Zaroorat-e-Rishta

Motivation

Motivation, by which the needs of a person give rise to behaviour, is one of the most important but complex concepts in the management of personnel. Motivation forms the basis of people’s performance and relation to one another. This is a force which extends across every single functional area, from original selection through training, development, supervision, wage and salary, administration and labour relations.

5.2. Much of our managerial policy and practice has been based on such assumptions as:-

5.2.1. The average human-being has an inherent dislike of work and will avoid it if he can.

5.2.2. Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.

5.2.3. The average human-being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.

5.3. In fact, generally, a man wants to work and derives great satisfaction from productive concentration of his energies. If this reality is accepted the managerial problem becomes one of reconciling the Employee’s objectives in that respect with the organization’s objectives. I shall describe factors of human behaviour which play an important role in building up of motivation.

5.3.1. Varying Needs Individuals acquire motives which vary in type, number and intensity from person to person. Even if people have common motives arising out of similar situations, the degree of feeling and reaction to that feeling will vary. Intensity or strength of need in different people is difficult to measure. Needs vary with different educational, occupational and social groups, for instance, independence is most strongly desired by lower and middle income groups, whereas social approval is most valued by those in higher income brackets. Business, professional and white-collar personnel more frequently want self-expression and interesting experiences.

5.3.2. Appreciation as Incentive Praise and encouragement are useful incentives but are often over-rated. A general limitation in their usefulness lies in the meager opportunities for genuine reward of these types in day-to-day work situations. Praise well given meets need for self esteem in general and for achievement in particular. The manner of praising or encouraging affects its perception. A perfunctory “Nice Work”, gushing and carefully measured words indicating some reservation can all dull the resultant feelings in the Employees. Warmth, expressed satisfaction, and well-chosen words that can be repeated serve to increase the sense of accomplishment and the pleasure in recognition.

5.3.3. Confidence and Faith Demonstrating confidence and general belief in an Employee satisfies important needs for security and for the approval of one’s Supervisor. Knowing that the pervisor is demonstrating overall confidence can offset unpleasant criticism and make the Employee want to improve. Un-tempered criticism on the other hand leaves him with little but discouragement or distaste.

5.3.4. Employee Participation

5.3.4.1. Participation motivates increased effort in the Employees at any level. It appeals to their higher needs. Where real and meaningful, it increases self-esteem and a feeling of obtaining the respect of others. For participation to be of value, however, the Employee must be part of a worthwhile project and must know that the project succeeded partly because of his ability.

5.3.4.2. In any group, large or small, a number of people have interests and needs in common. Their activity in relation to such shared interests is participation. Where the participation involves the quest for ideas and suggestions from members of a group, the basic premise is that there is no monopoly on ideas. Different people, with differing backgrounds, have contributions to make. The fact that management personnel have technical proficiency, superior education, or even greater intelligence does not eliminate the possibility of error. Participation of subordinates who know and work with particular processes or equipment can help forestall such error.

5.3.4.3. By involving groups in activities of concern to management, it is possible to provide satisfaction to the subordinates by making them feel a part of what is going on and by giving them a sense of sharing in endeavours that are worthwhile to all concerned.

5.3.5. Driving and Threat Telling the employees to “step on it” or “get with it”, generally in an impatient, peremptory manner, is a negative approach; the implication is that the Supervisor is displeased and that the Employees are not doing what they should. Words and expressions of this order have the same effect, figuratively, as cracking a whip. Some Employees become used to them and move faster. In others such driving arouses defiance, and the result is passive resistance. Where the Supervisors resort to driving tactics, it is generally because they lack resourcefulness and believe that the only way to get people to work is to stand over them.

