Religious Studies 1023E Lecture 3: Lecture 3 - Hinduism

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carminetoad618

18 Jan 2012

School

Western University

Department

Religious Studies

Course

Religious Studies 1023E

Professor

Mahdi Tourage

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Document Summary

Solution to threat of world renunciation y laws of manu around split of bc/ad. Hinduism 3: dharma sacred duty, sastra manual, separate and different duties to: sudra (servants: sacred duties only to upper three classes (indo-aryans), none for servants (twice born) born and born again around age 12 into the veda. men only taught veda: four progressive stages of life. Student y second birth y take bath and move onto: Householder y marriage, babies, sacrifices y y pay off debt to ancestors by having son, pay off debt to. Justified by vedic injunctions (brahmana text) gods by doing sacrifices) Forest-dweller y after paid off all debts work towards personal liberation y after birth of grandchildren y retreat from society, live in small shelter. Homeless, renunciate y want liberation in this lifetime y completely alone, renounce everything nsure how well it was followed. gives the ideal and alternatives y epics: ramayana, mahabharata.

Related Questions

Plastics Identification Data Table
Letter Label	Sampleâs Color	Sampleâs Shape	Floats in Water? (Yes/No)	Sinkersâ Boiling Water Results (Note color/shape changes.)	Sinkersâ Acetone Test Results (Note texture changes.)	Floatersâ Alcohol Test Results (Note number of squirts.)	Plastic Type
A
B
C
D
E
F
G

Questions

Why does PP float before HDPE and LDPE in the alcoholâwater solution?

Did any of the four plastics melt in boiling water? (Hint: How does melting differ from softening in plastics?)

When PS reacts with acetone, is this a physical or chemical change? Explain.

What is the approximate density of the alcoholâwater solution that was diluted with water to help identify LDPE from HDPE?

Looking at plastic containers like milk jugs, deli boxes, detergent bottles, soda bottles, and pill vials makes a person wonder whether they are really all that different from one another. The numbers and letters in the recycle codes seem to indicate that the plastics arenât the same, because these codes all refer to different kinds of plastics. For example, HDPE (high-density polyethylene) has the plastics recycling code number 2, while number 3 is used for PVC or V (polyvinyl chloride). An example of the polyethylene terephthalate (PETE) recycle code is shown at right. In this Activity, you will follow a flowchart to determine the identity of all seven recyclable plastics, without their labels; the first separation involves comparing the densities of plastic pieces to water.

A recycling plant may use manual separation of containers by having people visually recognize and remove containers as they travel along a conveyor belt. All of one kind of plastic will be collected at one location in the plant. Automated sorting may use whole containers or cut-up containers, called flake. Flake sorting involves putting the flakes into large containers of water to separate the âfloatersâ from the âsinkersâ. Whole container sorting uses electromagnetic radiation such as visible, near infrared, and X-ray systems. Optical sorting uses visible light to sort containers by color. Containers exposed to near infrared light absorb specific wavelengths and transmit others based on crystallinity of the plastics. Sensors detect the change in wavelength for each container and initiate the sorting by using jets of air to blast a container to a specific location. X-ray systems detect chlorine atoms in PVC. Recycle plants may sort plastics by using a combination of the systems described above or other technologies that are currently being developed.

Try This

You will need: seven kinds of plastic containers with different recycle codes, scissors, two cups or beakers, two stirring rods or wooden craft sticks, room temperature water, 70% isopropyl alcohol, graduated cylinder, acetone, 2 plastic pipets, hot plate with a 400 mL beaker of boiling water (student groups may share the boiling water), tongs, and forceps.

Cut a small, flat piece (1.5 cm Â´ 1.5 cm) from each container (seven total) and start a data table to record the color and shape of each piece as well as the permanent marker letter label (AâG) your instructor previously marked on each container. If two containers are the same color, cut different shapes (triangle, rectangle, circle, etc.) to help with piece identification. Now you are ready to follow the flowchart. Record your observations in the data table as you go along.

Tap Water Test: Place all seven pieces of plastic in a beaker or cup of room temperature tap water. Stir vigorously with a stirring rod or wooden craft stick to dislodge any bubbles from the plastic pieces. Bubbles tend to adhere to plastics. How would this change the apparent density? Observe and record which pieces sink and which float.

70% Alcohol Test: Remove the pieces that float from the water. Add them to a beaker or cup containing about 20 mL of 70% isopropyl alcohol. Stir. Do the pieces sink or float in the 70% alcohol? How does the density of alcohol compare to water?

