Planterra Foods Ozo has announce two new products for the US market that will provide consumers with a way to incorporate familiar flavors and textures into their diet in a plant-based way.
These SuperMush functional supplements are being launched by the brand to provide consumers with an easy way to enhance their lifestyle in a simple yet effective way.
The products feature a The Cleo Dronut X1 drone is a durable, bi-rotor technology product for maximizing the capabilities of operators by highlighting enclosed components and more. The drone comes as the first of its kind Red Light.
Workstation-Equipped Electric Bikes. Justin Bieber. Bio Tile. Branded Countertop Beer Taps. United States. Harry Potter. Pet Kit. Medication-Storing Health Wearables.
European Product Design Awards. Princess Diana. CBG Consumption. Jil Sander. Eco Organization. Collapsible Space-Saving Cyclist Helmets. Polar Winter Festival. Van Gogh. Trader Joe. Low-Waste Holiday. Aerospace-Inspired Camping Trailers. New York. EICMA One problem with 39 the raising of standards within PR is that these organisations do not represent all of 40 those working in PR in the UK.
The IPR has over 6, members, of which around 41 1, are students on the approved courses. The size of 44 the circulation of the trade publication PR Week is often used as a guide, and this is 45 currently 17, Many people may work in a public relations capacity for an organ- 46 isation, but may not be called a public relations practitioner.
Some estimates of the 47 numbers in PR are as high as 40,, but around 20, would probably be more 48 accurate. Despite the numbers game, it can be seen that the two associations account 49 for a maximum of two-thirds of the industry. Although still 11 small by national association criteria, the organisation represents around members 12 in over 70 countries, although there has been talk of it merging with the IPR as the 13 latter adopts a more global outlook. Discrimination on any grounds is unacceptable professional 31 practice.
Conditions to be taken into account when negotiating 33 fees for work are set out. Other recommended practice 36 papers issued by the IPR cover public relations and the law; the role and parameters 37 of PR practice; the use of embargoes, fees and methods of charging; and one of the 38 major issues which the IPR has been campaigning against, the use of charges for inclu- 39 sion of editorial in certain publications.
The IPR undertook a major consultation on its 40 Code in , and the revised Code is published on its website. Of course, the Charter is written with the members in mind, and 43 these are consultancies rather than individuals.
Accuracy, openness about interests and regard to the public interest 48 are also stressed. There are recommendations for those in 2 investor relations about dealing with price sensitive information. Healthcare profes- 3 sionals are directed to legislation and other relevant codes, and must ensure balanced 4 and accurate information is given.
Parliamentary lobbyists have an extensive code which 5 relates to their conduct towards MPs and clients. The quality of consul- 9 tancy has improved over the past few years, but there is an increasing gulf between 10 those who are keen to add value and to make that value tangible, and those who 11 want to continue to trade on some black box mystique. The latter are dinosaurs. In 38 per cent of the 16 countries, PR had been criticised for unethical conduct Lloyd However, as Director General 25 of the IPR, Colin Farrington, says 26 27 We are not equipped with police powers to investigate, and are reliant on complaints 28 before we act.
Whilst some might feel that as we are not a statutory body our disci- 29 plinary procedures are our own affair, the courts would expect us to act in a defen- 30 sible way. There 41 are ten elements in the CMS, and member consultancies must score at least 50 per cent 42 in each section to pass. Client satisfaction must be measured and service delivery moni- 46 tored.
A commitment to training and development is also included. A lot of people have put a 9 lot of work into developing the professional standards, and we are committed to 10 upholding them. It is synonymous with trust and trust is the lubricant that 16 makes our practice function.
Two years later 20 [he]. He was forced to resign. A further report on this topic was published in October 8 A review paper was then published, and further evidence was sought by May 9 The three bodies stated that they had adopted supple- 14 mentary and virtually identical codes to govern practice in this area.