5.3.6. Failure How much an Employee will try, how much he will think, how much he will put into learning, development, and his job are matter of motivation. One of the queries now being raised is whether providing satisfaction for workers results in high level of productivity? Business and industry have largely failed in motivating the Employees toward increased effort. One explanation is that motivation within the job, necessary to improve performance is lacking. Most of the organizations including industry, both at rank and file, and managerial levels, offer little chance for the operation of the motivators. Jobs are atomized, cut and dried, monotonous.

5.3.7. Money Incentive Motivation varies with environment and conditions of life. When the most basic human physical needs like food and water, sexual gratification, protection from bodily harm, are not being met, these become important areas in which incentives may operate. A man dying of thirst in the forest would do anything in his power for a drink; but under conditions where he knows his thirst can always be readily quenched, the drive for liquid fades into the background. Similarly, in a poor society where standards of satisfaction of human physical wants are low, the need to purchase a higher scale of satisfaction, namely income becomes paramount.

5.3.8. Morale and Management Behaviours Incentives may arise from the Supervisor, the job itself, environmental aspects of the job and other rewards derivable from the job. Morale has a special role to play in it. Pay may rank second or third and sometimes lower on the scale of morale factors. Ahead of it are such factors as credit and recognition, challenging work, a congenial work-ground, freedom of decision making, security of tenure, fair and equal opportunity for advancement, and the last but not the least the quality of supervision. Certainly in those organizations in which there is no apparent rationality underlying compensation and reward, it would be pretty difficult to achieve high morale or motivation; where promotions are made on some basis other than merit, respect for one’s Supervisor is not likely to be very high; and where performance is evaluated perfunctorily or unfairly, there is not very fertile soil for development of genuine “espirit de corpse”. In broad sense, therefore, the inculcation of that spirit, that state of mind, which expresses itself in loyalty, enthusiasm, co-operation, pride in service , and devotion to duty, is the end of whole personnel system.

5.3.9. Goal Orientation Organization’s goals become incentives when they appeal to the Employee’s needs, when the Employee can see his connection with achieving those goals, and when he understands how he can help reach them. All too often an individual Employee feels that the organization must have clear goals and there may be a clear path toward them, but has no clear picture of its goals, of the paths leading to them and of his role in reaching them. So it is that he feels a strong attraction to his fellow workers; he is strongly group oriented; the group has power over him. This motivational force has been largely lost to management, which has over-stressed its own conception of goals.

5.3.10.Ways of Working with Motivation

5.3.10.1. Attitude is important in motivational considerations. There is a strong need for re-organizing the magnitude of difference in manipulating men and things. Moreover, Supervisors still have difficulty in realizing that their values and goals are often quite different from those of their Employees. In this connection, it is important to motivate through “joint endeavour to solve common or shared problems”, rather than use of shrewdness, maneuver and undercover measures that are manipulative.

5.3.10.2. Organizational needs should have top priority in the Supervisor’s book, but they involve both organization as a mechanism and management as people. Only through proper motivation it is possible to maximize the Employee performance relative to organizational goals at any level.

5.3.10.3. Factors of motivation are so varied that to use any one factor to motivate a group is a costly and, by its very nature, a “hit and run” affair. Running organization in such a manner that it evokes the interest, the satisfaction and even the enthusiasm of the Employees is by no means a simple task. Certainly, it is not an objective that can be achieved through application of a fixed set of criteria or rules. Just as individuals differ widely, so do situations. But an appreciation of fundaments or generally applicable principles can usually help. One of these principles is that of management by winning consent as distinguished from management by mere command. This is frequently referred to as democratic management. Some would go so far as to question that enduring achievement is ever reached by rigid, unyielding, absolute orders. Although certainly, it cannot be denied that much work is accomplished in this way, but experimentation has proved that more and better work is usually performed by enlisting the whole-hearted participation of a group in working towards a common end. In the final analysis, by paying a man a wage, all we can buy is his physical presence at a specific job for a given number of hours. We can no more guarantee his loyalty and his operating at his full productive potential by agreeing to pay him a wage than one can guarantee a satisfactory marriage relationship by buying a marriage license.

