Interviews Essay Example | Topics and Well Written Essays - 1500 words

Interviews - Essay Example On the other hand, there are certain circumstances that tend to force people to move from one region to another. In some countries, political instability has been the cause of many internal and external migrations of people. In various places, people have been forced to move from one place to another, seeking for places that can offer safety and better conditions of life. While these migrations are an important step especially for people that are seeking shelter, getting used to the new environment is a major challenge. According to Falola & Niyi (2007), in new environment, the refugees fleeing from their homes are forced to put up with culture shocks, limited social interactions and lack of some important facilities that are necessary for life. Many refugee centres lack such factors as educational facilities, hampering their quest for learning. The plight faced by refugees has prompted me to make a reflection of the kind of life that refugees face as they seek new places for shelter and better life. In this regard, this paper examines a personal reflection of the kind of life faced by refugees, focusing on the interviews that were conducted about refugees and their kinds of experiences. The need to understand the life that refugees go through made me to make some interviews among different refugees. This exercises made me look for people that would give their real experiences of life in new countries as refugees. The need to have this understanding would enable me to think of ways in which I could use my ability and other means to help refugees in their camps. Being a university student, I had been thinking of ways in which we could mobilize ourselves and help refugees through the different challenges that they undergo through in their daily lives. I realized that as university students, the fact that we had higher levels of intellectual capacity compared to refugees and other

Evaluation - produce proposals for the possible re-branding of my school Essay Example for Free

Evaluation produce proposals for the possible re-branding of my school Essay My design brief was to produce proposals for the possible re-branding of my school. When doing this I researched what the faculties wanted and needed and so I designed a questionnaire to gather the information I required. I also researched different graphic designers, their work and various design movements throughout history such as Abram Games who is a British mid-twentieth century designer and official war artist during world war two. His style of design is very patriotic as in most of his work he uses red, white and blue; the colours of the union jack. He incorporates them very well and subtlety. I like his work because its very classic, memorable and simple. His work is landmark. I did this because it gave me inspiration, an influence and it offered a look at how previous designers worked. I did web searches on the images connected to different faculties and just asked people what images came to mind when I said a faculty name this provided me with many logo ideas. In addition I looked at existing logo designs in books wherein designers explored many different techniques, which I could use in my designs. I had many specifications that determined what my final design would look like. * Such as my target group, which was the staff, pupils and parents because of this I had to select designs that satisfy and do not displease them. * In my specification I had a running theme or image that I worked around; a smart, scholastic, classic yet modern image and I tried to portray this in my designs. I had a variety of different design ideas and when deciding on my final design I had many factors, which would govern what I would choose. For example how complicated the designs were, or how much colour was used. Such as when I had a large design dominated by black, I could not use this because of the expenses and issues that may arise with such a vast amount of ink. I dont think I did much planning that ensured success and a quality product but I did research different colours on the colour wheel and their effects and what they represent. In this project I dont think I used many new tools or materials however I did use Photoshop, Microsoft Publisher, Paint, the internet, printers, scanners and general sketching that was stressed as important by my teacher and did prove so. I did not fully answer my design brief as I was not on schedule but I did produce some sort of proposal. I have not shown my logo to the head of faculty but overall I feel it is a strong and bold logo, which is pleasing to the eye. The considerations I had were.

