Its Time for Immigration Reform Essay -- Illegal Immigration, Illegal

It's Time for Immigration Reform    News article after news article on immigration characterizes anyone who opposes the current level of immigration as anti-immigrant. This is biased and deceitful. It's like saying that anyone who doesn't want 10 or 12 children is anti-children. The truth is that many people are pro-immigration but recognize that the present level of immigration is unsustainable and will eventually be detrimental to Americans and immigrants alike.    One often-used irrelevant argument is that we are a nation of immigrants. While true, it does not shed light on the question of how many immigrants should be admitted annually and what should be the criteria for admission. To understand the issue, we must focus on the numbers involved. Although the Census Bureau has not released the number of immigrants for fiscal 1997, most analysts believe that at least 1 million legal and between 300,000 to 500,000 illegal immigrants are entering the U.S. each year. This is about four times the number who came to America annually during the 1950s and 1960s.    Even this does not put the issue in perspective, however. The crux of the problem is the cumulative impact. At present rates of immigration, the U.S. population will increase by up to 200 million persons in the next 50 to 60 years. Even if all immigration were halted today--and few persons are suggesting such a draconian policy--we will still add up to 80 million people due to the children and grandchildren from the wave of immigrants that have entered the U.S. since 1970.    So what? Isn't this unending supply of cheap, compliant, hardworking labor good for America... ...impossible task of building a school every day.    Although poll after poll indicates that most American would like to see immigration cut back to traditional levels (about 250,000 a year), present immigration policy has been determined by a coalition of businesses who benefit from a limitless supply of cheap labor, immigration lawyers, immigrant lobbies and naive do-gooders who think that bringing in 1 million of the world's 4 billion poor will somehow reduce world poverty.    Americans, like most people, tend to live for the moment, with little thought for the future. The hundreds of billions of dollars that are being expended to correct the Y2K computer problem were totally unnecessary with just a modicum of forethought. What can a nation do when it discovers it is overpopulated? Ask China and India.   

Necessary Physical Contant in D.H. Lawrences Women in Love and Platos

Necessary Physical Contant in D.H. Lawrence's Women in Love and Plato's Symposium D.H. Lawrence’s novel, Women in Love, presents a complex model of female-male and male-male relationships. Lawrence’s model relies heavily on a similar model presented in Plato’s Symposium. The difference between the two works lies in the mode of realization; that is, how one goes about achieving a ‘perfect’ love relationship with either sex. Lawrence concentrates on corporal fulfillment, characterized in his recurring reference to obtaining a â€Å"blood oath,† while Plato concentrates on a mental, or â€Å"divine† bond. Lawrence’s concentration on corporal fulfillment of love only superficially differs from Plato’s concentration on the mind: both come to the same philosophy of bodily exchange as being a necessary component of relations with either sex. As Barry J. Scherr points out in his article on the relationship between Women in Love and the Symposium, â€Å" ‘Excurse’ [chapter 23] has been recognized by critics as a ‘central chapter’ of Women in Love† (210). The reason for this appraisal is that â€Å"Excurse† presents both a realization and articulation of Lawrence’s view of female-male relationships through the characters of Birkin and Ursula. The transmittance, or â€Å"Excurse,† comes through bodily exchange: â€Å"[Ursula] traced with her hands the line of his loins and thighs †¦ It was a dark flood of electric passion she released from him, drew into herself. She established a rich new circuit †¦ released from the darkest poles of the body and established in perfect circuit† (358). It is through sexual intercourse, or, in the very least, bodily contact, that the connection between Ursula and Birkin is established. Scherr states that â€Å"This scene betwe... ...al connection to take place in order to establish a meaningful bond. These bonds, if properly achieved, are the ideal models of relations between the two sexes. Superficial differences between the two works’ philosophies manifest in a difference in importance: Lawrence stresses the physical connection as paramount, while Plato describes that both physical and mental connections are necessary. Works Cited Griffith, Tom, trans. Symposium of Plato. Los Angeles: University of California P, 1989. Hecht, Jamey. Plato's Symposium: Eros and the Human Predicament. New York: Twayne, 1999. Lawrence, D.H. Women in Love. New York: Random House, 1922. Scherr, Barry J. "Lawrence's ‘Dark Flood:’ A Platonic Interpretation of ‘Excurse’" Paunch 64 (1990): 209-246. Strauss, Leo. On Plato's Symposium. Ed. Seth Benardete. Chicago: University of Chicago P, 2001.

