Protecting Citizens From Harmful Acts - 2352 Words

Question1: Protecting citizens from harmful acts is basic to any society. To protect citizens, governments pass laws and regulations making wrongful acts crimes. A crime can be described as a wrongful act that injures or interferes with the interest of society. However, many acts that result in harm to others are not crimes. Accidentally hitting another car with your own is not a crime, even though it could cause harm. It is a tort. Generally speaking, a tort is a wrongful act that injures or interferes with an individual s person or property. A tort can be intentional or unintentional (negligence), or it can be a tort of strict liability. Tort law typically requires harm as a prerequisite to a remedy. Criminal law does not. Specifically,†¦show more content†¦Criminal law includes many so-called victimless crimes, that is, crimes in which both of the immediate parties to the transaction consent, such as prostitution, gambling, and drug distribution. And consent is generally no defense to causing serious bodily injury, as opposed to minor bodily injury, in criminal law; but in tort law, it will more often serve as a full defense. Criminal law Torts law IMMEDIATE PURPOSE Punishment of criminal Compensation of victim THEORY OF OFFENSE Offense to all society; public interest Only victim injured; private interest only INITIATING PARTY The state, the people, represented by prosecutor The victim, plaintiff STANDARD OF PROOF Beyond a reasonable doubt By a preponderance of the evidence Question2: Employees have the right to join together to advance their interests as employees, unionize and to refrain from such activity. It is unlawful for an employer to interfere with, restrain, or coerce employees in the exercise of their rights. Section 7 of NLRA guarantees employees the right to self-organization, to form, join, or assist labor organizations, to bargain collectively through representatives of their own choosing, and to engage in other concerted activities for the purpose of collective bargaining or other mutual aid or protection, as well as the right to refrain from any or all

Passages Of Scripture For Christians And Christians Alike

Introduction Jeremiah 31:31-34 is one of the most popular and well-known passages of Scripture for both Jews and Christians alike. It is a prophetic message of hope for God’s people, where God promises that one day he will make an unconditional new covenant to replace the Mosaic covenant that the Israelites have broken. God’s mercy and compassion shine through this prophecy as he shows that he is faithful to his promises, despite the continued failings of the Israelites. Today Christians often refer to this passage when declaring that Jesus Christ has ushered in this new covenant, and rightly so, however it is important to first consider the prophesy in light of the time it was written and what it first meant to the Jewish people who†¦show more content†¦In the verses immediately preceding this passage (v. 23-30) God declares what life will be like for the Israelites when he finally restores them, whilst immediately afterwards God promises the Israelites that as long as cre ation endures he will never forget them (v. 35-37). This Book of Consolation is sandwiched between strong warnings of divine judgment to Judah (Jer 1-29), and a prophetic description of the fall of Jerusalem (Jer 34-35). The fact that these verses declaring the creation of a new covenant were located between messages of judgment served to highlight Jeremiah’s key themes of God’s mercy and faithfulness despite Israel’s apostasy. This theme is consistent throughout the entire Old Testament. In addition, the hope of future restoration is carried through the larger Biblical narrative, where perhaps the book of Revelation is the most common example. At the end of Revelation there is a promise of future renewal of heaven and earth (Rev 21:1-4). In addition, the new covenant is finally fulfilled by the work of Jesus Christ, as recorded in the New Testament (Luke 22:20, 1 Cor 11:25, Hebrews 8:6-12). Literary Character of Text Jeremiah’s book is prophetic in nature, and has been written primarily in poetry with some prose. Jeremiah 31:31-34 has been written in poetic form, where God is speaking directly

