下载文档原格式
Pepsi's Mission and VisionPepsiCo a very famous company. Their products are sold worldwide. Has 140,000 employees in more than 200 countries and territories. You almost can find their products in any stores, supermarkets or restaurant. When we talk about coke, always think of red Coca-Cola and blue Pepsi. The two companies almost dominate the worldwide beverage market. PepsiCo made brilliant achievements in beverage industry and food industry. For two consecutive years was named "World's most commendable beverage companies' first place. In the half century, PepsiCo continues to grow, get a lot of honors. Those classic advertising slogan spread so far. As an industry leader, undoubtedly, PepsiCo's products, strategy, corporate culture, mission and vision is very good.Mission and Vision. We can often see them in business. They are company’s navigation lights. Because of them, companies will have a target, and found suitable for the business development strategy and core values. Many people who is new to touch them will Mistake their mean. Both of them have this mean – Task. However, there are differences between them. Today I want to introduce the relationship‘Mission and Vision’ and company.What is Mission?Mission: Reason for existence of the company and the pursuit of value. It explains the company’s fundamental purpose, the basic task of development and basic norms and principles of the company. Company mission also revealed that what is our business.Mission also reflects the company philosophy. The Values, beliefs and codes of conduct.Mission is very important for a company. Mission Description Company’s attitude, outlook and orientation. Order to truly determine Enterprise mission is very time-consuming. It involves extensive, have a deep relationship with business strategy. Company mission has many effects. 1. Indicate the direction for company development. Enable company to occurs change, provide the basis for business activities, help company establish the image and make company gain confidence. 2. Mission is the premise of company strategy development, is basis of customized strategic plan. 3. Mission is the basis for strategic action. Efficient allocation and use of corporate resources, provide the impetus for the implementation of corporate strategy.We need what kind of mission? I feel a mission should meet four requirements. First is practicality. Mission is not a decoration, your made it is to use, this’s your business philosophy, its constraints your employees. Second, Mission must reflect company’s deep-seated purposes. Third, distinction between your company and other companies. Fourth, must be easy to understand and easy to remember. The more people understand your mission, the more people support your business.Mission can determine the main business areas. Companies operating is a process to make customer satisfaction, not a process to production and sales. The product is temporary, customer groups is eternal.Company mission and company culture can promote each other. Corporate culture isthe sum of all employees to comply that common sense, values, ethics, code of conduct and guidelines. Is a good company culture cooperation with company strategic objectives, this is a valuable asset; if a bad company culture work with company strategic objectives, it’s a burden.PepsiCo’s Mission.“Our mission is to be the world's premier consumer products company focused on convenient foods and beverages. We seek to produce financial rewards to investors as we provide opportunities for growth and enrichment to our employees, our business partners and the communities in which we operate. And in everything we do, we strive for honesty, fairness and integrity.”This is PepsiCo’s Mission. In this Mission, we can find many information. Customers: in mission, PepsiCo said they are consumer Products Company, their customer are shopper.Product: convenient foods and beverages. The key to success or lies in business is products’ or services’ market performance. PepsiCo explained its product type. Guide customers know what their business.Market Range: By this mission, PepsiCo’s market range is worldwide. Show they have a wide business range and large volume of business.Earnings: PepsiCo seek to produce financial rewards to investors. Company want make money, investors can get dividends.Company philosophy: honesty, fairness and integrity. Correct philosophy is mostimportant to guarantee business success.Care for other people: growth and enrichment to our employees, our business partners and the communities. It will make PepsiCo establish a good company image. If I did not know PepsiCo before, after look its mission, I will feel that PepsiCo is a multinational company such as sale foods and beverages (I don’t know they sale which kinds foods and which flavor beverages, in fact, it's too many products. many brands of things we eat are belong PepsiCo). This company wants to be a leader in foods and beverages industry. The company will help employees, business partners and the communities to growth. Its philosophy is honesty, fairness and integrity.My first impression of this company is good. They have lofty ideals, correct concept and responsible attitude. As a customer it attracts me to consume; as an investor it attracts me to invest.What is Vision?For a company, vision is company’s future looking forward, pursuit of dreams. Company vision is the direction of the business forward, the market position company want to occupy. It has role in shaping the strategic framework and guide management decisions. A good vision plan includes two main components. One is the core business philosophy. It company's core values, core purpose, and company advocate what things. Core values are the most important creed, it does not change with time. Core values didn’t need outside evaluation, its value and importance for internal members.A company can achieve corporate strategic or goals, but can’t completely achieved, it’s an eternal pursuit. So we need core purpose. Another one is a vivid future prospects. It contains the company's eager, what want to become, to achieve or to create. Want to get these aims should through the development and changes. The role of future prospects is to stimulate change and progress. A vivid future can have ambitious goals. The greater goal make higher pressure, pressure to improve driving force. Of course, this should be based on the actual situation, if you can’t see the hope to success, early to give up. When you description of future prospects, should grasp the three points--passion, appealing and convincing. After grasp them, I think your description will be more vivid and wonderful.How to build a company vision?Construction of a vision is not easy, before your conceived, your need to consider many issues. You should to know future goals of various departments; Commitment to the vision of the various departments; Departments jointly decided company vision; Assessment of vision. Of course, many problems are noteworthy. For example: What new needs of customers we should be prepared to meet? What new market segments should be concerned? Where are the new areas or product market? After five years of business, company will achieve any achievements? What kind of company we try to become?I think a good vision should have these features. First is easy to understand. Same like the mission, simple is more easily to accepted. The second is has attraction. So thatcustomers will attention you for a long time. Third is the vision should operability, should practical. Help company establish a set