Iso 9001 Quality Management System Essay Example

Iso 9001 Quality Management System Essay EME2036 MANUFACTURING AND OPERATIONS MANAGEMENT Lecturer: MR JAMIL BIN HASHIM Title: 17. ISO 9001 Quality Management System Trimester 3 2010/11 No| Name| Id| 1| CHUAH KIM SAN| | 2| SOON JAN FEI| | 3| CHAN JUN YU| | 4| KOK ZIH FONG| | 5| TAN WEN JUN| | | | | | | | Title: ISO 9001 Quality Management System Acknowledgements We would like to thank our Manufacturing and Operations Management lecturers, Mr Jamil bin Hasim and Ms How Heoy Geok for all the patience and guidance given to us throughout our research. Besides that, thanks to each group members for their precious time and fantastic team work. They were present in every meeting, dedicated in gathering information, and diligent in writing the report. Last but not least, thanks our parents for having faith in us as well as friends who supported us all the way. Thank you from the bottom of our heart. Abstract Our group consists of 5 members and we choose to study and analyze ISO 9001 Quality Management System. The purpose of this research is to learn more about ISO 9001 Quality Management System. First, we introduce what is ISO 9001 Quality Management System. Next, we expound the concept of the topic. Then, we discuss the implementation issues and its applicability thoroughly. In addition, the benefits are included in this report. Finally, we conclude what do we learned from this research assignment. We obtained information mainly from International Standard Organization (ISO) main website. We will write a custom essay sample on Iso 9001 Quality Management System specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Iso 9001 Quality Management System specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Iso 9001 Quality Management System specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Besides that, we searched related journals from MMU Library Website data base. We also included the citations from various related journals. Introduction ISO 9001 is an international quality certification that defines minimum requirements for a companys Quality Management System (QMS). A companys QMS comprises the organizations policies, procedures and other internal requirements that ensure customer requirements are met with consistency resulting in customer satisfaction. Some of the areas of the company within the scope of ISO 9001 include: * Customer contracts * Hiring and employee training * Design and development of products and services * Production and delivery of products and services * Selection and managing of suppliers| * Management responsibility * Internal quality audits * Monitoring and measuring * Continual improvement * Corrective and preventive action| To receive an ISO 9001 certification a company must put the required QMS processes and controls in place, monitor performance of its processes and demonstrate continual improvement. Most companies hire an experienced consulting firm to assist with these preparations. Once the QMS is in place, a registrar (or certification body) is hired to audit the companys compliance with ISO 9001 requirements. If discrepancies are found during the audit, they must be corrected before the ISO 9001 certificate is issued. The ISO 9001 certification must be maintained through regular audits (bi-annual or annual) conducted by the selected registrar. Why seek certification to ISO 9001? Registration to ISO 9001 by an accredited certification body shows committed to quality, customers, and a willingness to work towards improving efficiency. * It demonstrates the existence of an effective quality management system that satisfies the rigors of an independent, external audit. * An ISO 9001 certificate enhances company image in the eyes of customers, employees and shareholders alike. * It also gives a competitive edge to an organization’s marketing. Concept of the topic Why an org anization should implement ISO 9001:2008? To keep customers satisfied, the organization needs to meet their requirements. This is because without satisfied customers, an organization will be in peril. The ISO 9001:2008 standard provides a tried and tested framework for taking a systematic approach to managing the organizations processes so that they consistently turn out product that satisfies customers expectations. Quality management principles There are eight quality management principles on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements. The eight quality management principles are: * Principle 1: Customer focus * Principle 2: Leadership * Principle 3: Involvement of people * Principle 4: Process approach * Principle 5: System approach to management * Principle 6: Continual improvement * Principle 7: Factual approach to decision making * Principle 8: Mutually beneficial supplier relationships Applicability ISO 9001:2008 ISO 9001:2008 has been developed in order to introduce clarifications to the existing requirements of ISO 9001:2000 and to improve compatibility with ISO 14001:2004. ISO 9001:2008 does not introduce additional requirements nor does it change the intent of the ISO 9001:2000 standard. No new requirements were introduced in ISO 9001:2008 edition but, in order to benefit from the clarifications of ISO 9001:2008, users of the former version will need to take into consideration whether the clarifications introduced have an impact on their current interpretation of ISO 9001:2000, as changes may be necessary to their QMS. ISO 9001:2008 is intended to be generic and applicable to all organizations, regardless of type, size and product category. It is recognized, however, that not all the requirements of this standard will necessarily be relevant to all organizations. Under certain circumstances, an organization may consider the exclusion of the application of some requirements of ISO 9001:2008 from its QMS. ISO 9001:2008 makes allowance for such situations, through sub-clause 1. 