God has Ontological Existence Term Paper Example | Topics and Well Written Essays - 500 words

God has Ontological Existence - Term Paper Example The religious philosophers, over the centuries have tried to establish the existence of God and have come up with numerous arguments .Major arguments about His existence are Cosmological, Ontological, Teleological and the Moral Law Argument. The Cosmological Argument comes from the Greek word ‘cosmos’, which means the world. The Cosmological argument states that the universe could not have existed by its own, there must have been some cause that would have made the universe and that cause is God. The Teleological argument is from the word ‘teleo’ that means design or purpose. As the universe evidences great complexity of design, the great designer, the God must have designed it. The Moral law argument proposes that the moral Law and Order in this world is alive and exists because of God who has bestowed human beings with this understanding of morality. According to the Ontological Argument, the God is the greatest being, imaginable, one of the aspects of greatness and perfection is his existence or in other words as God can be conceived that means he exists. Twelfth century theologian and philosopher Anslem developed this argument about God’s existence. This argument proves about the existence of God through abstract reasoning. Descartes in his Meditation 3 proposes about the Ontological existence of God .His Meditation 3 questions about the existence of God and his analysis is devoid of any scientific proof and religious arguments.

Power and Responsibility Essay Example for Free

Power and Responsibility Essay In an altruistic sense, the burden of responsibility lies in the person making a decision for the a group of people as a whole and the consequences of such decisions or actions is solely limited to the person who made it. Even though a decision has been made in general to serve the people, the consequences still has to be faced. This does not change with an individualistic point of view wherein a profession that requires high standards in order to perform well needs a greater sense of responsibility for choice. A news writer or reporter who reports unverifiable or fallacious facts can easily retract statements in order to suit journalism rules. But when a doctor makes a mistake, people die. There is no difference with regards to the degree of responsibility a person since all professions must possess a deeper sense of responsibility. In the context of utilitarianism however, the concept is aimed for the welfare of persons as a whole in achieving a desired end. Applied in an individualistic view, responsibility lies with choice and a deeper understanding or personal morals and overall ethics. Utilitarian views are also consistent with consequentialism wherein an action may be considered morally right if it contributes more on a favorable consequence rather than a bad one. In this sense, moral values are then based on a good purpose or outcome. Thus the responsibility of an individual relies on the outcome itself and it may only be considered as morally correct when it serves the purpose of the greater good. Although journalism and health are professions that has corresponding moral and ethical systems, utilitarian views present a morally favorable principle wherein actions are guided by the responsibility of doing a good job not only to avoid moral and ethical problems but also in achieving a contribution to the overall utility or good and a drive in achieving excellence. References (n. d. ). Ethics (Internet Encyclopedia of Philosophy). Retrieved July 31, 2008, from http://www. iep. utm. edu/e/ethics. htm#SH2b.