The concept of social accountability is 46 becoming more widespread, and it is not only companies like the Body Shop and the 47 Co-operative Bank that are setting up social auditing systems. A report was commis- 48 sioned by BT at the beginning of to examine what roles companies could and 49 should take in society, and whether undertaking these roles was good for business Future Foundation They recognise that in order to achieve this, they 6 must get the message across about ethical and professional working standards, to counter 7 the historical beginnings of the industry in press agentry and publicity.
Whether or not 8 the IPR achieves chartered status, it has shown an increasing maturity in addressing 9 the concerns of the industry as a whole, rather than concentrating simply on the concerns 10 of its members. The problem, ironically in an industry which prides itself on the ability 11 of its practitioners to communicate, is one of getting the message across to the rele- 12 vant stakeholders in business and government.
The following case study demonstrates the importance of a strategic approach to corporate communication and 29 illustrates what can happen if symmetrical or reciprocal relationships with key stake- 30 holders are not effectively managed. The new bank would operate 7 only through telephones and computers. His 10 Christian Broadcasting Network reaches 55 million viewers a year. Utilising the internet and other media, these groups co-ordinated 19 attacks on the deal.
They set up websites with links to the media and the bank to help 20 the public to learn more about the issue and to register their condemnation. Media coverage became dominated by reports of city 44 councils, universities, trade unions, charities and churches threatening to close their 45 accounts. A joint state- 2 ment said, 3 4 Dr Pat Robertson and Peter Burt, following a meeting in Boston yesterday, agreed 5 that the changed external circumstances made the proposed joint venture.
In reaching this agreement Dr Robertson expressed regret that the media 7 comments about him had made it impossible to proceed. We would like to see the bank reaching out to minority groups 18 to rebuild its reputation for equal opportunities, which before the Pat Robertson busi- 19 ness was very good. The bank failed to predict the 28 strength of public reaction after announcing the deal with Dr Robertson.
We have a long- 30 standing commitment to ethical values, tolerance, equal opportunities, and non- 31 discrimination in all our dealings. Determination to uphold these principles as we 32 develop our business world-wide will continue to characterise the Bank of Scotland. They not 44 only do things right — they do the right things. In doing so, they act like 45 good citizens. However, its actions teaming up with Robertson and 3 defending the deal by attempting to distinguish between the ethics of commercial deci- 4 sions and the personal views of business partners is not congruent with the core values 5 its statement expresses.
At the time it with- 11 drew from the venture, only accounts had been closed by British customers 12 compared with more than 21, opened during the same period Guardian, 13 Clearly the potential gains would vastly outweigh the losses. As Fombrun 22 81 explains, 23 24 Corporate reputations have bottom line effects.
The economic value of a corporate reputation can 28 therefore be gauged by the excess market value of its securities. These stakes should be recognised by those whose actions may 10 impinge upon them. Individuals should recognise that their behaviour can have reper- 11 cussions upon society. They should act in a responsible way that does not damage 12 others. Indeed, the BoS could be deemed to have transgressed several of the 29 tenets of stakeholderism.
The bank opted for sustainable development. Effective public relations strategists are involved in 49 organisational decision making see Chapter 4. Public relations should do formative research to scan the environment 14 and the behaviour of the organisations to identify these consequences. At this 21 stage focus groups are particularly helpful. The 27 media play a major role in the creation and expansion of issues.
At this stage, research should segment publics. In doing so it should follow steps 4—7. Indeed it argues that by adopting a stakeholder approach a 15 company will be well managed and therefore able to deliver greater value to its share- 16 holders. Not only did the internet 33 enable pressure groups to mobilise public pressure; it also facilitated fast and effective 34 access to information about the American preacher. We did not expect that the controversy he was associated with there would 45 have transferred to here where he has no political constituency or business.
