Teratech Case Study Example | Topics and Well Written Essays - 1000 words

Teratech - Case Study Example The first provider to tap these advance resources would gain a bigger share in the market, lead the CRM service industry and have the first market entrant advantage. In the first quarter of 2005, Teratech aimed to go beyond the basic CRM functions and venture into modeling and analytics. The growth opportunities in predictive modeling and analytical CRM software is very big for the five-year-old company. Grabbing this opportunity would give a strategic advantage to Teratech, since the company is considered as a CRM expert for the pharmaceutical industry. According to Teratech's CEO, Jack Dwyer, developing a new analytical CRM product would assure the stakeholders continued sales and revenue growths as well as market leadership in the industry, while compensating the declining sales in the last quarter of the previous year. The new product is one of his corporate strategies for continued success of the organization. He is looking forward to an exceptional business performance of the company for three years. Jack Dwyer is a self-made man, who worked his way up to become a respected CIO in his previous job before he founded Teratech. He is a successful man with a 20-year experience in a leading technology service firm and a bold vision for Teratech's future. His vision for Teratech is to become the preferred solutions provider for pharmaceutical companies and the forerunner in the industry. This is the ideal end-state goal of Teratech. With the development of a new analytical software, Teratech's customers can identify trends, understand customer behavior, explore simulated scenarios and predict outcomes. This software would complete the company's CRM package of product functionality and analytical capability. The package is very marketable and salable to loyal customers as well as new recruits, as shown by the optimism of the sales team members. This would enhance the company's competitiveness in the market. The existing products and the development of a new analytical application software would answer to the vision of the CEO and help the company achieve its goal. However, development of a new product does not end on the salespeople. New product development is a company wide operation. It also involves other teams such as marketing, finance, human resource, and technology development teams. The marketing team is optimistic that the new product would answer the customer's concerns on the current product and return on their investment. The relatively new concept of CRM in pharmaceuticals and pharmacy-related industries is still at its infancy stage and the customers are still uncertain on its applicability. The development of the new product would assure the customers of its added benefit. The pharmaceutical companies would be able to maximize the value of their customer and market data as well as enhance their marketing strategy for optimum effectiveness. In the ultra-competitive environment of the pharmaceutical industry, the new product can address both the effectiveness and efficiency of their marketing campaigns. The success of the new product in the market would boost Teratech's expertise and market image, such that, the marketing team are challenged to cater new industries and access new technologies. Finding new markets or even creating a new one would be a blue ocean strategy for the team. Furthermore, Christine

Libby-Broadway Drive-In, Inc. v. McDonalds System, Inc Case Study

Libby-Broadway Drive-In, Inc. v. McDonalds System, Inc - Case Study Example Libby sued McDonald's, alleging a breach of the franchise agreement. In this case, the agreement is unenforceable because it was not made in the form required by the Statute of Fraud which is applicable law in this case. Said law provides that "agreement which cannot be performed within a period of one year should be in writing and signed by the party to be charged of the its performance" in order to be enforceable. The substance of the case, as quoted from this case is that "if the plaintiffs would give up their options and would sell the other restaurant, McDonald's would provide them with two franchises of comparable size, location, and profit". The performance of the act required to be done by the plaintiff cannot be performed in one year, thus, the performance of the obligation of McDonald's cannot also be performed within one year because the performance of the latter's obligation depends on the performance of the act required from the plaintiff. Therefore, the said agreement should have been reduced into writing as required by the Statute of L aw. Secondly, a contract of lease is also required in the agreement on the property where the franchise is to be established.

