Inclusive Instructional Strategies & Accommodations Essay Example for Free

Inclusive Instructional Strategies Accommodations Essay Diana Pastora Carson is a special education teacher and founder of Ability Awareness in Action organization. She always had an interest in changing the lives of disabled people from pitiful life and exclusion to inclusion and life full of dignity and hope. The concern in Diana’s nature came from presence of a brother who was preserved from others as a disabled and dependent human being. Diana’s Brother, Joaquin, was diagnosed with Autism at an early age. While he was in school, he had been placed in an exclusive classroom for students with significant mental retardation. He was twice placed in a state institute due to misunderstanding of his character and his attempts to communicate with his services. Currently, Joaquin resides in a state institute, where he is ill, emotionally and physically, from being locked up in a building away from his friends and family. He expressed his feelings about living in such environment to his sister in a painful way as he once said: â€Å"Diana, people are so boring here†. His family has been trying to get him out of there as soon as possible. They have also taken his case to the court and are waiting for the final decision to be made. They want to get Joaquin out of there and bring him in a home of his own with people who love him instead of staying in that institute any longer. The training, titled ‘Inclusive Instructional Strategies and Accommodations’, is about including all children, whether they have a disability or not, in general education classrooms specifically, and in the community, generally. Everybody deserves to belong to and live in their communities. A teacher has an enormous role in making all students belong to that classroom through her knowledge about each and every student of his/hers, and through recognizing uniqueness in each one of them. This should make the teacher create a supportive environment that meets each student’s needs, and an atmosphere that promotes acceptance of differences and diversity, learning, hope, and collaboration. Moreover, the teacher is responsible for building a curriculum that meets each student’s level and accommodates tests and homework. A great teacher would avoid labels that discriminate individuals with disabilities to avoid lower expectations. Those labels may help professionals recognize what disabilities the students have, in order to provide them with services that meet their needs. However, people within the same label or disabilities may vary; therefore, we cannot always judge someone based on the labels. Moreover, it is very unprofessional to address someone by his/her disabilities as no one likes to be looked at for something that they did not choose for his/her self and it may affect his/her self-confidence. Students’ dignity must be preserved by the teacher and whoever is around, for instance, peers, and family. Professionals working with disabled people should advocate the community about appreciation of diversity and encourage students to speak out their thoughts, make choices, and blend in the society. Most importantly, the teachers should listen to students attentively; look at their body language, written expressions, and vocalization for effective communication. During the training, many strategies and activities to develop a classroom community were shared by Diana, such as setting roles for the classroom, encouraging reading books that promote diversity and discussions, and different cooperative games. Diana also explained how a customized lesson should be designed as a teacher must know her/his students in order to alter lessons based on each student’s needs. Teachers should also know how to model, guide, and measure students’ independent achievements through knowledge of students’ strengths and limitations. Diana enlightened the importance of giving students’ time to process new information, retrieve old information, and speak out their answers. It is very important to break the lesson into smaller parts along with asking questions in between to check students’ comprehension and to encourage discussions about the lesson. It is very essential to bring movement and interaction into the curriculum, serve the different types of intelligences and most importantly honor every student for who he/she is and be aware of the impact teaching will have on his/her future life. Furthermore, visual aids can assist students in organizing their thoughts, memorizing them, and make learning more enjoyable and personal to them. Finally, commitment to learning, inclusion of all children, and building a quality future for each child is a must step for developing a loving community where everyone belongs. By having a brother with a disability, whose community isolated him from others by not providing him with education programs that serves his needs, making public places inaccessible for him, and not advocating the public about disabilities, Diana has learned to honor diversity and anyone who is working towards treating people with disabilities with dignity and respect. It has encouraged her to change the lives of those who are different from normal people, whether with a disability or not. It has motivated her to include all of them in a classroom that promotes collaboration, understanding, and hope. Furthermore, it has opened her eyes to the importance of advocating the society about disabilities and their inclusion, to change the image and future of the disabled in the community.

Leadership Operations Management of Audi

Leadership Operations Management of Audi Organisation: Audi AG, Head Quarters: Ingolstadt, Germany, Chairman of the Board of Management: Prof Rupert Stradler (Audi, 2016) This report has been conducted for and requested by the Directors Senior Management Personnel of Audi AG, to investigate the different approaches/practices towards Operations Management, the overall performance of the organisation. Key emphasis has been placed upon understanding the value of Operations Management within the organisational context at Audi AG; and how effective operational efficiencies can aid businesses to successfully achieve business objectives. The application of different theories and models of approach/practice towards contrasting situations within the Audi AG working environment has been explored; for the resulting information/evidence to be contextually comprehensive. Methodology The information contained within this Briefing Paper has been obtained primarily through secondary research techniques including web-based research, academic journal reading and published books and articles. The reasons behind this, are that it is particularly problematic gaining primary research information from Board Level Directors Senior Managers due to time constraints, thus much of the information is obtained through organisational publications. However, primary research was utilised on occasions where greater depth was needed or the required information was not obtainable through other methods. Results 2.1  Audi AG Organisational Structure Audi AG (Audi) was historically established in 1910 by founder August Horch in Zwickau (Central-Eastern Germany). Audi AG operates and distributes cars worldwide, manufacturing cars in 11 Production Facilities across 9 countries in Europe, Asia, North America and South America. Audi AG Group currently employees 84,435 members of staff (November 2016) with a revenue of 58.42 Billion EUR (Full