"the educational tone!† When I was a youngster, I did not know that he was trying to teach me something. As I grew up, I understood some of his sayings. Now, I think I do not only understand him, but I also know him, and he might even know how I approve the way he is. When my family got together during the years he would say less

Strategic Management of Downsizing

Strategic Management of Downsizing Introduction This has become a major strategic alternative by well known firms such as DuPont, ATT and IBM (Hopkins, S Hopkins W., 1999). It is not only told in the daily newspapers but as well as in the entertainment industry. The recent movie entitled â€Å"Up in the Air† starred by George Clooney wherein his job was to tell employees that their position is no longer available. Top management plays an important role in this course of action. The strategic decision to downsize implies some ethical issues: first, the managers obligation for the best interest of the company and secondly, making sure not to violate the rights of the employees. It is in fact, the most preferred option of companies to sustain operating costs and comply with the existing scope of the business. It is an important management venture and requires large assistance from the human resource management team. Downsizing is extremely difficult. No one looks forward to being laid off. The extremely difficult decisions of who must be laid off, how much notice they will be given, the amount of severance pay, and how far the company will go to help the laid-off employee find another job are given less than adequate attention. These are critical decisions that have as much to do with the future of the organization as they do with the future of the laid-off employees. How It All Started Downsizing is the conscious use of permanent personnel reductions in an attempt to improve efficiency and/or effectiveness (Budros 1999, p.70). Since the 1980s, downsizing has gained strategic legitimacy. Indeed, recent research on downsizing in the US (Baumol et al. 2003, see also the American Management Association annual surveys since 1990), UK (Sahdev et al. 1999; Chorely 2002; Mason 2002; Rogers 2002), and Japan (Mroczkowski and Hanaoka 1997; Ahmakjian and Robinson 2001) suggests that downsizing is being regarded by management as one of the preferred routes to turning around declining organizations, cutting cost and improving organizational performance (Mellahi and Wilkinson 2004) most often as a cost-cutting measure. Euphemisms are often used to â€Å"dsoften the blow† in the process of firing and being fired, (Wilkinson 2005, Redman and Wilkinson, 2006) including â€Å"downsize†, â€Å"excess†, â€Å"rightsize†, â€Å"delayering†, â€Å"smartsize†, â€Å"redeployment†, â€Å"workforce reduction†, â€Å"workforce optimization†, â€Å"simplification†, â€Å"force shaping†, â€Å"recussion†, and â€Å"reduction in force† (also called a â€Å"RIF†, especially in the government employment sector). â€Å"Mass layoff† implies laying off a large number of workers. â€Å"Attrition† implies that positions will be eliminated as workers quit or retire. â€Å"Early retirement† means workers may quit now yet still remain eligible for their retirement benefits later. While â€Å"redundancy† is a specific legal term in UK labor law, it may be perceived as obfuscation. Firings imply misco nduct or failure while lay-offs imply economic forces beyond ones control. During the past several weeks, major staff reductions taking place across the world. Tens of valued professional Jewish communal workers along with competent and loyal administrative and support staff have received pink slips in some cases they were given just two days notice to clear out their offices as their jobs were being retrenched. These costs saving measures are not unique to Jewish organizations and have been seen thorough-out the public, private and not-for-profit sectors the world over. However, these massive layoffs raise the issue of the ethics of downsizing and whether or not there is a Jewish approach to these practices, particularly when it concerns employees who work for the Jewish community. Why Downsizing is an Ethical Issue Anytime were faced with a decision that can affect the rights or well-being of others, were looking at an ethical issue. No matter how strong the justifications for reducing the workforce are or seem to be, laying off loyal and productive employees is an upsetting experience for all concerned, and those on the receiving end face not just financial but psychological injury. How so? For many of us, the workplace isnt just a place for work; its where we develop and maintain some of the most important relationships we have. During the week, we spend more time with co-workers than with our families, and for better or worse, work is how many of us define ourselves and give meaning to our lives. Getting laid off compromises all of these things, so managers should think of downsizing as a deep and painful trauma for those being let go, and not as a mere setback or reversal of fortune. Yes, downsizing has legal implications, and it is understandable that companies want to minimize their liability when they downsize. Yes, there are economic matters to consider, which makes downsizing a management issue, too. But at its core, downsizing is an ethical issue, and the good manager is concerned not just with protecting the companys financial and legal interests but also with honoring the dignity and integrity of the human beings who work on the front lines and who are the lifeblood of the organization. What Are Your Ethical Responsibilities Downsizing successfully is immensely difficult. The following ideas can help to focus thinking for anyone considering such a move. Treat all employees with respect. Communicate too much rather than withhold information. Research applicable laws and follow the spirit of the legislation. Then afterwards, give employees the psychological space to accept, and discuss, Downsizing refers to a companys decision to reduce its workforce not because of poor performance, criminal conduct, or unethical behavior on the part of those being let go. The word is a euphemism meant to soften the blow as much for the company as it is for the soon-to-be eliminated. There is nothing wrong with making a difficult task easier to bear. In fact, there are good ethical reasons for doing so, as well soon see. Still, there is no getting around the fact that downsizing is a type of layoff, with all that this implies. The ethical manager will keep in mind what is really going when he or she is charged with letting good people go. Do it the right way. Showing compassion for these employees is the right thing and ethical thing to do no matter what the ultimate decision of the outcome. Do it in person. This seems obvious thing to do, but surprisingly a number of reports said about employees who were downsized on the phone or by e-mail. Managers who use this method claim it makes the whole thing easier to deal with. Yes, but for whom? Certainly, not for the employee being let go. As uncomfortable as it is to end someones employment, the right thing to do is to have a private conversation with him or her in person. The ethical principle of respect for others (BusinessWeek.com, 1/31/07) requires nothing less. Do it privately. Respecting others means honoring their wishes and values, and it is reasonable to assume that most people would prefer to have troubling news delivered in private. This means in your office, with the door closed. Ive heard of managers who broke the bad news at the employees cubicle