Using a plastic pipet, add a squirt of tap water to the beaker containing alcohol. Stir. Do any of the pieces begin to float? When adding water to 70% alcohol, how does the density of the solution change? Keep adding squirts of water and stir until one piece floats. According to the flowchart, what is the identity of this plastic? Remove the piece and record your results.

Add more squirts of water until a second piece floats. Remove the piece and record the identity of the second plastic. You can now identify the third piece since it is still sinking.

Boiling Water Test: Place the four pieces that sank in tap water in the beaker of boiling water for a minimum of 30 s. Using tongs, remove them one at a time and test their flexibility, noting their size and color. Record your results. Which plastics can you now identify using the flowchart?

Acetone Test: Place the final two plastic samples in a small amount of acetone for one minute. Record your results.

Check with your instructor to see whether you correctly identified the seven plastics. You are now ready for an unknown. If your unknown floats in the tap water test, you will need to use the known pieces for PP, HDPE, and LDPE along with your unknown to help you with the identification in the 70% alcohol test.

More Things To Try

You might want to explore plastics coded as 7, âotherâ, or âmixedâ with this approach (see the figure at right). The results may be inconclusive because two or more polymers may be used to make these containers, or it might be 95% of one plastic and 5% another so that it will test as one component. Some containers have many additives to give the container a softer texture; some have several coloring agents. These additives will alter the density of the plastic. Another experiment to try is to test whether black microwavable PET dinner trays react like the transparent PET bottles.

Fraud case Studies Case 2 - Pleasant Pasta

Overview

Pleasant Pasta (the Company) was the largest dry pasta producer inNorth America. As a manufacturer and marketer of pasta
products, Pleasant competed for market share with many othercompanies in a low-growth industry. Despite the competitive
nature and maturity of the pasta market, Pleasantâs management teamwas determined to become a high-growth company.
After successfully executing an initial public offering (IPO),Pleasantâs management team developed a short-term strategywhich
would allow the Company to achieve the rapid growth promised to itsnew investors. Specifically, Pleasant decided to focus
on marketing its products under generic brand names owned byseveral leading grocery chains. While the strategy did allow
the Company to initially achieve the sales and earnings growthmanagement desired, it became clear that Pleasant could not
continue to rapidly grow its business solely through genericchannels of distribution. Aware of this, management devised along
term performance plan that outlined aggressive top and bottom linenumbers for fiscal years 2002, 2003, and 2004. The strategic
initiative referred to as âExtraordinary Performanceâ unambiguouslylaid out managementâs primary objective for the next three
years: grow revenue, grow earnings, and grow earnings per share(EPS) at all costs.

Achieve the âExtraordinaryâ targets
Shortly after the start of fiscal year 2002, it became obvious thatPleasant Pasta was having difficulty meeting the aggressive
âExtraordinaryâ targets set by management. Due primarily to theincreasing popularity of low-carbohydrate diets like theAtkins
diet, consumer demand for pasta had dropped, rather dramatically.Plummeting demand coupled with a historically low industry
growth rate created a difficult environment for the Company tooperate in. Dissatisfied with performance, the CEO assembled
a task force to focus on âclosing the gapâ between theâExtraordinaryâ targets and actual results. In these meetings,the
CEO boldly stressed that their task would only be accomplished whenreported results met analystsâ expectations. As a direct
consequence, task force members were committed to the fullexecution of strategic profit initiatives to enable theCompany
to meet its âExtraordinaryâ targets. Without a doubt, the tone atthe top set by the CEO in these meetings had an impact on
task force members because most considered the use of improperaccounting practices to be part of the plan to achieve the
âExtraordinaryâ initiatives.

