Analysis of the Social Responsibilities in Business

Social responsibility is the concept that business is part of the larger society in which it exists and must therefore act in a way that not only advances the firm, but also serves the society. More than ever firms are being challenged to integrate social responsibilities in to their operations. Many firms now believe that social responsibility to be a lot more than granting money to community groups or volunteering their time to organizations – although these are both important ways that firms support the community. Today, business leaders recognize that a commitment to corporate social responsibility can provide distinct advantage in attracting and retaining employees, dealing with suppliers and regulators, strengthening customer relationships and providing positive returns for investors. Let us take a look at some of the social responsibility issues and analyze how businesses are showing their social responsibility. Around the world there are lots of environmental concerns that challenge companies to be better global citizens. Leading companies know that taking a strong role in protecting the environment improves the efficiency of operations and saves money, making a positive impact on business partners, customers and investors. Let us see how socially responsible companies are responding to the environmental concerns. Delphi Automotive Systems is dedicated to protecting human health, natural resources and the global environment. For Delphi, a commitment to environmental management is a critical business strategy. Delphi has certified 15 of its global manufacturing sites under ISO 14001, a global standard that recognizes facilities that have systems in place to proactively manage and reduce their environmental impact. The company is working toward earning this certification for all 168 of its manufacturing facilities around the world over the next three years. John Jaffurs, director, Delphi environmental services, states, â€Å"We want to formally integrate our environmental management into the goals of the business. Delphi is using ISO 14001 and other tools as a means of creating a total environmental management system. This will allow us to integrate operational environmental issues directly into future planning.† Delphi's involvement in reducing the automobile's environmental impact began more than 30 years ago with the introduction of the first catalytic converters. Delphi works to reduce emissions, increase fuel economy, decrease vehicle mass and enhance the recyclability of its products. Delphi also believes that the reduction or elimination of materials can go far in helping the environment. Delphi's E-STEER Electric Power Steering reduces the number of seals and totally eliminates the power steering fluid, hoses and pump from the power steering system. In 1995, 75 percent of all cars sold (approximately 27 million) were equipped with traditional power steering and carried an estimated 40 million liters of hydraulic fluid. This new technology can result in a significant reduction in raw materials, which means less material to recycle or dispose after the life of the product. E-STEER also reduces energy demand by up to 80 percent, resulting in improved fuel economy and reduced vehicle emissions. E-STEER received the 1999 PACE (Premier Automotive Suppliers' Contribution of Excellence) award from Automotive News and Ernst & Young LLP, which recognizes automobile suppliers who have excelled in adapting and reinventing their companies and their products to meet the growing demands of their customers — the world's major automotive manufacturers. E-STEER is just one example of the many innovative product technologies Delphi can offer to provide environmental solutions to its customers. According to the American Lung Association, motor vehicle emissions account for approximately 77 percent of the carbon monoxide (CO), more than 35.6 percent of the volatile organic compounds (including hydrocarbons) and around 45 percent of the nitrogen oxides (NOx) in our nation's air. With this in mind, car manufacturers like GM, Ford and Honda are now producing and marketing cleaner-burning cars powered by electricity, alternate fuels or a combination of the two. Environmentalists like to refer to these as â€Å"green cars† because they represent an environmentally responsible way to travel in style. Politicians, on the other hand, have begun to see the potential for addressing larger issues. Earlier this year, Representative Robert T. Matsui (D-CA) introduced legislation that would give up to $5,000 per year in consumer tax credits to people with green cars. With this in mind, GM came up with its environment friendly â€Å"EV1†, Ford with its â€Å"Ranger† and Honda with its â€Å"Insight†. The Tennessee Valley Authority (TVA), the nation's largest electricity producer, has announced that it will begin test-marketing alternative energy sources as early as next year. As phase one of the TVA's Green Power Program, the test will utilize wind, solar and landfill gas energy sources to generate roughly three to six megawatts of power. Eight distributors, representing all seven of the Tennessee Valley Public Power Association's districts, have agreed to participate in the test. If the test is successful, TVA customers could see full-scale implementation by the end of 2003. The Green Power Program is the first of its kind in the Southeast. In related news, the TVA received word June 18 that the Department of Energy (DOE) has approved a proposal from the Virginia