ETH501, Business Ethics, Mod 1 Session Long Project Essay

ETH501, Business Ethics, Mod 1 Session Long Project - Essay Example According to them, the company was following â€Å"glass ceiling† policy where the minorities were no allowed to get ahead in their careers. In simple words, The Coca-Cola Company was giving preferential treatments to whites in the company. This issue was a small issue as only four people complained about the mistreatment of The Coca-Cola Company towards its employees. A deontological framework believes that actions are judged by the motives of any action. If the motives behind certain actions are wrong, but it leads to a good outcome, despite that the action will remain a bad action and vice versa. In simple words, it is the motive behind the action that makes it right or wrong and not the outcome. Since, the motive of the company was not promote the blacks and they are practicing discrimination, the action is wrong, not matter if there are good outcomes associated with the action (Although good outcomes are not possible in this case, but let’s assume it for the sake of our understanding). Therefore, one can clearly say that The Coca-Cola company cannot justify this problem from Deontological ethical frameworks because as it appears that the motives of the company are wrong by giving discriminatory treatment to African-Americans and other minorities working in the company. Similarly, let’s analyze the case from utilitarian framework to decide whether The Coca-Cola Company should be doing what it is or should it adopt a different policy. The Coca-Cola Company by adopting a policy of a racial bias is not letting the right talent to get ahead in his career. This situation has more harms than merits. For example, when a person is promoted on the basis of his race and not on the basis of merit, it is more often the case that his productivity is low. This low productivity would lead to low output available for consumption for the society. It will also mean

Giovanni pierluigi de Palestrina Research Paper

Giovanni pierluigi de Palestrina - Research Paper Example Sante was his family name (Pyne, 2008). Palestrina dedicated much of his time and effort to teaching, and was basically the founding father of Rome’s Italian school of composition. Perhaps the credit should be given to Goudimel, Palestrina’s teacher, though in the past the aged Roman school is strongly associated with the name of Palestrina (Ferris, 2008). This research paper discusses the life and works of one of the greatest composers in the history of music, Giovanni Pierluigi da Palestrina. There are very few available historical documents that recount the childhood of Palestrina, but by 1537 he became a choirboy in Rome. He returned to Palestrina in 1544 and became an organist and choirmaster in the town’s church. The previous bishop of Palestrina, Pope Julius III, chose Palestrina to be the chapel master in St. Peter’s in 1511 (Tapper & Goetschius, 2001). The first known work of Palestrina was a compilation of four masses in 1554. These proved the skill of Palestrina in polyphony and counterpoint, and gained his status as the leading composer of holy songs in Rome (Tapper & Goetschius, 2001). However, Pope Paul IV felt obliged to discharge Palestrina from the convention, primarily because Palestrina was married. Nevertheless, he still became St. John’s chapel master; he also became the chapel master at Santa Maria Maggiore in 1561; and he was at last placed back in his previous post at the Vatican in 1571 (Sarti, 2009). Palestrina passed away in 1594. The music of Palestrina should be analyzed within the framework of the catholic reformation happening during his composition days. Before Palestrina, songs used in churches had a tendency to wander away from the religious doctrine that it was founded upon; it usually espouses its own ideals, more for amusement than encouragement. The Council of Trent even tried to get rid of music from religious practice on the whole, until the recital of Missa Papae Marcelli in

