Do you believe, as Socrates did, that we are obligated to obey laws .docx

•Download as DOCX, PDF•

0 likes•2 views

This document discusses whether one should obey laws perceived as unjust like Socrates who accepted his death penalty, or rebel against them like the 13 Colonies did by revolting against Britain. It asks the reader to explain if they would choose to obey unjust laws and accept their fate, or rebel against them in a similar situation.

Education

Do you believe, as Socrates did, that we are obligated to obey
laws even if those laws are perceived as unjust, and therefore,
we must accept our fate? Or do we have the right to rebel
against unjust laws as the 13 Colonies did in America? If you
were faced with that situation, which choice would you make,
Socrates (who chose death) or the 13 Colonies (who chose to
rebel)? Explain your position.
200-250 words

More from harold7fisher61282

Why are apologies an important part of establishing and maintainin.docx

harold7fisher61282

Why are DoS ( Denial os serivce) or DDoS attacks so dangerous.docx

harold7fisher61282

Why are carbohydrates considered our most valuable energy source? And, list all of the various classifications and forms of carbohydrates found in your textbook and a food source for each individual carb. What role does each carb mentioned play in nutrition? Be detailed and specific. Mine your textbook carefully and be thorough. Do not do the above work in paragraph form. Create a form or use an excel spreadsheet. .

Why are carbohydrates considered our most valuable energy source A.docx

harold7fisher61282

� Why Are Comics Still in Search of Cultural Legitimization? Thierry GroensTeen Although comics have been in existence for over a century and a half, they suffer from a considerable lack of legitimacy. To those who know and love it, the art that has given us Rodolphe Töpffer and Wilhelm Busch, Hergé and Tardi, Winsor McCay and George Herriman, Barks and Gottfredson, Franquin and Moebius, Segar and Spiegelman, Gotlib and Bretécher, Crumb and Mattotti, Hugo Pratt and Alberto Breccia, not to mention The Spirit, Peanuts or Asterix . . . in short, comic art, has nothing left to prove. If its validity as an art form appears self-evident, it is curious that the legitimizing authorities (universities, museums, the media) still regularly charge it with being infantile, vulgar, or insignificant. This as if the whole of the genre were to be lowered to the level of its most mediocre products—and its most remarkable incarnations ignored. Comic art suffers from an extraordinarily narrow image, given the richness and diversity of its manifestations. Furthermore, its globally bad reputation jeopardizes the acknowledgment of its most talented creators. Comic art’s continuing inability to reap the symbolic benefits of its most accomplished achievements is particularly striking and merits elucidation. This is the subject I would like to reflect upon today. Some of the points I will make concern the specific history and situation of French comics and cannot be applied to other national situations without some adaptation. I will start by evoking some of the paradoxes of the history of the 9th art. Modern (printed) comics appeared in the 1830s—in the form of Rodolphe Töpffer’s pioneering work1—which makes them more or less contemporary with the invention of photography. And yet, it was not until the 1960s that the French language found a permanent name for this mode of expression—that was, by then, over a hundred years old. During this long period, comics were known, not as bandes dessinées (literally strips that have been drawn) but, successively or indiscriminately, as histoires en estampes, which is Töpffer’s own term (stories told in prints), histoires en images (picture stories), récits illustrés (illustrated tales), films dessinés (films made of drawings) and of course, comics. Translated by Shirley Smolderen. Reprinted by permission from Anne Magnussen and Hans-Christian Christiansen, eds., Comics and Culture: Analytical and Theoretical Approaches to Comics (Museum Tusculanum Press, 2000), 29–41. Co py ri gh t @ 20 09 . Un iv er si ty P re ss o f Mi ss is si pp i. Al l ri gh ts r es er ve d. M ay n ot b e re pr od uc ed i n an y fo rm w it ho ut p er mi ss io n fr om t he p ub li sh er , ex ce pt f ai r us es p er mi tt ed u nd er U .S . or a pp li ca bl e co py ri gh t la w. EBSCO : eBook Collection (EBSCOhost) - printed on 10/6/2019 8:47 PM via MICHIGAN STATE UNIV AN: 458766 ; Heer, Jeet, .