However, 15 both the bank and Robertson were often reported as being unresponsive, refusing to 16 comment or blaming media distortion for their predicament. Eventually Robertson changed his PR approach and invited the press to America to visit his organisation and 18 speak to him directly. However, media views were already entrenched. They have got in a muddle. The next chapter examines 33 whether corporate images can be managed, and subsequent chapters consider other 34 aspects of corporate PR such as public affairs, issues management and corporate social 35 responsibility.
An effective communication strategy would also utilise the range of 36 approaches for communicating with different stakeholder groups examined in Part III. It is a vital aspect of motivating a wide range of stakeholders including voters, employees, shareholders and consumers. The Body Shop is socially responsible, it cares 22 about animals and the environment.
As such, identity includes design aspects such 27 as logos, colour, typeface and house style but also embraces less tangible elements 28 such as behaviour, culture, values, mission, communication style and associations 29 with personalities, charities, political parties or other organisations via donations or 30 sponsorship.
Rule Britannia or cool Britannia? Getting the identity right is 32 strategically important. Some of the results are shown in Table 7. This chapter will explore the meaning of corporate 38 identity and image. It will then consider identity and image management and conclude 39 with a case study exploring an identity change programme. To formulate an 48 image, publics interpret an identity in a wider context with broader frames of reference.
Many people exposed 22 to these aspects of its identity may well formulate an image of Nike as a high quality 23 and fashionable arbiter of good design. The 36 Nike case illustrates this well. And, if so, how? Clearly though, controlling identity is not simple or straight- 2 forward. A sans 29 serif typeface, favoured by the tabloids, is often deemed to invoke modernity. The change in visuals was interpreted as 32 symbolising a major ideological shift from hard left to centrist politics.
In addition to avoiding negative 40 connotations, technical, creative, fashion and cost requirements all have to be consid- 41 ered. It includes the existence or absence and distribution of status 48 symbols such as executive washrooms, plush carpets and parking spaces.
This aspect 49 will be referred to later as part of a consideration of organisational culture. Not all organisations want to represent themselves as a 6 homogenised unit though. Some are decentralised and a corporate identity should 7 signal this.
Clearly, organisations should involve a range of stakeholders in 22 determining core philosophies and values and clearly communicate the agreed goals. The concept of CSPs fosters a notion of an organic process of 32 developing and communicating organisational images rather than a top—down approach 33 which limits staff to static, agreed perceptions.
And a plethora of recipes for changing organisational cultures are 44 currently on offer. The cultural web illustrates the complexity 31 of organisational culture and, in practical terms, the areas that should be investigated 32 as part of any attempt to audit culture as part of corporate identity. It could also be argued as being a similar concept to corporate 40 personality. In terms of trying to effect a particular corporate 15 image, however, the notion of a corporate portrait not an actual personality but a care- 16 fully constructed replica of a personality is useful.
Whether this perception was fair or not will be debated 37 elsewhere. The point here is that public relations practitioners must carefully consider 38 the motives and ethics of their practice. Thus, it is crucial that we probe the structure and meaning 44 of that process of representation.
Does this mean that one person really 14 knows the identity of another person after having read his or her passport? Truly 16 to know the identity of people, we must go much further. We must have long discus- sions with them, we must ask them about their tastes and convictions, and we must 18 learn their histories. Stakeholder analysis techniques discussed in 25 Chapter 6 should be used to identify the relevant stakeholders to be used in the research.
So a combination 29 of research methodologies must be adopted, targeted at a range of stakeholders. These 30 could include content analysis of corporate documents, surveys, focus groups, inter- 31 views and critical incident analysis. Narrowing the gap 42 between actual and desired image is the objective of a corporate identity programme. As Grunig and Hunt explain, 12 13 Too often, management wants an easy way to gain the loyalty of employees and 14 get more work out of them. For example, 19 if an organisation professes innovation as a core value, but has a highly bureaucratic 20 structure involving layers of decision-making and centralised power, then innovation 21 will not be fostered.
