The Meaning of Life :: Philosophy essays

In approaching the meaning of life we have to examine the nature of meaning itself.   Meaning is by definition the point, or the intended goal.   Consider the point of humans and the universe as seen from monotheistic religion.   If life and the universe is some sort of toy or form of entertainment for some prime mover, his point, his own entertainment, would then be the meaning of humans and the universe.   Consider the goals of the deities of various cultures.   Some strive for a balance between the forces of 'good' and 'evil'.   This balance seems to simply be a choice of the deity, the way he thinks it ought to be.   The concept of a prime mover as a source of the meaning of life is flawed, because in talking about an actual point to absolutely everything, we are simply considering the goals of a being more powerful than ourselves who has chosen one of many possible goals that humans can conceive of.   This is to say that, if a god like this exists, his goal for life and the universe is not necessarily valid as a meaning of life, the universe, and himself.   For instance, the Bible claims that the Christian deity created the universe and placed humans in it that they might be in awe of his power.   If this is so, why is worship the correct response?   The meaning of the universe as created by God is the entertainment of God, but what is the meaning of the larger system containing God and his creations?   We could conceive of an even 'primer' mover, but that simply takes us all the way back into the wall of infinite regression.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When I first read the Bible, it struck me as neutral on the idea of worship.   The Bible flat out tells you that God created humans so that they would be in awe of him, which amounts to saying God created us to inflate his ego.   We are to God as our pets are to ourselves, sources of unconditional love.   In the book of Job, God essentially makes a gentleman's bet with Satan that Job's worship is genuine and not inspired by God's kindness.   In other words, you throw a rock at my dog and I'll swing my arm so it looks I

Can Military Force Promote Humanitarian Values?

Abstract Recent years have seen an increase in humanitarian interventions which have involved military operations. However is it feasible that the two operations, military and humanitarian are compatibleThis paper investigates whether this is the case and, to do so, assesses military force in terms of the values which underpin humanitarianism. This paper utilises a case study from the Libyan conflict to assess whether there is a politicised nature in the push for military led humanitarian operations, and examines whether there is a political undertone in the increased usage of military forces. It is argued that this undertone serves to undermine the possibility that military forces can promote humanitarian Introduction For several decades, humanitarian intervention has been a factor in military operations. This paper examines whether military forces can promote the values of humanitarianism during aid operations. To do so this paper will examine a number of elements and seeks to define humanitarianism. In doing so, the question of what role military forces can play is considered. This includes, for example, where military forces are deployed to affected regions or states and the role which they have been asked to conduct. This paper investigates whether the underlying aims of military forces are compatible with that of humanitarianism. This paper argues that they are not and that recent years have seen developments where military action has been wrongly justified on the grounds of humanitarian intervention. What is Humanitarianism? The concept of humanitarian intervention which utilises military force can be classed as a subjective one. Whilst some commentator’s class military led humanitarian interventions as being â€Å"the use of military force to protect foreign populations from mass atrocities or gross human rights abuses† (Waxman, 2013), others such as Marjanovic (2012) define the action as being â€Å"a state using military force against another state when the chief publicly declared aim of that military action is ending human-rights violations being perpetrated by the state against which it is directed†. Yet despite the subjectivity, there is a series of components which can be extracted from these various definitions. These components include: a form of war or conflict, the potential that non-combatants will be negatively affected by this conflict; and where human rights abuses are considered to be taking place In essence, there are a number of factors which should be present when military led humanitarian assistance is being considered. Weiss (2012: 1) argues that there is an underlying notion of a â€Å"responsibility to protect† and that this has a tendency to dominate modern geo-political thinking, but instead it is arguable that the global community can be accused of cherry picking where it seeks to intervene. Weiss had previously argued that any intervention should incorporate aspects of post conflict redevelopment programming (Minear & Weiss, 1995), yet since the perpetuation of military led humanitarian interventions, he has reconsidered his perspective to argue that such actions should now constitute â€Å"activities undertaken to improve the human condition† (Weiss, 2012: 1). This latter inclusion indicates that the shift in conflict dynamics, from one which is largely based on conventional warfare to the usage of non-state actors and combatants in an asymmetric conf lict zone has been a party to Weiss’s new perspective. Where values are considered, the International Committee of the Red Cross (ICRC) (2013) argue that these incorporate aspects of humanity, impartiality, neutrality and independence. Essentially, therefore, it can be argued that where military forces are deployed to support humanitarian operations that it is essential they act according to these guiding principles. Role of the Military in Humanitarian Interventions Recent years, particularly since the end of the Cold War (Pattison, 2010), have seen military operations to support humanitarian interventions in a number of collapsed or failed states. These include, but are not limited to, Iraq, post-Gulf War One (1991 – 2003), Bosnia – Serbia (1995), Kosovo (1999), East Timor (1999) Somalia (2002), Haiti (2004), and Libya (2011) whilst other humanitarian interventions which have required military assistance can be considered to have taken place in post conflict Iraq and Afghanistan (Pattison, 2010). Weiss (2012) argues that the concept of humanitarian intervention has increased the potential for interventions into states in order to protect non-combatants from conflict. Contrary to this, the earlier reference to cherry picking provides a casing point when the political discourse which took place at the United Nations (UN) Security Council in relation to the ongoing conflict in Syria can be considered to be a case where the window o f opportunity for intervention has now closed, particularly since this conflict has led to the involvement of Islamic State and the Kurdish Peshmerga (Dagher, 2014). Increase in Military led Humanitarian Operations As stated, recent decades, particularly since the end of the Cold War, have seen a rise in the numbers of ethnically charged conflicts and where humanitarian interventions have been considered as necessary (Kaldor, 1998). In a review of this era, Kaldor noted that there had been a change in the dynamics of conflict and that the underpinning issue was of a series of belligerents and combatants which were not constrained by international regulations, such as the Geneva Convention protocols, Laws of Armed Conflict or relevant United Nations Charters (Kaldor, 1998). This changed dynamics has perpetuated and has spread to a number of conflict zones around the world, but has also seen a rise in the usage of conventional forces to support non-governmental organisations (NGOs). Similarly, Christoplos, Longley, and Slaymaker (2004) also noted a changed emphasis in humanitarian aid provision