5.3.10.4. Fair pay, good working conditions, and sound administrative practices are no doubt a basic requirement. What motivates the Employees to work effectively ? A challenging job which allows a feeling of achievement, responsibility, growth, advancement, enjoyment of work itself and earned recognition. The fact of the matter is that we can no longer buy people if we ever could. Even in the days of slave trade, it is doubtful whether the owner of a slave bought anything more than the title deed on another man.

5.3.11. It is, however, a mistake to take any one factor and give it undue importance. The state of motivation or demotivation may arise from an unpredictable combination of factors. However, the most common motivating factors, as already explained, are:

5.3.11.1. Achievement

5.3.11.2. Recognition

5.3.11.3. Prospects of Advancement

5.3.11.4. Responsibility

5.3.11.5. Peer Relations 5.3.11.6. Competence of Supervision

5.3.11.7. Opportunities for Growth

5.3.11.8. Company Policy and Administration

5.3.11.9. Pay

How to control crimes?

Crime control and due process are two different ideal types of criminal justice. One could say they are extremes on a continuum. The role of crime control is to get the criminal off the street and to protect the innocent. The due process model of criminal justice is like an obstacle course, you have to keep going through legal obstacles to ensure in the end you convict the right person. In Canada the police lean toward crime control and the courts lean toward due process. This causes tension between the police and the courts. I will argue for both crime control and due process, putting more weight on due process If we did not have due process in Canada, people in positions of power, could manipulate the system for their own personal or political gain and railroad the innocent off to prison. One of the benefits of due process is demonstrated in the Belshaw case. The inquisitorial system of justice is based on crime control; the Swiss police had a hard time in Canada with Mr. Belshaw, because of his right to due process, under Canadian law. Both systems of justice share common beliefs, for example, they both look for proof beyond a reasonable doubt. In Canada we fight about facts and laws, where-as the inquisitorial system searches for the facts. The adversarial system has a separation of powers with the police, crown, defense, and the judge. It is quite different for the inquisitorial system of justice, the police do the arrest, then they present the facts to crown, which then decide if they have a case and turn over the evidence to the judge. The only problem is that the judge decides what will lead them to the truth. How any evidence was collected is irrelevant. In due process if the police obtain evidence and violate the law or a persons charter of rights and freedoms the judge will exclude the evidence from the hearing, even if it would help or prove that the person is guilty. These two systems of justice are generated in democratic traditions. In the case of Alois Dolejs the crime control model, was swift and took the criminal off the streets. The police had a lot of circumstantial evidence, for example, bloody cloths and two different types of blood. On the advise of his attorney, he was instructed not to disclose the location of the bodies, until after the trial. His silence was what got the conviction that sent him to prison. The police didn’t know that he had actually committed the crime. Due process could of set a guilty man free. The Right To Silence: The Case Of Susan Nelles. This case is a good example of what effects the crime control model of justice can have on an innocent person’s life. The police reacted to the deaths with a crime control mentality. The police prosecuted a woman on the basis of their biases and emotions. The sad part is, even though Susan was entitled to due process, it destroyed her life and consequently killed her father. The right to remain silent is protected under the charter, and the due process model of justice. The police leaked the story to the press, to publicly tri this woman. A principal fear in the due process model came to light. An innocent person was harassed and convicted not in a courtroom but publicly; this is a clear case of, a miscarriage of justice. The James Keegstra case is a good example of a weakness of due process; this case has been going on for too many years. The charter of rights and freedoms, section 2.b guarantees us fundamental freedoms of thought, belief, opinion and expression, including freedom of the press and other means of communication, but as in this case, those rights are not absolute. It wasn’t what he was saying, it was how he saying it and where he was exercising his free speech .We do have the right to free speech. Due process worked in this case. If I was the crown in this case I would of charged him under section 319. (1), (2), (3), he was in my opinion, targeting the Jewish faith, and chose to persecute them in a public setting, mainly a school. The supreme court of Canada ruled against him. The Donald Marshall Case is an example, of the evil of crime control. Even due process failed to work for Mr. Marshall. The police officer that conducted the investigation should have gone to prison. I still believe in the due process model of justice, for one thing, most people who work in the criminal justice field are honest and only bring their best intentions of enforcing the law with them to work. However for the corrupt few, that still hold positions of trust in the Canadian justice system, due process will continue to extract them from the ranks, one by one. The common goal of both models of criminal justice is to convict the guilty and set the innocent free. Crime control and due process share four common values which are, (a) crime should only be defined by law, (b) crime should lead to some form of legal intervention, (c) criminal justice system power should be legally limited, (d) criminal justice system should be adversarial. The case studies presented good ideas to argue crime control and due process concerns. Principal fears expressed by both models had an effect on real people, and it scared me to think that certain mentalities do exist in this country. Though some innocent people do go to jail, it doesn’t even come close to what injustices would happen in this county, if both models didn’t compliment each other in some fashion, to identify what the meaning of justice is in Canada. The justice system will continue to be under fire by those who’s primary goal is to rewrite the law, to meet their current ideologies and beliefs. The four things you need to get ahead in Canada are, class, age, race and religion. After completing sociology 101 and 102, it is hard to convince me that many social injustices have not occurred and will continue to do so. I will still vote for the due process model of criminal justice. In closing, I think we need both ideal types of criminal justice. Some crime control and a lot of due process

