Sustainability
It appears there is much riding on the earth's future. Leadership of the next decades must be ready to deal with new challenges that have not been recorded in history. A major issue of this future will be the ability for society to sustain itself amid an illusion of resource scarcity. The purpose of this essay is to investigate the next generations' ability to carry the torch of sustainability as it relates to the five capitals. These capitals include: natural capital, human capital, social capital, manufactured capital and financial capital. This essay will first present some general background about sustainability before summarily addressing each one of the five sub-points and their relation to one another.
Background
Shott (2012) explained that a new attitude must be adopted by the next generations. He explained the onus rests upon these young people due to their circumstances: "the often maligned Y-Generation is growing up in an age of abundance with regard to interconnectivity and access to knowledge. For the first time in history, young people have the tools of creation and implementation in their hands."
History, however depends on surviving, and surviving depends on sustaining. Sustainability, therefore, is the key to a bright and healthy future. Some have taken a desperate tone in this experience, putting fear and anxiety within the public consciousness. Confino (2011) wrote " Hope springs eternal and particularly when it comes to a belief that the next generation will learn from the mistakes of those who currently hold the reins of power. This is especially so with the issue of sustainability. While the profligate western Generation X baby boomers...
(the Disaster Center's Motor Vehicle Accident Death and Injury data Index, par. 1) Accidents due to motor vehicles were the second major reasons of police deaths by the end of the century, accounting for more than 2,000 deaths or 15% of all deaths. About, 1,000 more officers comprising of 7% of all loss of lives were hit and met death by passing motor vehicles while they were not in their
" Johnny Miller, famous golfer and tournament champion in the 1970s and early 1980s. (Dulac, Oakmont Country Club: Awakening the Beast, 2007) "You can hit 72 greens in regulation in the Open at Oakmont and not come close to winning." Arnold Palmer, famous golfer. (Dulac). "The golf course is going to be one of the toughest tests we've ever played in a U.S. Open, especially if it's dry, it will be unreal
Green Marketing: Legend, Myth, Farce or Prophesy? This article reviews the popularity of many businesses embracing the concept of "green marketing" as it became popular in the early 1990s after being in existence since the 1970s as a way to move toward sustainability. By the mid-1990s; however, the response from consumers did not live up to earlier market research projects and some major opted to discontinue their green brands of
Fictuality -- Each mini project separately consist 2 pages APA format. 5 mini project total pages. Additionally a final project totals 10 pages (based mini projects). Final project combining mini project a final project presented a company (management) cut paste. Consumer decision-making is a process that often involves the word-of-mouth testament of a product or service where the opinion from the use of a consumer is favourable. The process seductively involves
Harley Davidson Strategic Management -- Harley Davidson This work examines the strategic management of Harley Davidson Company and seeks to answer specific questions relating to this company's management through conduction of a Porter's Five Forces analysis and a review of the literature on this company. The specific research questions examined in this study are those as follows: (1) What are the primary competitive forces impacting U.S. motorcycle producers in general and producers like
In contrast, within the firm, the entrepreneur directs production and coordinates without intervention of a price mechanism; but, if production is regulated by price movements, production could be carried on without any organization at all, well might we ask, why is there any organization?" (Coase, 1937, p. 387) In simpler words if markets are so efficient why do firms exist? Coase explains, "the operation of a market costs something
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