Resource Based View in Business Management

Resource Based View in Business Management Introduction The resource-based view is defined as a business management tool utilized to know the strategic resources available to firm. The basic principle of the resource based value is that the basis for a competitive advantage of a company lies primarily in the application of the group of valuable resources at the firms disposal. In order to change a short-run competitive advantage into a maintained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile. In other words, this will change into valuable resources that either perfectly imitable or substitutable without great effort. If these conditions are remained, the companys group of resources can help the firm sustaining above average returns. The recent dominant view of corporate strategy resource-based theory or resource-based view (RBV) of company is based on the theory of economic rent and the view of the company as a collection of capabilities. This view of strategy has a coherence and integrative role that puts it well ahead of other mechanisms of strategic decision making. The olden strategy models such as Michael Porters five forces model concentrates on the firms external competitive environment. Most of them do not try to look inside the firm. Instead, the resource-based perspective shows the need for a fit among the external market context in which a firm works and its internal capabilities. In contrast to the Input / Output Model (I/O model), the resource-based view is grounded in the perspective that a companys internal environment, in terms of its resources and capabilities, is more crucial to the determination of strategic action compared to the external environment. The resource based view suggest that a companys rare resources and capabilities give the basis for a strategy instead of concentrating on the accumulation of resources necessary to implement the strategy dictated by conditions and constraints in the external environment (I/O model). The business strategy chosen should enable the company to best use its core competencies relative to chances in the external environment. The resource-based view of the firm might be useful to the field of strategic management. The big benefit of this theory was it motivated a dialogue between scholars from a lot of perspectives, which they described as good conversation. From then onwards, the strengths and weaknesses of the resource based view have been vigorously argued in strategic management and other management disciplines. There are lesser discussions regarding the resource based view done in the field of information systems. The resource based view is used in the information system field on a few occasions, yet there is no effort up to date to comprehensive evaluates their weaknesses and strengths. The resource-based view also stands that companies possess resources, a subset which allows them to reach competitive advantage and later on giving them long term superior performance. Many studies of performance from company using the resource based view have found differences within the industries. This recommends that the effects of individual, firm-specific resources on performance can be crucial. Valuable and rare resources and whose benefits can be sorted by the owning (or controlling) company giving it with a temporary competitive advantage. That strength can be maintained over longer time periods to the extent that the company can protect against resource imitation, transfer, or substitution. In other words, empirical studies using the theory have strongly supported the resource-based view. One of the key challenges of resource based view related is to understand the meaning of resource. Many people are interested in the resource based view and utilized a few different concepts to speak about a companys resources. This includes assets, stocks, competencies and skills. Such proliferation of terms is a problem for research utilizing resource based view because it is usually not clear what the researchers mean by key terminology. To make things simple, it is better to clarify the terms in a relevant way. Together, assets and capabilities define the set of resources available to the firm. Assets mean anything intangible or tangible that the firm can utilize for producing and creating in its process to a market. Assets can be taken as a input or output of a process. It can also be tangible and intangible. In other words, capabilities change inputs into outputs of greater worth. Capabilities includes processes and skills. Since years ago, there are big collections of contributions in the areas of strategic management and economics which find to change the term of resource based view or utilize it as a framework to solve empirical questions. Meanwhile, the basic propositions of resource based view have increased explained. In summary, the initial contribution of the RBV of the company to date has been as a concept of competitive advantage. The start is with an assumption which the wanted outcome of managerial effort within the company is sustainable competitive advantage. Achieving such a level enables the company to earn economic rents instead. This also concentrates on how the company achieve and maintain advantages. The resource based view argues that the answer to such question stays in the possession of important resources which have certain characteristics like barriers to duplication and value. A SCA can be achieved if the company effectively uses the resources in its product markets. Resource b ased view focuses the strategic choice, charging the companys management with the crucial tasks of developing, identifying and utilizing important resources to maximize returns. The resource based view will be discussed later in the following paragraphs and also followed by a conclusion. Article 1 Corporate Social Responsibility: A Resource-Based View of the Firm Mehdi Taghian, Deakin University This section reviews the application of the corporate social responsibility (CSR) as an intangible dynamic resource, its application in the formulation of marketing strategies and its association with business performance, using the theoretical framework of resource-based view of the firm (RBV). CSR focuses on what is termed the triple bottom line people, planet, profit (Capaldi, 2005). Supporters of CSR believe that it is compatible with the traditional goals of a business and in