Maximus and Aquinas Essay Example | Topics and Well Written Essays - 3750 words

Maximus and Aquinas - Essay Example Thomas Aquinas and St. Maximus the Confessors input on this issue. Will can be defined as choice or determination. Divine will is what a Divine being, God, chooses or determines. Even though it sounds clear enough, the question then becomes; who is God or what components make up God? This leads to a discussion on knowledge about God, including what is the true knowledge. Then influences on mens perception of true knowledge, like Plato or Aristotle need to be examined. Human will, or human choice or determination, appears less complicated, but in reality is not. The reason human will is not clear cut comes down to how much Divine will influences mans thoughts. This factor is unknown. Opinions range from human will that is totally free to human will being guided by completely by Divine will. Aquinas and Maximus agree that humans have a will, or choice when dealing with issues of God. Aquinas asserted â€Å"that for the knowledge of any truth whatsoever man needs Divine help, that the intellect may be moved by God to its act.†1 Despite this statement, Aquinas thought that humans have a natural instinct to have knowledge without Divine revelation. Aquinas also acknowledged that Divine revelation occurs from time to time, "especially in regard to faith.†2 This means that true knowledge comes from God, but humans can also reason things out with and without Divine revelation. Through the working out of the commandments the mind puts off the passions. Through the spiritual contemplation of visible realities it puts off impassioned thoughts of things. Through the knowledge of invisible realities it puts off contemplation of visible things. And finally this it puts off through knowledge of the Holy Trinity.3 Maximus felt that knowledge comes in an abstracting from the realm of the senses into one of intellect.4 Maximus thought that any projection onto an thought of possible apprehension makes out perception of this object false.5 This

Security Enhanced Linux (Selinux) Essay Example for Free

Security Enhanced Linux (Selinux) Essay Security Enhanced Linux (Selinux), Chroot Jail, and Iptables Three of the most important types of Linux security technologies are Security Enhanced Linux (SELinux), chroot jail, and iptables. This security measures aide in the subversion of theft and malicious activity. We will discuss these items in depth to address who created them and for what reason. Along with how these technologies changed the operating system to enforce security, and the types of threats that these security systems are design to eliminate. Security Enhanced Linux was released in December of 2000 from the National Security Agency (NSA), under the GNU general public license. SELinux is not a Linux distribution; it is a set of kernel modifications and tools that can be added to a variety of Linux distributions. SELinux is currently a part of Fedora Core, and it is supported by Red Hat. Incarnations of SELinux packages are also available for Debian, SuSe, and Gentoo. Security-enhanced Linux is a set of patches to the Linux kernel and some utilities to incorporate a strong, flexible Mandatory Access Control (MAC). The Chroot system call was introduced during the development of Version 7 Unix in 1979, and added by Bill Joy on 18 March 1982, a year and a half before 4.2BSD was released in order to test its installation and build system. A chroot on a UNIX based operating systems, like Linux, is an operation that changes the apparent root directory for the current running process and its children. A program that is run in such a modified environment cannot name or access files outside the designated directory tree. On a web server, it is very useful for the security of shared hosting accounts. Without a chroot jail a user with limited file permissions can navigate to the top level directories. Although that user does not have permission to make changes, they can invade the files and access information. An important use of chroot is it’s utilization within virtual environments. In a Virtual Private Server, the user has a complete operating system within a chroot directory. This user has root privileges for his or her own account, but can’t access higher directories or be aware of their existence. Virtualization is great for test environment that can be set up in the chroot for software that might be too risky to deploy on a production system. Virtual environments are often used for compatibility issues. Legacy software or software using a different interface must sometimes be run in a chroot because their supporting libraries or files may otherwise clash with those of the host system. Also chroot is often used for recovery purposes. A chroot can be used to move back into a damaged environment after bootstrapping from an alternate root file system. Elevated Privileges in iptables are required for operation, and root user must be used or iptables will not function. With most Linux systems, iptables is installed as /usr/sbin/iptables and documented in its man page, which can be opened using man iptables. There is a set of user interface tools that can be used to manage your system’s security profile in a more user friendly manner. The user interface firewall management tools include Bastille, and GUI tools with like KDE’s Guard dog. There are Linux distributions whose main purpose is to provide a GUI front end to iptables with a variety of configurations. Iptables allows the system administrator to define tables containing chains of rules for the treatment of packets. Each table is associated with a different style of packet processing. Packets are processed by sequentially traversing the rules in chains. A rule in a chain can cause a goto or jump to another chain, and this can be repeated to whatever level of nesting is desired and every network packet arriving at or leaving from the computer traverses at least one chain. Where I found the information at http://www.termpaperwarehouse.com/essay-on/Security-Enhanced-Linux-Selinux-Chroot-Jail/105441 Linux Security Technologies Selinux Chroot Jail Iptables Term Paper

An Attempt At Understanding Dreams Essay -- essays research papers

An Attempt At Understanding Dreams   Ã‚  Ã‚  Ã‚  Ã‚  A few months ago I watched a movie called â€Å"The Candyman†. It was a horror movie about this psychotic woman who massacres people around her but has no idea what she's doing. An imaginary creature called â€Å"The Candyman† is appearing to her and talking to her, and she actually thinks that he's the one who is doing the murdering. Anyway, it was a scary movie and I had a bit of fun freaking out my mother that night by telling her that â€Å"The Candyman† will appear to her in her dreams (although I didn't think about the consequences if he really appeared to her and she killed all of us while we were sleeping!). Fortunately for my mother (and the rest of us), she didn't dream about him that night. A few weeks later, I did, though! However, I didn't get very scared in my dream because thanks to a certain technique that I developed a few years ago, I can somehow avoid any dangers in my dreams by knowing that I'm dreaming and that nothing bad can happen to me. This helped me in a lot of annoying dreams before because when I'm in trouble I sometimes just â€Å"fly away† in certain situations in the dream or I just ignore it and tell the bad guy that he can't hurt me because I know it's just a dream. I have no idea until today how I'm able to do that, but it really makes me wonder. I also don't know why I had that dream a few weeks after the movie and not the same night I watched it, especially that I had completely forgotten about it until the night of the dream, at least consciously. Anyway, I decided to use the chance of having to write a paper for Psychology 201 and I almost instantly knew that I was going to explore the world of dreams and the process of dreaming. Before I go any further though, I think I know from the start that no matter how much material I gather or people I interview, I will not be able to explain the process of dreaming because I believe that it is so complex and mysterious that no man can claim to really understand it. The maximum that I wish to achieve is just to admire this incredible phenomenon and to at least try to clarify some of the little details surrounding it.   Ã‚  Ã‚  Ã‚  Ã‚  Some questions come to my mind immediately when I think about dreams: What causes dreams? Does everybody dream? Do dreams have significant meanings in reality? Why do some dreams seem so weird and out of ... ...echnology. The main problem is the great diversity of the issue and the difficulty of conducting physical experiments and analysis on such a phenomenon. It is a phenomenon that defies the laws of physics and society, and the limits of dreams are stretched as far as the human imagination goes. The best we can do is to give limited explanations that we think might work with us, but the true secrets of dreaming will never be uncovered. We can just share our dreams and try to understand some events that happen to dreamers all around the world, which makes us appreciate dreams more and more. Works Cited Abdel Hamid, Ranya, 22 yrs., Mechanical Engineering major at State University. Aristotle, â€Å"On Dreams†, 350 B.C. Atkinson, Rita L., â€Å"Introduction To Psychology†, 1993. Dreams Interpretation Services & Resources, â€Å"http://www1.rider.edu/~ ~suler/dreams.html†, 1996. Farrag, Mariam, 20 yrs., Political Science major at State University. Ghaleb, Teymour, 23 yrs., Marketing Analyst at Daewoo Co. Hassan, Farouk, Dr., Practicing Psychiatrist. Rafik, Nadine, 17 yrs., student at State University. Shawky, Safinaz, 21 yrs., Economics major at State University.

Comparison between Ancient China and Singapore Civilisations

Who am I? I am Aicirt, a time traveller. Recently I travelled to the view life in Ancient China. Was it interesting, you might ask? Indeed it was, which is why, I have decided to compare two aspects of life in the early civilisations with life in Singapore today. My first aspect would be Technology The main difference between the technology in the early civilisations and present day Singapore is that the technology in the early civilisations was not as highly advanced as in Singapore now. Singapore is very much highly advanced in technology than in the early civilisations. An example would be many Singaporeans depend a lot on electronics such as their handphones etc. Whereas in the early civilisations such as the Indus Valley civilisation and Shang civilisation, there was no such things as electronics. In fact, there was no electricity at all! The next example I am giving is that when making goods such as vases and other objects, we currently use machines to make them and design them. On the other hand in the early civilisations, all the objects were made by hand and were intricately designed using bones or sharp stones etc. However, the early civilisations and present day Singapore have something in common with reference to the aspect on technology. The technologies in both the early civilisation and life in Singapore today share the same things which include making tools, weapons and craft objects etc. Even cooking is present in both of them. In both times, the people have always tried to make life better for themselves by trying to different methods to complete their jobs efficiently. The next aspect I will compare is the Transportation. Transportation is a very important aspect to compare. Traveling to the early civilisations made me realise that the people there used little transportation (only small boats) for trading purposes. Other than that, they seldom used transport. In Singapore, transport is used widely. For example, we take buses, cars to work or attend school. Firstly, I have noticed a similarity when I travelled to different early civilisations such as the Shang civilisation. The similarity is that in both the early civilisation life and life in Singapore today, people transport by land and water. Even though, the time gap has a big difference, we both share the same type of transportations. This shows that over time, the type of transportation may have had modifications but the main idea of traveling by land or water did not change. Next, I shall point out a difference in the transportation between present day Singapore and early civilisations. The main difference is the modernization of the transports available in both times. Currently now, we have many different kinds of transportations to choose from. We can take the MRTs, buses, ferries or cars for short or long distances. For much further distances, we can take aeroplanes or ships. However, during the early civilisation life, the types of transport were less and much less modernized. You will probably ask what they are, then. Well, they differ a lot. In the early civilisations, transportation modes only consisted of small boats and perhaps carts driven by larger animals such as bulls or cows. What I admired about the people of the early civilisations I admired the people of the early civilisations for their ability to be open minded to new ideas and the ability of thinking of ideas to improve their lives. They often tried to improve their lives by using their limited technology to allow themselves to complete task with more efficiency. They had determination to complete and overcome everything, every obstacle faced. They always knew and wanted to improve in the way the live, their lifestyle. For example, in the Shang civilisation, the people introduced leisure activities to their lifestyle. They created board games such as chess using stone. I admire them for being resourceful too. The people were able to develop some sort of technology by being able to use harder materials such as stone and metal to create objects so that they were more durable. They could make inscriptions and inscribe or carve on hard objects. This showed that they planned whatever they were going to do before attempting to do this. This is a good skill-planning before embarking on doing. I think I would like to adopt this ability/skill to prevent rash decisions which may result in several mistakes. Planning goes a long way. A quote I heard several times is â€Å"If you fail to plan, you plan to fail.† Therefore, the people of the early civilisation were successful as they had steadfast determination and well planning. An example of well planning would be the Indus Valley civilisation. In Mohenjo-daro, a main city of the Indus Valley Civilisation, it was a very well planned city with many public buildings and the world's first complex underground drainage system was there. The people of the early civilisation put in their best even if it seemed unlikely that they would succeed. In conclusion, I admire the early civilisation people for being determined and persevering in doing whatever they do, overcoming obstacles, finding solutions to their problems such as solving the irrigation flood problem etc.

