INTRODUCTION In 1854, 39-year-old Daniel McCallum became the director of Erie Railway, one of the world's largest railway companies. In the months after the acquisition, McCallum discovered that business operations are inefficient (Makamson, 2000). Therefore, McCallum designed and developed the first principle of organizational structure. His organization is designed to allow large companies to operate as efficiently as small and medium enterprises.
In this article we will briefly consider hunger as a political issue and then focus on two important operational issues. It is a problem related to the identification of the hunger agenda and the implementation of the organization. Hunger's dilemma is conceptual and organizational and can not easily be avoided. This dilemma obscures the targets of starvation and hunger experts are often disappointed by attempts to weaken the limitations faced by the adequate limit of nutrition of the hungry people themselves. No one really agrees with the existence of starvation except occasionally as a weapon of war. Most people agree that hunger is not wise, and popularity in the world means a mistake to solve.
Reporters often face too many moral dilemmas; the most fundamental dilemma is whether to do "right things". These movies clearly caught several organizational factors that had prevented police from doing the right thing at the police station. This article explores the whistleblower of these police stories. The main character of the Rampart scandal was Raphael Perez who was the police chief of Los Angeles for 10 years. He is an information provider who uncovers division abuse. In 1999, Perez admitted guilty to removing cocaine from the evidence locker. He decided to exchange text in exchange for agreeing to tell the Los Angeles police station and district prosecutor all about "bad things" that he and other colleagues have been involved since 1995. After his testimony, he learned that innocent people were prosecuted and sentenced for the crimes they did not commit.