Case Study †Sources of International Law, ‘Non-binding’ agreements & Treaties

Abstract International agreements are frequently entered into by sovereign States and international organisations. Whilst many of them are formal treaties and thus have binding effect, others do not fit into this category and thereby remain non-binding agreements. This often leads to a great deal of dispute resolution procedures taking place since it is generally quite difficult to determine whether an agreement is binding or not. Using Iran as a case study, an agreement that has recently been entered into will be reviewed in order to determine its legal effects and consequences. Introduction A Treaty is a written agreement that has been entered into by international law actors, such as international organisations and sovereign States. A Treaty is thus a type of contract that allows parties to voluntary enter into the agreement in order to be bound by its terms (Fitzmaurice and Elias, 2005: 10). Accordingly, treaties are â€Å"the only way States can create international law consciously† (Dixon, 2007: 26) and may either be bilateral or multilateral. The legal status of the agreement between Germany and the five permanent members of the Security Council (SC) and Iran will be reviewed in order to consider its legal status, whether it is binding and whether it will prevail over previously SC resolutions. The equality of States doctrine will also be considered in order to establish whether it is workable in practice. The legal status of this agreement. Is this a TreatyWhy? The ‘Treaty of Non-Proliferation of Nuclear Weapons’ is a multilateral Treaty that opened for signatory at London, Moscow and Washington on the 1st July 1968 and entered into force on the 5th March 1970. The TTreaty currently has 190 State Parties, 93 signatories and 4 Depositary Governments(UN, 1968: 1). Under this Treaty Iran has been able to develop a nuclear programme that has been regarded suspicious by many other countries (Kerr, 2013: 2). Despite this Iran has persistently claimed that the peaceful nature of its activities aimed to develop nuclear energy. Consequently, Iran has thus entered into an agreement with the Security Council and Germany in order to put an end to all sanctions being inflicted upon them. Whether this will arouse further suspicion is arguably, yet the agreement, also known as the ‘Joint Action Plan’, is also a ‘Treaty’ in that it imposes obligations upon the State parties; Case Concerning the Gabcikovo-Nagymaros Pro ject (Hungary v Slovakia) (1998) 37 ILM 162. Furthermore, because this is a legally binding agreement between the State parties that has been created by two or more subjects of international law, it can be recognised as having Treaty status. Under the 1969 Vienna Convention on the Law of Treaties all States have the capacity to make treaties. This can be made available to the SC under Article 43 (3) of the UN Charter. Again, this further indicates how this agreement is capable of being a Treaty (Hollis, 2012: 75). Nevertheless, the parties to the agreement must intend for it to be binding at international law (Villiger, 1985: 35). This does appear to be the case given that the agreement contains a unilateral Statement because as was confirmed by the International Court of Justice (ICJ) in Australia v France, New Zealand v France 1974 ICJ Rep 253; unilateral statements of States are legally binding in appropriate circumstances. The legal status of this agreement is that it is therefore a Treaty and legally binding. As such, Iran will no longer be sanctioned for developing a nuclear programme, which they claim to be for peaceful purposes. Are Resolutions of the SC sources of International Law/Binding? Resolutions of the SC generally have binding effect; Legal Consequences for States of the Continued Presence of South Africa in Namibia (South West Africa) notwithstanding SC Resolution 276 (1970) Advisory Opinion of 21 June 1971, although there has been some focus by the ICJ on their other effects, such as authorising effect and (dis)empowering effect (Basak, 1969: 385). The effect of the resolution will, nonetheless, depend entirely on its type . This is because a SC resolution may either be a recommendation or a decision, which are not clearly defined in the Charter. As a result, it is often difficult to determine the legal effects of such resolutions (Johnson, 1955: 107), however the Court generally refers to binding resolutions as decisions and non-binding resolutions as recommendations; Certain Expenses of the United Nations (Article 17, Paragraph 2 of the Charter) [1962] ICJ Rep 151, at 163. SC resolutions resolution are binding if they create obligations on its recipients and if they are made under Chapter VII (Action with Respect to Threats to the Peace, Breaches of the Peace and Acts of Agression). Since the ‘Joint Action Plan’ agreement imposes obligations on its State parties and contains a threat to the peace, it is likely that this will again render it a binding resolution. However, it has been pointed out by Hollis that the agreement is not binding on the basis that it â€Å"implies something aspirational rather than required.