Characteristics of Orientalism Essay Example for Free

Characteristics of Orientalism Essay There are several differences between the Arab and Muslim groups. The actuality is that Arabs are an ethnic group and Muslims are a religious group. A Muslim is a person who practices the Islam religion. In the world, most Muslims are not necessarily Arabs and most Arabs are not necessarily Muslims. â€Å"Orientalism is the simplistic view of the people and history of the Orient, with no recognition of change over time or the diversity within its many cultures† (Schaefer, 2006). This term is a misrepresentation of people from the East by those in the West. One characteristic is stereotyping the difference in religious expression. Discrimination and prejudice are other characteristics of orientalism. For example, the overemphasis of Arab and Muslim women wearing face veils in the media. This is seen as oppressing women but yet the history behind it is not being told. After the 9/11 attacks, the USA Patriot Act, which was passed in October 2001, had specific provisions that condemned discrimination against Arab and Muslim Americans. This act was revised because it had been accused of contributing to the fear within the Arab and Muslim communities. Unfortunately, all policies were not changed in a positive way. The U. S. Department of Justice required all foreign-born Muslim men to report to the Bureau of Citizenship and Immigration Services. They have to be fingerprinted, photographed, and interviewed. There are several things that individuals can do to promote tolerance and reduce prejudice in their towns and cities. One way to achieve this is by treating everyone equally. Another way to reduce prejudice is by educating ourselves about a person’s culture. If we can gain an understanding of an individual’s cultural background, we are opening up our minds to realize that those that we consider â€Å"different† may have similar views.

Leadership Styles in Operations Department

Leadership Styles in Operations Department Introduction. This assignment is aimed at evaluating the leadership styles within the operations department of Robert Wiseman Sons Ltd and determining if senior managers are performing more as managers or leaders. These evaluations will also be assessed to determine if the Managers styles and behaviours maybe impacting on succession planning. In the Last Ten years Robert Wiseman and Sons Ltd (RWD) have delivered excellent growth in sales volume and financial turnover, to cope with this increased demand within the last 3 years alone they have built 1 production facility and 3 distribution sites as well as purchasing 2 combined production and distribution facilities, the following vacancies exist currently across the 22 sites for the following key roles, 4 Quality Managers, 2 Shift Managers, 2 Engineering Managers, 2 Manufacturing Managers, 2 Regional Quality Managers (RQM), 1 Group Continous Improvement Manager and 2 Regional Operations Managers (ROM).The Manufacturing Managers. RQMs and ROMs roles are new positions however arguably the skill set required to fulfil these positions could and should be developed internally. See Appendix 1 and 2 for relevant company organograms As well as the current vacancies, 5 of the last 8 Site managers vacancies have been filled with external managers or managers who had less than 2 years experience within RWD. The Quality manager and Engineering Manager Vacancies are as a result of employees leaving for other positions out with RWD. Given the phenomenal growth over the last 5 years in particular it is feasible to assume that this is the reason for the vacancies and lack of internal candidates with the skills and knowledge to fulfil them, however this assignment will evaluate the general way that the senior management team are performing, the predominant styles of this team and the assumptions they have regarding followers. This all will be summarised in a way that allows conclusions to be drawn on whether the business growth alone is responsible for the lack of developed leaders or wwehetehr thare are opportunities for the senior team to be developed and or change their style and approach to allow more efficient leadership development and as a result improved succession planning. The Literature review (1100 words): There is no single best â€Å"formula† for developing leaders, in fact leadership development is a complex subject with many factors to be considered. Reviewing the literature I have identified some elements that are likely to impact on leadership development for instance the conscious effort the organisation puts into identifying leaders, the type of work that leaders are expected to perform, what the leaders within the organisation think motivates followers, and the dominant leadership styles within the senior management team. All of these to varying degrees affect the development of leaders of the future. Table 1 represents the theories and models I have explored in more detail. Leadership Models Styles Model/Theory Behaviour Leadership Styles Zaleznik, A 1977 Managers Leaders: Are they Different? Kotter, John P 2001 What leaders really do? Blake Mouton: Initiating structure / consideration The leadership of production through people Autocratic / Democratic Hersey Blanchard : Situational Leadership Concern for people / Concern for tasks Directing/Coaching/Supporting/Delegating Macgregor: Theory X Theory Y What managers assume about followers. Autocratic to Democratic Bass: Transactional Tranformational Leadership Autocratic/// to Participative Table 1 There are different strategies that can be adopted to encourage the development of leaders of the future (Zaleznik, 1977), some companies that are successful at developing leaders use different approaches and one successful way to develop leaders is to assign Senior executives as mentors to Junior executives, this approach provides the budding leaders with direct contact to an influential leader within the organisation, access to the experienced leaders knowledge and opinions in a safe and risk free environment. This also allows the opportunity for the senior executive to practise and develop their mentoring skills, a crucial skill that all leaders should be able to practise. Kotter, J (Kotter, 2001), clearly defines the difference between leaders and managers in that Leaders, identify the need for change, create a vision to mobilise and align the organisation and inspire and motive the followers within the organisation to achieve the vision, where as managers create the plan to deliver the vision, set objectives to monitor progress, create procedures and processes to train the people, achieve the objectives and monitor the plan for deviations and problem solve to bring the plan back on track. Given that if leaders are being effective and followers are truly inspired and motivated this could result in not only the achievement of the work but also followers willingness to accept more responsibility and have higher levels of engagement that if properly identified could highlight followers with the necessary talent to become leaders themselves. (Blake and Mouton, 1967) theory of Initiating structure, how much value and effort the managers places on achieving the tasks that will increase production levels and thus profit, and Consideration, the amount of emphasis and effort the manager exerts in meeting the needs and expectations of the individuals. Managers styles can be evaluated using the Blake Mouton leadership grid. The grid categorises managers styles into one of five different types ranging from 1.1 (the impoverished manager who has little concern for production or people) through 9.1 (the authority compliance manager, who has high concern for task completion and production, with little concerns for the needs of the individuals) to 9.9 (the Team manager, who has both high concern for task completion and high concern for the expectations and needs of the individual). 9.1 Managers would be categorised as having an Autocratic leadership style with 9.9 type managers practising a more Democratic leadership style. (Blake a nd Mouton, 1967) state that there is a 3rd dimension to the grid that looks at the managers resistant to change and highlights that managers dominant styles can change under stress or pressure if the manager has a low resistance to change, i.e. a Democratic 9.9 type manager can change to be more Autocratic 9.1 when faced with stressful or pressure situations. This theory is important in my investigation as it relates to the managers attitudes towards the followers and how that attitude may or may not encourage followers to develop. Hersey Blanchard (Blanchard and Hersey, 1996), life Cycle theory which was later renamed as Situational leadership theory suggests that to achieve the task it is necessary for the leader to apply different leadership styles depending on the situation, the attitude and abilities of the followers and the type of tasks or jobs to be performed. This theory also allows for the leadership styles to be practised to develop followers to achieve the task and as the followers develop then it allows for different styles of leadership to be used to support their continued development. Using these styles of leadership are important when relating them to employee development particularly if the leaders are consciously aware of this theory and are purposely applying the appropriate leadership style with the aim of developing the followers whilst achieving the tasks. Macgregor Theory X Theory Y, describes the assumptions that managers have about people, this affects how the manager behaves towards the employees. If the manager has assumptions based on theory X he is likely to apply a more Autocratic leadership style as his assumptions will be negative towards the employee, he will assume that employees will only deliver performance expectations if they are pushed and controlled and that they have little to offer in terms of creativity or initiative. By contrast managers who have assumptions based on Theory Y which is the opposite of theory X assumptions will encourage employees to take responsibility, work autonomously, and participate in solving business problems and deliver higher than expected performance. Managers with theory Y assumptions will be more likely to apply a Democratic or Participative leadership style. Manager assumptions may also create the Pygmalion affect Kopelman (ADD CITATION), if the manager has high expectations of employ ees ability to deliver high levels of performance then he behaves in a manner that will encourage and support these feelings, this then positively affects the followers attitude and they will try and respond in kind. However this also applies to theory X assumptions in that the employees may only deliver the managers expectations and thus if those expectations assume low performance levels then the employees may deliver just that. Macgregors theory is an important aspect in relation to developing leaders as theory X type behaviours and the subsequent leadership style applied are likely to result in lower levels of