Porters 5 Forces of Ryanair free essay sample

Forces Before the idea of Ryanair or indeed any low cost carrier was even devised the European airways industry was, as already illustrated, highly regulated. Therefore post 1992 and deregulation, great changes came about. By identifying with Porter’s â€Å"five forces,† one is able to ascertain what this meant for Ryanair within the European air transport market. These five factors are threat of entry, competitive rivalry, bargaining power of suppliers, bargaining power of buyers and the threat of substitutes. Threat of entry analyses the threat that new entrants may enter the industry and diminish the returns of established companies. In the case of Ryanair a strong brand identity built up over the period since deregulation has meant that any potential new entrants would have to outlay quite an amount of money in terms of sunk costs in advertising to compete on a level playing field. Allied with this, direct bookings on the Ryanair website has meant that there have been savings in the region of 42. We will write a custom essay sample on Porters 5 Forces of Ryanair or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 6% in marketing and distribution costs. Competitive Rivalry The cost of increased competition can be quite high with customers benefiting from price wars between rival airlines. This is why Ryanair has an advantage over other airlines because their policy of bundling low frills and low prices together means that they are competing for the more price sensitive customer. Demand for short haul flights around Europe is ever expanding. It is however vital that Ryanair were among the first movers because many ‘copycat’ airlines have tried to follow suit. Davy (2003) believes that there are only two pan-European low cost operators where first mover advantage and scale and cost efficiencies gave the two largest players, Ryanair and Easyjet, a significant advantage. In fact, since deregulation, of the 80 low cost operators that had begun operations, 60 had gone bankrupt (Lee, 2000). Michael O’Leary is so confident that this particular aspect of Porter’s 5 forces is almost inconsequential for Ryanair that he has said â€Å"at the lower end of the market Easyjet and Go don’t really compete with Ryanair. Having said this, the threat of competitive rivalry is important for the industry because fierce competition can lead to a decline in sales. Bargaining Power of Suppliers At a very basic level the airline industry suppliers are limited in two areas: actual purchase of planes and the supply of fuel. Ryanair has a very healthy relationship with the main aeroplane supplier, Boeing. With the downturn in the economy airlin es were putting their purchasing on hold. Not Ryanair however, as O’Leary saw this as the perfect opportunity to buy. In addition to the 2002 contract with Boeing where they will supply up to 150 737-800 type aircraft for Ryanair, they are also required to provide various ancillary goods and services to Ryanair. These include technical support and training, spare parts support, training of the flight crews, software and field services engineering. On writing this essay, it was made public that Ryanair has ordered an additional 100 new Boeing 737-800’s to facilitate Ryanair’s rapid European growth plans. On the same day as this news was made public, Ryanair opened up four new destinations in Europe, bought the airline Buzz and had thousands of seats on sale for 1 Euro. Ryanair also has also increased its option orders by 78 to 125. This will, over the next eight years, give Ryanair a fleet of 250 Boeing 737-800’s, making it the youngest carrier in Europe and the second largest worldwide behind Southwest in the U. S. In terms of the fuel price there is very little that Ryanair can do, because the price of fuel is governed by world trade and the Middle Eastern countries have market dominance. Bargaining Power of Buyers There are many determinants to the power possessed by buyers in the airline industry. These include the standardization of the product, elasticity of demand, brand identity and the quality of the service. In this respect buyer power in the European airline industry in quite strong because switching costs are very small. For low cost carriers, the switching costs may be found by simply clicking on a rival’s website. The fact that most low cost carriers sell their seat via the internet means that any price discrepancies can be found very easily. This means that Ryanair have to keep their prices competitive in relation to the industry level. The Threat of Substitutes The threat of substitutes to the airline industry comes in three main forms. These are road, rail and to a lesser extent the boat service. Of these, rail would seem to offer the greatest threat because, certainly around Europe, it offers an excellent continental service around the major cities that Ryanair fly to. Rail travel has several advantages over air in terms of the fact that they can be more localised and more accessible but one must endure a longer journey also. Ryanair can offer a faster journey at prices that can often be far cheaper. As an example, a return ticket from Frankfurt to Amsterdam costs between 121. 20 Euros and 175. 60 Euros. This compares with Ryanair’s average fare of less than 50 Euros (Davy, 2003). In fact, there is even the perception that there is much greater penetration of fast trains in the EU than in the like of the US, and that this is a limiting factor on demand. However, trains in continental Europe are very expensive, which is reflected in the fact that Europeans think nothing of driving from one country to another to make a saving. Car travel offers similar advantages to that of the railways but Ryanair will always be able to boast shorter journey with less hassles. Another, less obvious threat comes in the form of global communications. As technology develops there may be less of a need to actually meet with people as business meetings could take place via video conferencing. Although, relatively speaking, this is not very prevalent at the moment, there may be less of a need to physically meet up with associates in the future.

