get the work. In an important and widely reprinted paper, Ian Maitland argues that “the appropriate test [for fair wages] is not whether the wage reaches some predetermined standard but whether it is freely accepted by (reasonably) informed workers.”1 In this paper I will criticize the defense, as well as the practice, of (excessively low) sweatshop wages. In particular I will challenge the claim that one cannot wrong someone by benefiting
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“Inappropriate genetic testing can threaten individual autonomy, privacy, and confidentiality and lead to various types of genetic stigmatization and discrimination without any commensurate benefit for the individual tested,” (Brandt; Rauf, 2004). When Burlington Northern Santa Fe Railway (BNSF) tested their employees without the employees knowing about it, the Equal Employment Opportunity Commission (EEOC) stepped in and cited that BNSF violated the employee’s equal rights through discrimination
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application for adjustment of status and/or change of visa), or leave the US. The regulations define a "specialty occupation" as requiring theoretical and practical application of a body of highly specialized knowledge in a field of human endeavor[1] including but not limited to biotechnology, chemistry, architecture, engineering, mathematics, physical sciences, social sciences, medicine and health, education, law, accounting, business specialties, theology, and the arts, and requiring the attainment
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Competitor Analysis BUS 630 – Spring 2008 Instructor: Email: Office Hrs: Course page: Russell Coff (www.bus.emory.edu/rcoff/) Russ_Coff@bus.emory.edu by appointment www.bus.emory.edu/rcoff/Bus630.html Phone: (404) 727-0526 FAX: (404) 727-6313 Revised 1/22/08 Course Overview and Objectives This course delves deeper into some strategy topics that you may have only touched upon earlier related to how firms gain a competitive advantage over rivals. In addition, since ICA tends to integrate quantitative
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Motivation is the fuel necessary to keep the human engine running. Discipline yourself to do the things you need to do when you need to do them, and the day will come when you will be able to do the things you want to do when you want to do them! 1 A mbition What you get by reaching your destination is not nearly as important as what you will become by reaching your destination. Motivation gets you going and habit gets you there. Make motivation a habit and you will get there more
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IN#THE#SUPREME#COURT#OF#THE#STATE#OF#DELAWARE# # # PRAISE#VIDEO,#INC.,#A#DELAWARE#CORPORATION,# :# JACOB#BISSINGER,#FRANCIS#PENNOCK,# # :# PETER#HORNBERGER,#NEW#HOPE# # # :# PUBLISHING#CO.,#AND#PRAISE#NEW### # :# HOPE#CORP.,# # # # # # :# :# :# :# # No.#162,#2013# :# :# Defendants#Below,# :# Appellants,## # :# :# v.# # # # :# :# :# MERCER#CHRISTIAN#PUBLISHING#CO.#AND# # :# SUSAN#BEARD,#### # # # # :# :# :# Plaintiff#Below,## :## # Court#Below:# Appellee.### # :## # Court#of#Chancery#of## :# # the#State#of#Delaware##
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1 Could Xerox Disrupt Hewlett-Packard? 17.4.2 Conditions for Growth in Air Conditioners 17.5 Afterword 17.6 Acknowledgements 17.7 Appendix: A Brief Description of the Disruptive Strategies of the Firms in Figure 4 17.8 Commentary by Donald A. Norman 17.8.1 The theory is easy to understand: the practice is extremely difficult 17.8.2 Comment on the Chapter 17.8.3 References 17.9 Commentary by Marc Steen 17.9.1 A social perspective: On empowerment, flourishing, cooperation and creativity 17
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In Press, Business Ethics Quarterly Getting to the Bottom of “Triple Bottom Line”* by Wayne Norman and Chris MacDonald March 2003 Abstract: In this paper, we examine critically the notion of “Triple Bottom Line” accounting. We begin by asking just what it is that supporters of the Triple Bottom line idea advocate, and attempt to distil specific, assessable claims from the vague, diverse, and sometimes contradictory uses of the Triple Bottom Line rhetoric. We then use these claims as a basis
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A Political Perspective on Leadership Emergence, Stability, and Change in Organizational Networks Author(s): John Bryson and George Kelley Source: The Academy of Management Review, Vol. 3, No. 4 (Oct., 1978), pp. 713-723 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257927 Accessed: 04-07-2015 06:28 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms
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Case Map for Werner & DeSimone: Human Resource Development (Thomson/South-Western) This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing. To explore alternatives, or for more information on the cases listed below, visit: hbsp.harvard.edu Chapter 1: Introduction
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