motivation as defined by Maslows hierarchy of needs where as leadership styles rooted in theory Y assumptions will open up the possibility of higher levels of employee motivation perhaps for employees to achieve self actualisation and thus deliver their potential, this potential may result in the employees becoming leaders themselves. BM Bass , Transactional leadership (Add CITATION) , is a relationship between the leaders and followers which is based on a transaction, the manager provides, pay and rewards such as promotion or favourable working conditions in return for the follower delivering satisfactory levels of performance. This style of leadership is unlikely to produce anything other than average performance levels, particularly if the manager only interacts with the followers if performance levels or standards arent achieved. Transformational leadership by contrast requires leaders to inspire followers by creating a vision, applying a charismatic style and good communication skills to engage and inspire followers to achieve performance levels in excess of expectations. This style also calls for leaders to build relationships with followers as individuals and have genuine concerns for their well being and development. If Transformational leadership is practised properly then the organisation will benefit fr om greater performance levels, obtained by having followers whos effort is far greater than they are contractually obligated to provide, as well as creating an organisational culture that encourages individuals to be developed to allow them the opportunity to fulfil their potential, this may also result in the followers becoming leaders. Findings In the following section I will present general background about Robert Wiseman Sons Ltd (the company) including its origins, geographical coverage, annual turnover and annual sales. The section will also cover the methods I used to gather my information, including techniques, sources and the outcome of my investigation. Robert Wiseman Dairies is a UK based liquid milk processing company, established in 1947 in East Kilbride, just outside Glasgow in Scotland. Founded by Robert Wiseman Senior, the business increased in size and profitability when Robert SNRs two oldest sons, Alan and Robert Jnr took control of the company. The business was floated on the stock market in 1994; however Alan Robert remain the majority share holders. The company employs 4700 employees, has 22 sites based throughout the UK ranging from Keith in the north of Scotland to Pensilva in the south of England. The 22 sites consist of 7 production facilities (Dairies) of which 2 are combined Dairies and distribution depots, 14 Distribution depots and 1 milk reload site. The company deliver product to customers throughout the whole of the UK. To obtain my evidence I interviewed 9 different leaders from within the Operations department, 2 Operational board members ,4 group or regional managers (responsibility for multiple sites) 3 Site managers. These individuals were chosen for their long length of service and seniority within the organisation, this seniority allows for the ability to develop managers to fill senior positions. The average age of the senior managers is 47years old, with an average length of service of 20 years ,and an average length of time in a senior postiton, Site manager or above of 11 years, this ranged from 4 years to 16years. The interview consisted of a question and answer section, the questionnaire was created by myself and focused on trying to identify leadership or management tasks along with questions regarding different leadership theories and 3 leadership style questionnaires, Blake and Mouton Leadership grid sourced from the internet, Macgregors assumptions about people questionnaire sourced from the Manufacturing institute along with a task-Person Leadership questionnaire also sourced from the Manufacturing institute. Using the companys automated library I obtained a copy of the company mission statement along with the personal development plans (PDPs) for most salaried staff, these PDPs were created in 2003 and have not been used for managers development for the last 5 years. No written or communicated company vision exists. Company Mission Statement: Be the recognised supplier of choice to the fresh liquid milk market Understand Customers needs Deliver the highest quality products Build a culture of continuous improvement Be the best fresh liquid milk processors and suppliers. Leadership or Management: Vision Creation, Communication and Organisational alignment: I began the questionnaire by asking each of the senior managers what they did in their job, half of the individuals mentioned that a large proportion of their time was either spent fire fighting or getting the product to the customers. The majority mentioned the need to achieve targets and objectives as well as looking for opportunities for continuous improvement all with a short term view. Only one of the Leaders suggested that they took a strategic view of the company direction as well as keeping abreast of the company competitors and world class organisations through benchmarking. At first I was interested that no one mentioned communicating the company vision or aligning their depts. to achieve the vision which led me onto my next question: Does the company have a vision? All of the leaders confirmed there is no documented vision with only two of the leaders able to confirm that the company actually had a vision, this currently is only discussed informally at board level. The remaining leaders had a guess at what they thought the vision was with 7 different visions being proposed. In response to my next question, do you have a vision for your dept or site? The majority of the senior managers did have a vision however they were on the whole not directly linked with the company vision, they were not aligned with each others vision and either had not been communicated at all or discussed only with each of their senior teams. None of the senior managers had communicated their vision with each other. Succession planning Mentoring. To establish if the senior team spent time on identifying the leaders of the future and their successors I began with the following question, do you identify the leaders of the future for your area? 2 of the team responded that they do identify future leaders within their area and had informal discussions regarding their development. The others either did not actively or specifically seek out future leaders for their areas. My next questions was, do you mentor any junior member of your team or any other team? 2 of the team are official mentors to junior employees; this is as a result of a new initiative that RWD is involved in where they are sponsoring employees through a foundation degree in Dairy technology. No other senior manager is currently participating in an official mentor/mentoree relationship, several of the team felt that they were unofficially mentoring at least 1 junior member of their team or had done in the past however in general this had not been communicated with the mentoree and was not structured in any way I then asked, is there any obligation on you from anywhere to develop your successor? All answered that there was no official or direct expectation from the organisation that they identify and develop their successors, some felt that they where personally obliged to identify their successors, all felt that they should be obligated to develop their successors. The majority of the interviewees felt that they would be happy to accept an agreed objective with their line managers to identify and develop their successors and some of the interviewees had recognised individuals within their teams who had potential to develop into their successors. No one had agreed formal development plans with these individuals. Most of the interviewees had recently been involved in or been given objectives to create a new competency framework for certain key roles. These documents are to be progressed to allow gap analysiss to be performed with individuals and these would then generate Personal development plans. So whilst there has been little or any use of PDPs for the last 5 years the company have recognised this and are acting to improve the situation. Leadership Styles: Using the Blake Mouton leadership grid questionnaire all the senior team where evaluated, two of the team emerging as Authoritarian and the, majority emerged as Team Leaders based on their answers. The results ranged from 4.6 to 7.6 for consideration for people, with consideration for task ranging from 5.2 to 8.2. This indicates that with regards to consideration of people versus consideration for task completion there is no strong bias, however the majority of the results are closer to the 5.5 middle of the road manager style which may only result in adequate performance results a. If the aim is to have high performing teams producing high performance then there is an opportunity for improvement. Insert BM Grid. To investigate whether the senior management teams assumptions about people are impacting on their leadership styles and thereforemaybe impacing on developing leaders each manager completed an assumptions about people questionnaire to establish where they fit on Macgregors theory X and Y concept. The average results where 21 for Theory X, individual results varied from 9 to 34. Average results for Theory Y were 79. Individual results ranged from 66 to 91. In general the senior teams assumptions about people are generally positive, this allows for the possibility of the team influencing higher levels of motivations within their within their followers Discussion (1100 words) Format it/write it and re read it many times. This section ties together the whole assignment!!!!!!!!!!, needs to show my ability to link theory with the real world CHECK THE TOP TIPS FOR THIS AS IT IS DIFFICULT. Conclusion and recommendations   One way of improving the development and performance of followers is to apply a more transformational leadership style approach within the organisations. This approach has proven to some extent to improve the motivation, and empowerment and thus the performance (Avolio,Eden Shamir) ADD ENDNOTE CITATION) of followers. Providing training to the senior management team within operations beginning with the Top MANAGEMENT TEAM Supply chain director, GOMs ROMs and to Site Mgrs on transformational leadership to expand the knowledge of the team may help to engage the leaders more in leaders activities as oppose to management activities. The implications and cost of this approach would need to be reviewed and agreed before commencing this approach. BLAKE, R. R. MOUTON, J. S. 1967. MANAGERIAL GRID IN 3 DIMENSIONS. Training and Development Journal, 21, 2-5. BLANCHARD, K. H. HERSEY, P. 1996. Life-cycle theory of leadership. Training Development, 50, 42-47. KOTTER, J. P. 2001. What Leaders Really Do. Harvard Business Review, 79, 85-96. ZALEZNIK, A. 1977. Managers and leaders: Are they different? Harvard Business Review, 55, 12.

Should Video Games be Considered a Sport?

