In reference to the movie, “The Insider”, evaluate and FULLY discuss the Business Ethics of the companies discussed in the movie.

:

1. As it pertains to Johnson and Johnson with the Tylenol situation and as it pertains to CBS and the issues created by broadcasting or not broadcasting the tobacco story.

2. As it pertains to the movie “The Insider”, address the ethics of Brown and Williamson as it pertains to its various “stakeholders”; identify the stakeholders and discuss ethics impact on each.

3. Discuss and evaluate the actions taken by Brown and Williamson as it pertains specifically to Jeffrey Wigand.

4. Discuss the evolution of the whistle-blowing laws from 1978 to the present. Additional consideration should be given to protections offered to Federal employees

5. Would the Sarbanes-Oxley Act, have offered protections or remedies for Mr. Wigand? Why or why not. Who is the Act primarily designed to protect?

6. What is the current status of whistle-blower protections available to employees of private companies in Kentucky at this time?

The paper should be in an appropriate writing style, typed or legibly hand-written, and of sufficient length to fully address all suggested issues and others as you deem appropriate.

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Watch the movie at https://www.youtube.com/watch?v=jiZERmW-Cs4.   In reference to the movie, “The Insider”, evaluate and FULLY discuss the Business Ethics of the companies discussed in the movie. The paper should be in an appropriate writing style, typed or legibly hand-written, and of sufficient length to fully address all suggested issues and others as you deem appropriate.

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4 2017–2018 Criteria for Performance Excellence

Criteria for Performance Excellence Begin    with    the    Organizational    Profile The Organizational Profile is the most appropriate starting point for self-assessment and for writing an application. It is criti- cally important for the following reasons:

• It helps you identify gaps in key information and focus on key performance requirements and results.

• You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is avail- able, use these topics for action planning.

• It sets the context for and allows you to address unique aspects of your organization in your responses to the Criteria requirements in categories 1–7.

P    Organizational    Profile The Organizational Profile is a snapshot of your organization, the key influences on how it operates, and your competitive environment.

P.1 Organizational Description: What are your key organizational characteristics?

a. Organizational Environment

(1) Product Offerings What are your main product offerings (see the note on the next page)? What is the relative importance of each to your success? What mechanisms do you use to deliver your products?

(2) Mission, Vision, and Values What are your stated mission, vision, and values? What are your organization’s core competencies, and what is their relationship to your mission?

(3) Workforce    Profile    What is your workforce profile? What recent changes have you experienced in work- force composition or in your needs with regard to your workforce? What are

• your workforce or employee groups and segments,

• the educational requirements for different employee groups and segments, and

• the key drivers that engage them in achieving your mission and vision?

What are your organized bargaining units (union representation)? What are your organization’s special health and safety requirements?

(4) Assets What are your major facilities, technologies, and equipment?

(5) Regulatory Requirements What is the regulatory environment under which you operate? What are the key applicable occupational health and safety regulations; accreditation, certification, or registration requirements; industry standards; and environmental, financial, and product regulations?

b. Organizational Relationships

(1) Organizational Structure What are your organizational leadership structure and governance system? What are the reporting relationships among your governance board, senior leaders, and parent organization, as appropriate?

(2) custoMers and stakeholders What are your key market segments, customer groups, and stakeholder groups, as appropriate? What are their key requirements and expectations for your products, customer support services, and operations? What are the differences in these requirements and expectations among market seg- ments, customer groups, and stakeholder groups?

(Continued on the next page)

From Baldrige Performance Excellence Program. 2017. 2017–2018 Baldrige Excellence Framework: A Systems Approach to Improving Your Organization's Performance. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. https://www.nist.gov/baldrige.

Organizational Profile 5

(3) Suppliers and Partners What are your key types of suppliers, partners, and collaborators? What role do they play

• in your work systems, especially in producing and delivering your key products and customer support services; and

• in enhancing your competitiveness?

What are your key mechanisms for two-way communication with suppliers, partners, and collaborators? What role, if any, do these organizations play in contributing and implementing innovations in your organization? What are your key supply-chain requirements?