during this era. They argued that the underpinning programmes have been utilised to create a tripartite system of humanitarianism which incorporates rehabilitation (for both state and society), development of state and social infrastructures and relief programmes which provide for maintaining civil society during crisis periods. This particular perspective reinforces a belief that military interventions can help NGOs deliver aid by providing security (Seybolt, 2007). Nevertheless the incorporation of military activity into this mix has also resulted in a further complication since military operations deploy to aid zones with a preposition of maintaining operational security. This includes the potential for combating belligerent forces where such a need exists (Davidson, 2012). Stability Operations Global Humanitarian Assistance (GHA) (2013) argues that the first decade of the twenty first century has seen a near trebling of military support for NGOs in countries which have been affected by war, natural disaster or where the state infrastructure has been affected sufficiently that it is unable to assist with recovery programmes. GHA also note that peacekeeping operations have increased at a similar rate, particular in the years discussed earlier by Kaldor (1998) to the present day. UK military doctrine emphasises that any military activities which has a humanitarian focus should incorporate stability operations (Ministry of Defence, 2011). In clarifying this position, the UK Ministry of Defence added that: â€Å"The peacekeeper fulfils a mandate with the strategic consent of the main warring parties, allowing a degree of freedom to fulfil its task in an impartial manner, while a sustainable peace settlement is pursued.† (Ministry of Defence, 2011: 1.1). Such a perspectiv e indicates that the simple inclusion of additional personnel to assist NGOs is not the primary role of military forces but instead is indicative of a more political role which is intended to shape the political landscape of the affected region or state where assistance is being provided. This aspect does not sit comfortably with the principles of humanitarianism as espoused by NGOs such as the ICRC (2013). This perspective is further enforced when it is noted that the Ministry of Defence cannot rule out military action during humanitarian operations. Doctrinal papers evidence that military operations will also incorporate war fighting components as well as security duties. This was the case in Afghanistan, which was a stabilisation operation during which the UK military â€Å"had the consent of the host nation government but no other warring party (Afghanistan: Taliban 2001 – present) [†¦] A military force may decide in such situations that the defeat of a specific enemy is essential to the success of the operation.† (Ministry of Defence, 2011: 1.1). Essentially, therefore, there is a political perspective which can serve to undermine any arguments of altruism during a humanitarian operation which is supported by military efforts. Should Military led Humanitarian Interventions be justified? The UN backed military operation in Libya during its recent uprising and civil conflict was arguably mandated via humanitarian intervention based upon aid relief and assistance (United Nations, 2011). However it is arguable thatthat this particular intervention was politically motivated since it is evident that the Gaddafi regime had previously irked those states (USA, UK & France) which were at the forefront of the military aspect of intervention (Boulton, 2008). The argument put forward by the trio of states sought to ensure a quick resolution to the conflict and that a perpetuation of the conflict would lead to a humanitarian crisis. Kuperman (2011) notes that Resolution, 1973 allowed for a number of additional practices by military forces. These included, for example, allowing intervening forces to stabilise the Libyan conflict, to assist the undermining of the authority of the Gaddafi regime and to help bring the conflict to a swift conclusion. To achieve this Kuperman (2011) no tes that Libyan state financial and economic assets were frozen, the regime was also subjected to an arms embargo (Kuperman, 2011). It is also to be noted that the USA, France and the UK also operated outside of the mandate provided by the UN by deploying private military contractors to fight alongside insurgents seeking to overthrow the Gaddafi regime (RT News, 2012). That said, the Libyan conflict has not ended and continues to dominate local Libyan politics and society. This outcome serves only to undermine the utilitarian role of humanitarianism. It is fair to suggest that the actions by military forces were more political than humanitarian and served only to perpetuate the US led policy of regime change. This is a factor which Williamson (2011) argues has resulted in military planners utilising military force within humanitarian relief efforts and which has served only to muddy the political and societal dynamics of any affected zone. Williamson’s (2011) argument can be considered in tandem with the British military doctrine which refuses to rule out combat efforts but in relation to the post-Cold War era which has seen non-state combatants realign the battlefield to one which compares directly to a counter insurgency warzone (US Government, 2012). Legal Issues Where the Libyan case study is considered, it is worthwhile noting that, previously, Goodman (2006) had argued that there is a clear contradiction between military interventions into any state using a guise of humanitarian purposes. Goodman (2006) furthers his argument by stating that there is no legal justification for a unilateral humanitarian intervention into another country, and that it is highly unlikely that such a move will ever be likely. The rationale behind this argument is that states then have the potential to militarily intervene in other states using humanitarianism as a justification for regime change or some other ulterior motive. It is to be noted that Goodman bases his arguments upon the dynamics of recent interventions in Kosovo and Iraq as well as the refusal to intervene in the Sudan or in Rwanda (Goodman, 2006). Similarly when attempts were made to intervene militarily under the auspice of humanitarianism in Syria, this was rebuffed by the UN General Assembly s ince it was suggested that those who sought to intervene (again, the USA, UK and France) were doing so out of a political motive which involve a war fighting phase as opposed to relieving suffering on the ground, indeed a part of the proposal was to arm anti Assad militias which were aligned to the al Qaeda franchise (Benotman and Blake, 2013). The outcome of this particular policy has been the evolution of Islamic State. Conclusion In conclusion, the incorporation of a military force to benefit humanitarian operations can serve to benefit the potential for aid relief via the provision of security escorts for NGOs when operating in hostile environments. However with recent decades seeing a vast increase in the preference for military led humanitarian operations, the potential for a conflation between humanitarian principles and the advancing of political aspirations of donor states cannot be denied. This has been the case in Libya where humanitarianism was presented as a causal justification for military interventions which were mostly politically or ideologically led. With the vales of humanitarianism incorporating impartiality and neutrality it is hard to see how military forces can promote humanitarian values, particularly when their presence may result in engaging with potential belligerent forces in order to stabilise a country or region so that NGOs can conduct their own operations successfully. Essentiall y, therefore the aims of military forces (and their political masters) are vastly different from aid agencies, this serve to provide confirmation that military forces cannot promote humanitarian values, purely by virtue of their own activities and nature of their work. Bibliography Benotman, N., and Blake, R. (2013) Jabhat al-Nusra: A Strategic Briefing, London: Quilliam Foundation. Boulton, A. (2008), Memoirs