†(Hollis, 2013: 1). This is evident from the wording; â€Å"The goal for these negotiations is to reach a mutually-agreed long-term comprehensive solution that would ensure Iran’s nuclear programme will be exclusively peaceful (Geneva, 2014: 1). Therefore, whilst it seems that the agreement is a legally binding resolution, the fact that only recommendations are being made may suggest that it is not and sceptics ha ve argued that the plan is â€Å"just a false front for the Iranians in order to have sanctions lifted† (Midwest Diplomacy, 2013: 1). Therefore, although SC sources of international law are binding, it has been questioned whether Iran should be provided with the ability to develop their nuclear programme even further as this could have disastrous effects (Zand, 2014: 1). In case of conflict between this agreement and previous SC Resolutions which one should prevail? The determination as to whether SC decisions possess an overriding binding effect will be determined on a case by case basis. However, it is usually the case that SC recommendations will not have an overriding binding effect; Questions of Interpretation and Application of the 1971 Montreal Convention Arising from the Aeriel Incident at Lockerbie (Libya v UK) Preliminary Objection [1998] ICJ Rep 9, at 26, whilst SC decisions will; Reparation for Injuries Suffered in the Service of the United Nations [1949] ICJ Rep 174. Therefore, if the ‘Joint Action Plan’ is merely a recommendation then this will not be binding and will therefore not prevail over previous SC Resolutions. If the agreement is a decision, however, then it will be prevail as it will have a binding effect. In Lockbie, Provisional Measures [1992] ICJ Rep 3 it was held by the ICJ that pre-empting obligations that flow from traditional sources of international law can be overridden by the normative powers of th e SC in order to ensure that peace and security is maintained, yet the binding effect of resolutions will depend on their language, the discussions leading up to it and the provisions of the Charter being invoked (Oberg, 2005: 879). In Application for Review of Judgment no. 273 of the United Nations Administrative Tribunal (‘Mortished affair’) [1982] ICJ Rep 325 Resolution 34/165 reversed the prior decision in Resolution 33/119 in order to avoid two incompatible legal effects co-existing. Therefore, because SC Resolutions 1696 (2006) of 21 July 2006 and 1737 (2006) of 26 December 2006 will be incompatible with the new agreement, they may be reversed if the new agreement has an overriding binding effect. This is highly beneficial for Iran since they deemed the previous resolutions unfair on the basis that they had received different treatment to other States. Comment on the parties of this agreement. What does it say about the equality of States in practice? The doctrine of equality of States covers both legal equality and political equality. Legal equality deals with the legal relations that exist between States, whilst political equality deals with the distribution of economic and military power between States. Because Iran appears to have been given exceptional powers under the new agreement, it is likely that these new powers will be considered contrary to this principle. This is because Iran is effectively being given additional powers to control its nuclear program and is also being protected from any sanctions imposed by other States. As the doctrine seeks to ensure that all States are treated equally under international law, States ought to have the same rights and responsibilities as each other (Kelsen, 1952: 156). As this is not being effectuated under this agreement, it is clear that this principle is being contravened. Nevertheless, there is an exception to the doctrine in cases where there has been a ‘breach of the p eace’ or an ‘act of aggression’ that threatened international peace and security. Therefore, because Iran has stated that they aimed to develop nuclear energy for peaceful purposes, the violation of this doctrine will be permitted (Nahar, 2005: 1). This agreement thereby illustrates that the equality of States doctrine may not actually be workable in practice since the doctrine may be contravened if the aim is to maintain international peace and security. Conclusion Overall, it appears as though Iran’s agreement with the SC and Germany is a Treaty and will therefore have binding effect. This is because the agreement has been made purely to maintain peace and security. Although Iran’s activities have been met with some suspicion over the years, they have continued to state that the peaceful nature of their activities