Security Breaches Security Breach And Vulnerability

Charlie O’Donnell Security Breach and Vulnerability Dr. Mohammed 11/20/2014 Abstract Security breaches are occurring at a much more rapid rate in the world today. Major companies and corporations are revealing their breaches and telling the public false information. Many security breaches occur because of exploitation of vulnerabilities, exploits and attacks both internal and external within the system. Vulnerabilities are weaknesses in the requirements, design, and implementation, which attackers exploit to compromise the system. The purpose of this paper is to understand the vulnerabilities, framework, and types of attacks for security requirements and analysis centered on preventing a breach. The framework shows†¦show more content†¦In security engineering, a vulnerability causes errors and weakness to the IT systems. Environment vulnerabilities in combination with an internal or external threats leads to a security failure. For example, vulnerabilities may result from input validation errors, memory safety violations, weak passwords, viruses, or other malware. In recent years, software companies and government agencies have become particularly aware of security risks that vulnerabilities impose on the system security and have started analyzing and reporting detected vulnerabilities of products and services (Ogut, Cavusoglu Raghunathan (2008). Internet and Web-based applications have made it possible to access information from anywhere. This new capability not only brings convenience to the authorized users but also motivates attackers alike. Only prevention based security measures that rely on access control or even fine-grained access control schemes, firewall and encryption, often fail to protect sensitive information against novel attacks. In view of this, a lot of emphasis is being given on strengthening intrusion detection systems for protecting secure information from unintended users. Related Work / Literature Review Information security breaches are often classified into the following categories: breaches of information confidentiality (breaches that allow unauthorized users access to confidential information); breaches related to information availability (breaches that prevent

The Great Depression By President Franklin D. Roosevelt

CONTENTS PRINT CITE The Great Depression (1929-39) was the deepest and longest-lasting economic downturn in the history of the Western industrialized world. In the United States, the Great Depression began soon after the stock market crash of October 1929, which sent Wall Street into a panic and wiped out millions of investors. Over the next several years, consumer spending and investment dropped, causing steep declines in industrial output and rising levels of unemployment as failing companies laid off workers. By 1933, when the Great Depression reached its nadir, some 13 to 15 million Americans were unemployed and nearly half of the country’s banks had failed. Though the relief and reform measures put into place by President Franklin D. Roosevelt helped lessen the worst effects of the Great Depression in the 1930s, the economy would not fully turn around until after 1939, when World War II kicked American industry into high gear. Advertisement Franklin D. RooseveltPlay video Franklin D. Roosevelt 5min A Warm Roosevelt WelcomePlay video A Warm Roosevelt Welcome 3min Franklin D. Roosevelt Creates Social SecurityPlay video Franklin D. Roosevelt Creates Social Security 2min Facebook Twitter Google THE GREAT DEPRESSION BEGINS: THE STOCK MARKET CRASH OF 1929 The American economy entered an ordinary recession during the summer of 1929, as consumer spending dropped and unsold goods began to pile up, slowing production. At the same time, stock prices continued to rise, and byShow MoreRelatedPresident Franklin D. Roosevelt And The Great Depression Essay704 Words   |  3 Pageshappened amid the New Deal, President Franklin D. Roosevelt s reaction to the Great Depression. Amid this period in the 1930s, the United States persevered through the most noticeably awful business emergency and the most noteworthy rate of unemployment in its history. Numerous Americans presumed that free private enterprise had fizzled. So they looked to government to straightforwardness hardships and lessen what had all the earmarks of being self-dangerous rivalry. Roosevelt and the Congress institutedRead MoreThe Great Depression By President Franklin D. Roosevelt Essay1931 Words   |  8 PagesThe Great Depression was one of the about important milestones in Amer ican history. The Great Depression (1929-1939) was the deepest and also the longest-lasting economic downturn in the history of the industrialized world. In the United States, the Great Depression began trailing the straw hat circuit market have a go at each other on October 1929, which sent Wall Street facing a spasm and wiped on the wrong track millions of investors. Over the eventually ten forever and ever, consumer purchasingRead MoreThe Great Depression By President Franklin D. Roosevelt2478 Words   |  10 Pagescetera. In 1933, President Franklin D. Roosevelt gave his first inaugural address, in which he spoke those famous words that would be heard for decades to come: â€Å"the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror†¦Ã¢â‚¬  (Roosevelt). While these words were referencing the Great Depression, they can apply to the nation’s reaction to 9/11. After the attack on the Twin Towers on September 11, 2001, Americans learned to fear an entire group of people. President Bush addressedRead MorePresident Franklin D. Roosevelt New Deals1681 Words   |  7 PagesThe Great Depression was an economic and social blow to the American people, people were out of job, food, money and homes while society turned everyone against each other it was everyman for himself. President Franklin D. Roosevelt new deals were effect in providing jobs to the men of the families starting from the oldest to the youngest men in the family. The New Deal improved both the economic and social lives of the American people. 