Why Do we dream?

Why do we dream? Are they instructions from the spiritual world or just deep, hidden wishes that can be used to unlock the secrets of the unconscious mind? Nobody knows for sure. One theory that is prevalent today is that dreams result from the physiological exercise of the synapses of the brain. There is no proven fact on why we dream, which is why there are so many theories on the topic. There is Freud's theory that dreams carry our hidden desires and Jung’s theory that dreams carry meaning, although not always of desire, and that the dreamer can interpret these dreams. After these theories, others continued such as the Cayce theory in that dreams are our bodies means of building up of the mental, spiritual and physical well being. Finally came the argument between Evans' theory and the Crick and Mitchinson theory. Evans states that dreaming is our bodies way of storing the vast array of information gained during the day, whereas Crick and Mitchinson say that this information is being dumped rather than stored. Whichever theory is true, we may never know, but from these following theories we can decide for ourselves what we believe to be true and further help us into understanding our dreams. My own personal theory on why we dream is that the subconscious mind is always working. This results in dreams. The subconscious mind in an attempt to file away all of the information from the previous day results in dreams. A dream in my opinion is nothing more than a chemical reaction in the brain. In laboratory tests, when people were awaked during the RAPID EYE MOVEMENT (REM) stage of sleep and asked to report what was on their mind just before awaking, about 90% reported an experience termed TRUE DREAM. When a true dream is experienced is seems as if it were an actual event rather than one thought or imagined. True dreams often involve a series of such experiences woven together in a somewhat bizarre story. Even those people who claimed to rarely dream or only remember fragments of dreams in the mornings were able to give detailed accounts of a true dream experience when awakened during REM sleep. Those who were awakened during SLOW-WAVE sleep (the deeper, less mentally active stages of sleep) reported mental activity in only about 60% of cases. Usually, this activity lacked the vivid sensory and motor hallucinations of true dreams. This type of mental activity is called SLEEP THOUGHT, and usually pertains to what the person had been thinking about most of the day. However this thought is usually much less productive than that of conscious thoughts (while the person is awake). Those who believe that we dream due to the brain's regular exercise of groups of neurons cite evidence that synapses can degenerate if they go too long without being active; this neural activity during REM sleep helps to preserve important neural pathways. When neurons in the motor and perceptual regions of the brain are exercised in this manner, the inevitable side-effect are the dreams we experience. The increased mental thought activity is due to the sleep thought being engaged in trying to make sense of these movements and hallucinations.