merely aimed to develop nuclear energy. As this agreement does appear to be a Treaty, it is likely that it will be capable of prevailing over previous SC resolutions. This is welcoming for Iran who were subjected to unfairness as a result of resolutions 1696 and 1737, although not all would agree with this decision. Hence, many would argued that the agreement conflicts with the equality of States doctrine. Nevertheless, because Iran have stated that they are acting in the interests of national security, the doctrine will be capable of being breached. Accordingly, the Doctrine is therefore not always workable and in thi s instance, Iran are being treated more favourably than other States. References Basak, A. (1969) ‘Decisions of the United Nations Organs in Judgements and Opinions of the International Court of Justice’; Thierry, Resolutions of international bodies in the jurisprudence of the International Court of Justice, Collected Courses, Volume 167. Johnson, A. (1955) ‘The Effect of Resolutions of the General Assembly of the United Nations’, 32 British Year Book of International Law 97. Dixon, M. (2007) Textbook on International Law, London, Oxford University Press. Geneva. (2013) ‘Joint Plan of Action’ [Online], Available: http://im.ft-static.com/content/images/d0fa3682-5523-11e3-86bc-00144feabdc0.pdf [15 January, 2014]. Fitzmaurice, M. and Elias, O. A. (2005) Contemporary Issues in the Law of Treaties, Netherlands, Eleven International Publishing. Hollis, D. B. (2012) The Oxford Guide to Treaties, London, Oxford University Press. Hollis, D. B. (2013) ‘The New Iran Deal Doesn’t Look Legally Binding. Does It Matter?’ Opinio Juris, [Online], Available: http://opiniojuris.org/2013/11/24/new-us-iran-deal-doesnt-look-legally-binding-matter/ [14 January 2014]. Kelsen, H. (1952) Principles of International Law, London, The Lawbook Exchange. Kerr, P. K. (2013) ‘Iran’s Nuclear Program: Tehran’s Compliance with International Obligations’ Congressional Research Service, CRS Report, R40094. Oberg, M. D. (2005) ‘The Legal Effects of Resolutions of the UN Security Council and General Assembly in the Jurisprudence of the ICJ’ European Journal of International Law, Volume 16, Issue 5. Midwest Diplomacy. (2013) ‘Understanding Iran and the Nuclear ‘Joint Plan of Action’ [Online], Available: http://egiuliani.wordpress.com/2013/11/24/understanding-iran-and-the-nuclear-joint-plan-of-action/ [14 January 2014]. Nahar, S. (2005) ‘Sovereign Equality Principle in International Law’ [Online], Available: http://www.globalpolitician.com/print.asp?id=4351 [14 January 2014]. (1968) ‘Treaty on the Non-Proliferation of Nuclear Weapons’ Multilateral, [Online], Available: https://treaties.un.org/doc/Publication/UNTS/Volume%20729/volume-729-I-10485-English.pdf [13 January, 2014]. Villiger, M. E. (1985) Customary International Law and Treaties: A Study of their interactions and interrelations, with special consideration of the 1969 Vienna Convention on the Law of Treaties, BRILL. Zand, L. (2014) ‘Organisations Warn Senate Against New Iran Sanctions’ Fellowship of Reconciliation, [Online], Available: http://forusa.org/blogs/leila-zand/62-organizations-warn-senate-against-new-iran-sanctions/12813 [20 January, 2014].

Reaction Paper for “The Count of Monte Cristo” Essay

The movie The Count of Monte Cristo has a lot of similarities with El Filibusterismo. It tells the life story of Rizal and delves on a society of conspiracy and injustices. It shows us the effect of being innocent and uneducated. It made me realize the very big importance of education in our lives. Edmund Dantes, the main character of the movie, is faced with so much conflict and suffered for a long time in prison because of his traitor friend and unconsciously being the carrier of the dangerous letter of Napoleon Bonaparte. Edmund doesn’t know how to read and write that’s why he wasn’t able to know the content of the letter which was then a plan of rebellion by Bonaparte. He lost his trust in God after what had happened to him because he thought that God was never there when he needed help and justice. When his priest friend died, he had the chance to escape. After escaping, he traveled to the island of Monte Cristo to find the treasure. He considered his fortune as a gift from God. After finding the treasure, he went back to Marseilles and disguised himself as an Italian priest. He used the treasure to punish those people who have hurt him and made his life miserable. The movie gave me a new perspective of vengeance which is never meant for self-fulfillment but for the good of everybody. We don’t have to put the justice in our hands, rather ask it from God and wait patiently because everything happens for a reason just have faith in Him. The movie also inspired me to work harder in my studies because education is a gift that cannot be taken by anyone from you, and it is the key for a brighter and successful future.