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Some of the causes of the Great Depression were government policies, economic factors, and the gold standard (â€Å"Chapter 27†). Other reasons included the fall of the stock market, overseas investments, and the investments in Florida real estate (Farless). The president at the time of this difficult time was President Herbert Hoover. When theRead MoreEssay on APUSH DBQ- Hoover vs. Roosevelt774 Words   |  4 Pages#3 President Franklin D. Roosevelt, the thirty-second president of the United States, was a central figure for the United States in the 20th Century. While leading his country out of The Great Depression, he also led the nation through World War II. Herbert Hoover, the thirty-first President, led the country during the Great Depression and his policies enforced at that time eventually led to his downfall because of their inability to end the downward economic spiral. Both of these Presidents greatly The Great Depression By President Franklin D. Roosevelt All species experience fear, for fear is pivotal to survival. All humans and most species of animals fear loud sounds and falling. But humans grow to learn fear: fear of clowns, spiders, heights, water, insects, et cetera. In 1933, President Franklin D. Roosevelt gave his first inaugural address, in which he spoke those famous words that would be heard for decades to come: â€Å"the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror†¦Ã¢â‚¬  (Roosevelt). While these words were referencing the Great Depression, they can apply to the nation’s reaction to 9/11. After the attack on the Twin Towers on September 11, 2001, Americans learned to fear an entire group of people. President Bush addressed the nation stating, â€Å"Terrorist attacks can shake the foundations of our biggest buildings, but they cannot touch the foundation of America† (Bush). However, this statement was incorrect. Shortly after the nation fell into fear, Congress passed the Patriot Act, revoking the people’s rudimentary right to privacy. This act gave the government access to the people’s privacy in order to create an air of safety, an attempt to decrease the fear flooding the nation. The foundation of America was built on the rights of its people yet the very government meant to uphold these rights is manipulating the people into relinquishing the right to privacy. Like other fears that can be exploited by others, this national fear was exploited by the United States government. The UnitedShow MoreRelatedThe Great Depression By President Franklin D. Roosevelt1304 Words   |  6 PagesCONTENTS PRINT CITE The Great Depression (1929-39) was the deepest and longest-lasting economic downturn in the history of the Western industrialized world. 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Roose velt new deals were effect in providing jobs to the men of the families starting from the oldest to the youngest men in the family. The New Deal improved both the economic and social lives of the American people. The Great Depression caused a deafening blow in the economyRead MoreTaking a look at the Great Depression 795 Words   |  3 Pages Great Depression The great depression was one of the worst disasters that occurred in U.S history. October 29, 1929, is the day the stock market crashed, and that day was the beginning of The â€Å"Great Depression†. Many US citizens suffered through this depression, children couldn’t go to school because their parents couldn’t afford to buy school supplies, and children had to work at a young age. Families lost their homes to the bank and they were forced to create homes out of driftwoodRead MoreA Man With No Bounds Essay1005 Words   |  5 PagesFranklin D. 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It was a time of unemployment, falling wages, and hope for recovery (â€Å"Chapter 27†). Some of the causes of the Great Depression were government policies, economic factors, and the gold standard (â€Å"Chapter 27†). Other reasons included the fall of the stock market, overseas investments, and the investments in Florida real estate (Farless). The president at the time of this difficult time was President Herbert Hoover. When theRead MoreEssay on APUSH DBQ- Hoover vs. Roosevelt774 Words   |  4 Pages#3 President Franklin D. Roosevelt, the thirty-second president of the United States, was a central figure for the United States in the 20th Century. While leading his country out of The Great Depression, he also led the nation through World War II. Herbert Hoover, the thirty-first President, led the country during the Great Depression and his policies enforced at that time eventually led to his downfall because of their inability to end the downward economic spiral. 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Analysis of the Culture of OrganizationSustainable and Safe Business