within earshot of everyone in the vicinity. Again, one would think that this would be a matter of common sense and common decency, but apparently neither is all that common. Give the person your full attention. Interrupting the conversation to take phone calls, check your BlackBerry, or engage in other distractions isnt just rude, it tells the other person that the matter at hand isnt all that important to you. Thats yet another violation of the principle of respect. The impulse to turn your attention to less troubling matters is understandable, but along with the privileges of being a manager come responsibilities, and downsizing with integrity is one of the most important obligations you have. Be honest, but not brutally so. Must you always tell the truth, the whole truth, and nothing but the truth? Yes, if youre giving sworn testimony in a court of law, but beyond the courtroom the duty to tell the truth is constrained by the duty to minimize harm. In practical terms, this means being forthright with the employee but also choosing with the care the words, tone of voice, and demeanor you use. Compassion (BusinessWeek.com, 2/22/07) literally, â€Å"suffering with† someone honors the dignity of your employee and speaks to the better part of your nature. We cant always make things better (BusinessWeek, 1/18/07), but we shouldnt make things worse. Dont rush. A shock takes time to absorb. Imagine that your physician says you have a serious illness. Wouldnt you expect him or her to allow the news sink in, rather than to summarily dismiss you and call for the next patient? Being let go isnt as serious as getting a diagnosis of cancer or heart disease, but it is still a major, life-changing event. You owe your employee the space to absorb the information, and you may have to explain more than once what is happening and why. You would demand nothing less if it were happening to you, and you would be right to do so. These guidelines assume that the organization has good reasons for downsizing but what if you dont see things this way? For example, suppose your company believes that it is necessary to shift its customer service jobs overseas (BusinessWeek.com, 9/27/07), and you believe that doing so is both unethical and bad for business. In this case, you not only have a right to object, you have an ethical obligation to object. Does this mean that you should be prepared to give up your job on moral grounds? Not necessarily. Depending on your personal circumstances, your duties to your family or to yourself might justifiably override the value of making a statement by quitting. Even if you are committed to keeping as many jobs in the U.S. as possible, this goal will take time to achieve, and it may be easier to do so from within the company than from the outside. Conclusion There are two main issues to keep in mind when planning a layoff: respecting employee dignity and business planning. No one, from the mailroom to the board-room, take pleasure in downsizing; but when the need for a reduction in staff is unavoidable, a layoff can be accomplished in such a way that the problem is fixed and the organization excels. The bottom line is important, but so are the values of respect, compassion, and simple human decency. The good manager takes all of these into account always. Derivative terms Downsizing has come to mean much more than job losses, as the word downsize may now be applied to almost everything. People describe downsizing their cars, houses and nearly anything else that can be measured or valued. This has also spawned the opposite term upsize, which means to grow, expand or purchase something larger. Ask the Ethics Guy! September 12, 2008, 11:57AM EST text size: TT References: Hopkins, S. Hopkins, W. (1999) Journal of Ethics : Perception of Rights and Responsibilities http://www.springerlink.com/content/m80p7mv83x110376/ Byron, W. (2009) Philadelphia Business Journal: The Ethics of Operating in downturns and downsizing http://philadelphia.bizjournals.com/philadelphia/stories/2009/01/12/smallb4.html From Alan Downs in Business: The Ultimate Resource Downsizing or doing layoffs is a toxic solution. Used sparingly and with planning downsizing can be an organizational lifesaver, but when layoffs are used repeatedly without a thoughtful strategy, downsizing can destroy an organizations effectiveness. How you treat people really matters to the people who leave and the people who remain. One outcome of downsizing must be to preserve the organizations intellectual capital. How downsized employees are treated directly affects the morale and retention of valued, high-performing employees who are not downsized. Downsizing should never be used as a communication to financial centers or investors of the new managements tough-minded, no-nonsense style of management the cost of downsizing far outweighs any benefits thus gained. So what happens? These decisions are handed to the legal department, whose primary objective is to reduce the risk of litigation, not to protect the morale and intellectual capital of the organization. Consequently downsizing is often executed with a brisk, compassionless efficiency that leaves laid-off employees angry and surviving employees feeling helpless and de-motivated. Ineffective methods of downsizing abound. Downsizing malpractices such as those that follow are common; they are also inefficient and very dangerous. Furthermore, attorneys advise against saying anything more than whats absolutely necessary to either the departing employees or the survivors. This caution is designed to protect the company from making any implied or explicit promises that arent then kept. By strictly scripting what is said about the layoffs, the company is protecting itself from verbal slips by managers who are themselves stressed at having to release valued employees. This approach may succeed from a legal perspective, but not necessarily from the larger and more important concern of organizational health. First, laying off employees by a flat percentage across different departments is irrational. How can it be that accounting can cope with the same proportion of fewer employees as human resources? Could it be that one department can be externalized and the other left intact? The decision of how many employees to layoff from each department should be based on an analysis of business needs, not an arbitrary statistic. The concept of laying off employees strictly on the basis of seniority is also irrational. The choice of employees for a layoff should be based on a redistribution of the work, not the date the individual employee was hired. Sometimes an employee of 18 months has a skill far more valuable than one with 18 years seniority. Always Respect Peoples Dignity The methods employed in many poorly executed layoffs treat employees like children. Information is withheld and doled out. Managers control over their employees is violated. Human resource representatives scurry around from one hush-hush meeting to another. How management treats laid-off employees is how it vicariously treats remaining employees everything you do in a layoff is done in the arena, with everyone observing. How laid-off employees are treated is how surviving employees assume they may be treated. Why does this matter? Because successfully planning for the new organization will keep it going and improve its results. You must keep that exceptional talent, who are also the employees most marketable to other organizations. When they see the company treating laid-off employees poorly, theyll start looking for a better