fact can enhance a business. These supporters assert that CSR must become an integral part of the wealth creation process. Therefore, if CSR is managed properly, it should enhance business competitiveness and maximize wealth creation value to society. Also, when the economy is facing challenging times like now, there is greater not lesser need to practice CSR. The benefits of CSR will be discussed in detail in subsequent paragraphs. CSR initiatives can be in many forms, depending on the company. Some focus solely on environmental issues but there is a move towards community-based development projects (Tench et al, 2007). These projects perform a variety of functions for people in rural areas such as providing education for children and equipping adults with job skills. Other CSR initiatives occur in the form of providing healthcare and awareness of diseases such as AIDS and malaria. Based on these companies annual reports and other publications, such initiatives seem to be successful (Vernon and Mackenzie, 2008). Therefore, companies are encouraged to embrace CSR to fulfil their roles as good corporate citizens. Even though governments have not enacted legislature compelling businesses to embrace CSR, the accounting fraternity has taken the lead by instituting accounting standards and guidelines that compel MNCs to adopt some aspects of CSR. The guidelines are on environmental and sustainable reporting and demonstrate how acting green can be incorporated into a companys accounting system (ODwyer, 2003). Some of the more notable guidelines and standards promoting CSR are AccountAbilitys AA1000 standard, Social Accountability Internationals SA8000 standard, ISO14000 Environmental Management Standard and Global Reporting Initiatives Sustainable Reporting Guidelines. These standards and others have increased the awareness among accountants for the need for good CSR and sustainable reporting. Stakeholder Theory The stakeholder theory considers the impact of expectations of the different stakeholder groups to determine CSR. This is expressed by Drucker in his views on business ethics in that management is ultimately responsible to itself and society at large. These sentiments were re-echoed later by Freeman (1984, cited in Enquist et al, 2006) who said it was not just a matter of social responsibility or business ethics, but ultimately the very survival of the company hinges on it. Stakeholders are groups from whom the organization has voluntarily accepted benefits, and to whom the organization has therefore incurred obligations of fairness (Galbreath, 2009). A firms traditional stakeholders are its shareholders, employees, creditors, customers and the government. However, the scope has been expanded in recent years to include non-governmental organizations and the community as a whole. CSR is utilized as a management tool for managing the information needs of the various powerful stakeholder groups and managers use CSR to manage or influence the most powerful stakeholders in order to gain their support which is vital for survival (Freeman et al, 200, cited in Gyves and OHiggins, 2008). The key issue here is identifying the concerns of the various stakeholder groups which are often different, and how to satisfy them. Hence, the corporation is driven to act in a more ethical manner to avoid antagonizing powerful stakeholders. Scholars have cited five major strategic responses to institutional pressure for CSR, which range from the timid to the hostile. The first strategy is to acquiesce, which is to accept CSR values, norms and rules for the organization. The second approach is to compromise by partially conforming to CSR requirements while modifying it to suit organizational needs. The third strategy is to avoid or resist all CSR initiatives while the fourth method is a more active form of resistance to CSR initiatives through outright defiance. The final approach is by manipulation, which is by attempting to change global CSR standards. As can be expected, the last approach can only be employed by the largest and most powerful corporations. Furthermore, a CSR strategy can be considered as a core intangible dynamic resource within the resource-based view of the firm (RVB). It can provide a general framework for decisions regarding the design and adoption of other organisational resources that collectively characterise their marketing approach and direction. Article 2 The resource-based view of the firm: Ten years after 1991.(Technical) Ten years ago, Jay Barney edited a special forum in this journal on the Resource-Based View of the Firm (Barney, 1991). In his article in the special issue, Barney argued that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. These resources and capabilities can be viewed as bundles of tangible and intangible assets, including a firms management skills, its organizational processes and routines, and the information and knowledge it controls. In the intervening decade, the diffusion of the resource-based view (RBV) in strategic management and related disciplines has been both dramatic and controversial and has involved considerable theoretical development and empirical testing. As such, it seemed timely to organize a new special issue that attempts to assess the past contributions of the RBV as well as presenting forward-looking extensions. Barneys 1991 article was positioned relative to the structure-conduct-performance (SCP) paradigm in economics. Revisiting this article, Barney (2001a) discusses the implications of linking the RBV to the neoclassical microeconomics and evolutionary economics literatures. Situating the RBV in relation to neoclassical microeconomics would have helped address issues concerning whether or not equilibrium analysis can be applied in resource-based analyses, whether the RBV is tautological, and identification of attributes of resources and capabilities that lead them to be inelastic in supply. Positioning the RBV against evolutionary economics would have helped develop arguments concerning how routines and capabilities change over time. Barney points out that all three perspectives have been developed over the last decade and provide a body of related yet distinct resource-based theoretical tools that can be applied in different ways in different contexts. Mahoney (2001) revisits Conners (1991) paper to provide an alternative perspective on the similarities and distinctions between RBV and transaction cost economics (TCE), questioning Conners argument that the fundamental difference is that the former focuses on the deployment and combination of specific inputs while the latter focuses on the avoidance of opportunism. Mahoney argues that to continue to develop the RBV with the assumption of no opportunism ignores key issues. With opportunism, the presence of the firm facilitates superior knowledge transplantation relative to the market because of superior coding, better control of opportunistic behavior due to the authority relationship and superior information. RBV and TCE are viewed as complementary because the former is a theory of firm rents whereas the latter is a theory of the existence of the firm. The set of market frictions that explain sustainable firm-level rents would be sufficient market frictions to explain the existence of the firm. The problem of opportunism, however, has also been closely associated with recent literature on corporate restructuring, to which we return below. Revisiting their managerial rents model, Castanias and Helfat (2001) present an expanded classification of managerial resources and explain how it relates to (1) other classifications of managerial abilities such as those dealing with leadership qualities or functional area experience and (2) the fundamental resource-based characteristics of scarcity, immobility, and inimitability. The implications of this model for firm performance, appropriability of rents from managerial resources, and incentives for managers to generate rents are then analyzed. The authors argue that managerial resources, which cannot be imitated quickly or which may have imperfect substitutes, do not by definition generate rents, especially if effort and motivation are lacking or misdirected. They also suggest that the nature of managerial resources may need to change with the life-cycle of the firm and the industry for rents to be generated. Article 3 Out of the many theories of organizational behavior, one aligns itself well with the human capital view of people within an organization. This theory, called the Resource Based View (RBV), suggests that the method in which resources are applied within a firm can create a competitive advantage (Barney, 1991; Mata, Fuerst, Barney, 1995; Peteraf, 1993; Wernerfert, 1984). The resource based view of firms is based on two main assumptions: resource diversity and resource immobility (Barney, 1991; Mata et al., 1995). According to Mata et al. (1995), these assumptions are defined as: Resource diversity (also called resource heterogeneity) pertains to whether a firm owns a resource or capability that is also owned by numerous other competing firms, then that resource cannot provide a competitive advantage. As an example of resource diversity, consider the following: a firm is trying to decide whether to implement a new IT product. This new product might provide a competitive advantage to the firm if no other competitors have the same functionality. If competing firms have similar functionality, then this new IT product doesnt pass the resource diversity test and therefore doesnt provide a competitive advantage. Resource immobility refers to a resource that is difficult to obtain by competitors because the cost of developing, acquiring or using that resource is too high. As an example of resource immobility, consider the following: a firm is trying to decide whether they should buy an off-the-shelf inventory control system or have one built specifically for their needs. If they buy an off-the-shelf system, they will have no competitive advantage over others in the market because their competition can implement the same system. If they pay for a customized solution that provides specific functionality that only they implement, then they will have a competitive advantage, assuming the same functionality isnt available in other products. These two assumptions can be used to determine whether an organization is able to create a sustainable competitive advantage by providing a framework for determining whether a process or technology provides a real advantage over the marketplace. The resource based view of the firm suggests that an organizations human capital management practices can contribute significantly to sustaining competitive advantage by creating specific knowledge, skills and culture within the firm that are difficult to imitate (Afiouni, 2007; Mata et al., 1995). In other words, by creating resource diversity (increasing knowledge and skills) and/or resource immobility (a culture that people want to work in), sustainable competitive advantage can be created and maintained. In order to create human capital resource diversity and immobility, an organization must have adequate human capital management practices, organizational processes, knowledge management practices and systems, educational opportunity (both formal and informal) and social interaction (i.e., community building) practices in place Conclusion Based on the empirical writings stated above RBV provides us the understanding that certain unique existing resources will result in superior performance and ultimately build a competitive advantage. Sustainability of such advantage will be determined by the ability of competitors to imitate such resources. However, the existing resources of a firm may not be adequate to facilitate the future market requirement due to volatility of the contemporary markets. There is a vital need to modify and develop resources in order to encounter the future market competition. An organisation should exploit existing business opportunities using the present resources while generating and developing a new set of resources to sustain its competitiveness in the future market environments, hence an organisation should be engaged in resource management and resource development. Their writings explain that in order to sustain the competitive advantage, its crucial to develop resources that will strengthen their ability to continue the superior performance. Any industry or market reflects high uncertainty and in order to survive and stay ahead of competition new resources becomes highly necessary. Morgan agrees stating that, need to update resources is a major management task since all business environments reflect highly unpredictable market and environmental conditions. The existing winning edge needed to be developed since various market dynamics may make existing value creating resources obsolete.