HR Management Essay

Negligent hiring is the potential liability of an employer for actions of an employee who was selected for employment without adequately determining the person’s qualifications for the job. Negligent retention on the other had refers to the prospective liability an employer faces by retaining employees who it knows (or should know) a re not qualified to perform their jobs tasks or have mental or physical conditions or propensities that result in them being hazardous to themselves or others. Discussion  Employers need to do reasonable investigations on the prospective employees work experience, background, character and qualifications to avoid negligent hiring. The doctrine of hiring and retention provides that an employer have a duty to exercise reasonable care in selection and retention of his employees. The employer should be aware of the employee problems that make him or her unfit should avoid negligent retention. The employer should take further action such as investigating, discharge or reassignment. Employers want to be sure their employees are doing a good job, but employees should not have their every sneeze or trip to the water cooler logged. This is where workplace conflict comes to foreplay. Employees are the greatest assets of any company and an employer should put much care in protecting their privacy. Employees should avoid providing all their information to their employers because such information could be used for identity theft as well as carrying out criminal activities such as fraud cases leaving the employee in financial problems. Employers should also ban use of the new technology such as camera phones, digital cameras etc because offensive pictures of workers in private, embarrassing or intimate situations can be taken and sent to the net. Such technology can be used to conduct industrial espionage. In this cue therefore employers do are not obligated under any law to use devices that can intrude on the employees privacy. The employers under the contract terms reserve the blame if the employee get accident or injured during the working term. Under the labor laws the safety of the employees lies on the employer if the employee gets the injury at the point of work. It is the mandate of the Contracting firm to provide safety and health measures at all costs to the working employees who forms the main component assets in the company. WS4DQ1-Merit pay Merit pay is pay compensation given to employee based on his/her productivity. Its based on the assessment of the employee’s productivity. Hoever merit pay is rarely used as most managers use it as a strategy to motivate those indiduals well known to him or her. Merit pay should be given based on competence in work. Hard working employees need to be rewarded; this should base on achieved measurable targets, units. Merit pay should be included as part of organization package for various reasons. One is that merit pay enhances a vibrant competitive workforce and therefore eliminates laggardness in workplace. WS4DQ3-Kenneth Lay Lay was one of the Americas highest paid CEO in America. He was Presidents Bush Treasury secretary . He dumped large amounts of his Enron stock and encouraging his employees to buy more stock. As the highest paid CEO, lay never contributed much to the Organizations success; rather he greatly contributed to its downfall. Thus, he was not entitled to the handsome package he was receiving, as he got filthily involved in scandals that amounted billions of shillings leading to the collapse of Enron. WS5DQ1 Workplace violence can take a heavy toll on a business in terms of liability, lost revenue and employee productivity. Tangible costs-medical bills, Antony fees, lost wages, security cost, rehabilitation and property damage. Intangible costs include; loss of staffs time, staff replacement, company liability, moral issues that affect productivity levels. Preventing work place violence therefore means the management of the human resource should ensure the safety of work place. Work place violence can be prevented by; being always alert-no work place is safe, understanding what the problem is, developing a violence prevention plan and responding to emergency incidents. Such policies as; violence prevention plan should be put in place, the management should be at fore in been alert on any violence incident, developing a good working environment and cultivating on maintaining good teamwork relations. This is because when there is good relation among the workers, there is low chance of violence. WS5DQ2 Federal Osha does not have jurisdiction over those employed by state, county, city or municipal governments. However, several state plans do cover such public sector employment. State with approved state plans and in accordance with section 27-a of the PESH act, New York adopts and enforce occupational safety and health standards in the public sector which are identical to OSHA’s. For instance public schools must comply with same fire protecting standard as private schools, but the standards are promulgated and enforced by the state. The California department of occupational safety and health differs with the federal OSHA agencies in the sense that, states have option to establish regulations for hazards not covered by federal standards or more stringent standards than those promulgated by OSHA, which California does. California state agencies standards cover more ground and stringent than federal OSHA’s. Mainly, California OSHA agencies differ from federal agencies in such areas as; requirement for injury and illness prevention program (IIPP), hazcom standards, permissible exposure limits (PELs) and Ergonomics. OSHA’s has continuously been involved in voluntary protection programs, which has indicated effective management of safety and health protection improvement in employees moral and productivity. WS6DQ3 The involvement of unions in social policy areas and participation in self-governing bodies of national social insurance scheme has been the role of unions in Germany. With the increased importance of private pensions, trade unions have enhanced their collective bargaining role in this area. Besides unions have seized opportunities to enhance their role in collective regulation of state imposed privatization. Trade unions over the recent years have had their membership dwindling ageing of membership and lacking support among young employees. This is because the top management or leaders in the unions have taken it as their platform to pursue their welfare as opposed to the welfare of the members in the collective bargaining. WSDQ3 The NLRB does not include coverage for all workers. These include individuals who are employed as agricultural laborers, domestic servants, parents or spouse, independent contractor, employed as supervisor, employed by an employer subject to railway labor act, employees by federal state or local government and those employed by any other person who is not an employer as defined by NLRB. These employees do not have right to form unions as other workers since they are not within the NLRB jurisdiction. In one case, NLRAB was unsure how to define ‘supervisor’. Individuals who are supervisors would not be included in the bargaining unit potentially represented by unions or allowed to vote in the elections. The court ruled that this NLRB judgment is unfair. The court said there were no statutory basis for excluding ‘’professional or technical judgment’’ from joining unions. The basis of the argument therefore is that each party in work environment has a stake in forming a labor union.

Drawing on the Right Side of the Brain Essays - Drawing, Free Essays

Drawing on the Right Side of the Brain Essays - Drawing, Free Essays Drawing on the Right Side of the Brain SART*2090 Drawing 0852269 Drawing on the Right Side of the Brain Betty Edwards firstly identifies two sides of the brain and explains their functions. The left hemisphere controls the right side of the body and the right side of the brain controls the left side of the body. She explains that each side controls different aspects of human capabilities which are connected by the corpus callosum. In split-brain experiments, scientists have been able to distinguish which half of the brain primarily controls things such as language or spacial reasoning. Edwards makes that point that each side of the brain has a different consciousness showed in split-brain patients, and both process information differently. She also examines historical biases in favoring right-handedness and negative connotations held with being left-handed. Betty Edwards points out that when it comes to drawing, the process of learning can become a conflict. She then continues to identify methods for learning to draw which help stop the left side of the brain from dominating and causing problems like drawing something by the characteristics we know the object has rather than what it actually looks like. One method is paying closer attention to negative space. She uses the example of a chair that at a certain angle, will not make visual sense if we for example make all the legs the same length (as we know they are). Another method Betty Edwards recommends is having a basic unit measure in the object that can help make the rest of it proportionate. This can also help in improving composition and avoid starting a drawing that is too big or too small for the sheet of paper. The Natural Way to Draw Kimon Nicolaides starts by proposing that in order to understand something, we need to be aware of how our senses interact with it. He states that we see through our eyes, not with them. He also believes that it is with touch that we largely base our understanding of an object. He then continues to present three different drawing exercises: contour drawing, gesture drawing, and cross contours. The first is contour drawing, in which you draw the contours of a figure or object without looking at the paper. You start by placing your pencil on the paper, fixing your eyes on a point on the object, then slowly move both along the contours. Nicolaides explains that it is important for the eye and pencil to follow the same pace. He also notes that if the contour comes to an end, simply begin at a new starting point and continue. He emphasizes that the drawing does not have to be proportionate because it is not a finished piece, but rather, it is an experience. The second drawing exercise is gesture drawing. For a gesture drawing, the artist must draw quickly without lifting the pencil off the paper while a model is in an action pose for a minute or less. Kimon Nicolaides stresses that you should be drawing what the figure or object is doing rather than what is looks like. He suggests not to follow the edges of the subject. The gesture drawing should be a response to the gesture, and often looks like scribbling. The final exercise is called cross contours, where by contours are created not by the outside edge of the figure but by the line made by one side of the body to the other. Similar in the rules for contour drawing, one can fix their eyes on one point on the outside edge, then move the contour into the body and even back out. A cross contour can begin or end anywhere on the body. Nicolaides also mentions that it is helpful to draw in horizontal and vertical contours.

examine critically the dramatic structure and relevance of the Cassandra scene in the Agamemnon essays

examine critically the dramatic structure and relevance of the Cassandra scene in the Agamemnon essays Examine critically the dramatic structure and relevance of the Cassandra scene in the Agamemnon. Cassandra, was a daughter of Hecuba and King Priam, the rulers of Troy during the Trojan War according to Homer's Iliad. Cassandra was a beautiful young woman, blessed with the gift of prophecy by Apollo, who was infatuated with her. Unfortunately, she shunned Apollo at the last minute and he added a twist to her gift; Cassandra was doomed to tell the truth, but never to be believed. "I promised consent to Apollo but broke my word... and ever since that fault I could persuade no one." [Aeschylus, Agamemnon 1208ff.] "Have I missed the mark, or, like true archer, do I strike my quarry? Or am I prophet of lies, a babbler from door to door?" [Cassandra. Aeschylus, Agamemnon 1194] For this reason Cassandra was not believed when, near the end of the Trojan War, she said that there was an armed force hidden in the wooden horse that the Achaeans had abandoned. King Priam did not know what to do with her, so he tried to keep Cassandra locked up and out of the way of the warriors of Troy. When Troy finally fell to the Greek invaders, Cassandra was attacked and supposedly raped by the Greek warrior Ajax of Locris, but eventually avenged by Athena. When Cassandra accompanied the Greek hero Agamemnon as his mistress to his homeland, she was killed by his vengeful wife, Clytaemnestra. Aeschylus's Agamemnon tells the story of the Greek hero Agamemnon's fateful return home to Myceneae, where his wife Clytaemnestra waits to kill him. Cassandra is a powerful figure in this play, foretelling the doom of the hero and herself through visions of a curse upon his household. On his arrival Agamemnon fell victim of a conspiracy conceived by his own wife Clytaemnestra and her lover Aegisthus, who murdered both Agamemnon and Cassandra. This too Cassandra predicted: "... for me waits destruction by the two-edged sword." [Cassandra. Aeschylus, Agamem...

