In terms of Tylenol Product Contamination case Study Essay Example for Free

In terms of Tylenol Product Contamination case Study Essay Answer:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Based in Tylenol Contamination Case, There have been long-term effects in the minds of people, specially, those families who have been victims of Tylenol terrorists. â€Å"People had to think twice about the purchase of consumer’s products after the poisoning that year, for those families who lost their loved ones, it may be their worst nightmare to forget. Furthermore, even though the new bill strengthened sentencing of product terrorist and the FDA required increased safety measures; there was still no guarantee that any product was 100 % safe. People learned that they could no longer protect themselves completely from even the most harmless products. And the effects of this crisis for Johnson Johnson, â€Å"they needed to find the best way to deal with the crises, without destroying their reputation of company and most profitable product, Tylenol†. (The Tylenol Crisis Story). Johnson Johnson also learned that it need to be more proactive and vigilant about product safety not only to restore the name of their company and uplift their reputation but also to gain back people’s trust and confidence of their product. â€Å"After Tylenol related deaths, the FDA counted 270 incidents of suspected product tampering. Many marketing experts thought that Tylenol was doomed by doubts that the public may have had to whether or not the product was safe â€Å"(The Tylenol Crisis Story). This disaster in Johnson Johnson History brought the consumers in hysteria and doubts for every product sold in the market. It must have been difficult for the Public, and people who have been affected of this nation scare, to forget and accept those sudden deaths that caused their loved ones to leave them suddenly. Part II Question:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Based on the short and long-term effects of the crisis, what could the company have done differently to either avoid or better manage the crisis? Answer:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Based on the short and long-term effect of the crisis, the company must communicate to all types of media, a good technique to warning the public. Like what JJ did of advertising the pulling of their products out from the market or exchanging distributed bottles laced or without laced with cyanide, gave them a positive feedback. Each member should work as a team to immediately diffuse the crisis. Supporting each other will be a great tool to face challenge and to better manage the crisis. Leaders of the association must posses a quality of a true leader like, James E. Burke to effectively enforce authority to work together with in line mission. Question: How can the company prevent this type of crisis from happening in the future?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The company must be more vigilant and proactive in packaging their product. Though the Tylenol tampering case had not taken place at either of its plants, even though cyanide was available in the premises, the team in charge in supervising the area must be strict to implement the policies needed to ensure quality product. Part III Application of Peter Grazier Principles:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Purpose, Challenge, Camaraderie, Responsibility, Growth, Leadership are the six principles in Peter Grazier’s Article. In building an association, company or business, one has a purpose, Grazier stated in His article; â€Å"Motivation was lacking when the team’s purpose was not in line with some of the members’ wants and needs†. As a team, it must be very important that their purpose or mission must aligned with the other members wants and needs to be more productive and effective in accomplishing their mission.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The team must feel the Challenge of their task, together with a strong sense of Camaraderie. Supporting each other and working together as a team, would be a great help to perceive challenge as easy and require little energy to accomplish on something easily obtained. Another Principle in Grazier’s article is Responsibility and Growth. In order to be effective and highly motivated team, members of the organization must feel responsible for the outcome, it can be tricky, but a team with sense of responsibility grows and learns. â€Å"These people that moving forward, learning new concepts, adding to their skill base, and stretching their minds are improving their Growth according to Grazier article.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The most important principle of Grazier is Leadership. Johnson Johnson have good leaders, because the fact that their decision of pulling their product off the market would cost millions of dollars to lose, but JJ understands the public hysteria and safety needs, so they recall all of the bottles from the lots that were laced with cyanide. Two important Principles in Grazier’s Article The two important principles from Grazier’s Article are Purpose and Leadership. During the disaster in Johnson Johnson History, Chairman of the board, James E. Burke and other members, work together as a team not only to restore the name of their product, Tylenol and to uplift the reputation of their company but also to gain back public’s trust and confidence of their product. â€Å"Domestic affiliates were asked to make presentations to people in the medical community. These presentations were made by the millions to promote support for the reintroduction Tylenol†.(Tylenol Crisis) These principles reflect good concept for effective management because Johnson Johnson successfully restore the Tylenol to its preeminent position, though it take time and money but according to James E. Burke, â€Å"they consider it as moral imperative, as well as good business.† â€Å"Johnson Johnson team is candid, contrite, and compassionate, committed to solving the murders and protecting the public(Tylenol Crisis). The company has both strong sense of responsibility and authority, their public relation program did much to recover quickly from possibly greatest crisis to come. Techniques used by Johnson Johnson The company, consider most the public safety, and restoring people from hysteria. Though may be tricky, but the company’s decision of recalling their product from the market and sending warning to health professionals, was made no hesitation. Another technique that helped JJ to recover quickly was company’s fully cooperation to all types of media, which was crucially important to warning the people from ensuing danger. Those Techniques used by JJ, are consistent with the principles of Peter Grazier in His article â€Å"Team Motivation†. The company has good leaders and followers; its members are aligned with its purpose and work together as a highly motivated team that could stand over a long period of time. JJ painlessly recover and restore their reputation from the Tylenol crisis with the help of millions of domestic affiliates.   REFERENCES Atkinson, Rick. The Tylenol Nightmare: How a Corporate Giant Fought Back. The Kansas City Times. November 12, 1982. Beck, Melinda, Mary Hagar, Ron LaBreque, Sylvester Monroe, Linda Prout. The Tylenol Scare. Newsweek. October 11, 1982. Broom, Glen M., Allen H. Center, Scott M. Cutlip. Effective Public Relations, Seventh Edition. Prentice-Hall Inc. 1994. Church, George J. Copycats are on the Prowl. Time. November 8, 1982. Foster, Lawrence G. The Johnson Johnson Credo and the Tylenol Crisis. New Jersey Bell Journal. Volume 6, Number 1. 1983. Giges, Nancy. New Tylenol Package in National Press Debut. Advertising Age Magazine. November 15, 1982. Goodman, Howard. PR Effort Launches New Tylenol Package. The Kansas City Times. November 12, 1982. Johnson Johnson. The Comeback. A Special Report From the Editors of Worldwide Publication of Johnson Johnson Corporate Public Relations. 1982. Knight, Jerry. Tylenols Maker Shows How to Respond to Crisis. The Washington Post. October 11, 1982. Lewin, Tamar. Tylenol Posts an Apparent Recovery. New York Times. December, 24, 1982. Tifft, Susan. Poison Madness in the Midwest. Time. October 11, 1982. Tylenol Murders.

