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Social Welfare In the 20th century and Beyond

Social Welfare In the 20th century and Beyond
Discuss the Social Welfare in the 20th Century and Beyond……………….

Table of Contents
3 1.0 Social Welfare in the 20th Century and Beyond
3 1.1 Introduction
3 1.2 Research topic
4 1.3 Documentary sources
6 1.4 Summary
7 1.5 Future plan
8 1.6 Conclusion
9 Reference

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COMPARING GATE AND FRIENDMAN

COMPARING GATE AND FRIENDMAN
Write a short response or comment on the concept of Friedman and Gates. In particular, address the following points:

1. Do you support Friedman?s thesis, or that of Bill Gates? If Gates, how would you justify corporate social causes to Milton Friedman?

2. How much is too much for a firm to devote to socially responsible causes? Are five percent of profits OK? How about ten?

Introduction

Corporate social responsibilities refers to an obligation that is beyond what is stipulated by the regulation and economics for a corporation to commit in long term goals that are for the interests of the society. Businesses are required to commit its conduct in conforming to the ethics and make a contribution to the development of the economy while enhancing their families and the community in general.

Discussion

“I agree with Bill Gates’ view of corporate social responsibility in that Gates suggest that in contributing to the society, corporations can conform to the laws and regulations by paying taxes. This should be completely voluntary. The government must in turn use the taxes collected to provide better living standards to the society. As long as the corporation is maximizing the shareholder’s wealth and paying taxes, Gates views that the society can not force it to perform its social responsibilities. This has to be volunteered by the corporation. On the other hand Friedman talks of responsibilities of corporations with the implied notion that businesses are not moral individuals hence they can not encompass responsibilities. Friedman’s argument is short of firmness in the sense that he does not differentiate between moral and social responsibility.

Besides, Friedman’s view that corporate social responsibilities costs the firm, is not reasonable because in view of Gates’ thoughts, through foundations, corporate can contribute to the society without necessarily creating conflicts with the shareholders and build on the brand value and generate more profit. The amount shared to the society through the foundations must solely rely on the level of profits generated by the firm. Different firms have different level of profits and hence Gates suggest that corporate responsibilities should not affect the profits. Gates on the other hand assert that it is impossible to make a decision on the percentage of the firms’ profit which is the right amount to commit to socially responsible course. The percentage profits allocated must be in such away that, it should not harm the profits at all costs. The management must be the ones to decide which percentage goes to the society on voluntary basis.

 

Friedman suggests that corporations must pursue what it desires, whether they desire profits or environmentally destructive products, they should go a head with their goals. However this may not be valid as in the sense that it may not conform to the moral standards of the community. If Corporations’ goals are more than profit maximization, then they should conform to the standard ethics expected of them in the community.

Friedman also makes a claim that social responsibility comes at the expense of the employer’s and shareholders interests. However, he is hesitant to spot light the toughest subject in the American responsibilities for the impacts on health to the Taiwanese workers in connection to hazardous wastes exportation. This because the subject of raising prices or serious lack of employment in relation to the violations of human rights tragedy are of critical implication.

One would have the thoughts that Friedman’s opinions of the people whom the managers owe their duties are the shareholders because he mentioned that managers have a direct obligation to owners. This may not be the case as he continued to mention the interest of the employees and clients as well. The origin of agency in relation to the managers is by complying with the unit rules in the community which are encompassed in the ethical traditions. However, Friedman seems to invoke a communal and unusual policy of the public to strengthen his stand on managerial responsibility position (Friedman, 1970)”.

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International Organisations

International Organisations
Assess and Evaluate the extent to which an International Organisation `THE WORLD BANK` fulfils and complies with the input and output dimensions of an I.O. This will first require to read and understand the functioning of the `THE WORLD BANK` and place it in its adequate regional and sectorial context. Consequently will apply its working arrangement to a case-study. Copy and paste the about a section of the International Organisations webpage.

