The Kite Runner, Purple Hibiscus By Chimamanda Ngozi...

Privilege is a large topic of conversation in today’s society. It appears in many ways through race, gender, sexuality, religion, income; even where you live can impact the privileges you have over other people. In the following three books that we read this year in English 10; The Kite Runner by Khaled Hosseini, Purple Hibiscus by Chimamanda Ngozi Adichie, and How the Garcia Girls Lost Their Accents by Julia Alvarez, privilege plays a large part in the development from childhood to adulthood. But how specifically has privilege shaped the character’s single stories of the surrounding world, and how have they overcome them? When the inherent ideologies that come with privilege are encouraged, or not actively combated by parents, they can easily cause young children to become ignorant of the lives of people around them. The parents in all three of the books choose the more passive root, therefore causing their children to believe they are superior, in the case of Amir fr om The Kite Runner; naive, in the case of Kambili from Purple Hibiscus; or a combination of the two, in the case of the four daughters from How the Garcia Girls Lost Their Accents. But with time and new experience, the characters in these various novels are able to move past their single stories by exposing themselves to a different culture or another side of their own. In the Kite Runner, Amir struggles growing up with a distant father. He feels deprived of love and affection, which in turn leads him to

Summer Freedom Changes For Football Season And...

And Now It’s Time for a Celebration of Learning Summer freedom changes to football season and standardized tests for students as they return to school. Back-to-school shopping has barely ended when most students start taking their first big tests, such as the SAT. Friday night hype and school pride fades into a tired Saturday morning in school where it is the student with her bubble sheet and booklet, twenty other kids, and that one guy who will not stop coughing. Tests like the SAT are believed to show a student’s knowledge well-enough to affect the course of their future. Most students believe this to be unfair, even those who have adequate access to preparatory courses and materials. However, not all students are rising from previous grades, or even coming from their own home. Many students go unthought-of, such as refugees from war torn countries. Children fleeing places such as Syria and Iraq will start school in the fall alongside the common American child if cert ain skills are deemed proficient. But most standards for proficiency fall at a minimal level, and put students in a difficult position that they may not fully understand. And this does not happen with just refugees; it happens to other marginalized groups in the United States. When people say that there are issues with tests and the way they are employed, they are not wrong, but the problem goes deeper than just the average American student. 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Understanding Managing Diversity Metro Trains †Free Samples

Question: Understanding Managing Diversity Metro Trains? Answer: Introduction Recent studies have indicated that women make up 18% of the total top corporate leadership positions, in addition to making less than their male counterparts. Despite being in the 21st Century, there is still much work to be made in terms of workplace diversity and equity. Understanding and managing diversity in todays workplace is all about creating and maintaining a positive work setting where the distinctions and similarities of individuals are valued (Mor Barak, 2011). Current literature on diversity management has mostly focused on organizational culture, human resource management, impact of culture on diversity openness, results related to managing employee diversity, institutional settings and organizational contexts to diversity-oriented pressures, among others. Diversity management is considered to be the key to development in todays intensely competitive worldwide marketplace. Organizations can no longer hide behind their lack of cultural intelligence, and those in search of worldwide market relevancy are forced to welcome diversity. To understand diversity is to treat organizational staff authentically down to the source of an organizations business model. Interestingly, corporate leaders tend to pay lip service to diversity, but do not actually live it (Hannum, McFeeters Booysen, 2010). The business world is changing and the novel populace carefully assesses how organizations relate to it. What most managers do not realize is that diversity in todays workplace is another way of saying affirmative action, and that is why businesses must support it so as to safeguard their brands in the commerce and among their consumer audience. Organizations must now think about diversity beyond addressing niche needs, and look more widely to reinvent t he manner in which they think about how business is carried out. Metro Trains, a joint venture between MTR Corporation, UGL Rail, and John Holland Group, is Australias most recognized franchised operator of the suburban railway network in Melbourne (Carr-Ruffino, 2009). It operates a fleet of 420 3-car train sets on 869Km of track, in addition to being able to travel over 30million kilometres. The organization also provides more than 225 million customer boardings annually, carrying an estimated 415,000 passengers each weekday (Bell, 2012). Metro Trains has so far employed a workforce of 3,500 rail experts with the inclusion of mechanical and electrical engineers, train drivers, customer service representatives, and network operations experts. The railway industry has long since been considered a conventionally male dominated industry. However, Metro Trains is breaking new ground. The organization has committed itself in ensuring that it has the most skilled and driven individuals on board to change the future of Melbournes railway. This includes welcoming the diverse experience, expertise, and skills that women bring to the workplace. Melbourne is viewed as Australias rapidly developing city which