Terms in small caps are defined in the Glossary of Key Terms (pages 47–54).

Notes P. Your responses to the Organizational Profile questions are very important. They set the context for understanding your organization and how it operates. Your responses to all other questions in the Baldrige Criteria should relate to the organizational context you describe in this profile. Your responses to the Organizational Profile questions thus allow you to tailor your responses to all other questions to your organization’s uniqueness.

P.1a(1). Product offerings and products are the goods and services you offer in the marketplace. Mechanisms for delivering products to your end-use customers might be direct or might be indirect, through dealers, distributors, collaborators, or channel partners. Nonprofit (including gov- ernment) organizations might refer to their product offerings as programs, projects, or services.

P.1a(2). If your organization has a stated purpose as well as a mission, you should include it in your response. Some organizations define a mission and a purpose, and some use the terms interchangeably. In some organizations, purpose refers to the fundamental reason that the organization exists. Its role is to inspire the organization and guide its setting of values.

P.1a(2). Core competencies are your organization’s areas of greatest expertise. They are those strategically important, possibly specialized capabilities that are central to fulfilling your mission or provide an advantage in your marketplace or service environment. Core competencies are frequently challenging for competitors or suppliers and partners to imitate and frequently preserve your competitive advantage.

P.1a(3). Workforce or employee groups and segments (including organized bargaining units) might be based on type of employment or contract-reporting relationship, loca- tion (including telework), tour of duty, work environment, use of certain family-friendly policies, or other factors.

P.1a(3). Organizations that also rely on volunteers and unpaid interns to accomplish their work should include these groups as part of their workforce.

P.1a(5). Industry standards might include industrywide codes of conduct and policy guidance. In the Criteria, indus- try refers to the sector in which you operate. For nonprofit (including government) organizations, this sector might be charitable organizations, professional associations and societies,

religious organizations, or government entities—or a subsector of one of these. Depending on the regions in which you operate, environmental regulations might cover greenhouse gas emissions, carbon regulations and trading, and energy efficiency.

P.1b(1). For some nonprofit (including government) organiza- tions, governance and reporting relationships might include relationships with major funding sources, such as granting agencies, legislatures, or foundations.

P.1b(1). The governance or oversight system for privately held businesses, nonprofit organizations, and government agencies may comprise an advisory board, a family council, or local/regional leaders who are assembled to provide guidance.

P.1b(2). Customers include the users and potential users of your products. For some nonprofit (including government) organizations, customers might include members, taxpayers, citizens, recipients, clients, and beneficiaries, and market seg- ments might be referred to as constituencies.

P.1b(2). For government agencies, the legislature (as a source of funds) may be a key stakeholder.

P.1b(2). Customer groups might be based on common expectations, behaviors, preferences, or profiles. Within a group, there may be customer segments based on differ- ences, commonalities, or both. You might subdivide your market into segments based on product lines or features, distribution channels, business volume, geography, or other defining factors.

P.1b(2). The requirements of your customer groups and market segments might include on-time delivery; low defect levels; safety; security, including cybersecurity; ongoing price reductions; the leveraging of technology; rapid response; after-sales service; and multilingual services. The requirements of your stakeholder groups might include socially responsible behavior and community service. For some nonprofit (including government) organizations, these requirements might also include administrative cost reductions, at-home services, and rapid response to emergencies.

P.1b(2), P.1b(3). Customer, stakeholder, and operational requirements and expectations will drive your organization’s sensitivity to the risk of product, service, support, and

6 2017–2018 Criteria for Performance Excellence

P.2 Organizational Situation: What is your organization’s strategic situation?

a. Competitive Environment

(1) Competitive Position What is your competitive position? What are your relative size and growth in your industry or the markets you serve? How many and what types of competitors do you have?

(2) Competitiveness Changes What key changes, if any, are affecting your competitive situation, including changes that create opportunities for innovation and collaboration, as appropriate?