Types Of Peace Support Operations And Characteristics International Law Essay

Types Of Peace Support Operations And Characteristics International Law Essay Introduction The Norwegian Defence doctrine from 2007, Forsvarets Fellesoperative doktrine and the UN Prinsiples and Guidelines from 2008 (Capstone doctrine) devides peace support operations (PSO) into five various types; conflict prevention or preventive diplomacy, peacemaking, peacekeeping, peace-enforcement and peace building. These are the most important tools UN and other international organisations have to reach their coal of international peace and security. Types of peace support operations and characteristics The distinction between these categories is often unclear. Conflict prevention or preventive diplomacy is measures with the aim to avoid intra-state or inter-state disputes and conflicts, prevent tension and conflicts from escalating into violent conflict and to limit the ongoing conflict from spreading. This should be based on an early warning, information gathering and also on analysis of the factors driving the conflict. Conflict prevention ranges from diplomatic initiatives, confidence-building measures to the preventive deployment of troops. Peacemaking includes the range of diplomatic actions aimed at establishing a peaceful settlement once conflict is in progress or has resumed. Good offices may be used to facilitate the resolution of the conflict. Peacemakers may also be envoys, governments, groups of states, regional organizations or the United Nations. Peacemaking efforts may also be under-taken by unofficial and non-governmental groups, or by a prominent personality working independently. Peacekeeping is a technique designed to preserve the peace where fighting has come to an end, and the parties involved have reached an agreement. The UN or other international organisations role will be to assist in implementing agreements achieved by the peacemakers. The primary military model was to observe cease-fires and to separate the forces after inter-state wars. Today peace keeping involves many elements like military, police and civilian organisations working together trying to make the foundations for sustainable peace. Peace building is generally seen as those activities designed to strengthen the durability of a stable peace by identifying and supporting structures that will prevent a peace settlement in to relapsing in to conflict. The peace settlement is agreed by the parties involved. Peacebuilding works by addressing the deep-rooted, structural causes of violent conflict in a comprehensive manner. Peacebuilding measures address core issues that effect the functioning of society and the State, and seek to enhance the capacity of the State to effectively and legitimately carry out its core functions. Peace enforcement is the only category in PSO defined under chapter VII of the UN Charter as using military means to restore peace in an area of conflict. The other categories are under chapter VI in the UN charter. Peace enforcement involves a range of measures, including the use of military force. The aim of these measures is to restore international peace and security in situations where there is a threat to the peace, breach of the peace or act of aggression. These operations may be conducted by regional organizations and agencies under the authorisation of the UN. Factors decisive for the choice of operation It is necessary to look into the peace keeping history to fully understand the factors that are decisive for the choice of operations. The concept of peacekeeping has been an evolving one. Peacekeeping has not been mentioned in the UN Charter. In other words, there is no specific provision for peacekeeping in the United Nations Charter. It is normally described as falling between Chapter VI and VII. Dag Hammarskjà ¶ld referred to peacekeeping operations as Chapter 6 ½ initiatives. Early peacekeeping in the 1950s focused on preventing open violence and monitoring ceasefire and status quo and demilitarization and policing. One of them being United Nations Emergency Force (UNEF 1) deployed to the Suez crisis after the British and French troops invaded Egypt. This was what constituted traditional or classical peacekeeping, and where the three basic principles of peacekeeping where formed, namely, consent, impartiality and self-defence. After the end of the Cold War, new forms of peacekeeping came into operation in response to significant changes and challenges on the ground. The concept of peacekeeping expanded into new terminology in the peace process, and peace support operations were used to describe the new concept. In the 1990`s peacekeeping went beyond traditional peacekeeping and in to what is often called second generation peace keeping. The new conflicts where characterized by the collapse of states, and the conflict became intra-states. The PSO missions in this period where demobilization of troops like armed para-militias and irregulars; promotion of national reconciliation, restoration of effective governments, the organization and monitoring of elections, provisions of a broader support to humanitarian aid missions including protection of safe areas and escort of relief convoys. From the mid 1990`s the peacekeeping missions became multifunctional. These missions where executed after violent intrastate conflicts and consisted of both military and civilian assets in support of implementing the peace agreement. From late 1990 the missions are said to be multi dimensional, which means that they cover tasks and responsibilities beyond those associated with traditional peacekeeping such as protection of civilian. The UN has increasingly focused on the need to involve regional organizations. As stated above, peace keeping operations is not mentioned in the UN charter. This, together with the veracity of missions and mandates from traditional peace keeping in the 1950`s to todays complex multi dimensional operations makes peacekeeping ad-hoc, and it must be seen as a flexible technique where the purpose and mode of operating is depending on the conflict and the nature of the conflict. Today UN missions are in reality a mixture of many of the various types of peace support operations. But some principles distinguish them from each other. First of all, peace enforcement (PE) is the only type of PSO categorized under chapter VII in the UN charter and this give the mandate to using military means to restore peace in an area of conflict. This can be given in a conflict where it is necessary to create peace. An example is Desert Storm where the UN gave the mandate to a US led coalition. Conflict prevention, peacemaking, peacekeeping and peace building is under chapter VI. Conflict prevention is used to prevent conflicts to escalating and factors decisive for this operation is that the parties involved are interesting in trying to archive a peaceful settlement. Peacekeeping is the technique used if there is a peace to preserve and the involving parties give their consent to having a observation force to monitor the cease-fire. Peacemaking can be used where the state has colapsed and there are several fractions trying to achive power. This peace makers tasks would then be to identify the players and try to make a peaceful solution. This could be achived by diplomatic solutions only or togheter with military assets to assist in law and order and to put pressure to the involving parties. If peacemaking has succeeded peace building could be used as a tool to rebuild or build the state. Conclusion This essay had the aim to describe the various types of peace support operations and try to give a brief information of the factors decisive for the choice of mode of operation. The conclusion is that todays UN missions are in reality a mixture of many various types of peace support operations and which tool to use or mode of operation is depending on the nature of the conflict that the international organisations are trying to support.

