Harry Frankfurt An Introduction - 920 Words

Harry Frankfurt – An Introduction Harry Frankfurt is one of the most prominent defenders of a compatibilist view point of free will. He is the professor of emeritus philosophy at Princeton University. His major areas of interest include 17th century rationalism, actions, moral philosophy and philosophy of mind. According to Frankfurt, a person is a â€Å"specific structure of will†. He defined will in the terms of first-order desires. Following are the concepts of ‘First-order desires’, ‘Second-order desires’ and ‘Second-order Volition’ and ‘Will’, as described by Frankfurt: First-order desires First-order desire can be defined as the desire to perform some action. For example, a desire to go to the class of philosophy can be categorized as†¦show more content†¦It is a desire that one’s desire should be converted into the will of that person. The desire that I should desire to be in the class of Literature rather than Philosophy becomes effective to turn it into ‘will’ of actually being in the class of Literature. Free Will and Second-order Volitions A theory of free actions has been presented by Frankfurt in â€Å"Freedom of the Will and the Concept of a Person†. According to Frankfurt, it is true as well as useful to answer the question about whether the will of the person is free or not. He used a question of, â€Å"Whether an agent enjoys freedom of action† as an analogy to answer this question. He defined freedom of action as freedom of doing whatever one wants. On the basis of this analogy, the freedom of will can be defined as the freedom to want whatever one wants to want. This analogy also expands to define the free will. A person is free to will whatever he wants to will; or to have the will of whatever he wants. Therefore, the question of freedom of will is associated with the question that whether is it a will that he wants to have. It shows the conformity of one’s will to one’s second-order volitions. If one’s will are secured by the conformity to one’s second-order volitions, the free will is achieved. Compatibility of Free Will with Determinism The idea of free will, as presented by Frankfurt, seems to be completely compatible with the idea of determinism. According to Frankfurt, a person does not need to go for

Leadership Qualities of the National Down Syndrome Society

According to the Encyclopedia of Genetic Disorders and Birth Defects, â€Å"Down syndrome is a chromosome abnormality caused by the presence of a third copy of chromosome 21. Characteristic facial features, in addition to epicanthal folds, include eyes slanted upward away from the nose, possibly with a speckling at the periphery of the iris, and a large tongue that often protrudes from an open mouth, making normal speech difficult† (Wynbrandt and Ludman 102-103). There are plenty of organizations dealing with Down syndrome and the acceptance of those with Downs, but one organization that really stood out was the National Down Syndrome Society. They offer various support groups in the community to help cope with the obviously emotionally jarring situation. The NDSS is definitely a leadership organization, and it has many leadership qualities, including resourcefulness, respectfulness, and tolerance. First and foremost, the NDSS is resourceful. They offer a variety of groups and events to help those with Downs and their families. Every year, the National Down Syndrome Congress has a convention for people who are interested in staying active in the world of Down syndrome. For example, a few summers ago there was a session in Boston, and the number of people in attendance is astonishing.. â€Å"These popular sessions, facilitated by family members, are informal opportunities to meet your peers and share your joys, concerns and strategies with others† (General Convention). People areShow MoreRelatedAmerican Society And The Ending Of The Vietnam War1415 Words   |  6 Pagesmarginalized or outsider societal groups were likely to conform to the rest of society regarding opinions on foreign policy or military action as a means to gain greater social and political acceptance . The rise of the anti-war movement largely marked the end of the idea that patriotism was the â€Å"passport to equality† and acceptance. 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Danone and Wahaha Case Study-Free-Samples-Myassignmenthelp.com