Should Video Games be Considered a Sport? Video Games has become one of the most popular source of entertainment. Inspired by countless numbers of screaming supporters with lots of cash in prize on the line. Top competitors must hold up against hard training workouts, but also enjoy good income and business offers. We are not mentioning to basketball or football here, but the top-level world of professional activity enjoying. Many activities such as on-line poker, polo and golf have been asked as authentic activities. According to the world Olympic board, on-line poker, polo and golf all fall under the category of activities. But it seems that golf has been the only activity conducted at the Olympics of these three. That makes an odd point, if these activities are considered activity, why arent they offered as activity by the Olympic board. Activision, one of the top activity enjoying companies known for titles such as The Amazing Spiderman, Transformer, and Deadpool is now looking for to create an official ESPN division cal led Major Group Gaming(MGG) according to their venture. This has led to the debate on whether video games are a real activity and if Activisions attempt to create Major Group Gaming can provide an increase in income and recognition or a huge failure. In order to figure out whether an activity can become a sport needs a close look of the meaning. According to the vocabulary, a game is an action including movements and expertise in which an individual or team plays against another or others for enjoyment. Even though video games easily drop under a classification of skills being used and including one or more participants, it overlooks the movements part of the information. Unless you consider moving fingertips as movements, video games do not drop under this purpose of game. This is only one of many explanations for sport. There are many versions to the meaning that will play an important part in identifying if in fact activities is highly recommended sports on a nationwide field. Regardless of these activities being considered a sport or not, games companies will have difficulties shifting their competition into a satellite TV game route in order for the game to become worldwide. Although, some activities have been subject of international finalization and challenge around the entire globe in the past 10 years. For example, League of Legends, one of the popular game played on the globe granted $1 million to their last years champ in the competition. Such activities being regarded as sport seems difficult to believe but extensive reputation of the category may change the publics understanding, especially with Activisions production of Major Group Game. For MGG to become a nationwide feeling, Activision is going to have to achieve viewers other than the range of younger gamers who have come up with preliminary market for expert gamers. The fact that only adolescents have interest in viewing or taking part in expert gaming but as they get older and as the expert gaming field produces, it is completely possible for expert gaming to stick the unique aging viewers as well as the future genesis. By consequence, there may be a pretty firm base for expert gaming to have a world of sports. Not only adolescents would have fun with the competitors, also mature as well. If money is engaged, the viewers will be more drawn to the competitors. Technology affect our lives a lot. It has increased rapidly in the field of our basic lives activities. Simulation play an important role in this subject matter. As of today, Sony-one of the biggest company to produce consoles and other devices, developed a device for video game called Virtual Reality(VR). What the VR does is allowing the user to play a video game with the feeling that he is in the video games. Basically, your movement in real life is connected to your character or image in the game. This is just one way of saying that video is not just sitting at on a couch with a bag of food. It also involves physic movement which relate to the real-life sport and exercise. Factors Affecting Reaction Rates: Experiment Factors Affecting Reaction Rates: Experiment Maria Angela R. Dulin and Felix P. Terencio Jr. ABSTRACT An area in chemistry that focuses on the speed or rate at which a chemical reaction takes place is chemical kinetics. In drug making, in pollution control and in food processing, knowledge about the rate of reaction is useful (Chang, 2010). Since chemical kinetics has a widespread application in our daily lives, it is just right to take a deeper look into this field. Moreover, the determination of factors affecting reaction rates is essential in this study. Thus, the focus of this experiment was to determine the effects of some of these factors on reaction rates. This was done by having a specific variable altered in two or more setups in each part of the experiment like the nature of the reactants, concentration, temperature, surface area and the presence of a catalyst. Conclusions were drawn based on the results obtained from the experiment. It was shown that an increase in temperature, surface area and concentration leads to an increase of the reaction rate, also the more reactive the reactants in nature the faster the reaction rate. Lastly, the addition of catalyst resulted to an increase in reaction rate. INTRODUCTION Kinetics oftenly suggests a definition that pertains to movement and change or, in terms of energy, the energy that is harnessed through an object’s motion. Chemical kinetics, however, refers to the branch of chemistry that deals with the speeds at which a chemical reaction occurs. Kinetics also refers to the rate of a reaction, or the reaction rate, which can be defined as the change in the concentration of a reactant or product with respect to time (Chang, 2010). Due to the fact that the actual manner in which a reaction occurs is not yet fully understood, the following reaction rate theories are commonly used to explain how reactions happen: the Collision Theory and the Transition State Theory. According to the Collision Theory, all reactions happen as the result of collisions of the reacting molecules. However, not all collisions are successful in producing a reaction. For a collision between molecules to be productive, they must possess the minimum amount of energy required which is the activation energy (Ea) and the proper orientation. On the other hand, it is stated by the Transition State Theory that an intermediate complex or transition state complex, that cannot be isolated, is produced prior to the formation of the final product (Engle Ilao, 2007). In addition to these reaction rate theories, it is also vital to the total comprehension of the behavior of reaction rates to understand how certain factors can affect them. Through the m anipulation of the nature and concentration of reactants, temperature, presence of a catalyst, and surface area, we are able to examine and observe how these factors can alter or change the rate of the chemical reaction. The experiment aims to determine the effects of those stated factors on the rates of chemical reactions. The determination of the rate law expression using the method of initial rates is also an objective of the experiment. Lastly, the value of the activation energy of a reaction should also be evaluated through accomplishing the experiment. METHODOLOGY All the necessary apparatus and reagents were gathered and prepared prior to the conduction of the experiment. The effects of the factors affecting reaction rates were observed in five separate parts of the procedure. The first factor to be tested was the nature of the reactants. Two test tubes were labelled as A and B. Each test tube contained 3 ml of water (H2O). In test tube A, a strip of magnesium ribbon (Mg) was added while in test tube B, a small piece of sodium metal (Na) was added. Observations were then recorded. The second factor that had been tested was the concentration of reactants. Two setups were prepared, hydrochloric acid (HCl) concentration was held constant while sodium thiosulfate (Na2S2O3) concentration was variable for the first part. In contrast, HCl concentration was the variable while Na2S2O3 concentration was kept constant in the second setup. An empty 10-ml beaker was placed on a piece of white paper marked with an â€Å"X.† Then, a specific volume of 0.15 M Na2S2O3 was then placed inside the beaker. The researchers were tasked to check if the mark was still visible through the solution. Thereafter, a corresponding volume of H2O and 3 M HCl was added immediately. The time from the moment the HCl was added to the moment the mark was no longer visible had been recorded. The stated process was done ten times with varying volumes of reagents. 0.15 M Na2S2O3 (ml) H2O (ml) 3 M HCl (ml) I. Constant HCl Concentration 5 0 1 4 1 1 3 2 1 2 3 1 1 4 1 II. Constant Na2S2O3 Concentration 5 0 2.5 5 0.5 2.0 5 1.0 1.5 5 1.5 1.0 5 2.0 0.5 The third factor that was put into the test was temperature. Two test tubes were prepared, one with 5 ml of 0.15 M Na2S2O3 while the other contained 7.5 ml of H2O and 2 ml of 3 M HCl. Both test tubes were immersed in a water bath containing tap water for 5 minutes. Both solutions were mixed in a 50 ml beaker placed on top of a piece of white paper marked with X. The time from the moment the solutions were placed in the beaker to the moment the mark was no longer visible had been recorded. This process was repeated at two other temperatures: one approximately 10 ºC lower than room temperature and the other approximately 10 ºC greater. To test the surface area for the fourth part, two identical strips of Mg ribbon were needed, one was cut into smaller pieces and the other remained uncut. The uncut Mg ribbon and the shredded Mg ribbon were placed in separate test tubes. Then, 5 ml of 3 M HCl was added to both test tubes. Observations were then noted. The last factor, the presence of a catalyst was also tested by preparing two test tubes. In each of the two test tubes, 5 ml of 3% hydrogen peroxide (H2O2) was placed with about 1 g of Rochelle salt or sodium potassium tartrate. One test tube was then heated gently while a pinch of cobalt (II) chloride (CoCl2) was added to the other test tube before it was heated gently. Observations had been recorded. RESULTS AND DISCUSSION The results from the first part of the experiment, where the nature of reactants was the factor to be tested, is shown by Table 1. The reaction profile of both reactions are presented by Figure 1. Table 1. Observations on the Nature of Reactants Reactants Visible Results A Mg ribbon Formation of small bubbles on the surface of the Mg ribbon; Very slow reaction compared to test tube B B Na metal Evolution of gas; Solution turned murky white with bubbles; Formation of heat; Fast reaction compared to test tube A It is evident from the results of the experiment that the reaction of Na metal with water has a lower activation energy compared to that of Mg ribbon. It is proven by how the reaction of Na metal was the faster and more reactive reaction, which can only mean that it has an activation energy low enough to be easily achieved or reached. This is because of Na having a more reactive nature, with an ionization energy of 496 kJ/mol, compared to that of Mg, which has a higher ionization energy of 737 kJ/mol, given that the lower the ionization energy required, the easier it is to remove electrons, making it much easier for the element to react (Larsen, â€Å"Ionization Energy†). Figure 1. Reaction profiles of the Reaction with Mg and Na How the concentration of the reactants affects the rate of reaction is shown by Tables 2.1 and 2.2. The slopes of the reaction rates with respect to the concentrations of the reactants of the setups can be found on Figures 2.1 and 2.2. Table 2.1. Constant HCl Concentration [Na2S2O3] [HCl] ln [Na2S2O3] Time (s) Rate (1/s) ln Rate 0.15 M 0.5 M -1.897 12 0.083 -2.485 0.12 M 0.5 M -2.12 17 0.059 -2.833 0.09 M 0.5 M -2.408 27 0.037 -3.296 0.06 M 0.5 M -2.813 42 0.024 -3.738 0.03 M 0.5 M -3.507 100 0.01 -4.605 Computations for the concentrations of HCl and Na2S2O3 are as follows: [HCl] = = 0.5 M [Na2S2O3]1 = = 0.15 M [Na2S2O3]2 = = 0.12 M [Na2S2O3]3 = = 0.09 M [Na2S2O3]4 = = 0.06 M [Na2S2O3]5 = = 0.03 M Through linear regression: r = 0.998 mNa2S2O3 = 1.298 y-intercept = -0.083 Where, y = ln Rate, x = ln [Na2S2O3] mNa2S2O3 = the order of the reaction with respect to Na2S2O3 y-intercept = ln k + mHCl Ãâ€" ln [HCl] Based on the gathered data from the experiment, the reaction is in first order with respect to Na2S2O3. Figure 2.1. ln Rate vs. ln [Na2S2O3] Table 2.2. Constant Na2S2O3 Concentration [Na2S2O3] [HCl] ln [HCl] Time (s) Rate (1/Time) ln Rate 0.1 M 3 M 1.099 5 0.2 -1.609 0.1 M 2.4 M 0.875 14 0.071 -2.639 0.1 M 1.8 M 0.588 14 0.071 -2.639 0.1 M 1.2 M 0.182 17 0.059 -2.833 0.1 M 0.6 M -0.511 20 0.05 -2.996 Computations for the concentrations of HCl and Na2S2O3 are as follows: [Na2S2O3] = = 0.1 M [HCl]1 = = 3.0 M [HCl]2 = = 2.4 M [HCl]3 = = 