Hitlers Rise To Power :: Papers

Hitler's Rise To Power Hitler was said to be obsessed with war and was probably the cause of Destruction during his leadership. Hitler At a young age read about war at a young age when flicking through his fathers old books and found a book on the between the German's and the French in 1870-71 on school Was doing quite poorly and was using art as an excuse to drop out of school. Adolf Hitler as a young boy always rebellious against his father, And later tried to gain entry into an arts school in Vienna but failed the entries test twice. Then decided to join and fight for his country in the war, after two months of training they were sent to fight in Ypres and escaped death several times, which later on lead to him acquiring two iron crosses for bravery, which he later on calls himself the "man of god". With the loss of the war, the German monarchy came to an end and a republic was proclaimed. A constitution was written providing for a President with broad political and military power and a parliamentary democracy. A national election was held to elect 423 deputies to the National Assembly. The centrist parties swept to victory. The result was what is known as the Weimar Republic. On June 28, 1919, the German government ratified the Treaty of Versailles. Under the terms of the treaty which ended hostilities in the War, Germany had to pay reparations for all civilian damages caused by the war. Germany also lost her colonies and large portions of German territory. A 30-mile strip on the right bank of the Rhine was demilitarised. Limits were placed on German armaments and military strength. The terms of the treaty were humiliating to most Germans, and condemnation of its terms undermined the government and served, as a rallying cry for those who Hitler believed was destined for Germany's greatness. Once released from prison, Hitler decided to seize power constitutionally rather than by force of arms.