Questions: 1.How did the relationship between Wahaha Group and Danone change during the 11 years of cooperation? How did the bargaining power of both parties change? 2.Did the long-term cooperation between both firms lead to more trust? Did you observe any problems of bounded reliability with two firm's cooperation? Was there a vicious cycle of suspicion? Was there a vicious cycle of increasing dependency on a partner? 3.Was there a learning asymmetry in the joint ventures? 4.Has Danone been able to access the location-bound FSAs of the Wahaha Group? Should Danone have rejected the joint venture entry mode in the first place? Answers: 1.Relationship between Wahaha Group and Danone change during the 11 years of cooperation. How the bargaining power of both parties change? In the very beginning of the venture, both Wahaha and Danone had enormous expectations from collaboration. Wahaha required cash along with new technologies and administrative techniques to continue with their process of expansion, whereas, Danone lacked depth in their management in the Chinese market. Therefore, a joint venture was recognized in the year 1996. Wahaha controlled 49 per cent of the shares, Danone 41 per cent and another association by the name of Peregrine Group took up 10 per cent shares. More importantly, Wahaha was in charge of the overall joint venture. The cooperation was functioning as expected, Danone was expanding in China at a rapid pace and Wahaha was soon becoming Chinas top manufacturer of domestic non-alcoholic beverages in both revenue and production. However in the year 2007, the coalition collapsed. There was a claim form Danone that Wahaha Group was using their brands in illegal fashion in some of the other joint ventures. In response to that Wahaha ar gued that Danone indulged themselves in investing more in Wahahas rivals within China and that there was serious lack of obligation and collaboration aspects (neither managerial nor technology expertise was provided) from Danones perspective [1]. The power of bargaining altered significantly throughout the 11 years of their coalition. Firstly, at the time of settling of the agreement, leadership responsibilities were offered to Zong for running and controlling the regular operations of the joint venture. Moreover, Danone did not get much concerned as they did not bother to send even a single executive to China. Trust was soon disappearing over the course of time as disputes cropped up, leading to lawsuit battles. In the year 2009, Danone decided in selling off their 51 per cent share of the joint venture, receiving much smaller amount from the retailing of shares of its stake. 2.The long-term cooperation between both firms lead to more trust. Were there any problems of bounded reliability with two firms cooperation? Suspicion cycle and Vicious cycle of increasing dependency. The long-term teamwork between both the companies led to precisely divergent of trust. Danones entry into the Chinese market was marked with lesser knowledge of the market itself, leading the company to team up with Wahaha, though only financially and resting the regular operation process in the capable hands of Wahaha Group. All was going well with both companies attaining their desired goals through joint venture, till their disputes became public in 2007. The dispute showcased the fact that both the firms were lacking trust. There were clear issues of restricted dependability as the firms were not being able to make an attempt on the open-ended pledges, especially when the conflicts began on the issue of Danone desiring to take over other non- joint ventures, leading to the suing of various parties[2]. This also depicts the extent of the suspicion cycle as both the companies indicted each other of not sticking by their conformities[3]. The anxiety took a turn for worse when Zongs family was sued by Danone. 3.A learning unevenness in the joint ventures The main reason for the joint venture was Danones lack in experience in the Chinese industry, leading to the decision of benefiting from a successful domestic business. Through cooperation with Wahaha, Danones access into the Chinese market became an easy affair with Wahaha being profited from the financial aid offered by Danone. Danone mainly provided financial support to Wahahas new technologies and marketing strategies like complex lines of production. This illustrates the learning asymmetry of this meticulous joint venture. 4.Has Danones accessibility in the location-bound FSAs of the Wahaha Group? Should Danone have discarded the joint venture entry manner in the first place? Danone has not been able to have a way in for the location-based FSA of the Chinese group Wahaha for reasons like when Danone took the spot of key shareholder in the year 1998; they did not have any executive within this joint venture. Zong of Wahaha was the leader of the pack having a higher quantity of autonomy[4]. This signifies the fact that Danone never had much interest in learning the location bound FSA that Wahaha possessed, like their effective process of supply chain, knowledge about the Chinese market along with the government regulations. Moreover, in the year 2007, Danone bumped into a tricky situation related to legal disputes where they could have won in court and stayed the legal owner of Wahaha Group. However, Danone was finding it difficult in running the joint venture all by themselves. Danone never operated the joint venture and they did not have the management possessions for controlling of the same. Despite the dispute continuing for two long years, Danone committed a mistake by rejecting the strategy of joint venture. Danones spokesperson, Laurent Sacchi stated that if they were able to gain 30 per cent of the market allocate from the emerging markets within ten years of their operations, it was mainly for the tactic they used[5]. They did have issues with Wahaha which they preferred having now than after another ten long years and not being part of the venture anymore. Danone should have been more involved with the regular operations of the venture which might have led them in having greater access of location-bound FSAs from added organizations. References: Feiqiong, Chen, and Yu Xudan. "Analysis on the generative mechanism of relational risk in the strategic alliances: A case study on Wahaha [J]."Science Research Management6 (2010): 022. Melewar, T. C., Edgar Badal, and Joseann Small. "Danone branding strategy in China."Journal of Brand Management13.6 (2006): 407-417. Munro-Smith, Nigel. "Danone and Wahaha in China The Interaction of Strategy, Cultural Differences and Organization Design in International Joint Venture Conflict."Proceedings of the Northeast Business Economics Association(2008). Tao, Jingzhou, and Edward Hillier. "A tale of two companies."Chinabusinessreview. com(2008): 44-47. Yao, Jane. "Why Danone's ventures failed."Int'l Fin. L. Rev.27 (2008): 46 Tao, Jingzhou, and Edward Hillier. "A tale of two companies."Chinabusinessreview. com(2008): 44-47 Melewar, T. C., Edgar Badal, and Joseann Small. "Danone branding strategy in China."Journal of Brand Management13.6 (2006): 407-417 Yao, Jane. "Why Danone's ventures failed."Int'l Fin. L. Rev.27 (2008): 46 Munro-Smith, Nigel. "Danone and Wahaha in China The Interaction of Strategy, Cultural Differences and Organization Design in International Joint Venture Conflict."Proceedings of the Northeast Business Economics Association(2008) [5] Feiqiong, Chen, and Yu Xudan. "Analysis on the generative mechanism of relational risk in the strategic alliances: A case study on Wahaha [J]."Science Research Management6 (2010): 022