1.8 M [HCl]4 = = 1.2 M [HCl]5 = = 0.6 M Through linear regression: r = 0.771 mHCl = 0.659 y-intercept = -2.838 Where, y = ln Rate, x = ln [HCl] mHCl = the order of the reaction with respect to HCl y-intercept = ln k + mNa2S2O3 Ãâ€" ln [Na2S2O3] Based on the gathered data from the experiment, the given reaction is in zeroth order with respect to HCl. Figure 2.2. ln Rate vs. ln [HCl] With a first overall reaction order, the rate law expression of the given reaction is: Rate = k [Na2S2O3]1 [HCl]0 = k [Na2S2O3] Moreover, the specific rate constant is: Based on the data gathered with a constant [HCl] y-intercept = ln k + mHCl Ãâ€" ln [HCl] -0.083 = ln k + 0.659 (-0.693) ln k = 0.374 k = 1.453 s-1 Based on the data gathered with a constant [Na2S2O3] y-intercept = ln k + mNa2S2O3 Ãâ€" ln [Na2S2O3] -2.838 = ln k + 1.298 (-2.303) ln k = 0.151 k = 1.163 s-1 As seen in the rate law stated earlier, each reactant has an order which relates to how their concentration affect the rate of the reaction. That is, an increase in the concentration of the reacting particles also increases the reaction rate. As stated in the Collision Theory, all reactions happen as a result of collisions of the molecules of the reactants (Engle Ilao, 2007). It only makes sense that an increase in concentration of reactants means that the number of collisions among reacting particles would also increase. This could only prove that the rate of a reaction is directly proportional to the number of collisions. The effects of temperature to the rate of a reaction is shown by Table 3. The slope of the specific rate constant with respect to the temperature can be seen on Figure 3. Table 3. Temperature as a Factor Affecting Reaction Rates Temperature (à ¢Ã¢â‚¬Å¾Ã†â€™) 1/Temperature (1/K) Time Rate (1/s) k (s-1) ln k 23.3 3.373 x 10-3 50 s 0.02 0.385 -0.955 31.5 3.282 x 10-3 34 s 0.029 0.558 -0.583 52.5 3.071 x 10-3 21 s 0.048 0.916 -0.088 Calculations for the concentrations of HCl and Na2S2O3, and the specific rate constant are as follows: [Na2S2O3] = = 0.052 M [HCl]i = = 0.041 M Rate = k [Na2S2O3] k = ki = = 0.385 s-1 k2 = = 0.558 s-1 k3 = = 0.923 s-1 Through linear regression: r = -0.99 ml = -2,778.572 y-intercept = 8.466 Where, y = ln k, x = 1/Temperature m = y-intercept = ln A Hence, m = Ea = -mR Ea = -(-2,778.572 K)(8.314 J/K mol)(1 kJ/1000 J) Ea = 23.101 y-intercept = ln A 8.466 = ln A A = 4,751.091 s-1 Figure 3. ln k vs. 1/Temperature It is proven by the results that the setup with the greatest temperature had the fastest reaction compared to the other two with lower temperatures. The relationship between temperature and the rate of a reaction can be explained by the Arrhenius equation: k = Ae-Ea/RT The Arrhenius equation exhibits the relationship of temperature to the specific rate constant of a reaction. That is, as T increases, the negative exponent decreases making the value of k larger, leading to an increase to the reaction rate. This is because of the presence high energy particles at higher temperatures. The greater fraction of excited particles, the easier it is to satisfy the energy of activation, which is a requirement for the reaction to take place (â€Å"The Arrhenius Equation†). Varying the amount of surface area of the reactant resulted into the visible observations that is shown by Table 4. A greater surface area means that there are more of the reactants’ surface exposed to one another. Simply put, there are more areas to react on. There is a greater chance for the reacting molecules to collide and interact. A smaller surface area, however, provides less area for reaction to occur. Some reacting molecules are shielded by other reacting molecules, making it harder to produce a reaction, resulting into a lower rate. Table 4. Observations on Surface Area of the Reactant Reactants Visible Results Strips of Mg ribbon Dissolution was relatively slower (reaction occurred in 26 seconds); Heat was formed; Evolution of gas was present Pieces of Mg ribbon Dissolution was fast (reaction occurred in 12.62 seconds); Heat was formed; Evolution of gas was also present The presence of a catalyst in the reaction resulted into the visible observations that is shown by Table 5. Catalysts are substances that alter the rate of reactions. A catalyst may speed up (a positive catalyst) or slow down (a negative catalyst) the reaction rate. In the given reaction in the experiment, CoCl2 acted as a positive homogeneous catalyst, which made the reaction rate occur faster and follow a different reaction mechanism with lower activation energies. Table 5. Observations upon Addition of a Catalyst Reactants Visible Results H2O2 + Rochelle Salt Colorless to murky; Relatively slow reaction (occurred in 30 seconds) H2O2 + Rochelle Salt + CoCl2 Purple to green, then turned pink again; Fast reaction (occurred in 23 seconds) In conclusion, many factors can affect the rate of a chemical reaction. The nature of the reactants affect the reaction rate based on the different activation energies of substances. The concentration of the reactants can also influence the frequency of collisions between the reacting molecules, which may affect the rate of reactions. Temperature not only affects the frequency of reactant collisions, but also affects the energy those collisions possess. The surface area of reactions influence the amount of available or exposed sites to react on. Lastly, the presence and nature of a catalyst not only alters the activation energy of the reaction, but also alters the mechanism in which the reactants react. REFERENCES Chang, R. (2010). Chemistry (10th ed.). New york, NY: McGraw-Hill. Engle, H. L., Ilao, L. V. (2015). Learning modules in general chemistry 2 (2007 ed). Manila, Philippines: Chemistry Unit, Department of Physical Sciences and Mathematics, College of Arts and Sciences, University of the Philippines Manila. Larsen, D. (Ed.). (n.d.). Ionization Energy. Retrieved June 22, 2015, from http://chemwiki.ucdavis.edu/Physical_Chemistry/Physical_Properties_of_Matter/Atomic_and_Molecular_Properties/Ionization_Energy The Arrhenius Equation. (1996). Retrieved June 22, 2015, from http://www.shodor.org/unchem/advanced/kin/arrhenius.html University of the Philippines Manila, Chemistry unit. (2015). Laboratory manual in general chemistry 2 (2007 ed.). Manila, Philippines: Author. CHEM 18.1, Factors Affecting Reaction Rates 1

Reconstruction Essay examples -- essays research papers

Victoria Hubble February 8, 2000 Reconstruction The Reconstruction, a time most people would call a rebirth, succeeded in few of the goals that it had set out to achieve within the 12 years it was in progress. It was the reconstruction’s failure in its objectives, that brought forth the inevitable success in changing the South, as well as the countless African Americans living in it as well as the countless African Americans living in it at the time. There were three goals the reconstruction set, and failed to achieve, as well as emphasizing the profound effect it had on the south, and an entire race. In the South the Reconstruction period was a time of readjustment accompanied by disorder. Southern whites wished to keep blacks in a condition of quasi-servitude, extending few civil rights and firmly rejecting social equality. Blacks, on the other hand, wanted full freedom and, above all, land of their own. Inevitably, there were frequent clashes. Some erupted into race riots, but acts of terrorism against individual black leaders were more common. During this turmoil, Southern whites and blacks began to work out ways of getting their farms back into operation and of making a living. Indeed, the most important developments of the Reconstruction era were not the highly publicized political contests but the slow, almost imperceptible changes that occurred in southern society. Blacks could now legally marry, and they set up conventional and usually stable family units; they quietly seceded from the white churches and formed their own religious organizations, which became a central point for the black community. Without land or money, most freedmen had to continue working for white masters; but they were now unwilling to labor in gangs or to live in the old slave quarters under the eye of the plantation owner. The governments set up in the Southern states under the congressional program of Reconstruction were, contrary to traditional cliches, fairly honest an d effective. Though the period has sometimes been labeled "Black Reconstruction," the Radical governments in the south were never dominated by blacks. There were no black governors, only two black senators and a handful of congressmen, and only one legislature controlled by blacks. Those black who did hold office appear to have been about equal in competence and honesty to the whites. it i... ...have political power, the right to a good education, and much more. After Republicans lost interest in supporting African American rights and Democrats regained political and economic control of the South, the racially segregated and capitalist government flourished again. The Reconstruction did, for a short time, transform the South for African Americans, but most rights and benefits gained during that time were lost to Democrats during the Redemption. The Redemption turned the Reconstruction into an economic, political, and social loss for most African Americans throughout the South. After more than 2 centuries of being emancipated, African Americans were given a new life. This phrase a new life was not the life of equality. However it was still a change from enslavement. This was the single and most important success of the Reconstruction. when it liberated African Americans in the South, it also replaced enslavement for segregation. When dealing with a historical event such a s this one, a person has to look at what the Reconstruction has cost African Americans and what it has brought them in return, then they must answer the question "was it all worth while?"

Buddhism Essay -- essays research papers

Buddhism Buddhism is a religion founded by an ex-Prince Siddhartha Gaumata. Gaumata was a prince who was brought up in a perfect surrounding. When the prince left the palace he saw all the poverty. At the age of twenty nine, the prince left his wife and his infant son to meditate and practice Yoga to find peace and enlightenment. Gaumata was meditating for a long time when finally while he was sitting under a Bo tree he had attained the enlightenment he was looking for. It is for this reason he got the name Buddha, meaning the enlightened one. Buddha became a traveling teacher and taught everyone his discovery. Buddha did not write any of his lessons down. He taught about the Four Noble Truths, (1) life is suffering, (2) all suffering is caused by ignorance, (3) Ending ignorance will end suffering, and (4) The path to the destruction of suffering is the Noble Eightfold Path. The Eightfold Path consists of (1) Knowledge of the truth, (2) the intention to resist evil, (3) not saying anything that will hurt someone else, (4) respecting life, (5) having a job that doesn't injure anyone, (6) striving free one's mind of evil, (7) controlling one's feelings, and (8) concentrating properly. Buddha preached that the life was a continuing cycle of death and rebirth. The well-being of oneself was determined on your behavior in your previous life. Buddha said that by ridding oneself of worldly things he would be in nirvana, peace and happiness. After Buddha's death, his followers coll... Buddhism Essay -- essays research papers Buddhism Buddhism is a religion founded by an ex-Prince Siddhartha Gaumata. Gaumata was a prince who was brought up in a perfect surrounding. When the prince left the palace he saw all the poverty. At the age of twenty nine, the prince left his wife and his infant son to meditate and practice Yoga to find peace and enlightenment. Gaumata was meditating for a long time when finally while he was sitting under a Bo tree he had attained the enlightenment he was looking for. It is for this reason he got the name Buddha, meaning the enlightened one. Buddha became a traveling teacher and taught everyone his discovery. Buddha did not write any of his lessons down. He taught about the Four Noble Truths, (1) life is suffering, (2) all suffering is caused by ignorance, (3) Ending ignorance will end suffering, and (4) The path to the destruction of suffering is the Noble Eightfold Path. The Eightfold Path consists of (1) Knowledge of the truth, (2) the intention to resist evil, (3) not saying anything that will hurt someone else, (4) respecting life, (5) having a job that doesn't injure anyone, (6) striving free one's mind of evil, (7) controlling one's feelings, and (8) concentrating properly. Buddha preached that the life was a continuing cycle of death and rebirth. The well-being of oneself was determined on your behavior in your previous life. Buddha said that by ridding oneself of worldly things he would be in nirvana, peace and happiness. After Buddha's death, his followers coll...