of criteria.PepsiCo’s Vision“Our vision is put into action through programs and a focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company.Performance with PurposeAt PepsiCo, we're committed to achieving business and financial success while leaving a positive imprint on society - delivering what we call Performance with Purpose.Our approach to superior financial performance is straightforward - drive shareholder value. By addressing social and environmental issues, we also deliver on our purpose agenda, which consists of human, environmental, and talent sustainability.”From PepsiCo’s vision we can find some information. PepsiCo want through environmental stewardship, activities to benefit society. They do so in order to enhance the company's image. The company has a good reputation, media would wantonly commend you. You don’t need to advertise, The Company’s image is the best advertising. A real case, a Chinese beverage company—JDB, donation100,000,000 for an earthquake in 2008. JDB Company establish a good image of national enterprises. Now, JDB sales is first in the country for six consecutive years. So customers like conscience enterprise. Conscience not only refers to the quality andproduct aftermarket, but also has sense of responsibility, contribute to society. PepsiCo put into action is mutually beneficial. PepsiCo want to create shareholder value through sustainable development. The approach is simple, just use superior financial performance. This is Pepsi's answer to investors. This vision not mention of Business Development, I think specific content in its business strategic.Similarities and differences of the company Mission and VisionMission and vision have differences and connections. Mission is “who we are, what we do, and why we are here”, mission emphasis on external, used for others to see. Facilitate community to understand and oversee the company. Vision is “What we want to be”. Vision focus on internal. Used to motivate staff and standardize enterprise development. Mission is more abstract, vision is more specific. Company mission is the starting point of vision, the mission is an integral part of the vision. Like built a house, mission is foundation, vision is floors.PepsiCo Values & PhilosophyCore values are the ultimate conviction for enterprises. It passes the test of time. It is the spirit of the guidelines for company, very employee must abide. What is the role of core values?1.Core values can shape the company characteristic culture.2.Core values are the guiding ideology of employees.3.Core values will form company Code of Conduct.4.Core values can decide the fate of the company development.“Our Values & Philosophy are a reflection of the socially and environmentally responsible company we aspire to be. They are the foundation for every business decision we make.”In here, PepsiCo talk about sustained growth, empowered People and responsibly. This is the core values. Sustained growth inspire company go to success. Helps company understand whether today's actions is meaningful for the future. Empowered people means that company have the freedom to act and think. Responsibility and trust is the foundation of healthy development. Should practice what they preach, fulfill company’s commitmentsGuiding PrinciplesPrinciple is the company's self-restraint. PepsiCo have 6 Principles.1” Care for our customers, our consumers and the world we live in.” PepsiCo hope thorough understanding of customers, consumers and communities.2. Sell only products we can be proud of. This is PepsiCo’s product quality requirements. We can find, they sell not only products, also show their confidence.3. Speak with truth and candor. Honesty is a good thing, people want to listen true.4. Win with diversity and inclusion. PepsiCo We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity brings new perspectives into the workplace and encourages innovation, as well as the ability to identify new market opportunities. As a multinational company, business around the world. Culturalenvironment is not the same in various regions. Diversity and inclusion is very important in company to expand business. To adapt, accommodate others, you can easy to be accepted. Diversity and inclusion can encourage innovation and identify new market opportunities.5. Balance short term and long term. PepsiCo weigh both short-term and long-term risks and benefits with every decision. They think keep this balance can help them maintain business growth, and ‘ensures their ideas and solutions are relevant both now and in the future.’6. Respect others and succeed together. PepsiCo think their success depends on mutual respect, inside and outside the company. I think this point is very good. Respect others is certain others ability. Inside the company, mutual respect can make the team more united. Solidarity can improve employee’s motivation, enhance the company's overall competitiveness. Outside the company, respect your partners and competitors. Good relations with partnerships are necessary, because you cooperate with each other and help each other. Why do we have to respect the competitors? If you want advances, you must rely on the opponent. Competitors is own teacher and role model. Competition is an effective way to enhance strength. Attention to your opponents, they knows you. Cherish those good opponents. Between you and opponents except competition, your can have friendship too.No matter mission and vision, values and principles, they are an indispensable part of the company. Mission and vision are the foundation to build the company’s strategyand culture. Values and principles reflects meaning of existence by a company. And the company's Code of Conduct. Has a lot of factors make a company success. The company can continue in a leading position because they are continue to improve These factors. For example, a new company, its goal is to become the world's first. One day it did. What does it do? Destruction of most of its competitors? No, it needs to change. Because it must careful Monopoly Law. Fines doesn’t matter, the trouble is that the company be split. Initiative to change for market, that you can seize the initiative in the market competition.Sources of Reference Information come from./Purpose/Our-Mission-and-Values.。
英语作文使命和愿景Title: Mission and Vision in English Composition。
In crafting an English essay about mission and vision, it's imperative to delve into the fundamental aspects of these concepts and their significance. Both mission and vision statements are critical components of any organization or individual's identity, guiding their actions, decisions, and aspirations. Let's explore these elements further.Understanding Mission:A mission statement encapsulates the purpose and raison d'être of an entity. It articulates what an organization or individual does, whom it serves, and how it serves them.A well-crafted mission statement provides clarity and direction, aligning stakeholders towards common goals.For instance, a company's mission statement mightemphasize its commitment to delivering high-quality products or services while prioritizing customer satisfaction and social responsibility. Meanwhile, an individual's mission statement could revolve around personal growth, contributing to society, or pursuing a specific passion.In essence, a mission statement serves as a compass, guiding actions and decisions, especially during challenging times. It instills a sense of purpose and identity, fostering cohesion and focus within the organization or individual.Exploring Vision:Contrary to a mission