History and Archaeology of Chinchorro Culture

History and Archaeology of Chinchorro Culture Chinchorro Culture (or Chinchorro Tradition or Complex) is what archaeologists call the archaeological remains of the sedentary fishing people of the arid coastal regions of northern Chile and southern Peru including the Atacama Desert. The Chinchorro are most famous for their detailed mummification practice that lasted for several thousand years, evolving and adapting over the period. The Chinchorro type site is a cemetery site in Arica, Chile, and it was discovered by Max Uhle in the early 20th century. Uhles excavations revealed a collection of mummies, among the earliest in the world. Read more about the Chinchorro Mummies The Chinchorro people subsisted using a combination of fishing, hunting and gatheringthe word Chinchorro means roughly fishing boat. They lived along the coast of the Atacama Desert of northern-most Chile from the Lluta valley to the Loa river and into southern Peru. The earliest sites (mostly middens) of the Chinchorro date as early as 7,000 BC at the site of Acha. The first evidence of mummification dates to approximately 5,000 BC, in the Quebrada de Camarones region, making the Chinchorro mummies the oldest in the world. Chinchorro Chronology 7020-5000 BC, Foundation5000-4800 BC, Initial4980-2700 BC, Classic2700-1900 BC, Transitional1880-1500 BC, Late1500-1100 BC Quiani Chinchorro Lifeways Chinchorro sites are primarily located on the coast, but there are a handful of inland and highland sites as well. All of them seem to follow a sedentary lifeway reliant on maritime resources. The predominant Chinchorro lifestyle appears to have been an early coastal sedentism, supported by fish, shellfish and sea mammals, and their sites all contain an extensive and sophisticated fishing tool assemblage. Coastal middens indicate a diet predominated by sea mammals, coastal birds, and fish. Stable isotope analysis of the hair and human bones from the mummies indicates that nearly 90 percent of Chinchorro diets came from maritime food sources, 5 percent from terrestrial animals and another 5 percent from terrestrial plants. Although only a handful of settlement sites have been identified to date, Chinchorro communities were likely small groups of huts housing single nuclear families, with a population size of approximately 30-50 individuals. Large shell middens were found by Junius Bird in the 1940s, adjacent to the huts at the site of Acha in Chile. The Quiana 9 site, dated to 4420 BC, contained the remains of several semicircular huts located on the slope of an Arica coastal hill. The huts there were built of posts with sea mammal skin roofs. Caleta Huelen 42, near the mouth of the Loa River in Chile, had several semisubterranean circular huts with superimposed floors, implying long-term ongoing settlement. Chinchorro and the Environment Marquet et al. (2012) completed an analysis of environmental changes of the Atacama coast during the 3,000-year span of the Chinchorro culture mummification process. Their conclusion: that the cultural and technological complexity evidenced in mummy construction and in fishing gear may have been brought about by environmental changes. They point out that the micro-climates within the Atacama desert fluctuated during the end of the Pleistocene, with several wet phases that resulted in higher ground tables, higher lake levels, and plant invasions, alternating with extreme aridity. The latest phase of the Central Andean Pluvial Event occurred between 13,800 and 10,000 years ago  when human settlement began in the Atacama. At 9,500 years ago, the Atacama had an abrupt onset of arid conditions, driving people out of the desert; another wet period between 7,800 and 6,700 brought them back. The effect of ongoing yo-yo climates was seen in population increases and decreases throughout the period. Marquet and colleagues argue that cultural complexitythat is to say, the sophisticated harpoons and other tackleemerged when the climate was reasonable, populations were high and plentiful fish and seafood were available. The cult of the dead exemplified by the elaborate mummification grew because the arid climate created natural mummies and subsequent wet periods exposed the mummies to the inhabitants at a time when dense populations spurred cultural innovations. Chinchorro and Arsenic The Atacama desert where many of the Chinchorro sites are located has elevated levels of copper, arsenic and other toxic metals. Trace amounts of the metals are present in the natural water resources  and have been identified in the hair and teeth of the mummies, and in the current coastal populations (Bryne et al). Percentages of arsenic concentrations within the mummies ranges from Archaeological Sites: Ilo (Peru), Chinchorro, El Morro 1, Quiani, Camarones, Pisagua Viejo, Bajo Mollo, Patillos, Cobija (all in Chile) Sources Allison MJ, Focacci G, Arriaza B, Standen VG, Rivera M, and Lowenstein JM. 1984. Chinchorro, momias de preparacià ³n complicada: Mà ©todos de momificacià ³n. Chungara: Revista de Antropologà ­a Chilena 13:155-173. Arriaza BT. 1994. Tipologà ­a de las momias Chinchorro y evolucià ³n de las prcticas de momificacià ³n. Chungara: Revista de Antropologà ­a Chilena 26(1):11-47. Arriaza BT. 1995. Chinchorro Bioarchaeology: Chronology and Mummy Seriation. Latin American Antiquity 6(1):35-55. Arriaza BT. 1995. Chinchorro Bioarchaeology: Chronology and Mummy Seriation. Latin American Antiquity 6(1):35-55. Byrne S, Amarasiriwardena D, Bandak B, Bartkus L, Kane J, Jones J, Yaà ±ez J, Arriaza B, and Cornejo L. 2010. Were Chinchorros exposed to arsenic? Arsenic determination in Chinchorro mummies hair by laser ablation inductively coupled plasma-mass spectrometry (LA-ICP-MS). Microchemical Journal 94(1):28-35. Marquet PA, Santoro CM, Latorre C, Standen VG, Abades SR, Rivadeneira MM, Arriaza B, and Hochberg ME. 2012. Emergence of social complexity among coastal hunter-gatherers in the Atacama desert of northern Chile. Proceedings of the National Academy of Sciences Early Edition. Pringle H. 2001. The Mummy Congress: Science, Obsession, and the Everlasting Dead. Hyperion Books, Theia Press, New York. Standen VG. 2003. Bienes funerarios del cementerio Chinchorro Morro 1: descripcià ³n, anlisis e interpretacià ³n. Chungar (Arica) 35:175-207. Standen VG. 1997. Temprana Complejidad Funeraria de la Cultura Chinchorro (Norte de Chile). Latin American Antiquity 8(2):134-156. Standen VG, Allison MJ, and Arriaza B. 1984. Patologà ­as à ³seas de la poblacià ³n Morro-1, asociada al complejo Chinchorro: Norte de Chile. Chungara: Revista de Antropologà ­a Chilena 13:175-185. Standen VG, and Santoro CM. 2004. Patrà ³n funerario arcaico temprano del sitio Acha-3 y su relacià ³n con Chinchorro: Cazadores, pescadores y recolectores de la costa norte de Chile. Latin American Antiquity 15(1):89-109.

Compare and contrast the republican forms of democracy Essay

Compare and contrast the republican forms of democracy - Essay Example Concerning this need, the personalities wanted for the American citizens’ access to better services in all the spheres of life. The common belief and the aspiration in this regard were that the achievement of the dream was only possible through the establishment of a representative democracy. Therefore, the bottom line is that all the three individuals championed for representative democracy. Another similarity is that despite John Adams being a former monarchist with Alexander Hamilton, he together with T. Jefferson and T. Paine were during the duration 1770-1780 strongly opposed to the hereditary monarchical rule. They all argued that the monarchical and aristocratic rule established a basis of power independent of the people. In this regard, all the three were indeed in agreement that the people must be the center of focus of the constitution. In the spirit of fighting to eliminate every element of monarchy, all the three were in agreement and indeed despised the idea of seeking the royal and the republican loans. They argued this was a vital ingredient toward the establishment of the monarchical and the aristocratic rule in America. The three argued that, in the height of a popular corrupt, some very desperate persons would be tempted to re-establish and initiate some hereditary offices in the land. The three were also in agreement concerning the rule of law. There was no doubt as to their commitment to have a nation governed by a system of rules that govern everyday life of the people. They derived this understanding from the literal and ever true meaning of a republic, now that they were republicans. The meaning as espoused then was that; â€Å" Republic being an empire of laws and not men, must establish a government in which all men, rich and poor, magistrates and subjects, the officers and people, masters and serva nts, the first citizen and the last one are equally subject to the

Equal Rights for All Essay Example | Topics and Well Written Essays - 1000 words

Equal Rights for All - Essay Example They have equal political rights and they can cast their votes with complete authority. Although the ERA promised so much for the equal rights for women but it wasn’t implemented because only 35 states approved it and approval of minimum 38 states is required to pass the amendment in the constitution. The ideas of John Stuart Mill’s article have been discussed in the lecture stating that the biggest hindrance in the betterment of the society is not allowing the rights to the women. He is a strong advocate of equal rights for women in every sector of life. Social relations between men and women should not be dominated by any sex. His beliefs and motives have a great political and social impact. As the time is moving ahead, the role of women is becoming quite vital in the society. He strongly condemns shifting of power on either side. He is quite stern against the rights given to one sex only; while the other being deprived of even basic facilities of life (Mill). In his article, John Stuart Mill presents some harsh facts that pose hindrance to implementation of the ERA in the US society. Most of the people are not in favor of giving equal rights to both sexes. They consider that the men are superior creatures and they should be given priority over women.

Methodology Essay Example | Topics and Well Written Essays - 2000 words

Methodology - Essay Example Despite the existence of the large number of techniques to be used, quantitative or qualitative are the widely most common methods used. Moreover, data can also be collected through interviews or questionnaires, analysis of case studies and the study of documented sources can also be done. These techniques can be carried out individually or combined, but will be modified in a way that they meet the goals and objectives of the research. The form of data assessment in this dissertation will be influenced by the set objectives. However, before the decision on the best assessment method is made, it is important to look at each method in detail. According to DID 28, quantitative research is an inquiry into social or human problems, this is based on testing a hypothesis or theory composed of variables, measured with numbers and analyzed with statistical procedures in order to determine whether the hypothesis or the theory is true. In simple terms, it is an analysis of sociological issues using scientific methods of research so as to establish reality. Quantitative research is appropriate when there is an objective that is trying to be justified. It also works when definitive answers can be attained so as to test or confirm the original opinion. Exploratory research is used when the information on a particular subject is limited; therefore, one seeks to enhance their knowledge and understanding of the given subject. Interviews and questionnaires are commonly used to collect data in this case. Attitudinal research tends to be used to evaluate the opinions of a person towards a particular subject, this is the situation whether the researcher seeks to establish whether something is liked or not. The questions asked in this situation seek answers that are in favor of or against the subject in question. This is when both quantitative and qualitative methods of research are used to achieve the objectives of the research. This

National Sports Day in Qatar Essay Example | Topics and Well Written Essays - 1250 words

National Sports Day in Qatar - Essay Example This way the students, employees and every person in Qatar have a chance to participate in sporting events and camps organized by the government. On its, introduction in 2012, CAN-Q did not see much use of the facilities meant for sporting. Both the student body and the staff did not turn up for the events and camps. This report is going to look into the reasons as to why people did not attend the events and camps, by conducting a pestle in addition to customer and competitor, analysis. Furthermore, the report will look at market research and problems faced, and how to resolve these problems by research. CAN-Q is among the oldest colleges in Qatar that provide high learning to the local residents since 2002. The college has a staff of over 650 personnel and a student body of 4600 students. The institution has excellent sporting facilities, which range from football, tennis and basketball courts to the fully equipped male and female gyms. There are two male and female swimming pools located in their respective gymnasiums. The pools have lifeguards who work round the clock, shower and locker room facilities, maintained in top condition. The target market for these facilities is the staff and students of CAN-Q. Both the staff and student are constantly encouraged to make use of these facilities to balance work and exercise and to keep fit and fresh to perform their roles even better. The service gets a fair amount of promotion through email, posters, and flyers and even through word of mouth among the students. Moreover, the service is free of charge to all the staff and students in addition to the alumni of CAN-Q. This is the section where one conducts an environmental analysis of the situation surrounding the sports day in CAN-Q. The result of this will bring a better understanding of the pros and cons around the college. The National sports day is a political initiative made by the ruler of Qatar.  

Greenwich Engineering Essay Example | Topics and Well Written Essays - 1500 words

Greenwich Engineering - Essay Example This involves the identification of variances and also the controllability of those variances which are unfavourable. (Horngren et al, 2002) Identifying controllable variances is a complex process as there will be a multiplicity of factors operating on the variance. Variances often interact with each other making the job of the manager in identifying the controllability difficult. For instance a labour efficiency variance may be the result of the problems caused by labour as well as the problems encountered with machinery and equipments. The poor quality of materials used may also lead lesser efficiency in the labour. Apart from this in some cases the mangers tend to trade off variances, purposely incurring an unfavourable variance that is more than offset by favourable variances. (Accounting) The variances being identified under standard costing are too aggregated and setting standards is often a complex process. This makes the standards arrive at a very last stage and hence the standards may not actually be used to control the variances in time. The calculation of variances is often attempted as a post-mortem analysis which is really not useful to the management for planning and control purposes. The variance analysis under the standard costing system focuses on less important items to a large extent. For instance the sta

Leadership and governance Essay Example | Topics and Well Written Essays - 2000 words

Leadership and governance - Essay Example Since the leaders tend to build a group of followers as they set their ideologies, the paper also looks at the characteristics of followers and what their role should be in ensuring that they participate in the organizations’ governance and aide in the achievement of the set goals. The actions of the leaders in governing the organization will mean the difference between the success and the failure of the organization. Due to this fact, the characteristics of good leaders and the management skills that should be applied in governance have been addressed in the paper. The roles f different people in an organization have been discussed in the paper. Among those include the role of executives, managers and other leaders in the organizations. Some of their roles overlap like overseeing the general performance of the organization. Their different roles will therefore be explained in details and what is expected from them both by their subordinates and the organization. Leaders have the responsibility to ensure that an organization succeeds in achieving oits set goals and follow the plans that have been put underway. This paper addresses the relationship between leadership and governance and the roles of different people in an organization in trying to achieve the goals set by the organization. The people in leadership positions have more than a responsibility to lead the organization. They are the role models who set the pace for all the other workers in the organization and help to show them the vision of the organization and strategies that should be used to actualize the vision. This is done by practicing good governance and setting up plans and strategies that can be actualized. The leaders have the role of uniting and motivating the workers in an organization. If they fail in this fundamental role then that could mean the failure of the whole organization in

Greenwich Engineering Essay Example | Topics and Well Written Essays - 1500 words

Greenwich Engineering - Essay Example This involves the identification of variances and also the controllability of those variances which are unfavourable. (Horngren et al, 2002) Identifying controllable variances is a complex process as there will be a multiplicity of factors operating on the variance. Variances often interact with each other making the job of the manager in identifying the controllability difficult. For instance a labour efficiency variance may be the result of the problems caused by labour as well as the problems encountered with machinery and equipments. The poor quality of materials used may also lead lesser efficiency in the labour. Apart from this in some cases the mangers tend to trade off variances, purposely incurring an unfavourable variance that is more than offset by favourable variances. (Accounting) The variances being identified under standard costing are too aggregated and setting standards is often a complex process. This makes the standards arrive at a very last stage and hence the standards may not actually be used to control the variances in time. The calculation of variances is often attempted as a post-mortem analysis which is really not useful to the management for planning and control purposes. The variance analysis under the standard costing system focuses on less important items to a large extent. For instance the sta