Genetically Modified Food and Gm Foods Essay

It’s been said that humans are what they eat. The relationship humans have with food is unappreciated. Food is the fuel that keeps humans going, gives them the energy needed to be creative and productive; it is the building block of society, after all, it wasn’t until the Neolithic Era, when humans figured out a way to domesticate plants and animals, that any form of organized society formed. Even during the previous hunter-gatherer foraging era, humans were very connected to the food they ate; understanding where it came and having an idea of how it came to be was crucial to knowing what was vital to survive. In this time, food sources like grains, fruits, and vegetables were naturally abundant, whole. Humans could choose between many different types of nutritious food because there were thousands of varieties of species. Unfortunately, as populations grew and more civilized societies formed, various farming techniques were created, and a vast majority of these species became extinct to make way for the harvesting of a select few (Pringle). In the industrial era, societies around the world, especially western ones, emphasized the importance of technological advancements. With this pursuit of technology, nature became something to control rather than live with; an attempt at making life simpler, better. Breaching the gap between nature and technology is optimization. It is this obsession with optimization that most accurately characterizes contemporary America. Undoubtedly, it comes with great costs. As it turns out, optimization is a business, and a profitable one. Thus, the costs and effects of optimization are often hidden from the public by industrial leaders in an effort to maintain profits. They control the businesses they run and protect themselves by dumping millions of dollars into politics. Today, it seems that the gap between nature and technology has been breached with the propagation of genetically modified organisms (GMOs). The aliens that now fill supermarkets nationwide represent the ultimate disconnect from natural, whole foods necessary for a healthy lifestyle. People are relatively uninformed about GM foods, issues include: their benefits, the testing and safety, the harmful effects they can have on the body and environment, the government’s role as overseer, the labeling controversy, and the â€Å"substantially equivalent† principle; all of these issues are conveniently hidden vitalities in understanding the danger, the deleterious effects, and the risks of GM foods. In tackling these issues, an additional understanding of the historic background of how GMOs came to be is equally important. Advocates for the rapid advance of technology will cite the numerous positive breakthroughs, the internet, healthcare, the numerous inventions; it’s hard to argue with, which is why when addressing GM foods, the emphasis should be placed on the relationship between technology and nature, specifically within the food industry, and how this relationship has become too intimate, to the point where it’s difficult to differentiate between technology and nature. The courtship leading to the marriage between technology and nature is exemplified in Peter Pringle’s book, Food, Inc. , in which he discusses the 1960’s Green Revolution, a turning point in agriculture during which producers moved from traditional to monoculture methods of farming. This vastly increased crop yields. But how? Farmers had high yields because they started to use fertilizers and pesticides containing chemicals like nitrogen, left over from World War II explosives. New irrigation systems were introduced and animals replaced some human labor in order to handle the large crop fields and monoculture agriculture provided food relief to starving nations post-war (Pringle). Farmers experienced a rude awakening when yields started to decline due to a number of unforeseen or unaddressed consequences. Although the Green Revolution saved or improved millions of lives during the 1960’s, little consideration was given to the future effects it could have on environmental sustainability. The lack of food plant diversity eventually led to multiple problems, like the mass destruction of crops that had contracted disease or succumbed to pesticide-resistant insects, chemically saturated and overly watered soils, and an inevitable decline in production yields (Pringle). Obviously, the United States needed to find a solution to this problem. By the late 1900s, many scientists and biotechnologists approved and advocated genetic engineering as the most viable solution. This process is best described by Lauren and Robin Ticciati in their book, Genetically Modified Foods: Are They Safe? You Decide. According to the Ticciati’s, scientists planned to take a gene from one completely different organism and insert it into the plant in order to make it yield a desired outcome (Ticciati). The goal was to create food plants that could grow and withstand harsh conditions like pesticides, infertile soil, unfavorable climates, and geographical locations. Despite wariness from skeptical environmentalists about the unknown future effects of genetic food engineering, the companies who profit from this new food technology proclaimed it to be the wave of the future. As the Ticciati’s evidenced, in 1996, when the FDA approved the use of genetically engineered foods with no special label requirements, the GM foods were introduced on grocery market shelves with relatively no consumer awareness. This is just another example of how society is not clueless by choice. If this seems a harsh diagnosis, take into context what Kathleen Hart exemplified in her book, Eating in the Dark; a survey which took place just a couple years after GM foods were released revealed about two-thirds of the American adult population had no idea that supermarkets were carrying such items (Hart). Since then, GMOs have become part of the staple food products in the diets of the everyday consumer. Part of the problem is that nobody is exactly sure how harmful GM foods are, but there is substantial evidence to show that they can have a devastating effect on the economy, the human body, and the environment. In Food, Inc. , Pringle discusses the farming method of artificial hybrid breeding which became a huge success in the mid-1900s and attracted a lot of commercial attention, spawning the term â€Å"agribusiness. † Scientists found that by crossing-breeding â€Å"two varieties [of a species of plant] that had been inbred, [and] fertilized by their own pollen for three or four generations showed a tremendous leap in hybrid vigor, with grain yields up to 50 percent higher [than the natural bred variety]† (Pringle). Unfortunately, when naturally crossed in the farmers’ fields, the hybrids’ strength did not withstand, so farmers had to rely on industry-produced super seeds. An economic boom occurred within the seed and fertilizer industries, with businesses rapidly sprouting up like the crops they helped produce. A few decades later â€Å"the early warnings of genetic uniformity suddenly became a reality,† (Pringle). One alarming discovery was the fact that since only one type of species was being harvested in a given area, if a crop contracted a disease, the entire field was wiped out, which meant no income that season for many farmers (Pringle). The companies who were invested in this new agricultural era and had seen the enormous profit potential in having a hand in controlling the food chain were not going to just quit. They pushed further into science, seeking ways to alter a species’ genetic make-up in order for it to conform to optimization, instead of considering natural solutions to these problems (Pringle). Today, there are GM super foods that are so genetically modified that they differ starkly from their ancestors. It is a teeter-totter industry; either profits are extremely high (like they have been for so long) or the industry fails and profits cease to exist. The latter doesn’t look like it’s going to occur any time soon because the government is firmly grasped by the biotech food companies that control the GM food industry. The most prominent of these companies, Monsanto, falsely advocates the necessity for GM foods, with the real motive the preservation of profits. Monsanto executive Hugh Grant claims â€Å"they [GM foods] can help feed the world and preserve the environment by reducing the need for pesticides,† (Harvest of Fear). Others advocate the hope that GM technology can save lives, like scientist Charles Arntzen, who is working on GM techniques to make edible vaccines to combat viruses in developing countries, (Harvest of Fear). More recently, companies like AquaBounty Technologies are working to develop genetically engineered animals. AquaBounty’s AquAdvantage salmon has been touted as â€Å"as safe as food from conventional Atlantic salmon,† by the FDA, but is still being met with numerous opposition (Pollack). The salmon â€Å"contain a growth hormone gene from the Chinook salmon and a genetic switch from the ocean pout that turns on an antifreeze gene,† which allows the salmon to make growth hormone in cold weather, whereas they usually produce it only in warm weather,† (Pollack). Genetic manipulation is causing drastic changes in the natural behavior of the organisms it’s implemented on, and it is believed that this could have multiple adverse effects on the environment and society. Those who have similar concerns, these cautious enemies to GM foods, can find strength in recent studies that are beginning to expose the numerous harmful effects of GM foods. In a study done by Gilles-Eric Seralini at the University of Caen in France, 200 rats were fed either genetically engineered corn or the herbicide Roundup and observed for two years, their entire life cycle and not just the normal ninety day period. It was found that they had an increased risk of developing tumors, suffering organ damage, and dying prematurely (Pollack, GMO Global Alert). Additional animal studies have shown other serious health risks associated with GM food consumption: infertility, immune dysregulation, accelerated aging, and changes in the liver, kidney, spleen, and gastrointestinal system (Genetic Roulette). To exemplify how this is portrayed in humans, statistical evidence shows that after 1996, when GMOs increased in the American diet, disorders like inflammatory bowel disease, ulcerative colitis, chronic constipation, gastrointestinal infections, Crohn’s disease, and gastroephageal reflux have all risen dramatically and consistently (Genetic Roulette). Further evidence indicates that GMOs cause food allergies, have increased toxicity, decreased nutritional value, and promote antibiotic resistance (UMN). Not only do GM foods have a great potential for negatively effecting humans, they are harmful to the environment. Companies like Monsanto claim that genetically modifying foods is environmentally friendly, but this has been proven wrong on a multitude of levels. There is lack of nutrients found in soil in which GM crops are planted (Ticciati). These crops hurt the soil and the food chain. The chemicals found in pesticides were not only killing pests but also small animals, especially birds, were also facing extinction (Robbins). Tampering with natural selection creates a domino effect and damages the entire ecosystem. Imposing an unnatural element in the form of GM foods changes the equation and disrupts natural balance, even if things balance out, they will be forever different, even this is dangerous. Although GM foods are responsible for massive crop yields and the increased food supply, the industry is precariously perched given the increasing amount of deleterious effects that are being exposed more and more each day. For this reason, the government needs to take action. This is another dilemma; it is easy to wonder how the government can do anything when it has such