Emile Berliner and the History of the Gramophone

Emile Berliner and the History of the Gramophone Early attempts to design a consumer sound or music playing gadget began in 1877. That year,  Thomas Edison invented his tin-foil phonograph, which played recorded sounds from round cylinders. Unfortunately, the sound quality on the phonograph was bad and each recording only lasted for only one play. Edisons phonograph was followed by Alexander Graham Bells graphophone. The graphophone used wax cylinders, which could be played many times. However, each cylinder had to be recorded separately, making the mass reproduction of the same music or sounds impossible with the graphophone. The Gramophone andRecords On November 8, 1887, Emile Berliner, a German immigrant working in Washington D.C., patented a successful system for sound recording. Berliner was the first inventor to stop recording on cylinders and start recording on flat disks or records. The first records were made of glass. They were then made using  zinc and eventually plastic. A spiral groove with sound information was etched into the flat record. To play sounds and music, the record was rotated on the gramophone. The arm of the gramophone held a needle that read the grooves in the record by vibration and transmitted the information to the gramophone speaker. Berliners disks (records) were the first sound recordings that could be mass-produced by creating master recordings from which molds were made. From each mold, hundreds of disks were pressed. The Gramophone Company Berliner founded The Gramophone Company to mass manufacture his sound disks (records) as well as the gramophone that played them. To help promote his gramophone system, Berliner did a couple of things. First, he persuaded popular artists to record their music using his system. Two famous artists who signed early on with Berliners company were Enrico Caruso and Dame Nellie Melba. The second smart marketing move Berliner made came in 1908 when he used Francis Barrauds painting of His Masters Voice  as his companys official trademark. Berliner later sold the licensing rights to his patent for the gramophone and method of making records to the Victor Talking Machine Company (RCA), which later made the gramophone a successful product in the United States. Meanwhile, Berliner continued doing business in other countries. He founded the Berliner Gram-o-phone Company in Canada, the Deutsche Grammophon in Germany and the U.K based Gramophone Co., Ltd. Berliners legacy also lives on in his trademark, which depicts  a picture of a dog listening to his masters voice being played from a gramophone. The dogs name was Nipper. The Automatic Gramophone Berliner worked on improving the playback machine with Elridge Johnson. Johnson patented a spring motor for the Berliner gramophone. The motor made the turntable revolve at an even speed and eliminated the need for hand cranking of the gramophone. The trademark  His Masters Voice was passed on to Johnson by Emile Berliner. Johnson began to print it on his Victor record catalogs and then on the paper labels of the disks. Soon, His Masters Voice became one of the best-known trademarks in the world and is still in use today. Work on the Telephone and the Microphone In 1876, Berliner invented a microphone used as a telephone speech transmitter. At the U.S. Centennial Exposition, Berliner saw a Bell Company telephone demonstrated and was inspired to find ways to improve the newly invented telephone. The Bell Telephone Company was impressed with what the inventor came up with and bought Berliners microphone patent for $50,000. Some of Berliners other inventions include a radial  aircraft  engine,  a helicopter, and acoustical tiles.