History Of The Clarinet Essay Example For Students

History Of The Clarinet Essay The clarinet is a woodwind instrament consisting of a cylindrical wood, metal, or ebonite pipe with a bell-shaped opening at one end and a mouthpiece at the other end, to which a thin reed is attached. The clarinet has five different sections, the mouthpiece, the barrel, the upper section, the lower section, and the bell. The length of the entire instrument is 60 cm long. The mouthpiece section consists of a slotted cylinder, to which a reed is attached by a metal clamp called a ligature. The mouthpiece plugs into the next section which is a barrel. The barrel is simply a connecting cylinder to which the mouthpiece and the upper section plugs into. The upper section is a cylindrical pipe consisting of 4 holes and 9 keys placed in different locations along the pipe. On the back of the pipe there is a hole and a key that is used by the thumb. The lower section plugs into the upper section and is also connected via a special bridge key. This piece consists of 3 holes and 8 keys. On the inward facing side of the pipe, there is a protruding piece of metal called a thumb rest, which supports the entire clarinet. The bell plugs into the lower section. It consists of a cylinder that flares out into a bell shape and ends the clarinet. Clarinets are mainly made of African blackwood, metal, or a special hard plastic called ebonite. The keys on the clarinet are made of metal. The mouthpiece is mainly made of ebonite. The ligature is made of metal. The reed is made of cane. The clarinet was created in and around the eighteenth century. By the mid eighteenth century, the five key clarinet became standard. In 1844, the clarinet was further revised into what we know of it today. Around the beginning of the eighteenth century, a German instrument maker, Johann Christoff Denner invented the clarinet by improving the chalumeau. He did this by doubling the length of the chalumeau and adding two keys. The clarinet slowly acquired more keys during the eighteenth century. By 1750 the five key clarinet was the standard. In 1844, two french musicians, Louis-Augustine Buffet and Hyacinthe Klos made the most significant improvement in the instruments history. They applied the Boehm flute key system to the clarinet. This was done by placing each hole in different places so that each note would have the same tone quality. Then, they devised a key system that would cover all the holes. The improvements were a success, and the newly revised instrument became popular all over the world. The clarinet produces sound when air passes over the reed. The reed then vibrates, causing the flowing air to vibrate, thus producing sound. The air then exits the nearest opening. The farther the air travels before exiting, the deeper and lower the note will be. To produce a wide variety of notes, the clarinet has many keys and holes. Pressing different combinations of keys will result in different notes. Since the clarinet is a very versatile instrument, it can play almost any music. Today they play in bands, orchestras, dance bands, jazz bands, and woodwind ensembles. It is also often featured as a solo instrument. The clarinet has a beautiful liquid sound that becomes warm and dark when playing low notes, but bright and piercing when playing high notes. The clarinet has a range of 3 octaves and can play all semitones between an E three ledger lines below the staff, to a D two ledger lines above the staff.