Its task is to study and document the way in which the different parts of the 31 organisation present themselves in terms of the three traditional areas of design — 32 factories, showrooms and so on; product, packaging and information material; vehicle 33 liveries, signs, brochures, advertising, instruction manuals and every other form of 34 graphics.
What does it all look like? What message is it meant to convey? Such 6 a plan would often aim to manipulate the variables of corporate identity to ensure they 7 suggest a coherent and desirable personality. But is it really possible to manipulate the 8 appropriate variables symbolism, communication and behaviour effectively?
However, consultants sometimes claim just this. Corporate 21 identity can, therefore, never be wholly managed. Provided readers 25 retain a realistic mindset about what can really be effected, a number of useful multi- 26 step corporate identity management plans are available in the literature: Dowling , 27 Olins , Bernstein , van Riel , Abratt and Ind It should enable 31 the following questions to be answered: 32 33 1 What is our current image?
Problem analysis 2 3 4 2. Current positioning 5 6 7 6. Gap analysis 8 9 10 11 3. Translation 4. External image 5. Competition into CI mix research market analysis 12 13 14 15 7a.
Maintaining 7b. Adjusting current 7c. Determination 16 current positioning positioning of new position 18 19 7d. Maintaining 7e. Adjusting 20 CI policy CI mix 21 22 23 8. Determination of 24 consequences for CI mix 25 26 27 28 8a. Personality 8b. Behaviour 8c. Communication 8d. Symbolism 29 30 31 9. In this adapted version, feedback loops inserted between each 45 type of evaluation and the beginning of the process problem analysis indicate the 46 addition of a further step.
The feedback loop 49 also represents the cyclical nature of corporate identity management. It must not be seen as a one off procedure but as an ongoing strategic process. Feedback loops are credible 8 only if the organisation has the ability to listen to what it hears and the desire to 9 act upon what it discovers. At that time, research was just beginning to demonstrate the link between 26 poverty and ill health. The College worked to improve standards of health and living 27 conditions and campaigned for the introduction of district nurses to care for women in 28 their homes.
Within a generation, infant mortality in Scotland was reduced by 50 per 29 cent. Some 3, students from 50 countries worldwide study a wide range 35 of subjects, from dietetics to drama, from radiography to retail business and, of course, 36 corporate communication. However, 49 it aims to achieve the university title by Rather than inserting the new word into the existing logo 9 however, the Principal and senior management recognised the necessity of a more funda- 10 mental and wide-ranging corporate image audit to help the University College achieve 11 its future strategic aims.
Not 13 just thinking about how we look, but about our culture, our values, and how we commu- 14 nicate an accurate image of who we are. Having expounded often dearly held opinions, partici- 6 pants could then be led through the group processes17 up the conceptual ladder to a 7 stage when valid and interesting views were proffered. Some were commonly well regarded by 15 participants whilst different publics held distinctive views about some important aspects. This is particularly 13 interesting in relation to the discussion of consistency above.
Figure 7. The 35 new visual identity will be consistently used across applications ranging from letter- 36 heads to vehicle livery, uniforms to websites.
Symbolism has 41 clearly been affected by the QMUC corporate identity plan. But what about the other 42 important aspects, behaviour and communication? A number of 45 initiatives have been launched in response. Staff are involved in determining their own criteria for success. My job is to look at the way we need to behave 33 in order to deliver in these areas.
Then, a full attitudes 37 survey has been commissioned to determine staff views. As Wright 44 explains, 45 46 Our research will identify the management style needed to help QMUC develop and 47 achieve future success. We will then design a training programme to help effect 48 this approach.
I anticipate that it will involve developing coaching skills associated 49 with empowering staff and a communication style aimed at giving and receiving feedback. Broadly speaking, corporate 6 identity was originally seen as the visual symbols an organisation used such as logos, 7 house style and other representations associated with design.
For some practitioners, 8 that view still persists. However, more recently the concept of corporate identity has 9 been broadened to include linkages between corporate strategy and communication. For a more detailed consideration of the concept, see Chapters 4 and 6.