I Believe: A Code Of Ethics Essay -- essays research papers

I Believe: A Code of Ethics by PHIL 301 Fall Semester, 1996 I believe in the power of Mind... I believe pitchers should bat... I believe Oswald was a patsy... I believe everything is a conspiracy... I believe that people are responsible for their own actions... I believe that The Who is the greatest rock band of all time... I believe in tolerance... I believe in capitalism... I believe we are who we want to be... I believe in choice... I believe in love... I believe that Bert and Ernie are televisions first gay couple... I believe that the 1979 Orioles were robbed... I believe that people who say they like Indian food are just trying to be cool... I believe that people get the kind of government they deserve... I believe in the power of having no god... I believe I can fly... I believe that Barney is the purple Messiah... I believe that the bible was a novel, written for profit... I believe in the mother ship... I believe the Mona Lisa was framed... I believe in Pez... I believe Darwin... I believe in beauty... I believe we have the worst justice system in the world with the exception of every other system... I believe in Wally and the Beaver... I believe I didn't learn anything in kindergarten... I believe we are all in this together... I believe that breakfast is the most important meal of the day... I believe the ozone layer is just fine... I believe in dedication... I believe my daughter is a prodigy... I believe that Kathy Lee is the Anti-Christ... I believe my dad can still beat me at arm wrestling... I believe I wouldn't want to beat him... I believe you shouldn't believe everything you breath... I believe in the power of love to warp mens minds and make men great... I believe in Santa Claus, the Tooth Fairy and the seventh inning stretch... I believe in me... I believe I'm done now...   Ã‚  Ã‚  Ã‚  Ã‚  Developing a code of ethics is the most important thing a person can do. Such a code is necessary for humans because of our capacity to reason. Our ability to apply rational thought to the conduct of our lives is what makes mankind more than just an animal with an interesting thumb. These rational thoughts could very easily lead us to terrible acts, for what is in our best interest is often harmful to others. However there is another ability, peculiar to humans alone, that keeps most of us on the right path. Our ability to know what ... ...assless. And it is not susceptible to the fickle human idea of physical beauty.   Ã‚  Ã‚  Ã‚  Ã‚  But how to know if a law is just? If it serves to protect, promote and respect the human Mind. If a law or an act works against the cause of Mind than it is unjust. Such laws must not be obeyed and indeed must be worked against. But how is one to know the extent of such civil disobedience? In my case, the answer is found in rule number one. So long as I do not put my family at risk of losing a husband and father, justice must be served. It is through this kind of meshing of the four rules that ethical quandaries can be answered.   Ã‚  Ã‚  Ã‚  Ã‚  Noticeably, the rules of the code, while existing to serve the cause of good and avoid evil, do not make it clear how to know which is which. There is no specific rule that gives a clear definition of what is good and what is evil. This is because the rules, when properly applied to an ethical problem, will lead to the action that is good.   Ã‚  Ã‚  Ã‚  Ã‚  So then what is good? What is evil? Good is somewhat easier to define in that it is directly related to the last three rules of the code. An act which s

Comparison of Lao-tzu and Machiavelli Essays -- Political Philosophers

Comparison of Lao-tzu and Machiavelli Lao-tzu and Machiavelli are political philosophers writing in two different lands and two different times. Lao-tzu was an ancient Chinese philosopher from 6th century BC, the author of Tao-te Ching, and Machiavelli was an Italian philosopher who lived 2000 years after Lao-tzu’s time, author of Prince. They are both philosophers but have totally different perspective on how to be a good leader. While both philosopher’s writing is instructive. Lao-tzu’s advice issues from detached view of a universal ruler; Machiavelli’s advice is very personal perhaps demanding. Both philosophers’ idea will not work for today’s world, because that modern world is not as perfect as Lao-tzu described in Tao-te Ching, and not as chaotic as Machiavelli illustrated in Prince. Perhaps Lao-tzu and Machivelli’s political system will not work for today’s world, but some of their philosophies are still exist in some of modern issues. One of those issues is gun control, which has become a dividing line in America. Lao-tzu advised in Tao-te Ching â€Å"weapon are the tools of violence; all decent man detest them. Weapon are the tools of fear; a decent man will avoid them except in the direst necessity and, if compelled, will use them only with the utmost restraint.† On the other hand Machiavelli wrote in Prince, â€Å"Francesco Sforza became Duke of Milan from being a private citizen because he was armed; his sons, since they avoided the inconveniences of arms, bec...