Good and Service Experience

Model and explain the Servuction Model as a service encounter framework. Relevance for fast food market and what is the role of customer B in the model? The Service encounter is defined as a period of time during which a consumer directly interacts with a service. Service encounters occur where it is necessary for consumer and producer to meet in order for the former to receive the benefits that the latter has the resources to provide. This definition includes all aspects of the service firm with which a consumer may interact, including its personnel and hysical assets.Servuction concentrates on consumers' perceptions of the service encounter. The Servuction model is a simple but powerful model that illustrates factors influencing the service experience of a customer when enjoying a service. It concentrates on consumers' perceptions of the service encounter. The framework, developed by Eigher and Langeard emphasizes experiential aspects of service consumption and is based on the idea of organizations providing consumers with complex bundles of benefits.The elements of the service experience are divided into wo parts- visible and invisible. The visible part consists of the inanimate environment within which the service experience occurs, the service providers or contact personnel who interact with the consumer during the service experience. The visible part of the organization is is supported by the invisible part, comprising the support infrastructure, which enable the visible part of the organization to function. The invisible part refers to the rules, regulations and processes upon which the organization is based.Although they are invisible to customers they have very rofound effect on the consumers service experience. The model is completed by the introduction of other customers, with whom each consumer may interact within the system. This is important because the actions of fellow consumers can contribute greatly to the overall encounter. Everyone and every thing that comes into contact with the consumer is effectively delivering the service. There is often large number of contacts between the service provider and the customers which makes it difficult in identifying the servuction system.Only consumers can define the service encounter hat matters to them and essentially create their own bundle of benefits from the contributory elements of the service offer. Therefore the service encounter is defined by customers , rather than producer-led definitions. Relevance for fast-food market: The servuction model for a fast-food market is used for understanding consumer experiences: consisting of visible service, contact personnel , other customers and home delivery and Wi-fl connection free for customer. The contact personnel of the fast-food market would include a waiter/ branch manager, counter employees and a ecurity guard.The other customers would be customer B. The invisible organization and systems could be a very fast delivery within 5 minutes, a good setup with approximately 10 staff and a good music system in the restaurant. Role of Customer B: Customer B represents all other customers who are part of customer A's experience. Consumption of service are â€Å"shared experience† because it often occurs in the presence of other customers. As in the case with the other visible components of the Servuction model, other customers can impact customer A's experience.

