...Cagayan State University Tuguegarao City, Carig Campus College of Arts and Sciences “UTILITARIANISM” A Term Paper in Philospohy 12 (Moral Philosophy) SUBMITTED TO: Karen Acoba Instructor SUBMITTED BY: Joanne Marie B. Sanchez, BS BIO I – A 11:30 – 1:00 pm TTH March, 2016 Introduction “What is right and wrong?” Every day we ask that question, whether in simple situations like choosing a dress to wear in a party, or complicated ones like judging a supposed criminal. It guides our decisions, and helps to get better hold of our actions. In the field of Philosophy, the rightness or wrongness of a moral action is also a vital topic. This topic is termed as Normative Ethics – The study of ethical action. It is the branch of philosophical ethics that investigates the set of questions that arise when considering how one ought to act, morally speaking. Theories like Immanuel Kant’s Categorical Imperative, and Jeremy Bentham and John Stuart Mill’s Utilitarianism are some of the Normative Ethics theories. In this study, we will discuss about Utilitarianism. With the objectives of: simplifying a complicated Philosophical theory for students, and understanding deeply the principles of Utilitarianism. Discussion Utilitarianism is mainly characterized by two elements: happiness and consequentialism. Utilitarian happiness is the biggest happiness which (supposedly) every human being looks for. In utilitarianism everything useful to...
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...ARISTOTLE’S PRUDENCE IN UPHOLDING THE VANISHING FILIPINO VALUE; DELICADEZA A Termpaper Presented to Dr. Rodrigo Abenes,PH.D Rogationist Seminary College-Manila In Partial Fulfillment of the Requirements for the Course Bachelor of Arts in Philosophy Submitted by: Sem. Joseph Jeric C. Umangga ARISTOTLE’S PRUDENCE IN UPHOLDING THE VANISHING FILIPINO VALUE; DELICADEZA I. INTRODUCTION Ancestors during their times are known for being disciplined and decent citizens.[1]Ancient law makers had filled the Philippines through instituting laws, rules and regulations to provide the citizens a peaceful and orderly way of life. Through the obedience of the Filipinos, they had practiced to be always properly conducted every time in accordance with the place they dwell with. Later on, Filipinos have found the conclusion which is to include the value called Delicadeza as one of the Filipino values. II. DELICADEZA AS A VALUE Delicadeza is a Spanish word coined from “Delicado” which means fragile, irreplaceable and precious.[2] In Spanish it can mean many things – ‘delicacy’, ‘kindness’, ‘tact.’ The word implies a care for what others think and the accordant behavior this requires from the person in act. When one does not exhibit delicadeza then one does not care what others think and will behave despite what has been deemed ‘improper. ’ Delicadeza, in this sense, can be seen to underline a sense of community...
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...Toyota Motor Manufacturing, U.S.A. (TMM) is deviating from the standard assembly line principle of jidoka in an attempt to avoid expenses incurred from stopping the production line for seat quality defects. This deviation has contributed to the inability to identify the root cause of the problem, which has led to decreased run ratios on the line and an excess of defective automobiles in the overflow lot for multiple days. If this problem isn’t fixed quickly, an increased amount of waste will continue to be incurred and customer value will be threatened. Analysis: Friesen is truly struggling to find a way to “have his cake and eat it too”. Friesen is passionate about TPS ways of achieving lean manufacturing by staying focused on achieving cost reduction by thoroughly eliminating waste. He knows that just in time (JIT) production is implemented to insure plants produce only what is needed, only how much is needed, and only when it is needed. He has been thoroughly trained in jidoka principles, understanding processes are put in place to make any production problems instantly self-evident through visual deviations from normal conditions. He also understands the value of the andon pull, and that it states the andon card is not replaced until the problem is fixed – often resulting in a stop of the line. However, he felt this problem was different, and therefore an alternate process was acceptable. He believed it was possible to deviate from some of the core jidoda principles...