Why Are Comics Still in Search of Cultural Legitimizat.docx

harold7fisher61282

Whose voices are amplified? Whose voices are suppressed? What is being shared (articles, links, conversations...)? How does an 'open' platform like Twitter help learners and educators? [Twitter is open in that it is free to access on the web. It is most emphatically not open in how it does business.] How can Twitter harm learners and educators? How can Twitter be used to increase access to education? In what ways does Twitter support OER-Enabled Pedagogy? .

Whose voices are amplifiedWhose voices are suppressedWhat .docx

harold7fisher61282

Who's the boss? In a holacracy, there isn't one. It isn't as flaky as it sounds--even larger companies like Zappos are kissing hierarchy goodbye The first thing the advocates of holacracy would like to clear up is that, even though it's a management philosophy about getting rid of managers, this doesn't mean pushing a company into anarchy, or even hippy-dippy Montessori indulgence. Quite the opposite: They suggest holacracy is about companies growing up. Take Phil Caravaggio, the founder of Precision Nutrition, a 60-person Toronto firm specializing in tailored life coaching. As his firm grew past the point where it could be run informally on the strength of personal relationships, he went looking for a way to structure the company without setting up yet another deadening corporate hierarchy. His search led him to holacracy, a governance method that emerged from a software firm in Pennsylvania, of all places, over the last decade. Since then, holacracy has racked up a number of big-name adherents, most notably Zappos, the 1,500-employee, Amazon-owned online footwear store, and the chatter has been growing. "It's a system for giving everyone real clear autonomy without everything devolving into chaos," explains Caravaggio, speaking over sparkling water in a corner of the Soho club in downtown Toronto. Caravaggio might be said to head up the firm, though this is where things get fuzzy, because in addition to rejecting hierarchy, holacracy also eschews job titles. When pressed, he says he's technically the "lead link of the general company circle"; one senses that he's had a lot of practice explaining this to people. In a holacracy, the organization is grouped into a series of concentric, autonomous circles--say, a finance circle, a marketing circle that might contain a web-design circle, all within a big circle that represents the company itself. Every circle has a leader, who does many of the things a traditional boss does, like deciding on priorities and assigning who does what on the team. But no circle's leader is allowed to butt in on the decision-making process of any other circle--even the smaller ones. The way these circles speak to each other is one of holacracy's hallmarks. In a traditional organization, the team managers typically represent their teams in meetings. But this puts managers in a bind: On one hand, they have to champion their team's interests to the company; on the other, they have to be the ones to impose their superior's decisions on their team--two roles that can be completely at odds. In a holacracy, each circle elects a representative who's not the leader to sit in other circles, report on their team's progress, and express its concerns to the broader company. In fact, everything about the way a holacracy works is determined by a set of written rules. It's all laid out in a detailed, but surprisingly concise, 30-page constitution: who is allowed to do what, how meetings are run, how decisions get made, and how to mak.

Whos the bossIn a holacracy, there isnt one. It isnt as flak.docx

harold7fisher61282

Whooping Cough is a disease that doctors may no longer recognize because it has become so rare. Alarms went off in California in the autumn of 2011 when nine infants died from the disease. There have been outbreaks of other preventable diseases such as a 2013 mumps outbreak in Monmouth County New Jersey, and a 2015 measles outbreak at Disneyland in California. In 200 to 400 words, please discuss a recent outbreak. Include at last two scholarly references (using APA formatting and style) to guide your discussion. .

