Human Cloning - Individualistic vs. Communitarian :: Cloning Argumentative Persuasive Argument

Human Cloning - Individualistic vs. Communitarian In many controversial topics around the world, we can find differing positions, and opinions. Many of these arguments, can be narrowed down to two different views, or constructs: individualistic and communitarian (an image of collectivism). An individualistic viewpoint "stresses the rights of the individual as a unique being" (class review). A communitarian viewpoint is more concerned with the good for the greatest number, "even if an individual must suffer or sacrifice" (class review). These different elements do not necessarily label the people as opposed to, or in favor of the topic here. They just show where your motivations lie, is your involvement for self fulfillment or for the good of society? Within the contents of this paper, I will analyze the elements of individualism and collectivism that exist in the controversial topic of cloning. When Dr. Ian Wilmut, a 52-year-old embryologist at the Roslin Institute in Edinburgh announced on that he had replaced the genetic material of sheep's egg with the DNA from an adult sheep, and created a lamb (Dolly), the topic of cloning "created" many new questions of its own. None were as controversial as: Will they apply this to humans as well? According to Dr. Wilmut, the answer was "there is no reason in principle why you couldn't do it"(clone humans), but he added, "All of us would find that offensive."(Wilmut as quoted by NYTimes, Daniel Callahan, 02/26/97). From an individualistic viewpoint, those in favor of cloning human beings, do not see it as morally, or ethically wrong. Many see it as an opportunity to have children, or possibly to "re-create" a child who is dying from a terminal illness. Using a deterministic argument, many infertile couples are worried that any "government restrictions on human cloning might hurt their chances some day for bearing children through new medical technology" ( Newsday, Thomas Maier, 03/14/1997). In a form of expressive individualism, Tom Buckowski, from Studio City, California said, "It's my body, my choice, right? But what if I want my body cloned and warehoused for spare parts? Upon what basis can government decide what I can or cannot do with my body?"(Los Angeles Times, 3/07/1997). In both examples, the predominant voice is that of the first language of individualism. The first language refers to the "individualistic mode that is the dominant American form of discourse about moral, social, and political matters" (Bellah et al, Habits of the Heart, pg.334). Anita Manning, a writer for USA TODAY revealed another individualistic argument in favor of cloning. In her article "Pressing a "right" to clone humans," Manning interviews a group of gay activists, who see

Swot Analysis Fed Ex Indianapolis Hub 2012

Marketing Strategy Falls School of Business – MBA program Dr. Michael D. Wiese – Fishers Campus Proposal to Management of Market Audit – SWOT / Environmental Analysis By: Jeffrey K. Lockhart October 02, 2012 To: Another open letter to the management of Federal Express Corporation (FedEx Corp): Ladies and Gentlemen, I am currently involved in an MBA marketing class at the Falls School of Business – Anderson University.I have been asked, as part of a marketing audit, to assist in building a marketing plan that analyzes a portion of the â€Å"Situation Analysis† of such plan, for a particular Strategic Business Unit (SBU), or actual work unit, at my place of employment. The process for building a marketing plan starts with a detailed situation analysis of the market and business. The primary purpose of a situation analysis is to uncover key performance issues that usually go unnoticed in day-to-day business operations. The output of the situation analy sis is used to build the marketing strategy.To accomplish this I will discuss the Strengths, Weaknesses, Opportunities and Threats (SWOT) / Environmental Analysis, with respect to current market forces, the business’s competitive position, and its current performance for the identified SBU described below. I will do this by listing the internal strengths and weaknesses that impact the SBU’s ability to serve FedEx customers, constituency; as well, as directly meet the FedEx mission. Also, I will list some of the external/environmental factors that are impacting/shaping the ability of the unit to serve its customers, constituency; as well, as meet the FedEx mission.Finally, as part of the SWOT I will discuss the opportunities and threats that as managers you should be aware of; and for which you will want to manage. Identification of the Specific Business Unit (SBU): FedEx Express – Indianapolis Hub – Sec. 9 – Dallas / Ft. Worth ramp (DFW) SWOT Analy sis: FedEx Express – Indianapolis Hub – Sec. 9 – Dallas / Ft. Worth ramp (DFW) Internal Strengths:| Internal Weaknesses:| Recognized as Industry Global Market Leader/ largest transportation company; providing fast reliable service for more than 3. million package shipments each business day; 10m + each day from the DFW ramp alone. (I)| Limited freight volume handling ability; with the DFW SBU only having 35 employees; and 16 slides, and four hours in which to perform each night’s sort. (I)| Leading-edge information and engineering technology (the Matrix). Current package tracking system is state of the art. This provides tremendous advantage for the various ramps in the Indy hub. (I)| Reliability on other areas of the hub to perform their job in a satisfactory manner.Non-con drivers making timely deliveries of freight to the sort process. (I)| Worlds largest privately owned Fleet of cargo airplanes (660 jets). There are currently 90 gates for planes comin g in and out of the Indy hub; DFW manages 2 of them each sort. (I)| Late in-bound planes can cause the entire sort to be delayed; resulting in late out-bound flights to the freights final destination. (I)| Boeing 777’s now fly into the Indy hub; lowering emissions, with less fuel consumption, this aircraft reduces the environmental and also noise impact of entire operations. I)| Costs and frequency of asset replacement / investment is very expensive. Keeping a fleet of 660 aircraft maintained; as well, the constant new purchase of aircraft is a drain on company capital. (I)| Indianapolis is the second largest distribution hub in the company; only behind home-base Memphis, TN. (I)| Plane â€Å"strikes† by tug drivers can be very costly incidences for the company. The DFW ramp had no aircraft strikes by its drivers during 2011; and none year to date 2012. (I)| FedEx Invented Express distribution. The Indy hub continues to grow due to this attribute of FedEx. I)| The cost in penalties for not meeting required express shipping deadlines for each package can add up to a significant total annual dollar cost. (I)| Providing rapid, reliable, time-definite delivery to more than 220 countries and territories; the DFW ramp participates in this. (I)| | Customer Service is provided by significant training of each DFW ramp worker in the correct processing/application of their job. (I)| | Below is a list of â€Å"External Environmental Factors† affecting the FedEx marketing strategy include both those that would be considered strengths; as well as those considered to affect the company in a negative manner.External Environmental Factors – Strengths:| External Environmental Factors – Weaknesses:| FedEx has contracted long-term with the US Postal Service to deliver all of its Global Express Guaranteed international shipping freight. It features 1-3 business days to more than 190 countries (Money-back guarantee). (E)| Business is subject to ma jor economic downturns. In the 2000 downturn many companies looking for a way to save money stopped shipping, or moved to cheaper methods such as surface shipping. This resulted in reduced routes and limited lay-offs. E)| FedEx now connects markets that comprise more than 90% of the world’s gross domestic product within one to three business days. (E)| A recent survey found that 84% of â€Å"satisfied† customers will â€Å"jump ship† for a better deal if the opportunity arises. With the marketplace becoming increasingly commoditized, customer retention has become a critical part of business strategy. (E)| FedEx measures customer service and loyalty via two separate indexes; a 1% increase in the Loyalty Index has been found to be worth approximately $100mm of additional annual business. E)| Inclement weather is definitely a negative environmental factor that can affect timely delivery of FedEx express delivery. Winter snows and summer thunder storms definitely pr esent challenges to the various FedEx markets. | FedEx Express is named among the top five of the â€Å"World’s Best Multinational Workplaces† by Great Places to Work Institute. (E)| The TSA adopted new rules enhancing many of the security requirements for air cargo on both passenger and all-cargo aircraft. It is reasonably possible that these new rules, or other future security requirements for air cargo carriers, could impose material costs on FedEx. FedEx Express is named Super Eco-Airline of the Year 2012 by Air Transport World. (E)| The FAA’s regulatory authority relates primarily to operational aspects of air transportation, including aircraft standards; as well, personnel and ground facilities, which may from time to time affect the ability of FedEx to operate its aircraft in the most efficient manner. | FedEx Corp ranks ninth in the business Super-brands list and is the only company representing the transportation industry in the top 20, making it a lead er in its field. E)| FedEx Express participates in the Civil Reserve Air Fleet (â€Å"CRAF†) program. Under