Security On The Internet Essays (1702 words) - Spamming, Fraud

Security On The Internet Security on the Internet Internet has become an essential tool for daily tasks. The options people have nowadays are limitless: banking, shopping, booking reservations, chatting, and so on. However, several drawbacks have arisen that are of concern to all of the internet users. Unfortunately, incidents of auction fraud, the sale of illegal items, and criminal trespassing are booming in the e-commerce market. The nature of the Internet and the ease of gaining anonymity on it, has made crime easy and catching criminals much more difficult. Many cases of fraud have occurred: people who collect payments from buyers and never ship the goods to them. ?Earlier in the summer, for example, former eBay seller Robert Guest pleaded guilty to mail fraud. Prosecutors had accused Guest of collecting approximately $37,000 from bidders for items he never shipped.? 1 Cases like these are a real drawback for e-commerce. The lack of tangibility has been a major obstacle in doing transactions online and these cases only serve to destroy the little confidence that consumers have gained so far. Many people are hesitant to shop online, for example, and when they hear of fraud cases it only serves to confirm their initial fears. That is why organizations such as The Better Business Bureau (BBB) and The Federal Trade Commission (FTC) are educating consumers to protect themselves. These agencies know that thousands of consumers are taking advantage of the opportunity to shop from the comfort of their homes via personal computers. A person can buy anything and avoid crowded malls, long lines and busy parking lots. Furthermore, the Internet is always open: 7 days a week, 24 hours a day. In order to actually benefit from online shopping, certain things must be taken into consideration. The BBB's Web site contains a section that offers tips on ?What You Need to Know About Cybershopping.? 2 The tips are the following: ? When dealing with a new merchant, ask for its physical location in order to check its reliability with consumer agencies (i.e. The BBB). ? Determine the company's refund and return policy before you place an order. ? Never give out your Internet password. When creating a password avoid using established numbers, such as your house number, birth date, telephone number or Social Security number. If you are asked to create a new account, never use the same password you use for other accounts. ? Be cautious if you are asked to provide personal information (i.e. Social Security number or bank account information). ? Look at the ?address? of the site, the URL ensures that you are dealing with the right company. It is good to print out a copy of your order and confirmation number for your records. ? Know your rights. The same laws that protect you when you shop by phone or mail apply when you shop online. Under the law, a company must ship your order within the time stated in its ads. If no time is promised, the company should ship your order within 30 days after receiving it, or give you an ?option notice.? ? If you decide to pay by credit card or charge card, your transaction will be protected by the Fair Credit Billing Act. ?Under this law, consumers have the right to dispute charges under certain circumstances and temporarily withhold payment while the creditor is investigating them. In the case of unauthorized use of a consumer's credit card or charge card, consumers are generally held liable only for the first $50 in charges.? 3 If you are not comfortable entering your credit card or charge account number online, call it in to the company's 800 number or fax it. The FTC also contains a section which offers consumers tips on online safety. In addition to the ones made by the BBB, The FTC also suggests that: ? Use a secure browser. This is the software that you use to navigate the Internet. Your browser should comply with industry security standards, such as Secure Sockets Layer (SSL) or Secure Electronic Transaction (SET). These standards scramble the purchase information you send over the Internet, ensuring the security of your transactions. Most computers come with a browser already installed or you can download one over the Internet for free. ?