place to work, fearing their heads will be next to roll. While its important not to allow the legal department to design a layoff, its nevertheless important that you respect the employment laws. In different countries such laws include entitlements tied to civil rights, age discrimination, disabilities, worked adjustment, and retraining. These laws are important and should be respected for what they intend as well as what they prescribe or proscribe. If you have planned your lay-off according to business needs, and not on head count or seniority, you should have no problem upholding the law. You will almost always find yourself in legal trouble when you base your layoff on factors other than business needs. The method of separation may have an effect on a former employees ability to collect whatever form of unemployment compensation might be available in their jurisdiction. Unemployment claim and receive compensation. unemployment benefits, as are those who are fired for gross misconduct. Also, lay-offs due to a firms moving production overseas may entitle one to increased re-training benefits. Certain countries (e.g. France), distinguish between leaving the company of ones free will, in which case the person isnt entitled to unemployment benefits and leaving the company voluntarily in the frame of a RIF, in which case the person is entitled to them. An RIF reduced the number of positions, rather than laying off specific people, and is usually accompanied by internal redeployment. A person might leave even if their job isnt reduced, unless the employer has strong objections. In this situation, its more beneficial for the state to facilitate the departure of the more professionally active people, since they are less likely to remain jobless. Often they find new jobs while still being paid by their old companies, costing nothing to the social security system in the end. There have also been increasing concerns about the organizational effectiveness of the post-downsized anorexic organization. The benefits, which organizations claim to be seeking from downsizing, centre on savings in labor costs, speedier decision making, better communication, reduced product development time, enhanced involvement of employees and greater responsiveness to customers (De Meuse et al. 1997, p.168). However, some writers draw attention to the obsessive pursuit of downsizing to the point of self-starvation marked by excessive cost cutting, organ failure and an extreme pathological fear of becoming inefficient. Hence trimming and tightening belts are the order of the day (Tyler and Wilkinson 2007) Here are your ethical responsibilities By Bruce Weinstein, PhD Most discussions about downsizing focus on the legal, economic, or psychological issues raised by this practice. These are essential concerns, but we rarely consider how or why downsizing is also an ethical issue. The next two columns are an attempt to redress that problem. Here, well consider your ethical responsibilities if you are the one charged with giving the bad news. In the second column, well look at what you ought and ought not to do if you are the one being downsized. (Weinstein, 2009) March 17, 2009 by Stephen G. Donshik http://ejewishphilanthropy.com/the-ethics-of-downsizing/ No one is oblivious to the massive firings that have been taking place over the last eight months. As the recession has been felt in countries throughout the world we have witnessed not only the collapse of financial markets but also the retraction taking place in multi-national corporations and among the largest manufacturers on all continents. More and more people are finding themselves unemployed, either the result of firms closing or staff reductions. In dealing with the ethics of downsizing our communal organizations we have an opportunity to demonstrate both our leadership and our commitment to Even though a number of Federations have already implemented cuts and made difficult decisions it is not too late to assist others who are yet to face the need to retrench staff members. This is an area that is clamoring for both clarity and direction. Lets hope we can rise to the occasion. After all, it is in our tradition that we are a light unto the nations. Stephen G. Donshik, D.S.W., Managing Leadership The strategic role of the senior executivehttp://managingleadership.com/blog/2006/10/25/corporate-ethics-and-downsizing/ Ethics cannot survive the retention in the management team of anyone who is responsible for the downsizing dilemma. They must resign, or, at a minimum, the CEO must resign. Furthermore, any member of the board of directors complicit in the development of the crisis forcing this decision must resign also. Indeed, in the absence of a board that creates and enforces such an environment of ethical acknowledgement and acceptance of responsibility for executive and managerial decisions, there is not only no corporate ethics in the conventional sense there is also a fundamental lack of executive fiduciary responsibility; a lack that will ineluctably continue to damage its shareholders, and as a result of that, also 1) the company; 2) its employees, customers, and vendors; and 3) its community. The unethical environment arises in the absence of a board that establishes and supervises this fiduciary responsibility. In such an unethical environment, the real specific ethical violations occur well before the dilemma such as the need to downsize that attracts all the attention. This is in seemingly better times, when the CEO, executive teams, and consultants inflate the role and capabilities of the companys senior management, leading to what can only be described as juvenile ill-discipline and playing to the crowd. This is when they make the ill-advised decisions evaluated more for the force of the impact they create about the pseudo-gravitas and paradigm-shifting vision of these great personages, than for their contribution to the advancement of corporate aims and the growth of shareholder value both of which should be delineated to management by the board. These are the decisions that create the inflated work force. In the current environment of non-accountability, where half of a board consists of company management, and the other half of managers of other companies familiar with the game, it is only the work force that is downsized, and, possibly junior levels of management who have not yet attained the corporate version of tenure in this collusion. In such circumstances, the only possible outcome is downsizing, and this is not unethical in and of itself, taken as a distinct business decision. Taken as a whole, however, as Ive attempted to portray it, it is an extension of an unethical situation and of a chain of unethical decisions. Crocodile tears will be shed by a management team professing to be compelled to oh-so-reluctantly make tough business decisions and effect practical remedies that cannot be avoided and which must be taken to discharge their executive duties and serve the company and its shareholders considerations which neither concerned nor motivated them sufficiently, if at all, when they created the circumstances leading to the crisis. This was written by Jim Stroup. Posted on Wednesday, October 25, 2006, at 10:02 am. Filed under Boards, CEOs, Ethics, Organizational Leadership. Bookmark the permalink. Follow comments here with the RSS feed. Post a comment or leave a trackback. 