year ended 31 March 2016) Chairman of the Board of Management is Prof Rupert Stradler (Audi, 2016). Audi AG is categorised as a large multinational organisation and is a constituent of the Frankfurt Stock Exchange with a current share price as of COP (close of play) on 8th December 2016 at à ¢Ã¢â‚¬Å¡Ã‚ ¬604.62 EUR (Frankfurt Stock Exchange, 2016). Audi AG has many subsidiary companies including Lamborghini, Italdesign Giugiaro, Audi Brussels and Audi Hungaria Motor Kft; with also an overriding parent organisation of Volkswagen Group sitting above Audi AG in hierarchy. (Audi, 2016) 2.1.1 Organisational Management Structure Audi AG is a vast organisation with a Management Matrix/Structure that consists of many layers across various business functions and geographical prominence. The corporate management of Audi AG draws on its expertise and leadership to promote the interests of more than 80,000 employees, the Audi shareholders and the Audi customers around the globe. The managers of Audi AG form the basis for responsible corporate management. (Audi, 2016) Prof Rupert Stradler (Chairman of the Board of Management) is at the summit of the Board of Management and is responsible for the forward planning of the organisation, coupled with the performance of his appointed Board of Management. Beneath the Chairman, the Board of Management consists of Board Members responsible for the performance of specific business functions within the organisation globally; these include: Procurement, Human Resources Organisation, Finance IT, Sales Marketing and Production Logistics. The full list of Audi AG Board Member s is shown in Appendix A. Beneath the Board of Management, Audi AG is dissected depending on Geographical Area within each discipline. For example, European Sales Marketing Director North American Production Logistics Director; these individuals will report up to the relevant Board Member. The regions are once again split up depending on individual plants/locations and the Management Structure continues this trend throughout the organisation. See [Figure 1] Audi AG Company Organogram for further clarification of the Organisational/Management Structure within the organisation. (Audi, 2016) 2.1.2Audi AG Organisational Organogram [Figure 1] (P3, M2, D1) Author: Jacob Hood. Ref: (Audi AG, 2016) Organogram Key: Functional Relationship. Different Departmental Individuals/Functions that work very closely a together to achieve Organisational Objectives. Line Relationship. Organogram structural links indicating hierarchal structure and a subordinates/superiors across departments. Functional Relationship. Symbol to indicate the whole department works loosely albeit of lesser importance as with all other business functions. Indicated with a symbol to maintain clarity of [Figure 1]. Lateral Relationship. Different Departmental Individuals/Functions of the same Hierarchal Position that a work very closely together to achieve Organisational Objectives. 2.1.2 Overview of Operations Management Within Audi AG To gauge an understanding of the Key Operational Functions within Audi AG; an explanation of Operations Management in a broader sense and how the Business Function operates within organisations is critical. Joseph Martinich devised definitions in relation to Operations Management, Operations management is a discipline and profession that studies (and practices) the process of planning, designing and operating production systems and subsystems to achieve the goals of the organisation. (Martinich, 1997) It is responsible for all the processes associated with the design, planning, control, and production of the products/services that the organisation offers. Operations Management forms the fundamental groundwork of the production of products within organisations; and an efficient Operations Management Function leads to increased profitability, productivity and a more streamlined product build process. Within Audi AG, the key operations of the organisation involve the production of their various car models across the globe. These vehicles have numerous variations and are broadly bespoke based upon the customers desired specifications at the point of order. Some of these include: Different Body Shapes, Chassis, Engine Sizes, Left/Right Hand Drive, Transmission, Interior Specifications, Leather Seats, Carbon Fibre Trims etc. (Audi AG, 2016) These variations field complications to the Operations Management Team due to the fluctuating build times between variation of Model/Specification and requires careful scheduling and planning alongside the engineering and manufacturing processes in place to deliver the finished output/product. 2.1.3 Key Operations/Operations Functions Within Audi AG The Operations Management Function, which is known as the Production Logistics Procurement Functions within Audi AG are responsible for the design, control and delivery of Audi AGs Key Operations (Production of Audi Vehicles). The Board of Management Member for the Production Logistics Function is Dr.-Ing. Hubert Waltl and Procurement Board of Management Member is Dr Bernd Martens. (Audi AG, 2016) The inter-relationship between these two functions is crucial to the success of the Operational Processes at Audi AG especially within the Logistics Inventory Management Aspect of the Manufacturing Process. The Key Operational Functions and how Audi AG dissects these functions into Departments within Audi AG is indicated below. The assumptions below are taken from the Neckarsulm, Mid-South Germany Plant, where the production of Audi A4, A5, A7, A8, R8, RS6 and all the individual variations of such vehicles within the Neckarsulm Production Plant. (Audi AG, 2016) Scheduling. The Operation Function of Scheduling is responsible for the design and allocation of resources and setting up the timetable of when the product/service will be completed, following a customer order. (Management Study, 2017) Within the Organisational Context at Audi AG, they name this departmental function Production Control Planning. (Audi AG, 2016) They utilise sophisticated computerised systems to ascertain the duration of time that it takes to fully manufacture the product dependent on current Queue Time, Model Bespoke Specifications etc. This is then relayed to the Customer to give them an indication of the anticipated delivery time of their Audi Vehicle. A key aspect of Scheduling is devising the algorithms and the systems based upon their research of previous Build Time of vehicles to create accurate schedules for various models and variations of those models. Scheduling is also responsible for maximising the efficiency of the Production Line, Streamlining Process es and Eradicating Bottlenecks. For Example, within Audi AG the body and chassis of an Audi A4 takes sufficiently longer than the interior. Therefore, a key improvement to mitigate this issue could be to build in a buffer of excess Audi A4 bodies being manufactured in the night shift. This will then sufficiently mitigate the issue that the Interior aspects of the Manufacturing Process take less time to complete than the Exterior Production. Thus, maximising the number of vehicles that can be manufactured within a given time period. Capacity Management. Capacity Management is concerned with the matching of the capacity of the operating system and the demand placed upon that system. (Wild, 2002) Capacity Management within Audi AG is part of the Production Control Planning Departmental Function with the core objectives being to manage the current