this program, the U. S. Department of Defense may requisition for military use certain of FedEx Express’s wide-bodied aircraft in the event of a declared need, including a national emergency. | Opportunities and Threats are part of the SWOT analysis that must be examined by managers involved in the development of a marketing plan/strategy include the following.. Opportunities| Threats| The DFW ramp has the opportunity to grow its portion of the Indy hub market share if its manpower is increased.It is only limited by itself. If the volume will support more staff it will be allowed. | Personal injuries in the workplace can affect the DFW ramp’s overall performance ratings. Thus, limiting the advancement of its managers. | The DFW ramp can control its freight misflows by continuing the training of its personnel. This will result in improved performance rating s for the ramp and additional opportunities for its managers. | Conflicts between personnel can negatively affect, and ultimately change the â€Å"mojo† of the ramp’s team performance.Teamwork is a very important attribute, necessary for the ramp to meet its volumes and timelines. | The DFW ramp has the opportunity every night to help solidify the loyalty of 10m customers to FedEx. | If it does not do its job correctly the DFW ramp has the opportunity to give 10m customers a reason to use UPS for their next shipment of freight. | Each DFW ramp staff has the opportunity to quash the various FedEx competitors by performing their job with excellence. | Unionization is always a potential threat to the current positive work environment.This would not be a good thing for the company. | By doing their job correctly, identifying suspicious packages each of the DFW ramp staff has the opportunity to act in place of a DEA or BATF agent. | Drugs trafficking and potential terrorism are definite threats to FedEx with each sort that takes place. | Theft prevention can enhance FedEx’s reputation in the market place. Each DFW ramp staff has the opportunity to act as eyes and ears against theft of freight being shipped through their area. | Individual theft of various pieces of freight can hurt FedEx’s reputation in the market place. |

Environmental Analysis - 2952 Words

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¸Å¡Ã  ¸ Ã  ¸ ±Ã  ¸Å¡Ã  ¸ ªÃ  ¸ ´ à ¸â„¢Ã  ¸â€žÃ  ¹â€°Ã  ¸ ²Ã  ¸â€šÃ  ¸ ­Ã  ¸â€¡Ã  ¸Å"à ¸ ¹Ã  ¸â€ºÃ  ¸ £Ã  ¸ °Ã  ¸ Ã  ¸ ­Ã  ¸Å¡Ã  ¸ Ã  ¸ ²Ã  ¸ £Ã  ¸ £Ã  ¸ ²Ã  ¸ ¢Ã  ¹â‚¬Ã  ¸â€Ã  ¸ ´Ã  ¸ ¡Ã  ¸â€"à ¸ µÃ  ¹Ë†Ã  ¸ ¡Ã  ¸ µÃ  ¸ Ã  ¸ ²Ã  ¸ £Ã  ¸ ªÃ  ¸ £Ã  ¹â€°Ã  ¸ ²Ã  ¸â€¡ Brand Name à ¸Ë†Ã  ¸â„¢Ã  ¹â‚¬Ã  ¸â€ºÃ  ¹â€¡ à ¸â„¢Ã  ¸â€"à ¸ µÃ  ¹Ë†Ã  ¸ £Ã  ¸ ¹Ã  ¹â€°Ã  ¸Ë†Ã  ¸  à ¸ ± à ¹â€° à ¸ ± à ¹Ë† à ¹â€°Show MoreRelatedEnvironmental Analysis19492 Words   |  78 Pagesare relative to outside influences. 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The Ethical Dilemma And Ethics - 2010 Words

Dilemma #1: Name: Dat Le Student ID #: 1527599 †¢ What is the ethical dilemma and, specifically, what are the two â€Å"goods† in conflict? â€Å"Brad is a production engineer at a bicycle company and part of his job includes inspecting broken bikes and drafting the design repairs for their repair† (Bartlett). Brad is considering replacing a broken brake cable with a more durable material, even though the customer did not request it in their order and specifically requested that â€Å"No aesthetic changes be made to the bike† (Bartlett). Brad’s manager suggests that his considered actions would go against the company’s policy of â€Å"The customer is always right.† Should Brad disobey the manager and the customer to possibly lose his job or go along with†¦show more content†¦Brad would be in the wrong in terms of utilitarian ethics. Virtue ethics are focused on a person showing values such as dependability and honesty. Brad would be dependable by ensuring the customer’s safety and honest by correcting what had to be done instead of ignoring what was right. However, he would not be showing loyalty by going against the customer’s wishes, but that could be corrected if Brad informs the customer. Virtue ethics are â€Å"Concerned about the inner person and an individual’s intent†; it was Brad’s intent to protect the customer from potential injuries (Newberry). Brad was more in the right in terms of virtue ethics. In terms of the professional codes, the National Society of Professional Engineers, Brad would demonstrate the codes â€Å"Hold paramount the safety, health, and welfare of the public† and â€Å"perform services only in areas of their competence† if he performs the changes (â€Å"Code of Ethics†). 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John Diefenbaker The Last Old Tory Essay - 2229 Words