of the Blair Administration: Tony’s Ten Years, London: Simon & Schuster. Christoplos, I., Longley, C. and Slaymaker, T., (2004) The Changing Roles of Agricultural Rehabilitation: Linking Relief, Development and Support to Rural Livelihoods, available at http://odi.org.uk/wpp/publications_pdfs/Agricultural_rehabilitation.pdf, (accessed on 13/11/14). Dagher, S., (2014) Kurds Fight Islamic State to Claim a Piece of Syria, (online), available at http://online.wsj.com/articles/kurds-fight-islamic-state-to-claim-a-piece-of-syria-1415843557, (accessed on 13/11/14). Davidson, J., (2012) Principles of Modern American Counterinsurgency: Evolution and Debate, Washington DC: Brookings Institute. Global Humanitarian Assistance, (2013) Counting the cost of humanitarian aid delivered through the military, London: Global Humanitarian Assistance. Goodman, R., (2006) Humanitarian Intervention and Pretexts for War, (J), American Journal of International Law, Vol. 100: 107 – 142. International Committee of the Red Cross, (2013) Humanitarian Values and Response to Crisis, (online), available at https://www.icrc.org/eng/resources/documents/misc/57jmlz.htm, (accessed on 13/11/14). Kaldor, M., (1998) New and Old Wars: Organized Violence in a Global Era, Cambridge: Polity Press. Kuperman, A., (2011) False Pretence for war in Libya, available at http://www.boston.com/bostonglobe/editorial_opinion/oped/articles/2011/04/14/false_pretense_for_war_in_libya/accessed on 13/11/14). Marjanovic, M., (2011) Is Humanitarian War the Exception?, (online), available at http://mises.org/daily/5160/Is-Humanitarian-War-the-Exception, (accessed on 13/11/14). Minear, L and Weiss, T.G., (1995) Mercy Under Fire: War and the Global Humanitarian Community, Boulder: Westview Press. Ministry of Defence, (2011) Peacekeeping: An evolving Role for the Military, London: HMSO. Pattison, M., (2010) Humanitarian Intervention and the Responsibility To Protect: Who Should, Oxford: Oxford University Press. RT News, (2012) Stratfor: Blackwater helps regime Change, (online), available at http://www.rt.com/news/stratfor-syria-regime-change-063/, (accessed on 13/11/14). Seybolt, T., (2007) Humanitarian Military Intervention: The Conditions for Success and Failure, Oxford: Oxford University Press. United Nations, (2011) Resolution 1973, (online), available at http://www.un.org/press/en/2011/sc10200.doc.htm#Resolution, (accessed on 13/11/14). US Government, (2012) Counter Insurgency, Virginia: Pentagon. Waxman, M., (2013) Is humanitarian military intervention against international law, or are there exceptions?, (online), available at http://www.cfr.org/international-law/humanitarian-military-intervention-against-international-law-there-exceptions/p31017, (accessed on 13/11/14). Weiss, T., (2012) Humanitarian Intervention, Cambridge: Polity Press. Williamson, J., (2011) Using humanitarian aid to ‘win hearts and minds’: a costly failure?, (J), International Committee of the Red Cross, Vol. 93, (884): 1035 – 1062.

The Death Penalty Is A Humane Or Inhumane Form Of Justice

Throughout time our world has experienced many forms of crime. Crime will continue in our society no matter what steps we take to prevent it. Many people wonder what they could do to decrease the crime around the world, especially the violent crimes. This is where the death penalty issue comes into play. The death penalty has been around for thousands of years and, compared to the past, has changed dramatically. For example, people used to be publically tortured and then executed in front of anyone who wanted to see unlike today, the most common practice used is the lethal injection. Yet, many people wonder whether capital punishment is a humane or inhumane form of justice. So, should all states implement the death penalty to reduce violent crimes? Having states enforce the death penalty can reduce violent criminals going back out into society to commit more violent crimes. There are many different laws concerning the use of the death penalty so not just any criminal can be given the death penalty. According to Robert Grant, people were trying to find compromises â€Å"from the time of the American Revolution through the Civil War †¦ Between those who wanted to abolish the death penalty entirely and those who wished to keep the law essentially unchanged† (The Humanist Press 2004). Certain laws had to be placed as far as what category a certain kind of murder would fall under. Grant writes, â€Å"Degrees of murder were developed, dividing the crime into first degree murder, to whichShow MoreRelatedThe Death Penalty Is Cruel And Unusual Punishment988 Words   |  4 PagesThe death penalty has been around for centuries. It dates back to when Hammurabi had his laws codified; it was â€Å"an eye for an eye, a tooth for a tooth†. Capital punishment in America started when spies were caught, put on trial and hung. In the past and still tod ay people argue that, the death penalty is cruel, unusual punishment and should be illegal. Yet many people argue that it is in fact justifiable and it is not cruel and unusual. Capital punishment is not cruel and unusual; the death penaltyRead MoreTo Kill or Not to Kill, That is the Question Essay1153 Words   |  5 Pagestimes, nations all around the world have been imposing the death penalty for a wide variety of crimes such as rape, adultery, incest, murder, espionage, treason, military desertion, corruption, human trafficking, and even drug trafficking. Execution has been becoming less and less popular each year, but it is still a very controversial subject in today’s society. Some say that execution is unconstitutional, inhumane, or otherwise unfair. Death is feared widely above all other punishment. Capital punishmentRead MoreThe Death Penalty Should Be An Option916 Words   |  4 Pagesdeserved to be tried with the death penalty as an option. 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There are also other aspects of utilizing the death penalty that may persuade onesRead MoreThe Issue With The Death Penalty1555 Words   |  7 PagesThe Issues with the Death Penalty The death penalty is a very controversial subject for everyone, especially in the US. Some people think that it should be abolished and others think that it should stay a part of the government’s form of punishment. People think that the death penalty is a good way to deter crime because it should scare the person who is committing the crime. Some also feel that keeping the death penalty will cut down on government costs. The opposing side believes that the crimesRead MoreIntroduction Of The Death Penalty Debate1523 Words   |  7 PagesIntroduction to the Death Penalty Debate It was said by an Iowa State Supreme Court justice in the 1840s, â€Å"Crime indicates a diseased mind in the same manner that sickness and pain do a diseased body. And as in the one case we provide hospitals for the treatment of severe and contagious diseases, so in the other, prisons and asylums should be provided for similar reasons† (Banner, 2002, p.118). Individuals who have committed crimes serve their sentences and punishments, or are â€Å"treated†, in prisonsRead MoreThe Death Penalty As A Form Of Punishment1491 Words   |  6 Pages The Death Penalty Elizabeth del Rio San Jose State University Abstract This paper will propose all the arguments for and against the use of the death penalty as a form of punishment. The death penalty, also known as Capital Punishment, is a punishmentRead More The Banning of Capital Punishment Essay1058 Words   |  5 Pagescivilized society. A humane culture cannot abide the organized extermination of human beings in the name of justice. In the United States, dozens of people are put to death every year like stray animals, only perhaps in less humane ways. The methods of capital punishment vary greatly, but none are publicly accepted as humane. Societys support for the death penalty is waning, but there is still enough support in the United States to keep it legal in many states. The death penalty exercises only theRead MoreShould There be a Capital Punishment in Kazakhstan?862 Words   |  3 Pages Capital punishment or execution is the legal process of putting a person to death as a punishment for committed crime. The death penalty is legal in m any countries as Iran, USA, China, India and Sudan. However, other countries, including Kazakhstan, find it cruel and violent. This essay indicates are there more benefits or drawbacks in using capital punishment in Kazakhstan. This research will begin by evaluating the social factors of capital punishment then it will proceed to investigate theRead MoreCapital Punishment and Life Without Parole Essay897 Words   |  4 PagesThe first death sentence that has been historically recorded was as far back as 16th century BC. This occurred in Egypt, the wrongdoer was accused of magic and he was then ordered to take his own life. In present day the death penalty has changed drastically. The death penalty has undergone many changes since then. In medieval times the methods used to kill people were inhumane and often times cruel. In modern times the methods to kill people are much more humane. The death penalty has been used

