When Is Violence Justifiable

Violence is a central concept for describing social relationships among humans, a concept loaded with ethical and political significance. In some, probably most, circumstances it is evident that violence is unjust; but, some cases appear more debatable to someone’s eyes: can violence ever be justified? As Self-Defense The most plausible justification of violence is when it is perpetrated in return of other violence. If a person punches you in the face and seems intentions to keep doing so, it may seem justified to try and respond to the physical violence. It is important to notice that violence may come in different forms, including psychological violence and ​verbal violence. In its mildest form, the argument in favor of violence as self-defense claims that to violence of some sort, an equally violent response may be justified. Thus, for instance, to a punch you may be legitimate to respond with a punch; yet, to mobbing (a form of psychological, verbal violence, and institutional), you are not justified in replying with a punch (a form of physical violence). In a more audacious version of the justification of violence in the name of self-defense, violence of any kind may be justified in reply to the violence of any other kind, provided there is a somewhat fair use of the violence exercised in self-defense. Thus, it may even be appropriate to respond to mobbing by using physical violence, provided the violence does not exceed that which seems a fair payoff, sufficient to ensure self-defense. An even more audacious version of the justification of violence in the name of self-defense has it that the sole possibility that in the future violence will be perpetrated against you, gives you sufficient reason to exercise violence against the possible offender. While this scenario occurs repeatedly in everyday life, it is certainly the more difficult one to justify: How do you know, after all, that an offense would follow? Violence and Just War What we have just discussed at the level of individuals can be held also for the relationships between States. A State may be justified to respond violently to a violent attack – be it physical, psychological, or verbal violence to be at stake. Equally, according to some, it may be justifiable to respond with physical violence to some legal or institutional violence. Suppose, for instance, that State S1 imposes an embargo over another State S2 so that inhabitants of the latter will experience tremendous inflation, scarcity of primary goods, and consequent civil depression. While one may argue that S1 did not impart physical violence over S2, it seems that S2 may have some reasons for a physical reaction to S2. Matters concerning the justification of war have been discussed at length in the history of Western philosophy, and beyond. While some have repeatedly supported a pacifist perspective, other author stressed that on some occasions it is unavoidable to wage wars against some offender. Idealistic vs. Realistic Ethics The debate on the justification of violence is a great case in point setting apart what could be labeled as idealistic and realistic approaches to ethics. The idealist will insist that, no matter what, violence can never be justified: Humans should strive towards ideal conduct in which violence never figures, whether that conduct is attainable or not is beyond the point. On the other hand, authors such as Machiavelli replied that, while in theory, an idealistic ethics would work perfectly well, in practice such an ethics cannot be followed; considering again our case in point, in practice people are violent, thus to try and have a non-violent behavior is a strategy that is destined to fail.

The Effects Of Culture On Diversity Management Essay

CHAPTER TWO 2.0 Literature Review 2.1 INTRODUCTION This chapter outlines the effects of culture on diversity management in organizations in Kenya. Secondly, it highlights the literature related factors that affect culture and in turn diversity management in organizations in Kenya such as technology, level of skilled workers, policies enforced by organizations in Kenya, and the level of resources available to them. The chapter also analysed literature related to other aspects that effect diversity management in organizations in Kenya. 2.2 To determine the extent to which technology influences diversity management in organizations in Kenya. Modern organizations are faced with challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Cultural diversity has a positive influence on decision†making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision making. Effective technologies for intercultural communication included e†mail, teleconferencing combined with e†Meetings, and team rooms. Cultural diversityShow MoreRelatedDiversity Management Has Increased Improve Competitiveness Within The Business World1146 Words   |  5 PagesDiversity man agement has increased to improve competitiveness within the business world. Diversity shows employees that they are valued for their differences and are accepted for who they are. In the USA, effective diversity management is a critical factor for companies to be successful. 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The One Essay Research Paper As the free essay sample