close relationships with the companies that all the fingers are being pointed at. The primary antagonist in this story is the company Monsanto, the inventor of saccharin, an artificial sweetener, and many additional products. Monsanto accounts for over two-thirds of genetically engineered soy, corn, and canola crops worldwide (Robbins). Hendrik Verfaillie, Monsanto’s Senior Vice President and Chief Financial Officer, described the company’s aggressive strategy with, â€Å"The biggest mistake that anyone can make is moving slowly, because the game is going to be over before you start,† (Robbins). It is understandable that a company this big has a profoundly large impact on government rulings regarding its industry. With Monsanto’s Roundup herbicide bringing in billions of dollars, the industry convinced the Supreme Court to allow the patenting of genetically engineered seeds so that the offspring would become the property of the seed manufacturer. In Genetic Engineering, Food and Our Environment, Luke Anderson exemplifies the impact of this ruling by stressing the profound repercussions it will have on the future of living organisms; â€Å"This extraordinary decision by the U. S. Supreme Court heralded a new era. Once a shared heritage, the gene pool of plants, animals, and humans was now a commodity waiting to be bought and sold† (Anderson). What appears to be mainly a business venture is an extremely important political issue, with companies pouring millions into politics to stay afloat. This is exemplified by the following quote, from the documentary The Future of Food. Here, director D. K. Garcia focuses on the 2000 Presidential Election and the biotechnology issue: â€Å"Agricultural biotechnology will find a support occupying the White House next year, regardless of which candidate wins the election in November† (Garcia). The Future of Food reveals top ranking officials from the Supreme Court, such as Justice Clarence Thomas who previously represented Monsanto as their Lawyer for Regulatory Affairs, to Donald Rumsfeld, The Secretary of Defense, who was previously the President of Searle, a Monsanto subsidiary. Given their backgrounds, it is difficult to ignore the likelihood that their political stances would not be swayed. Even worse is Linda Fisher, who has switched roles between the EPA (Environmental Protection Agency) and Monsanto a number of times; she was Monsanto’s Executive Vice President for nearly a decade and Deputy Administrator for the EPA as well as Commissioner for George Bush’s administration (Garcia). It’s frightening that the EPA, which acknowledges and regulates pesticides emitted into the environment, is likely to be biased in regards to the approval of genetically modified organisms into the environment. Needless to say, it’s shocking to see the connections that pose how much of an apparent influence Monsanto and the other leading biotech companies have on government regulations of GMOs. Evidence of this influence is presented in Seeds of Deception, in which Micah Sifry states, â€Å"the four leaders of the biotech industry Monsanto, Dow, DuPont, and Novartis gave more than $3. 5 million in PAC, soft-money, and large individual contributions between 1995 and 2000, three-quarters of it to Republicans† (Smith). Stricter guidelines and extensive testing are not required because the companies have such strong political ties that they can influence the policy that is implemented upon them. In 1992, former U. S. Vice President, Dan Quayle, exemplifies this in his speech on behalf of the Council of Competitiveness, â€Å"We will ensure that biotech products will receive the same oversight as other products, instead of being hampered by unnecessary regulation† (Garcia). The FDA approved genetically modified foods with a high sense of hesitant reluctance. Consumers are supposed to rely on the FDA to determine if food is safe for consumption; the agency is supposed to be a protective one. This was a landmark decision for the FDA, a decision which required strong political influence for the agency to decide against its own principles. This is evidenced in The Future of Food; Dan Quayle and the Bush administration appointed Michael Taylor as Deputy Commissioner for Policy, which Andrew Kimbrell divulges in an interview, noting that Taylor was formerly Monsanto’s Senior Counsel at the King and Spaulding law firm. Taylor instituted a no-regulation policy and left it to the biotech companies to determine whether or not genetically modified food was deemed safe for human consumption (Garcia). As the examples presented indicate, the successful clearance of GM foods has been engineered by companies like Monsanto and politicians, almost as much as the foods themselves. With the FDA swept out of the way, the companies that dominated the biotech industry were free to roam as they pleased, testing at their fingertips. How can the consumers trust Monsanto to act in their best interest, especially when the company’s Director of Corporate Communication, Phil Angell, says things like â€Å"Monsanto should not have to vouchsafe the safety of biotech food. Our interest is in selling as much of it as possible. Assuring its safety is the FDA’s job,† (Robbins). Without extensive testing, which would almost certainly yield new truths about the harmful effects of GM foods, Monsanto can achieve its goal of selling as much as possible while disregarding the consequences this has on society and the environment. Testing is probably the biggest grey area of them all. The FDA has a persona of an overseer and protector, meaning that people generally believe that all food undergoes tests by the FDA to ensure their safety. Unfortunately, this couldn’t be further from the truth. Testing genetically modified foods is dependent on the words of the companies that develop them. According to Consumer Union’s Jean Halloran, â€Å"When a company comes in with data, the FDA looks at it and writes a letter saying, â€Å"Dear Monsanto, you supplied information regarding the safety of corn variety X and we are confident about what you’ve shown,† â€Å"It is your responsibility,† (CBS). The FDA is in a difficult position. It is presented with its initial objective of protecting the American people but now, with biotechnology and GM foods, it is faced with a decision of whether or not to promote the biotech industry. The FDA regulates GM foods as part of the â€Å"coordinated framework† of federal agencies that also includes the EPA and the United States Department of Agriculture (Bashshur). The problem is that this framework has been the subject of critical analysis and calls for redesign; it is outdated, with the FDA policy unchanged since 1992. It is available online and contains a searchable database that covers â€Å"genetically engineered crop plants intended for food or feed that have completed all recommended or required reviews,† (Bashshur). The policy places responsibility on the producer or manufacturer to assure the safety of the food, explicitly relying on the producer or manufacturer to do so: â€Å"Ultimately, it is the responsibility of the producer of a new food to evaluate the safety of the food and assure that the safety requirement of section 402(a)(1) of the act is met,† (Bashshur). It is also this policy that establishes that the â€Å"substantially equivalent† concept, with which the FDA judges most GM crops as â€Å"substantially equivalent† to non-GM crops. In these cases, GM crops are â€Å"designated as â€Å"Generally Recognized as Safe† under the Federal Food, Drug, and Cosmetic Act (FFDCA) and do not require pre-market approval,† (Federation of American Scientists). Although these products are described as substantially equivalent, their manufacturers stress that they are different so that they can patent them and continue to profit. In this situation, the consumer must take the producer’s angle. Their products are dramatically different; their genetic composition is very different in comparison with that of their ancestral forms. In deciding whether or not to ingest these products, the consumer must realize that if the companies that produce them stress they are dramatically different, and there is minimal testing done on them, these GM food products could be extremely dangerous. Currently, there is no regulatory scheme requiring GM foods to be tested to see if it is safe for humans to eat or not. FDA guidance to the industry issued in 1997 covered voluntary â€Å"consultation procedures,† but â€Å"still relied on the developer of the product to provide safety data,† (Bashshur). There are numerous pieces of evidence that indicate that GM food testing is completely unregulated. The FDA’s policy is outdated and weak, â€Å"substantially equivalent† cannot be justified when such a small level of testing has been done. The fact that this policy has remained unchanged for two decades is staggering; there’s probably a lot of money keeping it that way. In tackling what Ramona Bashshur describes as the FDA’s â€Å"dual mission,† rational thought is vital. Although the FDA cannot ignore the opportunity to make scientific advances with the potential to better society, it must reflect on its original role, as a protector. While scientific advances with GMOs are rapidly continuing, there hasn’t been enough testing on them to determine how dangerous they are. If testing was done and the foods proved safe, which they probably wouldn’t, there would be nothing wrong with promoting it. In the meantime, as more and more harmful aspects of GM foods come to the surface, it would be smart for the FDA to revise its policy, improve the extent of testing done on these foods, so that America can move forward in science with the assurance that it won’t hurt its citizens. This is a difficult task; there is so much political influence on the industry that it may never occur. If the policy for testing cannot be amended, there is action that can be taken that could have a similar outcome. Specialized labeling for GM foods would set them apart from normal foods and make it easier for consumers to make healthy choices. In the United States, they aren’t labeled, while in Europe, Russia, China, and other countries, they are. This is an extremely popular movement in the United States. An example is California’s Proposition 37, which would’ve required â€Å"labeling on raw or processed food offered for sale to consumers if made from plants or animals with genetic material changed in specified ways. † And it would prohibit marketing â€Å"such food, or other processed food, as ‘natural,’† (Bittman). The numbers don’t lie; people supported Proposition 37; roughly 65% for to 20% against, with 15% undecided. From a national perspective on the labeling issue, 91% of voters believe that the FDA should require that â€Å"foods which have been genetically engineered or containing genetically engineered ingredients to be labeled to indicate that,† (Bittman). With these numbers as a reference for the support that Proposition 37 had, it’s hard to believe that it was struck down. Again, this is an instance of money having the loudest voice in the room. Money flew in from both sides, but the food companies that stood to lose in the situation, like Monsanto and The Hershey Co., contributed to what was â€Å"eventually a $44 million windfall for â€Å"No on Prop 37,† while proponents were only able to raise $7. 3 million,† (Almendrala). According to MapLight, an organization that tracks campaign contributions, biotech companies amassed $46 million to defeat the measure, with Monsanto contributing $8. 1 million and Kraft Foods, PepsiCo and Coca-Cola each contributing at least $1. 7 million (Pollack). In contrast, those who backed Proposition 37 were only able to contribute $9. 