Question: Discuss about Analysis of the Culture of Organization for Sustainable and Safe Business. Answer: Introduction The aim of this organization is to operate a sustainable and safe business. The annual productivity of the company is 114 million tonnes of crude steel (Corporate.arcelormittal.com. 2016). The business of the company is expanded over 60 countries and currently, the company is having total 210000 employees (Corporate.arcelormittal.com. 2016). The company has conducted several mergers and acquisitions in its long business life and it is fond to produce high quality steel. The company invests huge amount of money for the purpose of research and development. As per the last years data, it has invested total $227 million in the research and development. As the financial data available in 2015s annual report, total equity of the company was US$25.27 billion and total revenue was US$63.57 billion (Corporate.arcelormittal.com. 2016). However, organizational culture is the most important factor behind the success of a company. The term organizational culture refers to the values, beliefs and assumptions that are shared by the organization while operating its business. Therefore, analyzing the culture of a company is very important in todays context. The report starts with the discussion on the theoretical frameworks regarding the organizational culture. In the discussion, the Hofstedes model is described and compared with another model related to the organizational culture and that is Scheins model. The conclusion of the report is derived by considering the overall findings of the analysis and at the same time, the report has also provided some possible suggestions for the future betterment of organizational culture at ArcelorMittal. Theoretical Framework Organizational culture is the main factor that originates the sense of unity, loyalty indentify and competition among the employees of a company. At the same time, organizational culture determines efficiency level of the employees (Wiedenhft, Luciano Testa, 2015). However, among all of the theoretical frameworks of organizational culture, the most popular is the Six Dimensional Model suggested by Professor Geert Hofstede. According to the Hofstedes model, six different dimensions influence the culture of an organization. These six dimensions are Power Distance Index, Individualism versus Collectivism, Masculinity versus Femininity, Uncertainty avoidance index, Pragmatic versus Normative and Indulgence versus Restraint (Alvesson Sveningsson, 2015). Figure 1: Hofstedes Cultural Dimensional Model (Source: Geerthofstede.nl. 2016) According to Jippes et al. (2015), the power distance index indicates the distribution of power within the organization. If in a business organization, the power distance index is high, then that organization can be considered as centralized organization with complex hierarchies. On the other side, Sukma, Haryono Wulan, (2016) stated that if the organization is having low power distance index, then the organization can be considered as a flatter, where the employees and the supervisors are having equal power. The individualism versus collectivism dimension indicates the interpersonal relationship among the people in the organization. If in an organization, the IDV score is high, then it can be said that the interpersonal relationship among the employees is not much strong and they do not act like a family (Glisson, 2015). The competition within the organization is high if the IDV score is high. However, if the IDV score is low, then the connection among the people in the organization is strong. The masculinity versus femininity dimension indicates the divisions of roles between the men and women in the organization. If the MAS score in an organization is high, it is considered that the employees have strong egos and the feeling of pride (Wiedenhft, Luciano Testa, 2015). At the same time, in this type of organization, the employees focus more on achievement and earning money. On the other side, the low score of MAS indicates the organization focuses more on building good relationship and quality of work (Jippes et al. 2015). The uncertainty avoidance index indicates the extent to which the employees in the organization can cope up with the uncertain situation. The high score in UAI denotes the people in the organization are rigid and cannot accept the change easily (Naranjo-Valencia, Jimnez-Jimnez Sanz-Valle, 2016). The pragmatic versus normative dimension indicates the extent to which employees are related with the nationalism and religiosity. If an organization score high PRA, then it is called pragmatic, which denotes that the employees believe in modesty and they want to know the truth (Tong, Tak Wong, 2015). On the other side, if the PRA score is less, then the organizations culture is known as normative, in which the people have strong convictions and they try to talk more about themselves. The last dimension is indulgence versus restraint. If the organization has high score in this particular dimension, then it can be considered that the employees have free gratification and it the score is low, then it is considered that the employees want to suppress the gratification (Deephouse, Newburry Soleimani, 2016). Therefore, in the above discussion, it can be clearly understood that the culture of an organization can be defined from various dimensions. In this study, the culture at ArcelorMittal is analyzed with the help of the Hofstedes model of organizational culture. This particular model is chosen for the analysis because it allows to identify the scores of the six dimensions that helps to understand the cultural tendencies in an organization. At the same time, this particular model also mentions about the aspects of the culture in an organization. On the other hand, other theoretical framework of organizational culture like, Edgar Scheins organizational culture model is difficult to understand. Scheins organizational culture model states about three different levels of organizational culture and these levels are Assumptions, Espoused values and Artifacts and symbols. This model of organizational culture is critical because identifying the three levels of organizational culture is difficu lt and it requires in-depth knowledge. Identifying the difference between the assumptions and professed culture is tough (Arnold et al. 2016). However, with the help of the Six Dimensions Model helps to compare as well as contrast the different cultures in an organization, which is not available in the Scheins model. Discussion on central topic Culture is referred as the values and belief, shared by a