Change Management Essay Example for Free (#2)

Change Management Essay Essay Topic: Management , Development Many flaws can be found with the classical approach, the birth of which is widely accredited to Fredrick Taylor, in particular how employees became bitter and angry with the levels of â€Å"managerial thuggery† (Rose 1988) that Taylor promoted. There already existed high levels of worker-management conflict, and Taylors approach merely heightened the tensions that it had set out to tackle. Taylors view, and later, Henri Fayol’s view of how an organisation could be managed solely focused on the productivity of the worker and how efficiently work could be carried out. It did not take into account the morale of employees or any of their emotional needs, resulting in a workforce which became increasingly dissatisfied with their working environment. Mayo and Maslow developed an approach which was more emphasized on the management of worker morale and leadership rather than merely viewing employees as â€Å"greedy robots† (Rose 1988). This theory, which would evolve into what is known as the Human Relations approach to management, was focused on the thought that a happy and satisfied employee was a more productive employee. The classical approach to organisational management (1900-1930) emerged from the Industrial Revolution and was born out of a necessity to replace the â€Å"trial and error† approach, which was prevalent prior to this, with a more  focused and consistent approach to how an organisation should be managed. This new approach was focused on the efficiency of an organisation and in improving the performance and output of its employees. The classical approach can be divided into three main areas, scientific management, bureaucracy and administrative management. . (_Managing Change. Bernard Burnes)_ Fredrick Taylor (1856-1917) viewed the management of organisations production efficiency as a science and he is accredited with being the father of scientific management. Taylors view was that there was â€Å"one best way† to perform a task and his approach focused on breaking down each task so that it could be performed in the most efficient way. His research was heavily influenced by the studies of Frank and Lillian Gilbreth(1914). While Taylor was determined to reduce the time it took to complete a task, the Gilbreths tried to reduce the number of motions taken to complete a task. Taylor’s opinion was that â€Å"_human beings are predisposed to seek the maximum reward for the minimum effort†_ _(Taylor 1911)_ and to counteract this, managers must closely supervise workers to ensure that each predefined step in a task is carried out correctly. By breaking down each work process into smaller tasks controlled by the management, the knowledge required by workers about the work process is reduced. Workers become mere â€Å"cogs† in the machine that is the organisation, and can easily be replaced, as minimum training of a replacement worker is required. This in turn increases the managements control as the workers no longer have a monopoly of knowledge about the work process and cannot use their knowledge as a bargaining tool. Taylor, like the Gilbreths, believed that in order to increase a workers’ productivity, he should be motivated by monetary rewards for the amount of work he carries out. â€Å"_When a naturally energetic man works for a few days beside a lazy one, the logic of the situation is unanswerable ‘Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work?’ â€Å"(Taylor 1911)_ While Taylor and the Gilbreths were focused on improving the productivity of  individual workers at task level, Henri Fayol (1841-1925) with the administrative approach, was focused on efficiency at organisational level, top down as opposed to bottom up(Fayol, 1949). Fayols principles of organisation are; division of work, authority, discipline, unity of command ,unity of direction, subordination of individual interest to general interests, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps.(Mullins,1989:201-3). Max Weber (1864-1924) developed the theory of bureaucratic management which, similarly to Fayols approach, was focused on the overall structure of an organisation. According to Weber a bureaucracy must have a number of distinct characteristics. It must have a hierarchical chain of command, where each employer is answerable to a superior, therefore power flows from the top down. Division of labour, where each task is broken down into smaller tasks, with different employees working on each separate part of the task. Each employee is selected on merit and qualification only with no bias shown to favourites. Formalised and detailed rules and regulations must be set out. The beginnings of the Human Relations approach can be traced back to studies on worker fatigue which were carried out while the scientific approach was still being established, and it is fair to say that both approaches overlap. Elton Mayo (1880-1949) expanded on these studies in the 1930’s, most notably with his Hawthorn