statement's focus on the present, a vision statement looks to the future. It paints a vivid picture of what an organization or individual aspires to become and achieve. A compelling vision statement inspires and motivates, rallying stakeholders towards a sharedvision of success.A vision statement often embodies ambitious goals and ideals, reflecting the aspirations and values of its creators. It serves as a beacon, guiding strategic planning and initiatives, driving innovation and growth.For example, a company's vision statement mightenvision becoming a global leader in its industry, pioneering groundbreaking solutions and positivelyimpacting millions of lives. Similarly, an individual's vision statement could entail achieving personal milestones, making meaningful contributions to society, or leaving a lasting legacy.Synergy Between Mission and Vision:While distinct, mission and vision statements are interconnected, with each informing and reinforcing the other. A well-aligned mission and vision create synergy, amplifying their impact and guiding long-term success.The mission provides the groundwork, defining the organization's core purpose and guiding principles.Meanwhile, the vision sets the trajectory, charting acourse towards a future state of excellence and achievement.Together, these statements serve as guiding stars, anchoring decision-making and inspiring action. They foster a sense of unity and purpose, empowering stakeholders to navigate challenges and seize opportunities with confidence.Conclusion:In conclusion, mission and vision statements are indispensable tools for defining identity, purpose, and direction. Whether for organizations or individuals, these statements serve as guiding lights, shaping behavior, and driving success. By articulating clear missions and compelling visions, entities can forge paths towards a brighter, more purposeful future.。
mission and vision statement 的作用
Mission statement 和 vision statement 是组织在制定战略和发展规划时非常重要的工具。
它们的作用如下：
1. 确定目标方向：Mission statement 和 vision statement 定义了组织的目标和愿景，明确了组织要朝着什么方向努力，确定了组织的核心价值观和理念。
这有助于员工在工作中明确目标，提高效率和聚焦力。
2. 激励和提高员工士气：Mission statement 和 vision statement 可以激励员工，让他们对组织的使命和愿景产生归属感和自豪感。
这种情感连接可以提高员工的士气和工作动力，使他们更有动力地为组织的成功贡献力量。
3. 指导策略和决策：Mission statement 和 vision statement 为组织的战略和决策提供了指导。
它们可以帮助组织确定哪些目标和行动符合其使命和愿景，从而避免追随会偏离组织核心价值观的不适当战略。
4. 促进组织发展和增长：Mission statement 和 vision statement 为组织的发展和增长提供了方向。
它们可以帮助组织明确战略目标，发现未来机会和挑战，并制定相应的计划来实现组织的长期发展与成功。
5. 建立组织品牌和声誉：Mission statement 和 vision statement 可以帮助建立组织的品牌和声誉。
它们可以传达组织的核心价值观和承诺，吸引对这些价值观和承诺感兴趣的员工、客户和
合作伙伴。
建立积极的品牌形象和声誉对于吸引人才、赢得客户以及在市场中建立竞争优势至关重要。
Organizations summarize their goals and objectives in mission and vision statements. Both of these serve different purposes for a company but are often confused with each other. While a mission statement describes what a company wants to do now, a vision statement outlines what a company wants to be inthe future.The Mission Statement concentrates on the present; it defines the customer(s), critical processes and it informs you about the desired level of performance.A mission statement explains the company’s (or department’s) reason for existence. It describes the company (or department), what it does and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders. The mission can change to reflect a company’s (or department’s) priorities and methods to accomplish its visionThe Vision Statement focuses on the future; it is a source of inspiration and motivation. Often it describes not just the future of the organization but the future of the industry or society in which the organization hopes to effect change.A vision statement describes the organization as it would appear in a future successful state. When developing a vision statement, try to answer this question: If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? An effective vision statement is inspirational and aspirational. It creates a mental image of the future state that the organization wishes to achieve. A vision statement should challenge and inspire employees.Comparison chartMission Statement versus Vision Statement comparison chart。
《业绩管理（英语）》教学大纲课程编号：040613B课程类型：专业选修课总学时：48 讲课学时：48 实践（案例）学时：0 学分：3适用对象：会计学（国际会计）专业。
先修课程：管理学一、课程的教学目标Performance Management（English）module 10 with six-lesson is an introductory performance management course in a business context. You examine the importance of governance and corporate social responsibility and the pivotal roles they play in developing, formulating and implementing strategy. The strategy-development section takes you through the process of environmental scanning and industry analysis and the development of corporate mission, vision and values, while strategy formulation looks at types of strategies, the evaluation of strategic alternatives and the measurement of their performance. Finally, the strategy-implementation section explores company characteristics and other factors that can positively or adversely affect the implementation of a strategy, including the management of change.As you progress through this module, you can expect to develop and strengthen both technical and enabling competencies. Your focus will be on the technical competencies found in the strategy and governance section of the competency map, and you will develop these competencies at B and C levels in preparation for your entry into the CPA Professional Education Program (CPA PEP). Equally important are the enabling competencies you will develop, especially in the areas of professional and ethical behaviour, and communication skills. Mastering these competencies will give you a solid foundation for entry into CPA PEP.二、教学基本要求（一）教学内容The following is a brief overview of the topics covered in Module 10 by lesson.Lesson 1Lesson 1 introduces corporate governance, environmental reporting and related issues, and environmental management systems. You will become familiar with the roles and obligations o' the board and senior management in an organization, how governance helps mitigate the principal-agent problem, and the role of external oversight and regulation. You will also explore the importance of stakeholder groups, an organization's obligations to act in a socially responsible manner and the ethical standards that guide professional conduct.Lesson 2Lesson 2 introduces mission and vision statements and the importance of an organization's values, goals and objectives. External analysis and resources, capabilities and core competency analysis are also covered in this lesson. You will become familiar with assessing financial and non-financial goals and using environmental scanning and various analysis techniques, and you will learn how an organization can use its capabilities to gain sustainable competitive advantage.Lesson 3Lesson 3 explains strategy formulation, implementation and evaluation. You will examine various levels and types of strategies, internationalism and e-business in strategy. You will study cost and marketing strategies, alternative strategies designed to achieve various objectives and grow the organization, factors to consider when entering a new market, and implementation of strategies in organizations with different structures. You will also learn about evaluating how well a strategy has been implemented.Lesson 4Lesson 4 explains processes for measuring performance and managing risk. Issues related to strategic control and ongoing performance measurement are examined, along with incentive systems and policies to help keep performance on track. You will also study how to identify, estimate and manage risk and learn about risk-response