level of resources available in relation to the demand placed upon those processes; to deliver efficient and effective mechanisms that successfully meet Business Objectives. Capacity Management must be able to accurately draw upon historical and forecasted data to ascertain whether the current structure and configuration of Human/Non-Human Resources can sufficiently deal with current and prospective consumer demand. (Management Study, 2017) For example within Audi AG, they must be acutely aware of the Micro/Macro Environmental Factors, Sales Forecasts and balance these with a detailed analysis of the Production/Manufacturing Systems and make informed decisions as to whet her internal operational adjustments are required. One of Audi AGs Business Objectives is to work to ensure that the consumer doesnt have to wait extensive quantities of time to receive their new Audi Vehicle. Short-Term Demand can be dealt with by increasing the forecasted build time from 6 weeks to 8 weeks. However, if there is a prolonged increased demand for a model of Audi Vehicle, whereby Customers must wait over 8 weeks for their new vehicle; it may be necessary to increase the amount of resources available to manufacture more units of that model (More Labour, Machines Etc.), to successfully meet business objectives. It is the role of Capacity Management to monitor the current trends in relation to the processes and make pragmatic strategic decisions based upon this data. Transformation Process. The Transformation Process is the Operational Function that addresses the process of taking Inputs which include Transforming Resources (Staff, Machinery) and Transformable Resources (Raw Materials) and turns these resources/materials into finished Outputs that are ready to distribute to the consumer. (Pearson, 2016, p.567) See Appendix A for the Transformation Process Model in a visual format. Within the Situational Context at Audi AG, the Transforming Resources include: Production Line Workforce, Machinery and Individual Plants. The Transformable Resources include: Raw Materials such as Vehicle Body/Chassis, Engines, Leather Interior, Electronic Chips etc. The Output is the finished Audi Model Vehicle that is distributed to the customer, For Example Audi TT. The Transforming Resources assist to construct/transform the Transformable Resources into the final output product. (Pearson, 2016, p.567) At Audi AG, there are a couple of functions responsible for impl ementing the Transformation Process efficiently and effectively, these being Production Engineering and Maintenance Engineering and Quality Management. Production Engineering is responsible for devising innovative processes that can streamline the Transformation Process of producing an Audi Vehicle, thus saving significant costs if these can be implemented effectively. Maintenance Engineering is responsible for the continued operations of seeing through the existing Engineering Processes attributed to building Audis vehicles. This needs to be done effectively to ensure that quality products are being produced to the correct schedule set out by the Scheduling Function. Quality Management is responsible for the checking and vetting of the finished outputs to ensure it is to Audi AGs quality specifications. This is crucial to offer a consistent quality of product and ensure customers are happy with the products they receive. (Audi AG, 2016) Logistics Inventory Management. Inventory Management supervises the flow of goods from manufacturers to warehouses and from these facilities to point of sale. (Manufacturing Tech, 2017) Within the Organisational Context at Audi AG, the Operations Management Function of Inventory Management is incorporated within the Logistics Department. Inventory Management is responsible for supervising the process of managing inventory at various degrees/levels of completion/processing of those materials from Raw Materials through to Finished Products. Inventory Managements primary objective is to minimise the amount of excess capital that is expended on surplus inventory; the storage, transport and management of such inventory is very costly to organisations. Other reasons behind the implementation of this process is to be able to successfully meet seasonal demand, variation in production demand, ability to take advantage of quantity discounts, highlight quality/other issues in the Production Li ne and to streamline the Production Process and reduce costs. (Management Study, 2017) Within Audi AG, the Logistics Function must ensure to manage their inventory of Raw Materials (Engine Parts, Interior Materials, Chassis Etc.) so that they do not have excess Inventory costing the business money through unnecessary storage of such materials. Audi AG implement an Operational Approach called Just-In-Time (JIT) which will be explored in detail below, however broadly speaking it ensures the delivery of materials from Suppliers at precisely the time at when they are required in the Production Line. This program is devised in association with the Scheduling Function and mitigates the risk of unnecessary Raw Materials Inventory. Audi AG also must contend with the matter of Finished Goods Inventory (Completed Vehicles). The approach within Audi AG is to ensure to sell such stock as quickly as possible while the vehicles are worth the most money, often through promotions on certain models and incentives to purchase the Models/Variations whereby there is excess Finished Goods Inventory. (Management Study, 2017) Audi also removes this form of inventory through offering the vehicles as Company Cars or through Employee Centred Incentive Schemes. (Audi AG, 2017) It is the role of Inventory Management to also prevent these occurrences from happening and analysing Sales Trends Forecasts to minimise excess Finished Goods Inventory; as the costs to store and the depreciation of the vehicles reduces the profitability of the organisation. 2.2 Key Operational Approaches To Operations Management 2.2.1 Just-In-Time Philosophy/Theory The Just-In-Time Philosophy (JIT) is primarily used within Manufacturing/Retail focused organisations, however the theory can be applied across a range of different market sectors. Just-In-Time (JIT) refers to the process of the supply of materials, either from external suppliers or from other areas within the organisation, delivering the items to the relevant department/area of the business at precisely the time that they need it. The main objective being to achieve reduction and mitigation of surplus raw materials within the organisation with a view to increasing productivity, (Toyota Global, 2017) The art of just-in-time production consists of keeping intermediate stock levels down to an absolute minimum, yet none the less having each part arrive at the predetermined point at precisely the right time. (Audi, 2017) JIT is a Production Model where items are manufactured/created to meet demand, not created in surplus/advance of need. (Tech Target, 2017) Within the Organisational Cont ext at Audi AG, implementing Just-In-Time within the Procurement Process can significantly streamline the Production-Line Process and lead to increased productivity. For Example, within Production Line A at Audi Neckarsulm Plant, Germany the Scheduling and Logistics Department will utilise sophisticated computer systems to ascertain the quantity of each product is required to produce a given number of cars per day i.e. (500 Michelin 750 Continental Tyres Per Day). The suppliers for these tyres will then be allocated