John Diefenbaker was the last â€Å"old Tory† to be the Prime Minister of Canada. He was a member of the Conservative Party with deep values as well as being a British loyalist who supported the Queen. Diefenbaker was also a man that was well known for not supporting anything he thought was anti- British. This sentiment was most evident when Diefenbaker criticized the Liberal’s refusal to support Britain in the Suez Canal crisis and sided with the Americans. This loyalty the Diefenbaker had to the British Commonwealth would not serve him well as Prime Minister of Canada. In 1958, Diefenbaker would win the largest majority government in Canadian history upsetting the new leader of the Liberal Party, Lester B. Pearson, who had taken over for St.†¦show more content†¦Kennedy, the President of the United States of America, which made it difficult for Canada and the United States to work together on different policies. These major events, which John Diefenbaker did not deal with effectively, caused the Prime Minister to lose the biggest majority government in Canadian history in 1963. In 1957, John Diefenbaker took the spot of the Official Opposition leader against the Liberal party who at the time was lead by St. Laurent. Diefenbaker did not support the new budget which was presented. This forced Parliament to dissolve in April of that year and have an election on June 10th. St. Laurent was extremely confident about winning the election as the Liberals had been in power since 1948. St. Laurent’s confidence was such that he did not even bother to make any recommendations to the Governor General to fill the 16 vacancies in the Senate before dissolving the government. During the election campaign Diefenbaker was portrayed to the country as a people’s person, who was honest with small town values. He was popular in the Prairie Provinces as he connected with the people. He had grown up in Saskatchewan and understood the culture o f the prairies. Three months before the election took place a census of how Canadians would vote was conducted. It showed that 46.8% of Canadians planned to vote for the Liberal party and only 38% for the Conservatives. In the next three months this would change considerably because of aShow MoreRelatedEssay on The Four Political Parties Of Canada4255 Words   |  18 Pages What is particularly interesting is that none of the latter three parties compose Her Majestys Official Opposition in the House of Commons. The Bloc Quebecois, a Quebec separatist party who only ran candidates in the province of Quebec in the last federal election in 1993, won 54 seats in that province, and claimed the title of Her Majestys Loyal Opposition over the Reform Party, who garnered only 52 seats. Because the Bloc ran candidates only in Quebec, it would be difficult to think of

Canadian Foreign Policy During the Interwar Years free essay sample

When putting words to paper, each person has their own creative method. This rings especially true when writing about history. With the seemingly endless supply of information and accounts, no two readings or viewings will contain the same exact information or viewpoint. Deciding which resource to agree with or more importantly to relate too often times prove difficult, as simply reading the information without further deliberation as to the authenticity may lead one down an incomplete path. This paper will discuss in large part the differences of two particular passages and which of the two I found most persuasive. James Eayrs’ article â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† and Norman Hillmer’s article â€Å"Defence and Ideology: The Anglo-Canadian Military Alliance in the 1930s† both explain Canada’s relations, or lack thereof, with Great Britain. While Eayrs’ viewpoint is a much more negative one. For instance Eayrs explains that â€Å"nothing was done by the Canadian Government to assist United Kingdom defence officials in their effort to stimulate the manufacture of arms in the overseas dominion † insisting that the Canadian Government was putting forth no effort to assist the members of the Dominion with their requests to prepare themselves for the defence of their own territories. While Hillmer’s explanation of a similar situation is that â€Å"The PM William Lyon Mackenzie King cabinet was agreeable to the placing of British orders in Canada and to private firms taking the initiative in the establishment of munitions and aircraft plants †. This explanation while stating essentially the same thing has a much more positive connotation and seemingly positive outcome on the people of Canada. It is also one that would lend itself more to the notion that the countries are, while remaining within their own constraints, working together towards a common goal. The negative view of Eayrs is present throughout his article and paints a much more reluctant Canada to any request made by the United Kingdom. Eayrs furthers his dark view with explaining how Canadians â€Å"held conviction that in reoccupying the demilitarized zone