alternatives and risk-management policies and procedures. This lesson concludes with a look at management reporting systems that support the performance management process.Lesson 5Lesson 5 shifts from higher-level governance and performance management roles to delve deeper into the tools used by all levels of management to achieve and evaluate ongoing organizational performance. You will study target costing and capacity management, as well as considerations of using outsourcing to reduce costs and expand capacity. You will learn about tools commonly used to improve an organization's efficiency and effectiveness, and you will explore the issues related to managing quality of products and services.Lesson 6Lesson 6 concludes the course with an overview of tools for monitoring and evaluating performance and ensuring accountability in decision-making. You will be introduced to management by objectives and the balanced scorecard, and you will review activity-based costing before looking at activity-based management. The course concludes with a study of ensuring accountability through responsibility accounting in both profit-oriented and not-for- profit organizations.（二）教学方法和手段Module 10 is delivered over six lessons, and includes the following material: Student Notes, Practice Problems with Solutions, Student Slides (PDF format), In-Class Problems, Quizzes, ProjectThe student notes are the basis for learning the material presented in the course. The notes cover each concept in relation to the competency map. The practice problems give you individual practice in mastering the concepts taught in the student notes. The slides provide a summary of the concepts covered in the course and should be used concurrently while reviewing the videos and in-class lectures. In-class problems (ICPs) are facilitator led; they are either taught in-class, or, for distance students, taught through a video presentation of each ICP. ICPs help you establish an effective approach to use while working through the practice problems. Quizzes and the project are detailed in the assessment section of this course overview.（三）考核方式Grading Guidelines:三、各教学环节学时分配表1 教学课时分配四、教学内容Lesson 1 The role of governance1.1 Governance roles and responsibilities1.1-1 Governance in different types of organizations1.1-2 Governance structure1.2 The role of governance in mitigating the principal-agent problem1.2-1 Agency theory in a governance context1.2-2 Incentives and monitoring1.2-3 Government oversight and regulation1.2-4 External auditors’role in governance1.2-5 Boards of Directors —challenges and solutions1.2-6 Boards of Directors —self-evaluation and renewal1.2-7 Ethics and good governance1.3 Corporate social responsibility (CSR)1.3-1 The stakeholder model1.3-2 Sustainable organizations —creating sustainable stakeholder value1.3-3 Justifying and measuring CSR1.3-4 Reporting on CSR compliance and risks1.3-5 Incentives and monitoring of CSR reporting1.3-6 Environmental management and reporting教学重点、难点：Governance, Corporate social responsibility课程的考核要求：The role of Governance, Corporate social responsibility 复习思考题：1.What is he stakeholder model?2.what is he role of governance in mitigating the principal-agent problem?Lesson 2 Determining strategic direction and environmental scanning2.1 Setting the mission, vision, values and objectives2.1-1 Nature, role and characteristics of statements2.1-2 Developing the mission, vision and values statements2.1-3 Developing goals and objectives2.2 Environmental scanning and industry analysis2.2-1 Environmental scanning2.2-2 The broader social environment —macro forces affecting organizations2.2-3 Industry analysis2.2-4 Internal analysis2.2-5 Stakeholder analysis2.3 Tools for environmental scanning and industry analysis2.3-1 PESTEL2.3-2 Industry and product life cycles2.3-3 Porter’s Five Forces教学重点、难点：Mission, vision, values, Tools for environmental scanning and industry analysis课程的考核要求：Mission, vision, values, Environmental scanning and industry analysis复习思考题：1.How to Develop goals and objectives?2.What is industry and product life cycles?Lesson 3 Strategy formulation, implementation, and evaluation3.1 Strategy formulation3.1-1 Nature and benefits of strategic management3.1-2 Levels of strategy in an organization3.1-3 Strategies that support a customer value proposition3.1-4 Strategic vehicles3.1-5 Business strategies at different stages of an industry’s life cycle3.1-6 Alternative approaches to growth3.1-7 Internationalism3.2 Strategy implementation3.2-1 Implementing strategy3.2-2 Organizational structures3.2-3 Critical elements in successful strategy implementation3.3 Strategy evaluation3.3-1 Process and framework for strategy evaluation3.3-2 Monitoring and evaluating the competitive environment教学重点、难点：Strategy formulation, Strategy implementation课程的考核要求：Strategies that support a customer value proposition, Strategic vehicles, Organizational structures复习思考题：1.What is Internationalism?2.What are critical elements in successful strategy implementation?Lesson 4 Performance measurement, risk management and management reporting systems4.1 Strategic control and performance measurement4.1-1 Strategic control4.1-2 Design of a performance-measurement system4.1-3 Motivating, evaluating and rewarding individual performance4.1-4 Policies, procedures, and codes of conduct4.1-5 Role of corporate governance4.2 Managing risk4.2-1 Risk-management process4.2-2 Types of enterprise risk4.2-3 Techniques for risk measurement and evaluation4.2-4 Risk-response alternatives4.2-5 Contingency planning4.3 Management reporting needs and systems4.3-1 Governance over information systems4.3-2 Systems design, acquisition and development4.3-3 Systems development methodologies4.3-4 Systems acquisition processes4.3-5 Project management principles for systems development projects教学重点、难点：Strategic control and performance measurement, Managing risk课程的考核要求：Codes of conduct, Types of enterprise risk, Techniques for risk measurement and evaluation复习思考题：1.What is strategic control?2.What are project management principles for systems development projects?Lesson 5 Strategic cost, capacity and quality management5.1 Tools for strategic cost and capacity management5.1-1 Target costing5.1-2 Capacity resource planning5.1-3 Outsourcing as a means to increase capacity and reduce costs5.2 Improving efficiency and effectiveness5.2-1 Business process management5.2-2 Business process re-engineering5.2-3 Just-in-time production5.2-4 Lean management5.2-5 Customer relationship management5.2-6 Enterprise resource planning5.3 Quality management5.3-1 Quality control and quality assurance5.3-2 Total quality management5.3-3 Cost of quality5.3-4 Quality measurement systems教学重点、难点：Capacity resource planning, Lean management, Total quality management课程的考核要求：Tools for strategic cost and capacity management, Just-in-time production, Cost of quality复习思考题：1.What is enterprise resource planning?2.How to improving efficiency and effectiveness?Lesson 6 Performance monitoring and evaluation6.1 Monitoring tools6.1-1 Management by objectives6.1-2 Activity-based costing and activity-based management6.1-3 Balanced scorecard6.2 Responsibility accounting6.2-1 Responsibility centres and controllability6.2-2 Types of responsibility centres and performance reports6.3 Responsibility accounting and performance in NFPOs and government organizations6.3-1 Characteristics of NFPOs6.3-2 A management control framework in NFPOs教学重点、难点：Balanced scorecard, Characteristics of NFPOs课程的考核要求：Balanced scorecard, Types of responsibility centres复习思考题：1. What do you know about management control framework in NFPOs?2. What is activity-based management?五、其它六、主要参考书目1.Arthur A. Thompson，Margaret Peteraf，John E. Gamble，III A. J. Strickland, Crafting and Executing Strategy：The Quest for Competitive Advantage, MC GRAW HILL EDUCATION2.罗伯特.卡普兰、戴维.诺顿著，上海博意门咨询公司译，战略协同——运用平衡记分卡创造企业合力，2006，商务印书馆.3.罗伯特.卡普兰、戴维.诺顿著，上海博意门咨询公司译，平衡记分卡战略实践，2008，中国人民大学出版社.执笔人：教研室主任：系教学主任审核签名：。