Rhetoric, Paideia and the Phaedrus Essay -- Philosophy Philosophical P

Rhetoric, Paideia and the Phaedrus ABSTRACT: Some of the notorious interpretive puzzles of the Phaedrus arise from reading it in terms of a static version of mimesis; hence, the concerns about its apparent failure to enact its own norms and the status of its own self-commentaries. However, if the dialogue is read in the light of the more dynamic model of a perfectionist paideia — that is, Plato’s portrayal of Socrates as attempting to woo Phaedrus to philosophy (with only partial success) is itself a rhetorical attempt to woo the appropriate reader — then many of the puzzles fall into place as part of the rhetorical strategy. The apparent lack of formal unity arises out of Phaedrus’ own deficiencies; the written dialogue turns out precisely not to fall foul of the criticisms of writing that it contains, and its self-commentaries can be given their appropriate ironic weight. On this reading, a Platonic conception of philosophy that embodies yet transcends the dialectical is given persuasive expression. The interpretative puzzles of the Phaedrus are notorious: from a rhetorical point of view it is far from clear that it exhibits the organic unity it apparently endorses, from a philosophical one it exhibits in partially dialectical writing a critique of dialectical writing, while its self-commentary on its own set speeches is puzzling — not least the degree of endorsement it allows to the associations between mania, eros, poetry and philosophy rhetorically presented in Socrates' second speech. Richard Rutherford's recent discussion of these issues (1995: chap. 9) provides a helpful starting point. He plausibly argues for reading Socrates' second speech in the light of the wider dialogue — not least in the light of the Pha... ...ch feelings in the context of one's own experience of eros that one may find one's sensibilities transformed. The wings of the soul of the appropriate reader, on this account, would be capable of being nourished into growth through the dialogue itself, standing to us as older friend in the perfectionist aspiration, a dialogue which in appropriating one may move beyond. Works Cited: Cavell 1990: Stanley Cavell, Conditions Handsome and Unhandsome, Carus Lectures 1988, Chicago and London, University of Chicago Nietzsche 1983: Friedrich Nietzsche, Untimely Meditations, Cambridge, Cambridge University Press Nussbaum 1986: Martha Nussbaum, The Fragility of Goodness, Cambridge, Cambridge University Press Plato 1986: Plato, Phaedrus, ed. and tr. C.J. Rowe, Warminster, Aris & Phillips Rutherford 1995: R.B. Rutherford, The Art of Plato, Trowbridge, Duckworth