Change Management Compulsion Or An Option British Airways Business Essay

Change Management Compulsion Or An Option British Airways Business Essay There is a famous saying stated by an unknown author The only thing that is constant is change (Berman, 2007). With the current changing customer requirements and external environment necessities, organisations which behave as closed systems and do not constantly change themselves to fit the market requirements and customer demands will fail in the long term (Harigopal, 2006). Organisational change is an ongoing process which brings the systems and procedures of the organisation in line with the factors prevailing in the external and internal environment of the organisation (Nemetz and Fry, 1998). As business management gurus argue, external forces of change require not only adaptive, flexible organisations and new management approaches but also competent managers able to adopt to changing times and to manage organisational change (Beckhard and Harris, 1987). It is essential to understand how organisations in the real world implement and deal with organisational change. One such organisation which has implemented various change methodologies in the past few years in response to the changing business environment is British Airways. British Airways is the UKs flag carrier and one of the largest airlines in the world. Like many large organisations, the airline has had to change its strategy, technology, structure and culture in order to achieve competitive advantage in todays rapidly changing global business world. 1.2 Aims Objectives of Research The main objective and strategic aim of this study is to explore the role and significance of Change Management in this era of globalization and changing market needs by taking the case study of British Airways in specific. Research Question- The primary research question of this research study is: To explore the extent to which change management is necessary for a firm to achieve sustainable competitive advantage? Additionally, the secondary research question is to examine the change management initiatives previously taken by British Airways to attain competitive advantage and profitability. 1.3 Literature Review This chapter will highlight the various aspects of change management. It will use academic research to understand the concept of change management by looking at its definition and determining the various approaches of change management. It will then describe the framework for change and various change management initiatives taken by organisations. The various change models will also be listed and analysed and the organisational background of British Airways will be provided along with a SWOT analysis of the organisation. 1.4 Methodology This chapter will determine the methodology used to conduct this research and the reasons for various data collection methods chosen. It will also look into the philosophical aspects of the research study. 1.5 Research Findings and Discussion During this chapter the researcher has analysed the findings and compared these with the literature review and methodology to establish the extent to which change management is necessary for an organisation to sustain competitive advantage and the role and significance of Change Management initiatives taken by British Airways to attain profitability. 1.6 Conclusion The last chapter is the Recommendations and Conclusion chapter. This chapter will list the recommendations generated from the research study findings while also bringing to light the limitations of the research study. The references used and the research related appendices will then be presented at the end of the research study. CHAPTER 2 Literature Review This chapter will review the existing literature on change management. It is important to understand current research on the subject area, to enable the reader to understand the nature of the existing knowledge of the subject (Denscombe 1998, p.15). Specifically, this literature review will focus on the following issues; Firstly, it will determine the definition of change and list the various types from the typology of change. Secondly it will describe the framework for the change process, generic model of change and the various change management diagnostic models are discussed. Thirdly the importance of communication in Change Management is explained. Fourthly the SWOT analysis is also described along with the various change initiatives taken by organisations in the aviation industry. 2.1 Typology of Change Change in academics is defined as the substitution or succession of one thing in place of another. As per research studies conducted, it is identified that the patterns of change repeats and is recurring in every industry. These patterns of change constitute of incremental and radical changes. The increasing frequency of these patterns of change in various industries over the past couple of decades has necessitated for organisations to predict the pattern of changes in their external industry environment so that they are better equipped with the resources and capabilities required to embark upon change and maintain their competitive advantage. A typology of change was developed by Nadler and Tushman to outline the various abilities of organisations to predict the patterns of change in the external industry environment. They have divided the ability to predict changes into two types of proactive and reactive while listing the scope of change as being transformational or incremental in nature. The typology of change is created by Nadler and Tushman by developing a matrix of the type and scope of change. They have differentiated the change strategy among organisations into four types of fine tuning, adaptation, re-orientation and re-creation. These strategies have been described in the following paragraphs (Hayes, 2007 and Chaffey, 2006). The first two changes of fine tuning and adaptation in organisations which occur are incremental changes. Fine tuning is the change process where organisations are proactive and will try to fill in the inefficiencies and gaps internal to the company when compared to the changing external environments which act as reducing agents to the effective performance of the business processes of the organisation. Adaptation is a reactive change process where the organisations have to