Evil, its symbols and the environment Essay 2 Example | Topics and Well Written Essays - 1500 words

Evil, its symbols and the environment 2 - Essay Example Two rebel groups clashed against the Sudanese government because of its neglect of Darfur and its citizens, Justice and Equality Movement (JEM) (sometimes also called Liberation and Justice Movement) and Sudan Liberation Army (SLA). The Sudanese government unleashed an attack against the rebel forces and the ordinary citizens in the city were just collateral damage. Men, women, and children of all ages were murdered on both sides of the conflict (Reuters). Though at present the atrocities in Darfur have somewhat ceased, the harrowing events that went before were enough to leave the community in despair and disarray. The best symbol I can associate to the conflict in Darfur is the balance. As defined in J. C. Cooper’s work, the balance symbolizes â€Å"justice; impartiality; judgment; man’s merits and demerits weighed. The equilibrium of all opposites and complementaries†¦Ã¢â‚¬ (26). The warring parties think that the balance of justice and power are tipped agains t their side that is why they sacrifice countless lives to try and tip it in their favor. In thus struggle, the community pays the price. According to Barbara Coloroso, genocide is an experience of evil which shatters human communities. In this paper, I would like to present how genocide wrecks communities through three different perspectives: through the eyes of the Sudanese government, the eyes of the rebels, and through the eyes of the common citizen. Then I will try to draw conclusions from these differing perspectives in light of being a student of religion and culture – gleaning practical and philosophical lessons and insights from the experience of those that have witnessed and participated in the genocide at Darfur. The Perspective of the Sudanese Government Strong yet compassionate leadership is essential for a community to progress. Darfur became a territory of Sudan in 1916 and for more than a century, everything was relatively peaceful though there were insurgent groups that wanted to restore Darfur as an independent state (O’Fahey). The attack of the rebel forces against the government of Sudan was not tolerated because tolerance would be seen a sign of weakness. And so the bloody war and genocide started on 2003 continuing until the present with the fighting spreading to neighboring countries like Chad and the Central African Republic (Hentoff). The issue of trust. As the leaders of the community, it is expected that a country’s government will protect its territory and will most likely extinguish any flames of insurgency so as to unite its people and keep them safe. But communities are first and foremost built on trust. If the government doubts members of its citizenry and brands them as rebels and insurgents, then they will not be able to uphold their responsibility as protectors and mediators for peace. One of the government’s responsibilities is to uphold justice but in Darfur’s case, the line between good c itizens just trying to make those who are in power see that they have been neglected, and those that just want to destabilize the rule got blurred. Thus, whom will the government protect? Who can they trust? The issue of â€Å"the greater good†. Part of the responsibilities in leading a community is making tough and unpopular decisions. UN estimates that at least 300,000 people have died because of the atrocities in Darfur (Reuters). That is just .08% of the 37.2

Roaring Twenties and Roosevelts New Deal Essay Example for Free

Roaring Twenties and Roosevelts New Deal Essay The 1920s were an age of dramatic social and political change. For the first time, more Americans lived in cities than on farms. The Roaring Twenties is a term sometimes used to refer to the 1920s, characterizing the decades distinctive cultural edge in America, Berlin, Paris, London and many other major cities during a period of sustained economic prosperity. Normalcy returned to politics in the wake of the-emotional patriotism during World War I, jazz music blossomed, and the flapper redefined modern womanhood. The nation’s total wealth doubled between 1920 and 1929, and this economic growth swept many Americans into an affluent but unfamiliar â€Å"consumer society.† Economically, the era saw the large-scale diffusion and use of automobiles, telephones, motion pictures, and electricity, unprecedented industrial growth, accelerated consumer demand and aspirations, and significant changes in lifestyle and culture. The media focused on celebrities, especially sports heroes and movie stars, as cities rooted for their home team and filled the new cinemas and stadiums. In many major countries women were given the right to vote for the first time. Finally the Wall Street Crash of 1929 ended the era, as the Great Depression set in worldwide, bringing years of worldwide hardship. Another cultural controcersey of the 1920’s was a conflict over the ploace of religion in contemporary society. Fundamentalists insited the Bible was to be interpreted literally. They really opposed the teachings of Charles Darwin, whose theory of evolution had openly challenged the biblical story of the Creation. In March 1925, the legislature adoped a measure making it illegal for any public school teacher â€Å"to teach any theory that denies the story of the divine creation of man as taught in the Bible.† The Tennessee law caught the attention of the American Civil Liberties Union, founded in 1917 to defend pacifists, radicals, and conscientious objectors during World War I. The ACLU decided to offer free counsel to any Tennessee educator willing to defy the law and become the defendant in a test case. A twenty four year old biology teacher named John Scopes agreed to take part in this case test. The ACLU decided to send Clarence Darrow to defend scopes and because of this William Jennings Bryan announced that he would travel to Dayton to assist the prosecution. Of course, Scopes clearly and deliberately broke the law so the verdict was guilty. Scope was fined a hundred dollars and the case was dismissed in a higher court due to a technicality. However, this has made a great influence in todays society with religion in schools. In 1921, Congress passed an emergency immigration act, establighing a quota system by which annual immigration from any country could not exceed three percent of the number of persons of that nationality who had veen in the Enited States in 1910. The new law cut immigration from eight hundred thousand to three hundred thousand in a year, but the nativists remained unsatisfied. Five years later, a further restriction set a rigid limit of a hundred and fifty thousand immigrants a year. In reality, however, only about half that actually permitted into the country. This was a major cause of the rebirth of the Ku Klux Klan. At first the new Klan was largely concerned with intimidating blacks. After World War I, however, Catholics, Jews, and foreigners became top priority. Most Klan units tried to present their members as patriots and defenders of morality, and some did nothing more menacing than stage occasional parades and rallies. However, the Klan was often times very violent towards blacks, Jews, Catholics, and foreigners. They would publicly whip, tar and feather, set fire to, and lynch their victims. What the Klan really feared was anyone who posed a challenge to traditional values. College educated women were no longer pioneers in the 1920’s. There were now two and even three generations of graduates of women’s or coeducational colleges and universities. However, most employed women were still nonprofessional, lower class workers. Middle class women still chose to largely remain at home. Yet the 1920’s constituted a new era for middle class women. In particular, the decade saw a redefinition of motherhood. Women now openly considered their sexual relationships with their husbands not as just a mean to procreate but as an important and pleasurable experience. One result was growing interest in birth control. Margaret Sanger, began her career as a promoter of the diaphragm and other birthcontrol devices out of concern for middle class women. She believed large familes were the major cause of poverty and distress in poor communites. This was also the time the â€Å"flapper† emerged and many women gave up their Victorian â€Å"respectability†. They could smoke, drink, dance, wear seductive clothes and makeup, and attended lively parties. At night, such women flocked to clubs and dance halls in search of excitement and companionship. Despite all the changes, most women remained highly dependent on men and relatively powerless when men exploited that dependence. In January 1920, when prohibition of the sale and manufacture of alcohol went into effect, it had the support of the middle class, which constisted mostly of women, and progressives. After a year, however, it was clear that the new law was not working very well. Just because alcohol was now illegal doesn’t mean that people stopped drinking it. Speakeasies became very popular along with organized crime. Al Capone was an American gangster who led a prohibition era crime group. The â€Å"Capones,† was dedicated to smuggling and bootlegging liquor, and other illegal activities such as prostitution, in Chicago. Before long, it was almost as easy to get illegal alcohol in many parts of the country as it had once been to get legally. The eighteenth amendment was finally repealed soon after the beginning of the Great Depression. During Franklin Roosevelts twelve years in office, he became more central to the life of the nation that any president had ever been. More importantly, his administration constructed a series of programs that fundamentally altered the federal government and its relationship to society. By the end of the 1930’s, the New Deal had not ended the Great Depression. It caused relief but did not cause recovery, that only happened at the start of WWII because like WWI they needed primary products, such as coal and iron, to build weapons for war, which in turn created many jobs. I don’t think I would of done things too much different than Roosevelt. I think he did all he could at the time but a stock market crash like this just takes time to recover. So in reality WWII is what ended the Depression and only because it created jobs which stimulated the economy.

The Lonely Soul of Dasein :: essays research papers

This analysis makes no pretences of keeping with the psychological and moral convictions that Heidegger ignored. His structural analysis is simply not complete enough to represent Dasein's phenomenological orientation in the world without considering some aspects which are inherent to each Dasein such as a psychological history and a moral destination. Although speculation as to the reasons behind his choice to ignore such overwhelming attributes is forever possible, leaving out psychology and morality leaves Dasein with no soul. Dasein then is nothing more than a component of the world through other Dasein. One can only Be when one's Being is disclosed by Others until the they is escaped in Death. Heidegger doesn't enjoy the negative connotation of the word escape in the context of relationships with Others, but this seems to be more important as a question of true existence, true realization of the authentic Self. I argue that the soul, the spirit, the essence of Dasein must be explained as well as the phenomena of existence in order to clarify the question 'What does it mean to be (Dasein)?'; Through the soul, Dasein may bridge the gaps of loneliness that occur in the solitude of single existence amongst Others. Psychology and morality provide excellent headquarters from which to launch this campaign in search of the soul of Dasein…How can one's soul exhibit both concernful solicitude and care while experiencing existential loneliness in the face of Death? When looking at the temporality of Dasein's existence, psychology corresponds to Heidegger's concept of already-being as does morality to being-ahead-of-itself, in relation to the prospect of having a soul. Psychology and morality play such large roles in the creation of both the they-self and the authentic self that some definitions are in order. Psychology explains the relationships between phenomena and both voluntary and involuntary behavior patterns. Behavior is the reaction of the subconscious with the conscious before decisions are made and actions taken. The sum of the behavioral limitations of these reactions, symbolically speaking, equals the finite potential of possibilities after already-being-in-the-world. Thus behavior displays an abundant importance when considering Dasein's interpretation of events on an authentic as well as an inauthentic level. It seems that Heidegger shies away from psychology because behavior can vary so much from one person to another and creates problems for his strictly structural analysis of being. Morality is also of great concern in a personal view of Heidegger's Being and Time due to the touchy nature of his use of such terms as conscience and guilt to describe qualities that are present in all Dasein.

Feminism: Destroying America :: essays research papers

Today’s America is being overrun be people who believe in change, people who think that every individual should be brought up with the exact same conditions, no matter what their physical or psychological differences. People who use term â€Å"politically correct† whenever they perceive an injustice toward someone because of the orthodox way of life in America that has remained constant for decades. Now, these people, these feminists, want to change everything because they think people (more specifically, woman) have been getting the short-end of the stick for years. Now, these feminists are infiltrating our government, corporations and schools, slowly assimilating individuals into their group. The patriarchs of this society (that is those who believe things should stay as they are) are allowing this to happen because of fear of what the feminists might present against them.   Ã‚  Ã‚  Ã‚  Ã‚  Take for example a feminist female, who is climbing up the corporate ladder at a major corporation. She claims that because she is a woman, she is being held up by men in the corporation from advancing, even though they say that she has an equal opportunity to advance in the ranks of that corporation. She accuses the authoritative figures of acting on their sexism (which is by law illegal) and creates a fear factor among those in authority. She then gets promoted because of this fear, even if she does not deserve it. (Fr. Fischer) This creates a multitude of problems. First, the company is shortchanged because of an insufficient and unprepared leader. Second, the people who deserve the positions loose hope, and don’t put forth all their effort. And finally, the subordinates under the poor leader do not perform with the best efficiency. It seems that even if the feminists did not coin the term â€Å"the squeaky wheel gets the oil† they surly live by it. (Captain Richard Leisenring)   Ã‚  Ã‚  Ã‚  Ã‚  The youth of our society is being brainwashed by the feminists. More specifically, boys are being taught to act like girls, learn like girls and play like girls in our schools. This may not be a conscious act of the schools, but the majority of elementary and middle school teachers are females and cannot help teaching female values to our youth. Whether they like it or not, they teach like a woman, and woman teach everything who they seem it to be easiest to understand. (Fr. Fischer) However, it is often not the easiest way for the male â€Å"hard wiring† to understand.