Strategic Legal and Social Issues

The Board of Directors of a corporation are vested with the authority to exercise corporate powers, conduct all business and control and hold all properties of the corporation. The supreme authority insofar as the management of the business regular and ordinary affairs of the corporation is vested with the Board of Directors. With great power however comes great responsibility. Directors act as fiduciaries to the corporation, and once elected they must serve the best interests of the corporation and the shareholders. This fiduciary duty arises out of the board’s fiduciary relationship with the corporation and shareholders. (Saboor H. Abduljaami p2) The following are the three-fold duties of a director: duty of obedience; duty of diligence and duty of loyalty. Duty of Obedience The duty of obedience mandates that every director of the corporation must do and perform only those acts designed to achieve its mission. The mission and goals of the corporation are indicated in the articles of incorporation. Thus, the director must constantly check whether his action is within the scope of his authority and in pursuance of the goals of the company as indicated in its articles of incorporation. (â€Å"Role Playing: When do Board Members Step Over the Line†p2) Further, obedience does not only mean compliance with the rules of the corporation but it also means informing the corporation of any act done in violation of the rules of the corporation. This means that every director is mandated to refrain from violating the internal rules of the corporation. As directors they are also required to inform the corporation of any wrongdoing committed by one director that seriously prejudices the interest of the corporation. Thus, a director who willfully and knowingly votes or assents to patently unlawful acts of another director renders him jointly and severally liable for any damage resulting to the corporation. Duty of Diligence The rule is that every director of the corporation is required to manage the corporate affairs and perform his functions with reasonable care and prudence. As an officer of the corporation, the responsibility of the director towards the corporation is not limited to willful breach of trust or excess of power but extends to negligence. This means that even if there was no unlawful intent or evil motive in performing a corporate act, he can still be held liable if it can be established that he acted negligently. This liability of a director for his negligent acts rests upon common law rule which renders the agent liable who violates his authority or neglects his duty to the damage of the principal. It must be stressed however that the degree of diligence required of a director is relative. The standard of diligence is that which an ordinary prudent director could reasonable be expected to exercise in a like position under similar circumstances. The directors are also bound to observe the limits placed upon their powers in accordance with the Articles of Incorporation or charter, and if they transcend such limit and cause such damage, they incur liability. (Ruben Ladia, p. 164) Thus, if a director willfully performs an act which he knows or ought to know to be unauthorized and beyond the scope of his authority, he is clearly liable for any injury. It is however essential to state that though directors are liable for their negligence which has caused serious prejudice to the corporation, they are not liable for losses due to the imprudence or honest error of judgment. This is the concept of business judgment rule which is a defense on the part of the director to escape any liability for his actions. In principle, this states that questions of policy and management are left solely to the honest decision of the board of directors and the courts are without authority to substitute its judgment as against the director. It is said that â€Å"business judgment rule is purely a case law derived concept whereby a court will not review the management decisions of a corporation’s board of directors absent some sort of showing that the board of directors violated their duty of care or loyalty. † (Jon Canfield 1) It must be stressed that directors are not insurers of the property of the corporation or guarantors of the success of the corporation. So long as the director exercised reasonable diligence in the performance of its function the courts will not interfere and render it liable for negligence. Duty of Loyalty It is a general knowledge that there exists a fiduciary relationship between the directors of the corporation and the corporation and its stockholders. As fiduciaries, they are expected to act with utmost candor and fair dealing for the interest of the corporation and without taint of selfish motives. Thus, the directors are not only required to act with reasonable diligence in managing the affairs of the corporation, they are also expected to act with utmost good faith. Thus, the directors of the corporation are expected to first serve the interest of the corporation and their interest later. They are enjoined not to manipulate the affairs of the corporation to the detriment and disregard of the standards of morality and decency. As corporate insiders, the director cannot utilize any inside information they have acquired for their own benefit. He cannot violate the requirements of fair play by doing indirectly what he cannot do directly. Further as directors of the corporation they are not allowed to obtain any personal profit, commissions, bonus or gain for their official actions. Lastly, a director is prohibited from seizing any business opportunity or developing it at the expense and with the facilities of the corporation. Thus, the duty of loyalty requires a fiduciary to act in the best interests of the corporation and in good faith. (Jiangyu Zhu 2) Thus, as corporate officers an undivided loyalty is expected of every director. This fiduciary relationship between the director and the corporation imposes a strict duty to act in accordance with the highest standard which a man of the finest honor and reputation might impose upon himself. It must be stressed that the duty to act with utmost good faith is imposed upon all the directors. The law imposes upon the director liability for violating this duty of loyalty regardless whether the director actually received profit from his undisclosed transaction. This was affirmed in the case of Item Software v. Fassihi. Case of Item Software v. Fassihi. Facts: Item Software entered into transaction with another company. Item Software has a managing director and a marketing director. It specifically provided in its contract with the marketing director that it cannot take advantage of any confidential information it has learned while employed with Item Software. It appears that while Item Software and the other company were engaged in negotiations, its marketing director had been visiting the other company informing it of his intention to form a new company and his intent to transact directly with the other company. The contract between the two companies did not materialize. Item Software later found out about the actuations of its marketing director. He was eventually summarily dismissed from employment and sued by his own company. Issue: whether the respondent should be held liable by the corporation for its act of disloyalty even if it did not profit from its misconduct. Held: It is immaterial whether the director profited from his misconduct. The sole factor to be determined here is that the director committed a breach of its duty when it failed to disclose its transactions with the other company. The duties of a director imposed by law are generally higher than those imposed on an employee because he is more than simply a general manager of the company, he is a fiduciary who, with his fellow directors, is responsible for the success of the company’s business. Section 317 of the Companies Act of 1985 states that: â€Å"it is the duty of the director of a company, who is in any way, whether directly or indirectly, interested in a contract or proposed contract with the company to declare the nature of his interest at a meeting of the directors of the company. † (Section 317 Companies Act of 1985) Thus, the marketing director was in breach of his duties both as an employee and as a director and the Item Software was entitled to recover from him damages for breach of that duty suffered as a result of the termination of the contract.   

The Concept Of Quality Of Life Versus Disability - 1137 Words

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