Order ID | 53563633773 |
Type | Essay |
Writer Level | Masters |
Style | APA |
Sources/References | 4 |
Perfect Number of Pages to Order | 5-10 Pages |
Truth-In-Sentencing Laws Deter Crime Assignment
Write a 350- to 700-word opening argument for each position, for a total of two arguments.
Include scholarly references supporting your arguments.
Share opening arguments with the other group.
Write a 350- to 700-word rebuttal to the other group’s opening argument, for a total of two rebuttals.
Include a closing statement.
Include scholarly references supporting the rebuttal and closing statement.
Consider the following topics when drafting debate arguments and rebuttals:
Good-time and work-time credits
Requirements for length of time served
Effect on crime deterrence and recidivism
Differences between federal and state laws
Effects if parole is eliminated
Effects on prison population
Format your debate paper consistent with APA guidelines.
CJA/204 CJA204 CJA 204 Week 4 Learning Team Assignment Truth-in-Sentencing Debate
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07 May 2014 Page 8 of 17 ProQuest
criteria including the quantification of environmental costs, and environmental protection activities (dimension 1), the satisfaction of consumer needs (dimension 2), the evaluation of the impact on the environment as a result of the activities of the company, consumption and efficiency in the use of resources, and wastes generated (dimension 3) and risk assessment (dimension 4). James (1994) also proposed some form of standardised measure of waste generation that allows its comparison (e.g. the amount of waste generated divided by a specific indicator of the firm’s activity, such as production, sales or added value) and an aggregated index, based on financial aggregation criteria or via a qualitative weighting. These criteria are not incompatible, but, rather, the more categories of environmental performance measures a company is using, the better will be the assessment of its environmental performance. From the point of view of sustainability, an organisation’s environmental performance would be established by taking into account the sustainability of the relations between the firm and the natural environment. Various definitions of the concept can be used to obtain a set of standardised principles that allow the assessment of the organisation’s progress towards sustainability. For example, the so-called Natural Step introduces a set of general principles for sustainability that have implications for evaluating a firm’s environmental performance (Bradbury and Clair, 1999). Improving environmental performance in the company requires a systematic decrease in its economical dependence on (Nattras and Altomare, 1999): * underground metals, fuels, and other minerals; * persistent unnatural substances; * activities which encroach on productive parts of nature (e.g. long road transports); * using a large amount of resources in relation to added human value. Although the Natural Step approximation provides a useful reference guide to the search for sustainability indicators, it does not specifically define them. In sum, the indicators we have mentioned have several limitations: * each one of the proposed measures only reflects partial aspects of the firm’s environmental performance, but there is no global single index summarising these indicators that has been generally accepted (Lober, 1996); * there may be a time lapse between these indicators of environmental performance and real environmental performance itself (Welford, 1995); * other areas apart from operations, such us R&D, legal or public relations may be involved in the value of these indicators. For example, R&D may stimulate product and process environmental initiatives; the legal department has a strong influence on the total amount paid in environmental fines; and public relations influence interaction with stakeholders and their opinion. However, and in spite of their limitations, these environmental performance indicators provide a close idea of how the operations function contributes towards the environmental strategy of a company. Conclusions We have reviewed the firm’s environmental problem and its interrelation with the operations function. Developing environmentally sustainable strategies requires the defining of a new operations objective (environmental performance), which measures to what extent the firm contributes towards maintaining or improving the natural environment. Likewise, we have analysed this objective’s characteristics, along with the various dimensions it includes. Differentiating between environmental performance and all those techniques, tools or capabilities that are related to environmental protection means that the literature on environment and operations management can be integrated so as to evaluate this function’s contribution to environmental sustainability. The environmental performance objective is not incompatible with other operations objectives; on the contrary, they can even reinforce each other. Thus, the firm’s environmental capabilities are the result of a complex interaction between environmental protection practices, the human resource system, and other operations
07 May 2014 Page 9 of 17 ProQuest
capabilities such as continuous improvement and innovation. Just as with the other operations objectives, the different dimensions of a firm’s environmental performance should be measured to produce a table in which corporate contribution to sustainability can be evaluated. Given that many of the environmental capabilities are derived from the operations area, it is this area that is principally responsible for attainment. In sum, the five operations objectives proposed in this article are: cost, quality, time, service and environmental performance. These five objectives allow a complete assessment of operations’ contribution to the general strategy and, therefore, of operations performance. Defining an environmental performance objective should not hide the fact that sustainable development is a much wider concept. Firstly, sustainable strategies require profound structural changes in business organisations and new ethical systems to guide corporate decision-making (Shrivastava, 1995b). Identifying environmental performance improvement with a sustainability strategy may help to disguise corporate responsibility. Roome (1997, p. 46) noted: “improving environmental performance in business organizations, using notions of ecoefficiency, total quality or product and risk analysis endorses the anthropocentric, utilitarian ethical system implicit in much of orthodox business