Reasons of Accidents and the Ways of Reducing Accidents

CHAPTER 2 LITERATURE REVIEW 1. Definition of Total Quality Management (TQM) There are numerous, widespread, diverse and often fashionable initiatives that potentially help manufacturing organisations in implementing various best practices in operations management. Examples of these initiatives include total productive maintenance (TPM), total quality management (TQM), Kanban, 5S, six sigma, Kaizen and business process re-engineering (BPR) (Ashutosh Tiwari, 2007).These criteria is a success stories to implement in this initiatives and make everything is going well. Critical factor in the success of operations management projects is a fast but comprehensive analysis of the current practices or structure in the company (Ashutosh Tiwari, 2007). Table 2: Definition of Japanese Terms. Initiative |Core Ideas | |5S |Organisation and housekeeping (Hirano, 1996) | |TPM |Continuous improvement of equipment and processes (Campbell, 1995) | |TQM |Right first time (Oakland, 2003) | |Six sigma |Sy stematic and continuous improvement (Pande, 2001) | |JIT (Kanban) |Remove inventory buffers that prevent learning (Ono, 1988) | |Kaizen |Cost reduction through the elimination of waste (Imai, 1986) | |BPR |Reduction of complexity of workflow (Hammer, 2001) | Total Quality Management (TQM) has been accepted as a disciplined management process in industry in order to cope with the changes in marketplace and to focus on quality in both their products as well as their services (Venkatraman, 2007). While applying TQM philosophy to their organisations, some managers think that quality is driven by internal productivity programs or participative management programs which may deviate from their core business and customer focus resulting in cost overruns. But this is wrong perception by managers because with TQM all the process and product quality increasing and achieve â€Å"zero defect† purpose.However, quality cannot be inspected into an individual unit of the product after it has been made. The practice of inspecting products after they are made has, therefore, been replaced rapidly by the broader view that quality must be built into a product, from the design stage through all subsequent stages of manufacture and assembly. Because products are made by using several manufacturing processes, each of which can have significant variations in its performance even within a short period of time, the control of processes is a critical factor in product quality. Thus the objective should be to control processes not products. Quality has various meanings attached and the focus varies from one educational setting to another.Among the various elements of TQM, customer focus, process orientation and continuous improvements are the most common philosophies that have direct implications for teaching and learning in higher education (Venkatraman, 2007). The general definition of total quality management (TQM) as a philosophy that would enable an organisation consistently t o meet the needs of customers is accepted worldwide by manufacturing executives as a strategic concept for organisational survival. However, reaching the TQM destination is a continuing challenge for manufacturing executives (Nwabueze, An Industry Betrayed: the case of total quality management in manufacturing, 2011).Deming notes that everyone in the organisation from top to bottom, from office to technical services, from headquarters to local sites must be involved. He further suggested that people are the source of ideas and innovation, therefore, their expertise, experience, knowledge and sense of duty have to be harnessed to the benefit of the organisation (Nwabueze, An Industry Betrayed: the case of total quality management in manufacturing, 2011). Total quality management (TQM) principles and techniques are now a well accepted part of almost every manager's â€Å"tool kit’’ (Dow, 1999). Quality is to satisfy customers' requirements continuously; total quality is to achieve quality at low cost and TQM is to obtain total quality by involving everyone's daily commitment (W. H. Ip, 1999).Henderson gives a definition on TQM to include (Henderson, 1992): a) Total means: everyone in every function within the company accepts responsibility for the quality of his own output; b) Quality means: conformance to agreed customer requirements; and c) Management means: for any major business strategy, it is management led but with a strong involvement of employees. TQM has been described as a new model of thinking in business management, a comprehensive style to improve organizational performance and quality an alternative to the â€Å"management by control† and more recently, as a change of paradigm (Fco. Javier Llore? ns Montes, 2003).TQM is one of the numerous forms of management models or concepts that emerged and took form during the 1980s and 1990s, maybe even the most commonly used concept during this period. Management concept is not only th e toolkit for â€Å"trouble shooting† and improving organisation efficiency, but can also be seen as a symbol giving the organisations higher credibility. (Harnesk, 2007) Examination of the applicability of TQM concepts to product and service organisations suggests that there is evidence of greater ease of adoption, and more apparent success, within product based companies than with service based organisations, though there is no reason in principle why this should be so. A service organisation is as much dependant on satisfying its customers as a product company, if not more so.A service organisation such as an airline will be vulnerable to immediate customer dissatisfaction with such inadequacies of performance as lateness of arrival, off-handedness of staff and the disappearance of luggage. (Reavill, 1999) This sortie into the area of marketing mature products brings us back to the points flagged at the beginning of this paper, the small/ medium sized enterprises (SMEs), a nd the newly industrialised countries (NICs). With a mature product, a marketing strategy would be to increase the share of the current market, and to find new markets. (Reavill, New applications for TQM, 1999) There is also other development connected to TQM. TQM is a concept that has traditionally been connected to business life, commercial and industrial organizations for manufacturing and production.However, the domain of TQM is changing, and TQM has been applied also to public issues. Research has been conducted in the area of managing the third sector, such as non-profit organizations (Hudson, 1995; Lyons, 2001; Nutt and Backoff, 1992; Mertens, 1999). Reavill (1999) discusses the current status and possible future of TQM as a major management concept. Consequently, the different views of the evolution of TQM and the different views of the definitions of TQM generate problems both for those practitioners who are applying TQM, and for those theorists who are studying TQM. There are consequences when discussing the effectiveness, use and utility of TQM.The development of TQM implies new definitions, or modifications of existing definitions, for instance, the interpretation of the word customer. (Bjarne Bergquist, 2005) One of the main goals of a business is to stay in business and to be profitable to its owners. Other goals may be that the work environment should be good, that customers are satisfied, that the company has a good reputation and provides jobs. If the business is a loss, the other goals are of little value, as the business will go bankrupt. The big question for companies about to implement new strategies or working methods is thus often â€Å"Will it pay? † This is a difficult question to answer, but some have tried. Bjarne Bergquist, TQM and results as profit in commercial organizations, 2005) When studying the criticism against the use of TQM in the education