make changes to their internal processes after they have felt a threat in their competitive position due to the changes made in the organisation. These changes are limited and do not affect the core functions or business processes of the organisation but are targeted towards reducing or removing the threats from the external environment and competition in an effective manner (Cook, Macaulay Coldicott, 2004). The two changes although occur for a long duration, are only basic changes and do not impact the fundament al aspects in which the organisations operations work (Hayes, 2007). The change processes of re-orientation and re-creation are both transformational in nature since they impact the fundamental operations of change. They occur when the need for change is vital to survive (Poole Van de Ven, 2004). The re-orientation change process in organisations basically requires organisations to change or re-define their existing corporate or business strategy (Chaffey, 2006 and Hayes, 2007). This change is conducted for two reasons. The first is to pro-actively prepare the organisation for the future changing external environment or to change the external environment itself by innovation such that the core competency of the organisation is increased over its competitors (Hayes, 2007 Potter, 2004). In Re-orientation, since there is no external threat to the organisation and it is being pro-active, it is difficult for the employee workforce to understand the need for such a drastic radical change. This change process requires the management of the organisation to create a sense of urgency and a necessity for change among the organisational employees so that the change process can be enforced. Otherwise it is difficult for organisations to implement this change. The last type of change process is Re-creation. This is a forced change and is transformational in nature. This type of change is implemented by organisations when they feel they need to change their core operations in order to sustain in the changed external environment. In most scenarios, the success of these re-creation changes can determine the survival of the organisation. These changes however are high risk changes since the organisations do not plan these changes ahead and do not, in most scenarios, have the required time and resources for their successful implementation. The change impact is mostly lower than expected for many reasons such as low involvement and motivation among employees, inadequate readiness in management etc. This change if not tackled effectively can lead to employee resistance and de-motivations (Chaffey, 2006 and Hayes, 2007). 2.2 Framework of Change The framework of change as developed by Lewin (1951) constitutes of the same three steps in all change processes. These steps are unfreeze, change and refreeze. Unfreeze is where the organisation tries to create an urgency for change so that the employees and the management are ready for change. Change, as the name indicates, is the second stage where the change occurs. Freeze is the final stage where the change made is now ensured to become part of the organisation. As per the framework, every change process has a higher level of uncertainty leading to resistance among employees. However, certain techniques can be adopted in order to avoid this resistance. One of these techniques is to introduce additional steps such as identifying the future state prior to implementing the framework of change (Weick Quinn, 1999). There have been many new models which have evolved in the past few years which have tried to add more steps or make modifications to this model. One of them is the generi c model of change created by (Hayes and Hyde, 1998) however, the general concept and baseline in all these change models is still the same. The generic model of change signifies the change process to be continuous in nature. It states that the change results of one process act as the triggering factor for some new required changes. Change process begins by determining the internal inefficiencies and improper capabilities of the internal organisation and the external environment in the industry the organisation operates in and using this gathered information to develop the new organisations strategy. This new strategy will now automatically implement the new anticipated change in the organisation (Johnson, Scholes Whittington, 2008). The ability to determine the correct strategy is the most crucial step in any change process since an incorrect change strategy can also be implemented successfully however it will not deliver the same benefits and fill in the required market inefficiencies as required and the overall change process can in turn be a failure (Buttrick, 2005). After looking at the above studies, the change process is modified as below. The initial aspect of the change process is now moved to identifying the resources required to implement the change process and the various techniques which can be used further to begin unfreezing the organisation. While this is being done, the organisations inefficiencies and gaps with the external environment are determined in order to develop the change strategy. This change strategy is designed that such that it achieves the anticipated future state of the organisation and reviewed to make any modification such that it is aligned towards realising the future state. The next step is to create a change plan before directly implementing the change. This change plan is implemented on a step by step basis and upon completion of each step, it is reviewed to determine if it is still aligned or the future state and rectify any identified deviations. Once this is completed and the future state is realised by the organisation, new techniques in order to merge this change with the organisations culture will be implemented. This is when the final stage of refreezing appears and the success or failure of the change process and the involved resources is determined. It is also used to collect feedback of the change process and reward the resources who had performed effectively towards achieving the future state (Jones, 2008). This generic model of change created by Hayes Hyde in 1998 and the change framework developed by Lewin in 1951 are both effective models which can used to implement change. However, both these models ignore one crucial aspect of change management which plays a vital role in the success of any change event, people management. Without effective people management, it is impossible to implement change in any organisation successfully. 