a precise time slot to deliver the items Just-In-Time for when they are required in the Production Line Process. This can assist to eliminate waste, inconsistencies, unreasonable requirements thus resulting in increased productivity in the line. (Toyota Global, 2017) 2.2.1.1 Advantages of Applying Just-In-Time Philosophy (JIT) Lower Stock/Raw Materials Inventory results in a significant reduction in storage space which saves capital in rental and insurance costs. (Tutor2U, 2017) As stock is only purchased when orders are placed, it results less working capital tied up in stock, which can be invested elsewhere in/outside the business. (Tutor2U, 2017) Mitigates the issue of un-sold finished stock being produced due to sudden non-forecasted increases in demand and prevents the risk of stock perishing due to it only arriving when it is needed to be used. This can increase Profitability within Audi AG due to unnecessary capital not being expended on wasted materials/stock. (Tutor2U, 2017) -Drives higher standards on the Production Line and with Suppliers due to there being little room for error with Minimal Stock retained to account for errors on the Production Line and very precise Delivery Slots can ensure Supplier Standards are maintained, thus increasing Productivity of these aspects within Audi AG. (Tutor2U, 2017) 2.2.1.2 Disadvantages of Applying Just-In-Time Philosophy (JIT) Little/No Room for Error. This is a big contributing disadvantage to the system for both the Production-Line. Minimal stock is kept for re-working faulty products due to the implementation of this process, therefore a lot of pressure is placed on the Production-Line to get things right first time. (Tutor2U, 2017) -Heavily Reliant on Suppliers. Suppliers are allocated a small-time slot to deliver the correct amount of the product that is specified by the Scheduling and Procurement Functions. If they miss their slot, deliver incorrect quantity/type of materials this can cause the Production Line to falter, meaning less vehicles are made, productivity is decreased and in-turn profitability. (Tutor2U, 2017) -There is no spare finished stock to cater for unexpected increases in demand, however the flexibility of the system means that it can react quickly to demand changes. Albeit this will not be as rapid for the consumer as having finished stock ready to be distributed. (Tutor2U, 2017) 2.2.2Six Sigma Six Sigma is a widely used Operational Approach towards Operations Management and is frequently applied within Manufacturing Businesses, however the fundamental processes also apply within businesses operating within the Service Industry. The Purpose of Six Sigma is to reduce process variation so that virtually all the products or services provided meet or exceed customer expectations. (DTI, 2017) Six Sigma adopts a very data driven, disciplined method for eliminating defects within processes and promoting business improvement within organisations. (iSixSigma, 2017) Within Audi AG, this could mean the Manufacture of a Car Model or the Service offered to customers throughout the Sales Process. (Audi AG, 2016) Six Sigma is able to show quantitatively how a process is performing and to achieve Six Sigma Status, a process must not produce more than 3.4 defects per million opportunities. (iSixSigma, 2017) Six Sigma is dissected into three core elements including: Process Improvement, Proc ess Design/Re-Design Process Management and will be explored below. 2.2.2.1Process Improvement The Process Improvement aspect of the Six Sigma Model addresses the concept of improving existing processes with the ultimate objective of increasing the quality of product/service that the consumer receives and attainment of Six Sigma Status

Amartya Sen The Idea Of Justice Review Philosophy Essay

Amartya Sen The Idea Of Justice Review Philosophy Essay Justice is the quality of being just or fair. Justice can also be looked upon as the judgment involved in the determination of rights and the assignment of rewards and punishments. Justice can also be the concept of moral rightness based on ethics, rationality, law, natural law, religion, fairness, or equity (Princeton Web 2010). Individuals may look at justice many different ways, but what factors play into deciding what truly is justice? Must you look at fairness in order to be just, must you look at rationality, or even equality and liberty? There will always be debates about how to achieve justice. But due to so many factors being involved, we may never understand what justice truly is. I believe that in order for one to be just, or even to make a just decision on a matter that factors such as rationality, fairness, human rights, and the well being of all parties involved must be taken into account. But this is just my opinion many of todays philosophers often argue what it mean s to be just or even to achieve a completely just state in our society, along with the decisions we make on a daily basis. To call attention to a specific philosopher, Amartya Sen undoubtedly makes a solid stance on what justice truly means. The Idea of Justice is Amartya Sens assessment of political philosophy. He explores what justice really means and has come up with alternatives to the existing model. Sens philosophic arguments are shown by an exceptional set of stories drawn from literature, history, and current events occurring in our society today. There are not many main thoughts of the book, but the thoughts presented are revisited throughout each chapter, to help the reader see the bigger picture. You must be able to examine each idea Sen presents in his text, as they all come together, when being able to achieve complete justice. Although justice may never fully be reached entirely in any society, Sen does an amazing job giving examples and putting each of his arguments in basic text, so that it is easy for the reader to understand what he is talking about. The specific philosophic arguments of the book are highly important when it comes to the ideas of justice. The Idea of Justice is divided into four main pa rts. Part one contains several of Sens most important thoughts throughout the book. They include, reason objectivity, institutions persons, voice social choice, impartiality objectivity, and closed open impartiality. In part two, forms of Reasoning, Sen discusses a number of themes including rationality, plurality of impartial reasons, and rationality other people. Part three contains information on the capabilities approach, lives, freedoms capabilities, and equality liberty. The final part of Sens text speaks to public reasoning democracy, including sections on justice the world, human rights global imperatives, the practice of democracy, and democracy as public reason. Throughout each of these main sections Sens argues very strong points, I will try to give you a summary of the main points throughout each chapter of Sens book along with where he stands on certain topics and how I can relate and feel about what he believes. To call your attention to the preface/introduction, Sen specifically states that what he is presenting here, is a theory of justice which aims to clarify how we can proceed to address questions of enhancing justice and removing injustice, rather than to offer resolutions of questions about the nature of perfect justice (Sen IX). The Introduction elaborates on two approaches to justice, which include the comparativist framework the social contract framework. The comparativist framework is presented using the realization