experiments. (_Managing Change. Bernard Burnes)_ Mayo did not believe that workers were only concerned by monetary rewards, but instead suggested that by having their social needs met at work they would in turn be more motivated and their performance would improve. In his experiments he divided workers into groups and studied how their productivity responded to changes in the environment such as lighting and working conditions. To his surprise the worsening working conditions did not lead to worker productivity declining, in fact productivity increased. This  led him to conclude that workers motivation was increased by better communication, as the workers were consulted with prior to, and throughout the experiments. It was also concluded that workers performed better when they were in a team, and when they were receiving greater attention from their managers. (_http://tutor2u.net/business/gcse/people_motivation_theories.htm_ ) Abraham Maslow (1908 – 1970) developed a management theory which is referred to as Maslows Hierarchy of Needs, as shown below. (image. http://chebri.com/commitment-maslows-hierarchy-of-needs-and-herzberg-theory-of-hygiene-motivation-in-business/) Maslow believed that in order for a person to concentrate on the higher needs, first his lower, more basic needs must to be satisfied. He argued that once a person’s lowest level physiological and safety needs are met; the higher level needs become more important to them. For example in a management situation the physiological needs of an employee are things like adequate lunch breaks and sufficient wages. The safety needs are met when a safe working environment is provided. Social needs are satisfied when there is a sense of community in the working environment. The esteem needs of employees are the needs for recognition from superiors for work carried out and achievements. Self Actualisation is the need of an employee to reach their full potential, this need changes, as different levels of potential are met the employee then needs to attain a higher level. .(_http://www.netmba.com/mgmt/ob/motivation/maslow/_ _)_ Douglas McGregor (1906-1964) stated that there are basically two types of manager, one who had a negative view of his employees and the other who had a more positive view. In his concept he called the negative view Theory X, and the positive one Theory Y. Theory X assumes that employees do not like work, and a threat of punishment is required to ensure that they perform to required standards. It is also of the assumption that workers do not have  any ambition and will avoid responsibility; they are primarily interested in security. Theory X could be used to describe the Classical approaches to management. Theory Y managers on the other hand take the human relations approach and assume that work is natural to people and can be a source of satisfaction to them. Theory Y managers believe that workers will seek responsibility and are motivated to meet goals. McGregor believed that managers who adapted the Theory X approach created an environment where workers were only motivated by financial or material gain, whereas Theory Y managers created a workplace where employees were more responsible and more willing to contribute. McGregor came to the conclusion that organisations needed to adapt the approach set out in Theory Y, which is essentially the human relations approach_._ For the purpose of this essay extensive research was carried out on the approaches that modern industries take regarding management. Information gathered from an interview with an employee of ESB Ireland, an electricity supplier which is one of the largest employers in Ireland, gave a unique insight into how this particular organisation continues to put into effect many facets of the human relations approach. Eoghan, who is employed as an electrical engineer, provided documentation and described how at the beginning of each year all employees have a one to one meeting with their manager to discuss and agree upon goals which they then attempt to achieve throughout the year. The employee is provided with guidance from their manager regarding the work processes on a continuous basis. The diagram shown below, which is taken from the ESB’s performance and development document, illustrates how formal and informal communication between manager and employee is seen as essential and is maintained throughout the year. _(Performance and Development Document ESB 2014)_ Coaching is also provided on a one to one basis with employees when it is  required. _†Coaching is a proven means, carried out in a confidential manner, by which more individual potential can be unlocked to achieve higher levels of career and business performance†_ _(ESB Performance and Development Document 2014)_ Through researching a case study carried out on building materials group CRH, similar approaches to performance management were identified. The CRH approach to performance management is broken down into three areas which are almost identical to those taken at ESB, these are; planning, coaching