2.3 Change Management Models There are various models which can be used to diagnose the success of a change event or the need for a change event. These models reduce the overall change process into a few key factors which need to be taken into consideration while implementing the change process in any organisation. They allow the management to determine the key aspects from both the process and the people perspective which need to be looked into. This in-turn increases the ability of change managers firstly to implement the change process successfully and secondly to evaluate its success and take necessary actions (Hayes, 2007). One of these models is the McKinsey 7S model. This model divides the change process diagnosis into seven elements which can be used to determine the existing internal environment status in a firm. These seven elements are strategy, structure, systems, staff, style, shared values and skills. The internal organisational efficiency of an organisation is determined successfully using this model and its results can be used to develop the internal strategy of the organisation (Saunders, 2007). This model can be used to develop change initiative programmes in organisations and develop a strategy which will achieve the overall internal fit in the firm however, it cannot be used to determine a fit between the internal capabilities of the organisation and the external environment in which it operates leading to a necessity for another model which takes this into consideration (Burke Litwin, 1992). The model which takes this into consideration is The Burke-Litwin causal model of organisational performance and change. This model is used for many purposes such as to identify the type of change implemented, whether it is incremental step-by-step change or a radical change or to determine the overall effect of using change management procedures in organisations while determining the performance of these management initiatives. This model constitutes of various elements which are crucial for a change process. The input element is the organisational performance and the output element is the individual and organisational performance. The other factors in the model are the through-put of the model. The models elements are further divided into two types of factors. The five factors of external environment, leadership, mission and strategy, organisational culture and the individual and organisational performance are the transformational factors while the remaining factors are the increme ntal factors. They are distinguished so based on the ability of the factors to influence the type of change. One of the successful applications of this model was to determine the success and performance on the change processes implemented in British Airways in the year 1983 (Burke Litwin, 1992). (Burke Litwin, 1992). This model will again be used in this study to determine the performance and effectiveness of the change management strategies used in British Airways in the past year. 2.4 Communication in Change Management: One of the key aspects of any change process in terms of people management is communication. If the communication is ineffective or missing, then the employee resistance to embrace the change only increases further. The communication strategies used by various organisations are different and this determines the amount of information shared by them with their employee workforce. Another factor which affects this amount of information shared with the employees is the managements personal views and understanding on the subject of change management and importance of communication. The Spray and Pray strategy used by management is where the information provided to employees is not considered or evaluated by the management to determine if it is actually relevant to them or not. This sort of communication can allow the vital and relevant information to be buried under irrelevant and not so vital information and reduce the overall necessary impact of communication on the employees. The manag ement which chooses to share the relevant information with their employees and also provides them with the various benefits of the change implemented to these employees use the communication strategy of Tell and Sell. In this scenario, the communication effectiveness is higher than the previous strategy and the amount of the information shared is lower. One of the most effective communication strategies which can be adopted by management in any change organisation is the Underscore and explore strategy where the information is provided to employee workforce in exact reference to the change situation and the various inputs provided by the management are considered at the same time. This ensures that the employees feel to be a part of the change being implemented and reduce their overall employee resistance. In the other two communication strategies of Identify and reply and withhold and uphold, the information shared with the employees is not adequate and the management withholds som e crucial elements of information which can increase the employee resistance to accept change. The below diagram represents the various communication strategies in accordance with the communication effectiveness and the amount of information shared by the management (Clampitt, DeKoch and Cashman, 2000). Figure-2 : Communication Strategy Continuum   (Clampitt, DeKoch and Cashman, 2000) 2.5 SWOT Analysis To determine the inner fit of an organisation with an external environment, one of the techniques which have proven successful on numerous occasions is the SWOT analysis. This SWOT analysis is divided into two segments, the internal factors segment which constitutes of the strengths and the weaknesses of the organisation and the external factors segment which constitutes of the opportunities and threats presented by the external environment in reference to the organisation. The role of strengths and opportunities is to determine the internal capabilities and inefficiencies of the business processes and the employee talent of the organisation. The role of opportunities and threats is to determine the external environment that the organisation is functioning in and find ways in which it can either support or act as a danger to the organisations functions. Once these are determined, it is then determined how the internal strengths of the organisation can be used to benefit from the exte rnal opportunities of the industry environment. The weaknesses are also looked into to determine if there is a possibility to change into a threat and how this movement can be avoided. The threats are looked at from the perspective of changing them into opportunities or reducing their possible impact on the organisation. The weaknesses are also worked upon in a similar way, to reduce their impacts and risks to the organisation or to remove them altogether by changing them into opportunities (Briggs, 2001). 