comparison approach. The realization approach prioritizes the social understanding of advancing justice and removing injustice in real societies with their existing institutions. The social contract framework is presented using the transcendental institutionalism approach which was led by the works of Thomas Hobbes. The transcendental institutionalism approach concentrates on perfect justice and the institutions that would be recognized in such a perfectly just societ y. There are two distinct problems indentified here which Sen engages. First it concentrates its attention on what it identifies as perfect justice, rather than on relative comparisons of justice injustice (Sen 6). Sen goes on to explain that this approach tries to only identify social characteristics that cannot be transcended in terms of justice, and its focus is thus not on comparing feasible societies, all of which may fall short of the ideals of perfection. Also it is intended to identify the nature of the just, rather than finding an alternative being less unjust than another. The second major issue with this approach is described by Sen Saying that in searching for perfection, transcendental institutionalism concentrates primarily on getting the institutions right, and it is not directly focused on the actual societies that would ultimately emerge. We need to focus on how change within the actual society is going to be completed, not by getting institutions perfect to the point that they are just institutions. This would do nothing for emerging societies we need to look at society as whole in order to achieve perfect justice by not having only perfectly just institutions. People are sti ll going to act how they choose as well as behave how they choose, so we must focus on society as whole. The nature of the society that would result from any given set of institutions must, of course, depend also on non-institutional features, such as actual behaviors of people and their social interactions (Sen 6). I do agree with Sen in this theory of justice, it should first and foremost, serve as a basis for practical reasoning. Chapter one is to defend a notion of objectivity in our average thoughts of justice.   Sen argues for the idea that we should understand reason as the final judge of our ethical beliefs. One must be able to justify and understand his reasoning by critically evaluating reasoning for ethical beliefs. The necessity of relying heavily on reason is important as Sen describes in his work. Sen says, the case for reasoned scrutiny lies not in any sure-fire way of getting things exactly right (no such way may exist), but on being objective as we reasonably can (Sen 40). Sen believes that one must be able to rely on reason in order to fully justify and decide on our ethical beliefs. I must agree with Sen on this point, when he argues that this approach is not going to be one that will allow and individual to get things exactly right, but allow us to be as objective as we possibly can. By scrutinizing your own reasoning, it is highly probable that you will arrive at the best possible ethical decision. We should not get caught up in being overconfident in the decisions of our own reasoning, as this could add flaws to our decisions. The remedy for bad reasoning lies in better reasoning, and it is indeed the job of reasoned scrutiny to move from the former to the latter (Sen 49). This quote explains it all, it is imperative that one must critically scrutinize his/her own reasoning for a decision, and that without this scrutiny theres great chance for bad reasoning. To avoid this, one must critically scrutinize his/her reasoning of choice or decision. Moving to another argument from Sen, I share the following quote. Justice is rooted in fairness and fairness can be broadly be seen as a demand for impartiality (Sen 54). In order for one to be completely just, the decision must be rational and fair, if a decision is not looked upon as being fair for all parties, you arrive at issues of impartiality. Sens gives his example of three children and a flute, all children having a rational reason as to why they deserve the flute. But if there is not a common vested interest on one solid set of principals between all parties, we run into an issue of what the true just decision is. Institutionally, we cannot address such issues as these. Individuals still have their own morals and values and going to make their own decisions regardless of what is taught. One of the most difficult things is to change an individuals moral values and beliefs, institutionally this cannot be done. Values as these are usually learned at the home-base from parents and guardians and are instilled in us from a very young age. It i s imperative that we do not look at what truly is a just society in order to achieve a just society. As actions such as these will get our society nowhere Sen looks at the social choice theory as an approach to justice as well. Social choice theory is concerned with the relationships between people, their preferences social choice. For example a group of individuals such as a committee making a decision in a voting process, individuals in the group may have different preferences over options that are available to them. This approach deals with the principles of aggregations of preference. Aggregation of social choice may be impossible if the process of choice is to satisfy a set of reasonable conditions. With such reasonable conditions, this could alter the general consensus of a social choice being made by such a committee or group. Even some very mild conditions of reasonable sensitivity of social decision to what the members of society want cannot be simultaneously satisfied by any social choice procedure that can be described as rational and democratic (Sen 93). We can however, become more informally sensitive, if we choose to jus t try and do better rather than to meet the criteria of being fully rational or just. One may use social choice theory as a framework for reasoning, rather than to try and use it completely to achieve justice. Position of observation and knowledge is another important approach Sen discusses in his work. What we observe depends on our position by means of the things that we observe. What individuals decide to believe is based on what we view. How one decides to act relates to his/her beliefs on a particular subject. Observations, beliefs, and actions are vital to understanding and arriving at sensible reasoning. To Sen, Objectivity is a position-dependent phenomenon (Sen 157). This issue [positionality] is quite important for the formulation of a theory of justice and, more specifically, for exploring a theory that gives a special role to public reasoning in the understanding of the demands of justice (Sen 167). It is important here to understand that there is no single way to master a way of making sense of the world or our experience in it. No decision made could ever be rationalized in every single persons mind, something such as this is physically not possible. There are just too many d ifferent people in our society today for that to be able to happen. There will always be a flaw in certain reasoning in some persons view. There is just no way, that every single person in the world would be satisfied with a decision, because we all observe, understand, and put reason into different perspectives. Some placing more weight on rational choice, critical scrutiny, positional objectivity, reasonable behaviors sustainable reason when it comes to making