The One Essay, Research Paper As the dark figures enlarge through the thick fog, He walks towards them, Entirely and sheltered operating expense. Slowly paced, and soggy footed, he arrives. He is unable to talk or believe directly. As he slowly lowers his caput something catches his oculus. He peacefully stares ; Stares at the beautiful flowers. The flowers he and his married woman planted along their fencing. He could still retrieve the hurting hurting of his sore, middle aged back, The odor of his married woman? s worn out, one-size-too-small baseball mitts as he took them off for her, And watching the immense red sunset as they held each other in their ache weaponries. They made love that dark. From that twenty-four hours on he knew she was the 1. That was a beautiful twenty-four hours, he thought. A loud forenoon awakens him from his reverie. He forgets where he is for a piece, but shortly remembers. He still can non believe what is go oning. To him it seems unreal. Still with his caput down, he is afraid ; Afraid to look, Afraid of what he might see. Confused, he begins to inquire. He searches for an reply. He had non accomplished what he had planned. As the adult male with the white neckband speaks, he looks up. Still slightly doubting of the spectacle, He is afraid ; Afraid to listen. He is afraid of what he might hear. Still with his assurance, he awaits ; Awaits for the name of inevitableness. Out it comes. A name which he remembers to hold known his whole life. A name which he cared so much for. A name which he stood by, through midst and thin. A name which he called his ain. He wants to experience sad but is funny. He wonders who cared. He looks up, All in black, Except for the one in ruddy. Tight Ass Fender, was its name. Guitar strings, was its game. ? You know the 1s in the black battalion? ? ? I? ll acquire them when I get back. ? All I needed was the last twine So I can play and I can sing. ? Yes, yes? she said? I? m traveling out. I? ll purchase this thing. ? Monday dark she went out She had to travel that manner excessively! She came back early, With a battalion of blue. ? Bring so back! ? The Old Man Who Scared Me When I Was Small I went outdoors to play that twenty-four hours, With my ma by my side, by the manner. I skid down slides and played on swings ; Every clip, I played with those things. On a bench to my right I saw a adult male, old but bright. He had tegument that seemed like brown building paper, And hair every bit white as snow. He had these moony eyes ; But why, I? vitamin D like to cognize. He seemed so incapacitated have oning that old adult male chapeau, And that ruddy flannel shirt that made him look fat. I wondered what he was making at that place. I wondered what was traveling through his head When I got a H2O gun, And moisture him from buttocks. Before my really eyes He got up and said? Grandson. You? re dead! ? He so chased me around, Like a merriment small disturbance. Slowly deriving on me like a tiger on its quarry. I could stand no more so I had to state, ? Okay, O.K. ! ? We stopped running and turned to each other. Red now replaced his brown paper face. With perspiration pouring down his cheek he said to me, ? In a race, you would win first topographic point! ?