and reviewing. As is the case at ESB the work processes are carefully structured and discussed with the employee in the planning stage. Coaching is also carried out for each employee’s specific needs which in turn increases knowledge and improves communication. In the review stage each employee is assessed individually and given the opportunity to respond to feedback. _†Self-assessment, collection of information, appraisal and a review meeting all drive performance improvement†_ _(http://www.business2000.ie/pdf/pdf_10/crh_10th_ed.pdf)_ CRH are of the view that it is essential that employees are capable of working on their own initiative or as part of a team, as they state in their candidate requirements that candidates must have; _†Ability to work on own initiative and as part of a team_ _Ability to analyse situations and develop innovative solutions_ _(http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf)_ It’s understood that the most important asset of any organisation is its employees, and trying to retain the services of these employees. The classical approach to management does not take this into account and instead is solely concerned with increasing productivity and extracting the maximum labour from its workers. It can be argued that the classical approach increases productivity and raises the output of each employee; however, in the long run it does not lead to a satisfied and contented workforce. This approach is dated when it comes to the fast paced business environment that exists today. In most modern workplaces it is essential that workers are capable of working on their own initiative and making important decisions themselves, the classical approach to management does nothing to promote or nurture these skills, and in fact it discourages them. The classical school of thought is that there is â€Å"one best way† for all organisations to be structured and operate _(Burnes. 2004)_, however, as established through this research, the approach that ESB takes disproves this theory, as each employee is treated as an individual and encouraged to provide opinion on how the work process should be structured and best performed. The meetings and one to one contact with managers gives the employee a clear understanding of what is expected of him and improves communication between the employee and management, which is one of the core aspects of the Human Relations Approach. These initial meetings as well as the guidance which is provided throughout year to the employee by ESB management is clearly influenced by Mayo’s conclusions following the Hawthorn experiments that employee morale and performance increased with better communication and prior consultation to the work process. _(Burnes. 2004)._ The coaching sessions which are provided at ESB help to improve skills and self-confidence in employees as well as providing management with the assurance that their workers are competent and performing to a high  standard. This type of approach to coaching and continuous improvement and learning is in direct contrast to the ideals of the Classical Approach, and particularly to Fredrick Taylors. Taylor believed in reducing employee’s knowledge about the work process rather than encouraging learning and understanding. By reducing the workers knowledge he believed that management had a greater control over their employee’s (_Burnes. Managing Change)._ The view taken by ESB is completely different, as they believe that the more skilled and confident that an employee becomes, the greater an asset to the organisation he will be. By providing training and coaching to employees ESB are investing in human capital, which means the more skilled an employee becomes the greater his economic value is to ESB_._ _(http://www.investopedia.com/terms/h/humancapital.asp)_ There is a quote from CRH that appears in the case study which was researched which proves that their organisation embodies almost every aspect of the Human Relations approach; _†The challenge for CRH is to be a Group that attracts and retains people_ _not just because it is an industry leader but also because it provides a_ _culture and working environment which creates opportunities for all_ _employees to grow personally and professionally.†_ _(http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf)_ Tesco.http://businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/leadership-styles.html#axzz3JGcBkQ5Y http://iosrjournals.org/iosr-jbm/papers/Vol14-issue6/A01460105.pdf?id=7380 http://education-portal.com/academy/lesson/frederick-taylor-theories-principles-contributions-to-management.html http://www.fordham.edu/halsall/mod/1911taylor.asp http://tutor2u.net/business/gcse/people_motivation_theories.htm http://chebri.com/commitment-maslows-hierarchy-of-needs-and-herzberg-theory-of-hygiene-motivation-in-business/ http://www.netmba.com/mgmt/ob/motivation/maslow/ _http://www.business2000.ie/pdf/pdf_4/crh_4th_ed.pdf_ Change Management. (2016, Aug 06). We have essays on the following topics that may be of interest to you