2.6 Change Management in Organisations in the Aviation Industry: Some of the change initiatives which have been experienced by organisations in the Aviation industry are the privatisation of companies such as Qantas airlines. This happened at the same time as most industries in various nations were moving towards privatisation and de-regulation while moving away from the shadows of the public sector. The change process was rapid and radical in nature. Another change in the aviation industry which was not just restricted to one organisation was the agreement of global alliances among the various international and domestic airlines in the global market. This changed the structure and process of operations in the Aviation industry while also bringing in harmony the use of labour and the strategies adopted by management across various airlines in the industry (Fairbrother, 2002). Another change initiative which was related across airline companies was the use of part time and casual employees so that they can benefit from using them when required and paying them only for the number of hours employed. This has allowed them to reduce the overall labour costs however, in most airline companies; most of the part time employees did work overtime just as much as full time employees leading to no change in the overall labour costs (Dawson, 2003). The privatisation of the airlines is not just limited to Qantas airlines but has increased further to British Airways, Lufthansa, Air France, KLM etc (Delfmann, 2005). An additional change management initiative is the collaborative effects among most airline companies to ensure a reduction in the carbon footprint overall and thus support the climate change initiatives along with the various other industries and governments (Bishop Grayling, 2003). Steve this is the other introduction to the research study I written, but Im unsure if this is perhaps too current as it relates to the current global economic recession. Could you advise if it is maybe best to delete the information I have highlighted in bold and continue with the original introduction I have written on page 3. Introduction to the research study There is a famous saying stated by an unknown author The only think that is constant is change (Berman, 2007). With the current changing customer requirements and external environment necessities, organisations which behave as the closed systems that do not constantly change themselves to fit the market requirements and customer demands will fail in the longer terms (Harigopal, 2006). The punctuated paradigms irregularities frequency has increased over the past decade implying that the change in organisations is not as fast or as paced as the change in external environments which in-turn is increasing the gaps between the customer requirements and products/services provided by organisations (Hayes, 2007). This has made it crucial to study the significance of change management internally in organisations so that this building gap can be reduced and organisations can benefit from these constant changes through adapting their culture. The recent economic recession and credit crunch with a decreasing GDP rate across the United Kingdom in 2008-09 (Statistics, 2009) has forced organisations to find new ways to reduce costs for the products and services generated by them so that they can survive in this difficult climate. Organisations responses to these necessary changes being forced upon them is being tackled using various techniques such as economies of scale (Grant, 2005), internal re-structuring and creating new operational processes which will reduce their operational and maintenance costs. This in-turn has led to need for effective change management in such organisations so that the changes implemented are widely accepted by the workforce which in-turn ensures that success from the implemented change techniques are achieved (Cameron Green, 2008). One such organisation which has implemented various change methodologies in the past few years in response to the changing industry environment is British Airways. The organisation like many others has undergone some changes in their strategy, technology, structure and cultural aspects in order to survive in the changing environment and maintain the organisations core competency. British Airways will be used as a case study in this research study in order to achieve the aims and objectives of the research study. Many literatures focus on change management in organisations enforced due to various reasons and either at the beginning or at the end of the change management procedures being implemented. However, most of these researches have not taken into consideration the change management forced by external environments due to an economic recession especially since this scenario is not very common or recurring constantly. This research will contribute to the existing literature by using economic recession as one of the external factors leading to implementing changes in the airline industry. This research study will attempt to act as a guide to further researches who wish to identify the necessity for effective change management in the airline industry organisation especially when the external contributing factor is the economic recession. Sharon, This is a very well written first draft of your dissertation. I think there are some very good elements but there are also quite long passages where there are no references cited. I think if you do a little more reading and address these gaps then you will have the basis of a very good literature review. Steve