Funny words

• A compromise is an agreement whereby both parties get what neither of them wanted. Anybody can win, unless there happens to be a second entry.

• Youth is a malady of which one becomes cured a little every day. He’s turned his life around. He used to be depressed and miserable. Now he’s miserable and depressed.

• Always laugh when you can. It is cheapest medicine.

• Laughter is the shock absorber that eases the blows of life.

• An optimist is someone who falls off the Empire State Building, and after 50 floors says, 'So far so good!'

• You can't have everything....where would you put it?

• You have the right to remain silent. Anything you say will be misquoted, then used against you.

• If you tell the truth you don't have to remember anything. - Mark Twain

• If you wish to live wisely, ignore sayings including this one.

• Nothing can confound a wise man more than laughter from a dunce. ----Lord Byron

• Join The Army, Visit exotic places, meet strange people, then kill them.

• An consultant is someone who takes a subject you understand and makes it sound confusing.

• If you can't see the bright side of life, polish the dull side.

• When everything's coming your way, you're in the wrong lane.

• You know the speed of light, so what's the speed of dark?

How to become a millionaire

Who Wants To Make Themselves A Millionaire? Why are we working to make other people rich? Is it because we are trained to in school? Or is it because big business makes an offer we can’t refuse? I think that at an early age we are taught to be a good employee rather than live life in a business state of mind. At an early age we are taught to be employees. We are taught to work together to help us socialize with others in our work. We are taught to follow directions to help us be better employees, receive successful jobs, and succeed in the jobs we do get. I know that following directions and socializing with others are important in developing as a person, but we also need to be taught a better business state of mind. By this, I mean we should learn how to develop ideas to become our own boss. We are taught at early ages to make good grades. Why is this? I believe it is because we are taught that good grades insure better jobs, which is to an extent true. Bill Gates, Lawrence Ellison, and Paul Allen, the top three on Forbes’ richest people list, had ideas, developed them, and became successful. In Rich Dad, Poor Dad, the author states that wealthy people stay wealthy by teaching kids a business state of mind; whereas, middle class people tend to teach their kids to be an employee (Kiyosaki 58). There are middle class people who become rich, but I think it’s because they got out of the employee state of mind. An example is Tom Reynolds; he has a five-year-old business and fewer than 50 employees, but is approaching six million dollars in sales. I think he was goal-driven to become rich and this ambition got him from middle class to millionaire status (Silverstein T8) When I used to work at Best Buy I would think of people like Tom Reynolds who progressed out of the middle-class. While I was getting paid six dollars and fifty cents an hour, like most regular employees, Richard Schultz, the founder of Best Buy, was making hundreds of millions of dollars a year. This wasn’t making a lot of sense to me. Why did everyone else work while he got to relax and become rich? It’s because he had an idea and developed it. Some people are born workers. I know we need workers to make a society, but work wasn’t and isn’t for me. My friend and I had an idea of advertising on the Internet. With a few learn-how-to books and some time, we had created our own business. I think that like Tom Reynolds we were goal driven to become successful. I think that without dreams and ambitions one cannot succeed. Without dreams and ambitions what does one have to look forward to? I may not be making millions of dollars, but I have all the time I need, and I