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SOCIAL POLICY IN THEORY AND PRACICE

SOCIAL POLICY IN THEORY AND PRACICE

Category: Sociology

ANSWER ALL FOUR QUESTIONS –

1. What is the social administrative
tradition?
2. What is meant by liberal welfarism?
3. Explain the parliamentary
policy-making process.
4. Detail the New Right critique of
the welfare state.

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Social Media

34

Social Media

(1) discuss the Four Components of a legally astute social media outlets and how each component can mitigate the risk involved in doing business in cyberspace.

(2) List and analyze methods of alternative dispute resolution and determine which would be most effective in resolving disputes that may arises with consumers who may make purchases from businesses that provide links via social media.

(3) determine how the Federal Government can best control these transaction when it across state lines.

(4) examine the three branches government and discuss which can effectuate the most significant impact on regulating consumer transaction via social media outlets,

(5) Explain the agency relationship that exists on social media sites between the social media provider and businesses

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social and economic trends

What did the great awakening reveal about 18th century social and economic trends? Does America today need a great awakening?

Double spaced, introduction, body, quotes from the book the american promise a history of the united states book must be have page number behind quote, and a conclusion. must be three pages.

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Empowering Knowledge Sharing Behaviour through Internally Driven vs Externally Driven Cultures

13

Empowering Knowledge Sharing Behaviour through Internally Driven vs Externally Driven Cultures
For Clear instructions check the word document entitled "Instructions "

The writer to divide the paper to:
* Abstract ( the writer should explain br
oadly how is knowledge sharing is important for knowledge management in organizations. Also how organizational culture can affect positively or negatively on knowledge sharing. How knowledge sharing can help the competitiveness of a company etc, then start about explaining the Internally Driven vs Externally Driven cultures and its relation to knowledge sharing
* Introduction focus on knowledge sharing/ organizational culture/ the culture dimension by hofestde then the writer to tell the reader about how is the paper is structured so the reader will know what to expect to read.
* Conceptual Definitions:
* Knowledge sharing behavior
* Organizational culture
* Organizational culture dimensions by Hofestde Literature Review:
* Hofestede cultural dimensions
* Empowering Knowledge Sharing Behaviors Through Internally Driven vs Externally Driven cultures
* Theoretical Framework
H
2.1.1 INTERNALLY DRIVEN VS EXTERNALLY DRIVEN:
In internally driven culture, employees pay a lot of attention to business ethics and honesty and they distinguish their tasks to the outside world and they know what is good for the customers (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). Therefore, in this culture employees are most likely to meet to discuss their ideas of what they believe is good for their customers. Thus, we assume that employees are willing to share their knowledge if they believe that it could contribute to providing what is best for their customers.
By contrast, an externally driven culture focuses on on customers satisfaction and customers? requirements. They also value results and they demonstrate more of pragmatic view, rather than an ethical one (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). This culture focuses on the customer input rather than the employees input. For example, the employees may ask the customers about their opinion about the services through surveys, interviews and so on in order to tailor the services to the customers requirements. In this case employees communicate directly with the customers and could assume that this culture could hinder knowledge sharing among the employees.

Internally driven vs Externally driven

Internally Driven
Proposition:
* In internally driven culture where there indirect contact with customers this will affect positively on knowledge sharing.
Externally Driven
Proposition:
* In externally driven culture where there is direct contact with customers this will affect negatively on knowledge sharing.