Categorical imperative Essay

Philosophers usually tend to think and respond in totally different and opposite ways. However, in Glaucon’s challenge, Aristotle, Spinoza, Hume, Kant and Mill agreed that it’s an uncontrollable system of desire. In Glaucon’s challenge he describes three important ideas. The first idea is â€Å"of the nature and origin of unjust, according to the common view of them† (488). The second idea is â€Å"I will show that all men who practice justice do so against their will, of necessity but not as a good† (488). The third idea is â€Å"I will argue that there is reason in this view, for the life of the unjust is after all better far than the life of the just† (488). Each one of these philosophers responded to this challenge similar and different manners. Aristotle believed that to be a good man is to have good morality. In his point of view he sees that morality gives a reason that leads to actions. Artistotle respond toward Glaucon’s challenge is reason guides passion. This makes him an injustice man because he just cares about how to please himself and follow his desire. Spinoza’s idea is emotions have nothing to do with human beings its reasons that guide us. He believed that passion and emotions leads us to be changeable due to how the world around us and not necessarily our knowledge. Reasons give us the opportunity to gain knowledge of life. Spinoza becomes unjust and gives reasons to Glaucon’s challenge. From Hume’s point of view he believed that benevolence makes us social being instead of self interest. Hume’s main concern is sympathy and empathy. Sympathy is the nature of human that makes them human beings. It’s the ability to see feel pity toward other. Empathy is the understanding of pain and happiness of one another. Hume believed that all human are selfish and that their passion guides their reasons. Passion and reasons is not having emotions or feeling pity. Hume’s view is that we should the ability to feel others emotions and understand them. Kant sees that the categorical imperative is the only moral way to act. Categorical imperatives are based on ideals of logic and acts on duty. He believed that if you feel satisfied about something you did, you shouldn’t consider it a reward but rather as a bonus for you. We only do moral things because it’s in fulfill our interest and benefit. Kant responds to Glaucon’s challenge that if the act is immoral, then it cannot be considered into categorical imperative. Mill’s view is that everyone should be satisfied and happy. He believes that everyone should think of the consequences of their actions before deciding to make them. Mill puts others as well as himself into consideration before any action. He doesn’t argue towards or against Glaucon’s challenge, he just cares about his pleasure and others. Each philosopher had his own argument toward Glaucon’s challenge. Their ideas were unjust happiness towards Glaucon’s challenge. Aristotle and Hume had opposite views. Aristotle‘s idea towards the challenge was reason guides passion, where Hume’s idea was passion guides reason. Mill and Kant had the same assumptions. Mill expresses about pleasure and Kant was certain about duty. Mill agrees with Aristotle as well, they believe that happiness is a man’s ambition and human existence. Spinoza is just unjust to the whole idea of the challenge. These philosophers’ ideas were very similar that a man would behave unjust if he had the ring.

Yes We Can

Greg Oberschelp CAS 137 1 PM Dr. Freymiller â€Å"Yes We Can† The word rhetoric is widely thrown around by many different people in today’s age. Many people don’t understand the real context of the word, but that does not mean it is not any less common. Rhetoric is all around us, whether it is on television, in a paper, or, just in an advertisement. For most people, rhetoric is most widely seen during election season, especially during the Presidential election. Candidates rely heavily on rhetoric to get their ideas out there, showcase their list of credentials, and really paint themselves as the next President of the United States.For most campaigners, the most effective way to do this is through simple advertisements, basically flyers. Barrack Obama was exceptional at using these small advertisements to his advantage during the 2008 election. In taking a look at one of his 2008 â€Å"Yes We Can† ads, one can analyze the ethos, pathos, logos, and audience of the piece and its effectiveness in using rhetoric. In this political ad, Barrack Obama uses his patented pathos to further his campaign. For President Obama, pathos or emotional appeal has been his bread and butter for his political ads, and this poster is no different.The pathos conveyed here speaks to the entire nation, with the simple words â€Å"yes we can. † On the surface, â€Å"yes we can† seems to say that we, as the people of the United States, can elect Mr. Obama over his opposition. It goes much deeper then that though, as the message varies depending on the person reading it. For one, it speaks to the people that they can make history and elect the first African American president. This appeals to a section of Americans, (mainly African Americans) who can make the once pipedream of having one of their own as the commander-in-chief a true reality.To the average reader though, â€Å"Yes we can† also symbolizes the rough times America had been in an d how the country was not run effectively as it could’ve been. The economy was in a recession, the house and senate were deadlocked, and nothing proactive was being done to change it. Mr. Obama, along with the help of voters, could get the United States out of the difficult times and successfully turn the country around. â€Å"Yes we can† improve the outlook for our country and help make a better future for families and ourselves by electing Mr. Obama. Lastly, â€Å"Yes we can† symbolizes hope. This speaks to all readers of the ad.Hope in our great country that we can elect someone to bring America back. Hope that our President can finally be an African American and break the color barrier in the country. Hope that a better future lies ahead for the United States under President Obama. â€Å"Yes we can† starts with the American people. We can do all of these things; it all starts with the election of Barrack Obama (in January of 2008). The ethos in the po litical ad is greatly conveyed and shines Mr. Obama in an extremely positive light. Starting with the visual aspect of the ad, it portrays the President in a serious tone.He looks as if he is pondering what can be done, as his head is arched slightly up towards the sky. He is thinking, the outline of his face is in red, white, and blue, which we all know are the colors of the United States. This, coupled with his serious expression, makes the ethos or credibility of the ad very clear. It displays Mr. Obama as a thinker, someone who will go outside the box to fix the problems of the country. He seems to be in a position of great knowledge, since a great stream of confidence is drawn across his face. People are drawn to this, as one would quickly look at the ad and instantly associate Mr.Obama with credibility. Even without knowing his long list of credentials, (his graduation from Columbia University and Harvard Law School, past as a civil rights attorney, and Illinois state senator) people can clearly see that he is being displayed as a qualified leader. With this association of qualification, people then associate his credentials with trustworthiness. In this ad, Mr. Obama seems like someone that this nation could trust to lead the American people back to the country’s former glory. The ethos of this ad makes the reader buy into Mr. Obama as a qualified, trustworthy leader.One who will be the next President of the United States. The message in this ad is clear. Yes, we can. The simple campaign ad uses a very logical argument. The main message is stated, â€Å"yes we can†. We, the people of the United States, can elect Barrack Obama. The minor premise is also easily drawn from the message, Barrack Obama is a better fit for the country then what the we had. The conclusion ties all of these ideas together in that under Barrack Obama, America will see a great change as country and the people will be much better off in voting for him. Very effective idea in the implicity of the message, a vote equals an election. An election will in turn equal a great for the country, and a good fit will lead to a better future for the people. As previously stated, simplicity is key to this logical argument. This poster/flyer was seen by millions of people, but only for a short period of time. It was a passing glance, something that people saw as they walked by, usually with other things going on in their heads. This ad had to standout to get the minds of readers jolted and provide the layout for which the readers could effectively draw a conclusion from the ad.Obama’s portrait, the colors of the American flag, and the simple message, are all effectively connected to the main idea. Elect Barrack Obama for the President of the United States, we can do it. He is the â€Å"best† fit for the country and will lead the country into a new, better dawn. Finally, the last proof of the ad is in the audience. The audience is a certain group of people, a demographic that the ad is targeting. In breaking down the ad’s intended targets, it starts with the American people.First and foremost, the people of the United States are the ones that directly choose their next leader. The red, white, and blue colors of the President in the portrait help to strongly display that message. The colors obviously represent the great nation and in turn can be attributed to the great people who make it up. As the message becomes analyzed in more depth, the American people are broken down into smaller groups. The next target group in my eyes is the people of the Democratic Party. Next are the majority of African Americans, and finally the people who consider themselves progressive.These groups are all targeted in the tagline of the ad â€Å"Yes we can† and fall under the general category America people. Like before, the Democratic Party can gain the control of the country once again with President Obama’s initial electio n. They could put their ideas on how to run the country into action, further the ideals of the party. For the African Americans, they can finally elect one of their own to give themselves a majority voice of the minority in the US. Their fortunes can be reversed, as they, along with the rest of the American public, can better their lives and shape their bright futures.Lastly, the tagline targets progressives. These are the people who don’t side with a party in the election, the vote with who will push the US into the proverbial â€Å"new frontier†. To them, they can change history, vote for an African American for the first time ever as the President. They can politically, socially, and economically progress their great nation to put it on the forefront of progress in the world. Progressives, African Americans, Democrats can pull together as the American people and change the whole the future course of their homeland.In this advertisement, ethos, pathos, logos were all effectively used by Barrack Obama’s 2008 campaign. Being one of the more rhetorical presidents of our time, this should come as no surprise. He was able to spark emotion, display his credibility, and make himself the logical choice for the presidency all in a simple ad. The â€Å"Yes We Can† ad meticulously targeted certain groups while still appealing to all American people and voters. The vast, far-reaching audience propelled Mr. Obama to victory and he has his campaign to thank for the support of the people. â€Å"Yes We Can†, yes they can, and yes we did.