Alliance for Solar Electricity (VASE) to provide matching funding for the Green Power Program. The TVA's marketing plan for Green Power represents the fruits of an alternate energy initiative that began in January 1998. At that time, the TVA solicited and received 22 proposals for adding renewable electricity generators to its energy production facilities. Initial research also revealed that 84 percent of TVA customers favored a green power option. In the fall of 1998, the TVA held seven public forums that further confirmed the need for a Green Power. Participants included several members of the environmental community, utility executives, energy experts, healthcare organizations and representatives from citizens' groups. After the forums, the TVA formed the â€Å"multi-interest team† that was eventually responsible for the 2000 test-marketing plan. As the association of U.S. shareholder-owned electric utilities, Edison Electric Institute (EEI) works with key stakeholder groups, including regulators, legislators and member companies, to achieve environmental excellence. EEI's Climate Challenge program is a voluntary effort created in partnership with the Department of Energy in response to concerns about global climate change, says spokesman Jim Owen. To date, more than 600 electric utilities participate in the program, which means they have pledged to sequester or avoid 170 million metric tons of carbon dioxide and other greenhouse gases in the year 2000. This is more than four times the original goal established by the government in 1993. While some Climate Challenge efforts are undertaken by individual utilities, there are five industry-wide initiatives in place as well. These include Envirotech Investment Funds, which provide venture capital for emerging renewable technologies; the Utility Forest Carbon Management program, which funds tree planting and forest management projects; the National Earth Comfort Program, which promotes geothermal heat pumps; EV America, which introduces electric vehicles into the marketplace; and International Utility Efficiency Partner-ships, which support joint projects with foreign utilities and governments to provide efficiency of new or existing power systems. According to the Department of Energy's Energy Information Administration, electric utilities represent almost 85 percent of the voluntary actions to reduce, avoid or sequester greenhouse gases. In addition, electric utilities have made significant progress in restoring aquatic habitats, protecting endangered species and generating renewable energy, says Owen Bridging the gap between school and work is another critical link that companies are focusing on. The national organization Jobs for the Future (JFF) was founded in 1983 to help prepare tomorrow's workforce and smooth the transition from school to work. Ford†s Contribution in developing tomorrow's workforce Ford Foundation, is an initiative that seeks to create a measurable increase in jobs, wealth, services and other community infrastructure through increased corporate involvement in community economic development. JFF works with the initiative's many partners, whose collective experience and expertise cover community and economic development, national and international business and education to achieve these goals. One of JFF's major corporate partners is the Ford Motor Company. The two organizations have developed a relationship in which they exchange expertise and experience that allow both to enhance their individual programs. â€Å"In today's rapidly changing economy, schools alone cannot effectively prepare young people for a successful future,† explains Hilary Pennington, president of Jobs for the Future. â€Å"Academic standards are only part of the equation. Young people need the chance to apply what they've learned to new situations, and what happens in the real world is hard to simulate in school. We try to build partnerships between companies and schools to give kids opportunities to expand their learning experience. The Ford program is a splendid example of this type of partnership.† Ford has created several innovative education initiatives that â€Å"are helping us create a pipeline — for employees and suppliers, as well as a consumer base for our products,† says Renee Lerche, director, workforce development, Ford Motor Company. For example, the Ford Academy of Manufacturing Sciences (FAMS) is an academic- and work-based program in public high schools. The program's goals are to provide students the opportunity to learn science, math, technology and communications skills in real-life settings and encourage them to pursue secondary education. Ford trains high school teachers, who teach the manufacturing-oriented courses to 11th or 12th grade students (participants take two courses through Ford each year). An internship during the summer between 11th and 12th grade provides work experience as well. The program serves as a way not only to attract future employees to Ford, says Lerche, but also as a way to draw customers for its cars and trucks. â€Å"We don't have concrete evidence that if you do these things, people buy your products. However, these activities do influence perception of our commitment to the communities in which we do business,† says Lerche. Issues such as environmental protection, education and community support are critical to companies that want to gain the trust and loyalty of their constituents. The companies profiled here understand that corporate social responsibility offers clear business benefits for all stakeholders. Analysis