Religion, Morality, and the Good Life

Religion, Morality, and the Good Life Does morality depend on religion? Many believe the fundamental aspects of morality and religion join to form the basis on how one chooses to live their life. Some would define morality as a system we humans use to distinguish between what is right and what is wrong. Morality could derive from a number of different factors including, religion, culture, and upbringing. Those that believe that morality derives from religion or God’s commands trust in the Divine Command Theory.The Divine Command Theory is the idea that morality is dependent on God; that one’s moral obligation be determined by their obedience to God’s commands. This theory has been and probably will continue to be controversial to many. Morality must have a purely secular foundation. Although religion might not be the concrete basis for morality, it is certain that religion is needed sometime when dealing with specific aspects of morality. There are 2 types of mor ality, justified and unjustified. Justified morality is common sense and does not require intense interpretation.For example, â€Å"Do not steal† is a justified moral command because when one steals they are bringing evil to someone and that is immoral. Unjustified morals are much harder to find reason for than justified morals which can be easily justified by common knowledge. â€Å"Do not have sex before marriage,† is an example of an unjustified morality. It is difficult to explain why doing the act is immoral. This moral standard is irrational in that there is no reasonable answer why one should not do this act in order to remain moral.Religion comes in handy when dealing with grey areas of morality. Those grey areas are known as the unjustified moral commands or unjustified morality. Given the example for an unjustified moral command, one could answer the question â€Å"Why should I not do this in order to remain moral,† by saying it is immoral to have sex before marriage because God commanded us not to because he will punish one who does not follow his commandments. There is no central harm because if this action but one’s self-interest or fear of God’s wrath will keep one from committing this immoral act.The use of God and religion to justify these issues is only useful when dealing with a God-fearing and moral person. Although using religion with morality, in this case, may cause one to agree that morality needs religion and that the Divine Command Theory explains why, it does not justify that religion is the basis for morality. Are right and wrong actions commanded by God? The Divine Command Theory states that good and bad are created by God, not by humans. It has been illustrated that the Divine Command Theory cannot be logically true.The Divine Command Theory states that if God commands â€Å"A,† his commands by itself are sufficient to make â€Å"A† good. â€Å"A is good† just means â€Å"A i s commanded by God. † God’s commands are good simply because God commands it. If there were no God, or if God did not issue any commands, then there would be no such thing as moral right or wrong. However, if actions are good on their own without influence from God, then the Divine Command Theory is false because it is naturally commanded that we do things which are good and avoid those in which we know to be wrong.One’s belief in the existence of a god or gods may cause one to believe that morality assumes God’s existence. Their beliefs seem to give their lives purpose and clear understanding. In Genesis 1:27 it says, â€Å"So God created mankind in his own image, in the image of God he created them; male and female he created them. † (NIV) According to Christianity, God created us in his likeness as to fulfill the plan or purpose that he had intended for us. With this idea, the Catholic Church developed the concept of natural law.This natural law concept stated that by working out what one’s purpose is, we will be able to see how we should act and/or behave; it would be apparent in the way in which we have been designed. Within the Catholic Church, the Pope’s condemnation of homosexuality is an example of the natural law theory at work. The natural result to sex is conception, and any other sexual act that is not available to this possibility would be an immoral rejection to the plan God had intended for them. It is obvious that this natural law approach to ethics can cause controversy.It might be perceived as a poor imitation of morality in that it fails to provide justification for many basic moral principles. The supposed link between God and morality provides the idea because God is omnipotent and our creator; we have an obligation to obey his commands. With him being our creator, we owe him our existence. Many ask the obvious question, â€Å"Why do we have this obligation? † Although this view has n ot stood up to reflection, people once believed that children owed the act of obedience to their parents only because children depended on their parents. This view is remarkably similar to the reasoning given for feudalism.In feudalism, in exchange for the protection of the lord, the vassal would give some sort of service to the lord. The obligation between the lord and the vassal regarding the fief or land forms the basis of the feudal relationship. The weakness in this political system was that the vassals never agreed to this plan. By answering the above question in saying that our obligation to obey God’s command is because obedience is morally right, the assumption has been made that morality exists independently of God. Why things are right in the first place is justified and explained by the Divine Command Theory.The Divine Command Theory shows an apparent resemblance to the natural law approach as discussed just before. Rather than focusing on features of his assumed creation as with the natural law theory, the Divine Command Theory implicates a focus on God’s orders. An obvious example of God’s orders would be the Ten Commandments. The most common objection to this approach is that it makes morality seem somewhat subjective. It implies the theoretical likelihood of rape being right simply because God commands this. Some may say that God would never command such an act as rape. God has not, in fact, commanded that rape is good.Assuming that the Divine Command Theory is, in fact, true, it would see God’s goodness in that he will not do anything wrong. But it does not follow that he won’t be unjust or cruel. As long as he is not violating any of his commands, no matter what God does, he will not be doing anything wrong. God is omniscient and morally perfect. Surely this gives us exact reason to why we ought to obey his commands. God’s moral perfection, after all, guarantees that he will issue only those commands that he thinks are right. His overall insight and expertise assures that he will never be wrong in what he believes is right to command of us.It sees God as the highest possible moral guide, giving us reason to always obey his commands. Although this is correct, it does not support the Divine Command Theory. To argue this point is to assume that the greater moral quality is dependent of God’s will, in which the basis for what he commands is. Some thinkers like Immanuel Kant and John Newman, just to name a few, have argued that a sense of conscience is evidence of God. With morality and religion being independent of one another, the independence is considered to be compatible with the existence of God.If we accept that the existence of conscience assumes a being to whom we owe responsibility, God would seem like the only candidate. He is the only person with omnipotent power to see and judge our every action. Newman furthered this thought by asking why people would feel guilty if they did not think they were being watched. In conclusion, there is something wrong with every way of linking morality to religion. I am not claiming that religion cannot have things to say about morality or that it is incapable of helping people do what is morally right.Instead, my claim is that ethics is enhanced with a religiously neutral foundation. Religion can be defined a set of practices independent of a belief system. Religion is the way in which you worship. Some people have participated in religious worship for a while without giving a great deal of thought to a belief system. Morality can be based on religion, but it also can be independent of one’s religion or faith. Although it is possible to hold a religion and not hold to any strong moral principles and vice versa for holding just moral principles, many people hold religious and moral principles.As with Christianity, religion is doing what you are told to do regardless of what is right, and morality is doi ng what is right regardless of what you are told to do. Although morality and religion are used at times to justify one another, they are not dependent of one another. . Works Cited â€Å"Genesis 1 NIV – The Beginning – In the beginning God – Bible †¦ † Bible Gateway. Web. 15 Apr. 2013 . â€Å"The Internet Classics Archive | Euthyphro by Plato. † The Euthyphro. N. p. , n. d. Web. 15 Apr. 2013