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...they do so in order to “ensure sell-side consensus and market expectations are reasonable (NIRI Member Survey, 2009).” By setting expectations for investors through guidance reporting, reporting companies believe that they are mitigating any potentially negative effects on the company (i.e., a lowering of stock price) due to the possibility of missing target earnings. However, opposing business views believe that offering guidance actually has a negative effect on reporting organizations, causing companies to focus on short-term thinking while neglecting strategic and tactical management decisions that could have a bigger impact on the shareholder’s long-term upside. Many publicly traded companies, such as Costco, Ford, UPS, Coca-Cola and AT&T, agree with this opposing view of no guidance and have decided not to provide forward earnings. They too assert that it “promotes short-term thinking and does little or nothing to increase the company’s long-term value (Delloite, 2009).” Google’s management decided to not provide earnings guidance due to myriad reasons, including their commitment of continuing independence of Wall Street. Google believes that remaining independent of Wall...
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...wants to operate as efficiently and profitably as possible. In this regard, there is a risk-return trade-off in the alternative managerial philosophies about how working capital should be financed. Conservative approach is one method used to describe a firm’s philosophy about how it finances working capital (Emery, Finnerty & Stowe, 2007). Lawrence Sports will examine this policy to reduce future difficulties. A conservative working capital policy may prove best to keep risk low. In a conservative plan, a company will typically match its business assets and liabilities in order to make sure the company will have the money to pay creditors. This approach involves the use of long-term debt and equity to finance all long-term fixed assets and permanent assets, in addition to some part of temporary current assets. To reduce risk, a business must also retain additional assets for the purpose of having money available for unforeseen circumstances. While the conservative working capital policy involves little risk, choosing it may mean the company has less money for business growth (wisegeek.com, 2013). In the scenario, Lawrence Sports must deal with it principle customer, Mayo Stores and its default on 80% of the outstanding payments. Lawrence Sports must also keep bank borrowing and interest burdens as low as possible by negotiating short-term payment and collection arrangements with its suppliers, Gartner Products and Murray Leather Works. Lawrence must seek a positive cash balance...
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...Tanglewood Case 1 Dear: Daryl Perrone, My name is Andreina Polanco I am an external consultant for staffing services. Below please find my recommendations of where Tanglewood should position itself along the continuum: 1. Acquire vs. Develop talent- In my opinion Developing talent is a better strategy for Tanglewood than acquiring talent for many reasons. First Acquiring talent from other companies costs more money. Employees who are new to working in retail can start fresh and learn everything and be molded in Tanglewood’s way. This can also help in any problems with workers about how things should be done, because they have learned it another way in retail store. Tanglewood encourages employees to give their suggestions or their ideas in how Tanglewood can become a better company.. 2. Hire yourself vs. Outsource- Tanglewood should not encourage outsource consultants because of their lack in actual experience with the company. Tanglewood needs employees who have knowledge of the company. Hiring within the company can be advantage because the person will be familiar with the company’s decision making. Even thou there are several advantages for hiring an out source, for a example a new person can bring a new plan, new technique or a new opinion that can improve the company. 3. External vs. Internal- Internal hiring is a better strategy for Tanglewood than external hiring. This allows everyone to start at the bottom as an associate and to work their way up in the company...
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...Starbucks competes in the Service Sector, Specialty Eateries Industry and is the dominant player in the Gourmet Coffee segment. Starbucks has committed itself to a philosophy of Corporate Social Responsibility. This philosophy has led the company to develop ethical and environmental guidelines for the sourcing of its coffee beans. Starbucks is committed to enhancing and providing an excellent work environment for its employees and partners are treated with respect and dignity. Starbucks, founded in 1985, by Howard Shultz has achieved an impressive rate of growth in earning per share of 20% per year for the past decade. The company has witnessed steady revenue growth in this time period, in spite of overall economic downturns. In addition, an impressive growth rate in store openings and success in maintaining the profitability of current operations. Starbucks has demonstrated its ability to grow steadily and responsibly. Although short term margins have tightened as a result of this aggressive expansion, its long term growth projections show promising growth in retail locations, steady sales growth at existing locations, and a continuously expanding product line that differentiate it from the competition and keep its customers coming back. Starbucks’ ability to combat the risks and external threats that it faces from world economic factors, competitive forces come from its solid brand image, and its dedication to continual product innovation and the quality services...