Close the Gap
To start, the task force focused on the âtrade promotionâ expenseaccount to help close the gap between actual and targeted
profit. For example, the Company had recently acquired severalother large pasta brands. A routine aspect of promoting such
brands involved product discounts, promotions, advertising, andvolume rebates that together made up âtrade promotionâ
expenses. Based on a detailed financial analysis, it was clear thatthese types of expenses were consistently greater than the
amount âaccruedâ for in the budget, which reduced actual profits.To remedy this, the task force decided that Pleasant Pastawas
justified in including a portion of promotional expenses into thebrand acquisition costs, thereby capitalizing a portion of thecosts
that had previously been expensed. These unsupported journalentries reduced the trade promotion expenses by greater than
50%, boosting the Companyâs actual profits.
The second phase of the task forceâs strategic profit initiativefocused on reducing manufacturing expenses. Since its IPO,the
Company had grown at a tremendous rate and taken on a number ofsignificant capital projects to expand production lines.
Under GAAP, the Company should have separated out internal laborcosts from ordinary operating expenses, capitalizing only the
labor related to the capital projects. However, the task forcedetermined that it would be best to reduce operating expensesby
capitalizing all budgeted internal labor and manufacturingoverruns. To further contain rising expenses, the task forcerefused to
write off âobsoleteâ assets, which had the effect of reducingreported depreciation expense.
As the pasta market continued to shrink, the task force realizedthat its efforts to suppress the Companyâs expenses weresimply
not enough. Determined to meet the CEOâs objectives, the task forcebegan to concentrate on ways to increase Pastaâs reported
sales revenue. Reduced demand for pasta had driven many customerorders well below the contractually agreed upon minimum
purchase volume. As such, numerous customers were contractuallyrequired to pay the Company a higher price on purchases Â© 2014KPMGLLP, a Delaware limited liability partnership and the U.S. memberfirm of the KPMG network of
independent member firms affiliated with KPMG InternationalCooperative (âKPMG Internationalâ), a Swiss entity. All
rights reserved. Printed in the U.S.A. The KPMG name, logo andâcutting through complexityâ are registered trademarks
or trademarks of KPMG International. NDPPS 309511 Case 2 PleasantPasta until contractual volume numbers were met. Under GAAP, thepremiums paid on each order should have been recognized as
revenue immediately. However, at the direction of the task force,the Company not only recognized the revenue associated with
the actual price increases, but also their projected priceincreases in order to boost reported earnings. Further, the taskforce
authorized significant promotional discounts that resulted inseveral material sales in the final days of each period. Unwillingto fall
short of the âExtraordinaryâ targets, the task force evenimproperly recognized revenue before shipping the product in manyend
of year transactions.
Overall, the task forceâs efforts to improperly reduce costs andinflate revenues resulted in an overstatement of EPS by 23%in
2002, 41% in 2003, and 59% in 2004. Additionally, over thefraudulent years, Pleasant Pastaâs pretax income wasimproperly
inflated by greater than 66%, which helped to fuel a significantstock price increase for the company.

Fraud Discovery
In 2008, Pleasant Pasta publicly admitted that the Companyâs 2002,2003, and 2004 consolidated financial statements were
materially misstated due to fraud. In its admission and subsequentrestatement, the Company attributed the fraud to an
inadequate system of internal controls as well as managementâsfailure to maintain an appropriate tone at the top. Thediscovery
was made through a combination of an internal whistle-blower,significant management turnover, and ultimately an SEC
investigation.

i would like a summry for the case .

burgundytermite294

Corporate Saint #1

AARON FUERSTEIN

For many years, Mr. Feuerststeinâs family has owned a clothing manufacturing business

in Methuen, Massachusetts. In 1995, the factory building burned down. He immediately

commenced to rebuild the factory and, in the interim, fully paid the workerâs salaries and

benefits, increasing the amount of his debt in order to do so.

Unfortunately not all fairy tales have a happy ending. Although the final script has

yet to be written on Mr. Feuersteinâs business, he did have to file bankruptcy. The

costs in rebuilding the factory and not being aggressive in marketing his products caused

him to get into financial trouble. He stated that he did not attribute his financial

problems to his employees. His company is now out of bankruptcy, but it is owned

by the creditors. Mr. Feuerstein is trying to raise capital in order to buy back the

company and he is optimistic about his chances of succeeding.

Compare Mr. Feuersteinâs attitude to the attitude of executives at Enron, Tyco,

Worldcom, Global Crossing and Adelphia Communications. While in real terms the

minimum wage has declined, the pay of corporate executives increased 571% between

1990 and 2000 (five times the rate at which corporate profits increasedâa fact that

should outrage shareholders). Had the minimum wage increased at a similar rate it would

now be over $25 per hour. Aaron Feuerstein is the antithesis of the CEOs who in the

name of the bottom line throw 40,000 workers out on the streetâand then take an

increase in their already obscene salaries. As of the mid 1990âs, American executives

were paid at a rate that is 140 times that of the average worker.

Corporate Saint #2

OJAI VALLEY INN & SPA

âFROM BELLHOPS TO BUILDERSâ

In May, 2003, a major 16-month renovation forced this luxury resort to shut-down two-

thirds of its rooms. This would have resulted in layoffs for half of its 600 employees.