a decision. There are just too many approaches for everyone to be able to agree. So we must take into account all perspectives of others when it comes to justice and just decision making, as Sen states, we must be sensitive to others (206). Respect of others views is exceedingly important here. To move forward, the capabilities approach is also a major theme within the work. The capabilities approach focuses on human lives, and not just on the resources people have, in the form of owning or having use of objects of convenience that a person may possess (Sen 253). The approach emphasizes purposeful capabilities substantive freedoms, such as the ability to engage in economic transactions, or participate in political activities. Poverty is understood as capability deficiency in Sens view. The emphasis is not only on how human beings actually operate but also on their having the capability to do so, which is a practical choice, to operate in important ways if thats what they choose to do. Someone could be stripped of such capabilities in many ways. Ignorance, government oppression, lack of financial resources, and false comprehension, are ways in which one may be stripped of such capabilities. Possession of capabilities strongly implies a responsibility for making use of the m to help others when possible, especially when it comes to the less fortunate. If someone has the power to make a difference that he or she can see will reduce injustice in the world, then there is a strong and reasoned argument for doing just that (Sen 271). If you can see that your capabilities go beyond that of the less fortunate by any means, and that they can be used in any positive manner weather be financial or emotional, I believe that there is no doubt that one should be obligated to reduce injustice in some way shape or form if at all possible. Again this only being an approach, this is not the end all-be all in deciding justice, but undoubtedly can make a difference, and I would have to agree. In basic terms, if you are capable, than you should do something to reduce injustice. I dont feel that you are obligated to do so, but any reduce in injustice, is a step in the right direction. Sen goes on to support the idea that democracy is a universal value, he differentiates between the institutional structure of the contemporary practice of democracy, which is largely the product of European and American experience over the last few centuries (Sen 322-323). In my opinion, one should not assume that because a particular type of institutional structure is up and running, such as elections, voting being counted properly, and etc, that a satisfactory level of democracy has been achieved. Sen believes that having too much institutional focus on democracy has caused particular trouble at the global level. Sen believes that, an uncont rolled media is important to the operation of democratic societies. Sen explains in the text that this contributes to human security by giving a voice to the defenseless and deprived by subjecting the government to criticism from such individuals. I believe this power is key I giving people courage, power, and the ability to express feelings towards actions that are being taken. We sort of put power in the hands of individuals who are not as capable as other, which I do agree with also, because this is a simple way in which we can empower individuals to voice opinions in a manner which may not fall on death ears as usual. We can place emphasis on individuals human rights here, which an important factor concerning human rights is to protect individuals freedoms, thus freedom of speech freedom of press being highly important. Sen says that human rights are moral rights, strong ethical pronouncements as to what should be done (357). According to Sen, reasoning concerning justice should not be restricted to one state or population, but rather be global. If the importance of public reasoning has been one of the major concerns of this book, so has been the need to accept the plurality of reasons that may be sensibly accommodated in an exercise of evaluation (Sen 394). We must look at every possible angle that the book discusses in order to find an answer to the idea of what justice truly is. If you cannot effectively rationalize all aspects of the idea of what justice is, it will be difficult for you to be able to ever understand what justice is. As Sen states the reasons may sometimes compete with each ot her in persuading us in one direction or another in a particular assessment, and when they yield conflicting judgments, there is an important challenge in determining what credible conclusions can be derived, after considering all argument (Sen 394). Which I most certainly agree with, it would in fact be a difficult task to determine a credible solution, but it is imperative that you must consider all of the arguments at hand.

Corrymeela, a Community of Forgiveness :: Christianity Religion Religious Essays

Corrymeela, a Community of Forgiveness Corrymeela is a dispersed Christian community of reconciliation. There are 180 members, Catholic and Protestant, who commit themselves to search together for the path of peace, as they discover what it means to follow in the footsteps of Jesus. In all our work, Corrymeela seeks to establish a "safe place" where people feel accepted and valued. During a stay at Corrymeela, a person is invited to become part of a "community" that transcends the divisions, which are so powerful in much of life in Northern Ireland. In a secure atmosphere, there is an opportunity to grow in understanding as we listen to one another’s life experiences. We find that "listening" to others, and "telling" our story is a way of growing closer together, and of discovering the vulnerability and humanity of the "other." We find that such an experience can face a person with new choices for their future, as prejudices are uncovered, misunderstandings corrected, and fear is replaced by trust. — Timothy Kinahan, A More Excellent Way: A Vision for Northern Ireland Introduction My deep interest in Northern Ireland is from an unknown source. In part, I know that I was deeply affected by the stories of both frustration and reconciliation that my friend, Jenny, told me after her return from a summer volunteering at the Corrymeela Community. However, Jenny’s parents are from Ireland, her roots are there. Perhaps my heart is there for a reason that will soon be revealed. I am planning on completing my Field Education in Northern Ireland next summer and would like for six of the ten intensive weeks to be spent at the Corrymeela Community near Ballycastle, on the Antrim Coast (see a map of the area, below). I spent four amazing days in Northern Ireland last summer, talking with some of the key players in the ecumenical movement while planning for my Field Education program. I spoke with Trevor Anderson, the Director of Corrymeela at their office in Belfast, I spoke with Johnson McMaster, the Director of the Irish School of Ecumenics who offered to be my men tor next summer. I also spoke with David Stevens, the Secretary for the Irish Council of Churches, and this is only listing a few! The Corrymeela Community that is located on the Antrim Coast is a retreat center which hosts groups and conferences from all over Northern Ireland and the world. Most of the year is spent with different types of groups, including youth, and the summer is spent hosting families who have been affected by the Troubles either financially, by violence, or both.