【导语】马丁·路德·⾦，⾮裔美国⼈，出⽣于美国佐治亚州亚特兰⼤，美国牧师、社会活动家、民权主义者，美国民权运动领袖。
⽆忧考为⼤家整理的《马丁路德⾦中英⽂经典演讲稿范⽂》，希望对⼤家有所帮助！篇⼀ ⼀百年前，⼀位伟⼤的美国⼈签署了解放⿊奴宣⾔，今天我们就是在他的雕像前集会。
这⼀庄严宣⾔犹如灯塔的光芒，给千百万在那摧残⽣命的不义之⽕中受煎熬的⿊奴带来了希望。
它的到来犹如欢乐的黎明，结束了束缚⿊⼈的漫漫长夜。
然⽽⼀百年后的今天，⿊⼈还没有得到⾃由，⼀百年后的今天，在种族隔离的镣铐和种族歧视的枷锁下，⿊⼈的⽣活备受压榨。
⼀百年后的今天，⿊⼈仍⽣活在物质充裕的海洋中⼀个贫困的孤岛上。
⼀百年后的今天，⿊⼈仍然萎缩在美国社会的⾓落⾥，并且意识到⾃⼰是故⼟家园中的流亡者。
今天我们在这⾥集会，就是要把这种骇⼈听闻的情况公诸于众。
我并⾮没有注意到，参加今天集会的⼈中，有些受尽苦难和折磨，有些刚刚⾛出窄⼩的牢房，有些由于寻求⾃由，曾早居住地惨遭疯狂迫害的打击，并在警察暴⾏的旋风中摇摇欲坠。
你们是⼈为痛苦的长期受难者。
坚持下去吧，要坚决相信，忍受不应得的痛苦是⼀种赎罪。
让我们回到密西西⽐去，回到阿拉巴马去，回到南卡罗莱纳去，回到佐治亚去，回到路易斯安那去，回到我们北⽅城市中的贫民区和少数民族居住区去，要⼼中有数，这种状况是能够也必将改变的。
我们不要陷⼊绝望⽽不能⾃拔。
朋友们，今天我对你们说，在此时此刻，我们虽然遭受种种困难和挫折，我仍然有⼀个梦想。
这个梦是深深扎根于美国的梦想中的。
我梦想有⼀天，这个国家会站⽴起来，真正实现其信条的真谛：“我们认为这些真理是不⾔⽽喻的；⼈⼈⽣⽽平等。
” 我梦想有⼀天，在佐治亚的红⼭上，昔⽇奴⾪的⼉⼦将能够和昔⽇奴⾪主的⼉⼦坐在⼀起，共叙兄弟情谊。
我梦想有⼀天，甚⾄连密西西⽐州这个正义匿迹，压迫成风，如同沙漠般的地⽅，也将变成⾃由和正义的绿洲。
我梦想有⼀天，我的四个孩⼦将在⼀个不是以他们的肤⾊，⽽是以他们的品格优劣来评判他们的国度⾥⽣活。
我们都知道，马丁·路德·金是美国的民权运动领袖，他为黑人谋求平等，甚至献出了自己的生命，被誉为是“黑人的麦加”。
而与此同时，马丁·路德·金也是一名卓越的反战斗士，他关心的不仅仅是“小我”的权利，而且还有“大我”的和平、自由。
如果你一直以来只是把马丁·路德·金看成一个黑人运动领袖，那么下面的这篇演讲相信会让你对他有新的认识——马丁·路德·金的伟大人格值得我们每一个仰视尊敬。
本演讲发表于1967年4月4日，是马丁·路德·金在“忧世教士和俗人协会”的一个反越站的集会上的演讲，集会的地点是纽约著名的河边大教堂（Riverside Church）。
我之所以跨入此间宏伟的教堂，是因为我的良心让我别无选择。
我加入你们的集会，则是因为我对这个聚合我们的组织——“忧世教士和俗人协会”关注越南——的工作和主旨非常认同。
我对你们执委会最近的声明深有同感，当我阅读到它的开场白的时候就甚有共鸣：“这是一个…沉默即是背叛‟的时刻。
”I come to this magnificent house of worship tonight because my conscience leaves me no other choice. I join you in this meeting because I am in deepest agreement with the aims and work of the organization which has brought us together: Clergy and Laymen Concerned about Vietnam. The recent statements of your executive committee are the sentiments of my own heart, and I found myself in full accord when I read its opening lines: "A time comes when silence is betrayal."演讲下载【打破沉寂(A Time to Break Silence)MP3下载链接】演讲全文：A Time to Break Silence by Martin Luther King, Jr.I come to this magnificent house of worship tonight because my conscience leaves me no other choice. I join you in this meeting because I am in deepest agreement with the aims and work of the organization which has brought us together: Clergy and Laymen Concerned about Vietnam. The recent statements of your executive committee are the sentiments of my own heart, and I found myself in full accord when I read its opening lines: "A time comes when silence is betrayal." And that time has come for us in relation to Vietnam.The truth of these words is beyond doubt, but the mission to which they call us is a most difficult one. Even when pressed by the demands of inner truth, men do not easily assume the task of opposing their government's policy, especially in time of war. Nor does the human spirit move without great difficulty against all the apathy of conformist thought within one's own bosom and in the surrounding world. Moreover, when the issues at hand seem as perplexed as they often do in the case of this dreadful conflict, we are always on the verge of being mesmerized by uncertainty; but we must move on.And some of us who have already begun to break the silence of the night have found that the calling to speak is often a vocation of agony, but we must speak. We must speak with all the humility that is appropriate to our limited vision, but we must speak. And we must rejoice as well,for surely this is the first time in our nation's history that a significant number of its religious leaders have chosen to move beyond the prophesying of smooth patriotism to the high grounds of a firm dissent based upon the mandates of conscience and the reading of history. Perhaps a new spirit is rising among us. If it is, let us trace its movements and pray that our own inner being may be sensitive to its guidance, for we are deeply in need of a new way beyond the darkness that seems so close around us.Over the past two years, as I have moved to break the betrayal of my own silences and to speak from the burnings of my own heart, as I have called for radical departures from the destruction of Vietnam, many persons have questioned me about the wisdom of my path. At the heart of their concerns this query has often loomed large and loud: "Why are you speaking about the war, Dr. King?" "Why are you joining the voices of dissent?" "Peace and civil rights don't mix," they say. "Aren't you hurting the cause of your people," they ask? And when I hear them, though I often understand the source of their concern, I am nevertheless greatly saddened, for such questions mean that the inquirers have not really known me, my commitment or my calling. Indeed, their questions suggest that they do not know the world in which they live.In the light of such tragic misunderstanding, I deem it of signal importance to try to state clearly, and I trust concisely, why I believe that the path from Dexter A venue Baptist Church -- the church in Montgomery, Alabama, where I began my pastorate -- leads clearly to this sanctuary tonight.I come to this platform tonight to make a passionate plea to my beloved nation. This speech is not addressed to Hanoi or to the National Liberation Front. It is not addressed to China or to Russia. Nor is it an attempt to overlook the ambiguity of the total situation and the need for a collective solution to the tragedy of Vietnam. Neither is it an attempt to make North Vietnam or the National Liberation Front paragons of virtue, nor to overlook the role they must play in the successful resolution of the problem. While they both may have justifiable reasons to be suspicious of the good faith of the United States, life and history give eloquent testimony to the fact that conflicts are never resolved without trustful give and take on both sides.Tonight, however, I wish not to speak with Hanoi and the National Liberation Front, but rather to my fellowed [sic] Americans, *who, with me, bear the greatest responsibility in ending a conflict that has exacted a heavy price on both continents.Since I am a preacher by trade, I suppose it is not surprising that I have seven major reasons for bringing Vietnam into the field of my moral vision.* There is at the outset a very obvious and almost facile connection between the war in V ietnam and the struggle I, and others, have been waging in America. A few years ago there was a shining moment in that struggle. It seemed as if there was a real promise of hope for the poor -- both black and white -- through the poverty program. There were experiments, hopes, new beginnings. Then came the buildup in V ietnam, and I watched this program broken and eviscerated, as if it were some idle political plaything of a society gone mad on war, and I knew that America would never invest the necessary funds or energies in rehabilitation of its poor so long as adventures like Vietnam continued to draw men and skills and money like some demonic destructive suction tube. So, I was increasinglycompelled to see the war as an enemy of the poor and to attack it as such.Perhaps the more tragic recognition of reality took place when it became clear to me that the war was doing far more than devastating the hopes of the poor at home. It was sending their sons and their brothers and their husbands to fight and to die in extraordinarily high proportions relative to the rest of the population. We were taking the black young men who had been