of the Social Responsibilities in Business Social responsibility is the concept that business is part of the larger society in which it exists and must therefore act in a way that not only advances the firm, but also serves the society. More than ever firms are being challenged to integrate social responsibilities in to their operations. Many firms now believe that social responsibility to be a lot more than granting money to community groups or volunteering their time to organizations – although these are both important ways that firms support the community. Today, business leaders recognize that a commitment to corporate social responsibility can provide distinct advantage in attracting and retaining employees, dealing with suppliers and regulators, strengthening customer relationships and providing positive returns for investors. Let us take a look at some of the social responsibility issues and analyze how businesses are showing their social responsibility. Around the world there are lots of environmental concerns that challenge companies to be better global citizens. Leading companies know that taking a strong role in protecting the environment improves the efficiency of operations and saves money, making a positive impact on business partners, customers and investors. Let us see how socially responsible companies are responding to the environmental concerns. Delphi Automotive Systems is dedicated to protecting human health, natural resources and the global environment. For Delphi, a commitment to environmental management is a critical business strategy. Delphi has certified 15 of its global manufacturing sites under ISO 14001, a global standard that recognizes facilities that have systems in place to proactively manage and reduce their environmental impact. The company is working toward earning this certification for all 168 of its manufacturing facilities around the world over the next three years. John Jaffurs, director, Delphi environmental services, states, â€Å"We want to formally integrate our environmental management into the goals of the business. Delphi is using ISO 14001 and other tools as a means of creating a total environmental management system. This will allow us to integrate operational environmental issues directly into future planning.† Delphi's involvement in reducing the automobile's environmental impact began more than 30 years ago with the introduction of the first catalytic converters. Delphi works to reduce emissions, increase fuel economy, decrease vehicle mass and enhance the recyclability of its products. Delphi also believes that the reduction or elimination of materials can go far in helping the environment. Delphi's E-STEER Electric Power Steering reduces the number of seals and totally eliminates the power steering fluid, hoses and pump from the power steering system. In 1995, 75 percent of all cars sold (approximately 27 million) were equipped with traditional power steering and carried an estimated 40 million liters of hydraulic fluid. This new technology can result in a significant reduction in raw materials, which means less material to recycle or dispose after the life of the product. E-STEER also reduces energy demand by up to 80 percent, resulting in improved fuel economy and reduced vehicle emissions. E-STEER received the 1999 PACE (Premier Automotive Suppliers' Contribution of Excellence) award from Automotive News and Ernst & Young LLP, which recognizes automobile suppliers who have excelled in adapting and reinventing their companies and their products to meet the growing demands of their customers — the world's major automotive manufacturers. E-STEER is just one example of the many innovative product technologies Delphi can offer to provide environmental solutions to its customers. According to the American Lung Association, motor vehicle emissions account for approximately 77 percent of the carbon monoxide (CO), more than 35.6 percent of the volatile organic compounds (including hydrocarbons) and around 45 percent of the nitrogen oxides (NOx) in our nation's air. With this in mind, car manufacturers like GM, Ford and Honda are now producing and marketing cleaner-burning cars powered by electricity, alternate fuels or a combination of the two. Environmentalists like to refer to these as â€Å"green cars† because they represent an environmentally responsible way to travel in style. Politicians, on the other hand, have begun to see the potential for addressing larger issues. Earlier this year, Representative Robert T. Matsui (D-CA) introduced legislation that would give up to $5,000 per year in consumer tax credits to people with green cars. With this in mind, GM came up with its environment friendly â€Å"EV1†, Ford with its â€Å"Ranger† and Honda with its â€Å"Insight†. The Tennessee Valley Authority (TVA), the nation's largest electricity producer, has announced that it will begin test-marketing alternative energy sources as early as next year. As phase one of the TVA's Green Power Program, the test will utilize wind, solar and landfill gas energy sources to generate roughly three to six megawatts of power. Eight distributors, representing all seven of the Tennessee Valley Public Power Association's districts, have agreed to participate in the test. If the test is successful, TVA customers could see full-scale implementation by the end of 2003. The Green Power Program is the first of its kind in the Southeast. In related news, the TVA received word June 18 that the Department of Energy (DOE) has approved a proposal from the Virginia Alliance