is increasingly dependent on public transport networks. That is why Metro Trains is committed to establishing one of the best engineered railways globally. Since its launching in 2009, the organizations momentum to develop and transform the network remains steadfast, understanding it can no longer operate as a conventional suburban railway (Ozbilgin Tatli, 2008). Historically, the physicality of the railway infrastructure combined with outdated career ideals cast an influential cloud over what a railway employee looked like. However, today, the right balance Metro Trains recruitment processes have adhered to the trend of challenging norm. Following the inspiration by the authority of technology, availability of diverse expertise pools together with the need to adopt special engineering principles, the organization has quickly let go of this particular reasoning. Discussion Areas of diversity that is relevant to Metros business, both from an employee and client/customer viewpoint (issues faced in terms of diversity) Almost 17% of Metro Trains 4,300-person strong workforce is female, and this number is on the increase following every recruitment campaign. The female influence is quite evident across all aspects of the companys business from infrastructure to rolling stock, from projects to stations (Bell, Ozbilgin Surgevil, 2011). Metro has given high priority on equality in that its recruitment plan is founded on luring a 50/50 balance of both men and women in search of novel positions. Metro Trains believe that diversity and inclusion results in better business outcomes. Surpassing gender diversity, the organizations diversity and inclusion approach has placed much emphasis on the diversity and individuality of its workers, thus establishing a genuinely empowering work setting for all its workers. Similar to any other diverse workforce, Metro Trains has also faced some issues in terms of diversity. For instance, there were recent claims that some Metro Train drivers were intentionally halting trains in a position where they could look up womens skirts (Agboka, 2011). Moreover, there were additional claims of a poisonous culture at the organization, involving gender discrimination, and bullying. It was evident at the time that some of the organizations staff had lost their moral compass, as it were. A male on-the-job driver trainer is said to have urinated in the presence of a woman trainee driver while evaluating her capabilities (Pugh, Dietz Wiley, 2008). The trainee made a mistake and as a result, failed her evaluation and was dismissed by Metro Trains. In other instances, women were being discriminated upon through inappropriate comments being made both of an offensive and sexually explicit nature. Sammie Black, the companys spokeswoman denied these claims suggesting that Metro Trains did not tolerate workplace harassment or discrimination. In the course of its business operations, Metro Trains has acknowledged that creating and managing a diverse workforce has avoidable curable and avoidable challenges that can be quite destructive to the organization. For instance, given the diverse workforce, many distinctions exist in terms of communication styles. One key challenge of managing diversity at Metro Trains has been poor communication between workers (Winston, 2010). It is evident that it is easy to misunderstand an individual who communicates differently. This in turn leads to poor office relations and misinterpretations. Implementation of unorganized diversity plan is another challenge faced by todays diverse organizations. That is why managers are expected to take a well planned approach, and implement a strategy that is well communicated and thought-out to the staff. Notably, every company has individuals who are resistant to the changes and diversity it brings, even in the most constructive of settings. Metro Trains has in the recent past implemented technological changes and those who had not taken the diversity plan seriously were a big challenge to the managers. The negative attitudes displayed by the employees were damaging to the morale of other employees, slowing down constructive transformation and decreasing productivity (Ritchie, 2008). Metro Train managers and HR personnel handled this particular issue by effectively communicating the benefits that would ensue following the technological change. Workshops were also introduced to better educate the resisting employees. In Australia, the rail industry is undergoing a renaissance, with state government boosting their funding for public transport infrastructure. Important elements such as safety and diversity are now at the forefront of corporate strategies and novel innovations (Mor Barak, 2011). Technologies are also being applied across the network to create greater effectiveness, reliability and productivity in passenger and freight sectors. Diversity and inclusion are also a priority in most rail companies in Australia and New Zealand. Companies which have a diverse workforce tend to supply a greater option of solutions to issues in sourcing, allocation, and service of resources. Employees from diverse backgrounds usually bring individual experiences and skills by suggesting concepts that are flexible in adapting to unpredictable customer demands and markets (Hannum, McFeeters Booysen, 2010). Diversity at Metro Trains tends to inspire all of their workers to perform to the best of their abilitie s. Having a diverse workforce means that employees are comfortable in communicating different perspectives, thus providing a larger pool of experiences and concepts. Metro Trains can draw from these ideas to meet business strategy needs and those of its customers more efficiently. On the other hand, customers or clients are more attracted to organizations that have a diverse workforce. This is because they feel that they will be understood by the diverse workforce who may have similar cultural, ethnic or national backgrounds (Carr-Ruffino, 2009). Given that Metro Trains consists of a diverse collection of experiences and abilities such as cultural understanding and languages, the organization is able to provide service to its customers on a