History Of Ordnance Corps Essay Example for Free

History Of Ordnance Corps Essay The Ordnance Corp is one of the oldest branches of the Army, established May 14, 1812. The U. S. Army Ordnance Department established from The Revolutionary War. General George Washington, the commander of the Continental Army, appointed Ezekiel Cheever to provide ordnance support to army in July 1775. Until 1779, all the armies had Ordnance personnel moving with them. They were civilians and Soldiers, served as conductors for maintenance ammunition wagon and arms. Each conductor led five to six armorers who repaired small arms. In 1776, Board of War and Ordnance was created. In 1777, the first Ordnance facilities were established at Carlisle, Pennsylvania, and the first arsenal and armory operations at Springfield, Massachusetts. Other arsenals and armories were also established at Harpers Ferry, Philadelphia, and Watertown. On May 14, 1812, the Ordnance Department was organized by Congress. The Ordnance Department was responsibility for arms and ammunition production, acquisition, distribution, and storage for the war. In 1832, the Ordnance Corps had new responsibilities for researching and development of field services. Good work of the Ordnance Department continully to developed and tested during the Mexican War. The Mexican War became the foundation for the massive logistics. During the American War, the Ordnance Corps was really tested and developed. The Ordnance Corps brought massive procurement of weapons and supplies, and providing field support for fast moving armies. In 1898, Spain War, the Ordnance Corps first deployed overseas and provided close-combat support. During World War I, the Ordnance Corps mobilized and developed weapons systems, organized Ordnance training facilities, and established overseas supply depots. In World War II saw dramatic expansion of the Ordnance mission of production, maintenance and training. In both Korea War and Vietnam War, the Ordnance Corps provided supplies and maintenance, and was active in the development of rockets, guided missiles and satellites. In modern U. S. Army Regimental System, the Ordnance Corps is organized under the whole branch concept. The Chief of Ordnance serves as the Regimental  Commander, and the Office Chief of Ordnance serves as Headquarters Ordnance Corps. The Ordnance Corps will be always supporting the development, production, acquisition and sustainment of weapons, ammunitions, missiles, electronics, and mobility to supporting combat power to the U. S. Army. The insignia of the Ordnance Corps is yellow color metal shell and flame. The Shell and Flame is considered the oldest branch insignia in the U. S. army. The Shell and Flame had been used by European armies before its adoption by the U. S. army. In fact, it is still used by European armies. This insignia was assigned to the Ordnance Corps in 1832. The branch colors are crimson and yellow. At first, the Ordnance Corps had a red trail, like Artillery. In 1851, Crimson was assigned to the Ordnance Corps. Then in 1902, it was changed to black and scarlet color. Then finally, in 1921, crimson and yellow were assigned to the Ordnance Corps again. The Act of May 14, 1812, recognized the Ordnance Corps. In 1936, the army Institute of Heraldry redesigned and standardized version of the Shell and Flame. Redesigned Shell and Flame remains the current version.