crippled by our society and sending them eight thousand miles away to guarantee liberties in Southeast Asia which they had not found in southwest Georgia and East Harlem. And so we have been repeatedly faced with the cruel irony of watching Negro and white boys on TV screens as they kill and die together for a nation that has been unable to seat them together in the same schools. And so we watch them in brutal solidarity burning the huts of a poor village, but we realize that they would hardly live on the same block in Chicago. I could not be silent in the face of such cruel manipulation of the poor.My third reason moves to an even deeper level of awareness, for it grows out of my experience in the ghettoes of the North over the last three years -- especially the last three summers. As I have walked among the desperate, rejected, and angry young men, I have told them that Molotov cocktails and rifles would not solve their problems. I have tried to offer them my deepest compassion while maintaining my conviction that social change comes most meaningfully through nonviolent action. But they ask -- and rightly so -- what about V ietnam? They ask if our own nation wasn't using massive doses of violence to solve its problems, to bring about the changes it wanted. Their questions hit home, and I knew that I could never again raise my voice against the violence of the oppressed in the ghettos without having first spoken clearly to the greatest purveyor of violence in the world today -- my own government. For the sake of those boys, for the sake of this government, for the sake of the hundreds of thousands trembling under our violence, I cannot be silent.For those who ask the question, "Aren't you a civil rights leader?" and thereby mean to exclude me from the movement for peace, I have this further answer. In 1957 when a group of us formed the Southern Christian Leadership Conference, we chose as our motto: "To save the soul of America." We were convinced that we could not limit our vision to certain rights for black people, but instead affirmed the conviction that America would never be free or saved from itself until the descendants of its slaves were loosed completely from the shackles they still wear. In a way we were agreeing with Langston Hughes, that black bard of Harlem, who had written earlier:O, yes,I say it plain,America never was America to me,And yet I swear this oath --America will be!Now, it should be incandescently clear that no one who has any concern for the integrity and life of America today can ignore the present war. If America's soul becomes totally poisoned, part of the autopsy must read: Vietnam. It can never be saved so long as it destroys the deepest hopes of men the world over. So it is that those of us who are yet determined that America will be are leddown the path of protest and dissent, working for the health of our land.As if the weight of such a commitment to the life and health of America were not enough, another burden of responsibility was placed upon me in 1954** [sic]; and I cannot forget that the Nobel Prize for Peace was also a commission -- a commission to work harder than I had ever worked before for "the brotherhood of man." This is a calling that takes me beyond national allegiances, but even if it were not present I would yet have to live with the meaning of my commitment to the ministry of Jesus Christ. To me the relationship of this ministry to the making of peace is so obvious that I sometimes marvel at those who ask me why I'm speaking against the war. Could it be that they do not know that the good news was meant for all men -- for Communist and capitalist, for their children and ours, for black and for white, for revolutionary and conservative? Have they forgotten that my ministry is in obedience to the One who loved his enemies so fully that he died for them? What then can I say to the V ietcong or to Castro or to Mao as a faithful minister of this One? Can I threaten them with death or must I not share with them my life?And finally, as I try to explain for you and for myself the road that leads from Montgomery to this place I would have offered all that was most valid if I simply said that I must be true to my conviction that I share with all men the calling to be a son of the living God. Beyond the calling of race or nation or creed is this vocation of sonship and brotherhood, and because I believe that the Father is deeply concerned especially for his suffering and helpless and outcast children, I come tonight to speak for them.This I believe to be the privilege and the burden of all of us who deem ourselves bound by allegiances and loyalties which are broader and deeper than nationalism and which go beyond our nation's self-defined goals and positions. We are called to speak for the weak, for the voiceless, for the victims of our nation and for those it calls "enemy," for no document from human hands can make these humans any less our brothers.And as I ponder the madness of V ietnam and search within myself for ways to understand and respond in compassion, my mind goes constantly to the people of that peninsula. I speak now not of the soldiers of each side, not of the ideologies of the Liberation Front, not of the junta in Saigon, but simply of the people who have been living under the curse of war for almost three continuous decades now. I think of them, too, because it is clear to me that there will be no meaningful solution there until some attempt is made to know them and hear their broken cries.They must see Americans as strange liberators. The V ietnamese people proclaimed their own independence *in 1954* -- in 1945 *rather* -- after a combined French and Japanese occupation and before the communist revolution in China. They were led by Ho Chi Minh. Even though they quoted the American Declaration of Independence in their own document of freedom, we refused to recognize them. Instead, we decided to support France in its reconquest of her former colony. Our government felt then that the V ietnamese people were not ready for independence, and we again fell victim to the deadly Western arrogance that has poisoned the international atmosphere for so long. With that tragic decision we rejected a revolutionary government seeking self-determination and a government that had been established not by China -- for whom theVietnamese have no great love -- but by clearly indigenous forces that included some communists. For the peasants this new government meant real land reform, one of the most important needs in their lives.For nine years following 1945 we denied the people of V ietnam the right of independence. For nine years we vigorously supported the French in their abortive effort to recolonize Vietnam. Before the end of the war we were meeting eighty percent of the French war costs. Even before the French were defeated at Dien Bien Phu, they began to despair of their reckless action, but we did not. We encouraged them with our huge financial and military supplies to continue the war even after they had lost the will. Soon we would be paying almost the full costs of this tragic attempt at recolonization.After the French were defeated, it looked as if independence and land reform would come again through the Geneva Agreement. But instead there came the United States, determined that Ho should not unify the temporarily divided nation, and the peasants watched again as we supported one of the most vicious modern dictators, our chosen man, Premier Diem. The peasants watched and cringed as Diem ruthlessly rooted out all opposition, supported their