Hitler was only avenging the wrongs of Versailles, taking possession of what rightfully belonged to Germany †. It seems that the interpretations put forth by each author vary on the tone of articles. There was a noticeable amount to research conducted by each author, as indicated by the number of references included with each article. Both Eayrs and Hillmer included some seventy quotes to more than sixty different references each. The references used by both authors seem credible in that they used many minutes from Government meetings, debates and published internal documentation. Despite taking different routes to explain some of the thoughts at the time Hillmer actually referenced a previous work of Eayrs’ in his own article. This may not come as much of a surprise, since in essence both authors came to a similar conclusion on where Canada stood at the time with respect to helping the United Kingdom in a future war effort. As Hillmer explains, â€Å"although on the issue of peace or war the country would be split nless matters had been very badly handled, Canada would end in being in the war †. Eayrs noted on the same issue that â€Å"it is already decided that if Britain declares war, Canada must accept the situation†. Attempting to decide which article is the most persuasive is a difficult task. After reading both articles and noting the difference in tones I tried to figure where such difference may have arisen. The first thing that I noticed was that Eayrs article was published in 1960, a short 15 years after the end of World War II. It is quite possible that a negative view of the government and its agreement to partake in this war was still very much alive. This may have added to his tone and reason for creating such an article. Nonetheless, his references seem very much authentic and there does not seem to be any reason why he would want to mislead someone into having a thought for or against his writing. On the other hand I could not help but notice his almost sympathetic view towards Germany while including information on how Canada rejected requests from the United Kingdom time and time again during the interwar period. Hillmer’s article was published in 1978, and given that he was born during the war, may offer some insight into his more patriotic and positive twist to the interwar timeframe. While Hillmer would have been around to witness the post war affect on Canada, not being directly involved in the time leading up to World War II or the war itself means a loss of the national sentiment at the time. This however, does not affect how persuasive I find his writing. Hillmer’s references do add credibility to his writing and, as mentioned above to Eayrs. I find both articles persuasive on their own merits but given the current global situation I would like to think that Canada was a little more receptive to the requests made by the United Kingdom and as such find Hillmer’s article a little more persuasive. It is noted that when writing about history one can only research these periods of time. With the amount of views which exist today about historical times it is difficult to decide how many of these are presenting the information in the most neutral and truthful manner. If it was believed that this had already been accomplished then writers of history may find themselves short on employment. Truth be told, each historian believes that they have their own unique view on the events in which they write about, if they did not there would be no point in writing anything new about historical times. I believe the key to reading and learning about history is finding the stories, articles, papers etc That one can most directly relate too, as this is where their interest will lie. Endnotes James Eayrs, â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† The Growth of Canadian Policies in External Affairs (1960): 356 Norman Hillmer, â€Å"Defence and Ideology: The Anglo-Canadian Military â€Å"Alliance† in the 1930s† International Journal 33-3 (Summer 1978): 91 Eayrs, 353 Hillmer, 89 BIBLIOGRAPHY Eayrs, James, â€Å"A Low Dishonest Decade: Aspects of Canadian External Policy, 1931-1939† The Growth of Canadian Policies in External Affairs (1960) Hillmer, Norman, â€Å"Defence and Ideology: The Anglo-Canadian Military â€Å"Alliance† in the 1930s† International Journal 33-3 (Summer 1978)

Working With Emotional Intelligence Essay Example