EMI and the CT Scanner Essay

In early 1972 there was considerable disagreement among top management at EMI Ltd, the UKbased music, electronics, and leisure company. The subject of the controversy was the CT scanner, a new medical diagnostic imaging device that had been developed by the group’s Central Research Laboratory (CRL). At issue was the decision to enter this new business, thereby launching a diversification move that many felt was necessary if the company was to continue to prosper. Complicating the problem was the fact that this revolutionary new product would not only take EMI into the fast-changing and highly competitive medical equipment business, but would also require the company to establish operations in North America, a market in which it had no prior experience. In March 1972 EMI’s board was considering an investment proposal for  £6 million to build CT scanner manufacturing facilities in the United Kingdom. Development of the CT Scanner company background and history EMI Ltd traces its origins back to 1898, when the Gramophone Company was founded to import records and gramophones from the United States. It soon established its own manufacturing and recording capabilities, and after a 1931 merger with its major rival, the Columbia Gramophone Company, emerged as the Electric and Musical Industries, Ltd. EMI Ltd quickly earned a reputation as an aggressive technological innovator, developing the automatic record changer, stereophonic records, magnetic recording tape, and the pioneer commercial television system adopted by the BBC in 1937. Beginning in 1939, EMI’s R&D capabilities were redirected by the war effort toward the development of fuses, airborne radar, and other sophisticated  electronic devices. The company emerged from the war with an electronics business, largely geared to defenserelated products, as well as its traditional entertainment businesses. The transition to peacetime was particularly difficult for the electronics division, and its poor performance led to attempts to pursue new industrial and consumer applications. EMI did some exciting pioneering work, and for a while held hopes of being Britain’s leading computer company. Market leadership in major electronics applications remained elusive, however, while the music business boomed. The 1955 acquisition of Capitol Records in the United States, and the subsequent success of the Beatles and other recording groups under contract to EMI, put the company in a very strong financial position as it entered the 1970s. In 1970 the company h ad earned  £21 million before tax on sales of  £215 million, and although extraordinary losses halved those profits in 1971, the company was optimistic for a return to previous profit levels in 1972 (see exhibits 10.1 to 10.3 for EMI’s financial performance). Around that time, a change in top management signaled a change in corporate strategy. John Read, an accountant by training and previously sales director for Ford of Great Britain, was appointed chief executive officer after only four years in the company. Read recognized the risky, even fickle, nature of the music business, which accounted for two-thirds of EMI’s sales and profits. In an effort to change the company’s strategic balance, he began to divert some of its substantial cash flow into numerous acquisitions and internal developments. To encourage internal innovation, Read established a research fund that was to be used to finance innovative developments outside the company’s immediate interests. Among the first projects financed was one proposed by Godfrey Hounsfield, a research scientist in EMI’s Central Research Laboratories (CRL). Hounsfield’s proposal opened up an opportunity for the company to diversify in the fast-growing medical electronics field. ct scanning: the concept In simple terms, Hounsfield’s research proposal was to study the possibility of creating a threedimensional image of an object by taking multiple X-ray measurements of the object from different angles, then using a computer to reconstruct a picture from the data contained in hundreds of overlapping and  intersecting X-ray slices. The concept became known as computerized tomography (CT). Although computerized tomography represented a conceptual breakthrough, the technologies it harnessed were quite well known and understood. Essentially, it linked X-ray, data processing, and cathode ray tube display technologies in a complex and precise manner. The real development challenge consisted of integrating the mechanical, electronic, and radiographic components into an accurate, reliable, and sensitive system. Figure 10.1 provides a schematic representation of the EMI scanner, illustrating the linkage of the three technologies, as well as the patient handling table and X-ray gantry. Progress was rapid, and clinical trials of the CT scanner were under way by late 1970. To capture the image of multiple slices of the brain, the scanner went through a translate-rotate sequence, as illustrated in figure 10.2. The X-ray source and detector, located on opposite sides of the patient’s head, were mounted on a gantry. After each scan, or â€Å"translation,† had generated an X-ray image comprising 160 data points, the gantry would rotate 1 ° and another scan would be made. This procedure would continue through 180 translations and rotations, storing a total of almost 30,000 data points. Since the detected intensity of an X-ray varies with the material through which it passes, the data could be reconstructed by the computer into a threedimensional image of the object that distinguished bone, tissue, water, fat, and so on. At about the time of the CT clinical trials, John Powell, formerly managing director of Texas Instrument’s English subsidiary, joined EMI as technical director. He soon became convinced that the poor profitability of the nonmilitary electronics business was due to the diffusion of the company’s 2,500-person R&D capability over too many diverse small-volume lines. In his words, â€Å"EMI was devoted to too many products and dedicated to too few.† Because the CT scanner project built on the company’s substantial and well-established electronics capability, Powell believed it gave EMI an important opportunity t o enter an exciting new field. He felt that this was exactly the type of effort in which the company should be prepared to invest several million  pounds. Diagnostic Imaging Industry During the first half of the twentieth century, diagnostic information about internal organs and functions was provided almost exclusively by conventional X-ray examination, but in the 1960s hostemostel.com and 1970s, several new imaging techniques emerged. When the CT scanner was announced, three other important technologies existed: X-ray, nuclear, and ultrasound. EMI management believed its CT scanner would displace existing diagnostic imaging equipment in only a few applications, specifically head and brain imaging. x-ray In 1895 Wilhelm Roentgen discovered that rays generated by a cathode ray tube could penetrate solid objects and create an image on film. Over the next 40 to 50 years, X-ray equipment was installed in almost every healthcare facility in the world. Despite its several limitations (primarily due to the fact that detail was obscured when three-dimensional features were superimposed on a two-dimensional image), X-rays were universally used. In 1966 a Surgeon General’s report estimated that between one-third and one-half of all crucial medical decisions in the United States depended on interpretation of X-ray films. That country alone had more than 80,000 X-ray installations in operation, performing almost 150 million procedures in 1970. The X-ray market was dominated by five major global companies. Siemens of West Germany was estimated to have 22 percent of the world market, N.V. Philips of the Netherlands had 18 percent, and Compagnie Generale de Radiologie (CGE), subsidiary of th e French giant Thomson Brandt, held 16 percent. Although General Electric had an estimated 30 percent of the large US market, its weak position abroad gave it only 15 percent of the world market. The fifth largest company was Picker, with 20 percent of the US market, but less than 12 percent worldwide. The size of the US market for X-ray equipment was estimated at $350 million  in 1972, with an additional $350 million in X-ray supplies. The United States was thought to represent 35– 40% of the world market. Despite the maturity of the product, the X-ray market was growing by almost 10% annually in dollar terms during the early 1970s. A conventional X-ray system represented a major capital expenditure for a hospital, with the average system costing more than $100,000 in 1973. In the mid-1960s a nuclear diagnostic imaging procedure was developed. Radioisotopes with a short radioactive life were projected into the body, detected and monitored on a screen, then recorded on film or stored on a tape. Still in an early stage of development, this technology was used to complement or, in some instances, replace a conventional X-ray diagnosis. Both static and dynamic images could be obtained. Following the pioneering development of this field by Nuclear-Chicago, which sold the first nuclear gamma camera in 1962, several other small competitors had entered the field, notably Ohio Nuclear. By the late 1960s larger companies such as Picker were getting involved, and in 1971 GE’s Medical Systems Division announced plans to enter the nuclear medicine field. As new competitors, large and small, entered the market, competition became more aggressive. The average nuclear camera and data processing system sold for about $75,000. By 1973, shipments of nuclear imaging equipment into the US market were estimated to be over $50 million. Ultrasound had been used in medical diagnosis since the 1950s, and the technology advanced significantly in the early 1970s, permitting better-defined images. The technique involves transmitting sonic waves and picking up the echoes, which when converted to electric energy  could create images. Air and bone often provide an acoustic barrier, limiting the use of this technique. But because the patient was not exposed  to radiation, it was widely used as a diagnostic tool in obstetrics and gynecology. In 1973 the ultrasound market was very small, and only a few small companies were reported in the field. Picker, however, was rumored to be doing research in the area. The cost of the equipment was expected to be less than half that of a nuclear camera and support system, and perhaps a third to a quarter that of an X-ray machine. Because of its size, sophistication, progressiveness, and access to funds, the US medical market clearly represented the major opportunity for a new device such as the CT scanner. EMI management was uncertain about the sales potential for their new product, however. As of 1972, there were around 7,000 hospitals in the United States, ranging from tiny rural hospitals with fewer than 10 beds to giant teaching institutions with 1,000 beds or more (see table 10.1). Since the price of the EMI Scanner was expected to be around $400,000, only the largest and financially strongest short-term institutions would be able to afford one. But the company was encouraged by the enthusiasm of the physicians who had seen and worked with the scanner. In the opinion of one leading American neurologist, at least 170 machines would be required by major US hospitals. Indeed, he speculated, the time might come when a neurologist would feel ethically compelled to order a CT scan before making a diagnosis. During the 1960s the radiology departments in many hospitals were recognized as important money-making operations. Increasingly, radiologists were able to commission equipment manufacturers to build specially designed (often esoteric) X-ray systems and applications. As their budgets expanded, the size of the US X-ray market grew from $50 million in 1958 to $350 million in 1972. Of the 15,000 radiologists in the United States, 60 percent were primarily based in offices and 40 percent in hospitals. Little penetration of private clinics was foreseen for the CT scanner. Apart from these broad statistics, EMI had little ability to forecast the potential of the US market for scanners. EMI’s Investment Decision conflicting management views By late 1971 it was clear that the clinical trials were successful and EMI management had to decide whether to make the investment required to develop the CT scanner business. One group of senior managers felt that direct EMI participation was undesirable for three reasons. First, EMI lacked medical product experience. In the early 1970s EMI offered only two very small medical products, a patient-monitoring device and an infrared thermography device, which together represented less than 0.5 percent of the company’s sales. Second, they argued that the manufacturing process would be quite different from EMI’s experience. Most of its electronics work had been in the job shop mode required in producing small numbers of highly specialized defense products on cost-plus government contracts. In scanner production, most of the components were purchased from subcontractors and had to be integrated into a functioning system. Finally, many believed that without a working knowledge of the North American market, where most of the demand for scanners was expected to be, EMI might find it very difficult to build an effective operation from scratch. Among the strongest opponents of EMI’s self-development of this new business was one of the scanner’s earliest sponsors, Dr Broadway, head of the Central Research Laboratory. He emphasized that EMI’s potential competitors in the field had considerably greater technical capabilities and resources. As the major proponent, John Powell needed convincing market information to counter the critics. In early 1972 he asked some of the senior managers how many scanners they thought the company would sell in its first 12 months. Their first estimate was five. Powell told them to think again. They came back with a figure of 12, and were again sent back to reconsider. Finally, with an estimate of 50, Powell felt he could go to bat for the  £6 million  investment, since at this sales level he could project handsome profits from year one. He then prepared an argument that justified the scanner’s fit with EMI’s overall objectives, and outlined a basic strategy for the business. Powell argued that self-development of the CT scanner represented just the sort of vehicle EMI had been seeking to provide some focus to its development effort. By definition, diversification away from existing product-market areas would move the company into somewhat unfamiliar territory, but he firmly believed that the financial and strategic payoffs would be huge. The product offered access to global markets and an entry into the lucrative medical equipment field. He felt the company’s objective should be to achieve a substantial share of the world medical electronics business not only in diagnostic imaging, but also through the extension of its technologies into computerized patient planning and radiation therapy. Powell claimed that the expertise developed by Hounsfield and his team, coupled with protection from patents, would give EMI three or four years, and maybe many more, to establish a solid market position. He argued that investments should be made quickly and boldly to maximize the market share of the EMI scanner before competitors entered. Other options, such as licensing, would impede the development of the scanner. If the licensees were the major Xray equipment suppliers, they might not promote the scanner aggressively since it would cannibalize their sales of X-ray equipment and consumables. Smaller companies would lack EMI’s sense of commitment and urgency. Besides, licensing would not provide EMI with the major strategic diversification it was seeking. It would be, in Powell’s words, â€Å"selling our birthright.