2 million; money made the difference. Proposition 37 was close, garnering 47% of the vote, with campaigns like the online based â€Å"Just Label It† collecting signatures and comments on a petition to the FDA, requesting rules â€Å"similar to those in the European Union, Japan, China, India and Australia, stating what transgenic food is in the package,† (Moskin). The biggest thing about Proposition 37 is that it had national implications; it wasn’t just California that the food conglomerates were worried about. If it passed, it could’ve been the beginning of a national labeling revolution, potentially the beginning of an even greater revolution. Throughout history, organisms have developed through a recurrence of genetic mutations that have naturally selected the organisms that are most fit for survival. The rise of GMOs can be viewed through the same lens. GMOs arose from the conditions following the monoculture agricultural shift in the 1960’s Green Revolution. The key here is that they are not natural. The â€Å"mutations† that have aided the rise of GMOs are manmade, manufactured, and abnormal. GMOs are a result of the American obsession with optimization, which manifests itself in technology. After World War II and throughout the Green Revolution, America sought numerous technological advancements as it relished its role as a world power. With GMOs, America breached the gap between technology and nature in an effort to optimize food. Companies like Monsanto, with their growing number of political connections, began using their funds to pave the way for GMOs to become and remain a staple contingent of the American diet. Today, GM foods are still privately and minimally tested and they remain unlabeled in the United States. While the FDA stands by its outdated 1992 policy, claiming that GM foods are â€Å"substantially equivalent,† the producers stress that they are different in an effort to obtain patents. America cannot trust the sources it looks to for accurate information because there has been little testing but there is hope on the horizon after California nearly passed a law forcing GM foods to be labeled. As concerned parties seek an answer, they must first look towards labeling these foods, sparking a chain reaction that causes uninformed consumers to ask questions like, â€Å"Why are these foods specially labeled?† and â€Å"What makes these foods different? † Labeling could prove to be the beginning of a further revolution to enhance regulation of GM foods. This revolution, though currently nonexistent, must occur before this problem mutates even further, before not just the American people, but the entire world, reaps the consequences for playing the role of Creator. Anderson, L. (1999). Genetic engineering, food, and our environment. Vermont: Chelsea Green Publishing. Clark, E. A. & Lehman, H. (2001). Assessment of GM crops in commercial agriculture. Journal of Agricultural and Environmental Ethics, 14 (1), 3-28. Retrieved October 26, 2006, from ProQuest Research Library. Guidance for industry: Voluntary labeling indicating whether foods have or have not Been developed using bioengineering. (2001) Retrieved November 8, 2006, from http://www. cfsan. fda. gov/~dms/biolabgu. html. Garcia, D. K. (Director, Producer, Writer). (2004). The future of food. [DVD]. Mill Valley: Lily Films. Hart, K. (2002). Eating in the dark. New York: Pantheon Books. Pascalev, A. (2003). You are what you eat: genetically modified foods, integrity, and society. Journal of Agricultural and Environmental Ethics, 16 (1), 583-594. Retrieved October 29, 2006, from ProQuest Research Library. Pringle, P. (2003). Food inc. New York: Simon & Schuster. Robbins, J. (2001). The food revolution: How your diet can help save your life and the world. Berkeley: Conari Press. Smith. J. (2003). Seeds of deception. Vermont: Chelsea Green Publishing. Ticciati, L. & Ticciati, R. (1998). Genetically engineered foods. Are they safe? You decide. New Canaan: Keats Publishing. http://documentarylovers. com/genetic-roulette-gamble-our-lives/ http://www. youtube. com/watch? v=Njd0RugGjAg&feature=related http://www. nytimes.com/2012/12/22/business/gene-altered-fish-moves-closer-to-federal-approval. html? pagewanted=all&_r=0 http://www. nytimes. com/2012/02/08/dining/a-suit-airs-debate-on-organic-vs-modified-crops. html http://opinionator. blogs. nytimes. com/2012/09/15/g-m-o-s-lets-label-em/? _r=0 http://www. nytimes. com/2010/09/21/business/energy-environment/21salmon. html http://www. nytimes. com/2010/09/04/health/policy/04salmon. html http://www. nytimes. com/2012/11/08/business/california-bid-to-label-genetically-modified-crops. Html http://www. nongmoproject. org/learn-more/ http://www. nytimes.com/2012/09/20/business/energy-environment/disputed-study-links-modified-corn-to-greater-health-risks. html? _r=0 http://enhs. umn. edu/current/5103/gm/harmful. html http://www. cbsnews. com/2300-204_162-10004920-2. html http://www. americanbar. org/content/newsletter/publications/aba_health_esource_home/aba_health_law_esource_1302_bashshur. Html http://www. huffingtonpost. com/2012/11/07/prop-37-defeated-californ_n_2088402. html http://www. fas. org/biosecurity/education/dualuse-agriculture/2. -agricultural-biotechnology/us-regulation-of-genetically-engineered-crops. html http://www. youtube. com/watch? v=Njd0RugGjAg&feature=related.

Commerce Case Study Report

The following report looks at the increase of Sexual Harassment claims within Corporate Australia that have been lodged with the Australian Human Rights Commission over the last decade. David Jones Pty Ltd and Pricewaterhouse Cooper are two prevalent cases which have attracted negative media with regard to Sexual Harassment, and this report utilises both Risk Management and Egoism Theories to scrutinise various impacts, responsibilities and recommendations for Individuals, Organisations and Society. Organisational and Societal culture is identified as the primary contributing factor of workplace Sexual Harassment, and it is identified within the report that further Legislation and workplace risk management approaches need to be enacted if the increase is to be addressed. Methods of workplace mechanisms to curtail the increase have been listed as induction, training, and facilitation of workplace change. Prompt and decisive action is also necessary to address issues when raised. Societal culture also is identified as requiring change through Legislation, and the requirement for male persons of political, social and organisational power to lead the cultural change management process. It is this reports’ recommendation that further review of Legislation and workplace practices be urgently undertaken with a view to reduce the steadily rising number of reported workplace Sexual Harassment claims within Corporate Australia. Figure [ 1 ]: Australian Human Rights Commission Statistics Over the past decade there has been a continual increase in the prevalence of sexual harassment in the workplace. The Australian Human Rights Commission (2010) statistics (Figure 1) demonstrate a steady increase in reported cases of sexual harassment from 2000 to 2009. In 2007 a former executive of Pricewaterhouse Coopers filed legal suit against her previous employer alleging she was sexually harassed by an executive, Mr Edwards. She sought $11 million compensation for damages, loss of earnings and other compensation (Australian Associated Press, 2008). When Ms Rich raised the issue of her sexual harassment with senior management, senior executives responded by placing her on access restrictions, banning her from the office, allocating clients to other partners, and reducing her salary (Clifton, 2007). A settlement between $5 and $6 million was reached on 20 March 2008. Pricewaterhouse Coopers continue to deny the claims, however, each party has accepted that the opposing party had their own perspectives, but would not accept the other as completely accurate (Moran, 2008). More recent evidence of Sexual Harassment in Corporate Australia attracting negative media attention is the case of Kristy Fraser-Kirk vs. David Jones Pty Ltd initiated earlier this year claiming compensation of $37 million for alleged incidences of sexual harassment by former CEO Mark McInnes. The key difference between the two cases highlighted within this report is, in response to Fraser-Kirks’ allegations and intense media scrutiny, McInnes resigned. He claims his resignation was for the benefit of the company and his family. Harrison (2005) argues that many will view this approach to ethical decision making as the antithesis of â€Å"ethical†. This legal case is still before the courts. Notably, in both highlighted cases above, organisational culture is demonstrated to largely consist of sexual harassment and discrimination. Alarmingly, statistics and media attention have highlighted these allegations are not isolated. Corporate Australia requires immediate attention to stem the steady increase of sexual harassment. Alexander and Lewer (1998) state there is â€Å"significant interaction between industrial relations practices and the economy† demonstrating linkages between individuals, organisations and society that must be addressed. Impact on Individuals, Organisations and Society Individuals – the key impact is often emotional. A victim or sexual harassment may lose the ability to attain premium quality of life, when compared to Maslow’s Hierarchy of Needs as described by Turner (1995): * Physiological – increased stress levels, mental health, decreased sense of self worth, as well as creating many other health issues. Safety – Career focus can be destroyed, income reduced through absenteeism or loss of employment, affecting the level of security one may have. * Belonging – feelings of violation and isolation and decreased sense of value. This view is noted by Weisberg (1996, pg 725) quoting Lin Farley â€Å"the abuse also impacts destructively [by] disrupting female job attachment, promoting female unemployment and inhibiting female solidarity. † * Esteem – as a result of a lack of belonging and lack of reliable income, the self worth and the value placed by colleagues and employer is decreased. Lengthy legal battles impact on an individual’s financial stability whilst media scrutiny impacts on individual esteem and adds pressure on family and other relationships. * Self Actualization – states that to achieve self-actualization, all other needs must be met first. Therefore, by limiting the ability to meet all other needs of the Hierarchy, sexual harassment limits one’s ability to become self actualized. Sexual harassment impacts both the victim and the perpetrator. The credibility and seniority of many of the perpetrators can be decreased. The accusations can lead to loss of integrity in the workplace and subsequent decreases to job opportunities and future earning capability. Organisations – costs to organisations can be both internal and external. Some primary issues are listed below. * Loss of revenue. Due to media and public scrutiny and disapproval of conduct, sales may decrease. * Increases in operating expenditures. There is a range of causal factors for increases in operating expenses. Staff absenteeism and lack of productivity of staff due to ongoing internal and media investigations into the allegations. Increased expenses for insurances. Public relations campaigns to negate media damage to company branding and sales. Increases in recruitment costs due to staff movements to more favourable work cultures and other organisations. * Impacts to other organisations such as Insurance Industry, Government and their resultant use of resources such as Hospitals, Police Services, Court systems, and Mediation services. * Corporate Australia as a whole is impacted with each allegation, as financial measures are taken to minimise the risks of occurrence within their own businesses. Financial costs such as Insurance levies rise, as do taxes to support the Government in its efforts to minimise occurrences, assist the victims, and finalise the claims through Court systems. Status or power differentials occur due to employee composition and sex ratios. * Expense is incurred as internal