42k-6 sec @ 56kwww.buzzle.com/articles/reasons-for-downsizing.htmlwww.buzzle.com/articles/reasons-for-downsizing.html Reasons for Downsizing Corporate downsizing has been the biggest fallout of the troubled times, the world is witnessing. As we continue our efforts to fight the global downturn, downsizing has become a stark reality. Downsizing refers to a process where a company or a firm simply reduces its work force in order to cut the operating costs and improve efficiency. It has become a legitimate option for business growth strategies, especially after the 1980s. It is in fact, the most preferred option of companies to sustain operating costs and comply with the existing scope of the business. It is an important management venture and requires large assistance from the human resource management team. There are a number of reasons why a company downsizes its employee base. Merging of two or more firms: When a certain firm combines its operations with another firm and operates as a single entity, in order to stay in profit or expand the market reach, it is called a merger. In case of a merger, certain positions become redundant. The same work is done by two different staff members. Usually in such a case, the company cuts staff to eliminate redundancy in work. It is characterized by some employees leaving an organization voluntarily, or by lay-offs, especially in case of higher management positions. Acquisition: If one organization purchases another one, there is a definite change in the management and the acquired company staff has to face unemployment. The reason for this is the same as the earlier case, viz to cut costs and and increase the revenues. Change in management: The change in the top brass of a company can also result in downsizing. The working methods and procedures vary with the management. Therefore, a significant change in the management roles may drastically affect the employee size to suit a particular style of working. Economic crisis: This is the single biggest cause of downsizing. Often, it consists of huge lay-offs by a number of organizations across various domains. The recent economic recession facing the world, has triggered a number of lay-offs in many reputed and popular firms in the world. According to a survey conducted by the US Bureau of the Census, organizations consisting of higher percentage of managerial staff downsize more than the ones with higher percentage of production process employees. Strategy changes: Some companies may reduce certain areas of operation and focus on other areas. For example, if a company is working on a project in which there are no assured returns, it may downsize its employees working on that particular project. It focuses its resources on specific projects, which could be profitable ventures. Excessive workforce: In a period of high growth, a company hires excess staff, to meet the needs of a growing business. However, in times of recession the business opportunities dwindle, leading to downsizing of the surplus staff that was hired. Increase in efficient work flow and computerized services: If an organization work process is extremely fast and easily meets the requirements of the market, it may downsize some of its workforce. Similarly, if manual work can be done by a machine, in a much better and cost-efficient way, it also results in the reduction in the number of employees. Outsourcing practice: Organizations catering to international markets require a huge and efficient employee base. If this labor can be obtained by ‘exporting the job to other countries, a huge downsizing takes place in the parent country. For instance, if a certain job can be done more effectively in India and is more viable economically there, than in the United States, the business is operated from that country. These practices result in downsizing, which is a rampant practice prevalent these days. Efficient management of the existing skill set and constantly acquiring new skills and education is a sure way to beat the effects of downsizing. By Prashant Magar In todays business world downsizing, outsourcing, and combining of jobs to eliminate headcount is more prevalent than ever. As the economy swings down, companies find themselves needing to cut costs and increase their return on net assets (RONA). All too often, the easiest way to reduce costs and increase RONA is through reducing staff. The elimination of jobs, or finding more cost effective ways to perform their functions through job integration and outsourcing, reduces the salary expense as well as reduces benefits costs, human resources or payroll costs, and frees up those funds for additional investment activity if needed. Many companies, however, do not look at the potential long term ramifications before making these decisions. Among them are the potential for substandard customer service, costs associated to unemployment claims or placement strategies, potential for higher turnover of remaining employees, or loss of customer confidence. While cost reduction through job elimination or restructuring poses no legal implications or policy violations, it certainly presents many ethical problems. How the company proceeds could greatly affect the consumer view of their business practices. They also have the potential to place some employees in a position of being ethically challenged should they inform some parties of the possible downsizing but insist the information be kept from others. That will leave those employees who are aware with the ethical dilemma of telling what they know to those who will be affected or of keeping the company secret. The feeling though, that others know more and will not share the information, leads to extreme paranoia and dissatisfaction among lower level employees. If the best decision for the business financially is to centralize functions, the Kantian model of ethical thought would support full disclosure to the affected employees. This would provide them the dignity and respect they deser ve. Helping them with counseling for the self esteem issues presented in their job elimination and placement services seems to me the soundest ethical solution. Allowing them to prepare themselves financially for a potential loss of income would show respect for them as people as well as for the time they have spent as loyal, hard working employees. Potential attrition after the announcement might prove to be a challenge but will provide the same end result, less staff. To keep this information completely from the affected employees would fall under Ethical Egoism theories. It would serve only the officers of the company from having to deal with their own lack of ethics in this circumstance. The employees become a means to an end rather than the end itself. This school of thought tends to violate the morals taught through religious and parental guidance to most individuals. It directly violates all the major principles of the other moral theories. Consequently, following this path would likely lead to moral repercussions for those choosing to venture down this road. Living with the decision you have made and must stand by could be as emotionally traumatic in the end as the damage caused to the employees sacrificed for the company benefit. All too often the Utilitarianism approach is followed by not disclosing the full details but sharing information only as changes are closer to being implemented. This eliminates the likelihood of employee loss due to fear of the impending changes. A high turnover could cause those remaining employees to become overworked with no relief available. It would be vital though that the company effectively communicate what changes are coming with an accurate timeline of when they would occur in