Essay --

IMPAIRMENT AWARE ROUTING In WDM technology, the capacity of a fiber is divided into several subscribers by using light paths. In these paths traffic flows. Traffic between a pair of nodes may not fill up the available bandwidth of a light path. The network performance is affected by the transmission impairments which are due to the non ideal optical components. Since we have optical amplifier, optical switches and other optical devices and soon we have all optical equipments with the time and it is possibility that the entire network will be optical network. Transparent Optical Network Opaque Network There are two types of networks. These are opaque network and transparent network. In opaque network we have to do Optical-Electrical-Optical conversion at all nodes in the path. This type of network is costly because if we make a nationwide network then we will have to use a large no. of routers. But to make it less expensive we can use translucent network. In translucent network the regeneration is done only on a few nodes instead of all nodes. Transparent Network The other network that is transparent is less costly because there is no need of OEO conversion at the intermediate nodes. We can send analog signal in the transparent network. The size of transparent network is determined by impairments effects such as Chromatic dispersion (CD), attenuation, crosstalk, noise etc. Effects of Transmission Impairments on Routing and Wavelength Assignment When signal travels from source to destination then it may be ruined by linear and non-linear impairments. Linear impairments are amplifier noise, Group velocity dispersion (GVD), polarization mode dispersion (PMD), component crosstalk. The nonlinear impairments are self-phase modulation... ...s called Physical layer blocking. Advantages ïÆ'Ëœ Network load decreases by using IABP and IAFF ïÆ'Ëœ About 30 % reduction in blocking ïÆ'Ëœ Call admission criteria not only depends on the resource availability but also on quality of light path’s signal ïÆ'Ëœ A light path with good signal quality ïÆ'Ëœ Network resources are in intelligent control ïÆ'Ëœ Network used more efficiently Disadvantages ïÆ'Ëœ This technology cannot compute a route with minimal impairments ïÆ'Ëœ To find a qualified route path for the connection request it needs more than one trial ïÆ'Ëœ Algorithm does not consider residual-dispersion accumulation, power divergence, polarization-dependent loss gain (PDLIPDG), filter concatenation, signal transient, fiber nonlinearities. ïÆ'Ëœ When the data rate increases to 40 Gbps and furthermore, impairments become even more difficult ïÆ'Ëœ As load increases the call blocking increases

Lord of the Flies essay :: essays research papers

Importance of Leadership Leadership is something that stands out in people. In a group, people tend to look to the strongest person to follow. However, the strongest person may not be the best choice to follow. In Lord of the Flies by William Golding, Ralph and Jack each have leadership qualities. Jack is probably the stronger of the two; however, Ralph is a better leader. He has a better understanding for the boys. He also has more common sense and treats the boys better than Jack.   Ã‚  Ã‚  Ã‚  Ã‚  Ralph shows that he has a better understanding of the boys than Jack. He knows that the boys need some sort of order on the island in order for them to survive. He starts a simple form of government and sets a few rules for them. Even though they don’t last very long, the fact that he tried to help the group is what makes him a better leader. Ralph’s wisdom and ability to look toward the future also has an advantage over Jack. He has a sense to keep his focus on getting off the island. When the fire goes out, Ralph gets upset because the chance to be rescued was gone as well. Ralph enforces his role of leadership as he gives the boys a sense of stability of an authority figure. He keeps the boys in pretty good order at the meeting by making a rule that they can only speak if they have the conch. Ralph knows that the littleuns are afraid and they need shelter to feel more secure. They work together for a while, but as the time goes on the smaller boys want to go play. They slowly lose all their help until Simon and Ralph are the only ones left to work on them. Ralph knows that this is a necessity and keeps bringing it up at the meetings. Jack, on the other hand, is doing nothing but causing chaos.   Ã‚  Ã‚  Ã‚  Ã‚  Jack fails to realize that the boys need security, stability, and order on the island Jack was a leader of the choir before the boys landed on the island. These boys, who were in the choir, still want to follow Jack; however, they have no discipline at all. The only thing that is on Jack’s mind is hunting. He doesn’t care about anything else, except capturing and kill the pigs for some food.