For further 36 information refer to Vernelle 28—9. The interactive corporation tries to get a reasonably accurate agenda 23 of public issues that it should be concerned with. An oft-quoted 33 example of this is the growing importance of the environmental lobby. Issues management is therefore preventative. This version of events is then picked 31 up by credible individuals or groups in the dissemination phase.
The example quoted by Femers et al. The 35 problem with the chip eventually cost Intel several million dollars. In the third, estab- 36 lishment, phase, popular media deal with the issue and it becomes known to a large part 37 of society. Finally, public interest declines and the issue drops off the media agenda. Accompanying 45 this has been a substantial rise in support for pressure groups that target those multi- 46 national corporations in order to highlight their polices on.
He also warns against the rise 8 of anti-scientism. John Vidal 13 reported that shareholders in Huntingdon Life Sciences, which tests on animals 14 for the pharmaceutical industry and has been the focus of much pressure group activity, 15 had been sent a letter by the British Union for the Abolition of Vivisection Reform 16 Group AVRG that warned them to sell their shares or face having their homes pick- eted.
One individual who refused had been the victim of a peaceful demonstration 18 outside his house. Companies are having to become more aware not only of their own 19 policies, but of those of other companies that they may invest in. Few companies 27 had corporate strategies in place to deal with the problem, and tended to rely on media 28 publicity to get their message across rather than taking a strategic approach to the issues 29 raised by pressure groups Hamilton Michael Murphy notes the importance of cultural identity.
Whilst 36 huge trading blocs such as the European Union have been established, and trends towards 37 deregulation in the marketplace are apparent, there has also been a growth in national- 38 ism. This has manifested itself in the UK in devolution to the national assemblies in 39 Wales and Scotland. Greater access to information allows people to make 46 more informed choices. Lobbying can be either defensive, designed 14 to abolish or amend an existing law, or offensive, aimed at pushing the authorities to 15 create a law.
An example of offensive lobbying was the successful Snowdrop Campaign 16 by parents of children killed at Dunblane, which quickly forced a change in the regulations on private hand guns. The key to lobbying is to understand the legisla- 18 tive process, and how that of the UK and the different national assemblies operate 19 within the European Community.
Increasingly, competition on an international scale 20 means that it is necessary to take wide-ranging cultural and legislative practices into 21 account. For example, Shell found that its decision to dispose of Brent Spar in the 22 North Sea provoked a reaction from pressure groups across Europe.
In the end, despite 23 the rationality of its argument, a well-orchestrated campaign caused the company to 24 change its policy. He also noted that groups are not equal in 28 wealth and while some can hire public relations consultants, others cannot.
The later a campaign begins, the fewer 36 choices are open. Miller Roche 23 names four common lobbying mistakes: 37 38 1 Contacts are no use unless you have a sound case. They may 46 take on an in-house specialist, as is most likely in large organisations that need to 47 be constantly aware of issues and legislation.
However, there have been calls for 5 regulation of this process see Chapter 5. The problem remains that many lobbyists are not members of any 13 of these professional associations and so cannot be governed by any of their rules.
Bryceson still carries out 15 lobbying work on a pro bono basis for certain special interest groups he supports. Where 16 does lobbying start — is it only when someone is paid to do it that regulation comes into play?
This changed the way that lobbyists worked and shifted emphasis onto 24 government advisors. Parliament was also noticeably younger and contained more 25 women and ethnic MPs.
Relationships had to be formed between lobbyists and these 26 new MPs. By simply paying attention to an issue and 48 neglecting others, the media will affect public opinion. Over 90 per cent of answers are 8 written, and are a good way to bring a matter to the attention of Ministers and other 9 MPs.