2 Application. How the ISO 9001:2008 model works? The requirements for a quality system have been standardized but many organizations like to think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say, on the one hand, a Mr. and Mrs. enterprise, and on the other, to a multinational manufacturing company with service components, or a public utility, or a government administration? The answer is that ISO 9001:2008 lays down what requirements your quality system must meet, but does not dictate how they should be met in any particular organization. This leaves great scope and flexibility for implementation in different business sectors and business cultures, as well as in different national cultures. Checking that it works 1. The standard requires the organization itself to audit its ISO 9001:2008-based quality system to verify that it is managing its processes effectively or, to put it another way, to check that it is fully in control of its activities. 2. In addition, the organization may invite its clients to audit the quality system in order to give them confidence that the organization is capable of delivering products or services that will meet their requirements. 3. Lastly, the organization may engage the services of an independent quality system certification body to obtain an ISO 9001:2008 certificate of conformity. This last option has proved extremely popular in the market-place because of the perceived credibility of an independent assessment. The organization may thus avoid multiple audits by its clients, or reduce the frequency or duration of client audits. The certificate can also serve as a business reference between the organization and potential clients, especially when supplier and client are new to each other, or far removed geographically, as in an export context. How is the Certification Achieved? There are basically four steps to get certified: Step 1: Plan The starting point for a company pursuing ISO certification is the planning and preparation of the required processes and documentation specified in the ISO 9001 standard. While these requirements are comprehensive in scope, meaning they apply to most areas of your business, they are also very general in their descriptions, meaning they can be adapted to any type of business. Because of this non-specific language, the ISO standard is extremely flexible and may be implemented in a variety of ways to suit your specific way of doing business. Step 2: Implement The starting point for any ISO implementation is to identify and define your key business processes; that is, how you produce and deliver your products and services to your customers. For each process, measurable performance measures and objectives (called quality objectives) must be developed and implemented to serve as the basis for continual improvement. In addition to defined processes and objectives, certain formal documents must be developed and implemented to provide control of your processes. The first is a quality manual that defines policies your company follows based on the ISO requirements. Additionally, six administrative procedures must be documented and implemented which include: control of documents, control of records, internal auditing, control of nonconforming products, corrective action, and preventive action. Beyond these basic six procedures, your company must determine any additional procedures, work instructions, forms or other formal documents needed to effectively implement your QMS. In prior editions of ISO 9001 (prior to 2000), there were numerous required procedures. More recent versions of the tandard have reduced the focus on required documentation and increased focus on control and improvement of your key business processes. Once your processes and documents are developed and implemented, train your employees. Once your QMS is implemented, it is required that you maintain your system for a minimum of 60 90 days before your certification. This waiting period is necessary to generate sufficient records of your QMS to be auditable. Newly developed proc esses and documents cannot be demonstrated effectively without some auditable history for the auditor to review. This timeframe should be factored into your overall project plan for certification. Step 3: Review During the Review Stage you will conduct your internal audit and management review. Once these are completed, your QMS is considered implemented and your company is ISO Compliant, though not yet certified. Step 4: Certify The ISO 9001 certification is granted by a third-party auditing firm called a Registrar who specializes in quality system auditing. There are a wide variety of Registrars located in every ISO participating country. Some firms have offices internationally; others have a more regional focus. The selection of your Registrar is one of the more important decisions you will make to ensure the best alignment with your type of business, your location(s) and overall cost of maintaining the certification. Auditing Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audits). The aim is a continual process of review and assessment, to