for Solar Electricity (VASE) to provide matching funding for the Green Power Program. The TVA's marketing plan for Green Power represents the fruits of an alternate energy initiative that began in January 1998. At that time, the TVA solicited and received 22 proposals for adding renewable electricity generators to its energy production facilities. Initial research also revealed that 84 percent of TVA customers favored a green power option. In the fall of 1998, the TVA held seven public forums that further confirmed the need for a Green Power. Participants included several members of the environmental community, utility executives, energy experts, healthcare organizations and representatives from citizens' groups. After the forums, the TVA formed the â€Å"multi-interest team† that was eventually responsible for the 2000 test-marketing plan. As the association of U.S. shareholder-owned electric utilities, Edison Electric Institute (EEI) works with key stakeholder groups, including regulators, legislators and member companies, to achieve environmental excellence. EEI's Climate Challenge program is a voluntary effort created in partnership with the Department of Energy in response to concerns about global climate change, says spokesman Jim Owen. To date, more than 600 electric utilities participate in the program, which means they have pledged to sequester or avoid 170 million metric tons of carbon dioxide and other greenhouse gases in the year 2000. This is more than four times the original goal established by the government in 1993. While some Climate Challenge efforts are undertaken by individual utilities, there are five industry-wide initiatives in place as well. These include Envirotech Investment Funds, which provide venture capital for emerging renewable technologies; the Utility Forest Carbon Management program, which funds tree planting and forest management projects; the National Earth Comfort Program, which promotes geothermal heat pumps; EV America, which introduces electric vehicles into the marketplace; and International Utility Efficiency Partner-ships, which support joint projects with foreign utilities and governments to provide efficiency of new or existing power systems. According to the Department of Energy's Energy Information Administration, electric utilities represent almost 85 percent of the voluntary actions to reduce, avoid or sequester greenhouse gases. In addition, electric utilities have made significant progress in restoring aquatic habitats, protecting endangered species and generating renewable energy, says Owen Bridging the gap between school and work is another critical link that companies are focusing on. The national organization Jobs for the Future (JFF) was founded in 1983 to help prepare tomorrow's workforce and smooth the transition from school to work. Ford†s Contribution in developing tomorrow's workforce Ford Foundation, is an initiative that seeks to create a measurable increase in jobs, wealth, services and other community infrastructure through increased corporate involvement in community economic development. JFF works with the initiative's many partners, whose collective experience and expertise cover community and economic development, national and international business and education to achieve these goals. One of JFF's major corporate partners is the Ford Motor Company. The two organizations have developed a relationship in which they exchange expertise and experience that allow both to enhance their individual programs. â€Å"In today's rapidly changing economy, schools alone cannot effectively prepare young people for a successful future,† explains Hilary Pennington, president of Jobs for the Future. â€Å"Academic standards are only part of the equation. Young people need the chance to apply what they've learned to new situations, and what happens in the real world is hard to simulate in school. We try to build partnerships between companies and schools to give kids opportunities to expand their learning experience. The Ford program is a splendid example of this type of partnership.† Ford has created several innovative education initiatives that â€Å"are helping us create a pipeline — for employees and suppliers, as well as a consumer base for our products,† says Renee Lerche, director, workforce development, Ford Motor Company. For example, the Ford Academy of Manufacturing Sciences (FAMS) is an academic- and work-based program in public high schools. The program's goals are to provide students the opportunity to learn science, math, technology and communications skills in real-life settings and encourage them to pursue secondary education. Ford trains high school teachers, who teach the manufacturing-oriented courses to 11th or 12th grade students (participants take two courses through Ford each year). An internship during the summer between 11th and 12th grade provides work experience as well. The program serves as a way not only to attract future employees to Ford, says Lerche, but also as a way to draw customers for its cars and trucks. â€Å"We don't have concrete evidence that if you do these things, people buy your products. However, these activities do influence perception of our commitment to the communities in which we do business,† says Lerche. Issues such as environmental protection, education and community support are critical to companies that want to gain the trust and loyalty of their constituents. The companies profiled here understand that corporate social responsibility offers clear business benefits for all stakeholders.