* Conclusion
* References

* Hofstede and Bond (1984) note that, organizational culture dimensions are diverse and cover several aspects of employee behavior but similarly, they note that, organizational culture also covers certain aspects of the business environment, such as the social, political and economic functioning, to create a group synergy for success.
Interest in national culture, Hofestede also examined organizational culture developement six (6) key dimensions as such: (1) process vs results oriented, (2) job versus employee oriented, (3) professional vs parochial, (4) close vs open, (5) tightly controlled vs loose, and (6) pragmatic vs normative (Hofstede,1990; Hansen,2003). In 2010, Hofstede collaborated with another theorist Bob Waisfisz and therefore they came up with six autonomous dimensions and two semi-autonomous dimensions (Hofstede, Hofstede & Minkov,2010). This study will be based on Hofstede?s dimensions after the development and the collaboration with Waisfisz.
The first type of organizational culture is ?means oriented vs goal oriented?this dimension among the other six autonomous dimensions is very much linked with the organization effectiveness. In a means oriented culture people are more concerned about how the work should be carried out. In a very means oriented culture people perceived to avoid taking risks and they will only exhibit a limited effort in their jobs and their work life is routine (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). In contrast, in goal oriented culture people are more concerned about what should be achieved. Therefore, in goal oriented culture people are concerned about the results even if it involves risk taking even if those risks were big (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The second type of organization cultural dimension is the ?Internally driven vs externally driven?. In a very internally driven culture employees are concerned about business ethics and honesty and they recognize their tasks to the outside world and they know what is good for the customers as well as the world at large (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). Whereas, in a very externally driven culture the only stress is on customer?s satisfaction and meeting the customer?s requirements; in addition to results are also considered to be crucial. In this culture people exhibits more of pragmatic than an ethical attitude. This dimension is different from ?means vs goal oriented? because in this situation it?s not about the impersonal results but it?s about the customer satisfaction (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The third type of organization cultural dimension is the ?Easy going work discipline vs strict work discipline?. This dimension refers to the extent of the organization internal structuring control and disciplineIn very easy-going culture there is a loose internal structure and low level of predictability and little control and discipline. Therefore there is high level of creativity (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). On the other hand, In a very strict work discipline the internal structure is fixed and there is a high level of predictability and high level of control and discipline. People in this culture are very cost conscious, punctual and serious (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The fourth type of organization cultural dimension is the ?Local vs professional?. In a local culture employees are identified with the boss and or the unit in which she/her works. In a very local culture employees are directed in a very short-term basis, and they are internally focused. In addition, they have a strong social control that they should be like everyone else (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). In contrast, in a professional culture employees are identified by their profession and what they do. In a very professional culture, employees are directed in a long term basis (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The fifth type of organization cultural dimension is the ?Open system vs closed system?. This dimension refers to the openness and the accessibility of an organization. In a very open system culture newcomers are welcomed and employees are open and friendly to both insiders and the outsiders. In this culture employees believe that almost anyone can fit the organization (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). In contrary, in a very closed culture newcomers aren?t welcomed and it is very difficult for them to enter the organization. Employees in this culture are usually closed and reserved with both insiders and outsiders (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The sixth type of organization cultural dimension is the ?Employee oriented vs work oriented?. This dimension is related to the management philosophy itself. In a very employee oriented culture employees feel that their personal problems are taken into consideration. In addition, in this culture the organization takes responsibility towards the happiness and the well-being of its employees even if this is at the work expense (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).Conversely, in a very work oriented culture employees don?t feel that management take their personal problem into account. There is a high pressure on employees to perform the tasks event if it is at expense of employees (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).
The first type of the two semi-autonomous dimensions of organization culture is the ?Degree of acceptance of leadership style?. This dimension refers to which degree of the employee?s direct boss is being associated with the employee?s preferences (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010). The fact that people, depending on the project they are working for, may have different bosses doesn?t play a role at the level of culture. Culture measures central tendencies (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010)?.
The second type of the two semi-autonomous dimensions of organization culture is the ?Degree of identification with your organization?. This dimension refers to the degree of the employee?s identification of the organization as a whole. Employees are able to identify and recognize the different aspects if the organization. Therefore, there is a possibility that employees feel strongly connected with the internal goals of the company, with the client, with one?s own group and or with one?s direct manager and with the whole organizations. But it is also possible that employees don?t feel strongly or unable to identify or get connected to any of these aspects (Hofstede, G.et al, 2010; Hofstede, G. & Waisfisz, B., 2010).  PLACE AN ORDER TODAY & GET 15% DISCOUNT (CODE GAC15)