group of people. Organizational culture can be defined as a particular mechanism that influences the employees to share some common assumptions, beliefs and values while working within the organization. According to Wood and Wilberger (2015), the behavior of the employees is determined by the culture of the organization. At the same time, Ferraro and Brody (2015) mentioned that organizational culture also includes the expectations, philosophies, values and experiences of the organization. In this context, Mazanec et al. (2015) noted that organizational culture displays the collective values and beliefs. If the culture of ArcelorMittal is analyzed, then it can be said that the company is having cross-culture. The employees at ArcelorMittal are from different countries and they have different religious beliefs and cultures. The employees at ArcelorMittal communicate with each other by using a common language though their native languages are different. As there is cross-culture at ArcelorMittal, several times the company faces problems. The primary issue that the management of ArcelorMittal faces is false communication between the high-level employees and the lower-level employees (Corporate.arcelormittal.com. 2016). If the culture at ArcelorMittal is analyzed by Hofstedes six dimensional model of organizational culture, then it can be said that the IDV score is high. High IDV score indicates that individualism is at high level in ArcelorMittal. Due to this, the internal competition is also high, which many times create conflicts between the employees. However, in the words of Alvesson and Sveningsson (2015), competition between the employees is good for improving the performance level of the employees. Therefore, it can be said that high internal competition is another major cultural issue at ArcelorMittal. On the other hand, Koch et al. (2016) argued that high level of internal competition originates the politics at workplace and the workplace politics is one of the main source of false communication. Due to this, it is very important for the company to bring collectivism within the organization and try to reduce the IDV score as soon as possible (Upadhyaya Rittenburg, 2015). Hence, the manage ment of the company needs to provide some scope to the employees so that they can interact with each other more closely. In order to do this, the management can arrange for some debate competition or discussion session, so that employees can share their values, beliefs and knowledge. At the same time, the management also needs to take some strategies like peer-reviews and 360 degree appraisal system, so that the employees start to acknowledge each others accomplishments. As per the evaluation by Hofstedes model, it can also be said that ArcelorMittal is having high PDI, which indicates that the organization includes centralized culture. This centralized culture creates another issue within the organization and that is complexity. As the organization is centralized, the relationship between the high-level employees and lower level employees is much formal. Due to this, the relationship gap is large. Jippes et al. (2015) stated that large relationship gap creates misunderstandings or miscommunications between the high-level employees and low-level employees. The management must try to create a friendly working environment, where employees feel free (Peretz, Levi Fried, 2015). However, there is no such issue related to the masculinity versus femininity. At ArcelorMittal, the work divisions between male and female employees are equal. Due to this, the employees are fond of achievements and earning more money. This actually helps to improve the overall performance of the organization (Berg, 2015). As the organization ArcelorMittal is having cross-culture, some employees belong from conservative culture and some employees belong from open culture. Due to this, it is very problematic for the organization to bring any change at the workplace. As per the analysis by Hofstede model, it can be said that ArcelorMittal is having high UAI, which indicates that people at ArcelorMittal need to build a flexible nature and culture within the organization (Berg, 2015). Therefore, the management of the organization must try to convey the expectations clearly and concisely. This will help the company to inform the employees, who are of conservative culture that the organization may bring change if they do not meet the organizations expectations (Wiengarten et al. 2015). At the same time, the management also needs to motivate the employees towards creative thinking and innovations. If the culture at ArcelorMittal is analyzed by the pragmatic versus normative dimension of Hofstede model, then it can be understand that the culture at the organization is more like normative. This means the people or employees at ArcelorMittal like to talk more about themselves (Woodard et al. 2016). They are less interested to know the other people and more focused on expressing their own values as well as rights. This again creates issue for the management. As there is cross culture and people want to emphasize on their own culture, the bonding is very weak among the people and the employees are not interested to compromise anything for the betterment of the others. In order to handle this type of cultural issue, the management needs to create a helping environment or culture within the organization. The emphasize must be made on team works and reward needs to provide to the teams not the single person (Arnold et al. 2016). This will help to create strong bonding and helping cult ure at the workplace. Along with the issue of excessive self-orientation and weak interrelationship, the organization is facing another issue of dependence on regulations to the higher extent (Corporate.arcelormittal.com. 2016). As per the cultural evaluation by