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...at the time only sold outdoor products and clothing. The business has a wonderful reputation in the local community. It was known for the superb customer service and loyalty among the customer base. Over the next several years, the company expanded to well over 200 stores across the United States. Tanner Emerson became the CEO and Thurston Wood became the President of the company. Tanglewood Organization A major concern for the company was the expansion of chains like Target and Kohl’s. These expansions have caused the leaders to dissect their HR policies and practices. “For staffing, in particular, the organization fells there absolutely must be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future.” There was a comparison within the text that showed the standing of Tanglewood in regards to other chains like Dillards, J.C. Pennys, Macy’s, Target, and Wal-mart. “The financial showed that Tanglewood is a moderately sized organization with strong growth potential.” Staffing Levels 1. Acquire or develop new talent Given the information from the case it shows a great difference in the styles of management between the original Tanglewood stores and the newly acquired through the expansion. Acquisition strategy: It beings by assuring that new managers and employees are on the right path and no type of judgment or resentment towards them if they don’t like the initial ideology...
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...Re: Starbucks Strategic Planning Starbucks competes in the Service Sector, Specialty Eateries Industry and is the dominant player in the Gourmet Coffee segment. Starbucks has committed itself to a philosophy of Corporate Social Responsibility. This philosophy has led the company to develop ethical and environmental guidelines for the sourcing of its coffee beans. Starbucks is committed to enhancing and providing an excellent work environment for its employees and partners are treated with respect and dignity. Starbucks, founded in 1985, by Howard Shultz has achieved an impressive rate of growth in earning per share of 20% per year for the past decade. The company has witnessed steady revenue growth in this time period, in spite of overall economic downturns. In addition, an impressive growth rate in store openings and success in maintaining the profitability of current operations. Starbucks has demonstrated its ability to grow steadily and responsibly. Although short term margins have tightened as a result of this aggressive expansion, its long term growth projections show promising growth in retail locations, steady sales growth at existing locations, and a continuously expanding product line that differentiate it from the competition and keep its customers coming back. Starbucks’ ability to combat the risks and external threats that it faces from world economic factors, competitive forces come from its solid brand image, and its dedication to continual product...
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...caused a decrease in quality. Furthermore, the structure of Toyota (HQs in Japan and not in the U.S) impacted Toyota’s response to customer’s claims, taking a long time to address Toyota consumer’s concerns, and in fact was one of the most criticized issues during the crisis. In other words, the company took a considerable time before recalling units that meant life losses and significant economic impacts. At the cultural managerial level, there were difficulties driven by how Japanese address the situation vs. how Americans deal with the problems. The company lost its original philosophy due to different cultural orientations between Japanese headquarters and North American subsidiaries. The fact that Toyota was recovering from its last unit’s recall (due to motors leaking oil) plus the beginning of the global financial crisis, ended up yielding a deviation of the original long term plan to look after the U.S subsidiary´s financial performance, triggering a swap in the three main pillars of Toyota (Safety, Quality and Volume). 2. Michael Porter claims that “operational effectiveness” is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of “lean manufacturing”? Operational focus was one of Toyota’s main competitive advantages by delivering high quality products on a disciplined operational system. Decades before the accelerator crisis, it was imperative to improve production...