Bottled Water in Australia

Bling h2o is a high end or â€Å"Super Luxury† bottled water product created by Kevin G Boyd a Hollywood producer / designer. Bling h2o costs from $US35. 00 to $US2,600. 00 per bottle and the water is bottled into glass bottles studded with Swarovski crystals. Bling has been featured on MTV music awards and The Emmys and on it’s website refers to itself as the Rolls Royce of bottled water. To identify the potential consumers in Australia we need to look at the target market and market segments bling are looking to fulfill. The premium status, and pricing, that bling put on their product would narrow the geographic segment to the economic centers of Australia, which Sydney, Melbourne and Brisbane. A geographic segmentation is identifying and analysing the location that a company is looking to move into. In Australia a potential geographic profile would start at the state level, then move into cities, then if necessary a municipal level to identify potential consumer (Kotler, P. , Adam, S. , Denize, S. , Armstrong, G. 2009), The demographic make-up of a potential market is made up of the age group, income, occupation, gender, race, education and religion. Demographic segmentation is a popular form of analysis and very important part of identifying the size and methods of communicating with a target market. (Kotler et al, 2009) After reviewing the media on bling and the website the demographic profile for bling would be 20 – 35 year old age bracket with a high level of income. This is supported by bling’s involvement with MTV, The Emmy's and the price of their product. The psychographic and behavioural segmentation bling would be looking at is a benefits viewpoint (Kotler et al, 2009). The benefits class is the benefits the user perceives to obtaining by using the product. The benefits from bling h2o are that of social status and class by drinking bling users would be setting themselves apart. From the marketing segmentation identified bling would be looking at a young high income earners who place a high importance on their external image. Along with targeting the these individuals, 5 star hotels and up market nightclubs would also be consumers of these products due the overlapping target market and perceived image they are looking to convey. This is identified by bling themselves on their ebsite where Boyd had the idea whilst observing celebrities and how each of them treated the bottled water they drunk In 2004 – 2005 Australians consumed about 550 million litres of bottled water, with worldwide consumption growing 57% from 1999 to 154 billion litres. (Munro 2006). The main industry body in Australia is the ABWI which was established 10 years ago and clai ms its objectives are to promote awareness and use of bottled water, and to ensure that consumers have safe good tasting water. The ABWI boasts member such as Coca- Cola Amatil Ltd and Schweppes Australia ttp://www. bottledwater. org. au/scripts/cgiip. exe/WService=ASP0003/ccms. r? Roxy=0x0002f062=10007 Bottled water is being looked at as a serious environmental issue. The main packaging for bottled water is plastic, which is made from fossil fuels and Australia uses 314,000 barrels of oil in bottling water each year (Koutsoukis, 2007) Although the plastic bottled water comes in is recyclable, Australians are only recycling around 35% of the bottled water they purchases, 55% goes to landfill which accounts for 70,000 tonnes of plastic waste. Koutsoukis, 2007) (Munro 2006). It is been seen as such an environmental issue that Bundanoon, a small town in NSW, has banned the sale of bottled water in its stores when a company was looking to extract water from their underground reservoir, and claims to be the first town in the world to enact such a policy. A review of social media surrounding bling h2o a large percentage of blogs condemned bling for being over priced and had concerns about water being sold at such a premium when much of the world is without clean water. An internet blog by Sassisam title Bling H2O – Ego in a bottle. Sassi Sam points out that she consumes 4 bottles of water a day and that would equate to $US980 per week just for water. Sassi Sam concluded that she would consider buying from bling if they supported charities that focused on supplying clean water to those who don’t have access to it. Bling was featured on the site BoingBoing and points out that people who buy this must be fools. The interactive comments section of BoingBoing raised the issues of the importance of social status and that is reaching ridicules levels. BoingBoing was the only website that brought up the issue of socially responsible marketing by user Cameron Barrett. If the author of this article was the brand manager of bling h20 they would be associating themselves with one of the many charitable organisations that are helping provided clean drinking water. An organisation like charity water is able to provide a person with clean drinking water for $1 a year. This small cost compared to the premium charge would quell the concerns over the ethics of the company and leave the image issue with those who buy it. ttp://www. theage. com. au/news/national/bottled-water-the-new-ecodisaster/2006/02/25/ 1140670303250. html http://www. theage. com. au/articles/2007/08/18/1186857841959. html? page=fullpage#contentSwap1 http://news. bbc. co. uk/2/hi/asia-pacific/8141569. stm http://www. bottledwater. org. au/scripts/cgiip. exe/WService=ASP0003/ccms. r? Roxy=0x0002f062=10007 Kotler, P. , Adam, S. , Denize, S. , Armstrong, G. (2009), Principles of Marketing. Pearson Education Australia, Frenchs Forest