order to still be fair to the affected employees. The company should not hide the coming changes from the employees affected in any solution with a dissolution that trust will remain in tact for other employees unaffected by the changes. Character ethics would support at least this minimal amount of disclosure. The only fair thing to do is treat the employees as those making these decisions would want to be treated if they were in the same position, essentially following the Golden Rule. References: Baston, Ted Blake, J. Neff. (2007). Business ethics, Sunday ethics-Monday world. Triangle Publishing: Marion, Indiana The New York Times reports that the unlucky employees of fob Inc. received a bloodless e-mail informing them of their demise. Some employees of New York Times Digital learned of their fate in The New York Times itself. Dotcoms from Boston to Silicon Alley to San Francisco have behaved thoughtlessly and, yes, unethically as they frantically scrambled to salvage their companies. The idea of â€Å"downsizing† needs no introduction. Although borrowed from the automotive vocabulary, â€Å"downsizing† is a feared and familiar term throughout the employment ranks. It targets people. In all cases of downsizing anticipated, actual, or past the corporation have ethical obligations to its people. Not least among these obligations is telling the truth. Here are some principles for employers to consider whenever downsizing is a possibility or has, in fact, happened: keep employees informed; help employees to keep themselves employable; honor all pro

Long Live The Infoperneur Essay

In the wildly popular 1960’s American television series Star Trek, Captain James T. Kirk would often turn to his engineer, Officer ‘Scotty’ Montgomery and direct him to take the spaceship into a fascinating new realm called ‘warp speed’. With commanding confidence he would turn to Scotty and say â€Å"Warp speed ahead†. â€Å"Aye Aye Captain† the Scottish officer would reply, at which point millions of ‘Trekie’ fans around the world would simply gasp with unparalleled excitement as the international crew was suddenly thrown back against their seats, as the spacecraft instantly hurled itself at an unprecedented speed through an unknown galaxy. Over just the last few years, we have witnessed a moment when art in a sense, has shown itself to imitate life, as tomorrow’s future has been rapidly hurled into the lap of our present; so to speak. The entrepreneurial spirit of old has been overtaken by a new spirit of innovative ‘inforperneural’ dynamism. At the very same time the â€Å"technology of yesterday†, as the Black Eye Pea’s will. i. am says, has been replaced by the â€Å"technology of tomorrow† (Huffington, 2008). The actual technology favoring this dynamic â€Å"exponential growth in the rate of exponential growth† (Williams 2008) has been casually lounging on the desktops of tech savvy innovators for years now. However, over just the last few years we have seen how the motive forces of Globalism have actually worked to push this insipient new reality into the forefront of technological advance. In just the past year alone, the exponential growth of social networking and SMS technology with websites like Twitter, Delicious, Digg, and a host of others, which have seen an amazing growth in popularity, has simply leveled the playing field between the mulit-national corporation and the individual; in the delivery of news and information. For the first time, in a large way the internet, has trumped the corporate media in determining just what the content of the new 24 hour news cycle should contain. Often throughout this process of evolution we have seen independent internet news sites that have gathered first hand information well before the networks were ever aware its existence. Then, all of a sudden, there emerged a whole new group of independent reporters; information consultants if you will: â€Å"[The] [T]echie-types †¦ began to discover the power of the power of the Internet to amplify a single voice †¦ suddenly [they] gave this voice substance †¦ authority †¦ reach †¦ and influence like never before. In fact †¦ we have witnessed the rise of a whole new class of video journalists †¦ armed only with mobile phones †¦ who are changing the way we see the world †¦ from the violence in Tibet †¦ to gaffs on the [American] campaign trail †¦ Seemingly overnight †¦ [BBC] †¦ CNN †¦ Fox News and others †¦ have hundreds †¦ if not thousands †¦ of would-be colleagues and competitors across the globe. † (Sansalone, 2008) Completely independent of political tradition, it has suddenly become the internet that has often had the last word. The Beijing Olympics and the Presidential campaign overseas can now be seen as significant milestones that have helped to bridge the gap from the old to the new. Gone is the old school entrepreneur, pushing their way into the forefront of innovation, begging for a seat at table, the Infoperneur had come of age. If ever there was a time when you were not quite sure that you were actually living in The Information Age, today there should be little doubt in your mind. Make no mistake about it; this is the mega high-speed information world that they were telling us about. Thirty eight years after anthropologist Alvin Toffler prophesized the rapid insurgency of what was ultimately to become, a kind of post / super-industrial world, that was sure to leave most Western nations disconnected and suffering from a kind of â€Å"shattering stress and disorientation†, namely from something he called â€Å"future shock†, his vision of the world is now somewhat front and center and once again on full blast (Toffler, 1970). Toffler feared that we would not be able to adapt to the enormous mega-trends that were coming in the wake of an entirely New Age. He seemed to think that we would all somehow break down under the pressure of a kind of dystopian totalitarian rule, just like the characters in the James McTeigue political thriller V for Vendetta. Unable to reconcile the fascinating pace of the New Age, while we all wandered about Westminster Abbey in a daze, shuttering simply at the thought of having those dammed black bags thrown over our faces if we did not behave as the government wanted us to; this was a world that he believed was rapidly coming towards us. It was to present us with far too many choices than the average individual or family could ever withstand. Although he may have missed the mark a little on just how well the West would adapt, one thing is sure to have a potentially damaging effect upon us in the not too distant future. The foods that we are now consuming are not as fresh as they were back when Toffler wrote Future Shock nearly forty years ago. As a consequence, at some point, with the ever-increasing corporatization of the British diet, and with food standards growing more and more lax everyday, we are sure to pay a heavy price. Perhaps the time is at hand when the masses will seek out qualified ‘Infoperneurs’ online to help provide them with the knowledge of how to maintain a healthy diet; while living in an increasingly unhealthy environment. Nevertheless, Toffler was aware way back then that computers would have an enormous, if not ubiquitous impact upon shaping all of our lives. Even as he watched these trends develop, still he maintained an uncanny awareness that we had only touched upon what was the tip of a nearly unfathomable iceberg, â€Å"We have scarcely touche the computer revolu-tion and the far-ramifying changes that must follow churning in its wake† (Toffler, 1970). It is almost