Strategy for Change Management - Free Essay Example

Sample details Pages: 13 Words: 3869 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Introduction Due to growing of globalization, advance technology, and organizational consolidation, change is nowadays become a crucial part of every organization in order to survive in changing business environment. To handle the change, change management is required in transitioning for both organizational and individual level to attain future desired change (Hughes, 2006). Change at organizational level is related to strategy which will indicate organizational direction and activities (Thornhill, Lewis, Millmore and Saunders, 2000). Don’t waste time! Our writers will create an original "Strategy for Change Management" essay for you Create order In developing effective organization strategy, both internal and external environments have to be taken into consideration. When the strategy has been changed as adapting to changing internal and external environments, strategic change is necessity to be utilized in change management in order to align change with developed strategy. As individual change is pivotal part of organization change, change management need to be adopted at individual level in order to initiate the change and consequently obtain successful organization change. As change agent takes responsibility of implementing change, they need to have clear understanding of strategic change concept including change models, approaches and tools in order to implement change appropriately. The essential skills required for change agent are analytical skill for analyzing change contexts, judgmental and critical thinking skills for prioritizing the contexts base on importance, and implementation, interpersonal and influencin g skills for applying change to related people in the organization (Balogun and Hailey, 2008). Besides, self awareness is also important for change agent to realize the need of change from organization perspective rather than their own perception and experience. Change Approaches and Tools In change process, there are three states which are current state, transition state and future state as shown in FIGURE 1 and detailed in APPENDIX A (Balogun and Hailey, 2008) The thought of how change can occur in organization can base on two main schools in which the models are punctuated equilibrium model and continuous model as illustrated in FIGURE 2 and 3 and details in APPENDIX B (Balogun and Hailey, 2008). To access the change, there are currently a number of approaches to change such as planned, emergent, theory O, theory E, and theory Z and tools to implement change such as PESTEL, Porters five force analysis, change kaleidoscope, and cultural web. Due to different internal and external environment of each organization together with its changing nature, there is no best approach and tool which can be applied for all organization at all the time. In order to select appropriated approaches and tools, organization needs to consider both its external environment and int ernal context. Change Approaches Some of hi-lighted approaches to change are planned and emergent approach. For planned approach, change is deliberately developed through intentional and rational process driven from top down based on assumption of stable environment (Hayes, 2002). Its original purpose is to achieve effectiveness improvement of human operation through group application of change program (Burns, 2004). It perceives that one change which is a series of linear events can be applied for all parties (Graham, Lecture session 4 16 October 2009). In contrary, change from emergent approach is initiated from contingent and unpredictable environment. It is built up from interrelated several variables such as external environment and process of decision making (Graham, Lecture session 4 16 October 2009). The process of change in emergent approach is open-ended and continuous driven from bottom up and adapted to changing organization context (Hayes, 2002). Change Tools Among number of implementing tools, well-known tools which are used for analyzing organization external business environment as illustrated in APPEXDIX C are PESTEL and Porters five forces. For internal environment or organization context, Change kaleidoscope, Culture web and Force field analysis can be applied whereas SWOT analysis is for analyzing both internal and external environment. PESTEL will provide analysis for macro-environment factors which influence success or failure of organization including political, economic, social, technological, environment and legal (Johnson, Scholes, and Whittington, 2009). While Porters five forces scope down analysis to industry which organization is in. It will identify organization competitiveness and attractiveness of industry through analysis on threat of entry, threat of substitutes, power of buyers, power of suppliers and competitive rivalry. In contrary, Change kaleidoscope concerns analysis of three components which are organization context, change contextual features, and design or implementing choices for change (Balogan and Hailey, 2008). Whereas Cultural web will point out current obstacles of change and provide direction to adjust organizational culture, force field analysis is adopted to identify driving and restraining forces to change at individual level. It suggests three stage of individual attitude changing process which is unfreezing, learning, and refreezing (Balogun and Hailey, 2008). In contrast, SWOT is applied to analyze both strengths and weaknesses of organization and opportunities and threats from outside organization. GlaxoWellcome Case Study Overview GlaxoWellcome is a UK pharmaceutical company. It was formed in 1995 by merging of Glaxo Laboratories and Burroughs Wellcome Company. In 2000, it was merged again with SmithKline Beecham to start UK based pharmaceutical, biological and healthcare company under the name of GlaxoSmithKline plc. GlaxoSmithKline plc is now became second world largest pharmaceutical and researched company with a wide range of pharmaceutical products. Glaxo had passed some periods of change before merging to be GlaxoWellcome and GlaxoSmithKline as following details. First Stage of Change at Glaxo in 1994 The first part of change was driven from increasing competition, patent expiration of its hi-light product Zantac, government legislation, and organizational change of it key customer National Health Service (NHS) in responding to government legislation in year 1988. With employee confidence in senior management competency to cope with these issues, they perceived of unnecessary for their involvement to achieve future desired change. Together with slow decision making of separated functions, the organization was unable to response to change effectively. Senior manager therefore had initially created change awareness among employees by employing RATIO program (Role clarity, Acceptance of change, Teamwork, Innovation, and Output orientation). From program, employee had learned new behaviors and applied it in their own jobs. Consequently, sense of ownership was created. The program was reinforced with a range of support