worldwide basis. Ethnic diversity, different viewpoints, and cultural multiplicity tend to bring vivacity to the workplace. Having a humanitarianism spirit has helped shape Metro Trains workers to becoming better citizens of tomorrow, and this is som ething that most potential customers would want to be associated with; an organization that is conducive and welcoming to anyone regardless of their race, ethnicity, gender, or religion. An approach currently taken by Metro in managing diversity For a company to survive in todays rapidly transforming and harsh business environment, it needs to manage and use its diverse workplace efficiently. Managing diversity is considered part of Metro Trains organizational culture. To successfully manage a diverse workplace means having strong policies of equality in place. Once this has been accomplished, then the organization can work on implementation of diversity measures throughout the whole company (Bell, 2012). Australia is currently becoming a destination for a diverse population and companies are recognizing the value of having a diverse workforce. Most of the organizations across the nation have implemented diversity programs in an effort to take advantage of the strengths of multifaceted workers. At least that is what they say they are doing. There are a number of approaches that can be taken in managing diversity, each with its own technique of achievement and objective. While some organizations see diversity as a numbers game where it is attained by promoting the appropriate number of minority employees into major positions in management, others behave as if diversity is just a passing fad where one jumps on the bandwagon and then gets off when the interest fades (Ozbilgin Tatli, 2008). Some organizations have made an effort to establish an organizational culture that genuinely values its diverse workforce and eliminates hindrances that randomly limit individuals within the company. On the other hand, there are a few organizations in Australia that have learned how to obtain 100% from their workers because they are knowledgeable on how to bring together the total potential of their workforce, regardless of the diversity of their workers (Bell, Ozbilgin Surgevil, 2011). The four main approaches that an organization can take in managing diversity are affirmative action, brand image, maximizing the performance of all workers, and establishing a culture of acceptance. The main purpose of affirmative action approach is to create an organization that genuinely provides equal opportunity for individuals of diverse personalities and backgrounds to be paid justly, promoted equitably, and win construction tasks. Brand image creates an image of being an organization that values the diversity of its staff (Agboka, 2012). The main concentration is on getting name acknowledgement and honors for the organizations diversity programs. Brand image approach aims at getting the organizations name out as much as possible so individuals or potential customers accept the message that it is a diverse organization. Capitalizing on the performance of all employees is an approach that is achieved by eliminating hindrances that tend to restrict a persons potential, regardless of whether or not those hindrances are diversity problems or other barriers that limit a persons progress. This particular approach aims at increasing the productive output of each person by understanding their special distinctions and overriding that which keeps them from attaining their full potential (Pugh, Dietz Wiley, 2008). Capitalizing on employee performance demands a mature and refined approach to managing the business utilizing suitable management methods. It also demands embracing the fact that diversity is a typical practice of good management wherein managers are responsible for the increment and effectiveness of all of their workers, so they can be more productive. Lastly, establishing a culture of acceptance is an approach that seeks to establish an organization that genuinely values and acknowledges the diverse nature of its workforce (Winston, 2010). It also aims at getting everyone to embrace and be aware of the differences that exist amongst them so as to minimize disagreement, capitalize on performance, and allow individuals to attain their full potential by eliminating diversity hindrances or disagreement in the workplace. The type of approach that Metro Trains has taken up in managing diversity is the establishment of a culture of acceptance. It has also taken up a few dimensions of diversity in an effort to build a more balanced workforce and thus be recognized as an employer of choice. These dimensions include gender through placement of more women in management positions, religion and cultural background through demonstration of a larger number of distinct nationalities and more cultural diversity in top positions, and age through in tensification of an open-minded association between older and younger workers (Ritchie, 2008). Metro Trains is currently promoting a mindset that opts for rationality rather than seniority. On the other hand, employment of individuals with disabilities that goes beyond lawful minimum requirements is another dimension of the organizations approach to having a culture of acceptance. Given that todays diverse workforce incorporates different sexual orientation such as bisexuals, intersexuals, transsexuals, lesbians, gays, and the queer, Metro Trains has committed itself in promoting open-minded interaction with individuals who practice a different sexual orientation (Mor Barak, 2011). This has been evident in its 2016 Campus Days campaign where it launched an ambassador initiative as part of a workshop on the subject of sexual identity and orientation. Two strategies the business could implement to improve their diversity practices Metro Trains understands that diversity training along is not enough for its diversity management plan. A strategy needs to be established and implemented to establish a culture of diversity that will penetrate every division and function of the organization. As already indicated, Metro Trains strives to nurture career development opportunities