Leadership Management at Merck Co free essay sample

Effects of Leadership in the Management Strategies of Merck and Company, Inc. Rana Satnani MGT-330 Management: Theory, Practice, and Application. July 2, 2010 Carolyn Harrison There lies a division in the business world between managers who do things right and leaders who do the right things (Bennis, 2007, p. 13). The primary difference between good managers and fantastic leaders is the ability to take risks and make independent decisions. Ethical leadership is more important today than ever with the rising effects of globalization on management across borders. Corporations like Merck Company Pharmaceuticals learn this lesson by hriving with superb management through crises. The impact of excellent leadership shows when companies prove they can survive and learn from problems. Merck has a long history of working ethically to improve the health and well-being of the world population. The company started by Dr. Ernst Christian Friedrich Schering in Berlin in 1827 and opened for business in America in 1891 (Merck, 2010). Merck scientists are responsible for many important health care contributions, from the discovery of Vitamin 81, the first measles vaccine, antacids, to the first statins used to reduce cholesterol. Merck also takes pride in their commitment to animal ealth, revolutionizing veterinary science with the introduction of most pet medicines used today, such as antibiotics, and vaccines. Doctors worldwide await the annual publishing of the Merck Manual, providing valuable information on medicines and health conditions. Merging with Schering-Plough in 1971, Merck has evolved into the second largest pharmaceutical company in the world (Merck, 2010). Management builds on ethical leaders To survive in progressively more competitive markets, companies have to attract and maintain excellent leaders to guide their companies in attaining objectives. Innovation and creativity lead managers to develop into powerful leaders, bringing inspiration to the staff and ingenuity to problem-solving processes. To produce managers with the highest potential for leadership, higher education institutes have a responsibility to focus on developing students ability to learn and plan for a lifetime of leadership. No longer can business management students simply study the technical aspects of business. According to Mabey (2008), the best graduate programs in America must ask two questions to strengthen the foundations of management learning: (1) What managerial competencies, i. . , knowledge, skills, and personal attitudes do educated managers need to act successfully in todays rapidly changing business environment ? (2) How do we learn, teach, and assess effectively in management education? (p. 147). We are observing the best managers graduating from Masters of Business Administration programs in which students prepare with lifelong learning abilities coupled with interpersonal skills that inspire them to lead their employees to greatness. Clearly good managers can accomplish objectives, yet excellent leaders always questions why things are done the way they are and can ecognize the significance of thinking creatively and from an open-minded perspective. A prosperous organization must embolden leaders to make ethical decisions to be effective for the long-term future in the corporate world. Velasquez (2006) states when employees believe an organization is Just, they are more willing to follow the organizations managers, do what managers say, and see managers leadership as legitimate. In short, ethics are a key component of effective management (p. 41). One strategy for effective leadership is always to act with ethics as the primary objective. This strategy works because empowering ones ubordinates will help a manager complete his or her objectives, but acting as an ethical leader will earn trust and loyalty from the team. Both empowerment and ethics are what differentiates a manager from a leader. Leadership at Merck Company. Merck Pharmaceuticals takes much pride in the way their company manages because ethical leadership promotes high-performance and company loyalty. In 2007, Merck introduced new employee leadership standards along the same line as the business strategy and Code of Conduct (Merck, 2010). These Leadership Standards evolve from previous guiding principles and rules focused on four oundational ideas: innovation, inspiration, impact and integration with Mercks values (Merck, 2010, p. ). As the fastest growing pharmaceutical company in developing countries, a positive working environment with the foundation in the following managerial principles from Mercks Core Values website (2010): 1 . We are a unified Company, with all employees sharing in the mission of improving global health. 2. We share a strong core of ethics and integrity. 3. We put patients and customers first. 4. We value di versity and inclusion as essential, integrated elements of our culture and leadership. 5. We demonstrate scientific, business and operational excellence. 6. We are results-driven and highly competitive. 7. We are empowered to make decisions and hold ourselves accountable for the outcomes. 8. We innovate and take appropriate risks. 9. We value feedback and learn from our successes and our mistakes. 10. We encourage debate and communicate candidly and respectfully. 11. We are efficient and agile, and responsive to change (Merck, 2010, p. 1). Because the essence of pharmaceutical companies is keeping people healthy, these companies have serious ethical dilemmas they must conquer on a regular basis, using ethical leadership. For example, in 1987 Merck scientists discovered a cure for river blindness, a debilitating disease predominantly diagnosed in low- income countries in Africa and South America, where people could not afford the cost of the drug. Merck leadership decided the company must donate the medicine to victims of river blindness because it was the ethical decision. The company has donated more than 2. 5 billion tablets of Mectizanw since discovery of the cure in 1987 (Merck, 2010). Ethical leadership may have cost the company billions in cost of production but is a valuable commitment that gained trust and loyalty from onsumers worldwide. Globalization leads managers and to make tough moral decisions with the potential best outcome, so it is easy to see why Merck is the leading pharmaceutical company in third world countries. Public relations in a time of crisis Another strategy for superior leadership is through Mercks history of handling crisis situations with honesty and fairness. By actively learning from successes and mistakes, Merck can be proactive about problems before they become worst case scenarios. A perfect example of the leadership approach is Mercks massive Vioxx withdrawal and subsequent recall of 2004. The withdrawal of the highly profitable arthritis and pain medicine resulted from a study designed to test the effectiveness of Vioxx in preventing potentially cancerous colon polyps, but which had also shown that the medication doubled patients risk of heart attacks and strokes (Merck, 2010, p. 1). The accidental finding must lead to a decision that has a basis in research, executive decisions, board notification and concurrence, and communication with regulators (Merck, 2010, p. 1). Of course this type of development can lead to disastrous consequences, but how the company handles it is vital. Following the Vloxx withdrawal announcement, several class action lawsuits were set, Merck shares fell 27%, the companys equity market capitalization decreased by $25 billion, and public outcry began for resignation of chief executive officer, Raymond Gilmartin (Merck, 2010). Interestingly, Merck management and directors handle crises with honesty and grace, by requesting the public to listen. Instead of hiding behind press releases and public relations counseling, Gilmartin appeared on several globally syndicated television programs to apologize and explain the situation. Gilmartins immediate transparency and open communication eased the consequences of a potentially negative development or scandal for Merck. This well-articulated strategy of active leadership shows employees and consumers proper communication, learning from mistakes and ethical standards will lead to long-term growth, profitability and a work environment that retains superior, trustworthy management. Globalization is a challenge An increasingly globalized business world leads to amplified competition and a need for superior leadership. As companies expand to overseas operations, they face he burden of more responsibility, challenge, and operating leeway than they might have at home (Bateman, 2009, p. 235). International leadership has the burden of bridging the gap through developing an understanding of cultural issues in foreign lands. Because of inherent ethnocentrism, American executives have to deal with his or her own lack of awareness and closed-mindedness to be successful managers abroad. Bateman (2009) warns that managers who lack an innate sense of compassion and understanding for others will rarely succeed on the global scale. With a working knowledge of human psychology and cultural studies, managers are ore apt to become international corporate leaders. Some industries have to pay extra attention and effort into ensuring their company is fitting into a foreign cultures laws, rules, and societal norms. Pharmaceutical firms are one of the business types that must be extraordinarily sensitive to societal expectations because without public approval, Mercks products cannot succeed in a competitive market. By signing on to the United Nations Global Compact, the worlds largest corporate citizenship initiative, the firm confirms its dedication to support the Compacts 10 guidelines in the areas of human rights, abor, environment, and anti-corruption (Merc 2009, p. 1) According to Bateman (2009), despite differences across cultures, research shows that most people live by a set of five core values: compassion, fairness, honesty, responsibility, and respect for others (p. 241). These values are not Just from Mercks mission statement and Code of Conduct, but through the companys actions, policies, and decisions. Conclusion Managers can learn about leadership from examining the innovative history of corporate pharmaceutical giant, Merck Company. Through the adoption of trong ethical guidelines, Leadership Standards, and the Merck Code of Conduct, the company has set an example of companies seeking leadership growth and development. Because of the demands of an increasingly competitive and globalized market, companies can implement strategies with a basis in open communication, cultural awareness, and corporate responsibility. http://www.merck.com/about/featured-stories/mectizan.html http://www.csrwire.com/ http://reports.swissre.com/corporate-responsibility-report/2016/cr-report/our-people/compensation-and-benefits.html