Lobbyists may seek to persuade an MP to ask a question on behalf of a particu- 10 lar organisation or to support a particular cause. All questions and answers appear in 11 Hansard. Whitehall departments and the European Commission draft policy and 23 implement decisions formally made by Ministers and Commissioners. Advisory 27 committees and task forces in the UK and Committees of Experts in the EC, made up 28 of outside specialists, may also act as consultation bodies.
The European 43 Council consists of all heads of state and meets twice a year. The Council of Ministers 44 includes ministerial representatives of the member states, in proportion to their popu- 45 lations.
The Presidency is held by member states in turn. These institutions are supported by 49 civil servants and other advisers. The legislative process is mainly governed by the Council, the Commission which has the right to initiate proposals and the Parliament. Professional lobbyists would be 20 expected to know which element of the system to approach and how that element would 21 wish to be treated. By treating receivers of information as stakeholder publics, lobby- 22 ists can increase the likely success of their case.
Due thought needs to be given to how 23 the system would receive the information and respond to it. Miller also suggests that 24 the bulk of issues are settled by negotiation, rather than by a simple lobbying process. Some of the global organ- 33 isations have competing priorities. The World Bank places an emphasis on cash crops 34 like tobacco over subsistence farming, yet the World Health Organization discourages 35 tobacco use.
The remit of the new body was still 40 to investigate and report on proposed mergers, but the emphasis shifted towards consid- 41 ering whether decisions would mean better services for consumers. The chair of the 42 Commission Dr Derek Morris stated that the Commission would prioritise consumer 43 interest over all others, and that its proceedings would be more transparent. But the importance 48 of support from third parties has grown.
Whilst members of the public were not able to make 3 submissions, they were able to attend hearings which previously would have been held 4 in private Freeman Railtrack has a long-term national agenda. The second case study 8 looks at the Voice of the Listener and Viewer VLV , a small pressure group depen- 9 dent on member subscriptions for its income. Despite this, VLV has held several confer- 10 ences with well-respected speakers and has been invited to submit responses to 11 government bodies.
The company owns the rail infrastructure, including track, signals, bridges and all 2, stations. Whilst privatisation freed Railtrack from the necessity 18 of approaching the Treasury each year to gain funds to keep the trains running for the 19 next twelve months, the rail industry receives a substantial although decreasing level 20 of public subsidy and is therefore accountable to the government.
Privatisation has also 21 increased expectations of the industry, not only from politicians but also from the general 22 public. Whilst Railtrack does not run trains, and its customers are the train operating 23 companies rather than passengers, the infrastructure obviously substantially affects the 24 travelling experience.
The Labour government 31 is also pro-public transport and wishes to operate in partnership with business. With 32 the Strategic Rail Authority emerging under the responsibility of the Department of 33 Transport, Environment and the Regions, Railtrack needs to have a coherent and consis- 34 tent public affairs policy.
Whilst 39 the latter have an important role to play in helping you shape strategy and key 40 messages, it is important that the company is seen to lead in contacting politicians 41 and civil servants.
We are moving to a situation where we are retaining an agency 42 on an ad hoc, project basis rather than on a retainer, but we are predominately doing 43 the work ourselves, in-house. Whilst the team has increased in strength and moved 44 from being a mere packhorse to being involved in strategic thinking, there are still 45 only four people in my team. We have to be more cerebral than that. No lobbying is better than 49 bad lobbying. If you mess it up, it can have a negative effect so that it is harder to make an approach the next time.
But 16 the surest way to the hearts and minds of MPs is to break it down to constituency sized chunks. I can then make an indi- 25 vidually targeted package of information for each MP which will contain details of 26 what we are doing in their patch. On average, we have at least one MP visit to a 27 station site each week, where they can don a hard hat, see what work we are doing 28 and get local coverage in the media.
Improvements to station surfaces, better disabled 29 access, more bike racks, repairing the clock tower, they can see what they are getting 30 for the money.