America’s Culture of Sex :: Sex Media Television TV

America’s Culture of Sex Sex in today’s world can be seen anywhere. It is on billboards, radio stations, personal books, school books, magazines, peers, movies, songs, and the most famous is televisions. Commercials use seductive images, sounds, and music grabbing the attention of the audience. Movies and television are proof of the sickness of sexual addiction in society. This disease spreads across the country, infecting the way people think and live their lives. Ultimately it is destroying society and what America holds to be morally correct. Two such sources of writing, â€Å"Sic Transit Gloria†¦Glory Fades† and Countering the Culture of Sex, give examples of what effect culture play in the way of living. Today’s culture pumps out messages of sexual immorality and the idea of sexual relations outside of marriage are fine. Sexual immorality can destroy families and create dysfunction in the sacred vows of marriage. â€Å"Sic Transit Gloria†¦.Glory Fades† is a song by Brand New. It tells a story of a man who is very inexperienced sexually, and a girl who knows her sexual skills like the back of her hand. The young man wants only to hold this girl and love her. Instead he is pressured into sex with her, even though he really never wanted. Sex is what she wants and he knows it would make her happy by giving into her. He feels horrible while this happens, but he will not stop because he wants to impress her. Countering the Culture of Sex is an article by Ellen Goodman dealing with the entertainment industry’s plague upon society. With sex rooted deep in children’s minds it creates this idea of what life revolves around. Digging deeper, Goodman brings up the point of why one never sees the consequences of sex. If the media were to show the consequences of people’s actions, the industry could create a sense of fear into the public. The big picture between these two texts says sex is a problem in society.

Kant & ontological proof

The basic principles of ontology are argument for existence of God as a predicate and argument for God’s existence as a necessary existence. The first leg of the argument states: God is the greatest and most perfect being that can be conceived. Existence in imagination and reality is greater than existence in imagination only. Therefore, God really exists. The second leg of the argument is that: God is the entity than which nothing greater can be conceived. It is greater to be necessary than not. God must be necessary. God necessarily exists.Kant’s objection to conceived God as proof of his actual existence is premised on the ability of everything that is said to exist to have some features or characteristics attributable to them. He argued that existence is not a property or the constituent of a thing. Anything that has the property of being non-existent cannot possibly have any other property.  David Hume’s objection is that nothing can be proved a priori. Pr oving a priori is through an opposite contradiction. The resultant contradiction makes something inconceivable. Nothing can be proven a priori, since it is impossible to comprehend anything not existing.Norman Malcolm, in defending the idea of God, maintains that while it may be true that existence of God as a predicate for his reality may be unsustainable, he calls attention to another twist of the argument, which is necessary existence. He argues that where the idea of God, greater than which nothing can be conceived, is possible, it is therefore logically consistent that He necessarily exists. I agree with Malcolm. God must necessarily exist so that the existence of other beings can be traced to Him, who in himself is self existent.REFERENCE.1. Malcolm Norman (Prentice Hall, 1963), Knowledge and Certainty: Essays and Lectures (Englewood Cliffs, N.).