† the proposed strategy Because the CT scanner incorporated a complex integration of some technologies in which EMI had only limited expertise, Powell proposed that the manufacturing strategy should rely heavily on outside sources of those components rather than trying to develop the expertise internally. This approach would not only minimize risk, but would also make it possible to implement a manufacturing program rapidly. He proposed the concept of developing various â€Å"centers of excellence† both inside and outside the company, making each responsible for the continued superiority of the subsystem it manufactured. For example, within the EMI UK organization a unit called SE Labs, which manufactured instruments and displays, would become the center of excellence for the scanner’s viewing console and display control. Pantak, an EMI unit with a capability in X-ray tube assembly, would become the center of excellence for the X-ray generation and detection subsystem. An outside vendor with which the company had worked in developing the scanner would be the center of excellence for data processing. Finally, a newly created division would be responsible for coordinating these subsystem manufacturers, integrating the various components, and assembling the final scanner at a company facility in the town of Hayes, not far from the CRL site. Powell emphasized that the low initial investment was possible because most of the components and subsystems were purchased from contractors and vendors. Even internal centers of excellence such as SE Labs and Pantak assembled their subsystems from purchased components. Overall, outside vendors accounted for 75–80 percent of the scanner’s manufacturing cost. Although Powell felt his arrangement greatly reduced EMI’s risk, the  £6 hostemostel.com million investment was a substantial one for the company, representing about half the funds available for capital investment over the coming year. (See exhibit 10.2 for a balance sheet and exhibit 10.3 for a projected funds flow.) The technology strategy was to keep CRL as the company’s center of excellence for design and software expertise, and to use the substantial profits Powell was projecting from even the earliest sales to maintain technological leadership position. Powell would personally head up a team to develop a marketing strategy. Clearly, the United States had to be the main focus of EMI’s marketing activity. Its neuroradiologists were regarded as world leaders and tended to welcome technological innovation. Furthermore, its  institutions were more commercial in their outlook than those in other countries and tended to have more available funds. Powell planned to set up a US sales subsidiary as soon as possible, recruiting sales and service personnel familiar with the North American healthcare market. Given the interest shown to date in the EMI scanner, he did not think there would be much difficulty in gaining the attention and interest of the medical community. Getting the $400,0 00 orders, however, would be more of a challenge. In simple terms, Powell’s sales strategy was to get machines into a few prestigious reference hospitals, then build from that base. the decision In March 1972 EMI’s chief executive, John Read, considered Powell’s proposal in preparation for a board meeting. Was this the diversification opportunity he had been hoping for? What were the risks? Could they be managed? How? If he decided to back the proposal, what kind of an implementation program would be necessary to ensure its eventual success? CASE B The year 1977 looked like it would be a very good one for EMI Medical Inc., a North American subsidiary of EMI Ltd. EMI’s CT scanner had met with enormous success in the American market. In the three years since the scanner’s introduction, EMI medical electronics sales had grown to  £42 million. Although this represented only 6 percent of total sales, this new business contributed pretax profits of  £12.5 million, almost 20 percent of the corporate total (exhibit 10.4). EMI Medical Inc. was thought to be responsible for about 80 percent of total scanner volume. And with an order backlog of more than 300 units, the future seemed rosy. Despite this formidable success, senior management in both the subsidiary and the parent company were concerned about several developments. First, this fast-growth field had attracted more than a dozen new entrants in the past two years, and technological advances were occurring rapidly. At the same time, the growing political debate ov er hospital cost containment often focused on $500,000 CT scanners as an example of questionable hospital spending. Finally, EMI was beginning to feel some internal organizational strains. Entry Decision  product launch Following months of debate among EMI’s top management, the decision to go ahead with the EMI Scanner project was assured when John Read, the company CEO, gave his support to Dr Powell’s proposal. In April 1972 a formal press announcement was greeted by a response that could only be described as overwhelming. EMI was flooded with inquiries from the medical and financial communities, and from most of the large diagnostic imaging companies wanting to license the technology, enter into joint ventures, or at least distribute the product. The response was that the company had decided to enter the business directly itself. Immediately action was implemented to put Dr Powell’s manufacturing strategy into operation. Manufacturing facilities were developed and supply contracts drawn up with the objective of beginning shipments within 12 months. In May, Godfrey Hounsfield, the brilliant EMI scientist who had developed the scanner, was dispatched to the US accompanied by a leading English neurologist. The American specialists with whom they spoke confirmed that the scanner had great medical importance. Interest was running high in the medical community. In December, EMI mounted a display at the annual meeting of the Radiological Society of North America (RSNA). The exhibit was the highlight of the show, and boosted management’s confidence to establish a US sales company to penetrate the American medical market. us market entry In June 1973, with an impressive pile of sales leads and inquiries, a small sales office was established in Reston, Virginia, home of the newly appointed US sales branch manager, Mr Gus Pyber. Earlier that month the first North American head scanner had been installed at the prestigious Mayo Clinic, with a second machine promised to the Massachusetts General Hospital for trials. Interest was high, and the new sales force had little difficulty getting into the offices of leading radiologists and neurologists. By the end of the year, however, Mr Pyber had been fired in a dispute over appropriate expense levels, and James Gallagher, a former marketing manager with a major drug company, was hired to replace him. One of Gallagher’s first steps was to convince the company that the Chicago area was a far better location for the US office. It allowed better servicing of a national market, was a major center for medical electronics companies, and had more convenient linkages with London. This last point was important since all major strategic and policy decisions were being made directly by Dr Powell in London. During 1974, Gallagher concentrated on recruiting and developing his three-man sales force and two-man service organization. The cost of maintaining each salesman on the road was estimated at $50,000, while a serviceman’s salary and expenses at that time were around $35,000 annually. The production rate for the scanner was running at a rate of only three or four machines a month, and Gallagher saw little point in developing a huge sales force to sell a product for which supply was limited, and interest seemingly boundless. In this seller’s market the company developed some policies that were new to the industry. Most notably, they required that the customer deposit one-third of the purchase price with the order to guarantee a place in the production schedule. Sales leads and enquiries were followed up when the sales force could get to them, and the general attitude of the company seemed to have somewhat of a â€Å"take it or leave it† tone. It was in this period that EMI developed a reputation for arrogance in some parts of the medical profession. Nonetheless, by June 1974 the company had delivered 35 scanners at $390,000 each, and had another 60 orders in hand. Developing Challenges competitive challenge Toward the end of 1974, the first competitive scanners were announced. Unlike the EMI scanner, the new machines were designed to scan the body rather than the head. The Acta- Scanner had been developed at Georgetown University’s Medical Center and was manufactured by a small Maryland company called Digital Information Sciences  Corporation (DISCO). Technologically, it offered little advance over the EMI scanner except for one important feature. Its gantry design would accommodate a body rather than a head. While specifications on scan time and image composition were identical to those of the EMI scanner, the $298,000 price tag gave the Acta-Scanner a big advantage, particularly with smaller hospitals and private practitioners. The DeltaScan offered by Ohio Nuclear (ON) represented an even more formidable challenge. This head and body scanner had 256 ∞ 256 pixels compared with EMI’s 160 ∞ 160, and promised a 21/2-minute scan rather than the 41/2-minute scan time offered by EMI. ON offered these superior features on a unit priced $5,000 below the EMI scanner at $385,000. Many managers at EMI were surprised by the speed with which these products had appeared, barely two years after the EMI scanner was exhibited at the RSNA meeting in Chicago, and 18 months after the first machine was installed in the Mayo Clinic. The source of the challenge was also interesting. DISCO was a tiny private company, and ON contributed about 20 percent of its parent Technicare’s 1974 sales of $50 million. To some, the biggest surprise was how closely these competitive machines resembled EMI’s own scanner. The complex wall of patents had not provided a very enduring defense. ON tackled the issue directly in its 1975 annual report. After announcing that $882,200 had been spent in Technicare’s R&D Center to develop DeltaScan, the report stated: Patents have not played a significant role in the development of Ohio Nuclear’s product line, and it is not believed that the validity or invalidity of any patents known to exist is material to its current market position. However, the technologies on which its products are based are sufficiently complex and application of patent law sufficiently indefinite that this belief is not free from all doubt. The challenge represented by these new competitive products caused EMI to speed up the announcement of the body scanner Dr Hounsfield had been working on. The new CT 5000 model incorporated a second-generation technology in which multiple beams of radiation were shot at multiple detectors, rather  than the single pencil beam and the single detector of the original scanner (see exhibit 10.5). This technique allowed the gantry to rotate 10 ° rather than l ° after each translation, cutting scan time from 41/2 minutes to 20 seconds. In addition, the multiple-beam emission also permitted a finer image resolution by increasing the number of pixels from 160 ∞ 160 to 320 ∞ 320. Priced over $500,000, the CT 5000 received a standing ovation when Hounsfield demonstrated it at the radiological meetings held in Bermuda in May 1975. Despite EMI’s reassertion of its leadership position, aggressive competitive activity continued. In March 1975, Pfizer Inc., the $1.5 billion drug giant, announced it had acquired the manufacturing and marketing rights for the Acta-Scanner. EMI was then operating at an annual production rate of 150 units, and ON had announced plans to double capacity to 12 units per month by early 1976. Pfizer’s capacity plans were unknown. The most dramatic competitive revelation came at the annual RSNA meeting in December 1975, when six new competitors displayed CT scanners. Although none of the newcomers offered immediate delivery, all were booking orders with delivery dates up to 12 months out on the basis of their spec sheets and prototype or mock-up equipment exhibits. Some of the new entrants (Syntex, Artronix, and Neuroscan) were smaller companies, but others (General Electric, Picker, and Varian) were major medical electronics competitors. Perhaps most impressive was the General Electric CT/T scanner, which took the infant technology into its third generation (see exhibit 10.6). By using a 30 °-wide pulsed fan X-ray beam, the GE scanner could avoid the time-consuming â€Å"translate-rotate† sequence of the firstand second-generation scanners. A single continuous 360 ° sweep could be completed in 4.8 seconds, and the resulting image was reconstructed by the computer in a 320 ∞ 320 pixel matrix on a cathode ray tube. The unit was priced at $615,000. Clinical trials were scheduled for January, and shipment of production units was being quoted for mid-1976. The arrival of GE on the horizon signaled the beginning of a new competitive game. With a 300-person sales force and a service network of 1,200, GE clearly had marketing muscle. They had reputedly spent $15 million developing their third-generation scanner, and were continuing to spend at a rate of $5 million annually to keep ahead technologically. During 1975, one industry source estimated, about 150 new scanners were installed in the US, and more than twice as many orders entered. (Orders were firm, since most were secured with hefty front-end deposits.) Overall, orders were split fairly evenly between brain and body scanners. EMI was thought to have accounted for more than 50 percent of orders taken in 1975, ON for almost 30 percent. Market size and growth Accurate assessments of market size, growth rate, and competitors’ shares were difficult to obtain. The following represents a sample of the widely varying forecasts made in late 1975: †¢ Wall Street was clearly enamored with the industry prospects (Technicare’s stock price rose from 5 to 22 in six months) and analysts were predicting an annual market potential of $500 million to $1 billion by 1980. †¢ Frost and Sullivan, however, saw a US market of only $120 million by 1980, with ten years of cumulative sales only reaching $1 billion by 1984 (2,500  units at $400,000). †¢ Some leading radiologists suggested that CT scanners could be standard equipment in all short-term hospitals with 200 beds or more by 1985. †¢ Technicare’s president, Mr R. T. Grimm, forecast a worldwide market of over $700 million by 1980, of which $400 million would be in the US. †¢ Despite the technical limitations of its first-generation product, Pfizer said it expected to sell more than 1,500 units of its Acta-Scanner over the next five years. Within EMI, market forecasts had changed considerably. By late 1975, the estimate of the US market had been boosted to 350 units a year, of which EMI hoped to retain a 50 percent share. Management was acutely aware of the difficulty of forecasting in such a turbulent environment, however. international expansion New competitors also challenged EMI’s positions in markets outside the US. Siemens, the $7 billion West German company, became ON’s international distributor. The distribution agreement appeared to be one of short-term convenience for both parties, since Siemens acknowledged that it was developing its own CT scanner. Philips, too, had announced its intention to enter the field. Internationally, EMI had maintained its basic strategy of going direct to the national market rather than working through local partners or distributors. Although all European sales had originally been handled out of the UK office, it quickly became evident that local servicing staffs were required in most countries. Soon separate subsidiaries were established in most continental European countries, typically with a couple of salesmen, and three or four servicemen. Elsewhere in the world, salesmen were often attached to EMI’s existing music organization in that country (e.g., in South Africa, Australia, and Latin America). In Japan, however, EMI signed a distribution agreement with Toshiba which, in October 1975, submitted the largest single order to date: a request for 33 scanners. EMI in 1976: Strategy and Challenges emi’s situation in 1976 By 1976 the CT scanner business was evolving rapidly, but, as the results indicated, EMI had done extremely well financially (exhibit 10.5). In reviewing developments since the US market entry, the following was clear: †¢ While smaller competitors had challenged EMI somewhat earlier than might have been expected, none of the big diagnostic imaging companies had brought its scanner to market, even four years after the original EMI scanner announcement. †¢ While technology was evolving rapidly, the expertise of Hounsfield and his CRL group, and the aggressive reinvestment of much of the early profits in R&D, gave EMI a strong technological position. †¢ While market size and growth were highly uncertain, the potential was unquestionably much larger than EMI had forecast in their early plans. †¢ In all, EMI was well established, with a strong and growing sales volume and a good technical reputation. The company was unquestionably the industry leader. Nonetheless, in the light of all the developments, the strategic tasks facing EMI in 1976 differed considerably from those of earlier years. The following paragraphs outline the most important challenges and problems facing the company in this period. strategic priorities EMI’s first sales priority was to protect its existing highly visible and prestigious customer base from competitors. When its second-generation scanner was introduced in mid-1975, EMI promised to upgrade without charge the first-generation equipment already purchased by its established customers. Although each of these 120 upgrades was estimated to cost EMI $60,000 in components and installation costs, the US sales organization felt that the expense was essential to maintain the confidence and good faith of this important core group of customers. To maintain its leadership image, the US company also expanded its service organization substantially. Beginning in early 1976, new regional and district sales and service offices were opened with the objective of providing customers with the best service  in the industry. A typical annual service contract cost the hospital $40,000 per scanner. By year’s end, the company boasted 20 service centers with 150 service engineers – a ratio that represented one serviceman for every two or three machines installed. The sales force by this time had grown to 20, and was much more customer oriented. Another important task was to improve delivery performance. The interval between order and promised delivery had been lengthening; at the same time, promised delivery dates were often missed. By late 1975, it was not unusual for a 6-month promise to convert into a 12- or 15month actual delivery time. Fortunately for EMI, all CT manufacturers were in