extortionist landlords, and refused even to discuss reunification with the North. The peasants watched as all this was presided over by United States' influence and then by increasing numbers of United States troops who came to help quell the insurgency that Diem's methods had aroused. When Diem was overthrown they may have been happy, but the long line of military dictators seemed to offer no real change, especially in terms of their need for land and peace.The only change came from America, as we increased our troop commitments in support of governments which were singularly corrupt, inept, and without popular support. All the while the people read our leaflets and received the regular promises of peace and democracy and land reform. Now they languish under our bombs and consider us, not their fellow Vietnamese, the real enemy. They move sadly and apathetically as we herd them off the land of their fathers into concentration camps where minimal social needs are rarely met. They know they must move on or be destroyed by our bombs.So they go, primarily women and children and the aged. They watch as we poison their water, as we kill a million acres of their crops. They must weep as the bulldozers roar through their areas preparing to destroy the precious trees. They wander into the hospitals with at least twenty casualties from American firepower for one V ietcong-inflicted injury. So far we may have killed a million of them, mostly children. They wander into the towns and see thousands of the children, homeless, without clothes, running in packs on the streets like animals. They see the children degraded by our soldiers as they beg for food. They see the children selling their sisters to our soldiers, soliciting for their mothers.What do the peasants think as we ally ourselves with the landlords and as we refuse to put any action into our many words concerning land reform? What do they think as we test out our latest weapons on them, just as the Germans tested out new medicine and new tortures in the concentration camps of Europe? Where are the roots of the independent Vietnam we claim to bebuilding? Is it among these voiceless ones?We have destroyed their two most cherished institutions: the family and the village. We have destroyed their land and their crops. We have cooperated in the crushing of the nation's only noncommunist revolutionary political force, the unified Buddhist Church. We have supported the enemies of the peasants of Saigon. We have corrupted their women and children and killed their men.Now there is little left to build on, save bitterness. *Soon the only solid physical foundations remaining will be found at our military bases and in the concrete of the concentration camps we call "fortified hamlets." The peasants may well wonder if we plan to build our new Vietnam on such grounds as these. Could we blame them for such thoughts? We must speak for them and raise the questions they cannot raise. These, too, are our brothers.Perhaps a more difficult but no less necessary task is to speak for those who have been designated as our enemies.* What of the National Liberation Front, that strangely anonymous group we call "VC" or "communists"? What must they think of the United States of America when they realize that we permitted the repression and cruelty of Diem, which helped to bring them into being as a resistance group in the South? What do they think of our condoning the violence which led to their own taking up of arms? How can they believe in our integrity when now we speak of "aggression from the North" as if there were nothing more essential to the war? How can they trust us when now we charge them with violence after the murderous reign of Diem and charge them with violence while we pour every new weapon of death into their land? Surely we must understand their feelings, even if we do not condone their actions. Surely we must see that the men we supported pressed them to their violence. Surely we must see that our own computerized plans of destruction simply dwarf their greatest acts.How do they judge us when our officials know that their membership is less than twenty-five percent communist, and yet insist on giving them the blanket name? What must they be thinking when they know that we are aware of their control of major sections of V ietnam, and yet we appear ready to allow national elections in which this highly organized political parallel government will not have a part? They ask how we can speak of free elections when the Saigon press is censored and controlled by the military junta. And they are surely right to wonder what kind of new government we plan to help form without them, the only party in real touch with the peasants. They question our political goals and they deny the reality of a peace settlement from which they will be excluded. Their questions are frighteningly relevant. Is our nation planning to build on political myth again, and then shore it up upon the power of new violence?Here is the true meaning and value of compassion and nonviolence, when it helps us to see the enemy's point of view, to hear his questions, to know his assessment of ourselves. For from his view we may indeed see the basic weaknesses of our own condition, and if we are mature, we may learn and grow and profit from the wisdom of the brothers who are called the opposition.So, too, with Hanoi. In the North, where our bombs now pummel the land, and our minesendanger the waterways, we are met by a deep but understandable mistrust. To speak for them is to explain this lack of confidence in Western words, and especially their distrust of American intentions now. In Hanoi are the men who led the nation to independence against the Japanese and the French, the men who sought membership in the French Commonwealth and were betrayed by the weakness of Paris and the willfulness of the colonial armies. It was they who led a second struggle against French domination at tremendous costs, and then were persuaded to give up the land they controlled between the thirteenth and seventeenth parallel as a temporary measure at Geneva. After 1954 they watched us conspire with Diem to prevent elections which could have surely brought Ho Chi Minh to power over a united Vietnam, and they realized they had been betrayed again. When we ask why they do not leap to negotiate, these things must be remembered.Also, it must be clear that the leaders of Hanoi considered the presence of American troops in support of the Diem regime to have been the initial military breach of the Geneva Agreement concerning foreign troops. They remind us that they did not begin to send troops in large numbers and even supplies into the South until American forces had moved into the tens of thousands.Hanoi remembers how our leaders refused to tell us the truth about the earlier North Vietnamese overtures for peace, how the president claimed that none existed when they had clearly been made. Ho Chi Minh has watched as America has spoken of peace and built up its forces, and now he has surely heard the increasing international rumors of American plans for an invasion of the North. He knows the bombing and shelling and mining we are doing are part of traditional pre-invasion strategy. Perhaps only his sense of humor and of irony can save him when he hears the most powerful nation of the world speaking of aggression as it drops thousands of bombs on a poor, weak nation more than *eight hundred, or rather,* eight thousand miles away from its shores.At this point I should make it clear that while I have tried in these last few minutes to