Terrorism Case Study Example | Topics and Well Written Essays - 1500 words

Terrorism - Case Study Example Some of the founding members included Leroy Schweitzer, who was the head of the group, Skurdal and Daniel Petersen, and had been inspired by a former group called Posse Comitatus. Members of this group defaulted taxes and resisted the Internal Revenue Service, which auctioned most of their property to recover the taxes. However, the public feared the group and some property marked for auction remained unsold for several years (Combs, Cindy and Martin, pp. 186). The group created complicated schemes which involved filing liens worth millions of dollars against property owned by the federal or local government in Montana. This was a strategy to raise money to sustain their movement. The movement set up its own common law court and a government in Montana. The government issued arrest warrants for the members, but most of them remained in their farms, and the authorities could not arrest them. The most radical members regrouped at Clark ranch in Jordan from where they ran the movement. In 1996, the Freemen wanted to set up a radio antenna to facilitate their communication. The contracted installer was an undercover FBI agent, who lured Schweitzer and Peterson from their houses to the installation site. On reaching the site, the two Freemen were arrested by federal agents who were waiting for them. Most of the other members were arrested later and sentenced on account of several crimes. The Kurdistan Workers’ party or the PKK was founded in 1974 by Abdullah Ocalan and was initially known as the Kongra-Gel. The group, mainly composed of Turkish Kurds, began armed violence in 1984 as part of its campaign. The main objective of this movement was to establish an independent Kurdish state and government in Turkey, Northern Iraq, parts of Syria and Iran. The groups’ founder members adopted the Marxist theory as part of their liberation campaign. PKK collaborated with other militants in this region to conduct attacks against the Turkish government alongside other extremist sympathizers. The group operates in several countries and runs several training camps in Syria, Turkey, and Iraq. Their campaign involves spreading propaganda against the government, explosives and violence, sabotaging government activities, and spreading their anti-government ideologies (Balci, pp. 172). The group has been involved in several bomb attacks in Turkey, drug trafficking and kidnappings. The founder Abdullah Ocalan was arrested in 1999 and sentenced to life imprisonment. Several European countries such as France and Germany sympathize with PKK and have allowed them to open offices in their countries and offered its members support and training. The Turkish government condemns the group by referring to it as a threat to national security. Other sister organizations such as PJAK have come up and are involved in terror activities within Turkey and Iraq. PKK fighters operate from the Qandil Mountains in Iraq in a bid to limit government attacks. The Turkish government has offered the movement an opportunity to negotiate for peace, which has not been fruitful. The U.S government has been accused of giving Iraq PKK members a safe haven for the operations since the fall of Saddam Hussein (Mannes, pp. 179). The Al-Qaeda is an Islamic terror group that was founded by Osama Bin Laden in 1988. The group was founded to free Islamic countries from the profane influence of the west, especially USA and

School Shootings and Focus Group Research Paper

School Shootings and Focus Group - Research Paper Example A scrutiny of the circumstances adjacent to the matter is then conducted to get the big picture: evaluating the condition while paying attention to risk or perceived risk, technical intricacy, jurisdiction, character of the conflict, intensity of the conflict, region extent and interests, geographic precincts, pecuniary allusions, media concerns, and the current public consultations. Problem definition: authentication or adjustment of the fundamental nature, progressive precision of the preliminary definition. There is an important need to comprehend and to take account of various viewpoints of all stakeholders in order to express their concerns. The principle of â€Å"it is better to be roughly correct than precisely incorrect† dominates this phase so as to determine overall priority for this problem. In the last 20 years, public policy elites and professors have been faced up to an option to adopt the customary positivist approach which is based on ratio ­nality, impartiality, and money matters e.g. Weimer and Vining (2004), or a post-positivist approach based on politics, partisanship, and egalitarianism e.g. Ander ­son (2006). In their book Public Policy Praxis: A Case Approach for Understanding Policy and Analysis Clemons & McBeth (2009), adopted a mixed approach, based on the improvement and training of cases. My argument is that; while the attitudes of the post-positivist of the facilitators are informative, have noticed the most imperative deficit in the growth of the policy sciences, and have put into account that ways to triumph over the market prejudice of the behavioral forms that remain greatly uninvestigated in the policy sciences, there has been little information on handle the conflicts posed by the two viewpoints which in some point contradict each other. Surveys presuppose that individuals be acquainted a well laid out knowledge of how they feel an assumption that