Whooping Cough is a disease that doctors may no longer recognize bec.docx

harold7fisher61282

WHO’S WITH ME? FALSE CONSENSUS, BROKERAGE, AND ETHICAL DECISION MAKING IN ORGANIZATIONS FRANCIS J. FLYNN Stanford University SCOTT S. WILTERMUTH University of Southern California We propose that organization members overestimate the degree to which others share their views on ethical matters. Further, we argue that being a broker in an advice network exacerbates this false consensus bias. That is, a high level of “betweenness centrality” increases an individual’s estimates of agreement with others on ethical issues beyond what is warranted by any actual increase in agreement. We tested these ideas in three separate samples: graduate business students, executive students, and employees. Individuals with higher betweenness centrality overestimated the level of agreement between their ethical judgments and their colleagues’. For members of organizations, ethical standards can help guide individual decision making by clar- ifying what the majority of others believe is appro- priate. But given that ethical standards often are tacitly held, rather than explicitly agreed upon (Haidt, 2001; Turiel, 2002), individuals may strug- gle to recognize the normative view—what most others believe is the “right” course of action. Peo- ple’s tendencies to project their own opinions can alter their judgments about what others think is ethical, perhaps giving them a sense of being in the majority even when they are not. The ramifications of this false consensus effect may be problematic: if members of organizations erroneously assume that their actions are in line with prevailing ethical principles, they may subsequently learn of their misjudgment when it is too late to avert the consequences. In the present research, we examine whether bro- kers in a social network show evidence of false consensus in ethical decision making. Because bro- kers span structural holes (missing relationships that inhibit information flow between people [see Burt, 1992]), one might assume that these individuals possess greater insight into others’ attitudes and behaviors. But can acting as a broker (i.e., having “betweenness”) inform a focal individual about his or her peers’ ethical views? In interactions with colleagues, people generally refrain from initiating moral dialogue; rather, they prefer to discuss less sensitive attitudes and opinions (Sabini & Silver, 1982). We argue that this tendency to avoid moral discourse and instead discuss superficial connections worsens the false consensus bias in ethical decision making, providing an illusion of consensus where none exists. The notion that having an advantageous position in a social network might exacerbate, rather than mitigate, false consensus bias in ethical decision making represents a novel insight for those interested in the link between social networks and individual judgment. Prior work on identifying the determinants of false consensus has focused pri- marily on motivational drivers, such as ego protec.

WHO’S WITH ME FALSE CONSENSUS, BROKERAGE, ANDETHICAL DECISI.docx

harold7fisher61282

Who Says Elephants Can’t Dance? Leading a Great Enterprise Through Dramatic Change Louis V. Gerstner, Jr. This book is dedicated to the thousands of IBMers who never gave up on their company, their colleagues, and themselves. They are the real heroes of the reinvention of IBM. Contents viiForeword 1Introduction 7PART I-GRABBING HOLD 9 1 The Courtship 18 2 The Announcement 29 3 Drinking from a Fire Hose 41 4 Out to the Field 49 5 Operation Bear Hug 56 6 Stop the Bleeding (and Hold the Vision) 73 7 Creating the Leadership Team 83 8 Creating a Global Enterprise 88 9 Reviving the Brand 9310 Resetting the Corporate Compensation Philosophy 10311 Back on the Beach 111PART II-STRATEGY 11312 A Brief History of IBM 12113 Making the Big Bets 12814 Services—the Key to Integration 13615 Building the World’s Already Biggest Software Business 14616 Opening the Company Store 15317 Unstacking the Stack and Focusing the Portfolio 16518 The Emergence of e-business 17619 Reflections on Strategy 179PART III-CULTURE 18120 On Corporate Culture 18921 An Inside-Out World 20022 Leading by Principles 217PART IV-LESSONS LEARNED 21923 Focus—You Have to Know (and Love) Your Business 22924 Execution—Strategy Goes Only So Far 23525 Leadership Is Personal 24226 Elephants Can Dance 25327 IBM—a Farewell 259APPENDICES 261Appendix A—The Future of e-business 277Appendix B—Financial Overview 287Index ABOUT THE AUTHOR CREDITS COVER COPYRIGHT ABOUT THE PUBLISHER Foreword I have never said to myself, “Gee, I think I want to write abook.” I am not a book writer. Until now I haven’t had the time or the inclination to lean back and reflect on my thirty-five years in business. I haven’t had the patience it takes to sit down for a long time and create a book. Throughout my business life I have been wary of telling others how to manage their enterprises based on my personal experiences. And, frankly, I wasn’t sure if anyone would be interested in reading my thoughts. I read a lot of books, but not many about business. After a twelve-hour day at the office, who would want to go home and read about someone else’s career at the office? I have always believed you cannot run a successful enterprise from behind a desk. That’s why, during my nine years as Chief Ex- ecutive Officer of International Business Machines Corporation, I have flown more than I million miles and met with untold thousands of IBM customers, business partners, and employees. Over the past two years, after people began speculating that my retirement might be just around the corner, I thought I’d get a lot of big-picture questions that outgoing CEOs get about the economy, the world, and the future. Instead, I have been surprised by how many times—at big meetings and small ones, and even at private sessions with CEOs and heads of state—I was asked: “How did you save IBM?” “What was it like when you got there?” “What were the problems?” “What specific things.