for all of its workers. Strong diversity management has so far provided this particular company with a competitive edge in the market. To continue luring and retaining highly desired workers, organizations such as Metro Train need to work hard so as to include an efficient diversity program into the workplace (Hannum, McFeeters Booysen, 2010). There are a number of strategies that an organization can use to develop and leverage their diversity programs. For instance, a diversity strategy can be developed utilizing similar intent goal-setting processes used to design conventional business-related goals. Creating a stand-alone committee constituting of members symbolizing all aspects of an organizations workforce is a second strategy that can be implemented. Thirdly, employees can be encouraged to engage in civic and professional companies that encourage diversity (Carr-Ruffino, 2009). This will provide outstanding networking opportunities while at the same time foster mergers that will enhance access to a broader pool of diverse candidates. Fourthly, being intentional with hiring practices is also a strategy that can be implemented by an organization. If a company has intranet, it is important to incorporate a diversity page where people can post updates and any information regarding what the company is doing from a diverse angle, any upcoming community events or any relevant initiatives. Two strategies that Metro Trains could implement to improve their diversity practices are the creation of a stand-alone committee and engaging in civic and professional companies that encourage diversity. Metro Trains need to ensure that its leadership plays a visible role while establishing the committee. It also needs to empower this diversity committee to create a diversity statement consistent with the organizations strategic goals and empower it to create initiatives that support diversity (Bell, 2012). Such initiatives may incorporate lunch and workshops with features speakers, mentoring, community outreach programs, diversity workshops, and establishment of workplace kinship and worker resource groups. On the other hand, involvement with professional companies will be beneficial in that it will strengthen associations among workers as they collaborate to serve groups they are passionate about (Ozbilgin Tatli, 2008). Many companies in Australia exist that acknowledge the advantages brought about by having a diverse workforce. It would be an added advantage if Metro Trains could offer language training given that it will be dealing with a diverse committee. By so doing, the organizations stand-alone committee will be in a better position of understanding and communicating what its potential customers prefer with regards to its services. Additionally, Metro Trains need to make use of its already existing staff in the launching of community outreach programs. The staff needs to constitute minorities because they would most likely attract potentially diverse candidates, thus creating a positive image about the organization. Conclusion Today, most progressive organizations have embraced the idea of diversity. The challenge has been to make it work by ensuring that all individuals feel welcome within the organization and have an opportunity to rise to the level their competences allow. In the past, diversity was seen as a matter of employment equity or affirmative action. However, in todays business world, a diverse workforce is largely seen as a significant business imperative that should be incorporated into every companys strategy. Having a diverse workforce means delivery of better decision making, satisfied customers, increased productivity, and better services and products. Successful understanding and managing diversity is all about unleashing the diverse potential of an overall workforce. Metro Trains has welcomed change for the better. With regards to its growth and future anticipation, it is clear that the organization will be successful if it can deliver on its targets and develop capacity to cater to future demands. Initially, every part of the business experienced some kind of significant transformation, as people worked hard to stabilize the organizations performance at a much improved level. Furthermore, without the eagerness and expertise of its staff, the relentless drive to make things better would have eventually stalled at a very early phase. The fact that Metro Trains is forging ahead in every given aspect of its operation is evidence to the commitment of its increasingly diverse workforce across every portion of the business. It is the diverse expertise, backgrounds, and skills of the organizations workers that have assisted in the driving of the momentum to attain organizational goals. References Agboka, G. (2012). Liberating intercultural technical communication from large cultures ideologies: Constructing culture discursively. Journal of Technical Writing and Communication, 42. Pp. 159 181. Bell, M., Ozbilgin, M., Surgevil, O. (2011). Voice, silence, and diversity in 21st Century organizations: Strategiesfor inclusion of gay, lesbian, bisexual, and transgender employees. Human Resource Management, 50(1). Pp. 131 146. Bell, M.P. (2012). Diversity in organizations. 2nd Edition. Mason, OH: South-Western College. Carr-Ruffino, N. (2009). Managing diversity: People skills for a multicultural workplace. 8th Edition. Boston: Pearson. Hannum, K.M., McFeeters, B.B., Booysen, L. (2010). Leading across differences: Cases and perspectives. San Francisco: Pfeiffer. Mor Barak, M.E. (2011). Managing diversity: Toward a globally inclusive workplace. 2nd Edition. Thousand Oaks, CA: SAGE. Ozbilgin, M., Tatli, A. (2008). Global diversity management: An evidence-based approach. London: Palgrave. Pugh, S.D., Dietz, J., Wiley, J.W. (2008). Looking inside and out: The impact of employee and community demographic composition on organizational diversity climate. Journal of Applied Psychology, 93(6). Pp. 1422 1428. Ritchie, C. (2008). GLBT programming at the Dallas Public Library: Lessons learned. Public Libraries, 47(2). Pp. 50 54. Winston, M. (2010). Managing diversity. Library Leadership Management, 24(3). Pp. 58 63.