Critically Contrasting Personnel Management and Human Resource Management

Critically Contrasting Personnel Management and Human Resource Management 1. INTRODUCTION Over the last few decades with the onset of the industrial revolution, the work place has seen a change in stance with respect to its people working in organizations. The key theme resonates around the ever increasing importance being given to the employees or the human resource. It started with what theorists referred to as personnel management. Some theorists believe that personnel management evolved in to what is now called human resource management while others draw significant strategic and operational differences between them (Torrington et al. 2005). The basic difference that the researchers find between these two is their area of focus within the organisation. Personnel management looks primarily into administrative aspects of the organisation while, Human resource management, on the other hand, looks after developing, retaining and growing the human aspect the organisation. In most organisations today we see a growing importance given to this function at strategic levels. In this essay, the theory that exists for personnel management and human resource management will be critically contrasted and analysed to come to a conclusion in the debate mentioned in the previous paragraph. A number of theorists look at each of these as independent elements as well as relational elements and this essay explains the establishment of the context of each of the elements i.e. personnel management and human resource management, the change or the perceived transformation of personnel management to human resource management and drawing differences and similarities found in the existing literature to conclusively define whether there is a difference between the two or is Human Resource Management a term which is purely an evolution of personnel management. 2. THEORY AND PHILOSOPHY OF PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT There has been a significant amount of literature that has been critical of personnel management of being low on organisational status in the recent years. The perception is widely held that the function of personnel management is limited in a reactive and administrative position and fails to hold relevance to the aims of the organisation. To elucidate this perception it should function at a strategic level (Lundy, 1994). Authors such as Drucker (1968), Watson (1977), Legge (1978) and Rowland and Summers (1981) relate personnel management to an administrative role. This could include payroll, maintaining practices with respect to regulation and other such activities. Torrington and Hall (1987) noted that personnel management looks towards the line manager for the as a key driver for the integration to the overall organizational goals. However the lack of strategic direction sometimes causes a conflict with the overall role of the manager which is more strategic in nature. Lundy (1994 ) noted that the establishment of the trade unions in UK along with the subsequent welfare movement that began with the onset of the industrial revolution in the early 19th century became the underlying cause of this conflict. Trade unions meant the workers were represented, were informed and could now demand and fight for their rights while line managers and governments considered labour as commodity. This lack of strategic composition in personnel management began to see the emergence of Human Resource Management as a replacement term. The pitfalls that were once faced with the administrative outlook of the personnel management were being eliminated by extended the boundaries to generate a more strategic role within the organization. Hence, human resource planning became aligned and was getting integrated with the overall organizational strategy. HRM, according to Bratton and Gold (2003), is a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical in achieving competitive advantage. Torrington et al (2005) describe human resource management as a philosophy that deals with the carrying out of organisational activities that are people oriented and that extends to those who are not employed in the organisation. Human resource management is now, in the English speaking world, the most extensively used term that describes the activities of the management in terms of employment relationship (Boxall and Purcell 2003). A significant number of changes took place around 1994 with relation to trade unions, organisational restructuring. There was also a rise in the atypical forms of employment. With respect to these changes Beardwell and Holden (1994) suggest that: Any assessment of the emergence of Human Resource Management has, at least, to take account of this changing context of employment and provide some explanations as to the relationships that exist between the contribution HRM has made to some of these changes on one hand and, on the other hand, the impact that such changes have had on the theory and practice of HRM itself (p. 5). The human resource management can be looked at in the light of five aspects. First, the senior management considers the people problems at a more serious level. The overall delegation of responsibility lies with the line manager. Second, team work, communicating, and empowerment within employees is given a high level of importance. Third, employee development through the facilitation of training allows the employee to contribute more substantially to the organization. Fourth, every employee is considered as an individual. His or her needs are carefully assessed and emphasis is given to them. Lastly, the overall fit is considered to be around the greater strategic fit of the organization. 3. PERSONNEL MANAGEMENT VERSUS HUMAN RESOURCE MANAGEMENT Personnel management is conventionally believed as having little focus over the business links that are broader in nature and it is believed that it concentrates more on the activities of the personnel professionals and also on the operational techniques within the organisation. Thus the function of it is seen as low administrative record keeping and maintenance of people. In contrast to this function, human resource management is considered to concentrate more on the business linkages and also in comparison to personnel management it is usually labelled as an established and good people management practice (Redman and Wilkinson 2006). Legge 1995 (in Beardwell and Claydon 2007: 9), lists out three significant points that show that human resource management differs from personnel management. First, HRM is concerned with the responsibility of the top managers for the management of the culture. Secondly, she states that personnel management appears to be something performed on subordin ates by managers rather than something that the latter experience themselves. Finally, she says that human resource management defines the role of the line- managers rather than personnel managers. She further argues that the three differences stated above emphasize on human resource management, in theory, of being more of a central strategic management task as compared to personnel management. Armstrong (2006) states that human resource management lays more emphasis on the strategic fit and integration and its philosophy is management and business oriented. He contrasts Human resource management from personnel management on the basis that achievement of commitment and the management of the organisation culture are given more emphasis by HRM than personnel management. Storey (1992) and Guest (1987) each carefully differentiate personnel management and human resource management. The approaches considered by both also vary. Storey (1992) looks at the differences in light of the practical aspect; Guest (1987) draws more on the psychological aspects between the two. Points of difference between Personnel management and HRM as noted by Storey (1992) Dimension Personal Management HRM 1. Beliefs and assumptions Contract Behaviour Referent Conflict Careful delineation of written contracts Norms/ customs and practice. Institutionalized. Aim to go beyond contract. Values or mission. De emphasized. 2. Strategic aspects Key relations Initiatives Corporate plan Speed of action Labour management. Piecemeal. Marginal to. Slow. Customer. Integrated. Central to. Fast. 3. Line Management Management role Key managers Communication Standardization Transactional leadership. Personnel specialists. Indirect communication. High (e.g. parity an issue). Transformational leadership. General/business/line managers. Direct communication. Low (e.g. parity not seen as relevant). 