BOSCH GmbH- Human Resource Management Essay

In our work the foreign dispatch process is examined, how far the global requirements on the resource staff are met by Bosch. The measures, Bosch developed for the choice, preparation, moving and reintegration of its employees has been examined and set against the common practice of other enterprises. The work starts with a representation of the enterprise Bosch. The main part is a detailed representation of the measures of Bosch with respect to the four phases of the foreign dispatch. These are judged with the theory from technical literature and compared with the common practice of other enterprises. Subsequently the question is followed whether the expansion plans in the direction of the China require a customization of the staff management. Finally we draw a conclusion whether the measures of Bosch are suitable to fulfill the requirements or must be changed. 2. Bosch2.1 Historical developmentThe enterprise Bosch was set up under the name â€Å"workshop for precision engineering and electrical engineering† in Stuttgart in the year 1886 by the engineer Robert Bosch. The international orientation already started early. In 1898 they founded the first branch office in England (London). One year later they opened a dependance in France (Paris). The first branch office followed in the USA in 1906. The international development has continued until today. In 2003 75% of the manufacturing sites are outside Germany. With daughter and associated companies Bosch is present in more than 50 countries worldwide. Bosch is one of the biggest industrial enterprises in Germany today and is a global player especially in the automobile industry. Bosch has convinced with its innovations since their foundation and has a high position in the market. In 1897 Bosch developed the first low voltage magneto ignition which firstly made the use of internal combustion engines possible. The innovation strength has remained until today; so Bosch was the first component supplier bringing innovations like ESP the anti-lock braking system anti-lock braking system, the navigation system under the names â€Å"Travelpilot† and the electronic stability system on the market. Bosch recognized the significance of its employees for the innovation and market success early, too. In 1906 Bosch introduced the â€Å"eight hour day† when celebrating the delivery of the 100,000 sten magnet igniter. With the delivery of the 500,000 sten igniter they introduced work free Saturday afternoons. 2.2 The Bosch, group todayToday enterprise Bosch consists of the motor vehicle technology, industry technology and use and goods technology. Their core competence and most important unit is still the vehicle technology. This can be proved by regarding the sales volume. The share of this division was 65.4% in the year 2003. The sales development and its foreign share is displayed in graphic 1. Bosch doubled the sales volume within only 10 years, from approx. 16 billion  to 36 billion euros. However, the foreign share of the sales volume increased proportionally faster. From 49% in 1993 it rose up to 71% in 2003. These data underline again the strong international orientation of the company. According to this Bosch has employees all over the world. In 2003 Bosch employed 230,000 people worldwide with a share of 54% outside of Germany. 2.3 The corporate cultureThe idea of the corporate culture is interpreted differently in the literature. Berthel defines corporate culture as follows: Corporate culture is â€Å"the sum of the moral concepts, carried a business together of the employees norms and behavior patterns this one has taken shape in the course of the time†. The philosophy of Robert Bosch stamps the corporate culture since the foundation. So he wrote in 1919: â€Å"It has always been an unbearable thought to me that someone could inspect one of my products and find it inferior . I have therefore always tried to ensure that only look for work goes out that is superior into all respects â€Å". In the year 2001 this culture was strengthened by the new model â€Å"Be Better Be Bosch† and the values were formulated in a written form for the first time. They initiated a modernization project called â€Å"Be QIK†. This model functions as action framework for the after stored aims and strategies:†¢Be QIK, Quality, innovation and Customer oriented†¢Be Better — improve against previous years and gain the competitive edge,†¢Be Bosch, committed to our vision, our tradition and of the spirit of a the company and the legacy of our founder Robert Bosch. The enterprise therefore tries to create a global behaviorial framework, which takes over the orientation function, identification function, coordination and integration function and helps to manage the challenges of the future. 3. Foreign dispatch process at Bosch3.1 Aims of the foreign dispatchBy the assignment of highly qualified employees Bosch aims at a compensation of a lack of know-how in the respective host country. Furthermore Bosch wants to rise the cross culturel skills of their executives in order to improve the  cooperation with foreign departments. Additionally it is possible for the ambitious employees to request for a dispatch in order to enhance their motivation. An important aim of foreign dispatches is finally the implementation of a worldwide corporate culture through which the communication and cooperation within the Bosch group is made easier. 3.2 Dispatch formsBosch distinguishes three dispatch forms. The business trip, the delegation as well as the transfer. The business trip with a duration of up to three months serves to establish contacts or also to conclude business on the spot. With the delegation Bosch distinguishes between the dispatch for the fulfillment of a project task or the dispatch in the context of trainee programs. The expatriate is abroad for a duration between three months and a year. If it is necessary to cover a lack of manpower a transfer is carried out. In this case the duration of the stay abroad is between one and five years. Bosch averagely dispatches their employees for three years. 3.3 Foreign dispatch processA carefully structured dispatch process is very important for Bosch to ensure the success of the foreign dispatch. To this, at first the occupation order is prepared which contains the necessary qualifications of the employee with regard to the vacant job. The choice of a suitable candidate, the dispatch conversation and the information journey to the possible country are the next steps of the process. After this journey the employee finally decides whether he accepts the position abroad. If he agrees, the employee is prepared comprehensively for the stay abroad. Then the moving to the foreign country takes place. After the job completion the employee is reintegrated. The individual phases of the foreign dispatch process are explained in the following more precisely. 3.3.1 Choice3.3.1.1 Theoretical bases and enterprise practiceThe best liability for a success of foreign dispatch can still be seen in the right choice of the employees to be sent. This should include technical criteria, behavior-related criteria, intercultural environment-related criteria as  well as personal criteria. When choosing a suitable dispatch candidate enterprises often orientate at technical performances. However, empirical examinations show, that competences or-related behavior and-related intercultural environment abilities for the cultural customization have a greater influence on the success of the foreign activity. Other surveys from the 1990s confirm that individual performance features are in the foreground at the choice. In addition, they show that the family is hardly co-included in the decision. An interview under Expatriates points, that the well-being plays the family an important role for the professional success. 