(3) Comparative Data What key sources of comparative and competitive data are available from within your industry? What key sources of comparative data are available from outside your industry? What limitations, if any, affect your ability to obtain or use these data?

b. Strategic Context

What are your key strategic challenges and advantages in the areas of business, operations, societal responsi- bilities, and workforce?

c. PerforMance Improvement System

What are the key elements of your performance improvement system, including your processes for evaluation and improvement of key organizational projects and processes?

Terms in small caps are defined in the Glossary of Key Terms (pages 47–54).

supply-chain interruptions, including those due to natural disasters and other emergencies.

P.1b(3). Communication mechanisms should use under- standable language, and they might involve in-person contact; email, social media, or other electronic means; or the telephone. For many organizations, these mechanisms

may change as marketplace, customer, or stakeholder requirements change.

For additional guidance on this item, see the Criteria Commentary (https://www.nist.gov/baldrige/baldrige -criteria-commentary).

Notes P.2a. Like for-profit businesses, nonprofit organizations are frequently in a highly competitive environment. Nonprofit organizations must often compete with other organizations and alternative sources of similar services to secure financial and volunteer resources, membership, visibility in appropriate communities, and media attention.

P.2b. Strategic challenges and advantages might relate to technology, products, finances, operations (including data and information security), organizational structure and cul- ture, your parent organization’s capabilities, customers and markets, brand recognition and reputation, your industry, globalization, climate change, your value chain, and people. Strategic advantages might include differentiators such as price leadership, design services, innovation rate, geographic proximity, accessibility, and warranty and product options. For some nonprofit (including government) organizations, differentiators might also include relative influence with decision makers, ratio of administrative costs to programmatic contributions, reputation for program or service delivery, and wait times for service.

P.2b. Throughout the Criteria, “business” refers to a nonprofit (or government) organization’s main mission area or enterprise activity.

P.2c. The Baldrige Scoring System (pages 31–36) uses performance improvement through learning and integration as a dimension in assessing the maturity of organizational approaches and their deployment. This question is intended to set an overall context for your approach to performance improvement. The approach you use should be related to your organization’s needs. Approaches that are compatible with the overarching systems approach provided by the Baldrige framework might include implementing a Lean Enterprise System, applying Six Sigma methodology, using PDCA methodology, using standards from ISO (e.g., the 9000 or 14000 series), using decision science, or employing other improvement tools.

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Article Abstracts: Abstracts must include the following: a synopsis or summary of the article, providing any relevant information (thesis, argument presented, evidence), and how this article illuminates a particular time period (larger issues, changes in thought). Abstracts are required to be at least two pages long. 

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Use the TNA to identify performance gaps and to establish specific training outcomes. This assignment builds on the previous one and will complete your TNA. 

For this assignment, you will work on items 6 – 8 only (below)

NOTE: you will include a summary of assignment one as the intro!

6. Include at least three training outcomes, based on the TNA

Think of training outcomes in a larger context:  how will the training solve the problem (or, address the need) at an organizational level?  Think of this as a justification for your training. How you would “sell” the training to the organization’s leadership team.  Why should they invest in the training. What’s in it for them (AKA, the organization)?

Remember, this should be as tangible as possible!

7. Identify the expected performance of the group or individuals as a result of the training

This is where you will focus more on the individual level. Think in terms of learning objectives.  As a result of the training, what will the target audience do (or not do) that will improve their performance? 

8. Identify performance gaps and detail how training can help close those gaps

Here you will essentially validate your proposed training . What performance gaps (or needs) is the training intended to address and how do your training recommendations achieve this? There needs to be a clear connection between what you are proposing and what you are trying to address.

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Introduction: At least 2 paragraphs that establish the direction of paper.
Strong Thesis Statement
Body: includes history of Ehud Netzer life, includes his Biblical Archaeology and explores the archaeological contributions and findings.
Conclusion at least 1 paragraph a full synopsis of research 
6-7 scholar resources on Ehud Netzer
Make sure footnotes are correct to Turabian style and Bibliography is Turabian format.