still make money. Most people are happy with their life as an employee, and that is wonderful. Without them, we wouldn’t have fast food and other needed services. There are also a lot of people unhappy with their salary, but they work it out. If they had been taught a better business state of mind, I think they could have found ways to be happier with their lives. When I interviewed a friend of mine who is an employee that wants to find a better job, I asked him six questions. What kind of job would you rather have, if not current employer, and why don’t you have it; what types of tasks do you do daily; in ten years would you still want to be where you are today; compare and contrast the labor you do for your boss and the hours worked each week; as a child do you think you were taught to be an employee or a business person; and do you think that people being unhappy with their jobs is a problem in America? He tells me that he would rather be in business for himself making his money work for him or work as a laser technician. He did go to school to study to be a laser technician, but money for college and longing for family and friends turned out to be issues. Now, he repairs equipment such as copiers, printers, and computers for schools, hospitals, and other corporations, which are usually general maintenance. He does not plan on being in the same occupation in the future. He wants to find a way to make his money work for him by either starting his own business or making investments. He and his boss work the same hours, but he does fieldwork, whereas his boss makes sure employees complete their jobs properly, which is easier work. Even though the work is easier, the boss gets paid double what a service technician makes. He told me that his father ran a small business that helped him with an understanding of being a better businessperson, but in school he feels he was taught to be an employee. He thinks that most Americans average over three job changes are because they are unhappily employed (Boatman, Personal Interview). I also think if more people were taught a better business state of mind, they would be in jobs they wanted rather than jobs they need to survive- thus having friendlier service and more smiles. If we teach our children a business state of mind they will be more apt to become successful. In Secrets of a Successful Entrepreneur the author Gene Daily tells of the eleven rules of success: “1.) Work smarter not harder. 2.) Strive for accuracy first, then build momentum. 3.) Build a good reputation on the quality of your products and services. 4.) Find a niche and become an expert in your field. 5.) Always better your best and strive to improve your products and services. 6.) Be creative by adapting and applying innovative techniques in your field. 7.) Be market driven not product driven by reacting with your customers needs. 8.) Plan for success; know where you’re going and how you’re going to get there. 9.) Capitalize on change by using a springboard to improve your products, procedures, and reputation. 10.) Think before you act. 11.) Always promise a lot and deliver even more” (Dailey 12). Of course, we will need to teach our children the basics, but should emphasize these eleven steps to success. I think another great way to show our children an entrepreneurship is lemonade stands. As a child I had a Kool-Aid stand, I remember I was so happy when I made five dollars and bought two G.I. Joe figurines. Ideas like these are an excellent way to show our children that we can do anything if we put our minds to it and business can be fun. We need to get down to the basics again with our children because it is difficult for the human brain to be taught one thing and believe it for so long and then try to learn and believe in the complete opposite. If we teach to fresh young minds the children wouldn’t have to try to re-learn business ideas. We have to remember that the children of today are tomorrow’s business tycoons.