impossible to believe that anyone would have thought way back then that the number one currency for more than one billion people currently wired to the internet everyday, would simply be ‘information’. Twelve years after Toffler, another futurist published a book called Mega-Trends. This book by John Naisbitt remained on the Best Seller list for more than two years. Naisbitt was able to point his vision sharply into the future, and what he saw was a world of great transformation. He displayed a far greater sense than Toffler that the Western world would not only be able to weather the winds of change; but that we would for the most part welcome and embrace them. In 1982, Naisbitt predicted Ten Mega-Trends that he saw looming on the horizon. You tell me just how accurate he was. 1) He believed that we were becoming an information society after having been largely an industrial one. Looking at where we are today, it’s hard to believe that anybody could dispute that. 2) He believed that we were moving from technology being forced into use, to technology being pulled into use where it is appealing to people. Back then one could only imagine that the burden of having to use a computer at all was indeed challenging to some people; as I am sure it still is today. 3) Nesbitt predicted that globalization was quickly coming upon the horizon more than ten years before the word even came in vogue. He believed in 1982, that nations would evolve from predominantly national economies into a global marketplace. All of these changes would indeed develop shortly thereafter, and we must remember still, that this was relatively a short time ago. 4) He believed that we would move from short term to long term perspectives, and 5) from centralization in business and governance to decentralization. 6) Now this is where Nesbit predicted the emergence of Infopreneurship. He believed back then, that we would move away from getting help through institutions like government to self-help; and actually, 7) From representative to participative democracies. 8) Nesbit said that we would move from hierarchies to networking. He obviously saw the enormous trend towards social networking long before anyone seems to have thought about its full potential. 9) He said that our biases would dissipate. 10) Lastly, he predicted that we would evolve from seeing things as â€Å"either / or† to having a variety of choices. Now, who would have thought as much? The decade of the eighties would become a rich fertile ground for the emergence of a new intrapreneural boom that would begin to take shape by the mid 1990’s. However, the roots of many of the trends that both Toffler and Naisbitt wrote about actually began to take shape during the waning years of the Cold War. As Japan quietly began to re-emerge as a burgeoning economic powerhouse coming back upon the world scene more than 35years ago, they would carry with them a model of workplace innovation. It was common back then for Americans to comment that the Cold War was indeed over, and that it was actually the Japanese who had won it. In 1980, one out of every four cars in the U. S. market was Japanese. Japan started making better and cheaper cars than their American counterparts. They broke the back of the great American export leviathan and suddenly American businesses were forced to take a long hard look eastward at Japan. The world would take notice. This was to become an era that would give rise to a new emphasis upon developing a spirit of creative innovation within the workplace. Intrapreneurship was all of a sudden being greatly encouraged in the workplace. Gone was the marshal attitude of strict unquestionable control. The creative spirit was let loose to the point that a man named Art Fry at the 3M Company could gain inspiration from a co-worker, who invented an adhesive, yet could not find a thing to do with it. Fry had an epiphany after noticing that the book marks kept falling out of his church hymnals during choir practice. Lo and behold, Post-its stickers were born (Business Strategy 1988). During the same year that John Naisbitt was predicting the trends of the future, Norman Macrae was also speculating upon corporations discovering stimulating ways to develop creative ‘intrapreneurs’ within their firms. He believed that intrapreneural competition should be aggressively encouraged. Suddenly, in the face of declining sales in manufacturing, automobiles and electronics, due to the great efficiently of the burgeoning Japanese market (Japan is now the second largest economy in the world); other Western nations began to loosen their ties in the workplace. It was during that period as well that Gifford and Elizabeth Pinchot would first begin to coin the term ‘intra-peneur. ’ Together they wrote passionately about the workplace and their concept of the emerging future of Infopreneurship would become a prominent aspect of the lexicon of their work for years to come. [â€Å"We will begin facing the challenges caused by expanding technological power and growing population when we change what we are striving for. We need a new definition of success† (Pinchot, 1995)]. Together they took pains to give full credit for their ideas to the earlier work of Norman Macrae. In 1985 after developing their methods in Sweden, they actually started a school for Intrapreneurship. One year later, John Naisbitt was speaking of Intrapreneurship and a means for American firms to find new markets. The development of the Macintosh computer was described by Steve Jobs as an ‘intrapreneural’ venture. India would also re-emerge upon the world stage over just the last decade and a half largely as a result of their embrace of the concept of intrapreneurship. Later, in 1990, Rosabeth Moss Kanter of Harvard Business School spoke of ‘intrapreneurship’ in her book â€Å"When Giants Learn to Dance. â€Å" [â€Å"†¦. coaching to stimulate and guide the creation of new ventures from within. These strategies [that] [come] from the core of the post-entrepreneurial take entrepreneurial to the next step. †] (Kanter, 1990) While the concept of intrapreneurship was helping to develop the leaders of the near future internet technology boom in Silicon Valley; this would become yet another golden age of entrepreneurialship around the world. Within a relatively short period of time, Desktop Publishing had come into its own. In time, the home office, tele-commuting, Fed X Kinko’s Business Services, and private mailboxes would help to transform the face of small businesses all across the globe; making it more cost effective for ambitious individuals to strike out on their own as independent entrepreneurs. This era of innovation and enterprise roughly from the mid 1980’s to the turn of the New Century, would in turn help to plant the fertile seedlings for the Inforperneural Age of today. However first, the foundation of one great industry would appear on its way to becoming unhinged. While governments act to bail out banks during the economic downturn, and public sector funds are siphoned away from the till for the 2012 Olympics, Google is reporting a more than 25% third quarter jump in profit. Why, because the average Brit now gets their news at least three times a day from the internet. Those who are now taking advantage of the Web 2. 0 infrastructure, even while Web 3. 