3.3.1.2 Choice at BoschBosch has recognized the importance of extra-technical criteria for the choice of a suitable dispatch candidate. Besides the career potential, which are investigated by the employee development instruments (see chapter 2.2), features like team and communication ability or representation of the Bosch culture are co-included in the decision. The latter has a great importance for the support of the implementation of a worldwide corporate culture, one of the aims of the foreign dispatch. 3.3.2 Preparation3.3.2.1 Theoretical bases and enterprise practiceInstitutes specialized in further education and intercultural management distinguish between a country specific and country general as well as intellectual and experience obtained preparation. The respective confrontation of these preparation methods shows the following classifications:†¢Intellectual country specific preparationPrimarily general information about the host country is mediated and language courses carried out here. Culture games are, such as the cultural assimilator training. †¢Experience-related country specific preparationThe political, economic and socio-cultural conditions of the host country shall be given to the expatriate a better understanding. With the help of case studies and role plays as well as information journeys the expatriates are prepared for country and culture specifics. †¢Intellectual preparationThe cultural self awareness model plays an important  role in this preparation class. It assumes that it is important to remind the participant of his own stereotyped and behaviors in order to develop a sensibility for the foreign maybe strange looking cultural aspects. †¢Experience-related country general preparationThis preparation method which shall enlarge the intercultural competence of the expatriates (on The job by Outdoor training, intercultural simulation games) consists of the cooperation on international teams as well as of an intercultural action training. â€Å"Source of the success of foreign dispatches is the degree to which an expat is able to establish contacts and manages to overcome culture barriers and to find the way in the strange culture†. The chief attention of the preparation in German and American companies lies in the technical education, the execution of a language training as well as the arrangement of general country information, though. An experience-related preparation seldom takes place. The external execution of the preparation measures is in general preferred opposite the internal one. The family moreover is only seldomly included in the preparations although family problems belong to the most frequent reasons for the failure of foreign dispatches. After a study of the auditing company PriceWaterhouseCoopers 40% of all Expatriates return home ahead of schedule. 96% of these on impulses of the family which often doesn’t cope with the surroundings. The final conclusion is that the size of the preparation is very small in the entrepreneurial practice. 3.3.2.2 Preparation at BoschBosch practices comprehensive preparations for both its employees and their families to ensure the success of their foreign dispatch. At the beginning of the preparation Bosch offers a information journey which is designed for employees who go abroad for longer than 12 months. Before the definite decision, Bosch gives its employees the  opportunity to go to the host country with the companion of their partner. The stay lasts for two to three days, within Europe outside Europe’s approximately one week. By this â€Å"look and sea trip† the employee and his companions can get a better idea of the future place of residence. That shall prevent them from forming unrealistic expectations. If the employee decides to accept the job offered abroad, the real preparation starts. The central HR department is responsible for the execution of the preparation transfers (ZM2). It builds a preparation plan with measures which are coordinated with the needs of the respective employee. The aim of the preparation with Bosch is the arrangement of intercultural competence. This consists of country specific knowledge, linguistic proficiency as well as cultural sensibility of the three elements together. Country specific knowledgeThe arrangement of country specific knowledge contains information about the framework conditions of the host country. Formalities which are connected with a stay abroad are given to the Expatriates and their companions traveling along in a so-called â€Å"Bosch foreign preparation seminar†. So-called â€Å"mentors†, employees already returned home, convey information e.g. to the contract of employment or for tax regulations. By the use of mentors Bosch guarantees that experiences collected abroad are passed on and therefore used for new dispatches effectively. Linguistic proficiencyThe knowledge of the respective national language is prerequisite for a dispatch, because it is very important for an integration in private and in working life. Bosch employees have to learn the foreign language until they reach a level that enables them to come along in working life without any problems. If they want to learn more, they also have the possibility of attaining comprehensive knowledge. The family is tied to ensure that it can find the way in daily life. The language education takes place externally and Bosch takes on the costs both for the employee and for the family. The company attaches importance to the fact that the education starts early so that the required knowledge is reached before the dispatch. Cultural sensibilityThe cultural sensibility of the employees shall be promoted by two measures: the intercultural preparation training as well as the intercultural management training. The intercultural preparation training has the aim of sensitizing the employee to the think and behavior patterns of the host country to make the integration into the strange cultural environment easier for him. If the training is carried out internally, so-called country teams are responsible for it. These teams consist of employees who have made experiences in the respective host country or even are from this country themselves. This five-day intercultural preparation training is offered both for the employee and for the family since this is confronted with the same integration or understanding difficulties concerning the strange culture. This has particularly to be taken into account when thinking of the growing importance of multicultural cooperations, e.g. in the context of joint ventures or international project work. 3.3.3 MovingAt Bosch receives the Expatriate supports for the carrying out of the necessary formalities by the so-called Bosch foreign preparation seminar. When the employee finally starts his stay abroad he usually feels like on holiday. Everything is new to him and he is fascinated by his new task at the company and the new country itself. But this positive feeling often changes after a few months when the first serious problems occur. He feels helpless because he can not manage the situation in the new surrounding. This is called cultural shock. To keep the cultural shock as low as possible, Bosch looks after his employees during their stay and helps them when problems appear. The cultural shock can never completely prevented especially if the difference between the cultures is very large. Nevertheless Bosch tries to prepare their employees by showing general culture differences so that they can deal with problems easyierly. Furthermore Bosch offers his expatriate an intensive coaching. The employee has a mentor in the native country who is two hierarchical orders higher than himself. They meet at least once a year to talk about problems abroad or about further plans of the employee after his return to germany. In addition, a strengths-/ weaknesses analysis is carried out to be able to comprehend the development of the employee and not lose the summary of the knowledge and abilities. An examination of Schroll-Machl shows that the support of the Expatriates is often insufficient in the practice. Many Expatriates have the impression that their enterprise leaves them alone and it doesn’t support at problems. They must manage various difficulties at the same time. Family problems moreover aren’t taken into account in the context of the support in the practice. However, wife and children are especially confronted with greater customization difficulties than the staff member because they have more frequent contacts to the strange culture. 