Ethics in Business

Ethics in Business *From a business perspective, working under government contracts can be a very lucrative proposition. In general, a stream of orders keep coming in, revenue increases and the company grows in the aggregate. The obvious downfalls to working in this manner is both higher quality expected as well as the extensive research and documentation required for government contracts. If a part fails to perform correctly it can cause minor glitches as well as problems that can carry serious repercussions, such as in the National Semiconductor case. When both the culpable component and company are found, the question arises of how extensive these repercussions should be. Is the company as an entity liable or do you look into individual employees within that company? From an ethical perspective one would have to look at the mitigating factors of both the employees and their superiors along with the role of others in the failure of these components. Next you would have to analyze the final ruling from a corporate perspective and then we must examine the macro issue of corporate responsibility in order to attempt to find a resolution for cases like these. The first mitigating factor involved in the National Semiconductor case is the uncertainty, on the part of the employees, on the duties that they were assigned. It is plausible that during the testing procedure, an employee couldnt distinguish which parts they were to test under government standards and commercial standards. In some cases they might have even been misinformed on the final consumers of the products that they tested. In fact, ignorance on the part of the employees would fully excuse them from any moral responsibility for any damage that may result from their work. Whether it is decided that an employees is fully excused, or is given some moral responsibility, would have to be looked at on an individual basis. The second mitigating factor is the duress or threats that an employee might suffer if they do not follow through with their assignment. After the bogus testing was completed in the National Semiconductor labs, the documentation department also had to falsify documents stating that the parts had surpassed the governmental testing standards. From a legal and ethical standpoint, both the testers and the writers of the reports were merely acting as agents on direct orders from a superior. This was also the case when the plant in Singapore refused to falsify the documents and were later falsified by the employees at the have California plant before being submitted to the approval committees (Velazquez, 53). The writers of the reports were well aware of the situation yet they acted in this manner on the instruction of a supervisor. Acting in an ethical manner becomes a secondary priority in this type of environment. As stated by Alan Reder, . . . if they [the employees] feel they will suffer retribution, if they report a problem, they arent too likely to open their mouths. (113). The workers knew that if the reports were not falsified they would come under questioning and perhaps their employment would go into jeopardy. Although working under these conditions does not fully excuse an employees from moral fault, it does start the divulging process for determining the order of the chain of command of superiors and it helps to narrow down the person or department that issued the original request for the unethical acts. The third mitigating factor is one that perhaps encompasses the majority of the employees in the National Semiconductor case. We have to balance the direct involvement that each employee had with the defective parts. Thus, it has to be made clear that many of the employees did not have a direct duty with the testing departments or with the parts that eventually failed. Even employees, or sub-contractors, that were directly involved with the production were not aware of the incompetence on the part of the testing department. For example, the electrical engineer that designed the defective computer chip could act in good faith that it would be tested to ensure that it did indeed meet the required government endurance tests. Also, for the employees that handled the part after the testing process, they were dealing with what they believed to be a component that met every governmental standard. If it was not tested properly, and did eventually fail, isnt the testing department more morally responsible than the designer or the assembly line worker that was in charge of installing the chip? Plus, in large corporations there may be several testing departments and is some cases one may be held more responsible than another depending on their involvement. A process like this can serve the dual purpose of finding irresponsible employees as well as those that are morally excused. The fourth mitigating factor in cases of this nature is the gauging of the seriousness of the fault or error caused by this product. Since National Semiconductor was repeatedly being reinstated to the listed of approved government contractors, one can safely assume that the level of seriousness, in the opinion of For the contractor approval committees, is not of monumental importance. Yet one has to wonder how this case would have been different if the lack of testing did cause the loss of life in either a domestic or foreign military setting. Perhaps the repercussions would have come faster much more stringent. The fact that National Semiconductor did not cause a death does not make them a safe company. They are still to be held responsible for any errors that their products cause, no matter the magnitude. As for the opposition to the delegating of moral responsibility, mitigating factors and excusing factors, they would argue that the entity of the corporation as a whole should be held responsible. The executives within a corporation should not be forced to bring out all of the employees responsible into a public forum. A company should be reprimanded and be left alone to carry out its own internal investigation and repercussions. From a business law perspective this is the ideal case since a corporation is defined as being a separate legal entity. Furthermore, the opposition would argue that this resolution would benefit both the company and the government since it would not inconvenience either party. The original resolution in the National Semiconductor case was along these lines. The government permanently removed National from its approved contractors list and then National set out to untangle the web of culpability within its own confines. This allowed a relatively quick resolution as well as the ideal scenario for National Semiconductor. In response, one could argue that the entity of a corporation