verify that the system is working as its supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments. The initial certification audit is conducted in two parts. The Stage 1 audit is a general review of your QMS documentation to ensure you have addressed all of the requirements of the standard. Depending upon the size of your business, this can be conducted in a one to two day visit to your facility or virtually via phone. Any discrepancies noted during the Stage 1 audit will be documented in a formal report and must be corrected before the Stage 2 audit. The main part of the ISO audit is the Stage 2 audit which is always conducted onsite at your location(s) and will be focused on the implementation and effectiveness of your QMS. During this audit which can take 1 day (for very small companies) to several days, the auditor(s) will tour your company, speak to managers and employees, and review documentation and records (along with any Stage 1 discrepancies) to ensure that your system is fully implemented. If nonconformances are found, they will be documented in a formal report for correction. Following the Stage 2 audit, you are generally given thirty (30) days to submit corrective action plans for all audit nonconformances. Once corrective actions are received, your certification is complete and your certificate is issued. In order to maintain the certification, you will participate in an annual surveillance audit from your Registrar where they confirm that you are maintaining your QMS. Every third year, a more comprehensive re-certification audit is conducted, similar to the initial certification audit. The Process Approach The process approach means that you improve your business by managing and improving certain key business processes that directly impact your ability to serve your customer. Since the year 2000 release of ISO 9001, all ISO certified companies have wrestled with the practical application of the Process Approach that was introduced in the current version of the standard. In fact, other than the reduction of the number of required (i. e. prescribed) doc uments, the shift to the Process Approach was the most significant change from older editions of ISO 9001. The process approach is described as: The application of a system of processes within an organization, together with the identification and interaction of these processes, and their management (ref. section 0. 2). The process approach means that you improve your business by managing and improving certain key business processes that directly impact your ability to serve your customer. Since your business processes are basically how you get things done, by improving these processes you improve your companys ability to meet customer requirements. Gains made by improving your key processes pay dividends today and in the future as your QMS drives meaningful improvement in your business. So, that takes the focus of your ISO efforts off of getting ready for the next audit. While a necessary part of ISO, passing the audit will only maintain your certification. This is the minimum benefit you should receive from your efforts. The real opportunity for measurable business benefit from ISO 9001 is for better efficiency, reduced failures and higher levels of performance for your customers. The most effective ISO lever to achieve these results is the management and improvement of key business processes. Often, the most critical processes in your business are cross-functional, cutting across boundaries within you organizational structure. Improvements in these processes have an ongoing payback if such improvements are sustainable and sustained. The process approach, when correctly applied to your QMS, is the way this gets done. Whats involved in managing processes? The management of key business processes basically involves the following: 1. Identifying the processes that most directly impact your customer and overall business performance. 2. Establishing reliable measures of performance for those processes. 3. Assigning responsibility for monitoring and improving each process. 4. Proper procedural documentation to control each process. 5. Effective action to root out obstacles in the process and to resolve root causes to performance gaps. 6. Integrating the process with the requirements of other business processes. The management of your key processes should serve as the top level of your QMS – that is, it should provide the overall purpose and structure to your procedures, work instructions, training, etc. In addition, the selection of processes and establishment of process measures should be derived from your overall business and quality objectives. When reading the ISO 9001:2008 standard, its easy to miss this central emphasis on managing key processes. This is in part because the requirements for managing processes are sprinkled throughout the standard under various headings. Piecing together a complete understanding involves pulling a umber of requirements together. Implementation Issues A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration. According to Barnes, Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed. ISO 9001 is not in any way an indication that products produced using its certified systems are any good. A company can intend to produce a poor quality product and providing it does so consistently and with the proper documentation can put an ISO 9001 stamp on it. According to Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement. Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard helps to mislead companies into thinking that certification means better quality, [undermining] the need for an organization to set its own quality standards. Paraphrased, Wades argument is that reliance on the specifications of ISO 9001 does not guarantee a successful quality system. While internationally recognized, most US consumers are not aware of ISO 9000 and it holds no relevance to them. The added cost to certify and then maintain certification may not be justified if product end users do not require ISO 9000. The cost can actually put a company at a competitive disadvantage when competing against a non ISO 9000 certified company. The standard is seen as especially prone to failure when a company is interested in certification before quality. Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality. If you just want the certificate on the wall, chances are, you will create a paper system that doesnt have much to do with the way you actually run your business, said ISOs Roger Frost. Certification by an independent auditor is often seen as the problem area, and according to Barnes, has become a vehicle to increase consulting services. In fact, ISO itself advises that ISO 9001 can be impleme nted without certification, simply for the quality benefits that can be achieved. Another problem reported is the competition among the numerous certifying bodies, leading to a softer approach to the defects noticed in the operation f the Quality System of a firm. Effectiveness Effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which is the commitment of Senior Management to monitor, control, and improve quality. Organizations that implement an ISO system without this desire and commitment, often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits. Besides that, how well the ISO system integrates into their business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual rather than create a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary. Next factor is how well the ISO system focuses on improving the customer experience. The broadest definition of quality is Whatever the customer perceives good quality to be. This means that you dont necessarily have to make a product that never fails, some customers will have a higher tolerance for product failures if they always receive shipments on-time, or some other dimension of customer service. Your ISO system should take into account all areas of the customer experience, the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (your customers, your suppliers, and your organization), only then will you be able to sustain improvements in your customer experience. The following factor is how well the auditor finds and communicates areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, however, to most executives; this is like speaking a foreign language. Auditors that can clearly identify and communicate areas of improvement in language and terms executive management understands allows the companies they audit to act on improvement initiatives. When management doesnt understand why they were non-compliant and the business implications, they simply ignore the reports and focus on what they do understand. Moreover, the standard also strongly promotes a methodology, amely the plan-do-check-act (PDCA) cycle originally proposed by Deming in the 1950s. The PDCA cycle, incorporates a continuous feedback loop, allowing organizations to achieve benefits, such as reducing variation between the desired goals and realized performances and creating process-oriented thinking and perspective [Gupta, 2006] through continuous feedback. In additio n, the standard provides a process-based model that describes processes that are necessary components of a quality management system such identifying customer’s requirements and measuring outcomes. The model includes the specification of activities which address the following areas of concern: management responsibility, resource management, product realization, and measurement, analysis, and improvement. The model essentially considers that the areas of concern are address sequentially. Therefore, initially top management commits to the adoption of ISO 9001 standard by allocating resources and establishing strategies. Using the resources and strategies, employees produce products or services. The products or services are measured and analyzed through the enactment of appropriate activities or sets of activities. Benefits The main objective of the standard is to state requirements for a quality management system for organizations that want to demonstrate their ability to offer high-quality products consistently and increase customer satisfaction. Through the standard, certified companies can enjoy numerous benefits. These include: improved internal communication and performance; improved quality perception; a disciplined work environment; improved documentation; continual improvement of operations; consistency in procedures and practices; fewer supplier quality assurance audits; and improved customer satisfaction [Casadesus et al. 2001; Dissanayaka et al. , 2001; Dowlatshahi and Urias, 2004; Bhuiyan and Alam, 2005]. ISO 9001 certification benefits can be classified into external and internal categories. The former are related to improvements in terms of marketing and promotional aspects, customer satisfaction and market share, while internal benefits are related with organizational improvemen ts, the reward system, team work, measurement of performance