Mistakes Managers Often Make

While working in a book bindery as a summer job, I came across a manager who broke one of the 101 Biggest Mistakes Managers Make.   The rule broken was: showing favoritism not based on performance. This bindery, worked in a factory like setting, and hired most people for minimum wage.   The salary offered attracted a range of people from students, to housewives, and foreign speaking Americans.   I accepted the position for minimum wage, and was happy to be busy for the summer months.   What I was not happy with was the favoritism that ran rampant throughout the bindery. My manager began showing signs of favoritism in very small ways, but as the summer wore on, the signs of favoritism began growing and growing.   It seemed that this particular bindery hired relatives, friends and anyone who knew anyone.   Obviously, this can be an asset as well as a negative.   In my case, it was a definite negative.   My manager had several relatives and friends working there that were her obvious favorites.   Since I was not related and had known her previously, I began to notice a pattern of more difficult jobs going to me, and the easier jobs going to those that she knew or liked better than me. When I brought this to her attention I was told that there was no favoritism going on and was making something out of nothing.   As this pattern continued, other workers began to take notice and become irritated.   They were reluctant to confront her due to the fact that they knew I had, and not only received no satisfaction, it seemed that I was no even more unpopular. The jobs that came my way now were ugly.   The books were extremely heavy to pack, messy to inspect and often scattered throughout the bindery so I had to go find them.   I noticed my workload and noticed the workload of the favorite ones was much, much different.   Theirs consisted of paperback books, that needed little to no inspecting and were light to pack and always on the same cart in the same place. I finally was able to convince a few people to come forward so that the issue could be resolved.   Unfortunately they did not receive satisfaction either.   In fact, they were labeled troublemakers and their workload drastically changed for the worse very quickly. At this point, I felt personally responsible for their unhappiness and difficulty at work so I decided to take the next step.   As professionally as I could be, I spoke to Human Resources about the situation.   I was assured that it would be addressed with the person immediately and I would not find any further unfairness.   I was sure that this was the end.   Work would return to normal and the workload would be evenly distributed again soon. What I did not expect was further unfairness.   This manager now truly detested me and her actions were completely obvious.   Now my jobs were piling up and all nightmare jobs.   My coworkers that had come forward now seemed to be getting a break.   All their bad jobs were coming my way instead.   I knew that this had gone from a professional disagreement to a personal one.   I didn’t know what to do.   I wanted to stand up for myself but feared future retaliation. This was just supposed to be an easy summer job.   I wasn’t sure if it was worth all the headaches.   Still, I knew what I had to do.   I made an appointment with the Vice President to discuss the matter.   He boasted of an open door policy and this time I was positive that it would be handled once and for all. My coworkers were nervous for me and still upset about what had transpired between them and her.   They were not interested in coming forward with me, and I didn’t blame them.   This was supposed to fun. Nevertheless to support me, they began taking frequent breaks, working slower, coming in late and caring less and less about the condition of the books that were being sent out.   I have to admit, although not intentional, my attitude had gotten worse which directly resulted in less care with the books.   Work in this part of the bindery was grinding to a slow halt.   Our division was getting further and further behind but nothing was done.   We were just instructed to work harder and faster. My meeting with the Vice President went well and the days after that went along much smoother.   Unfortunately by the time this meeting took place, the summer was almost over and we were still weeks behind in production. I left that summer wondering how this had happened at all.   It was a simple issue I had thought.   I had expected maturity and professionalism.   I didn’t know that people like this, with this type of mentality existed in upper management.   I learned that this type of person exists on all levels and what was a simple issue that could have been resolved in five minutes, dragged on for almost three months and resulted in hundreds, if not thousands, of dollars being lost or wasted. During my meeting with the Vice President I explained how simple this issue really was and the only reason it had gotten to him was because it had not been handled in the first place.   I let him know that employees need a person they can go to when issues arise. I suggested a non-bias person that could listen and act appropriately.   Having to go through the chain of command is a good way to start but when the problem isn’t resolved there has to be someone available, without the busy schedule of the Vice President.   The whole situation was an eye opener and taught me not only how to stand up for myself professionally but how to make suggestions that may help a company avoid these mistakes in the future.