3.3.4. Reintegration3.3.4.1 Theoretical bases and enterprise practiceAfter the expiry of the delegation period the Expatriate returns back to the parent company. A successful reintegration of the employee is both of high entrepreneurial and financial importance. A negative signal starts out from a failed reintegration for other parent company members. The readiness to accept an offer for a foreign activity sinks. Furthermore the financial dimension of the complete dispatch process including the return has to be taken into account. American studies value the total costs of the foreign assignment of an employee at up to 1 millions $. In connection with this, it is surprising that only few enterprises care for the repatriation of their employees professionally. A KPMG examination from the year 2000 showed that 67% of all interviewed people who were delegated abroad said that there is need for improvement at the reintegration process of their enterprise. This criticism has to be taken  seriously since problems with the reintegration have serious consequences for the Expatriate and the enterprise like e.g. a low work motivation or even the cancellation and the change to another enterprise. According to an examination of Black (1992) the share of the returnees who cancel their job within one year after their return due to integration problems is about 25%. The causes of these reintegration diffic ulties are multilayered. You can subdivide them into operational and private difficulties. Operational levelThe search for a suitable position often turns out to be difficult since the HR departments can assess hardly the qualification development of the returnee during his stay abroad. In addition returnees often have exaggerated expectations and therefore are disappointed of the offered job in their home company. They often have the impression that their new skills especially about the country they spent a lot of time in are not appreciated. A study of Wirth from the year 1992 has shown that merely 30% of all enterprises evaluate the experiences of its employees after a stay abroad. Another aspect of the reintegration is the cessation of foreign raises and other privileges. Private LevelProblems frequently appear also in the private area of the Expatriates. During their stay abroad the often only keep the positive aspects of their life in Germany in mind, the negative everyday problems appear only after the return and the first euphoria. The culture of one’s own seems alienated and it comes to the double cultural shock. Particularly the children have to suffer from the new surroundings and from the change since they have accepted the strange culture more strongly, had to leave friends and don’t cope with the German school system any more. For the expatriates and their partners it is difficult to abstain from grown fond privileges like e.g. chauffeur, domestics for themselves or a swimming pool. 3.3.4.2 Reintegration with BoschAs a company with strong international orientation Bosch has recognized the meaning of a successful reintegration of returnees and supports the reintegration of its employees with numerous measures at an operational and private level to put a positive and encouraging signal for future dispatches. 3.3.4.2.1 Measures of the operational reintegrationBosch offers a very comprehensive and strategic personnel policy which takes into account the personal ambitions of the dispatched employees and the future need for highly qualified managers. This prevents Bosch from the problem frequently appearing that no adequate place can be offered to the returnee. Due to its size Bosch is moreover able to offer alternatives in the case of an abrupted dispatch process, like e.g. early return or dissatisfaction with the return position. As already explained different studies have shown that exaggerated experiences on the part of the returnees is the main reason for dissatisfaction with the position after the reintegration. To counteract this, Bosch regularly looks after the expatriate by a hierarchy higher mentor of the parent company. By this he keeps informed about all important developments in the company and furthermore he has contact person for career questions. Due to this permanent communication Bosch is able to get an exact idea about the situation and processes in the foreign business. Another important aspect which fundamentally contributes to the satisfaction of the returning employee is the appreciation and the use of the abroad acquired knowledge. Bosch evaluates the foreign experiences of its expatriates very comprehensively and endeavours suggestions for improvement. Furthermore the HR department tries to find a position in which the returnee can use his new won abilities optimally. This could be e.g. a position in the sales department of the region in which the expatriate was active. Furthermore the returnees have the opportunity to study further in order to work as an expert for the country they stayed in and prepare other employees for future dispatches. The â€Å"BeQIK† corporate culture, introduced in 2001, plays an important role for a successful reintegration. Since all subsidiary firm shall work according to the given behavioral framework, the cultural distance turns out a little bit smaller between host country and native country. Since the practical putting into action of the behavior guidelines is always subject to cultural influences, the degree of the relief should be assessed rather carefully. 3.3.4.2.2 Measures of the private reintegrationTo make the reintegration  easier for the returning expatriate and his family, Bosch offers comprehensive help. They support their employees when they search for an apartment and takes on arising extra tuition costs for the children to make the integration into the German school system easier. Furthermore other Bosch employees who returned from stays abroad in the past can give advice in so called â€Å"returnee seminars† where other persons affected talk about its experiences. 4. Asia, challenge and chance†Rapidly arising markets in the Far East and Bosch takes part †¦ â€Å"This statement of Bosch Bohr, the chairman of the area of motor vehicle technology, shows the meaning of company leaders, which will be attached to Asian and especially to the Chinese market. After a turnover growth obtained already 2003 in China of over 20%, Bosch wants to improve his presence further in the empire of the middle. In the following sections will be analysed, which changes or requirements to the Bosch foreign dispatch will bring the future in the Asian market. 4.2 requirements on German executives in China4.2.1 The intercultural difficultiesThe clashing of different cultures, values and particularly the different styles of management and philosophies leads very frequently to difficulties in the subsidiary firms. To notice which one is the most frequent and greatest problem that the Chinese executives have in the cooperation with German executives and vice versa, the results of a study from the year 1999 shall be illustrated, which Chinese and German manager were working in German enterprises in China. Among the problems, which the Chinese managers have with the colleges from abroad, the most important are the communication problems, like is described in the chart above. The culture, communication, mutual understanding and language are connected closely with each other belong to this category: due to the different culture and the language barrier no satisfactory communication takes place  and therefore it doesn’t come to a mutual understanding. In this connection the bad English knowledge of German managers and their lack of understanding of the Chinese culture will be especially found fault by Chinese colleges. 