change initiatives such as relating value statement with behavior , cross function project group, and encouraging more communication among functions with new office interior design. Moreover, outdoor development course suggested by outside consultant was successfully introduced for senior manager to experience and have more understanding on different behaviors. It was replicated to 700 employees in later period. However, employee interviews after change activities demonstrated that, although RATIO program seems to success in creating culture change awareness, further fundamental change needed to follow (Hailey and Balogun, 2002). Second Stage of Change at Glaxo in 1997 The second change of Glaxo was developed in 1997 through organizational restructuring and business reengineering programmes after merging with Wellcome Company. Organizational restructuring reduced Glaxos hierarchical level from 7 to 4. Its strategy was shifted from focusing on only individual product to disease management which is working collaboration with customers and reducing RD expenses through coalition with universities and bio technology organizations. Complimentary service began to be offered and relationship with key customers was developed. Employee behavior and attitude had been realigned with new strategy though team working process, improving customer interaction skill, working in networked organization, and higher business responsibility. New individual evaluation and reward system, training with increasing coaching and consulting activities for each team, and computer based personal feedback package were initiated. In business reengineering process, Glaxo has adopt ed Customer Focus view to analyze customer demands for process improvement and new potential customer identification purpose. From internal merging, 5 regional divisions were created to reflect organization structure of NHS as a part of its business reengineering (Hailey and Balogun, 2002). Evaluation of Emergent and Planned Approach As mentioned above, emergent approach to change is initiated from contingency in working and unpredictable environment without prior deliberately planning. It is beneficial to organization as change can be implemented in shorter period of time and more fluid in working process than planned approach. Change from planned approach needs to be planned through different stages and base on group performance. Therefore, in circumstance such as economic crisis that rapid transformation is needed, emergent approach is more appropriate for implementing change. However, in some case, emergent approach has limitation on practical difficulty due to uncertainty of changing factors, loss of management control and failure of implementation from lack of application skill. By return, planned approach assembles its limitation on loss of management control as its control is driven from top to bottom. Planned approach comprises of 4 interrelated complex elements which are field theory, group dynamics, action research and three-step models. While field theory and group dynamics used to analyze formation, motivation and maintenance of social group, action research and three stop models of change which are unfreezing, learning, and refreezing, work together to change of social group behavior and create long term change. Planned approach is appropriate for organization structure change rather than emergent approach (Burns, 2004). Application of Emergent Approach to Glaxo Case Study Glaxo had applied combination of emergent and planned approach in different phrases of first and second stage. As change was originated from contingency of changing business environment, emergent approach had been applied in Glaxo at beginning of its first change stage through initiating of change awareness and second change stage through developing of reengineering programmes and organizational restructuring. However, planned approach was undertaken in combination to complete organization structure change in long term. The employee behavior had been analyzed and unfreezing step of change is implemented through employment of RATIO programme in first stage. This was to create readiness for further transformational change which had been executed in second stage through change activities and new adopted systems in restructuring and reengineering programme. Change Kaleidoscope To apply change successfully, organization context needs to be analyzed in order to select appropriate implementing options. Change kaleidoscope can be utilized effectively as it provides both available range of implementing options and contextual features analysis. Change awareness from organization aspect is encouraged by using this tool in which model and details can be referred from APPENDIX D. Organization need to examine contextual constraints and enablers to change in order to evaluate its change ability and consider implementing choices of path, start point, style, target, interventions and roles. Using Kaleidoscope allows organization to understand the reason why design choice is appropriate or inappropriate to particular context. Kaleidoscope is normally used by change agent group to solve change problem through three steps which are assessing contextual enablers and constraints, determining change path, and selecting other change choices. However, to achieve complete cha nge design, other tools such as cultural web need to be implemented together with Kaleidoscope. Although Kaleidoscope establishes well structure for transition state, challenges of this tool is occurred from interventions of other changes during processing which need to be synchronized over the time. Due to complexity and resource consuming in transitioning, competencies of analytical, judgmental, and implementation skills cannot be deficient for change agent. In addition, even though Kaleidoscope can be implemented in different change circumstance, it is most appropriate to planned change which aims to achieve particular goal (Hailey and Balogun, 2002). Application of Change Kaleidoscope to Glaxo Case Study First Stage of Change From Glaxos first stage of change, contextual enablers and constraints can be identified from applying Kaleidoscope as following details. Contextual features which are enablers to change are time, scope, diversity, and capacity whereas preservation and readiness is key constraints and power and capability is neutral (Hailey and Balogun, 2002). Time (+) Although change needs to be implemented as responding to changing business environment, there is no huge urgency. Scope (+) As scope of change is realignment of employee behavior, challenge is lesser which enable to change. Preservation (-) Preservation is constraint to change of Glaxo since talented workforce have to be preserved as know-how of organization. Diversity (+) Change is required for sales division only. Therefore, diversity is low and enabler for change. Capability (n) From low experience of change management in sales divisions with highly educated workforce, capability is marked as neutral. Capacity (+) Glaxo is affluent enough for investment on change programme so mark for capacity is positive. Readiness (-) Due to low change awareness of employee, readiness is negative to change. Power (n) With high volume of employee preservation, power of directors to impose change is limited consequence of neutral mark for power. Considering nature and result of change, Glaxo made decision to initially employ big bang reconstruction path from senior management to generate change readiness for long term transformation in second stage by employing RATIO program. It was likely that senior management employed intervention rather than direction to create change awareness and sense of ownership. Also, constraint of low capability was overcome by adopting of outdoor development course suggested by outside consultants. Application of Change Kaleidoscope to Glaxo Case Study Second Stage of Change After change awareness had been created in first stage, Glaxo developed further fundamental change in which analysis of time, diversity, capacity and power is remained the same while remaining features are changed as following details. Time (+) There is no urgency for change so the mark is still positive Scope (-) Scope turns to be constraint due to challenges from long-term transformational change Preservation (n) Although Glaxo has preserved high volume of talents workforce, changing in workforce is increasingly realized. Level of preservation therefore is lower. Diversity (+) Glaxo is still homogeneous organization. Capability (+) Capability has been improved by implementing RATIO programme and outdoor development course. Capacity (+) Glaxo still maintains its strong capacity for investment. Readiness (+) Employees awareness is created through RATIO programme. The readiness for change is therefore improved. Power (n) The senior management power is remained the same. From result and nature of change, Glaxo had considered taking evolution path for further fundamental change and other implementing choices are chosen as below elucidated Change path Glaxo had taken evolution path through reconstructing and reengineering programme in order to develop long term transformational change. There is transformation of Glaxo brand and image though increasing customer focus and relationship. However, the attitude survey showed that there is no substantial change in employee values. Starting point The starting point of change is still mandated from top management. Style The style of change was judged to be participation from collaboration in real implementation although consideration of organizational strategy and change process were still made by senior management. Target Target of change is employee behavior and levels of outputs. Intervention Glaxo use interventions for power structure through restructuring, control systems through applying new appraisal and evaluation system, routines and rituals through coaching and counseling, and symbol to achieve effective change. Roles Since Glaxo change is operated by senior management and outside consultant, change roles therefore are combination of change champion and external facilitation. Conclusion Glaxo has undergone major two stages of changes. Emergent approach has been applied in combination with planned approach in order to achieve successful long term organization change and Change Kaleidoscope is used as a tool to implement change. Kaleidoscope model used to conduct analysis of each Glaxos contextual features in order to determine most appropriate implementation options available. In the first stage, it creates change readiness among employees and change organization structure from reconstruction to be evolution in second stage. However, the satisfied level of change is not achieve since the embedded of organization value is not radically change cause from insufficient change target and the deviation of conducting personal development from business strategy. Moreover, there is critical point on over optimistic of Glaxo base on its success in pharmaceutical industry, change capacity, expiration of Zantac patent, and anticipation of faster change in NHS (Hailey and Balo gun, 2002). Summary In current changing business environment driven from a range of factors, there are various approaches and tools use to manage changes. Due to different internal and external environments, each organization has to consider and analyze their own environment in order to adopt the most appropriate approach and tool to implement change successfully. For Glaxo case study, both emergent and planned approaches to change has been applied to complete long term transformational change. Change Kaleidoscope tool is used to analyze its contextual feature and select the most suitable design choices to implement the change. After executing change, Glaxo achieve increasing level of change awareness in first level of change and achieved a level of transformational change in second stage although it is not reach the preferable level due to insufficient change target, deviation of personal development from business strategy and over optimistic vision of Glaxo. APPENDIX A: Change Process (Balogun and Hailey, 2008) Current state will identify organization current competitive position, internal context and need for change. The desired change will be generated at future state through transition state in which the process can be designed after organizational current status is understood and future desired change is specified (Balogun and Hailey, 2008). APPENDIX B: Punctuated Equilibrium Model of Change and Continuous Model of Change Punctuated equilibrium model performs that interspersed change occurs periodically through convergent and revolutionary change. While convergent change creates continued minor changes through a period of time by adapting from current operation, it is punctuated by revolutionary change which is radical change emerged from simultaneously changing of organization strategy, structure, systems and culture triggered mostly by approaching crisis (Balogun and Hailey, 2008). The revolutionary change is major change during disequilibrium situation (Hayes, 2002) and will be characterized as new equilibrium for next period of change. Due to longer period of convergent change, inertia and resistance of change is formed whereas immediated new way of operation is generated from revolutionary change (Balogun and Hailey, 2008). In perspective of continuous model which is appropriate for organization in industry with intensified competition and advance technology, change needs to be implemented cont inuously in order to survive in rapid changing environment. In comparison, punctuated equilibrium model is appropriate for organization in industry which requires low frequency of change subjected to competitive condition and where competitive advantage can be maintained over a period of time without requirement for substantial change (Balogun and Hailey, 2008). APPENDIX C: Layer of Business Environment (Johnson, Scholes, and Whittington, 2009) The external business environment of organization composes of macro-environment at the highest layer, industry or sector at second layer and competitors at third layer. APPENDIX D: Change Kaleidoscope (Graham, Lecture session4 16 October 2009) Change Kaleidoscope model composes of outer ring and inner ring. The outer ring indicates organization contextual features which are time, scope, preservation, diversity, capability, capacity, readiness, and power. Whereas inner ring provides design or implementing choices which are change path, change start point, change style, change target, change levers and change roles. The details of organization contextual features and implementing choices will be as followings (Balogun and Hailey, 2008) Organization Contextual Features (Balogun and Hailey, 2008) Time The period of time which change need to be accomplished Scope The degree of change which can be separated into realignment and transformation Preservation The organization assets, practices, or characteristics which needed to be retained during change Diversity The level of difference among groups of employees and divisions, who/which will be effected of change, in terms of attitudes, values, and norms Capability The organization competency to implement change in terms of managerial skills and personal knowledge and ability Capacity Organization resources needed for change investment including cash, human resources, and time Readiness Employees level of change awareness and readiness Power The power needed for initiating change Design or Implementing Choices (Balogun and Hailey, 2008) Change Path The types of changes can be categorized into 4 types of change base on nature and result of change which are Evolution, Adaptation, Revolution, and Reconstruction as shown below Change Start Point Change start point indicate where the change is initiated which can be divided as following Top-down change Change is initiated from top management Bottom-up change Change is initiated from bottom line Pockets of good practice Change is initiated by taking advantage of good practicing in individual part of organization as model for remaining parts Pilot sites Change is initially implementing in only one individual part of organization Change Style The way to manage process of change can