The Parable of the Sadhu free essay sample

Bowen H. McCoy’s friend Stephen is quoted as saying, â€Å"I feel that what happened with the sadhu is a good example of the breakdown between the individual and corporate ethic. † Explain what you think Stephen meant by this statement. What is the nature of that breakdown between the individual and corporate ethic as you see it? In the article, Stephen goes on that â€Å"No one person was willing to assume ultimate responsibility for the sadhu. Each was willing to do his bit just so long as it was not too inconvenient. When it got to be a bother, everyone just passed the buck to someone else and took off. † Ask the students if they have ever seen such a situation in their lives? Have the students ever observed student-teams told by the professor for the last team out of the classroom to clean up, turn off lights and lock the door? Yet, when the last team walks out of the classroom, often the instructions are forgotten. We will write a custom essay sample on The Parable of the Sadhu or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Each team may blame other teams for not doing their part. Is it true that individuals tend to lose their responsibility in groups? Is it easier to hide in a group and spread the blame? 2. In reflecting on his discussion with Stephen about the sadhu McCoy says, â€Å"The instant decisions that executives make under pressure reveal the most about personal and corporate character. † Do you think on-the-spot decisions better reflect the character of the decision maker and organization rather than those that might be more thoroughly thought through? Why or why not? On-the-spot decisions reflect our habits and pattern of making decisions. This is why the Greeks argued that virtues must be practiced every day to become a habit. More thoroughly thought through decisions may not be any better than the on-the-spot ones, but may be analyzed to consider the alternatives and consequences. The ultimate decisions of either thought process reflect the character of the decision maker and organization. 3. McCoy equates the parameters of the decision-making process about the sadhu with that in business. He believes there is an interesting parallel to business situations. Explain what you think McCoy meant by this statement. Do you agree with him? McCoy points out that decision making in business is similar to what happened on the mountain: Decisions had to be made based upon what was seen and with outside influences on the processes. It is possible that the big picture may not be seen or considered; the depth or consequences may not be immediately recognized; the situation and policies may be misunderstood; the decision maker may not know of or utilize available resources. Businesspeople must be aware of the risks but cannot run away from all risks in making decisions. Often the true dimensions of the situation will not be comprehended by the manager or all members of the business team. Have the students consider the pros and cons of the parallel. 4. McCoy concludes that the lesson of the sadhu is that â€Å"in a complex corporate situation, the individual requires and deserves the support of the group. When people cannot find such support in their organizations, they don’t know how to act. † What support in organizations do you think McCoy is referring to? If such support is not found, what should individuals do when they have an ethical dilemma such as that in the sadhu case? If the organization does not provide the support to evaluate and resolve an ethical dilemma, then the individual must rely on his own values and decision making models. Below is McCoy’s reflection on the sadhu 15 years later. He notes that Stephen was reacting to the situation from his Christian ethic of compassion while he (McCoy) had a utilitarian response. Neither are the only right responses. Many students will want or state one right response, only. 5. What is the moral of the story of the sadhu from your perspective? McCoy summarized the moral as â€Å"When do we take a stand? † When Do We Take a Stand? By Bowen McCoy I wrote about my experiences purposely to present an ambiguous situation. I never found out if the sadhu lived or died. I can attest, though, that the sadhu lives on in his story. He lives in ethics classes I teach each year at business schools and churches. He lives in the classrooms of numerous business schools, where professors have taught the case to tens of thousands of students. He lives in several casebooks on ethics and on an educational video. And he lives in organizations such as the American Red Cross and ATT, which use his story in their ethics training. As I reflect on the sadhu now, 15 years after the fact, I first have to wonder, What actually happened on that Himalayan slope? When I first wrote about the event, I reported the experience