4. Key levers Selection Pay Job design Training and development Foci of attention for interventions Separate, marginal task. Job evaluation (fixed grades). Division of labour. Controlled access to courses. Personnel procedures. Integrated, key task. Performance related. Teamwork. Learning companies. Wide ranging cultural, structural and personnel strategies. TABLE: Difference between Personnel Management and Human Resource Management. Source: Storey, 1992: 35 In the table above, Storey (1992) lists possible differences that are present between personnel management and human resource management. These differences describe the strategic aspect of personnel management as labour management and of Human resource management as customer management. Conventional personnel management focuses more on rules and norms, customs of the organisation and the practices which have already been established, whereas the human resource management tends to be more inclined towards giving importance to the values and mission that are set for the organisation. The personnel management approach is particular about the establishment of policies and procedures within the organisation and it enforces conformity of employees to these rules through careful delineation of written contracts. In contrast to this aspect of personnel management, Human Resource Management tends to go by the spirit of the contract. The structure of job design followed by personnel management is division of labour i.e. different people are assigned to different areas of expertise, where as Human resource management involves teamwork in which a group of people are assigned to accomplish a goal. Points of difference between personnel management (PM) and human resource management (HRM) as noted by Guest (1987) Personnel Management Human Resource Management Psychological Contract Fair days work for a fair days pay Reciprocal commitment Locus of control External control Internal control Employee relations Pluralist approach Collective Low Trust Unitarist approach Individual High trust Organizing principles Mechanic Forma/defined roles Top down strategy Centralized Organic Flexible roles Bottom up strategy De-centralized Policy Goals Administrative efficiency Standard performance Cost minimization Adaptive work force Performance improvement Maximum utilization Table: Difference between personnel management and human resource management. Source: Guest, 1987 In the above table, Guest (1987) examines the main differences between personnel management and human resource management. Like Storey, Guest also analysis a number of segments of the organisation to draw the main differences between the two debated terms. The psychological contract, which is the mutual agreement reached between the employee and employer, was the first element of difference. While personnel management considered it as obligatory from both parties to remunerate according to work and vice-a-verse. The control in case of personnel management was an external entity while the human resource management stemmed from within. Another key factor was trust. Guest believes that the personnel management failed to generate employee trust which in the case of human resource management was the key. The mechanistic approach of personnel management meant a formal, top down and centralized approach to managing employees. Human resource management on the other hand is considered to be m ore flexible originating from employees and de-centralized. The overall aim of personnel management, according to Guest, looked at drawing the most bang from the buck while minimizing the cost. However the goals for human resource management have taken on a role of improving performance by adapting the workforce to maximize the output. Painting the overall scenario, the differences cited by Guest (1987) and Storey (1992) reflect the fact that there lie differences between personnel management and human resource management on both practical as well as psychological fronts. The overall difference in its application has been considered to draw a clearer understanding of the differences cited above. However, literature also considers a number of key similarities which underlie both aspects of employee management. 4. SIMILARITIES Strategies of both Personnel Management and Human resource management flow from the business strategy. Both have the view that managing people is the responsibility of the line managers. Soft HRM and Personnel management have identical values with regard to the respect of the individual, develop people to achieve and facilitate their own satisfaction and the organisational objectives to the maximum level (Armstrong, 2006). Poole (1999) notes that despite the differences stated there are a number of factors that provide for a number of clear similarities between human resource management and personnel management. Emphasis on integration: Poole (1999) notes that both these models emphasize on their integration with the overall organizational goals. Line management as the driver: He notes that once again human resource management and personnel management look to the line management to deploy the human resource practices and policies. Individual development: Poole (1999) considers the model of Personnel Management and contrasts it with the models of Human resource management and concludes that both state the significance of developing the individual employee to the level of his highest abilities within the organization. Also while considering work in this field he found similarities in context laid down regarding the dependent nature of the employees. Importance of selection and job allocation: Poole finds that the correct allocation of jobs to the appropriate people is an important factor in the integration with the organization. It is worth noting that the integration with the organization was the basic similarity between human resource management and personnel management. 5. RHETORIC OF HUMAN RESOURCE MANAGEMENT Keenoy and Anthony (1992: 235) consider the relation between the employment relationship and human resource management as rhetoric and metaphors. HRM its self is shown in a positive light when words such as nurturing and organic are brought into the picture. However, other terms which described personnel management were reactive, monitoring and bureaucratic provided a negative connotation. In relation to the dominant emergence of HRM, Legge (1995) argued: The importance of HRM, and its apparent overshadowing of personnel management, lies just as much (and possibly more so) in its function as a rhetoric about how employees should be managed to achieve competitive advantage than a coherent new practice (p. xiv) Legge (in Storey 1995) further notes that there has been hype due to the existence, assumptions and epistemology of soft and hard models of HRM. This according to Bach and Sisson (2000) can be done to achieve a state of control over the workforce. The hard model of HRM deals with the employees in a less humanistic approach by referring to the more quantitative nature of reducing costs, managing head count and the overall need of the hour. While the soft model of HRM deals with the development of the employees and an overall well being of the employee. Bach and Sisson (2000) noted that the soft HRM camouflages the negative aspects of the hard HRM to paint a positive picture. In practice, both the elements of hard and soft HRM exist together and impacts the employee directly. Critiques of HRM such as Keenoy find that ambiguity in the term Human Resource Management is a remarkable feature in itself. (Beardwell and Claydon 2007) 6. CONCLUSION Human Resource Management has become the most widely used term which refer to the activities of the management of the organization towards its employees. There are a number of debates surrounding the meaning, definition and scope of HRM and personnel management. Some critics find a number of similarities between the two while others find significant contrasts between the two. Legge (1995) sets forward the view that there is no major difference between the principles and values of the two but Storey (1992) found a number of aspects that differentiate the two. To summarise, personnel management is widely observed as having an operational schematic to people management with the aim at achieving efficiency within the norms of providing justice to the employees work. From the literature, conclusions can be drawn that the difficulty faced by personnel management in obtaining credibility in the eyes of the employees paved the way for the rise of Human Resource Management. The concern about the difference between personnel management and the extent to which HRM represented a positive or negative phase in peoples management gave rise to the debate relating to the differences and similarities of HRM and conventional Personnel Management. In summary, it can be noted from the literature that the inevitable evolution of personnel management was fuelled by the lack of trust with employees and gave rise to the emergence of Human Resource Management. The hard and soft models of Human Resource Management lay evidence to this evolution by displaying characteristics of the more mechanistic aspects of personnel management.