sector, it seems that it can be divided into at least two different forms an d that the criticism emanates from different perspectives. One of these forms is the criticism of the transfer of concepts from one context to another. One example is the introduction of methods and adaptation to ways of thinking and values that were developed in goods producing companies. Another form of criticism is also connected to the transfer of TQM to a new area, but also based upon an ideological view. In this paper the use of TQM in educational organizations is seen as a part of an economization within the education area. Bjarne Bergquist, TQM in the educational sector, 2005) Increased customer sophistication and the globalization of business activities are forcing business organizations to re-engineer their cultures, operations and systems to support customer-focused and quality-driven competitive business strategies. Manufacturing organizations have successfully deployed total quality management (TQM) practices in support of strategic choices (Spitzer, 1993; Flynn et al. , 1995; Au and Choi, 1999; Tata and Prasad, 1998; Prajogo and Sohal, 2001; Powell, 1995). In this context, however, service organizations are still lagging behind their manufacturing counterparts in terms of their strategic commitment to TQM (Au and Choi, 1999; Dotzour and Lengnick-Hall, 1996; Sohal, 1994; Shortell et al. , 1995).The apparent reluctance of service organizations to utilize TQM based-strategies is alarming, especially in light of the increased significance of the service sector to national and global economies. (Mahmoud M. Yasin, 2004) [pic] Figure 1 A conceptual framework for TQM implementation and benefit in a service operational setting (Mahmoud M. Yasin, 2004) What is quality? There are various well-known definitions of quality. (Crosby, 1979) define quality as â€Å"conformance to requirement† while (Juran, 1980) define quality as â€Å"fitness for use†. Quality as â€Å"a predictable degree of uniformity and dependability at low cost and suited to the market† is more towards quality in operation (Deming, 1986).Many organisations found that the old definition of quality, â€Å"the degree of conformance to a standard†, was too narrow and consequently have started to use a new definition of quality in terms of â€Å"customer focus†. It is reported that many companies had initially concentrated all their efforts on improving internal processes with little or no regard for the relationships between those processes and the organization’s ultimate customers. This failure to include the customer focus had resulted in companies struggling hard to survive and resorting to fire-fighting situations. (Fincher, 1994) describe how quality perspectives have evolved in higher education over the years by going through a shift from experience to technique to style and finally to process.Quality as overall is to achieve customer needs and demand where must start in the beginning process of manufacturing to meet the re quirement and fit with the machine capability to get the quality output and of course should meet the standard of conformance. Quality has a variety of meanings and it range of meanings that will confusing each individual’s perception of quality but the important things is to achieve customer needs and satisfaction. Quality also as a key attribute that customers use to evaluate products and services which has emerged as a vital point of management focus in many parts of the world. The emergence of quality as a top priority in many corporate entities is primarily due to the globalisation of world trade and the competitive pressure brought about by the escalating demands of consumers, who want better products and services (Zairi, 2001).Quality is the increased awareness of senior executives, who have begun recognising that quality is a key strategic issue and an important focus for all levels of the organisation (Crosby P. , 2001). The implication of Dr Weller's action suggest that the chief executive's attitude to TQM must be â€Å"hands on† (Nwabueze, 2001). Because our attitudes greatly influence people around us, management's attitude tells employees what is expected of them and what they can get away with. On the basis of my analysis, a new model of leadership requirements for TQM in healthcare is proposed, can see Figure 1. (Nwabueze, Chief executives  ± hear thyselves: leadership requirements for 5-S/TQM implementation in healthcare, 2001) [pic] Figure 1: Model of leadership requirements for TQM in healthcare. Nwabueze, Chief executives  ± hear thyselves: leadership requirements for 5-S/TQM implementation in healthcare, 2001) Works Cited Ashutosh Tiwari, C. T. (2007). A framework for implementing cost and quality practices within manufacturing. Journal of Manufacturing Technology Managemen , 732. Bjarne Bergquist, M. F. (2005). TQM: terrific quality marvel or tragic quality malpractice? , 311. Bjarne Bergquist, M. F. (2005). TQM and resu lts as profit in commercial organizations. TQM: terrific quality marvel or tragic quality malpractice? , 312. Campbell, J. (1995). Uptime: Strategies for Excellence in Maintenance Management (Step-by-step Approach to TPM Implementation). Productivity Press Inc. , 733. Crosby, P. (2001).Let's Talk Quality: 96 Questions that You Always Wanted to Ask Phil Crosby. International Journal of Quality & Reliability Management , 290. Crosby, P. (1979). Quality Is Free. McGraw-Hill , 94. Deming, W. (1986). Out of Crisis. Cambridge University Press , 94. Dow, D. S. (1999). Exploring the myth: Do all quality management practices contribute to superior quality performance. Production and Operations Management , 25. Fco. Javier Llore? ns Montes, A. V. (2003). Factors affecting the relationship between total quality management and organizational performance. International Journal of Quality & Reliability Management , 189. Fincher, C. (1994).Quality and diversity: the mystique of process. Institute of Higher Education , 94. Hammer, M. a. (2001). Reengineering the Corporation: A Manifesto for Business Revolution. HarperBusiness , 733. Harnesk, R. (2007). Management concepts and models. TQM: an act of balance between contradictions , 532. Henderson, G. (1992). The First Bank to Win a British Award. Quality Forum , 315. Hirano, H. (1996). 5S for Operators: 5 Pillars of the Visual Workplace (for your Organization! ). Productivity Press Inc. , 733. Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success. McGraw-Hill , 733. Juran, J. a. (1980). Quality Planning and Analysis. McGraw-Hill , 94.Nwabueze, U. (2011). An Industry Betrayed: the case of total quality management in manufacturing. The TQM Magazine , 400. Nwabueze, U. (2001). Chief executives  ± hear thyselves: leadership requirements for 5-S/TQM implementation in healthcare. Managerial Auditing Journal , 407. Nwabueze, U. (2001). Chief executives  ± hear thyselves: leadership requirements for 5-S/TQM implem entation in healthcare. Managerial Auditing Journal , 409. Oakland, J. (2003). TQM: Text with Cases. Butterworth-Heinemann , 733. Ono, T. a. (1988). Toyota Production System: Beyond Large-scale Production. Productivity Press Inc. , 733. Pande, P. a. (2001). What is Six Sigma?McGraw-Hill , 733. Reavill, L. R. (1999). New applications for TQM. What is the future direction of TQM development? , 296. Reavill, L. R. (1999). TQM, an established management. What is the future direction of TQM development? , 292 -293. Venkatraman, S. (2007). A framework for implementing TQM in higher education programs. Quality Assurance in Education , 93. W. H. Ip, K. C. (1999). Enhancing Manufacturing Information Management Through TQM. Logistics Information Management , 315. Zairi, T. T. (2001). A proposed model of TQM implementation based on an empirical study of Malaysian industry. International Journal of Quality & Reliability Management , 289.