Research Hypothesis Essay Example for Free

Research Hypothesis Essay Null Hypothesis: The new developed drug has no considerable difference from the standard multi-drug regimen used by most cancer patients (Â µ1 = Â µ2). Alternative Hypothesis: The new developed drug is considerably better from the standard multi-drug regimen used by most cancer patients (Â µ1 Â µ2). The dependent variable in the study is the so-called ‘level of efficacy’ (or in simple term, the level of effectiveness of the drug). This independent variable may be measured by: 1) T-cell counts among AIDS patients, 2) improved blood circulation (measured by blood pumped per ounce per second), and 3) rate of antibody formation. For the sake of simplicity, we shall only consider the first measure of ‘efficacy’ (T-cell counts among AIDS patients). The independent variable in the study is the ‘type of drug’ used to treat patients with AIDS. Method For the purpose of theoretical efficiency, we can assume the existence of two groups. Group A is a population sample treated with the ‘new developed drug.’ Group B is a population sample treated with the standard multi-drug regimen. Note that both drugs are assumed to have a general effect on the mitigation of AIDS among patients. A higher population mean (measured by T-cell counts) would indicate a higher ‘level of efficacy.’ Biases Experimenter bias may be exhibited in the study as: 1) error in the specification of experimental maneuver, 2) error in the measurement of outcomes, and 3) faulty interpretation of data. Because of the complexity of the study, it is very likely for the researcher to commit the second error. Selection bias is not present in the study. Ethical Issues There are two pressing ethical issues in the study. First, it is generally unethical to use an untested drug (medical) to a group of AIDS patients (although it may be argued that the drug has been tested many times in the laboratory). Second, it is dangerous to test the efficacy of two sets of drugs to ‘actual’ patients.

Cultural Values and Personal Ethics Paper -- Morals Ethics Decision ma

Cultural Values and Personal Ethics Paper Personal, organizational, and cultural values are the basis of an individual's personal and professional decision-making style. These values are the key ingredients that make up our core beliefs. Values are ideas that are actions which could be right or wrong, good or bad that are the basis of human action (Tosi 2000). Personal values might also be called morality, since they reflect general expectations of any person in any society, acting in any capacity. These are the principles we try to instill in our children, and expect of one another without needing to articulate the expectation or formalize the process in any way. Family is the first school for a child where the seeds of cultural values are sown (Jain para 6). Cultural values are the beliefs of a human group that one can identify. Cultural value is the newest terminology which is used in literature on international relationships and economics. Individuals acting in an organization take on an additional burden of ethical res ponsibility. For example, organizations have codes of ethics that prescribe required behavior within the context of a professional practice such as medicine, law, accounting, or engineering. These written codes provide rules of conduct and standards of behavior based on the principles of Professional Ethics (Colero para15). Personal Values My personal values include hard work, honesty, achieving success in life, being flexible and helping others. My values evolve around leading a fulfilling lifestyle that allows me to be a supportive, loving and contributing member of my family and community. A clear picture of our personal values allows us to rank the tasks on our "to do" lists according to how closely... ...dividual Employees in Organizations-An Integration Framework. Journal of American Academy of Business, Cambridge (8) 2, 105-112. Retrieved March 30, 2006 from EBSCOhost Database. Payne, Neil. (Feb 2006)International affairs: in today's global market, knowing how to conduct cross-cultural meetings is essential.(Motivation). In Kitchen & Bath Business, 53, p30(1). Retrieved April 03, 2006, from InfoTrac OneFile Siva, Manu. Difference in Cultural Values. India Today (20) 3. 45-48 Retrieved April 03, 2006 from http://www.indiatoday.com. Soin, Raj. Clarifying and Applying Personal Values: Priorities and Integrity Retrieved. April 1, 2006 from http://www.wright.edu/~scott.williams/skills/values.htm Tosi, Henry L (2000). Cultures: National and Organizational. Managing Organizational Behavior, 4th Edition, 341-383. New York: Blackwell Publishers