0 is on the launching pad, have become the new Infoperneurs. One might easily doubt that it could have been foreseen that the internet would actually force the worldwide restructuring of the newspaper industry. Job cuts are now being reported at the Cambridge News and The Independent, and overseas in just the last few years, a number of the most popular newspapers have been forced to cut their staffs, and many have eliminated whole sections from their papers altogether. In the wake of massive job cuts, the New York Times recently announced that its circulation was down 3. 9%. If that was not bad enough, on the heels of a deepening economic recession its advertising market has recently reported precipitous decline. Many other newspapers throughout the world are currently in the midst of perilous financial times. (The Economist, September 20, 2008) In March of this year the Newspaper Association of America admitted that the decline of newspapers across the country was actually happening more rapidly than it had been previously reported. At the same time online revenues for some papers were beginning to skyrocket. Total print revenues plummeted in 2007 down 9. 4% to $42 billion compared to the previous year. This reflects the single biggest drop in revenue since the year 1950, when the organization first started tracking quarterly revenue (Riley 2008). At the same time, we discover that: â€Å"Online [ traffic] [offered] some solace for the dead-tree business, with internet ad revenue growing 18. 8% to $3. 2 billion compared to 2006, but a rate significantly lower than the 31. 4% growth the year before, and not even close to replacing the losses from print. Online revenue now represents 7. 5% of total newspaper ad revenues† (Riley 2008). What is actually hidden behind the numbers is a totally new reality in the way that we view our world. The internet is now the single greatest marketplace for information. It is where people go the plug into any thought, concept, or idea that they may wish to learn more about. They press a button, and ‘poof’ there it is! Someone has to do all that research, post and retrieve all of those articles, and simply broker the non-stop flow of billions and billions of tiny little bits of information traveling across a seemingly endless world wide web. Gone are the days when a trusted source is a viable information consultant simply because he has graying hair (notice I said he! ) and sits behind a large oak desk. The internet is history’s greatest experiment in democratization; and that became evermore evident during the previous year than ever before. Recently, Google came out with a new browser named Chrome, which acts in direct competition with Microsoft’s internet browser, allowing for more individual manipulation and input of what amounts to an open source operating system (The Economist, September 6, 2008). The Universe is starting to bend towards individual will more and more each and everyday. No, the entrepreneur is not dead, nor will that great spirit of British ingenuity and drive ever disappear upon this planet as long as this nation survives. It is something that has always been ingrained within the spirit of the U. K. We could have never survived for so many centuries without it. Infoperneurs are just the latest breed of pioneers that’s all. They are not suffering during this economic downturn; you can believe that! They provide an invaluable service, because they are able to make use of the databases that make up the internet, as a way to actually leverage information by surveying and manipulating it in order to repackage and deliver it tailor-made towards the specificity of a variety of clients and or situations (Bouchard, 2000). This is what they do. It is the wave of the future. As the internet grows, the job of an Infoperneur promises to become evermore valuable; and oddly enough they will not even have to walk beyond their front door. Bibliography Author (s) Journal of Business Strategy (1988) Lessons From a Successful Intrapreneur: An Interview With Post-it Notes Inventor Art Fry:. MCB UP Ltd. Volume 9: Issue 2 Page: 20-24. Retrieved from: http://www. emeraldinsight. com/10. 1108/eb039208 Du Toit, Adeline (2000). Teaching Infopreneurship: Students’ Perspectives. Aslib Proceedings. Bradford: Feb 2000, vol. 52, Issue 2; pp. 83-91. The Economist. (September 20, 2008) Slim Hopes: Newspapers in America. A Billionaire Makes A Surprising Investment In the New York Times. Volume 388 Number 8598 78-79 The Economist. (September 6, 2008) Google’s New Web browser: The Second Browser War: Google’s New Web Browser is its most direct attack on Microsoft yet. Volume 388 Number 8596 72-73

What does it all mean By Nagel

What does it all mean by Nagel is often referred to as the little book of philosophy amongst critics. This is because the book gives the reader a compact overview of all the fundamental constituents of philosophy such as the dualism of the mind and the body and more complex topics such as the meaning of the existence of man and his consciousness. The attribute that differentiates Nagel’s work from other works on introductions to philosophy and its content is that Nagel uses language that welcomes the new student of philosophy in to the subject. We see this book as one that allows the layman to acquire a basic knowledge of what to expect in further studies into philosophy (Nagel, 1987). The introductory chapter allows for a gentle entrance into the world of philosophy and welcomes the reader to the nature of questions that are to follow in the study of philosophy. In â€Å"How Do We Know Anything? † the second chapter, Nagel states that the world around us is the reality because we can study it and substantiate it, and similarly all the constituents of the world and all the theories are true only if they can be studied and substantiated for their content. In the third chapter â€Å"Other Minds†, Nagel is of the opinion that if one person finds a particular external stimulus pleasant, it is not reasonable to conclude that the next person receives the stimulus with the same interest since the only way for the first person to have come to a conclusion regarding the stimulus is through experiencing it In Chapter 4, ‘The Mind-Body Problem’, Nagel presents to the reader the direct union between the mind and the human consciousness and concludes that in order for consciousness to experience an event, the brain has to receive a stimulus. In Chapter 5, Nagel talks about the perceptions of the words we use and the names we give to the elements of the world around us and if the words we use are truly of any significance or not. In Chapter 6, Nagel argues upon the free will that we exercise and whether or not our will actually is independent and if it is of any actual significance. In Chapter 7, ‘Right and Wrong’, Nagel criticizes the definitions of right and wrong that man uses to manage the day to day activities of his life and questions the legitimacy of those definitions. In Chapter 8, ‘Justice’, Nagel argues upon the justice and inequality of the universe that man dwells in that is beyond the control of man himself. He argues whether it is correct to oppose the occurrence of events of such uncontrollable nature. Chapter 9 discusses the bleakness of Death and the perception that we have for it and the question of it really being that we believe it to be. In Chapter 10, ‘The Meaning of Life, Nagel hits on a chord that is the most sought after in all segments of society. Nagel argues over the reality of the meaning, existence and expectation of life. Nagel uses his trademark method of writing that inspires inquisition in the minds of the reader and allows the reader an opportunity to get a taste of the levels of realization that the subject has to offer and does so without confusing the reader through jargon.