be divided into 5 styles as following Education and Delegation Small group briefing and discussing of change applied to gain change support from employee Collaboration High employee involvement on decision of what and how to change Participation Limited employee involvement on decision of how to delivery desired change Direction Directing and controlling of change from change leader Coercion Imposing of change with authority Change Target There are 3 types of change targets which are outputs, behaviors, and values Change Levers The level of levers and intervention needed for organization change. The cultural web can be applied to indentify organization culture and current change barrier. From below of culture web, intervention into all components of culture web which are symbols, power structures, organizational structures, control systems, routines and rituals, and stories, is inevitable to develop change successfully. Cultural Web (Graham, Lecture session4 16 October 2009) Change Roles The roles of change agent can be categorized into 4 different roles as followings Change Champion Key leaders play vital roles in success of change External Facilitation External consultant has play important role to effect change in organization Change Action Team Change is lead by a group of people Functional Delegation A particular function is delegated to take responsibility on change Reference Balogun, J., and Hailey, V.H. (2008), Exploring Strategic Change, Pearson Education Limited, England Burnes, B. (2004), Emergent change and planned change competitors or allies?: The case of XYZ construction, International Journal of Operation Production Management, Vol. 24 No. 9, pp. 886-902 Change Management Learning Center (2009), Five tips for: Succeeding in change management, Change Management Learning Center, available at: https://www.change-management.com/tutorial-5-tips-cm-success.htm (accessed 19 November 2009) Chris, R. (2009), Working with Emergent Change in Organisations, available at: https://www.oikos-uk.com/docs_influences/Emergent%20Change%20print.pdf (accessed 20 November 2009) Dellana, S.A., and Hauser, R.D. (2000), Corporate Cultures Impact on a Strategic Approach to Quality, American Journal of Business, Vol. 15 No. 1, available at: https://www.bsu.edu/mcobwin/majb/?p=284 (accessed 20 November 2009) Govindarajan, V. (1988), A Contingency Approach to Strategy Implementation at the Business-Unit-Level: Integrating Administrative Mechanisms with Strategy, The Academy of Management Journal, Vol. 31 No. 4, pp. 828-853 Hailey, V.H., and Balogun, J. (2002), Devising Context Sensitive Approaches To Change: The Example of Glaxo Wellcome, Long Range Planning, Vol. 35 No. 2, pp. 153-178 Hayes, J. (2002), The Theory and Practice of Change Management, Palgrave, New York, N.Y. Hughes, M. (2006), Change Management: A critical perspective, Chartered Institute of Personnel and Development, London Johnson, G., Scholes, K., and Whittington, R. (2009), Fundamentals of Strategy, Pearson Education Limited, England Kanter, R.M. (1999), The Enduring Skills of Change Leaders, Leader To Leader Journal, No. 13, available at: https://www.leadertoleader.org/knowledgecenter/journal.aspx?ArticleID=50 (accessed 18 November 2009) Scheffler, C., (2000), Change Analysis at Central Linen Services, Grin, available at: https://www.grin.com/e-book/98822/change-analysis-at-central-linen-services (accessed 25 November 2009) SQA (2009), Management: Strategic Change, Scottish Qualification Authority, August, pp. 3-111, available at: https://www.sqa.org.uk/sqa/files_ccc/CB4559_Stategic_change.pdf (accessed 20 November 2009) Thornhill, A., Lewis, P., Millmore, M., and Saunders, M. (2000), A Human Resource Strategy Approach: Managing Change, Pearson Education Limited, England

The Classification Of Elements Of The Periodic Table

The periodic table shows the classification of elements. It shows the elements’ atomic numbers, masses, and symbols for each element. Elements are placed into rows and columns. The rows are called periods, and the columns are called groups. These help classify where the elements go on the periodic table. For example, the elements in the very last group on the periodic table are known as inert and noble gases. The modern periodic table resulted from trial, error, and succession. As more elements were discovered, the periodic table had to go through many changes to fit these newly discovered elements. This led to the modern periodic table we have today. Back in EBC, there was little if any science that was known. Although Gold (Au), Silver (Ag), Tin (Sn), Copper (Cu), Lead (Pb), and Mercury (Hg) are used on the modern periodic table, these elements were known by people for thousands of years. Aristotle, a philosopher, thought that the world was not just created out of n owhere. It has to be created by something. Aristotle thought that â€Å"roots† created the Earth. Plato, another philosopher, agreed with Aristotle. However, Plato called the â€Å"roots† â€Å"elements† instead. The term element was originally associated with what created the Earth: Air, Earth, Water, and Fire. These â€Å"elements† were used to explain what made up the Earth. People agreed with this idea for over a thousand years, until modern elements were discovered starting in the 1600s (WOU). In 1649, thereShow MoreRelatedPeriodic Classification of Elements884 Words   |  4 PagesPERIODIC CLASSIFICATION OF ELEMENTS Introduction There are 115 elements that are known at present. Some elements have similar properties whereas some others have completely contrasting properties Scientists began to look for some pattern in the properties of these elements Dobereiner’s triads In 1817, Johann Wolfgang Dobereiner, a German chemist, classified elements into groups based on their properties. 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A play set in the 1880s Essay Example For Students

A play set in the 1880s Essay By referring to Act One and Act Four of the play, show how the character of Will Mossop is developed by Harold Brighouse. You should consider the different techniques the playwright uses to show the changes in the character.  Hobsons choice is a play set in the 1880s, at this time society was split into classes. There was working class, middle class and upper class. The women were treated with the same respect as the working class. At the start of the play Will Mossop is working class and the Hobsons are middle class. The first act is set in the interior of Hobsons Boot shop in Chapel Street, Salford. Act Four is set in Hobsons living room, the same address as the boot shop. The main characters in the play are Henry Horatio Hobson who has three daughters, Maggie, Alice and Vickey. William Mossop is Hobsons boot hand. He doesnt seem to have any family as he lodges with Mrs Figgins and her daughter Ada, who Will is betrothed to. The play follows the Hobson/Mossop family through a very eventful year. In Act One Will is working in the basement of Hobsons shop, he is a very talented boot maker. Maggie Hobson recognises Wills potential and proposes marriage. After a lot of persuading and a beating from Hobson Will agreed it would be a good idea. The third act is a month later and they have got married and moved into a cellar in Oldfield Road, this is their business and home. Act Four is a year later and with the help of Maggie, Wills character changes significantly, he becomes more confident, assertive. Will also gets educated by Maggie as that wasnt something that the working class were able to afford. At the end of the play Will and Maggie move back to Chapel Street because Hobson develops chronic alcoholism also, Will becomes partners with Hobson on the condition that Hobson is a silent partner. My first impression of Will in Act One is that he is timid, this becomes apparent in his first appearance. Mrs Hepworth says Take that when handing him a visiting card, Will flinches expecting that to be a smack. It also becomes apparent that he is shy when he is talking to Maggie;Nay, Id be feared to go in them fine places   Will is intimidated by big shops in Manchester where there are lots of rich people, I think that he is scared that the people will look down their noses at him and the fact that he doesnt have a very good education. This could also show that he doesnt like change and has no ambitions, or he doesnt have the confidence on his own to do anything bold. Will has low self-belief, when Maggie questions whether he wants to leave he says; Ive been at Hobsons all my life and Im not leaving till Im made.  