in as much detail as I could remember, but I shaped it to the needs of a good classroom discussion. After years of reading my story, viewing it on video, and hearing others discuss it, I’m not sure I myself know what actually occurred on the mountainside that day! I’ve also heard a wide variety of responses to the story. The sadhu, for example, may not have wanted our help at all – he may have been intentionally bringing on his own death as a way to holiness. Why had he taken the dangerous way over the pass instead of the caravan route through the gorge? Hindu businesspeople have told me that in trying to assist the sadhu, we were being typically arrogant Westerners imposing our cultural values on the world. I’ve learned that each year along the pass, a few Nepali porters are left to freeze to death outside the tents of the unthinking tourists who hired them. A few years ago, a French group even left one of their own, a young French woman, to die there. The difficult pass seems to demonstrate a perverse version of Gresham’s law of currency: The bad practices of previous travelers have driven out the values that new travelers might have followed if they were at home. Perhaps that helps to explain why it was so difficult for Stephen or anyone else to establish a different approach on the spot. Our Sherpa sirdar, Pasang, was focused on his responsibility for bringing us up the mountain safe and sound. (His livelihood and status in the Sherpa ethnic group depended on our safe return. ) We were weak, our party was split, the porters were well on their way to the top with all our gear and food, and a storm would have separated us irrevocably from our logistical base. The fact was, we had no plan for dealing with the contingency of the sadhu. There was nothing we could do to unite our multicultural group in the little time we had. An ethical dilemma had come upon us unexpectedly, an element of dram that may explain why the sadhu’s story has continued to attract students. I am often asked for help in teaching the story. I usually advise keeping the details as ambiguous as possible. A true ethical dilemma requires a decision between two hard choices. In the case of the sadhu, we had to decide how much to sacrifice ourselves to take care of a stranger. And given the constraints of our trek, we had to make a group decision, not an individual one. If a large majority of students in a class ends up thinking I’m a bad person because of my decision on the mountain, the instructor may not have given the case its due. The same is true if the majority sees no problem with the choices we made. Any class’s response depends on its setting, whether it’s a business school, a church, or a corporation. I’ve found that younger students are more likely to see the issue as black-and-white, whereas older ones tend to see shade of gray. Some have seen a conflict between the different ethical approaches that we followed at the time. Stephen felt he had to do everything he could to save the sadhu’s life, in accordance with his Christian ethic of compassion. I had a utilitarian response: do the greatest good for the greatest number. Give a burst of aid to minimize the sadhu’s exposure, then continue on our way. The bsic question of the case remains, When do we take a stand? When do we allow a â€Å"sadhu† to intrude into our daily lives? Few of us can afford the time or effort to take care of every needy person we encounter. How much must we give of ourselves? And how do we prepare our organizations and institutions so they will respond appropriately in a crisis? How do we influence them if we do not agree with their points of view? We cannot quit our jobs over every ethical dilemma, but if we continually ignore our sense of values, who do we become? As a journalist asked at a recent conference on ethics, â€Å"Which ditch are we willing to die in? † For each of us, the answer is a bit different. How we act in response to that question defines better than anything else who we are, just as, in a collective sense, our acts define our institutions. In effect, the sadhu is always there, ready to remind us of the tensions between our own goals and the claims of strangers. References: McCracken, Janet, William Martin, and Bill Shaw. Virtue Ethics and the Parable of the Sadhu. Journal of Business Ethics 17.1 (1998): 25-38. Goodpaster, Kenneth E. Work, spirituality, and the moral point of view. International Journal of Value-Based Management 7.1 (1994): 49-62. Beyer, Janice M., and David Nino. Ethics and cultures in international business. Journal of Management Inquiry 8.3 (1999): 287-297. Amine, Lyn S. The need for moral champions in global marketing. European Journal of Marketing 30.5 (1996): 81-94. Smith, N. Craig, and John A. Quelch. Pharmaceutical marketing practices in the Third World. Journal of Business Research 23.1 (1991): 113-126.