What are the strengths and failures of the Battle of Maldon and the ?related texts? as evidence for the structure of English Society :: essays research papers fc

What are the strengths and failures of the Battle of Maldon and the ‘related texts’ as evidence for the structure of English Society The Battle of Maldon is a medieval text depicting a battle between English warriors and Danish invaders. Earl Byrtnoth was commanding the warriors in the name of King Æthelred. The poem portrays the heroism of the bravest warriors and the sheer cowardice of those that fled. Controversy over the aim of the poem is apparent as Sragg says that the poets â€Å"style of writing is so hyperbolic that it robs what little of trustworthiness there is.† On the one hand there is little doubt that the battle happened and in this sense the poem is accurate, however very little archaeological evidence has been found around that historical sight to consolidate the poems content. Another problem may well lie in the later translations of the text especially before 1725 and the Cotton Library fire. When copyists began to copy the text they may well have lost some of the meaning of the poem by the way they understand it, they are likely to translate the text to fit contemporary understanding .   Ã‚  Ã‚  Ã‚  Ã‚  It is possible to see that the church appears to play a major role in the society of the English in the tenth and eleventh centuries. Lines one hundred and one to one hundred and five display a deeply engrained belief in fate and God’s hand in it, â€Å"There against the fierce ones stood ready Byrtnoth with his men†¦ †¦Then the fight was nigh, glory in combat: the time had come when fated men must fall there.† It is possible to see that there was a deeply engrained belief, in the higher circles of society especially, that if you died on the battle field then God had fated you to do so. Also the use of glory indicates a connection with religion as glory and glorification are synonymous with Christ, God, and religion in general. This idea is backed up by lines one hundred and seventy three to one hundred and eighty whereby a fallen warrior believes that they will reach heaven in God’s peace. This idea would no doubt be reflected through society as lines two hundred and five to two hundred and eight suggest that society acknowledges the bravest, a lord would expect his warriors to avenge his death or lose his life in the process. The church also played a major role as a buttress to the King’s legitimacy and power.