practices”. Secondly, the changes should be brought about as part of a general re-organisation of the economic system. Individual organisations cannot become sustainable: individual organisations simply contribute to the large system in which sustainability may or may not be achieved Jennings and Zandbergen, 1995). However, the move towards environmental sustainability can create opportunities for firms that adequately integrate environmental questions into their strategy. In this context, establishing a strategic environmental performance priority in the operations area implies the firm’s recognition of the need to go down the path of sustainability and of the opportunity for firms which spearhead this process to differentiate themselves from the competition (Maslennikova and Foley, 2000). Additionally, considering environmental performance as a new objective of operations management introduces several research issues that should be analysed in future studies. First, the analysis of the fit-model between firm’s strategy and operations strategy taking into account the environmental dimension may provide valuable knowledge. It could be interesting to analyse the differences existing between the firms that define these objectives and those that do not, or that do so implicitly, in terms of external environment, organisational resources and performance, and other contingencies. Second, it is worthwhile analysing the relationships this operations objective and each of its dimensions, have with the remaining objectives in the area; along with the possible existence of a logical sequence to permanently improve said objectives in the long term. It would seem logical to include the environment objective in the first phases of product design, together with quality specifications. We can take this argument to be empirically supported if we differentiate between pollution control and pollution prevention (Hart, 1995; Russo and Fouts, 1997). The former assumes that environmental goals are incorporated after taking other objectives into account. Pollution prevention implies including environmental issues at the beginning of the planning process. Thus, Klassen and Whybark (1999b) found that pollution prevention has a positive statistically significant relationship with the operations objectives of cost, speed and flexibility. However, pollution control has a significant negative effect on cost, speed and flexibility objectives. These findings lead us to believe that environmental performance can positively influence the results of the other operations objectives as long as it is placed as a first objective together with quality (Ferdows and de Meyer, 1990) Third, more research is needed to clarify how environmentally related capabilities require certain complementary assets or capabilities for their development (Christmann, 2000), and even how they establish a network of capabilities, which influence environmental and economic performance. Finally, there is a need to study the repercussions the notion of sustainability has on the operations function in greater depth. This article has reviewed one of the elements (environmental performance), but an analysis is
07 May 2014 Page 10 of 17 ProQuest
needed of the effect that introducing social questions, such as equity, balance and social justice, has on the corporate operations evaluation system itself. Footnote Notes Footnote 1 Cost refers to the sum of all discounted costs to the firm involved in developing, producing, delivering servicing, and disposing of the product. Time refers to all lead-time related factors such as variability of lead- time, time to market for new products and so on. Quality refers to all physical aspects of the process and product or service delivered. Additionally, service objective includes the availability and accuracy of data regarding manufacturing performance or process parameters to support other activities, such as sales, R&D, or marketing. Footnote 2 The first of them, pollution prevention, consists of reducing, changing or eliminating pollution output through improved storage, substituting materials, recycling or process innovation. The second, product stewardship, requires the integration of the environmental demands of external stakeholders into product design and development, considering the product throughout all the various phases in its life cycle (from cradle to grave). The last one, sustainable development, aims to reduce the negative effects of the company– environment relationship on a global level. References References References Angell, L.C. (1993), “Environmental management as a competitive priority”, Proceedings of the Annual Meeting of the Decisions Sciences Institute, Washington, DC, pp. 1648-50. Angell, L.C. and Klassen, R.D. (1999), “Integrating environmental issues into the mainstream: an agenda for research in operations management”, Journal of Operations Management, Vol. 17 No. 5, pp. 575-98. Azzone, G. and Bertele, U. (1994), “Exploiting green strategies for competitive advantage”, Long Range Planning, Vol. 27 No. 6, pp. 69-81. Azzone, G. and Noci, G. (1998), “Identifying effective PMSs for the deployment of ‘green’ manufacturing strategies”, International Journal of Operations &Production Management, Vol. 18 No. 4, pp. 308-35. Bansal, P. and Howard, E. (1997), Business and the Natural Environment, Butterworth– Heineman, Oxford. References Bansal, P. and Roth, K. (2000), “Why companies go green: a model of ecological responsiveness”, Academy of Management Journal, Vol. 43 No. 4, pp. 717-36. Bradbury, H. and Clair, J.A. (1999), “Promoting sustainable organizations with Sweden’s natural step”, Academy of Management Executive, Vol. 13 No. 4, pp. 63-74. Brenan, L., Gupta, M.C. and Taleb, K.N. (1994), “Operations planning issues in an assembly/ disassembly environment”, International Journal of Operations &Production Management, Vol. 14 No. 9, pp. 57-67. Carter, C.R., Ellram, L.M. and Ready, KJ. (1998), “Environmental purchasing: benchmarking our German counterparts”, International Journal of Purchasing and Materials Management, Vol. 34 No. 4, pp. 28-38. Chase, R.B., Kumar, K.R. and Youngdahl, W.E. (1992), “Service based manufacturing: the service factory”, Production and operations management, Vol. 1 No. 2, pp. 175-84. References Christmann, P. (2000), “Effects of `best practices’ of environmental management on cost advantage: the role of complementary assets”, Academy of Management journal, Vol. 43 No. 4, pp. 663-80. Coddington, W. (1993), Environmental Marketing.’ Positive Strategies for Reaching the Green Consumer, McGraw Hill, New York, NY.
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