and communication, and continuous improvement [Coleman and Douglas, 2003; Gotzamani and Tsiotras, 2002]. As an xternal motivation factor, ISO 9001 certification is frequently used mostly as a marketing tool [Poksinska et al. , 2006]. Some companies admit that without ISO 9000 certification they would not have achieved a significant number of contracts [Douglas et al. , 2003]. One of the benefits is to create a more efficient, effective and consistent in operations. With ISO 9001 certification, your operation will run more smoothly, as the QMS promotes consistency in how work is performed and recorded. This helps new employees learn processes more quickly and reduces misunderstandings with customers. If a problem does occur, it is traced to its root cause and fixed, saving the organization from re-correcting it every time it happens. Moreover, it can improve employee motivation, awareness, and morale. During implementation, quality awareness will increase, since all staff must be trained on ISO 9001. Staff will be required to take ownership of processes that they are involved in developing and improving. The QMS will also have built-in systems to report on key quality indicators, which will significantly reduce the reoccurrence of problems. This helps develop a strong quality culture, where the staff recognizes problems such as systems or process issues and works on fixing them, rather than placing blame with an individual. The result is increased confidence in workmanship and a more confident staff. The next benefit is process improvements. As you implement your QMS, you have the opportunity to improve your processes. You will outline the current process, add the requirements of the standard and then optimize the process with input from the process users. After achieving certification, you will likely see continual process improvements. A recent survey of 100 registered firms reported the average improvement in operating margin at 5% of sales. These firms also reported faster turnaround times, and a reduction in scrap and overtime. In addition, ISO 9001 certification is becoming a must to do business in many markets. A recent survey of ISO 9001 certified companies shows that 41% were asked to achieve certification by a client. Considering that it can take 6 months or longer for some organizations to accomplish certification, already having a compliant QMS in place can be a distinct advantage. Other benefits include increase customer satisfaction and retention, reduce audits, promote international trade, increases profit, reduce waste, and increases productivity. Conclusion ISO 9001 is an international quality certification that defines minimum requirements for a companys Quality Management System (QMS), illustrating company’s competence to design, produce and deliver products or services with a consistent and coherent level of quality. It doesnt matter what size they are or what they do. ISO 9001 is an excellent tool for developing a strong foundation of good processes and systems. Processes and systems are essential for ensuring performance and growth in any enterprise. Furthermore, ISO 9001 certification can be effectively used in marketing, as it is a well-recognized standard for quality. It demonstrates to customers that the entity takes quality seriously and considers customers’ satisfaction to be a top priority. It is wise to conclude that ISO 9001: 2000 is viewed as an opportunity to develop an effective total quality management and quality assurance system that can contribute to the achievement of a total quality management and organizational performance. Moreover, most certified organizations use ISO 9001: 2000 certification to meet or exceed the quality levels of competition, as they are faced with powerful international competitors from the industrialized world in its domestic market as well as in foreign markets. In addition, proper quality management improves business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of legal action. References 1. ISO 9001- Quality Management Standard, Quality Standards from Approachable Auditors, from http://www. isoqar. com/iso9001/qualintro. tm/ 2. Scott Dawson. ISO 9001:2008 Articles: Enhance your ISO Knowledge Base, ISO 9001:2008 Certification Solutions, from http://www. 9000world. com/ 3. Hesham Magd. Quality Management Standards (QMS) Implementation in Egypt: ISO 9000 Perspectives. Global Business and Management Research(GBMR): An International Journal. Vol. 2, No. 1, 2010. pp. 57-68 4. Jelena Jovanovic, Aleksanda r Vujovic ; Zdravko Krivokapi. Between Balanced Scorecard and Quality Management System. International Journal for Quality research. UDK- 005. 21 / 006. 35 (100) ISO. Scientiic Review Paper (1. 02). Vol. 2, No. 3, 2008 5. Roslina Ab Wahid and James Corner. Critical success factors and problems in ISO 9000 maintenance. International Journal of Quality ; Reliability Management Vol. 26 No. 9, 2009 pp. 881-893 Emerald Group Publishing Limited 6. Adolfas Kaziliunas. Impacts of different factors on the implementation of quality management systems and performance outcomes. Current Issues of Business and Law, 2010, Vol. 5 75 ISSN 1822-9530 7. Gilles Lambert and Noufou Ouedraogo. Empirical investigation of ISO 9001 quality management systems’ impact on organisational learning and process performances. Total Quality Management Vol. 9, No. 10, October 2008, 1071–1085 8. Dong-young Kim, Vinod Kumar and Uma Kumar. A Framework of Intellectual Capital Management Based on ISO 9001 Quality Management System: The Case Study of ISO 9001 Certified Public R;D Institute. Knowledge and Process Management Vol 16 Number 4 pp 162–173 (2009). 