Who Says ElephantsCan’t DanceLeading a GreatE.docx

harold7fisher61282

Who were Buffon and Fourier and what contributions did they make to .docx

harold7fisher61282

Who was Immanuel Kant What is deontology and what is the main thoug.docx

harold7fisher61282

Whom to Promote? One of the problems, Lael Matthews has had to deal with to climb the corporate ladder is the glass ceiling issue for minorities and women. In her current position, she must decide which of three managers to promote. Her superior has informed her that making the wrong decision would not be good, either internally or externally. These are the candidates: Liz (African American, divorced, one child) graduated in the middle of her college class (Northwest State). She has been with the company for five years and in the industry for eight years, with average performance ratings but a high energy level. She has had some difficulties managing her staff. Her child has had medical problems and so higher pay would be helpful. If promoted, Liz would be the first African American female manager at this level. Lael has only known Liz for a short time, but they seem to have hit it off. In fact, Lael once babysat Liz’s daughter, Janeen, in an emergency. One downside to promoting Lael is the impression that Lael would be playing favorites. Roy (white, 57, married, three children) graduated from a private university in the top half of his class. Roy has been with the company for twenty years and in the industry for thirty. He has always been a steady performer with mostly average ratings. Roy has been passed over for promotion previously because he refused to relocate but that is no longer a problem (his children are grown). Roy’s energy level is average to low, however he has produced many of the company’s top sales performers in the past. This promotion would be his last before retirement and many in the company feel that he has earned it. In fact, one senior manager stopped Lael in the hall and said, “You know, Lael, Roy has been with us for a long time. He has done many good things for the company, sacrificing not only himself but also his family. I really hope you can see your way to promoting him. It would be a favor to me that I wouldn’t forget.” Quang Yeh (female, Asian, 28, single) graduated from State University in the top 3% of her class and has been with the company for four years. She is known for putting in 60-hour work weeks and for her meticulous management style which has generated some criticism from her sales staff. The last area she managed showed record sales increases despite the loss of several older accounts that for some reason did not like dealing with Quang. One fact about Quang is that at her previous place of work, she sued that company for discrimination and won. A comment that Lael had heard from that company was that Quang was intense and that nothing would stop her from reaching her goals. As Lael was going through her notes, another upper management individual came to her office and said, “You know, Lael, Quang is engaged to my son. I’ve looked over her personnel files and she looks very good. She looks like a rising star, which would indicate that she should be promoted as quickly as possible. I realize th.

Whom to PromoteOne of the problems, Lael Matthews has had t.docx

harold7fisher61282

Wholistic applications of counselling with the aging in dialogue wit.docx

harold7fisher61282

Who we are today is in large part defined by our cultures, societal connections, customs, and morals we learned as children. In our life journey we continually redefine our identities as we encounter more experiences and more people. For this discussion post, discuss the concept of “culture.” Include the following: How would you define “culture”? Discuss all the various ways you can consider culture (personal, geographic, organizational, etc.). With which cultures do you most identify? What are the internal and external characteristics of your culture(s)? What cultural norms did you learn as a child? What stereotypes are connected to those cultures? .