10% of the mentioning are allotted to problems of the human relations. It disturbs the Chinese executives most, that they are treated differently in comparison with the Expatriates and they don’t have much confidence in Chinese colleges. This is the reason in their opinion that it doesn’t come to friendships between foreign and Chinese executives who are very welcome on a Chinese. The arrogance and haughtiness of the foreigners are also criticized and the lack of interest in the Chinese population. The professional requirements are high: inside the Chinese employees are hungrily to learn the new specialized knowledge of the foreign executive and they notice very fast, weather the German executives aren’t not ready or capable in the expected scale, to give this knowledge further. In connection with this, it is criticized that German executives prefer to work alone, they aren’t cooperative. In the Chinese working world one comes upon, however, the Explanation the Help and Assistance to each other. By the cessation of the in the past (before the open-door policy of China) usual lifelong job in the same enterprise and the fact that one can be discontinued because of a bad performance a considerable pressure is triggered to do well the work and this can have discouraging influence on the employees. There is the high burden of work which lets few leisure time as well as time for the own family. General Manager have variously and very far scattered breadth of the answers without the number of the mentioning being different from each other fundamentally on the part of the foreign ones. Any problem is emerging as  dominate. Problems are most frequently mentioned are in the areas of communication, labour organization, qualification and management. The general managers from abroad find some problems with their Chinese executives not only in the area of the communication. For example they don’t seem to be able to solve their problems with a better communication. However the understanding stands for the Chinese executives, at first place and the lack of communication is also becoming responsibly for many difficulties in the company. 4.2.2 Cultural distinction and integrationThe culture isn’t reflected only in politics and in the everyday life, (i.e. in the social and consume behaviour) but it also influences the business methods, the management behaviour and the relations of employees and employers. In the following section are discussed certain general Asian culture features and their implications for the staff management . Group identity versus individual identityTian xia Wei gong: â€Å"Everything serves the community under the sky†. So there is a Chinese proverb from the old days which has validity today certainly too. The individual never was in the foreground but always, the community within the particular represents a tiny member. This specific and deeply rooted feature has important implications for the staff management: So the individual recognition (punishment) should be carried out in private, the team’s recognition should be carried out barefaced. Conflict avoidanceMost cultures of Asia avoid systematically the open conflict holding. The avoidance of open conflicts is in a close connection with the Confucianism. Straight criticism and open contradiction are accompanied by the danger to lose face and fall to the social trifle. Keeping faceMost Asian societies are settled by the principle of the disgrace (the public humiliation) not by the principle of guiltiness (feeling of individual responsibility, conscience). The concept of the saving face is comprehensively valid, characterizes every human relation and is very important for the staff management since it forbids the public humiliation of employees. Respect opposite to higher-ranking and oldRespect, restraint and modesty are part of the etiquette in the Asian culture room generally. Hierarchies have a more important role (often according to old, rank and sex) than in Germany. The formal authority isn’t called into question; this is part of the harmony commandment. However, one shouldn’t put the Asian respect before the authority absolutely. A bad supervisor is also criticized in Asia and will be corrected though indirect: by pressure on third party, anonymous letters, passive behaviour and resistance, which are disguised with excuses or by frequent illness or really irrational behaviours, like panic bouts. The re-registration is frequently encoded. So the western manager must learn how indirect signals of the discontent should be decoded or interpreted. The respect of the age is one of the basic concepts of a Confucian intellect. The Age doesn’t make only wise but gives a natural authority. Seniority and hierarchy thinking still established tightly in the heads of the Chinese managers. Foreign companies are smitten with the distinguishing between respect of certain hierarchies and the necessity of the support managers who render the corresponding service but don’t have the right age yet. In order to be accepted a younger manager must be more competent than an old one. GuanxiGuanxi has to be translated by the following expression â€Å"personal relations and connections†. It plays a large role in China in all areas of the life; it works as â€Å"sesame-open you† when required because clear and codified jurisdiction doesn’t have any tradition, relations are solution key  for all problems. Western Managers should pay more attention to â€Å"Guanxi† if they want to succeed in china. 4.2.3 Recruitment and motivation of local workersThe recruitment of highly qualified staff and the tie of won workers with the enterprise are a big problem area with which many foreign businesses are confronted in China. These phenomena shall be represented here only briefly since a detailed description would blow up the frame of this work. Recruitment of local workersThe absence of qualified personal is responsibly for the high fluctuation. More and more enterprises try to find Chinese university graduates who are trained in Germany for the business in china. Motivation of local workersIf one has found local executives, one must be able to keep it because the high fluctuation is connected to high costs. Different instruments can contribute to soothe or to overcome the staff bottleneck. These are e.g. the image-building (charitable events), the training (further education possibilities have a high place value) as well as a solid and long-term career promotion strategy. For young highly qualified stuff, a good salary and promotion chances are decisive for staying in the enterprise. 4.3 Optimization/customization of the dispatch process for/to ChinaIf one carries now out an optimization of the foreign dispatch process with Bosch to the employee-employer relationships in China against the background of the executed Asian culture features and criticisms of the Chinese Manager of their German colleagues and colleagues, then the following implications are the result:As a rule, an intercultural preparation takes place. No reason is seen for preparations for the Chinese executives in most enterprises. It will hold the assumption that the Chinese executives must adapt to the western behaviour patterns and methods of working. A common intercultural training is, however, absolutely essential in China for the following reasons:The great difficulties which arise from the lack of mutual understanding, are in a close connection with the knowledge about the respecting other culture, the action sample and moral concepts, but also its enterprise philosophies and styles of management. An intercultural seminar can make considerably, behind certain behaviour which explanations and which roots suit to an executive. It doesn’t prevent the appearance of problems but it offers to possibilities of reacting specifically and developing common action strategies. Furthermore a Chinese executive can for example be made familiar with the German culture as follows: by consignments to the German parent company, international stays, participation in international management courses of Chinese universities or in business Schools. Also for partner and children problems arise in the context of a longer stay abroad. Acceptable solutions must therefore be found also for the family. It is often impossible just in the pacific space to solve the language problems satisfactorily what a far-reaching isolation of the marriage partner and the children can cause with negative family consequences. Therefore the language standard should correspond to that one of the Expatriate which enjoys an education on the standard of the easy communication in the work everyday life. Despite good preparations for marriage partner and if necessary children problems often arise of the cultural integration and problems at school. For the better integration contacts to partners of other Expatriates should be organized. The possibility of working abroad is very important for the partner who accompanies the Expatriate abroad. An intensive cooperation with other enterprises on the spot would be necessary to realize the professional way of expatriate’s wife in China. If no place can be found, the possibility  should be offered for a further training for the meaningful use of the â€Å"timeout† such as a master course of studies. 