How To Say Let in Spanish

How To Say Let in Spanish Let is one of those English words that can be translated numerous ways in Spanish, because let itself has numerous meanings. Take the example of translating Let me write that down to Spanish. One possibility say, Quiero apuntar eso, which has a literal meaning of I want to write that down. If you wish a more precise translation and indeed are seeking permission to take notes, use Dà ©jame apuntar eso or Dà ©jeme apuntar eso, depending on whether you are speaking in the familiar or formal second person, respectively. Dejar is the most common verb meaning to allow, so what youre saying is allow me to write that down. What is important when translating from one language to another is to look for the meaning of what you want to say and translate that rather than attempting to translate words. You simply cannot translate let the same way all the time. And if what you mean by let is I want to, then just say the equivalent of that - its much simpler! Choices for Translating ‘Let’ A few of the verbs you can use to translate let or phrases that use let include liberar (to let go), alquilar (to rent out), avisar (to let someone know), soltar (to let go), fallar (to let down or disappoint), perdonar (to let somebody off, to excuse) and cesar (to let up). It all depends on the meaning of what youre trying to say. And, of course, in English we use let to form first-person plural commands, as in lets leave or lets sing. In Spanish, that meaning is expressed in a special verb form (the same as the first-person plural subjunctive), as in salgamos and cantemos, respectively. Finally, Spanish sometimes uses que followed by a verb in the subjunctive to form an indirect command that can be translated using let, depending on the context. Example: Que vaya à ©l a la oficina. (Have him go to the office, or let him go to the office.) Sample Sentences Here are sentences illustrating possible translations for let: El gobierno cubano liberà ³ al empresario. (The Cuban government let the entrepreneur go.)Dà ©jele hablar sin interrupcià ³n. (Let him speak without interruption.)Te comunicaremos si algo ha cambiado. (Well let you know if anything has changed.)Los captores soltaron a los rehenes a las cuatro de la madrugada. (The captors let the hostages free at 4 a.m.)Me fallaba muchà ­simo. (He let me down a lot.)Vive y dejar vive. (Live and let live.)A mi no me decepciona nadie porque no espero nada de nadie. Nobody lets me down because I dont expect anything from anybody.Mis padres alquilaron un piso en 2013 por 400 euros por semana. (My parents let out a floor in 2013 for 400 euros weekly.) ¡Me deja en paz! (Let me be alone!)Avà ­same si no puedes hacerlo. (Let me know if you cant do it.)Por fin aflojà ³ la ira de la tormenta. (The fury of the storm finally let up.)Hay ciertos amigos a los que no quiero dejar entrar en mi casa. (There are some friends I dont want to let into my house.)D esde entonces, se desmejorà ³ y crecià ³ su abatimiento fà ­sico y moral. (Since then, he let himself go and sank deeper physically and morally.)

Criticizing Kants Argument for Purposeful Reason essays

Criticizing Kants Argument for Purposeful Reason essays In the preface of Groundwork for the Metaphysics of Morals, Immanuel Kant declares that all moral philosophy rests entirely on its pure parts. With this premise, an acknowledgment that he is unconcerned with a teleological approach to morality, Kant tethers the moral philosophy he is about to erect. I will begin by outlining what Kant means when he states that moral philosophy is based in something pure by examining what the concept of purity signifies in terms of morality and why Kant argues on its behalf. From there I will briefly summarize the form of moral philosophy Kant believes will arise from this pure grounding, the categorical imperative. Through a critical examination of the role of reason and the concept of purpose in linking the realm of human experience and the pure metaphysics of morals, I will argue that Kants moral philosophy lacks a motivator for human participation and is subsequently unlikely to be a practical philosophy. For Kant, moral philosophy is a type of rational knowledge. Knowledge can be divided into two general categories: formal philosophy and material philosophy. The former is concerned with universal rules of thought or logic, while the latter pertains to objects and the laws governing them. Material philosophy can be further divided into laws of nature and laws of freedom which are called physics and ethics, respectively. These two branches of material philosophy are subject to a final division. Each may be either empirical, based on experience, or pure, founded entirely on a priori principles. In the case of ethics the empirical branch is called anthropology while the pure is the metaphysics of morals. Kants moral philosophy is based in metaphysics of morals, knowledge of the pure, and a priori laws of freedom that pertain to objects completely unmitigated by empirical concerns. Moral philosophy according to Kant must be based on pure, a priori concepts entir...

Marketing Planning and Strategy (The Buying Process)2 Assignment

Marketing Planning and Strategy (The Buying Process)2 - Assignment Example This is a remarkable need that has been substantially developed by the marketer through the online description of the product alone. In particular, target customers who are in the arena of influencing people will eventually realize to desire for a need for this product offering. Ideally, people involved in the field of persuading other people would want to become effective here (Larson, 2012). Thus, in their current state, they want to improve more in their skills of persuasion. Thus, the marketer has made the right choice of placing the actual description of the product that will trigger this need. The product is like a helping guide that aims to improve its users’ experience with persuading people. Concerning this, the marketer is able to implement the idea particularly in seeking value on the part of the customers relating to their personal experiences of influencing or persuading people. For this reason, the product is trying to suggest scanning one’s memory in line with the importance of persuasion. One’s memory with product or related experience is a fundamental source of information from the point of view of the marketer (Kimmel, 2012). Such idea brings forward to the primary source of internal information about the customers’ buying behavior. On the other hand, the dominant source of external information that the marketer showcased on the site is the presence of helpful customers’ reviews with significant ratings. Customers’ reviews are essential ways to trigger positive customer’s response on the product or service offerings (Schneier, Shaw, Beatty & Baird, 1995). Marketers believe that this could trigger customers’ buying behavior. Aside from the product description and customers’ reviews, the product conveys the need to have it through editorial reviews too. These reviews are essential justifications of the

None Essay Example | Topics and Well Written Essays - 750 words - 7

None - Essay Example Here is another example of a church steeple designed by Perret. Although it features flat faces and a square design, there remain interesting elements throughout the tower beginning with the same sort of simple understated buttresses at the top of the tower. These pull the interest up thanks to their staggered structure, some supporting high while others support low. Although the steeple is made of concrete, Perret introduces a sense of delicacy to the material with intricate lacy patterns running up the faces and throughout other segments of the church. I like the Maison de Georges Braque because it’s one of the few examples I’ve seen of a private home designed in the modern style. It features a concentration of glass and steel as its principle construction components with brick providing the more solid elements of the building at the entrance and along the matching chimneys found at either end. Perret added interest to the building by angling the upper windows in a gentle slope that both allows more light to enter the home as well as allows rain water to naturally slide off, therefore combining function with aesthetics. This is another example of a house designed in the modern style, but it’s only recognizable as a home because of its name. The building retains interest, though, thanks to the creative use of new building materials such as concrete, steel and glass. With its large front windows that span the entire front of the building and two thirds of its lower portion, it seems like a perfect showroom for a store and the optical illusion of the heavy upper story about to crush the airy lower story is interesting. This headquarters for the Navy presents a solid face to the surrounding world, but remains interesting because of its seemingly uneven divisions from top to bottom and its evenly spaced concrete and glass partitions along the sides.