Generic Strategic Approach-Free-Sample for Students-Myassignment

Question: Justify the generic strategic approach you have chosen. In this section do not merely repeat the advantages from the previous section. Explain why your chosen strategy is appropriate (e.g. better than others) in terms of its suitability, feasibility, and acceptability. Answer: Strategy selection Due to the environmental changes, organizations need to change their business strategies to adapt the change in the environment to stay competitive in the market. Strategic choice and evaluation is important for the companies to operate the business successfully in the market. This report focuses on a generic strategy which is effective for the sustainable business operations. For the discussion, one of the generic strategies, differentiation strategy is selected (Crossan, 2011). Differentiation strategy Differentiating goods and services are helpful in satisfying the needs of the customers by the sustainable competitive advantage. Differentiation strategy is helpful for the companies to desensitize the prices and focus on the values for the customers. The differentiation strategy requires segmenting the market based on needs of the target customers. Differentiation strategy is focused on the development of the products and services that provides unique attributes which are valued by the customers. By the differentiation strategy, customers always seek for the different product from the competitors. Companies are trying to provide uniqueness to the customers while providing products and services to them. The differentiation strategy includes achieving competitive advantage by pinpointing the characteristics of product or service that is perceived valuable by the customers. Along with this, differentiation strategy is helpful in positioning the company to meet the demands of the customers to deal with the competition (Kaplan Norton, 2006). Differentiation provides strength the company against competitors and competitive rivalry due to brand loyalty by the customers. Further, it increases margins which avoid low-cost position. Differentiation can also provide entry barriers for the new entrants in the market so that customer loyal ty and product or services uniqueness can be enhanced. The companies have differentiated themselves to get customer loyalty for the better position in the market. The selected strategy is better than others in terms of suitability, feasibility and acceptability (Gruca Rego, 2009). Suitability The differentiation strategy is suitable and compatible for the business operations and the expected external environment. The differentiation strategy is perceived to be suitable within the political, social, legal and environmental aspects of the company in the market. Along with this, customers and demand in the market also play an important role in the suitability analysis of the strategy. In case of suitability of strategy, differentiation strategy is helpful for the company to identify the opportunities in the market and deal with the threats in the environment (Graham, 2008). Differentiation strategy is helpful in capitalizing the strength and core competences of the company. It is also congruent with the existing culture and alignment with broader political, environment and social context of the company. In terms of suitability factor, differentiation strategy is suitable for the company in managing external environment. Feasibility Feasibility focuses on the resources to pursue the strategic choice. Feasibility analysis includes the internal capabilities of the company. Differentiation strategies for the companies are feasible to implement in the business operations. In the market, differentiation strategies are helpful to focus the customers, and material focus on the suppliers. This enhances the relationship with the suppliers and customers by identifying their needs and requirements. Evaluating strategic options in terms of feasibility means to verify the capability of the company to deliver the strategy (Payne Holt, 2008). This ability can be assessed based on the core competencies and resources of the company. For instance, Samsung has invested huge amount of money and resources to build the image, innovative technology, and brand value and competition position in all over the world. Differentiation strategy is feasible for the company as the company is able to improve its abilities of reducing manufactur ing costs and providing cheaper products with the desired quality (Braun Latham, 2014). Acceptability Acceptability mainly focuses on the performance results of the selected strategy in the business. Acceptability of differentiation strategy can be analyzed based on the risk and return of the company. Risks are evident of the business. No business can be operated without the element of risk. So, it is very important to take into account of risk factors while planning and implementing the differentiation strategy in the business. While focusing on the product development and market development options, various internal and external risk factors should be taken into account. For instance, in the company Apple, differentiation is one of the best strategies to be implemented. Based on the situational analyses it is observed that this strategy is the finest strategy for Apple to expand the business internationally (Ferrell Hartline, 2008). Apple can adopt market development strategy by focusing on the strategic alliances to move forward in the market. The method of strategic alliances bu t the method includes risks for the company in terms of financial loss. So, by differentiation strategy, company can enter in the unexplored market without fear of huge loss. On the other hand, company needs to be careful in the differentiation strategy. There is no doubt that Apple is fully capable in providing differentiated and unique product due to RD capabilities and technological advancements but reducing the cost of operations and selecting new vendors for some products can be challenging. These may need extensive research and lots of time in order to make the products unique in the market (Biggadike, E2010). Based on the above analysis, it is observed that the selection if the strategic choice is not easy for the companies. In order to select right strategy for the business, companies need to analyze external and internal environments of the market to get knowledge about the needs and requirements of the customers. The factors suitability, feasibility and acceptability provide logical and comprehensive approach for the selected strategy. Differentiation strategy is helpful for the company for continuous involvement in the market for the growth and development. It can be said that differentiation strategy can generate effective results in terms of increasing market share, competitive advantage, increasing customer base and higher projects in the market. References Biggadike, E. R. (2010). The contributions of marketing to strategic management: Academy of Management Review. 6. 621-632 Braun, M. Latham, S. (2014). Mastering Strategy. Santa Barbara: ABC-CLIO. Crossan, M. M., (2011). Strategic Analysis and Action. (8th). Pearson Education Canada. Ferrell, O. C., Hartline, M. D. (2008). Marketing Strategy. (4th). Mason: Thomson Corporation. 117 Graham, H., (2008). Marketing Strategy and Competitive Positioning. (4th). Pearson Education India Gruca, T. S. Rego, L. L. (2009). Customer Satisfaction, Cash Flow and Shareholder Value: Journal of Marketing. 69. 11530 Kaplan, R., Norton, D. (2006). How to implement a new strategy without disrupting your organization: Harvard Business Review. 100-109 Payne, A., Holt, S., (2008). Diagnosing Customer Value: Integrating the Value Process and Relationship Marketing: British Journal of Management. 12 (2). pp 159 - 182.