4.4 Bosch measures for ChinaAll preparatory training is evacuated to the IFIM, the institute for intercultural management in Bad Honnef, since Bosch internal country speakers are specialized in European countries till now. The information journey which shall convey an impression to the Expatriate over its potential future place of work can be extended by max. two days. Another prolongation isn’t granted since the employees/inside activities are used at home and every longer stay also more costs for Bosch meant for hers. The language education is carried out in a 5-week language course at the national language institute NRW in Bochum for which the future Expatriate is put by its work activity completely freely. In the 2 annual cycle the personnel officer the ZM2 accompanies a potential Expatriate on an information journey and this one checks life and employee-employer relationships on the spot. Although Bosch mediates e.g. alone for the partner, however give up many arrangements, not at the job search because of the language requirements. As a rule, Bosch can arrange a job for 5% of the partners. To subsume it, this yields no big changes in the dispatch process especially for China. Professional external help is used regarding the training, one otherwise orientates himself at the worldwide valid dispatch process. 5. ConclusionThe Bosch group is a worldwide active enterprise that on the international markets, special it would like to be present on the Asian market in future. This strategy makes high demands on the staff since intercultural understanding is increasingly important besides technical qualities. International employee use represents a central instrument of the staff development. According to the high importance the dispatch process is organized very professionally by Bosch in all four phases (choice,  preparation, moving, and repatriation). This enormous effort beats itself in very low withdrawal rate, these are only 1-2 % in Bosch and lie under the reference values of other enterprises thus considerably. A possible disadvantage of the time intensive preparatory phase which lasts for at least 10 weeks is the lack of flexibility. Short-term manpower requirements due to problems, like e.g. demolition of a stay abroad or illness of a manager cannot be covered with the usual staff practice in Bosch. The preparation measures of Bosch seem very well suitable also for the dispatch to China, a stronger focus on the language education of the family and the social should be put as well as professional integration of the partner. In order to make an improved cooperation possible of the Expatriates on the spot, a common intercultural training is advisable with the Chinese colleagues. Bibliography Bosch (2004A:) The â€Å"Objectives and Principles† of Employee Development, order enterprise booklet at at all Bosch’s personnel departments as well as Central division employee development and executives (ZM3). Bosch (2004 B): Bosch Australia † — regional corner clays of The Bosch Group â€Å"orders: www.bosch.com.au/downloads/Home/RBAU.pdf (12.04.2004). Bosch (2003A): â€Å"Business report† 2003, order:www.bosch.com/de/download/GB2003_DE.pdf (11.04.2004). Bosch (2003B): â€Å"Bosch today†, order on:www.bosch.com/de/download/Boschheute2003_DE.pdf (10.04.2004). Bosch (2003/2004 ): Worldwide responsibility † — environmental report 2003/2004 â€Å",order: www.bosch.com/de/download/UWB_de.pdf (01.05.2004.)Kuan, Y.-C./Hà ¤ring-Kuan, P. (2001): Journey guest in China, 1st edition, Dormagen. Nickut, J. (2003:) â€Å"Subject and leadership potential recognize and systematicpromotes † to order under : www.mwteam.de/products/Perspek/archives/01-2003/interview HrNickut-RobertBosch.pdf (01.05.2004). Nickut, J./Loose, H., (2000): â€Å"A step to the global player — international choice- AC of Robert Bosch GmbH â€Å". In: Staff, exercise book 7/2000, S.360, 363. Redding, dear/Ng, M. (1982): The Role of ‘Face’ in The Organizational Perceptions of Chinese manager, in: Organization study, 3rd year, no. 3, S.201-219. Welge, K.-M./Holtbrà ¼gge, D. (2003): International management, 3rd edition, Stuttgart. List of the Internet sources:http://www.boschrexroth.com/corporate/de/jobs_und_karriere/personalpolitik/index.jsp (14.05.2004). http://www.bosch-career.de/de/company/aims.htm (14.05.2004). http://www.relojournal.com/nov2000/kpmgsurvey.htm (13.05.2004)http://www.workforce.com/section/09/23/26/42/index.html (13.05.2004)

Les Miserable

* Nonconsequentialist-not based on  or concerned with consequences. * Jean Valjean embezzles some bread. He did not predict the consequences of embezzling and not embezzling. * Jean Valjean tried to escape from prison and wasn't concern about what could happen. * Jean Valjean embezzle some silverware from the Bishop. After the Bishop took him in. * Fantine lies about her illegitimate child to get a job at the factory. Once they fought out she got fired. * Fantine joined a group of whores in selling herself. She did not think of the consequences of her action. Even though she was doing it to support her illegitimate child. * Consequentialisms * Valjean was unable to see an innocent man go to prison in his place. He confesses to the court that he is the right prisoner. * Free will and determinism * Javert was determining to put Jean Valjean in jail. * Jean Valjean was determining to help others who might face the same situation, or any difficulty. * Javert is determined to do what is regarded as ethical. To prove himself worthy, and to compensate for what he as his parents unethical doings. Javert His unwillingness to change or recognize another way of looking at things. * He has total faith in the system of rules he represent, and by extension, total faith in himself. * He lives by society's rule and principles. * Indeed to show tolerance and understanding might even be considered a weakness when applying to the law. * He doesn’t have the tolerance or forgiveness to accept his own mistakes and move on. He sees that he may have been mistaken in his judgment of Valjean. * He felt it was a  simple decision- dog eat dog, hunt or be hunted. He never wasted a moment on making the right ethical decision. Something was either ethical or unethical the law does not take motive into consideration. * He did not care about anybody, but what the law says. Jean Valjean * He doubts and questions himself at virtually every turn. * His strength of will is derived from the fact that he feels he has seen his own black side. * He knows what he is capable of, given the right circumstances, and because he has seen an alternative, he is determining to avoid any repetition of his black side. * He discovers the importance and value of love through his meeting with the Bishop and his relationship with Cossette. Love by extension, respect and tolerance. * He turned into a caring person. * He helped as much as he could. * Once he fount out about Fantine situation, he felt bad about firing her from the factory. He helped her and promised to take in her daughter. * He took in Cossette and loved her like she was his own. * He feed the poor people. * His willingness to do right by the people. He became a diff erent person after interacting with the Bishop. I just got to pick to characters and talk about their interactions with one another such as Jean Val jean and Fantine.