backorder and were offering extended delivery dates. However, EMI’s poor performance in meeting promised dates was hurting its reputation. The company responded by substantially expanding its production facilities. By mid-1976 there were six manufacturing locations in the UK, yet because of continuing problems with component suppliers, combined capacity for head and body scanners was estimated at less than 20 units a month. Organizational and personnel issues As the US sales organization became increasingly frustrated, they began urging top management to manufacture scanners in North America. Believing that the product had reached the necessary level of maturity, Dr Powell judged that the time was ripe to establish a US plant to handle at least final assembly and test operations. A Northbrook, Illinois site was chosen. Powell had become EMI’s managing director and was more determined than ever to make the new medical electronics business a success. A capable manager was desperately needed to head the business, particularly in view of the rapid developments in the critical North American market. Consequently, Powell was delighted when Normand Provost, who had been his boss at Texas Instruments, contacted him at the Bermuda radiological meeting in March 1975. He was hired with the hope that he could build a stronger, more integrated US company. With the Northbrook plant scheduled to begin operations by mid-1976, Normand Provost began hiring skilled production personnel. A Northbrook product development center was also a vision of Provost’s to allow EMI to draw on US technical expertise and experience in  solid state electronics and data processing, and the company began seeking people with strong technological and scientific backgrounds. Having hired Provost, Dr Powell made several important organizational changes aimed at facilitating the medical electronics business’s growth and development. In the UK, he announced the creation of a separate medical electronics group. This allowed the separate operating companies, EMI Medical Ltd (previously known as the X-Ray Systems Division), Pantak (EMI) Ltd, SE Labs (EMI) Lt., and EMI Meterflow Ltd, to be grouped together under a single group executive, John Willsher. (See exhibit 10.6.) At last, a more integrated scanner business seemed to be emerging organizationally. The US sales subsidiary was folded into a new company, EMI Medical Inc., but continued to operate as a separate entity. The intention was to develop this company as an integrated diversified medical electronics operation. Jim Gallagher, the general manager of the US operations, was fired and Bob Hagglund became president of EMI Medical Inc. While Gallagher had been an effective salesman, Powell thought the company needed a more rounded general manager in its next phase of expansion. Hagglund, previously executive vice president of G.D. Searle’s diagnostic business, seemed to have the broader background and outlook required to manage a larger integrated operation. He reported through Provost back to Dr Powell in the UK. While Provost’s initial assignment was to establish the new manufacturing and research facilities in the US, it was widely assumed within EMI that he was being groomed to take responsibility for the company’s medical electronics businesses worldwid e. However, in April 1976, while visiting London to discuss progress, Provost died of a heart attack. As a result, the US and UK organizations reported separately to Dr Powell. product diversification Since EMI wished to use the scanner as a means to become a major force in medical electronics, Powell argued that some bold external moves were needed to protect the company’s leadership position. In March 1976, EMI acquired for $2 million ( £1.1 million) SHM Nuclear Corporation, a California-based company that had developed linear accelerators for cancer therapy and  computerized radiotherapy planning systems. Although the SHM product line needed substantial further development, the hope was that linking such systems to the CT scanner would permit a synchronized location and treatment of cancer. Six months later EMI paid  £6.5 million to acquire an additional 60 percent of Nuclear Enterprises Ltd, an Edinburgh-based supplier of ultrasound equipment. In the 1976 annual report, Sir John Read, now EMI’s chairman, reaffirmed his support for Dr Powell’s strategy: We have every reason to believe that this new grouping of scientific and technological resources will prove of national benefit in securing a growing share of worldwide markets for high-technology products†¦ Future Prospects At the close of 1976, EMI’s medical electronics business was exceeding all expectations. In just three years, sales of electronics products had risen from  £84 million to  £207 million; a large part of this increase was due to the scanner. Even more impressive, profits of the electronics line had risen from  £5.2 million in 1972/73 to  £26.4 million in 1975/76, jumping from 16 to 40 percent of the corporate total. Rather than dwindling, interest in scanners seemed to be increasing. Although the company had sold around 450 scanners over the past three years (over 300 in the US alone), its order backlog was estimated to be 300 units. At the December 1976 RSNA meeting, 120 of the 280 papers presented were related to CT scanning. As he reviewed the medical electronics business he had built, Dr Powell was generally pleased with the way in which the company had met the challenges of being a pioneer in a new industry segment. However, there were several developments that he felt would need considerable attention over the next few years. First, Powell felt that competitive activity would continue to present a challenge; second, some changes in the US regulatory environment concerned him; and finally, he was aware that the recent organization changes had created some strains. competitive problems By the end of 1976, EMI had delivered 450 of the 650-odd scanners installed worldwide, yet its market share had dropped to 56 percent in 1975/76 (198 of 352 scanners sold that June-to-June period were EMI’s). The company gained some consolation from the fact that despite their premium pricing strategy and their delivery problems, they had conceded less than half the total market to the combined competitive field. They also felt some sense of security in the 300 orders they held awaiting delivery. Nonetheless, Sir John Read was clearly concerned: [We are well aware of the developing competition. Our research program is being fully sustained to ensure our continued leadership†¦ In mid-1976, the company announced its intention â€Å"to protect its inventions and assert its patent strength,† and subsequently filed suit against Ohio Nuclear claiming patent infringement. However, at the same time, EMI issued a statement proclaiming that â€Å"it was the company’s wish to make its pioneering scanner patents available to all under suitable licensing arrangements.† At the annual RSNA meeting in December 1976, sixteen competitors exhibited scanners. The year’s new entrants (including CGR, the French X-ray giant; Hitachi from Japan; and G.D. Searle, the US drug and hospital equipment company) were not yet making deliveries, however. The industry’s potential production capacity was now estimated to be over 900 units annually. GE’s much-publicized entry was already six months behind their announced delivery date, but it was strongly rumored that production shipments of GE’s third-generation scanner were about to begin. EMI Medical Inc. awaited that event with some trepidation. (A summary of major competitors and their situations as of 1976 is presented in table 10.2.) Regulatory problems By mid-1976 there were indications that government might try to exert a tighter control over hospital spending in general, and purchase of CT scanners in particular. The rapidly escalating cost of healthcare had been a political issue for years, and the National Health Planning and Resources Development Act of 1974 required states to control the development of costly  or unnecessary health services through a mechanism known as the Certificate of Need (CON) procedure. If they wished to qualify for Medicare or Medicaid reimbursements, healthcare facilities were required to submit documentation to their state’s department of health to justify major capital expenditures (typically in excess of $100,000). Before 1976, the CON procedures had generally been merely an administrative impediment to the process of selling a scanner, delaying but not preventing the authorization of funds. However, by 1976, the cost of medical care represented 8 percent of the gross national product and Jimmy Carter made control of the â€Å"skyrocketing costs of healthcare† a major campaign issue. One of the most frequently cited examples of waste was the proliferation of CT scanners. It was argued that this $500,000 device had become a symbol of prestige and sophistication in the medical community, so that every institution wanted its own scanner, even if a neighboring facility had one that was grossly underutilized. In response to heightened public awareness of the issue, five states declared a moratorium on the purchase of new scanners, including California, which had accounted for over 20 percent of total US scanner placements to date. In November, Jimmy Carter was elected president. organizational problems Perhaps most troublesome to Dr Powell were the organizational problems. Tensions within the EMI organization had been developing for some time, centering on the issues of manufacturing and product design. Managers in the US company felt that they had little control over manufacturing schedules and little input into product design, despite the fact that they were responsible for 80 percent of corporate scanner sales. In their view, the company’s current market position was being eroded by the worsening manufacturing delivery performance from the UK, while its longer-term prospects were threatened by the competitive challenges to EMI’s technological leadership. Although the Northbrook plant had been completed in late 1976, US managers were still not satisfied they had the necessary control over production. Arguing that the quality of subassemblies and components shipped from the UK was deteriorating and delivery promises were becoming even more unreliable,  they began investigating alternate supply sources in the US. UK-based manufacturing managers felt that much of the responsibility for backlogs lay with the product engineers and the sales organizations. Their unreliable sales forecasts and constantly changing design specifications had severely disrupted production schedules. The worst bottlenecks involved outside suppliers and subcontractors that were unable to gear up and down overnight. Complete systems could be held up for weeks or months awaiting a single simple component. As the Northbrook plant became increasingly independent, US managers sensed that the UK plants felt less responsibility for them. In tight supply situations they felt there was a tendency to ship to European or other export customers first. Some US managers also believed that components were increasingly shipped from UK plants without the same rigid final checks they normally received. The assumption was that the US could do their own QC checking, it was asserted. Both these assertions were strongly denied by the English group. Nonetheless, Bob Hagglund soon began urging Dr Powell to let EMI Medical Inc. become a more independent manufacturing operation rather than simply a final assembly plant for UK components. This prospect disturbed John Willsher, managing director of EMI Medical Ltd,  who argued that dividing manufacturing operations could mean duplicating overhead and spreading existing expertise too thin. Others felt that the â€Å"bootleg development† of alternate supply sources showed a disrespect for the â€Å"center of excellence† concept, and could easily compromise the ability of Pantak (X-ray technology) and SE Labs (displays) to remain at the forefront of technology. Product development issues also created some organizational tension. The US sales organization knew that GE’s impressive new third-generation â€Å"fan beam† scanner would soon be ready for delivery, and found customers hesitant to commit to EMI’s new CT 5005 until the GE product came out. For months telexes had been flowing from Northbrook to EMI’s Central Research Laboratories asking if drastic reductions in scan time might be possible to meet the GE threat. Meanwhile, scientists at CRL felt that US CT competition was developing into a specifications war based on the wrong issue, scan time. Shorter elapsed times meant less image blurring, but in the trade-off between scan time and picture resolution, EMI engineers had preferred to concentrate on better-quality images. They felt that the 20-second scan offered by EMI scanners made practical sense since a patient could typically hold his breath that long while being diagnosed. CRL staff were exploring some entirely new imaging concepts and hoped to have a completely new scanning technology ready to market in three or four years. Dr Hounsfield had conducted experiments with the fan beam concept in the early 1970s and was skeptical of its ability to produce good-quality images. To use sodium iodide detectors similar to those in existing scanners would be cost prohibitive in the large numbers necessary to pick up a broad scan; to use other materials such as xenon gas would lead to quality and stability problems, in Hounsfield’s view. Since GE and others offering third-generation equipment had not yet delivered commercial machines, he felt little incentive to redirect his staff to these areas already researched and rejected. There were many other demands on the time and attention of Hounsfield and his staff, all of which seemed important for the company. They were in constant demand by technicians to deal with major problems that arose that nobody else could solve. Sales people wanted him to talk to their largest and most prestigious customers, since a visit by Dr Hounsfield could often swing an important sale. They were also involved in internal training on all new products. The scientific community wanted them to present papers and give lectures. And increasingly, Dr Hounsfield found himself in a public relations role as he accepted honors from all over the globe. The impact was to greatly enhance EMI’s reputation and to reinforce its image as the leader in the field. When it appeared that CRL was unwilling or unable to make the product changes  the US organization felt it needed, Hagglund made the bold proposal that the newly established research laboratories in Northbrook take responsibility for developing a three- to five-second-scan â€Å"fan beam†-type scanner. Dr Powell agreed to study the suggestion, but was finding it difficult to evaluate the relative merits of the US subsidiary’s views and the CRL scientists’ opinions. By year’s end, Dr Powell had still been unable to find anybody to take charge of the worldwide medical electronics business. By default, the main decision-making forum became the Medical Group Review Committee (MGRC), a group of key line and staff managers which met, monthly at first, to help establish and review strategic decisions. Among the issues discussed by this committee were the manufacturing and product development decisions that had produced tensions between the US and UK managers. P owell had hoped that the MGRC would help build communications and consensus among his managers, but it soon became evident that this goal was unrealistic. In the words of one manager close to the events: The problem was there was no mutual respect between managers with similar responsibilities. Medical Ltd was resentful of Medical Inc.’s push for greater independence, and were not going to go out of their way to help the Americans succeed. As the business grew larger and more complex, Dr Powell’s ability to act both as corporate CEO and head of the worldwide medical business diminished. Increasingly, he was forced to rely on the MGRC to address operating problems as well as strategic issues. The coordination problem became so complex that, by early 1977, there were four subcommittees of the MGRC, each with representatives of the US and UK organizations, and each meeting monthly on one side of the Atlantic or the other. Committees included Manufacturing and Operations, Product Planning and Resources, Marketing and Sales Programs, and Service and Spares. powell’s problems As the new year opened, Dr Powell reviewed EMI’s medical electronics business. How well was it positioned? Where were the major threats and opportunities? What were the key issues he should deal with in 1977? Which should he tackle first, and how? These were the issues he turned over in his  mind as he prepared to note down his plans for 1977. Assistant Professor Christopher A. Bartlett prepared this case as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Information was obtained from public sources and third parties. Although employees of the subject company discussed with the researcher events referred to in the case, they did not participate in the preparation of the document. The analysis, conclusions, and opinions stated do not necessarily represent those of the company, its employees or agents, or employees or agents of its subsidiaries. Thorn EMI PLC, on its own behalf and on behalf of all or any of its present or former subsidiaries, disclaims any responsibility for the matters included or referred to in the study.