Working With Emotional Intelligence Essay In â€Å"Working With Emotional Intelligence† Daniel Goleman discusses the importance of emotional intelligences in business world. In particular, the author describes physical and neurological aspects of emotions stating that emotional life of people is not related to academic intelligence.   In such a way, Goleman underlines the importance of emotional intelligence skills in the workplace and in private life. Goleman discusses the concepts of teamwork, listening, cooperation, communication, speaking as they key aspects of emotional intelligence emphasizing their role in effective leadership and professional training programs. Through Goleman’s writing, he presents that miserable morale, arrogant bosses and intimidated employees have destructive effects on performance outcomes and job satisfaction. The problem is that such emotional deficiencies remain neglected and ignored, but, if not managed, they are very likely to result in decreased productivity, missed deadlin es, mishaps and decreased professionalism of employees. The book is Goleman’s quest for raising importance of emotional intelligence in the workplace.Book OverviewGoleman claims that emotional intelligence may be defined in several ways. For example, emotional intelligence is realizing one’s emotions, self-awareness and ability to recognize feelings, or handling skills in managing feelings and emotions of other people. More and more companies refer to emotional intelligence because, as Goleman says, rules have changed. The new rules decide who is on the top of success and who is on the bottom of it. No matter what field the company is operating in, it depends on personal traits that are essential for company’s marketability and future jobs. The rules are not ones that are learned in schools. They are new measure of intellectual ability and technical skills. New rules drive companies towards prioritizing personal skills as adaptability, persuasiveness, initiative and empathy.In Part One Goleman discusses emotional intelligence, IQ and experience stressing that being emotionally intelligent values more than technical skills. Goleman thinks that organizational success depends on such personal qualities as empathy, initiative, self-confidence, self-awareness, trustworthiness and adaptability. Goleman shows that relying on technical skills merely won’t ensure the highest productivity and job retention. Thus, he calls for relying on emotional intelligence instead of experience and IQ. The whole book is a business case how to leverage emotional intelligence, and the author cites 25 years of research within. Goleman (2000) argues, â€Å"Companies that leverage this advantage add measurably to their bottom line†.The key question is how emotional intelligence is associated with profit? Why is it so important for contemporary highly competitive business environment?   Today is the age of complex work and, thus, collaboration and coope ration are they key priorities for companies that tend to unite people in their work. Successful companies are claimed to be companies that display emotional intelligence and realize the importance of employees’ abilities to handle emotions in the workplace. Companies with emotional intelligence have competitive advantage over others. Goleman (2000) stresses, â€Å"In the new workplace, with its emphasis on flexibility, teams, and a stronger customer orientation, this crucial set of emotional competencies is becoming increasingly essential†. Nonetheless, emotional intelligence is not limited to being simply nice or self-confident. Instead, emotional intelligence is a combination of personal competencies that help individuals to manage own emotions through self-regulation, self-awareness and self-motivation, and of social competencies that assist in approaching relations with social skills.Goleman (2000) says that the concept of emotional intelligence is new and well-su pported, â€Å"We now have 25 years’ worth of empirical studies that tell us with a previously unknown precision just how much emotional intelligence matters for success†. His practical research reveals that emotional and social competencies are twice as important for modern businesses because they contribute to excellence, in contrast to experience and IQ that specify only the technical side of performance. In Part Two Goleman specifies twelve job capabilities and stresses their unique contribution to overall business performance. Goleman stresses that, when hiring professionals, organizations should prioritize trustworthiness, initiative, self-awareness and self-confidence along with such social skills as team capabilities, leadership qualities and empathy. In Part Three the author refers to key relationship skills saying they let companies arrange working process more efficiently. Goleman says that successful organizations should consider the importance of empathy, leadership, political awareness and leveraging diversity. Emotional intelligence doesn’t require being perfect in all the competencies rather it calls for being strong enough to reach success.The author offers recommendations for improving emotional intelligence within organization. In Part Four Goleman helps those who are willing to be on a par with their emotional intelligence and to avoid wasting time. He suggests that