Analyzing the legalization of drugs

Introduction The increase in the drug cases during the years has lead several propositions from various individuals, one of which is the legalization of drugs. Since the widespread use of illegal drugs has eventually persisted throughout the expanse of time, and with the failure to contain the issue of illegal drug use, one suggested solution is to amend the law by legalizing the use of drugs or by putting it finally under the control and mandate of the law. However, the judicial system has had to cope with the situation. The need to reexamine the existing methods of managing and handling these drug cases proportionally rose with the persistence of illegal drugs amidst existing legal sanctions. This had led to the processing of drug cases not only in court but even outside the court. This is to cope with the great number of drug offenders of varying levels getting apprehended everyday. There were several judicial strategies conceived in order to deal with the massive amount of drug cases. These judicial strategies include the creation of specialized divisions of a drug court in some trial courts, sped-up case processing procedures, deferred prosecution programs requiring court-supervised treatment and counseling and more. There are also combinations of these strategies, all to speed-up the processing of these cases. These cases are screened beforehand in order to know what degree and what level of judicial supervisions would be applicable for the case. This is also essential for early treatment intervention and rehabilitation of the offenders, so as to stop the continued drug abuse and the likelihood of crimes. On the other hand, arguments for the legalization of drugs are constantly being hurled forward in order to finally resolve the existing contentions against the ill-effects of drugs as well as for the perceived benefits both the government and the individuals can actually obtain from legalizing these substances. Arguments for the legalization of drugs One of the most common drugs in the society today is Marijuana. It is known scientifically as the hemp plant, Cannabis sativa, where the leaves are being dried up, rolled into sheets of paper and be smoked just like cigarette or tobacco. It is the most often used illegal drug in the world, known in various names all over, like â€Å"pot,† â€Å"herb,† and â€Å"Mary Jane.† Some users can make use of marijuana by mixing it into food substances or drink it by brewing it with tea. The addictive element of marijuana is its Tetrahydrocannabinol or THC content. The effect of marijuana would depend on how strong or how potent is its Tetrahydrocannabinol content, thus also giving various effects on the marijuana users (Dell and Snyder 630). One of the reasons for finally legalizing drugs, especially marijuana, is founded on the historical context of the â€Å"illegal† substance. In America, for instance, those who lived in the area of Jamestown back in 1611 raised marijuana under the order of King James I for the purpose of crafting rope for the naval force of the British. The â€Å"herb†, as it has been called, also served as a medicinal substance specifically for George Washington who planted marijuana within the premises of Mount Vernon and that the plant was categorized as a prescription medicine until 1937 (Smith 101). Marijuana also has positive sides which can be used as an argument for its eventual legalization. One of the beneficial effects of the use of marijuana rests on its utility for the control of symptoms, especially in chemotherapy procedures, as an â€Å"effective antiemetic† among patients with health profiles such as cancer and â€Å"AIDS patients with wasting syndrome† which led to â€Å"a greater ability to cope emotionally with disabling or life-threatening illness (Gorman 23). Moreover, under the rule of Emperor Chen Nung of ancient China five centuries ago, marijuana has been declared as well as a plant that has medicinal value in terms of curing malaria, rheumatism, constipation, â€Å"absentmindedness† as well as the claims for mental and bodily disorders suffered by women (Grinspoon and Bakalar 3). There is also the contention for the prospect of establishing a regulated drug market which can be a profitable source of government tax. This idea illustrates the observation that the widespread use of illegal drugs and its potential to be a market commodity can overcome the legal restrictions ascribed unto it.   A controlled degree of the regulation of marijuana, for example, creates, instead, an increase in government revenues that may outweigh or, at least, come close to the actual government payments on law enforcement against the production, distribution and consumption of marijuana (Caputo and Ostrom 475). Refutations Drug Abuse is one of the most common criminal cases in the society today. It is a form of substance abuse, just like alcoholism, since these illicit drugs are actually addictive in nature. Because of this, many people who are hooked on drugs cannot easily let go of the addiction, and would often lead to drug-related crimes like robbery, physical assault, or even murder. Not only does these drugs dangerous to others, but it is also harmful in the drug users’ body, causing the body to take into negative turns, like deterioration and organ failures. When a person smokes or inhales marijuana smoke, he would usually feel rapid heart beats, loss of coordination and decreased sense of balance, slow reaction rate and a dry mouth. These are already signs of marijuana intoxication, along with the expansion of blood vessels in the eye, that’s why marijuana users usually have red eyes. The effects of marijuana would usually last two to three hours, where the marijuana user would usually tend to be sleepy. The negative effects of using marijuana would be hindering the user’s short term memory, wherein it would be difficult for him to remember recent events. This would usually lead to car crashes and other accidents, since their sense of coordination is greatly affected. Another dangerous drug would be cocaine. This drug’s effect on the body is really damaging, where addiction to cocaine could bring about permanent damages in one’s body or even death. Cocaine has both short term and long term effects. The short term effects are immediately noticeable, but not that damaging as compared to the long term ones. The common short term effects are a feeling of boosted energy, a decrease in a person’s appetite, and a rather hyped heart rate and blood pressure. There are still many other types of illegal drugs and similar forms of substances that create ill-effects to the overall health of individuals, oftentimes resulting for them to commit crimes that they could not have possibly committed had they not taken these illegal substances. Conclusion Although several illegal substances can actually bring forth benefits for individuals, the negative consequences outweigh these positive sides. Further, not all of these substances have positive effects when used, and that the negative consequences of illegal drug use oftentimes lead to crimes and violence. For these reasons along with the refutations against the legalization of drugs, it can be asserted that the legalization of drugs should not be taken as the ultimate measure for solving illegal drug issues. Rather, the reasons behind the legalization of drugs should be taken as a means in finding the deeper refutations against it. References Caputo, M. R., and B. J. Ostrom. â€Å"Potential Tax Revenue from a Regulated Marijuana Market: A Meaningful Revenue Source.† American Journal of Economics and Sociology 53.4 (1994): 475-90. Cocaine-Effects.com. â€Å"Cocaine Effects.† 2001. Dell, D. D., and J. A. Snyder. â€Å"Marijuana: Pro and Con.† The American Journal of Nursing 77.4 (1977): 630. Gorman, M. â€Å"Substance Abuse.† The American Journal of Nursing 97.11 (1997): 23. Grinspoon, L., and J. B. Bakalar. â€Å"The History of Cannabis.†Ã‚   Marihuana, the Forbidden Medicine. London: Yale University Press, 1997. 3. Smith, G. R. W. â€Å"Possession of Marijuana in San Mateo County: Some Social Costs of Criminalization.† Stanford Law Review 22.1 (1969): 101.   

Assignment in Technology Example | Topics and Well Written Essays - 250 words

In Technology - Assignment Example Aaronson (2008) in his article reveals to us that quantum computers are theoretically exponentially faster than the current classical systems. Quantum computing is an embodiment of how smarter the machines and humans have become. A quantum machine can analyze big data within minutes therefore relieving humans the burden. This is one way in which the technology will take over human tasks and to a great extent improving the human lifestyle (Aaronson 2008). Quantum computing was realized from the dealings of humans with machines as they tried to analyze the spooky behavior of nature (Nielsen & Chuang 2010). As much as this technology promises a lot, some scientists concider it as technology of the impossible due to the complexities involved in realizing it (Aaronson 2008). For instance is so difficult to measure quantum bits. Furthermore quantum computers could be used decrypt data hence contributing to data theft in classical systems. Generally, quantum computing is a technology of the near future generatyion. It is an implication of how man and machines are really getting along in the modern