2009 John Wiley ; Sons, Ltd. 9. Sousa-Poza, Mert Altinkilinc ; Co ry Searcy. Implementing a Functional ISO 9001 Quality Management System in Small and Medium-Sized Enterprises. International Journal of Engineering (IJE), Volume (3) : Issue (3) 220 10. Ray Tricker. ISO 9001:2000—The Quality Management Process. Information Systems Control Journal. Volume 6, 2007 11. ISO 9001:2008, International Standards for Business, Government and Society, from http://www. iso. org/iso/iso_catalogue/management_and_leadership_standards/quality_management/iso_9001_2008. htm 12. D. Tzelepis, K. Tsekouras, D. Skuras and E. Dimara. The effects of ISO 9001 on firms’ productive efficiency. International Journal of Operations ; Production Management Vol. 26 No. 10, 2006 pp. 1146-1165 Emerald Group Publishing Limited 13. ISO 9001 2008 Translated to Plain English. Praxiom Research Group Limited. ,from http://www. praxiom. com/iso-9001. htm

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flimmaking essays In the period previous to the 1930's, the predominant form of filmmaking was that of the crank camera. This is not to say that motor-driven cameras were not possible. However, the motors to advance the film were so large that they were simply too cumbersome to be effective. Thus, it was the cameraman himself who would crank the film at a steady rate to expose the frames. When it came to showing the film, on the other hand, motor driven projectors were quite convenient, and by the 1920's a standard 24 frames per second was established for projecting films. Filming, however, remained unstandardized due to the inherent variation in recording speeds, since it depended directly on the cameraman. An experienced cameraman was capable of filming an entire film at approximately the same speed, yet often variations were made in the recording speed for dramatic effect. Decreasing the number of cranks, for example, exposed fewer frames and thus when projected at the standard 24 frames created the frenzied action that characterized much of the Vaudeville cinema. The French filmmaker Georges Melies was among the first to employ changing backdrops and costumes to tell his story. Up until that point many film were only a few minutes long taking place on a single set. Changing sets and costumes opened a vast range of new possibilities and spurred further growth in the fledgling industry. As the film industry expanded in America, filmmakers found and increasing need for to establish a single location at which they could build sets and film undisturbed. The bright sunlight, relative stability of climate, and varied terrain found in California made it an ideal place to film, much of the reason for the industry's concentration there. During this time, films were shot on a single reel, resulting in filmstrips that were only 15-20 minutes. Independent producers pioneered the use of double reel filmmaking during the years before the First World War...

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This relates to Jesus teaching to Do to others what you would have them do to you (Matthew 7:12) and says humans should not use other humans to gain something for themselves, as we would not like to be treated in this way. The final categorical imperative is the Kingdom of Morals which says that we should always act as though we were the legislators for the kingdom of morals we are in charge of what is fair and just. Kant placed great faith on human beings as being able to work rationally to such a conclusion and act according to principles. This contrasts with the Natural Moral Law theory which claims that we must find the purpose God has set for us and follow this path accordingly; our own personal beliefs are irrelevant. Natural Moral Law was coined by Thomas Aquinas (influenced by Aristotles idea of the final cause) and the theory states that every action must work to fulfil its purpose; every action against it is immoral. According to the theory natural law is accessible through the natural order of the world and is unchanging. It is arguable that part of the theory is teleological as it is concerned with our end by trying to fulfil our God-given purpose. Both Aquinas and Kant agree that our morals are absolute, a priori truths, however Kant believes that our reason will lead us to these truths whilst Aquinas has set primary and secondary precepts which he believes humans should follow. His primary precepts are to self-preserve and preserve the innocent, reproduce, learn, order society and worship God. These are absolutist as he believes all societies should share these values. He believes that these are universal and so he is fulfilling Kants first imperative. However the theories, when applied work very differently. An example of this is the case of abortion, a girl that is thirteen years old gets raped and becomes pregnant; she cannot care for the child and feels like she would be wrong in keeping it. According to Kants theory she would not be able to abort as she could not will every woman who became pregnant to abort their child, if they did then the human race would not survive, making this a contradiction of the Laws of Nature. Kant also argued that all humans have intrinsic worth and therefore by aborting so that she has an easier life the girl is treating the foetus as a means to an end. As for natural law, abortion goes against two of Aquinas