the Hofstede model, it can be said that the IVR score that means the indulgence versus restraint score is low at ArcelorMittal. Due to this, the people or employees at ArcelorMittal are more depended on regulations and they follow the strict norms of society. Excessive dependence on the regulation reduces the flexibility at the workplace (de Mooij, 2015). The employees do not feel free to take any certain decision. This sometimes creates difficulties to handle any urgent situation. Therefore, the management must try to provide the scope to the employees so that they can take decision at any urgent situation. At the same time, the management of the organization also needs to provide the scope to the employees, so that they can enjoy their personal life. The above discussion is indicating that the organization that is ArcelorMittal is facing several problems or issues due to its current organizational structure. However, Martins et al. (2015) mentioned that ArcelorMittal is the leading company in the international steel industry and so it can be expected that the working culture or organizational culture at that company is favorable. On the contrary Upadhyaya and Rittenburg (2015) commented that it cannot be said confidently that if a company is a leading company in the industry, it does not have any cultural issues. In support of that, Alvesson and Sveningsson (2015) stated that the strict organizational regulations make the employees bound to perform better and that is the main factor behind the success of the company. However, this cannot be an acceptable organizational culture. The culture at ArcelorMittal must be friendlier, so that the employees feel free at the time of working. At the same time, it is also important for the organization to have some employees who can take urgent decision. Peretz Levi and Fried (2015) noted that the decision taking capacity of the employees depends on the culture of the organization. Therefore, in order to improve the performance of the employees, it is very important to improve the working culture within the organization. However, the management at ArcelorMittal has taken several steps to improve the cultural issues within the company. The steps are as under: Clearly articulating the vision and mission of the company among the employees Supporting the well-beings of the employees Promoting teamwork Encouraging the healthy work-life balance (arcelormittal.com. 2016) The management in the company has started to take different strategies like, best team contest to encourage the employees to work as a team. The management sometimes arranges for the game shows or some common grounds where the employees can share their views and knowledge. This strategies have been provided in order to create a strong interrelationship among the employees. Apart from that, the management of the company has also started to engage the middle level employees in to the decision-making purposes. The management believes that this will help to grow the decision-making capacity within the employees. At the same time, the organization also motivating the employees to respect the knowledge and beliefs of the other people also (Corporate.arcelormittal.com. 2016). However, the management at ArcelorMittal is still unable to improve the working culture completely. Due to this, the company is still facing the same problem. According to Wood and Wilberger (2015), in order to improve the culture of an organization, it is very important to implement the strategies effectively. On the other hand, in order to take proper strategies and implement the same, the management must have the theoretical knowledge and proper leadership skills (Deephouse, Newburry Soleimani, 2016). It has been identified above that the organization that is ArcelorMittal is depended on the strict regulations and the employees are more willing to meet their own needs. At the same time, it has also found out that the employees at ArcelorMittal are not willing to compromise anyting. All of these can be improved with the help of proper leadership. Therefore, in order to improve the organizational culture, the company at first needs to train the leaders or high-level employees (Naranjo-Valencia, Jimnez-Jimnez Sanz-Valle, 2016). At the same time, the organization also needs to convey the norms of improved organizational culture. The friendly leadership style of the organization will help the employees to work freely within the organization. Therefore, from the overall discussion, it can be said that the current culture of the organization is rigid and the interrelationship between the employees of higher level and lower level is not that much friendly. Hence, the organization that is ArcelorMittal needs immediate improvements in its culture. Conclusion In this report, it has been identified that ArcelorMittal is the leading company in the steel industry in international market. The company is operating its business since ten years and it believes in operating a safe and sustainable business. At the same time, it has also been identified that the financial performance of the company in last year was good. the company is currently producing huge quantity of steel. As per the discussion made in the report, several theoretical frameworks describe the organizational culture and one of the most popular theoretical frameworks is Hofstedes Six Dimensions cultural model. As per this particular model, there are total six dimensions that describe the culture of a business organization. At the same time, it has also been found out that Hofstedes model is better than that of the other theoretical frameworks for understanding the organizational culture. Along with that, the report has also found out that the culture in the organization that is in ArcelorMittal is cross culture. There are employees of different cultures works together at