Present Day Detention Camps: North Korea Vs. The United States Essay

Present Day Detention Camps: North Korea Vs. The United States Abstract The purpose of this research was to determine how similar detention facilities run by the U.S. government are to the gulags of North Korea. The research spanned many different media sources from online news articles to reports in scholarly journals to an anthology of memoirs and articles concerning the treatment of prisoners in U.S. detention facilities. Although some of the specific details of the camps were inconsistent across sources, this can be attributed to the secret nature of the prison system. However, despite those inconsistencies, an overall theme present in all the sources was the secret nature of the camps as well as U.S. lack of cooperation with human rights standards presented by the United Nations. The research also showed that the U.S. in fact had imprisoned innocent persons. Because of the similarities to North Korea camps in terms of secrecy, the incarceration of innocent people and the deliberate avoidance of compliance with human rights laws, it is possible to compare the U.S. â€Å"democratic† government with North Korea’s communist regime. Review of the Literature Kang Chol-Hwan’s The Aquariums of Pyongyang, a memoir of life in a North Korean gulag, presents the stark reality that concentration camps do still exist to this day. However, the existence of these camps alone is not the only harsh reality. Not only do these detention camps exist under the communist regime of North Korea, but such camps are also present under the supervision of the democratic United States government. Therefore I wonder: how do the U.S. detention camps compare to North Korean gulags? The research of information on U.S. camps included a variety... ...s Disappeared: Secret Imprisonment, Detainees, and the â€Å"War on Terror.† New York: Seven Stories Press, 2005. Priest, Dana. â€Å"CIA Holds Terror Suspects in Secret Prisons.† Washington Post 2 November 2005. 5 October 2006 R2005110101644.html>. Reuters. â€Å"US has secret prisons: rights groups.† ABC News Online 18 June 2004. 6 October 2006 . Thorne, Kym, Alexander Kouzmin. â€Å"Borders in an (In)Visible World: Revisiting Communities, Recognizing Gulags.† Administrative Theory & Praxis 26.3 (2004): 408-429. Academic Search Premier. EBSCO. W.E.B. Du Bois Library, University of Massachusetts. 6 October 2006 18&sid=eabd6560-ec4b-458e-b598-c2bc9c9ee450%40sessionmgr101>.

Bartolome de Las Casas

American Literature Massacre in the Indies Thesis: The brutal awakening portrayed by de Las Casas in his account allows us to see what really happened in the Indies and prove why Columbus and other explorers aren’t the heroes their cut out to be. Intro: The discovery of the â€Å"New World† is portrayed as a wonderful time by almost all Americans on Columbus Day each and every year. If people knew the true story about what really happened as accounted by Bartolome de Las Casas then there would be less celebrating and realization that we, as people, are idolizing a false hero. The brutal awakening portrayed by de Las Casas in his account allows us to see what really happened in the Indies and prove why Columbus and other explorers aren’t the heroes their cut out to be. Body: 1. When the â€Å"Christians† arrived to the Indies the Indians viewed them as people from Heaven and soon found out that they were anything but that. A. The amount of food the Christians consumed was unbelievable. For each Christian ate as much food in one day as thirty Indians in one month. B. After the Christians made there way through the villages to the nobles they acted in a way to be considered horrific. They made the rulers watch as they raped their wives with no thoughts of regret in the Christian officer’s minds. 2. It was not long when the Indians decided something needed to be done. They revolted against the Christians but there was no way they could match up to them because while they were using bow and arrows and tomahawks the Christians were using horses, swords and pikes. Brutal raids were implemented on all Indian villages and the Christians used cruel and unusual punishments against them. A. Everyone from pregnant women to children was targeted by these so called Christians. B. Bets were placed by the Christians to see who could cut an Indian’s head off with one swing of the pike as if it were a game. C. Children were taken from their mothers and thrown by their arms and legs into rivers and off the sides of mountains. D. Indians were burned alive in groups of thirteen in remembrance of â€Å"Our Redeemer and His twelve Apostles. E. The hands of some Indians were cut off and tied around their necks as the Christians told them to â€Å"Go now, carry the message,† into the mountains to other Indians who have fled. F. Nobles and Chiefs were treated differently by the Christians, for they were lashed onto a grid of rods and placed on forked sticks then slowly burned in a smoldering fire. One account recalled by de Casas showed four or fiv e nobles latched onto these grids slowly being burned. Their screams were so loud that they were disturbing the captain’s sleep so he ordered them to be strangled but the constable decided to disobey his orders and instead put a stick over their tongues so that they could not scream. 3. While many Indians lives were ended with appalling deaths others were captured and turned into slaves by the Spaniards. More than two million Indians were taken captive and were brought to the island of Puerto Rico to do hard labor. Bartolome de Las Casas American Literature Massacre in the Indies Thesis: The brutal awakening portrayed by de Las Casas in his account allows us to see what really happened in the Indies and prove why Columbus and other explorers aren’t the heroes their cut out to be. Intro: The discovery of the â€Å"New World† is portrayed as a wonderful time by almost all Americans on Columbus Day each and every year. If people knew the true story about what really happened as accounted by Bartolome de Las Casas then there would be less celebrating and realization that we, as people, are idolizing a false hero. The brutal awakening portrayed by de Las Casas in his account allows us to see what really happened in the Indies and prove why Columbus and other explorers aren’t the heroes their cut out to be. Body: 1. When the â€Å"Christians† arrived to the Indies the Indians viewed them as people from Heaven and soon found out that they were anything but that. A. The amount of food the Christians consumed was unbelievable. For each Christian ate as much food in one day as thirty Indians in one month. B. After the Christians made there way through the villages to the nobles they acted in a way to be considered horrific. They made the rulers watch as they raped their wives with no thoughts of regret in the Christian officer’s minds. 2. It was not long when the Indians decided something needed to be done. They revolted against the Christians but there was no way they could match up to them because while they were using bow and arrows and tomahawks the Christians were using horses, swords and pikes. Brutal raids were implemented on all Indian villages and the Christians used cruel and unusual punishments against them. A. Everyone from pregnant women to children was targeted by these so called Christians. B. Bets were placed by the Christians to see who could cut an Indian’s head off with one swing of the pike as if it were a game. C. Children were taken from their mothers and thrown by their arms and legs into rivers and off the sides of mountains. D. Indians were burned alive in groups of thirteen in remembrance of â€Å"Our Redeemer and His twelve Apostles. E. The hands of some Indians were cut off and tied around their necks as the Christians told them to â€Å"Go now, carry the message,† into the mountains to other Indians who have fled. F. Nobles and Chiefs were treated differently by the Christians, for they were lashed onto a grid of rods and placed on forked sticks then slowly burned in a smoldering fire. One account recalled by de Casas showed four or fiv e nobles latched onto these grids slowly being burned. Their screams were so loud that they were disturbing the captain’s sleep so he ordered them to be strangled but the constable decided to disobey his orders and instead put a stick over their tongues so that they could not scream. 3. While many Indians lives were ended with appalling deaths others were captured and turned into slaves by the Spaniards. More than two million Indians were taken captive and were brought to the island of Puerto Rico to do hard labor.