has no morals or even a concept of the word, it is only as moral and ethical as the employees that work in that entity. All of the employees, including top ranking executives are working towards advancing the entity known as their corporation (Capitman, 117). All employees, including the sub-contractors and assembly line workers, are in some part morally responsible because they should have been clear on their employment duties and they all should have been aware of which parts were intended for government use. Ambiguity is not an excusing factor of moral responsibility for the workers. Also, the fact that some employees failed to act in an ethical manner gives even more moral responsibility to that employee. While some are definitely more morally responsible than others, every employee has some burden of weight in this case. In fact, when the government reached a final resolution, they decided to further impose repercussions and certain employees of National Semiconductor were banned from future work in any government office (Velazquez, 54). Looking at the case from the standpoint of National Semiconductor, the outcome was favorable considering the alternate steps that the government could taken. As explained before, it is ideal for a company to be able to conduct its own investigation as well as its own punishments. After all, it would be best for a company to determine what specific departments are responsible rather than having a court of law impose a burden on every employee in its corporation. Yet, since there are ethical issues of dishonesty and secrecy involved, National Semiconductor should have conducted a thorough analysis of their employees as well as their own practices. It is through efforts like these that a corporation can raise the ethical standard of everyone in their organization. This case brings into light the whole issue of corporate responsibility. The two sides that must ultimately be balanced are the self interests of the company, with main goal of maximum profit, and the impacts that a corporation can cause on society (Sawyer, 78). To further strengthen this need, one could argue that there are very few business decisions that do not affect society in way or another. In fact, with the plethora of corporations, society is being affected on various fronts; everything from water contamination to air bag safety is a concern. The biggest problem that all of us must contend with is that every decision that a business makes is gauged by the financial responsibility to their corporation instead of their social responsibility to the local community, and in some cases, the international community. This was pointed out on various occasions as the main reason why National Semiconductor falsified their reports. The cost that the full tests would incur did not outweigh their profit margins. Their business sense lead them to do what all companies want . . . maximum profit. In the opinion of the executives, they were acting in a sensible manner. After all, no executive wants to think of themselves as morally irresponsible. (Capitman, 118). The question that naturally arises, in debating corporate responsibility, is what types of checks and balances can be employed within a company to ensure that a corporation and all of its agents act in an ethical manner. Taking the example of the National Semiconductor case, one can notice many failures in moral responsibility. National Semiconductor would have to review its employees, particularly the supervisors, for basic ethical values such as honesty. example, ultimately it was the widespread falsification of the testing documentation that caused the downfall of National Semiconductor, not the integrity of their components. In the synopsis of the case it is never mentioned that the employees initiated this idea, it would seem that it was the supervisors that gave the order to falsify the documents. In order to accomplish this, the company executives would have to encourage their employees to voice their concerns in regards to the advancement of the company. Through open communication, a company can resolve a variety of its ethical dilemmas. As for the financial aspects of the corporation, it has to decide whether the long term effects that a reprimand from the government can have outweighs their bottom line. In other words, corporations have to start moving away from the thought of instant profit and start realizing both the long term effects and benefits. These long term benefits can include a stronger sense of ethics in the work force as well as a better overall society. To conclude, I must say that I agree with the use of mitigating factors in determining moral responsibility. A company, as defined by law, is only a name on a piece of paper. The company acts and conducts itself according to the employees that work in that entity. I use the word employee because in ethical thinking there should be no distinction of rank within a company. There are times when executives can be held directly responsible and at the same time, there are cases where employees are acting unethically without the executives knowing. Neither title of executive or employee equates to moral perfection. Therefore, when a company has acted irresponsibly, its employees must be held liable in a proportionate amount. As for the future of ethics in business I would speculate that if employees started to think more in long term benefits and profits, many of the ethical dilemmas that we face today would be greatly reduced. As mentioned before, businesses today uses the measuring stick of profitability. There needs to be a shift to the thinking of total utility for the social community in order to weigh business decisions. Opponents would argue that this is a long term plan that require too many radical changes in the face of business. Also, there is no way that an industry wide standard can be set since there are too many types of corporations. Plus, companies have different needs and every moral rule is subjective according to the type of business that everyone conducts. In response, I would argue that although there are no industry standards that are feasible, it is possible for every company to examine their practices as well as the attitude of their employees. There will be companies that find that they are doing fine with employees that are aware of their moral values. Yet other companies will find that they do have areas that need improvement. It is steps like these that start implementing changes. Once a few companies start to see the benefits of changes, it can help to encourage other companies to follow suit. After all, as seen in the case of National Semiconductor, mistakes in one department can cause the deterioration of an entire corporation.