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...does, and its process you sometimes avoid the typical normal traps that most business leaders seem to fall short of. In most cases business leaders are looking to cut back on costs and trimming payrolls, or pushing the employees to do more with less. This type of short – sided approach may have its short comings when it comes to performance; in the long – run you end up having to increase costs, reduce values to the customer and making it much more complicated for a company to compete with other organizations. Borders process of improvement is a long term approach to improving their organizational performance, with taking much less risks with destroying value when compared to short term approaches. Borders plans to create constancy of purpose so; that our company continuously is improving our process. These will in tale our company to have to define their long and short term problems. Adopt a brand new philosophy of quality management by constant learning, embracing change and focusing more on our customers. Borders plans to invest in great training to keep our people productive and innovative; these new skills will bring improvement therefore; you must fuel this process by empowering our employees to do their best. References ISBN: 0131425021Author: Yoram (Jerry) Wind, Colin Crook, Robert...
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...What is the role of each component of the strategic management process in determining overall enterprise performance? Strategic Management is comprised of nine critical tasks (Pearce & Robinson, 2013, p. 3): 1. Formulate the company’s mission, including broad statements about its purpose, philosophy, and goals. 2. Conduct an analysis that reflects the company’s internal conditions and capabilities. 3. Assess the company’s external environment, including both the competitive and the general contextual factors. 4. Analyze the company’s options by matching its resources with the external environment. 5. Identify the most desirable options by evaluating each option in light of the company’s mission. 6. Select a set of long-term objectives and grand strategies that will achieve the most desirable options. 7. Develop annual objectives and short-term strategies that are compatible with the selected set of long-term objectives and grand strategies. 8. Implement the strategic choices by means of budgeted resource allocations in which the matching of tasks, people, structures, technologies, and reward systems is emphasized. 9. Evaluate the success of the strategic process as an input for future decision making. These nine tasks go into the creation of the strategic management model (Pearce & Robinson, 2013, p. 11). This model is an excellent layout of the process, starting with the company mission. The company mission is more than just the who or what of the company and...
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...caused a decrease in quality. Furthermore, the structure of Toyota (HQs in Japan and not in the U.S) impacted Toyota’s response to customer’s claims, taking a long time to address Toyota consumer’s concerns, and in fact was one of the most criticized issues during the crisis. In other words, the company took a considerable time before recalling units that meant life losses and significant economic impacts. At the cultural managerial level, there were difficulties driven by how Japanese address the situation vs. how Americans deal with the problems. The company lost its original philosophy due to different cultural orientations between Japanese headquarters and North American subsidiaries. The fact that Toyota was recovering from its last unit’s recall (due to motors leaking oil) plus the beginning of the global financial crisis, ended up yielding a deviation of the original long term plan to look after the U.S subsidiary´s financial performance, triggering a swap in the three main pillars of Toyota (Safety, Quality and Volume). 2. Michael Porter claims that “operational effectiveness” is not a strategy. Why was operational effectiveness such a focus at Toyota? What are the downsides of “lean manufacturing”? Operational focus was one of Toyota’s main competitive advantages by delivering high quality products on a disciplined operational system. Decades before the accelerator crisis, it was imperative to improve production efficiency in order to counter the effect...
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...you don't have some type of organization of the system you are trying to run. It is also important to a business to have some type of base plan for any business that effects its revenue, expenses and profits. It provides a long term direction to the organization and it helps the organization achieve a competitive advantage. It will also tell about the business in the market, values and the way that they may handle resources in order to meet the objectives of the company as a whole. One of the main things that it helps to do is helps to analyze the internal and external environment. Something to remember is that without strategy the company would be pretty much shooting in the dark. Would something work ? This would be a continuing question without some type of direction. It allows the business leaders to weigh the pros and cons of different decisions in order to get to the proper way to go. Taking into mind the most cost effective process that will be needed. Strategic management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives. It comprises nine critical tasks: 1. Formulate the company’s mission, including broad statements about its purpose, philosophy, and goals. 2. Conduct an analysis that reflects the company’s internal conditions and capabilities. 3. Assess the company’s external...
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