The Story of Great Octopus

The octopus really all he said was wi,wi and kiss a fish but never did he ever say forever the point of a frustrated and confused member of the social order, It appears to me that we are living In a society where stupidity easily fits Into a simple, three tier, hierarchical model. Where Darwin argued that species adapt, I would argue that–at least where â€Å"civilized† culture is concerned–humanitys intellectual evolution is rapidly decreasing, therefore allowing us as a whole to adapt to a culture where the art of thinking is becoming obsolete.This author submits toyou that, due o technology and volumes of procedure protocol having been written for every Job imaginable, people have lost their ability to reason Intellectually and have essentially â€Å"dumbed down. † This, my friends. Is the curious but sad truth of the matter. Therefore, I believe that stupidity can be reasonably fitted into the following three tier, hierarchical model. Jacques Seguela w rites about political campaigns and communications not merely as an expert analyst, but as an experienced practitioner.Hence his latest book contains both insights worth heeding, but also enlivening tales of his own experience. He Is observer and participant; outsider looking In, and Insider looking out. There Is much to look at, not least In France with a Presidential election looming, and the outcome far from easy to predict. We live in a world defined by the pace of change, and whilst the velocity of that change has not always impacted upon our political institutions, many of which would remain recognisable to figures of history, it most certainly has impacted upon political communications.As Seguela writes: ‘En 5 ans le monde de la communication a plus evolue que dans les cents dernieres annees. ‘ Google, Youtube. Twitter, Facebook have quickly entered our language and changed the way we communicate, live our private lives, do business, do politics. People do not bel ieve politicians as much as they once did. Nor do they believe the media. So who do we believe? We believe each other. The power and the political potential of social networks flows from that reality.Though fiercely modern In their application, social networks In some ways take us back to the polltlcs of the village square. They are an electronic word of mouth on a sometimes global scale. This has changed the way people Interact with ach other and with their politicians. My first campaign as spokesman and strategist for Tony Blair was in 1997, three years in the planning after he had become leader of the Opposition Labour Party. Some of the principles of strategy we applied back then would certainly apply to a modern day election.But their tactical execution almost certainly would not. Politicians and their strategists have to adapt to change as well as lead it. Seguela gives some interesting insights into those who have adapted well, and those who have done less well. He clearly ad ores former President Lula of Brazil and you can feel his yearning or a French leader who can somehow combine hard-headed strategy with human empathy In the same way as a man who left office with satisfaction ratings of 87percent. Seguela probably remains best known In political circles for his role aavlslng Francols Mltterrana.Yet wneras I am trlDal Laoour, ana could not Imagine supporting a Conservative Party candidate in the I-JK, Seguela came out as a major supporter of Nicolas Sarkozy. I wonder if one of the reasons was not a frustration that large parts of the left in France remain eternally suspicious of modern ommunications techniques and styles which, frankly, no modern leader in a modern democracy can ignore. How he or she adapts to, or uses, them is up to them. But you cannot stand aside and imagine the world has not changed.If Lula is a star of this book, so too is Barack Obama. American elections are of enormous interest to all political campaign Junkies, a category in which both Seguela and I would almost certainly qualify. Much is made of Obama's use of the internet, a relatively new phenomenon in historical terms and one the young Senator used brilliantly in his quest to become President. Yet though it was an accurate expression of his modernity, underpinning its use were some very old-fashioned campaign principles.He used it to turn supporters into activists who both gave funds and also took his campaign materials and ideas and ran their own campaigns for him. Somehow he managed to make one of the most professional, most disciplined and best funded campaigns in history look like an enormous act of democratic participation. It was less command and control – the model we certainly adopted in 1997 and 2001, Labour's two landslide victories, easing off a little for our third win in 2005 – than inspire and empower. ‘ Yes we can' not yes I can'.His supporters were more than supporters. They were an active part of the campaign, an d of the message. The key to this was something that had nothing to do with politicians and everything to do with science, technology and the internet. Ask me who has had the most influence on campaigns in recent times and I might be tempted to reply Tim Berners-Lee, the man credited with gifting the web to the world. Its implications have been far reaching in virtually all aspects of our lives, politics and political campaigns foremost.The new ousehold brand names of the cyber era have not replaced good policy work, messaging and organisation. But they have become essential components of the execution of them in the campaign. Mainstream conventional media remains important and influential, not least because, bizarrely, in most democracies the broadcasters continue to let the press set their agenda for them. But a candidate who tries to stand against the tide of new media will be making a big mistake, and missing big opportunities. If it has changed so much in the last five years, h ow much more will it change in the next five years?