Final Paper Value: 1 x 30%, 30% of total grade Your final paper will consist of a research project and should be 2300-3000 words and conform to scholarly standards of style and documentation. You should use MLA (Modern Language Association) format (Links to an external site.) for citations. Your text should draw on between three and eight outside sources, which must be cited and listed in a bibliography. At least two of your sources must be hard copy (i.e. not from the internet.) Compare and contrast the two thinkers you have chosen: in what ways do they overlap, in what ways do they conflict? Is one influenced by another? Do they share some common root? How do they view human nature differently? How do they view the ultimate source of ethical value? What does each one claim constitutes a “good life?” What is the highest value for each? 

The authors are ARISTOTLE AND PLATO 

THIS IS MY PROPOSAL TO THE PROFESSOR: I propose that my final paper focuses on justice. I will review how Plato and Aristotle generally view justice. This is an important topic because justice is as essential in today’s society as it was years ago. I will stick to reviewing and contrasting specifically justice with these two philosophers. They both have similarities, but they also have differences in their thoughts about justice. Plato’s take on justice merely is what is good is good and what is bad is bad and that everyone should have their own justice. Aristotle on the other hand reasons why something is good or bad and examines what is considered right. How do we determine what is just? I will concentrate on Plato’s and Aristotle’s views, determine what position I agree with and provide my own viewpoint. By examining our thoughts and feelings and looking at ethical theories, we might understand why we see things the way that we do or Plato and Aristotle may help us look at things differently. Who knows, we may change how we examine justice altogether. Justice has been described in a lot of different views through this course. Reviewing different philosophers helps us to explore our own values and beliefs and to examine what is important to us, how we want to live our lives and what we want to teach our offspring’s. 

THESE RESOURCES MUST BE USED IN ADDITION TO 3 MORE 
Resources: Dashti, Bibi. “The Concept of Justice in Greek Philosophy (Plato and Aristotle).” BrewBannerOriginal, 20 June 2016, brewminate.com/the-concept-of-justice-in-greek-philosophy-plato-and-aristotle/. 

Lockwood, Thornton, and Thanassis Samaras. Aristotle's Politics: A critical Guide. Cambridge University Press, 2016. 

Hamedi, Afifeh. “The Concept of Justice In Greek Philosophy (Plato and Aristotle).” Mediterranean Journal of Social Sciences, Jan. 2014, doi:10.5901/mjss.2014.v5n27p1163. 

Stanlick, Nancy. Plato & Aristotle on Equality, pegasus.cc.ucf.edu/~stanlick/equality1.html. 

Sim, May. “Rethinking Virtue Ethics and Social Justice with Aristotle and Confucius.” Asian Philosophy, vol. 20, no. 2, 2010, pp. 195–213., doi:10.1080/09552367.2010.484954. 

Strauss, Leo, and Cropsey, Joseph. History of political philosophy. 2nd ed., Rand McNally, 1972.

RESPONSE TO PROPOSAL FROM PROFESSOR: 
Dear , I recommend that you focus your proposal a bit more–what aspect of justice will you be comparing? Or you could do a general comparison and then explain how both philosophers would deal with a particular issue of justice? Also, careful with the explanation of Plato's account of justice. You need to be more precise as to what is meant by saying that for Plato what is good is good? This does not really capture Plato's view–so make sure you are more specific here. I know this was part of the original proposal but I did not comment on it. In the last section of your paper you can explain which view you think is stronger and why.

Paper must be 75% original thought. Cited work and quotations MUST NOT exceed 25%. A minimum of five sources, with no more than two being internet. Answer the following questions in paper:
-Explain the policy tools available for combating terrorism.
-Describe the problem in homeland security after 9/11.
-Identify policies that indirectly contributed to the efforts of the 9/11 terrorist.
-Explain the current rationale for creating a Department of Homeland Security intelligence and warning capability.
-Discuss the current importance of border security and management.
All must be related to the topic of the paper.

1. Explain the difference between aggravating and mitigating factors.

2. Explain the five different sentencing rationales.

Must be in essay format, submitted using Microsoft Word, double spaced and use Times New Roman 12 font.

No more than 25% of the paper can be attributed to references. Paper must be 75% original thought. Research paper relating to Criminal Justice Ethics.