primary precepts, largely the precept of reproduction. But also preservation of the innocent suggests that issues such as euthanasia and abortion would not be permitted. The only acceptance to abortion in the natural law theory would be if the mothers womb had to be removed to save her life consequently aborting the foetus (this is the doctrine of the double effect). Both Aquinas and Kant assume God, Kant says that we must presuppose God, immortality and freedom in order for his theory to function whilst Aquinas believes that God gave us the ability to reason to find our morals which God set. Whilst on surface level they appear similar theories, both being absolutist and deontological, when applied to ethical decisions they usually counteract each other with the viewpoint given. Assess the strengths weaknesses of one of these theories (9 Marks) An obvious problem for the natural moral law theory is that it provides us with legalistic morality, because it is absolutist it means that it does not accommodate for individual circumstances. An example of this is a homosexual couple. According to the theory, the purpose of all sexual acts is to reproduce; any sexual act which does not fulfil this purpose is immoral. We can see that we are biologically set up to reproduce in this way, and so Aquinas believes that masturbation, contraception and homosexual intercourse are all immoral because they do not perform the function that they are destined for. However the fact that it is an absolutist theory also has its advantages it is a source of clear values and moral certainty, it would be very easy to follow, without considering the complexity of circumstances or consequences. Its focus on reason and universalism also helps the simplicity of the theory and can help it to transcend over a variety of cultures and religions. The only problem with it being a religious theory rather than a secular one is that the primary precept of worshipping God will not come naturally to those who do not believe in the Christian God, or to atheists/agnostics. The fact that Aquinas maintains that the absolute laws come from God and that we ought to obey them may lead him into the trap of the naturalistic fallacy obeying God is a value judgement and therefore he is turning and is into an ought. However an advantage is that the theorys emphasis on the purpose of humanity gives people a structure and meaning in their lives, it is humanistic in its assertion that we all have intrinsic worth. Overall I believe that the weaknesses outweigh the strengths of this theory it fails in its precepts which determine how people should live people do not all hold the same values and therefore it is presumptuous to say that our morals were given by God and we all share them. It is also interesting that Aquinas himself went against his primary precept of reproduction by being a celibate priest.

Employment Law Essay examples -- Law

Introduction In many countries the state’s role in employment relations is not something that can be ignored. The state, which is characterized by a set of institutions made of the executive, legislature, the judiciary, the local government and the police, is a system of political domination that exercises power with the legitimate usage of violence, money supply and taxation. The presence of the state in any aspect of life of its citizens is pervasive, whether it is through macroeconomic policies or its role as an employer or even through legislation. In the capitalist world we live in today the state cannot be left out in any aspect pertaining to its citizens. The state (government) is applying policies on the basis that other participants in the employment relations system (employers and the trade unions) cannot manage to take control of all the aspects involved in the work system (Palmer, 2007). Since the federal elections of 2004, the policy of industrial relations issue has been all over. The competing goals of the employees and employers are evident through the trade unions and third parties. The managements’ objectives are paramount with regards to market efficiency with limited space for other interests. Therefore, curtailing trade unions’ activities and setting tribunals to regulate conditions and wages in the name of free markets is increasing. The states talks of advocating for democracy, having limited interventions s as to bring about industrial harmony in certain sectors of the economy, but in practice it has intervened in almost all the sectors of the economy (Adams, 200 ). This therefore begs the question, should the state play an intervening role in employment relations, and if so, to what extent and why? .. ...the sectoral and national interests are integrated to increase productivity. The collective bargaining system should also be independent to develop a more equitable and balanced tripartite relationship (Adams, 2001). Works Cited Adams, J. (2001) .Comparative Industrial Relations: Contemporary Research and Theory. London: Harper CollinsAcademic. Creighton, B. & Stewart, A. (2005). Labour Law. Annandale: The Federation Press. Dunlop, T. (1998). Industrial Relation Stystem.New York: Holt. Keller, K. (2001). The Role of the State as Corporate Actor in Comparative Industrial Relations: Contemporary Research and Theory. London: Harper Collins Academic. Ozaki, M. (1999). Negotiating flexibility: the role of the social partners and the state. London: international Labour Organization. Palmer, G. (2007). Employment Relations. New York: Macmillan Education.