Who we are today is in large part defined by our cultures, socie.docx

harold7fisher61282

Who represents you in Congress? No, who really represents you in Congress? Who does your member of Congress answer to beyond soliciting your vote every two years (if they are even opposed at all), and every six years for the Senate? For this discussion, let's examine this. Please find your representative here (or if you're outside the U.S., choose a member of Washington's Congressional delegation, here) and identify one of the Political Action Committee's or individual donor's that has contributed to their campaign in the last campaign cycle that they stood as a candidate in. Take a look at their voting record and provide your opinion on whether or not that donor or a Political Action Committee influenced the way they've voted. .

Who represents you in Congress No, who reallyrepresents you in .docx

harold7fisher61282

Who ready for Cell Reproduction? Please Provide a tturnitin report Describe the stages of each type of cell reproduction process from a normal patient whose body cells can repair themselves and normal cell division during the reproductive development of the unborn baby. Provides a clear, logical discussion describing each stage of cell reproduction related to the two types of cell division. Explain three disadvantages and advantages of each type of cell division. Provides a clear, logical discussion of: three disadvantages and advantages of each type of cell division. Discuss how the patient experiencing abnormal body cell repair related to the cut and the child's reproduction development malfunctions alter haploid and diploid cell development. Provides a clear, logical explanation of the patient's inability to repair cells from the cut and describes possible malfunctions in the reproduction development of the unborn baby. APA Format - Margins, Font, Spacing, Headings and Cover Page The margins, font, spacing, headings, and cover page are all formatted properly. APA Format - Citations and References All sources used for quotes and facts are credible and cited, and the references and in-text citations are all properly formatted. Each reference has an in-text citation and in-text citation has a reference. .

Who ready for Cell ReproductionPlease Provide a tturnitin repor.docx

harold7fisher61282

Who ready for elephants is a Bio paper about elephants Please use a turnitin report Background Information. (Describe the main biome that elephants are located, describe an ecosystem and describe 4 other types of biomes) Provide a clear and logical description of the main biome elephants are found, an ecosystem and four other types of biomes. Name and discuss how elephants are threatened in Africa. (Research) Provide a clear and logical description of how elephants are threatened. Discuss how biodiversity can affect the increase or decrease of the elephant population. Provide a clear and logical description how biodiversity can affect the increase or decrease of the elephant population Differentiate between the types of population growth models that can increase or decrease the elephant population . Provide a clear and logical description of the types of population growth models that can increase or decrease the elephant population APA Format - Margins, Font, Spacing, Headings and Cover Page All sources used for quotes and facts are credible and cited, and the references and in-text citations are all properly formatted. Each reference has an in-text citation and in-text citation has a reference. .

Who ready for elephants is a Bio paper about elephants Please us.docx

harold7fisher61282

Who Makes Public Policy? In Chapter 1 of the Simon Public Policy text, we see that in a governing entity (whether a government, for-profit, or non-profit organization), values are fundamental to the understanding public policy. Since Simon mainly focuses on the U.S. federal or state government as the principal actor in the making of public policy, we should note that the governing bodies of for-profit and non-profit organizations are influenced by the same ideas and practices. In other words, governance by any organization may serve to implement public policy. But, in these different governing bodies, who are the actors actually making public policy? Can we say it is people in a community, officials in program agencies, or governing officials? Can we envision a role for human services professionals? Drawing on Internet sources, identify one example of social change initiative promoting progress and one example of degeneration that can occur. Note in your discussion who the principal actors are in developing public policy in response to either progressive social change or degenerative social change. .

Who Makes Public PolicyIn Chapter 1 of the Simon Public P.docx

harold7fisher61282

Who is responsible for the public goodWhat criteria should.docx

harold7fisher61282

Who is the intended audience? What does Corwin think of the United States appropriating Mexican land? What is the "topic" connected to Mexican land? What is the view of the non-slaveholding states? What is the view of the southern slaveholding states? According to Corwin, what would the end result be if the United States acquires Mexican territory? According to Corwin, how did the war between the United States and Mexico commence? .

Who is the intendedaudienceWhat does Corwin think.docx

harold7fisher61282

More from harold7fisher61282 (20)