give a voice to the voiceless in V ietnam and to understand the arguments of those who are called "enemy," I am as deeply concerned about our own troops there as anything else. For it occurs to me that what we are submitting them to in Vietnam is not simply the brutalizing process that goes on in any war where armies face each other and seek to destroy. We are adding cynicism to the process of death, for they must know after a short period there that none of the things we claim to be fighting for are really involved. Before long they must know that their government has sent them into a struggle among Vietnamese, and the more sophisticated surely realize that we are on the side of the wealthy, and the secure, while we create a hell for the poor.Somehow this madness must cease. We must stop now. I speak as a child of God and brother to the suffering poor of V ietnam. I speak for those whose land is being laid waste, whose homes are being destroyed, whose culture is being subverted. I speak for the poor of America who are paying the double price of smashed hopes at home, and death and corruption in V ietnam. I speak as a citizen of the world, for the world as it stands aghast at the path we have taken. I speak as one who loves America, to the leaders of our own nation: The great initiative in this war is ours; the initiative to stop it must be ours.This is the message of the great Buddhist leaders of Vietnam. Recently one of them wrote thesewords, and I quote:Each day the war goes on the hatred increases in the heart of the V ietnamese and in the hearts of those of humanitarian instinct. The Americans are forcing even their friends into becoming their enemies. It is curious that the Americans, who calculate so carefully on the possibilities of military victory, do not realize that in the process they are incurring deep psychological and political defeat. The image of America will never again be the image of revolution, freedom, and democracy, but the image of violence and militarism (unquote).If we continue, there will be no doubt in my mind and in the mind of the world that we have no honorable intentions in Vietnam. If we do not stop our war against the people of V ietnam immediately, the world will be left with no other alternative than to see this as some horrible, clumsy, and deadly game we have decided to play. The world now demands a maturity of America that we may not be able to achieve. It demands that we admit that we have been wrong from the beginning of our adventure in V ietnam, that we have been detrimental to the life of the V ietnamese people. The situation is one in which we must be ready to turn sharply from our present ways. In order to atone for our sins and errors in V ietnam, we should take the initiative in bringing a halt to this tragic war.*I would like to suggest five concrete things that our government should do immediately to begin the long and difficult process of extricating ourselves from this nightmarish conflict:Number one: End all bombing in North and South V ietnam.Number two: Declare a unilateral cease-fire in the hope that such action will create the atmosphere for negotiation.Three: Take immediate steps to prevent other battlegrounds in Southeast Asia by curtailing our military buildup in Thailand and our interference in Laos.Four: Realistically accept the fact that the National Liberation Front has substantial support in South Vietnam and must thereby play a role in any meaningful negotiations and any future Vietnam government.Five: *Set a date that we will remove all foreign troops from V ietnam in accordance with the 1954 Geneva Agreement.Part of our ongoing...part of our ongoing commitment might well express itself in an offer to grant asylum to any V ietnamese who fears for his life under a new regime which included the Liberation Front. Then we must make what reparations we can for the damage we have done. We must provide the medical aid that is badly needed, making it available in this country, if necessary. Meanwhile... meanwhile, we in the churches and synagogues have a continuing task while we urge our government to disengage itself from a disgraceful commitment. We must continue to raise our voices and our lives if our nation persists in its perverse ways in Vietnam. We must beprepared to match actions with words by seeking out every creative method of protest possible.*As we counsel young men concerning military service, we must clarify for them our nation's role in Vietnam and challenge them with the alternative of conscientious objection. I am pleased to say that this is a path now chosen by more than seventy students at my own alma mater, Morehouse College, and I recommend it to all who find the American course in Vietnam a dishonorable and unjust one. Moreover, I would encourage all ministers of draft age to give up their ministerial exemptions and seek status as conscientious objectors.* These are the times for real choices and not false ones. We are at the moment when our lives must be placed on the line if our nation is to survive its own folly. Every man of humane convictions must decide on the protest that best suits his convictions, but we must all protest.Now there is something seductively tempting about stopping there and sending us all off on what in some circles has become a popular crusade against the war in Vietnam. I say we must enter that struggle, but I wish to go on now to say something even more disturbing.The war in Vietnam is but a symptom of a far deeper malady within the American spirit, and if we ignore this sobering reality...and if we ignore this sobering reality, we will find ourselves organizing "clergy and laymen concerned" committees for the next generation. They will be concerned about Guatemala and Peru. They will be concerned about Thailand and Cambodia. They will be concerned about Mozambique and South Africa. We will be marching for these and a dozen other names and attending rallies without end, unless there is a significant and profound change in American life and policy.And so, such thoughts take us beyond V ietnam, but not beyond our calling as sons of the living God.In 1957, a sensitive American official overseas said that it seemed to him that our nation was on the wrong side of a world revolution. During the past ten years, we have seen emerge a pattern of suppression which has now justified the presence of U.S. military advisors in V enezuela. This need to maintain social stability for our investments accounts for the counterrevolutionary action of American forces in Guatemala. It tells why American helicopters are being used against guerrillas in Cambodia and why American napalm and Green Beret forces have already been active against rebels in Peru.It is with such activity in mind that the words of the late John F. Kennedy come back to haunt us. Five years ago he said, "Those who make peaceful revolution impossible will make violent revolution inevitable." Increasingly, by choice or by accident, this is the role our nation has taken, the role of those who make peaceful revolution impossible by refusing to give up the privileges and the pleasures that come from the immense profits of overseas investments. I am convinced that if we are to get on the right side of the world revolution, we as a nation must undergo a radical revolution of values. We must rapidly begin...we must rapidly begin the shift from a thing-oriented society to a person-oriented society. When machines and computers, profit motives and property rights, are considered more important than people, the giant triplets of racism, extreme。