An Interpretation of Emily Dickinsons Poem #315 :: Emily Dickinson Poem 315 Essays

An Interpretation of Emily Dickinson's Poem #315 Emily Dickinson had an interesting life, and is a profound woman in the history of America and literature. Emily wrote many poems. Some are titled, and many are given chronological numbers instead of headlining the main theme. I am interpreting Poem #315. I read the poem, and had to read it again and again. As with most poems, the meaning is always clouded from me and I need a little help to figure out the true meaning of the author's intentions. In this case, the outcome was not any different. The poem did not make much sense to me. Instead, I created my own meaning and it differed greatly from the others. However, I still like my interpretation and enjoy the final product that was created when I combined my ideas with the groups. I would like to start, by printing the poem. 315 He fumbles at your Soul As Players at the Keys Before they drop full Music on-- He stuns you by degrees- Prepares your brittle Nature For the Etherial Blow By fainter Hammers-further heard- Then nearer-Then so slow Your Breath has time to straighten- Your Brain-t bubble cool-Deals-One-imperial-Thunderbolt That scalps your naked Soul- When winds take Forests in their Paws- The Universe-is still- The other members of my group saw this poem as a metaphor for some type of physical abuse. I saw it as a poem just describing a thunderstorm. Now, after incorporating in ideas from all in the group I describe the poem as a way of using a storms powerful force to describe physical abuse. Confused? Well, I'll walk you through this idea so at the end you won't be. The first four lines of the poem describe a 'He'. It states, "He fumbles at your soul / As players on the Keys / Before they drop full music on-- / he stuns you by degrees-" Before any great piano player plays a piece, he warms up. He practices. In a similar sense, so does a thunderstorm. A storm does not start out heavy and powerful; it starts out with a wind. And, the air gets a little cooler; the degrees go down on the thermometer. Powerful thunder vibrates the soul, and the earth is the piano for the persona of the storm.

What Integrity Means

The term â€Å"integrity† is considered polysemantic meaning it has a number of different meanings. Integrity is the most important terms used in virtue ethics, music, philosophy, for example. Integrity is used in the scientific and technological fields. Therefore, this term is often puzzling and perplexing. Often, people use integrity as a synonym to â€Å"moral† trying to show that person is acting with integrity. However, researchers noted that â€Å"people of integrity† may act immorally, even if they are unaware of their immoral actions. Firstly, modern world suggests that any person is subjected to many conflicting desires and situations. Thus, integrity is defined as the ability to make reasonable and valid judgments, conclusions about the importance and necessity of particular commitments. Integrity suggests that a person should act out of the strongest desire and with deliberation to choose between more or less desirable actions. In other words, integrity always suggests discriminating between important desires. For example, a student may discard studying preferring go to the party. In such situation student is not a person of integrity as higher order desire was endorsed over fun. Person of integrity realizes the importance of first-order desires and he won’t fall victim to conflicting desires. Further, integrity is defined as ability to resist genuine temptation meaning that a person is ready successful integrate the self. Secondly, in computer and related sciences integrity means that computer database is able to maintain power and resist to errors, integrity of defense systems suggests that system isn’t breached. Thirdly, in music, musical work has integrity if its musical structure is provided with completeness which is coordinated and has related music ideas. Simply saying, integrity in music means that music piece is whole, intact and pure. Fourthly, Integrity is associated with geography. Then, people may think of integrity of wilderness region, different existing ecosystems, art kinds and forms, and even people may think of computerized integrity. Integrity is applied mostly to the objects and it suggests the qualities of purity and wholeness an object. These meanings are often applied to people. Speaking about regions, integrity means that a region isn’t corrupted by negative effects of development and its advances. Region of integrity suggests wilderness and uncorrupted or virgin. Finally, intellectual, professional and artistic integrity are often spoken about. Nevertheless, integrity has found its application mostly in philosophy meaning human’s general character. In philosophy, when a person acts with integrity on a particular occasion it means that integrity is explained as broader feature of person’ character. There is a claim that person should possess integrity. Integrity suggests that a person is in harmony with himself, that he acts either morally or immorally. It means that integrity is applied equally to people things because integrity suggests a way to keep the self uncorrupted. Integrity is often associated with commitment, and some researchers stress that the term ‘commitment’ is used to cover intentions and promises of human expectations and, what is more important, human trusts. It means that any person may be committed to different kinds of things at the same time. Such person is integrated person. Summing up, integrity is found in many aspects of human’s life. Integrity is defined as personal virtues meaning that person’s ability to take care of the self shows whether a person is integrated. Moreover, persons of integrity treat equally other people’s matters. Abilities to overcome temptation and to subordinate first-order and second-order desires are considered the keys for a person to be considered of integrity.