Instead, the management decided to retrain willing workers as carpenters, painters,

electricians, tile setters and drywall installers, saving about 150 jobs. The training

program was performed mainly in-house, and all the trainees were state certified in safety

procedures. The hotel spent about $1-million in the retraining.

Some of the employees have been with the hotel 40 years; the average tenure is eight

years, which is unusually high for the hospitality industry. The resort felt that preserving

that experience and loyalty was important. They feel that there are lots of fine hotels

around, but guests come to them because of the employees. âEmployees are the most

important part of a hotel, because this really is a people businessâ.

Every employee was given a chance to take part. No one who wanted to learn the new

skills was turned away. âThis helps build on that mutual benefit contractâ¦ and

was a solution to keep their best workers on the payroll without being a total financial

drain on the hotelâ said Alec Levenson, labor economist and a professor at USCâs Center

for Effective Organizations. Ojai is a small community with a population of 8,000 and the

hotel is the biggest employer and it would be hard for them to find other employment

locally.

The retrained workers are being used only for renovation work, such as plastering,

painting and tearing out old sinks. A contractor with his own crew is handling the new

construction. However, that doesnât mean that the retrained workers feel like a lower

class of laborers. The esprit de corps is so high that they have designed T-shirts

proclaiming âBuilding a Better Shang-ri La.â

The Los Angeles Time, December 22, 2003

Corporate Saint #3

TIMBERLAND

Jonathan Swartz, C.E.O. of Timberland, believes that in order to equip people to make a

difference in the world, we must insist that doing well and doing good are one and the

same. He serves on President Bushâs taskforce on national service and has instituted a

program called the Path of Service at his company. Timberland employees are given 40

hours of paid leave each year to perform community serviceâpaint a house, tutor a

student, comfort the elderly. Since Mr. Swartzâs family controls the majority of his

companyâs stock (he represents its third generation to head the firm), it is easier for him

to be innovative than it may be for C.E.O.s that have to answer to boards of directors.

The Path of Service program came about because of Mr. Swartzâs personal experience.

In 1989 he provided 50 pairs of boots to a group called City Year, an urban Peace

Corps type of organization, located in Boston. The group invited him to a day of

community service and he was hooked. In addition, Mr. Swartz is also committed to the

concept of tithing and estimates that 10% of his income goes to charity.

Today, Timberland estimated that 5,200 employees have invested more than 170,000

hours in community service in 13 countries. In addition, the company works with

business partners and vendors to arrange regional service events.

Fortune Magazine consistently rates Timberland as one of the best companies in the

country to work for.

Corporate Saint #4

GREYSTON BAKERY

Greyston Bakery is a minority-owned bakery in Yonkers, New York, that has become a

leader in community development and a role model for other socially conscious

businesses.

The bakery actively recruits and hires employees who have had difficulties finding in the

employment in the past. Ex-convicts and drug addicts make up a substantial part of the

employee census.

The bakery is expanding but has committed to remain within southwest Yonkers, the

community where it was created and has grown, and where there is a high concentration

of hard-to-employ individuals.

The profits of the bakery support the Greyston Foundation which includes housing, child

care, health care, a computer learning center, and more.

The bakery empowers its employees by compensating them fairly for their efforts. While

for some employees this salary may not constitute the âliving wageâ, the bakery

encourages and supports employees who seek outside vocational training, academic

advancement, and professional non-bakery-related enrichment.

Corporate Saint #5

BEN & JERRYâS ICE CREAM

We all know about the fantastic ice cream products sold by Ben & Jerryâs. However,

there is another part of their success story. The two native New Yorkerâs, who moved up

to Vermont and started the company, had another mission besides the goals of making the

best ice cream and also creating a profitable company.

Their mission, which they continuously worked towards achieving, included operating

the company in a manner that actively recognizes the central role that business plays in

society by initiating innovative methods to improve the quality of life both nationally and

internationally. They realized that the gap between the rich and the poor is wider than at

anytime since the 1920âs. Another part of their mission was to provide economic

opportunities for those who have been denied them.

As the manufacturing of products creates waste, they worked towards minimizing their

negative effect on the environment. Since the growing of food is overly reliant on the use

of toxic chemicals and other methods that are unsustainable, they support sustainable and

safe methods of food production that reduce environmental degradation, maintain the

productivity of the land over time, and support the economic viability of farms and rural

communities.

Question:What do you think of the idea of Corporate Saints? Is being a Corporate Saint realistic? Is the organization that you are/were apart of operating like a Corporate Saint? Please mention any other organizations that you believe are Corporate Saints.

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Religious Studies 1023E Lecture 3: Lecture 3 - Hinduism

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