Good Country People

In the short story â€Å"Good Country People,† Flannery O’Connor utilizes the characters Joy Hopewell and Manley Pointer to expose how believing in nothing makes a person isolated and spiritually empty. Joy Hopewell is a well-educated, thirty-two year old atheist with an artificial leg. Joy's lack of belief causes her to lose all the human civility and decency she has. She even changes her name to Hulga. Flannery O'Connor's use of the mythological Trickster persona to seek, attract, and repulse the protagonist Joy-Hulga leads to her spiritual enlightenment. Manley Pointer through the Trickster persona seeks out the Hopewells, specifically Hulga.From the beginning the Bible salesman uses the svelte and persuasive words used by the Trickster. Pointer maneuvers himself inside when he tells Mrs. Hopewell, â€Å"Lady, I’ve come to speak of serious things. † He continues, using her own thoughts and feelings to manipulate her, telling her, â€Å"I know you belie ve in Chrustian service† and â€Å"People like you don’t like to fool with country people like me. † The Trickster knows that Mrs. Hopewell is just being polite, but he persists, taking advantage of her desire to avoid all conflict and her love of â€Å"good country people. † Manley craftily gets himself invited to dinner out of sympathy.Knowing that Joy-Hulga has a heart condition, the Trickster deceives Mrs. Hopewell by telling her, â€Å"I got this heart condition. I may not live long. When you know it’s something wrong with you and you may not live long, well then, lady†¦Ã¢â‚¬  Through deceit and smooth talking, Pointer guarantees he'll spend the evening at the Hopewell's home. The Trickster has found his way inside and can now focus on his target Hulga. The Trickster has found his target and continues to use his mythological persona to attract Joy/Hulga. Pointer uses his silver tongue to convince disagreeable Hulga to accompany him on a picnic the next day.The con-artist tells Hulga, â€Å"I think you're brave. I think you're real sweet† and then later asks her, â€Å"Don’t you think some people was meant to meet on account of what all they got in common and all? Like they both think serious thoughts and all? † Manley is establishing a connection between Hulga and himself to make himself seem more attractive. Manley Pointer further personifies the mythological Trickster persona when he shows up the next day for their picnic in a broad-rimmed hat, and he's also described as very tall, â€Å"Then suddenly he stood up, very tall, from behind a bush on the opposite embankment.Smiling, he lifted his hat which was new and wide-brimmed. † These are two physical traits of the mythological Trickster persona. As they reach the barn, Pointer tricks Hulga and baits her into climbing up to the second floor where the climax of the story occurs. The Trickster fools Hulga by acting innocently as he â₠¬Å"pointed up the ladder that led into the loft and said, ‘It’s too bad we can’t go up there,'† implying that she can't do it because of her handicap, so she quickly proves him wrong.Hulga's pride and feeling of superior intellect blind her from seeing that she's being duped by the Trickster. Flannery O'Connor uses the Trickster persona to repulse the protagonist bringing her to spiritual enlightenment. After Manley Pointer lures Hulga up into the loft of the barn, he becomes more demanding, using Hulga's feelings for him to manipulate her into giving him what he wants, he says, â€Å"'I known it,' he muttered, sitting up. ‘You're just playing me for a sucker. † The Trickster starts to show his true character more and more now that he has Hulga where he wants her. Manley manipulates Hulga into giving him her fake leg which symbolizes Hulga/Joy's soul. As the Trickster takes Hulga's leg, he starts to bring her back into the light and give her a new start. You see it happening when Hulga says, â€Å"When after a minute, she said in a hoarse high voice, ‘All right,' it was like surrendering to him completely.It was like losing her own life and finding it again , miraculously, in his. † Pointer takes Hulga's leg and leaves her there stranded in the loft to ponder her new spiritual enlightenment. Flannery O'Connor uses the Trickster persona to seek, attract, and repulse the protagonist, thus bringing her new enlightenment on her life. Hulga/Joy had lost all human civility and decency in her life using her intellect as an excuse. As Hulga sits in the loft, she is finally forced to realize the error in her ways.