Nationalism And Sectionalism Essay

The Era of Good Feeling: The Effects and Consequences of Nationalism and Sectionalism In 1815, shortly before the start of James Monroe’s presidency and after the War of 1812, a historical period known as the â€Å"Era of Good Feeling† commenced in America. However, though the name of this age alone insinuated a time of unity and prosperity within the nation, sectionalism became an unequivocal dilemma that seeped through the government’s attempts in promoting nationalism, and ultimately divided the country. The Era of Good Feeling was a time where only one political party reigned, sense of unity prevailed, and national pride was evident within the citizens. This post ­war nationalism fueled the country to work towards a common goal, and even encouraged creation of traditions that would be passed down generations. The McCulloch v. Maryland case in 1819 exhibits government’s attempt in putting up a unified front to further promote nationalism. In this case, the Congress’ power is questioned when the ruling prevented states from outlawing or taxing the national bank, as Maryland tried to do. The document states, â€Å"The power of the general government, it has been said, are delegated by the states, who alone are truly sovereign† (Document 4). However, the outcome of the case only came to show that the federal government had more power compared to the state government, and thus portrayed a stronger, unified system. In Document 3, people are portrayed to be celebrating Independence Day on the fourth of July within the same year of the case. This depicts the effect that national pride had, bringing together multiple races, genders, social classes, and age groups to celebrate the country’s independence. Furthermore, this era also brought forth a fundamental period in Am erica known as the Industrial Revolution. This introduced market economy to the population and transitioned America to manufacturing processes that brought economic benefits to the north. Market economy not only changed the way people worked, but also the way they lived, as it divided labor, based work in factories, and opened new markets like the American Fur Company. Due to the prior Embargo Act, merchants also invested in national local manufacturing, and thus allowed for the rapid development of urban districts and increase in population. It brought wealth to the North’s market ­based economy but contradicted with the South’s focus on an agricultural economy that depended on slaves. One of the most significant developments within the country was introduced shortly after the War of 1812, by politician Henry Clay, as the American System. The plan promoted a system in which the South was seen to be the producer of raw goods, North for the manufacturing, while the West as the breadbasket of the country. It consisted of three parts: the development of canals, road systems and railroads, creation of a protective tariff, and the reinstating of the Bank of U.S.. The North prospered from the creation of the tariff as it helped develop the manufacturing economy. The West, on the other hand, benefitted from the creation of road and canal system, a plan supported by John C. Calhoun, in order to prevent disunion within the rapidly growing country, (Document 2). These developments in transportation allowed for easier distribution of goods, thus benefitting them as well. However, the protective tariff prevented the South’s economy from growing, thus leading to an evident economic gap between the North and the South, as the former’s economy started to boom due to the increase in manufacturing.

The importance of Commitment in any relationship that one hopes will Essay

The importance of Commitment in any relationship that one hopes will last - Essay Example The role of the simplistic Gimpel in â€Å"Gimpel the Fool† is a classic example of total commitment to a relationship – in this case, to his wife Elka. The story, set in a small Jewish town, tells how a gullible Gimpel is lured into marriage with an adulterous woman who treats him with contempt and ridicule, brazenly carrying on affairs with different lovers. Gimpel suffers this humiliation, sometimes yearning to break away from the relationship (â€Å"Enough of being a donkey,† he used to chide himself, â€Å"Gimpel isn’t going to be a sucker all his life†). But sucker he chose to be, turning down the advice of the rabbi to divorce Elka (â€Å"Let her go, the harlot,† said he, â€Å"and her brood of bastards with her†). Gimpel continues to believe in his wife â€Å"What is the good of not believing? Today it’s your wife you don’t believe, tomorrow it’s God himself you won’t take stock in†), staying totally committed to her until her untimely death. Elka realizes the importance of commitment in their relationship only when she is on her death bed, when she pleads with her husband to forgive her (â€Å"Forgive me Gimpel. It was ugly how I deceived you all these years†). The wrongs that she committed, and the bad way she treated her simple but good husband, continue to plague her even after death (at the end of the story, Elka’s ghost materializes, urging Gimpel to continue in the path of righteousness). â€Å"The Lady with the Dog† is a story set in Russia. The protagonist, Dmitri Gurovm denigrates women and refers to them as â€Å"the lower race†. Unhappy with his marriage, bound to a wife â€Å"who loved without any genuine feeling†, and linked to the conventional Moscow society, he looks for diversions. He does not attach importance to commitments in various extra-marital relationships as â€Å"simple and amusing,† testimony of his â€Å"eagerness for life.† Anna

Comparison of relative validity of nutrient intake estimated by Article