We can analyse where complaints are 33 coming from and what those complaints are, whether it is vibration from trains, 34 noise or vandalism, and match our activities to their agenda. We want to stop the 25, people who write to us complaining from 37 writing to their MP. You have to be careful not to negotiate through 3 the media, with government ministers feeling like they have been ambushed by 4 reading something in the media which they should have heard directly from you.
A close relationship with the Chief Executive 9 and senior directors is essential so that public affairs does not become marginalised. This is in contrast with 14 VLV, described below. Around people wrote in support of a piece in The Sunday Times calling 23 for an association of listeners, and a public meeting was organised in November We cover both. It aims to safeguard quality and editorial integrity of broad- 46 cast programmes, and promote wider choice.
After his 3 appearance, VLV was invited to submit a response to a consultation on audio-visual 4 material conducted by the European Commission. There is an 9 incredible complexity of issues that we are dealing with. She was concerned that the legislation could 18 lead to the prevention of video recording of programmes. Current objectives include safeguarding Channel 4 as a public corporation. With this small 35 workforce, VLV runs between seven and ten conferences each year, produces a 36 newsletter and various publications, responds to consultations by national and European 37 bodies, and has given evidence to three Select Committees.
The association submitted 38 a response to the panel reviewing the future of BBC funding, recommending the raising 39 of the licence fee. Despite this, prices for attendance 43 are kept to a minimum to ensure accessibility for all. Funding comes mainly from 44 subscriptions and donations. We threat- ened a judicial review and they backed off. In the end the 2 BBC got to keep 80 per cent of the money, which they used to fund development 3 of their digital channels.
Societies have developed various kinds of social 27 rules, such as legal rules, or even the rules of etiquette, which act as a framework or 28 guide to behaviour. Moral rules are sometimes regarded as just another set of social 29 rules, but societies are structured around moral rules in a peculiarly fundamental way.
Most notably there can be clashes between moral rules 32 and legal rules. Nevertheless 36 it is the case that, in all societies, a great majority of people accept that they should 37 adhere to certain fundamental moral rules.
Breaking these rules will meet with sanc- 38 tions of various kinds, from disapproval and ostracism to, in certain cases, legal penal- 39 ties. Moral rules help to structure social relations, and many of the decisions that 40 individuals and businesses make must take account of them. Corporate social responsibility involves the 43 idea of business being proactive in its relationship with a range of social actors and 44 doing more than just trying to avoid breaking moral rules.
A key example of corpor- 45 ate social responsibility in practice is corporate community involvement see Chapter 46 This is certainly not 3 the case. The next section will relate these ethical theories to debates surrounding whether 8 or not social responsibility is desirable at all.
Non-cognitivism is the term used to describe the belief that morality 20 is subjective or culturally relative, that is, in regard to moral right and wrong there are 21 only beliefs, attitudes and opinions.
From the consequentionalist perspective we look at the results 30 of actions in order to make a moral judgement about those actions. The classic formulation of this position is that of the 40 English philosopher Jeremy Bentham — Happiness is the only thing desirable as an end in itself and all other things 42 are only desirable as a means to the end of happiness.
For Bentham, therefore, actions 43 are right to the extent that they maximise happiness or, at least, minimise unhappiness.
Every sweet feature you might think of is already included in the price, so there will be no unpleasant surprises at the checkout. You can contact us any time of day and night with any questions; we'll always be happy to help you out. Free Features. Do My Paper. Essay Help for Your Convenience. Any Deadline - Any Subject. We cover any subject you have. Set the deadline and keep calm.
Receive your papers on time. Detailed Writer Profiles. Email and SMS Notifications. Plagiarism Free Papers. We double-check all the assignments for plagiarism and send you only original essays.
Chat With Your Writer. Communicate directly with your writer anytime regarding assignment details, edit requests, etc. Affordable Prices. Success Essays Features. FREE Formatting. FREE Title page. FREE Outline. Assignment Essay Help. Best Customer Support Service. Affordable Essay Writing Service.
0コメント