review committees are formed to critically analyse company Harassment, Anti-Discrimination, Risk Management and Critical Incident Policies and review and implement all recommended measures. Society – Impacts upon society are the changes to societal culture, awareness and drainage of public resources. Medical resources are accessed due to the impact on individuals, as are legal systems due to litigation instigated by the victims. Media outlets and organisational public relations campaigns attempt to influence societal responses and opinions. At the present stage of sexual harassment in Australia, there is a Spotlight focused on Australian Corporate culture making society consider their own workplace experiences and explore their rights. This exploration inevitably leads to questioning of our legal system and its support for worker’s rights and anti-discrimination legislation which currently underpins society. The Occupational Health and Safety Act 2000 states, in Section 8, that â€Å"an employer must ensure the health, safety and welfare at work of all the employees of the employer†. Society then becomes disconnected and disbelieving of the Government’s ability to uphold societal law and value systems. Where many Corporate Australian businesses have global operations, society suffers further through both reduced global economic trade and a stigma of cultural discrimination. Whilst our pursuit of equality in all forms is held tenaciously in the balance buy which side the Media will back, in many cases – forcing public viewpoints from the rational to the superficial. Societal views of the inherent subordinate role of women within the workforce, and the disproportionate power and dominance of a male role is perpetuated and enforced. Risk Management Theoretical Perspective Risk is an unavoidable element of life. It is a perceived or real possibility that an unfavourable outcome (such as loss or harm) could result from taking a particular action (Rescher, 1983). There are three stages in determining a risk, and it’s worth (Rescher, 1983): * Choice of action – what action is to be undertaken. * Negativity of outcome – what risk is inherent to the action. What other options are available to pursue. * Chance of realisation – the probability of risk actually occurring. Risk can be managed in a variety of ways, depending on the risk at hand, and the expense which is willing to be incurred. When a company implements a risk management process, they follow three basic rules – â€Å"The Cardinal Rules of Risk Taking†: (Rescher, 1983) * Maximise expected values (see graphs) Avoid catastrophes * Dismiss extremely unrealistic possibilities When applied within the context of Sexual Harassment in the Workplace the two organisational viewpoints for the management of risk will be: * Take out Insurance * Create a Sexual Harassment Policy Insurance will not prevent the possibility of the occurance of sexual harassment, it will only cushion economic implications (Rescher, 1983). This is designed to enable the organisation to continue operating in the event of an allegation occuring. The creation of an Organisational Sexual Harassment Policy however, will have a far greater impact on prevention of such behaviour if enforced and promulgated throughout the company. It should also provide guidance is resolution of issues and denote penalties or risks to perpetrators as well as support mechanisms for victims. Absence of a policy could be used as evidence that an employee has authority to engage in misconduct, and make the employer liable (Pearson, 1997). When defining a sexual harassment policy, Warfel and Query (2004) state that the organisation must: * Define their meaning of sexual harassment Provide examples of what they consider sexual harassment * An explicit statement that sexual harassment will not be tolerated. * Explanation on how claims will be dealt with * A statement that retaliatory action will not be tolerated * A statement that corrective action will be taken After creating a Sexual Harassment policy it is vital that the policy be communicated, understood and upheld at all levels of the organisation on a regular basis through training, induction and displayed within organisational culture (Pearson, 1997). If claims are made, it is crucial they are investigated and appropriate action taken under the policy. All members of an organisation should be compliant under the policy. Egoism Theoretical Perspective Gibson (2007) comments that â€Å"an egoist would say that one should put one’s own interests and concerns above those of others, regardless of external ethical standards†. This statement is critical if we are to understand Egoism. The concept that we all operate within a sense of self interested morality explains at some levels the complex nature of perpetrators of sexual harassment. It provides a level of understanding along the lines of â€Å"only the strong survive† which is highlighted by Catherine Mackinnon in Weisburg (2010, p726) where â€Å"every incidence of sexual harassment reproduces the inequitable social structure of male supremacy and female subordination which [anti-discrimination legislation] seeks to eliminate. † This level of thinking is the crux of the societal damage caused by the increasing trend towards incidences of sexual harassment within Corporate Australia, where it is perceived only the strong and ruthless survives. The David Jones Pty Ltd’s recent case can be compared with Machiavelli’s (1515) observation that â€Å"a bold leader should acquire and use power to his personal advantage by whatever means possible†. Applying Egoism Theory to the perpetrators of sexual harassment, it can be found that the basic human temptation to take what is wanted or is a perceived â€Å"right†, overrides any awareness or application of Risk Management Theory. It appears that their status or power will effectively protect them, or that the victim inherently will wish to increase their status by accepting these advances. This is ratified by Shaw et al (2009, pg 59) regarding Firestone Tyres where it is stated by a company spokesperson â€Å"†¦. policy was to ask for corrections only when it was beneficial to the company to do so†. The action of Pricewaterhouse Cooper, and David Jones, is reflective of Egoism theory as stated by the Firestone Tyres spokesperson. When incidences of harassment occurred, they appear to have negated their own internal policies and risk management mechanisms, and responded in an Egoist manner. Responsibilities of Individuals, Organisations and Society Victims have a responsibility to report and demand action against illegal activity. This in turn empowers others to feel supported and understood which is demonstrated by the other women who most likely wouldn’t have spoken out about their experience had Fraser-Kirk not done so herself. It also enables change within the workplace, legal systems and ultimately society at large. It is understood that most sexual harassment cases go unreported with the victim instead simply leaving the workplace. This creates an opportunity for perpetrators, as silence is regarded as complicity and acceptance of the behavior. Victims also have a responsibility to act appropriately within their employment contracts and honestly report all incidences of workplace sexual harassment. Individuals must adhere to company policy as well as acknowledge and respect colleague’s rights with regard to relevant workplace policies and legislation. This action will contribute to a positive work culture. Perpetrators are often in a position of power and have an inherent responsibility to lead by example. In the case of Mr McInnes and Mr Edwards, neither man behaved in this manner, thus perpetuating a workplace culture of acceptance, and a perception of â€Å"do as I say, not as I do†. Organisations have a legal responsibility to act in the best interest of all staff and executives, however organizations have a duty of care to ensure that relevant workplace legislation pertaining to the welfare of employees is effectively communicated and enshrined within workplace practices. The best way to do this is to lead by example and ensure that breaches are swiftly and efficiently dealt with. Society itself has many responsibilities to uphold regarding sexual harassment. Society has the power to support ethical and responsible acts to uphold integrity within Corporate Australia. They have the power to influence organizations, legislation and Government to adopt risk management practices rather than egoism in order to maintain a positive brand image. Society can influence good corporate citizenship by enforcing individual, and organisational, accountabilities and responsibilities. Recommendation to Individuals, Organisations and Society It is strongly recommended that individuals continue to pursue their individual and workplace rights in order to work towards actual realisation as according to Maslow. Reporting, and supporting those who do, is an integral component of a workplace free from harassment. They additionally have a responsibility contribute to a workplace free from discrimination by participating in, and adhering to, workplace training programs and policies. Within organisations, it is recommended that the sexual harassment policy be maintained as separate to any anti-discrimination policies with a built in grievance procedure and validation process. Any complaints should be dealt with swiftly and supportively with real consequences for perpetrators, such as probation, demotion or termination. These processes should be communicated to staff on induction to the organisation and throughout their careers by mandatory training and awareness programs, with employees and executives having to sign on receipt of training and policy documents. It is imperative that risk management practices be applied in favour of egoistic approaches if the organisational culture is to support a change within the organisational culture. Organisational change can only be accomplished if it is championed from those with the ultimate power. It is the responsibility of the executive board to drive this change for the benefit of all, the reduction or elimination of sexual harassment practices will ultimately decrease absenteeism and staff turnover due to harassment, and increase morale and productivity. Society too, has a responsibility to ensure equality in every aspect of their lives by teaching our children that gender does not determine worth. We further have a responsibility to petition for change in legislation, and hold Corporate Australia responsible for its actions. As consumers we hold great power and this can be used to influence and support company responsibilities. Conclusion It is this reports finding that an egoist societal and organisational culture is directly linked with the increase in sexual harassment cases lodged with the Australian Human Rights Commission. It further finds that adoption of a risk management perspective for the protection of individual, organisational and societal well being is necessary to ensure fundamental rights, responsibilities and legislation is upheld. Whilst it is understood that organisational culture needs to be specifically targeted to reduce incidences of sexual harassment in the workplace, the significance of a male driven response to the prevalence of sexual harassment within Corporate Australia cannot be overlooked. This is highlighted by Elizabeth Broderick, Sex Discrimination Commissioner where she states â€Å"we should recognise the importance of men’s role in promoting gender equality in workplaces. I firmly believe that we will only see significant gains when men start working with men to solve this problem. After all it is men who dominate nearly every institution in this country, particularly in our workplaces. If there is to be change, male CEOs and business leaders must champion it. We need men taking up the advocacy mantle and leading by example. †