Comparison of relative validity of nutrient intake estimated by comprehensive and grief-type self-administered diet history questionnaires against 16 d dietary records in Japanese adults - Article Example for the calculation of energy-adjusted values using regression and also used the Pearson correlation coefficients hence making the results more valid and reliable (78). The nutrient intakes deprived from the first DHQ and the first BDHQ was compared with the intake from the 4 day DRs. (80). The correlation coefficients were then compared using the Meng-Rosental-Rubin method to identify overlapping correlation coefficients (93). The study design was appropriate in assessing the relative validity of the DHQ and BDHQ. First, through the DHQ, the statisticians were able to estimate the dietary intake, behavior and consumption frequency of the participants during the preceding period. The study design used the DHQ that was able to ask for the consumption frequency and the portion sizes of the 150 food and beverages (60). On the other hand, the BDHQ provided the researchers with the opportunity to compare the dietary intake of some selected foods, although not based on the portion size (58). In addition, the reasonable sample size for a validation study is between 200-300 participants with three days of dietary measurements. In this case, the number of participants was 182 and the dietary measurement days were 4 which fall within the reasonable sample size. 4. The two energy-adjusted methods are relatively similar in results. From the findings, in the case of the crude intake of the 42 nutrients and the residual method, the researchers observed that the differences were insignificant. It was observed that energy adjusted nutrients by residual methods produces better results for women while energy adjusted by the density method produces similar outcomes for both men and women. From the first method, the DR and BDHQ1 nutrients intake were at 67% and 43% for women respectively and 26% and 64% for men respectively (101). For the energy adjusted for nutrient density, there was no significant differences that was observed in 13, 16 for the DHQ, BDHQ. Conceivably, it means

Effective Management Of Post-Operative Pain Literature review

Effective Management Of Post-Operative Pain - Literature review Example Effective pain management not only reduces the stay of patients at the hospital but also reduces the cost involved. Pain management is considered as the second most common nursing intervention. It is however still a consistent problem faced and has not been adequately addressed yet. The recurrence and higher probability of pain after surgery indicates the overall significance of the problem faced by the medical professionals. Since last many decades, various studies have critically highlighted the inadequate nature of the post-operative pain management by the physicians as well as by the nurses. These studies not only highlight the inadequate knowledge of the medical professionals but also provide a critical insight into the attitude of nurses and medical professionals towards post-operative pain management. Since it is also the second most common cause of nursing intervention therefore it directly affects the way nurses perform their job. What is critical to note however is the fact that medical professionals including nurses lack the knowledge, education and face other barriers to manage the post-operative pain. This literature review will present a critical review of 10 articles on this topic using Critical Appraisal Skill Programme tool to critically evaluate the articles under study. Methodological Overview of Articles Rajeh et.al (2008) used a qualitative approach to understand and explore the perceptions and experience of nurses regarding post-operative pain management. By using semi-structured interviews from 26 nurses in Iranian educational hospitals, this study utilized constant comparative method to analyze the data. It has been suggested that there are widespread knowledge gaps which need to be addressed in order to effectively tackle post-operative pain management issues. Same approach has been undertaken by Blondal & Halldorsdottir (2009) also where through 20 dialogues with 10 experienced nurses were conducted to understand as to how nurses care patients suffering post-operative pain. This was a phenomenological study with focus on understanding the motivations of nurses in pain management and what actually restricts them to achieve the objective of relieving patient sufferings. A similar type of study was carried out by Subramian et. al (2011) by using semi-structured interviews of 21 nurses working in the critical care of the acute teaching healthcare trusts in UK. This study was qualitative and exploratory in nature and a framework analysis was performed. This study however, highlighted various challenges faced by the nurses in terms of their ability to provide pain management support to patients under critical care. Wilson (2007) aimed at understanding as to whether education actually results into better pain management capabilities of nurses or not. Wilson (2007) focused on understanding the influence of post-registration education and clinical experience could actually result into better management of pain. 100 questi onnaires were circulated by the researcher out of which 86 were returned. However, a sample of 72 was taken out of which 35 nurses were from hospice/oncology and 37 were from district hospitals (general). It has been argued that working environment tend to have relative greater influence on the ability of nurse to administer pain as compared to their knowledge and education suggesting that overall influences on nurses in terms of their ability to manage pain are complex in nature. Richards (2007) conducted a qualitative study to understand the influence of experience on the nurses’ ability to actually manage post-operative p