He is saying that he isnt going to leave Hobsons until he dies, this could be because of low self-confidence and he doesnt believe he could actually do it. On the other hand he could not want to be mocked for having plans and dreams.  Another impression of Will is that he is not very well educated (maybe illiterate) this is shown in all of his conversations in the first act, especially in his conversation with Mrs Hepworth. Will is trying to read the visiting card but cant because its such a funny print. Another sign is as he speaks he repeats phrases a lot, such as well, by gum. He has a poor vocabulary, when he does speak it is only to answer a direct question and even then he doesnt say much. .ufbcebb77a383e6a344374348f538af2f , .ufbcebb77a383e6a344374348f538af2f .postImageUrl , .ufbcebb77a383e6a344374348f538af2f .centered-text-area { min-height: 80px; position: relative; } .ufbcebb77a383e6a344374348f538af2f , .ufbcebb77a383e6a344374348f538af2f:hover , .ufbcebb77a383e6a344374348f538af2f:visited , .ufbcebb77a383e6a344374348f538af2f:active { border:0!important; } .ufbcebb77a383e6a344374348f538af2f .clearfix:after { content: ""; display: table; clear: both; } .ufbcebb77a383e6a344374348f538af2f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ufbcebb77a383e6a344374348f538af2f:active , .ufbcebb77a383e6a344374348f538af2f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ufbcebb77a383e6a344374348f538af2f .centered-text-area { width: 100%; position: relative ; } .ufbcebb77a383e6a344374348f538af2f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ufbcebb77a383e6a344374348f538af2f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ufbcebb77a383e6a344374348f538af2f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ufbcebb77a383e6a344374348f538af2f:hover .ctaButton { background-color: #34495E!important; } .ufbcebb77a383e6a344374348f538af2f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ufbcebb77a383e6a344374348f538af2f .ufbcebb77a383e6a344374348f538af2f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ufbcebb77a383e6a344374348f538af2f:after { content: ""; display: block; clear: both; } READ: Two Gentlemen Of Verona monologue from the play by William Shakespeare EssayA good characteristic that Will possesses is honesty. He tells Maggie straight out that he doesnt love her and she doesnt love him;  when it comes to marrying, Im bound to tell you that Im none in love with you  I think that Will is honest to Maggie because he has respect for her, when he tells Maggie that the reason that he cant marry her is because he is betrothed to Ada Figgins is another example of what I think is Will being honest out of respect for Maggie. It is shown in his first appearance that he is an excellent boot maker but under appreciated, when Mrs Hepworth says;  The mans a treasure, and I expect you underpay him.  Everyone can see how talented Will is and that Hobson is taking advantage of him by paying him very low wages. Until the end of the first act Will is very easily intimidated and he is pushed around by just about everyone. At the end of the act Wills character changes, He is no longer shy and always holding his tongue. Hobson had been told about the marriage between Maggie and Will and Hobson believes that Will is to blame. Will doesnt think its fair that he is being blamed for something that is not his fault;  Im none wanting thy Maggie, it her thats after me, but Ill tell you this, Mr Hobson: If you touch me with that belt, Ill take her quick, aye, and stick to her like glue. Will feels that it is wrong for Hobson to be beating him, Will has a good sense of right and wrong. I think that he also feels that he hasnt encouraged it to happen, Maggie initiated the idea so why should he get punished? This is a good example of when Will is being unpredictable, he can stand up for himself despite what people think. He knows his place in society and doesnt want to cause any problems by stepping out of place, he is a yes sir, no sir kind of guy. In Act Four Will has become ambitious, educated and assertive. The most obvious change in his character is his growth in confidence, Will appears a lot more confident and doesnt need to be threatened with violence to stand up for himself. This is shown in the stage directions when Maggie and Will enter Hobsons living room;  Will enters. Maggie follows him. He is not aggressive, but he is prosperous and has self-confidence. Against Alice and Vickey he is consciously on his mettle  Maggie is following Will now, not the other way around. Even though he appears to be full of confidence, he is on guard when it comes to Alice and Vickey. Also he still seems to be leaning on Maggie a lot, he is, in my opinion, in constant need of reassurance.

Psi Report free essay sample

Duke has a confidential informant that knows Frank White who turned Duke on to Brown. The U. C. A. became friends with Brown to get him comfortable with letting Duke on the low down of Brown’s illegal activities. Duke told Brown that he knew a better connect for a cheaper price on crack cocaine, Brown ask Duke to set the meeting up Between the Connect and White because White handled the merchandise while Black Brown secures the money. On February, 2008, the U. C. A. (Duke) telephoned Black Brown and arranged for the purchase of 5 kilos of crack cocaine. Duke later traveled to the meeting location, at 539 seven mile, Detroit, Michigan, and advised the agents in charge of the case that the vehicle of connect man was at the residence. Moments later, Brown and White drove up to the home in a black Benz. Duke informed Black that he had the five kilos of crack cocaine but Duke would have to go get it from the connect man at the â€Å"trap. We will write a custom essay sample on Psi Report or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page † (The trap is a drug-dealing location used to avoid association with the drug dealers. ) The U. C. A. traveled to the trap, met with Connect man and purchased five kilos of crack cocaine for $100,000 in cash Brown then called the U. C. A. to report that the 1/4 that remained of the transaction would arrive at the location shortly to buy crack cocaine from U. C. A. for $1,575. During a telephone call with Brown, Duke was told that the â€Å"mail box† 1/4 of crack would be ready shortly. Duke then told Brown to meet him â€Å"up top,† which was a code for Connect man’s â€Å"trap† on seven mile in Detroit. Duke and Brown later met at the location on seven mile and transacted the 1/4 crack cocaine that was the other part of the original deal on 5 kilos purchase and sale of cocaine. The crack cocaine retrieved weighed 1/4 grams. The agents later retrieved the crack cocaine, which weighed 5 kilos. On March 14, 2008, the U. C. A. arranged to consummate another transaction which turned out to be the due date of the drug bust on Black Brown and Frank White. There were over 500,000 retrieved from the home of Black Brown. There was also the five kilos the D. E. A. got (which was the connect man) from subjects. When agents bust in the home the two men did not resist arrest. Black Brown home was furnished with expensive merchandise, along with two bedrooms full of brand new shoes, clothes, jewelry. Victim Impact There are no victims in this offence. Adjustment for Observation of Justice The defendant did not attempt to flee prior to his arrest. The probation officer has no other information to suggest that the defendant did not obstruction justice. Adjustment for Acceptance of Responsibility The defendant did not attempt to flee when arrested. The probation officer has no information to suggest that the defendant did adjust accepting his responsibility. Offense Level Computation The 2008 edition of the Guidelines Manual has been used in this case. Base offense Level The guidelines of a 39