Econ of Black Comm Dev. Davis-Bacon Act Debate Essays - Free Essays

Econ of Black Comm Dev. Davis-Bacon Act Debate Essays - Free Essays 1.Defender ~ Olivia Lewis 2.Detractor ~ Tawndy 3.Moderator/Scribe ~Taylor Walker September 3, 2015 Econ of Black Community Development 788 Davis-Bacon Act Debate For/DefenderAgainst/Detractor Group 1 Debate/ DiscussionI am in support of the Davis-Bacon Act, as workers in cities are facing unemployment as a result of the ability for manufacturers to simply lower wages and bring in new workers. Benefits all workers Fair, deserved pay, fair competition Force companies to hire unionized workers oProvides proper protection of workers Set wage oAllows laborers to afford expenditures in the city Improve work morale Creates equity in the work placeI am in opposition of the Davis-Bacon Act, contractors and subcontractors are performing on federally funded or assisted contracts in excess of $2000 for construction, alteration, or repair of public buildings, or public works. Racist origins oAuthor was racist Lest immigration upset nations racial status quo oKeeps blacks from competition w/ ununionized white workers oAct passed with the intention of preventing non-unionized and immigrant laborers from competing with unionized white workers for scarce jobs during the Great Depression Currently, has devastating impact Nonunionized black workers are underrepresented in highly unionized skilled trades and over represented in pool of unskilled workers Restricts economic opportunities of low-income individuals oMinority contracting firms are often small, non-unionized, & cant pay prevailing wage Requires contractors to pay unskilled laborers prevailing wage for any job performed oForces contractors to hire skilled tradesmen Selecting workers from pool dominated by whites Creates barrier for unskilled o/ low-skilled workers Low income blacks cannot reap the benefits of the well paid construction industry