emotional competence training would be of great importance. For that purpose Goleman recommends Managerial Assessment and Development course. Training courses should be outcome-oriented rather than ‘one-size-fits-all training’ as organizational leadership should be confident that their investments are effective and performance will be improved. Goleman (2000) says, â€Å"Too often the only real effect of training, no matter what it’s for, is that people get a short-term ‘buzz’ of energy that lasts no more than a few days or weeks, after which attendees fall back into whatever their habitual mode was before the training†.The author is willing to show that employees won’t turn to emotional intelligence at once because it is a complex and gradual process. Thus, it is necessary to follow sound guidelines to become emotionally competent. Goleman stresses that emotional intelligence can be learned encouraging, in such a way, organizations and individuals to re-shape key values and strategies. Nevertheless, Goleman recommends not becoming obsessed with the idea of emotional intelligence; instead, stretching out is recommended for reinforcing organizational values and missions. Emotional intelligence should be promoted through extensive training as it allows creating atmosphere (2000) that â€Å"rewards and even celebrates such self-improvement†. Goleman says that sound leaders realize that costs of good training would be repaid within the year.In the last part of the book Goleman explain w hat it means to be emotionally intelligent and illustrates how improved business performance makes organization more attractive for employees.   Goleman (2000) writes, â€Å"An organization’s collective level of emotional intelligence determines the degree to which that organization’s intellectual capital is realized and so, it’s overall performance†. In particular, the last part is an example how Egon Zehnder International has managed to apply the concepts of emotional intelligence to business practice. Egon Zehnder International is global executive search company that has illustrated the effectiveness of cooperation and collaboration – key ideas of emotional intelligence. Egon Zehnder International is characterized by high levels of teamwork, open communication, commitment and cooperation. Goleman (2000) notes, â€Å"The search firm’s very business, finding the right person for a company, demands skill at empathy, intuitive accuracy, a nd organizational awareness†.The author shows that emotional intelligence does matter as Egon Zehnder International is fully repaid for re-arranging business approach. Today Egon Zehnder International is one of the most profitable companies in the world being up to 60% more productive than average firms. The key to company’s success is rooted in its selective hiring procedure, in which only promising and emotionally intelligent candidates were selected. Personal qualities were emphasized in hiring procedure, and candidates were evaluated on their self-confidence, self-awareness, leadership qualities, teamwork capabilities, integrity, maturity, empathy and listening skills. Common sense, sense of humor and vivid imagination were highly appreciated and welcomed. Candidates were expected to be good colleagues and friends. On the example of Egon Zehnder International, Goleman shows that changes are inevitable, and today businesses become less hierarchical, but he discusses what competencies organizational leader should have and what competencies should employees be entailed with. Some competencies are necessary for the top, whereas others are necessary for ordinary employees. However, he concludes that personal skills are important for every bottom as they contribute to overall business performance. With years emotional intelligence will be equally demanded across the company.ConclusionIn â€Å"Working With Emotional Intelligence† Daniel Goleman stresses collaboration and cooperation as key concepts of emotional intelligence. He argues that personal and social skills value more today than IQ and experience. Social relations, teamwork capabilities and leadership qualities are crucial to company’s survival, and emotional intelligence should be applied to facilitating cooperation within organization. The positive finding is that emotional intelligence may be learned and improved. Thus, Goleman has made an excellent effort to explain the ess ence of emotional intelligence and its importance in contemporary highly competitive business world. Moreover, Goleman offers sound guidelines for improving emotional intelligence through extensive training programs. He concludes that emotional intelligence enhances employees’ job satisfaction, improves business productivity and performance. Goleman promotes managing with the heart.Works CitedGoleman, Daniel. Working With Emotional Intelligence. USA: Bantam Books, 2000.