ArcelorMittal. Due to this, the company is currently facing several issues related to the organizational culture. The interrelationship among the employees is very weak and it creates big issue in the organization. Due to the weak relationship between the high-level employees and lower-level employees, the miscommunication arises within the organization. Apart from that, the strict regulations and excessive dependency of the employees on regulations reduced the employees capacity to take urgent decision. Another major issue of the organization is that there is no friendly working atmosphere at the workplace. However, the company has not faced any issues in respect to the work divisions between male and female employees. Therefore, it is very important for the management of the organization to take im portant steps as soon as possible in order to solve the cultural issues. Reference list: Alvesson, M., Sveningsson, S. (2015).Changing organizational culture: Cultural change work in progress. 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Lawrence Essays - Moral Psychology, Ethics, Educational Psychology

Lawrence Kohlberg Lawrence Kohlberg conducted research on moral development, using surveys as his major source of assessment. He presented surveys with moral dilemmas and asked his subjects to evaluate the moral conflict. In developing his theory, he made an intensive study using the same survey techniques of the bases on which children and youths of various ages make moral decisions. He found that moral growth also begins early in life and proceeds in stages throughout adulthood and beyond which is until the day we die. Influenced by Piaget's concept of stages, Kohlberg's theory was created based on the idea that stages of moral development build on each other in order of importance and significance to the person. On the basis of his research, Kohlberg identified six stages of moral reasoning grouped into three major levels. Each level represented a fundamental shift in the social-moral perspective of the individual. At the first level, the preconventional level, concrete, individual perspective characterizes a person`s moral judgments. Within this level, a Stage 1 heteronomous orientation focuses on avoiding breaking rules that are backed by punishment, obedience for its own sake and avoiding the physical consequences of an action to persons and property. As in Piaget's framework, ego-centrism and the inability to consider the perspectives of others characterize the reasoning of Stage 1. At Stage 2 there is the early emergence of moral reciprocity. The Stage 2 orientation focuses on the instrumental, pragmatic value of an action. Reciprocity is of the form, "you scratch my back and I'll scratch yours." The Golden Rule becomes, "If someone hits you, you hit them back." At Stage 2 one follows the rules only when it is to someone's immediate interests. What is right is what's fair in the sense of an equal exchange, a deal, an agreement. At Stage 2 there is an understanding that everybody has his (her) own interest to pursue and these conflict, so that right is relative in the concrete individualist sense. Individuals at the conventional level of reasoning, however, have a basic understanding of conventional morality, and reason with an understanding that norms and conventions are necessary to uphold society. They tend to be self-identified with these rules, and uphold them consistently, viewing morality as acting in accordance with what society defines as right. Individuals at Stage 3 are aware of shared feelings, agreements, and expectations, which take primacy over individual interests. Persons at Stage 3 define what is right in terms of what is expected by people close to one's self, and in terms of the stereotypic roles that define being good. Being good means keeping mutual relationships, such as trust, loyalty, respect, and gratitude. The perspective is that of the local community or family. There is not as yet a consideration of the generalized social system. Stage 4 marks the shift from defining what is right in terms of local norms and role expectations to defining right in terms of the laws and norms established by the larger social system. This is the "member of society" perspective in which one is moral by fulfilling the actual duties defining one's social responsibilities. One must obey the law except in extreme cases in which the law comes into conflict with other prescribed social duties. Obeying the law is seen as necessary in order to maintain the system of laws which protect everyone. Finally, the post conventional level is characterized by reasoning based on principles, using a "prior to society" perspective. These individuals reason based on the principles, which underlie rules and norms, but reject a uniform application of a rule or norm. While two stages have been presented within the theory, only one, Stage 5, has received substantial empirical support. Stage 6 remains as a theoretical endpoint which rationally follows from the preceding 5 stages. In essence this last level of moral judgment evokes reasoning rooted in the ethical fairness principles from which moral laws would be devised. Laws are evaluated in terms of their coherence with basic principles of fairness rather than upheld simply on the basis of their place within an existing social order. Thus, there is an understanding that elements of morality such as regard for life and human welfare transcend particular cultures and societies and are to be upheld irrespective of other conventions or normative obligations. There is some controversy that Kohlberg`s theory of moral development is sexist towards women. Kohlberg's theory is based on data drawn from an all-male sample. Kohlberg's six stages that describe the development of moral judgment from childhood to adulthood are based on a study of eighty-four boys