Macbeth - Symbols :: essays research papers

Throughout Shakespeare’s Macbeth, numerous symbols are used. Many of these depict characters’ actions and appearances, emotions, and events that have happened previously in the play. Although there are many symbols used all through the play, there are three important groups of symbols that are used most regularly. These are blood, sleep and animals, which all have different representations. Blood is an important symbol that is used continuously in the play. In the beginning of the play, blood is something which represents courage and bravery. Those who fought and created blood were thought to be heroic. However, towards the end of the play, blood has become something which everyone fears, it is evil, and symbolises guilt and murder. An example of this can be found in act three, scene four, starting at line one hundred and twenty-three: Macbeth:  Ã‚  Ã‚  Ã‚  Ã‚  It will have blood, they say: blood will have blood. Stones have been known to move and trees to speak; Augures and understood relations have By maggot-pies and choughs and rooks brought forth The secret’st man of blood. What is the night? The first line signifies that those who are involved in bloody crimes, will someday become victims of them. It is saying that people are always punished at some time in their lives for their wrong doings. The statement also signifies that murder and violence are something that Macbeth is very familiar with. Using blood as a symbol in this passage makes it somehow more emotional and gets its point across while making the viewer or reader think. The symbol of blood is used extremely well all throughout the play. Sleep is another of the important symbols used in the play. Sleep signifies the nature and essence of a person, and is something which is very peaceful and innocent. Sleep begins in this way in Macbeth, but as the play progresses, it becomes something that people fear. The characters don’t feel safe to sleep, as they are afraid that they will become victims of death if they do. An example that demonstrates this can be found in act two, scene two, from line thirty-four onwards: Macbeth:  Ã‚  Ã‚  Ã‚  Ã‚  Methought I heard a voice cry â€Å"Sleep no more! Macbeth does murder sleep† – the innocent sleep, Sleep that knits up the raveled sleave of care, The death of each day’s life, sore labor’s bath, Balm of hurt minds, great nature’s second course, Chief nourisher in life’s feast --- Lady Mac:  Ã‚  Ã‚  Ã‚  Ã‚  What do you mean? Macbeth:  Ã‚  Ã‚  Ã‚  Ã‚  Still it cried â€Å"Sleep no more!† to all the house:

Tv an Idiot Box

Television nicknamed by the Americans as ‘idiot box'; is one of the most revolutionary inventions of the twentieth century. Its vast potentialities as a powerful medium of mass communication cannot be underestimated. It is, indeed, the last world in entertain ­ment and enlightenment. It can enlighten our illiterate and ignorant masses; it can widen their mental horizon and help them to rise above communalism, racialism, regionalism etc; it can promote inter ­national understanding; and it can generate a healthy climate for peaceful co-existence. But in the hands of incompetent people, it can damage public morals, it can breed religious fanaticism; and it can vitiate international atmosphere and even precipitate a war. In a country like India wherein a very large number of people do not know how to read, a visual medium like television has unlimi ­ted possibilities. Yet in the development of telecasting, India has lagged far behind many other countries including some which are otherwise much less developed. According to statistics released by UNESCO in 1970, the number of television sets per 100 inhabitants in India that year was only 0. 2 as compared to 0. 2 in Congo and 26. 4 in the Federal Republic of Germany. Television had been devised by John Legie Baird, a Scottish inventor, in 1928. Thereafter, its development in the technologically advanced countries of the west was rapid and very quick progress was registered in evolving sophisticated techniques which made multi-channel color television a possibility. The launchin g of com ­munication satellites in the space-age has given further fillip to television, investing it with a truly international character. Now it transcends international boundaries. It has enabled people in one corner of the globe to see with their own eyes events happening in another remote corner, making the world appear much smaller than it is. It was only in 1959 that the first experimental television station in the country was setup in Delhi with the co-operation of UNESCO and a private firm. The manufacture of TV sets stated seven years later, after the Central Engineering and Electronic Research. Institute had developed indigenous technology for the industry. In 1972, it was estimated that there were 20,000 TV sets in the country out of which 15,000 were in Delhi house holds. That India was on the brink of a television explosion was made clear, by a survey conducted by the Department of Atomic Energy which pointed out that the demand for TV sets was likely to exceed three lakhs by 1973. Today there are about 160 TV stations all over India and there are at least 2 lakhs TV sets in Delhi alone. Look ­ing to India's requirements, it is by on means an ambitious pro ­gramme. Translated into practice, it can fill an immensely useful purpose. It was can serve as an educational device and provide the missing link between the administration and the people, giving the latter a greater sense of involvement in the task of building a new India. Handled with imagination, it can be used for promoting national aims like population control, Rational integration etc. But in inept hands, it can be a formidable instrument for mischief. And that raises a number of questions: How and by whom should tele ­vision be controlled? What do we mean by imaginative handling? How best can ii be made a medium of mass instruction? What should be the proportion of entertainment and instruction in television programmes? etc. There are several ways in which the responsibility for running a national television service in India can be apportioned. We have complete state control of ‘Doordarshan' as exists in the case of the All India Radio. There is something to be said for that. In moving towards the goals it has set for itself, a developing country like India needs a greater amount of national discipline, even regiment ­ation, than could be countenanced in an economically well-deve ­loped democracy. But then State ownership tends to blunt the edge of creativity and exposes the government to the charge of placing restraints on freedom of expression by monopolizing another powerful mass-medium. Two of the basic objectives of the television are obviously to entertain people and to promote their social awareness. But what are the other social objectives to be achieved? Very high on this list should be the education of our ill-informed farmers. Television can play a very significant role in enlightening them about the latest technical devices of agricultures the utility of various kinds of ferti ­lizers and pesticides, or any other ethods of raising agriculture pro ­ductivity. It can also pull them out of their superstitious world and modernize their thinking Secondly, television can be used to disse ­minate the message of family planning. No other medium can reach such a large section of our society and communicate the message so effectively as television. Thirdly, television can be used to promote national integration. It can expose viewers to carefully designed programmes from various regions and emphasize on their minds the basic cultural unity, of India. Finally, television can be of immense use in educating students at schools and in the universities. In scientific education, in particular, good television programmes can easily make up for a bad teacher or an ill-equipped laboratory. Problems of technology and administration apart, the success of instructional televisions in India will depend in the ultimate analysis on the presentation, content and range of the programmes it brings into view, the extent to which the producers are successful in combining instruction with entertainment and the rapport they can establish with their audience. Considering that TV in India is yet in the primitive stage, we have no great tradition of professi ­onalism in the field, Television is neither a glorified version of the radio, nor a miniaturized film-show. It can flourish only if its distinct individuality is recognized and allowed to develop in its own way. The general standard of the programmes being telecast from our existing centres has gradually improved during the past few years. Rural folks stand substantially benefited from their exposu ­re to television. Educational programmes are more imaginatively produced and comprehend an interesting variety. News presenta ­tion is now quite interesting though there is still considerable scope for improvement in this sphere; Sunday pictures are no longer drab. The decision to hold the premier shows of award winning movies on television has warmed the hearts of even the staunch critics of ‘Doordarshan. ‘ But what has revolutionized the entire television world is the advent of sponsored serials. Programmes like ‘HumLog', ‘Buaiyad', ‘Yeh Jo Hai Zindagi', ‘Rajni' have be ­come household words. ‘Ramayana' broke all records of achieve ­ments and all barriers of caste and creed. Viewers have taken to flies to honey. They heatedly discuss the last night, episodes and them like eagerly await the ones to follow. While these serials have undoubtedly raised the standard of television programmes in general, not all of them are commendable. Some of them appear to be mediocre stuff hurriedly produced in imitation of formula films. If cheap comedy, insipid romance, noisy, rhythm less music, blatant sex display and bloodcurdling violence—the hallmarks of an average Indian movie—capture the television serials also, it will do irreparable damage to social climate. It is heartening that some good directors like B. R. Chopra and Shy am Bengal have realized the potentialities of the medium and decided to produce meaningful serials. With the progress of the television age in India, the visual image is bound to overshadow the spoken and the printed word. The immense potentialities of the new medium can be exploited 6aly if its functioning is made mass oriented and it is not allowed to become another means of vulgar display of opulence. We have to make sure that for all the public funds invested in it, we get adequate social returns in accelerating our development effort, usefully augmenting educational facilities, familiarizing the farmer with improved agricultural techniques, and helping the people in general to rescue themselves from ignorance and disease.