Discuss the role of John Proctor Essay

Discuss the role of John Proctor in ‘The Crucible’. Why does he choose to die at the end of the play? John Proctor is the protagonist of the play ‘The Crucible’, written by Arthur Miller. This is because Miller uses Proctor as a character to help the audience understand the characters’ experience. He does this by either making sympathetic expressions or the actions that Proctor makes, whether they are violent or confusing. Miller makes us feel sympathetic for Proctor when Proctor’s wife, Elizabeth gets taken away to court for being accused of doing ‘the devil’s work’. Proctor knows she is innocent but nobody will believe him. In Act I, John Proctor’s role is to introduce himself and show his character: ‘Be you deaf? I forbid you leave the house did I not? ‘ (Proctor, Act I) This comment suggests he likes to be powerful and in control, in this case, by being forceful. He feels ‘strong about hypocricy, but is even-tempered. Miller tells us that ‘in the presence of Proctor a fool felt his foolishness instantly’. He also tells us that proctor ‘is a sinner against his own vision of decent conduct’, of which he is talking about the affair with Abigail Williams. This is dramatic irony as, only three characters (including Proctor) are aware of this. When we first meet Proctor he is with Abigail, Mary and Mercy Lewis. Abigail’s first words are: ‘Gah, I’d almost forgotten how strong you are John Proctor! ‘ (Abigail, Act I) John Proctor quickly realises what she is implying and replies: ‘What’s this mischief then? ‘ (Proctor, Act I) This shows he doesn’t want anything to happen between him and Abigail. ‘No, no Abby. That’s done with. ‘ (Proctor, Act I) Later on he replies with this to Abigail, and this shows he is strong-willed, recognises what is happening and the mistake. However Abigail thinks that John is just playing around with her and speaks of how he clutched her back behind his house and sweated like a stallion. ‘I may have looked up. ‘ (Proctor, Act I) This quotation suggests that Proctor is still interested and this brings across a message that people don’t change, in this case Proctor a sinner, but then the strong, powerful part of his character comes across and he threatens to whip her, to which the stage directions say ‘shaking her’. This suggests he regrets the affair and wants no more to do with Abigail. As an affair is more likely to have happened in the 20th century, the audience sympathise with him as the play is set in the late 17th century, so Proctor is a man ahead of his time. When Proctor meets Hale, he wants him to make Salem more realistic. He shows his sensible character, but could also be seen that Proctor is trying to be ‘in charge’ and think he knows too much: ‘He don’t believe in witches. ‘ (Giles, Act I) ‘I never speak of witches one-way or the other. Will you come Giles? ‘ (Proctor, Act I) ‘I’ve heard you to be a sensible man Mr Hales. I hope you’ll leave some of it in Salem. ‘ (Proctor, Act I) Act II shows Proctor’s house, and Proctor is tense, which brings tension upon the audience. He carries a gun, which suggests insecurity among Salem, and himself. He places it leaning on the wall, which is an accessible point, again showing insecurity. It makes the audience feel inferior. AS Elizabeth walks down the stairs he goes to a basin washing his hands and face. This is symbolic as he is trying to forget the affair, because he feels so guilty. This builds more tension: ‘What keeps you so late? It’s almost dark. ‘ (Elizabeth, Act II) This comment of Elizabeth’s shows she is anxious and suspicious of his whereabouts. He replies that he was ‘planting far out the forest edge’. Then goes on to say: ‘Pray now for a fair summer. ‘ (Proctor, Act II) He is trying to please his wife, still feeling guilt. He says with a grin: ‘I mean to please you, Elizabeth. ‘ (Proctor, Act II) Elizabeth replies, although hard to say, which suggests denial or disbelief: ‘I know it, John. ‘ (Elizabeth, Act II) Proctor and Elizabeth fear each other, and this illustrates the feature of the play-fear. Their short sentences and being silent suggests this, and also brings tension upon their marriage, and the audience. Act II is mostly to do with John Proctor, the visiting of Hale to which he is questioned about his religious efforts, his arguments with his wife, his suspicions of the witchcraft in Salem and Abigail, and the arrest of his wife. He grabs the search warrant off Cheever: ‘Proctor, you dare not touch the warrant. ‘ (Cheever, Act II) ‘Ripping the warrant. ‘ (Stage directions, Act II) This is Proctor’s angry side. He knows what Abigail is up to, yet no one will believe him. They go on what Abigail says. As he rips up the warrant, he puts a reputation to his name at the courts of the Witch trials. Act III shows Danforth, a deputy governor, talking to Proctor about witchcraft. He is questioning about the pretence that Mary Warren has confessed. He wants a second view from John Proctor: ‘We burn a hot fire her; it melts down all concealment. ‘ (Danforth, Act III) This relates to the title of the play ‘The Crucible’. It is a metaphor of a crucible, which points out the message of the play. As a crucible is a container in which metals are heated to extract the pure elements. In the play, witches are to be purified and ‘to come back to God’. When Mary is in court, Proctor is determined to get the judges to see what is really happening. He goes into the courts and confesses his sin of adultery with Abigail to try and make the judges see how much of a ‘whore’ she really is. He risks his well-preserved name to save his wife from being hanged. The judges have no proof: ‘In her life, sir, she have never lied. ‘ (Proctor, Act III) Here he talks of Elizabeth, and he thinks she will tell the courts the truth of the affair, but instead she thinks the courts don’t know. She worries that she is risking her husband’s well-dignified name, and lies: ‘Answer the question! Is your husband a lecher! ‘ (Danforth, Act III) ‘No, sir. ‘ (Elizabeth, Act III) Proctor gets taken into jail for perverting the course of justice: ‘Marshal! Take him and Corey with him to the jail! ‘ (Danforth, Act III) Hale realises what is happening and quits the courts. Act IV is tragic, bringing the death of the ‘hero’ of the play. Danforth is doing almost anything he can to get a confession from Proctor. For example he gets Elizabeth, his wife that he tries so hard to please, to go and talk to him. They understand what Proctor meant by all the lies. Abigail ran off the Barbados. When Proctor sees Elizabeth again, it creates a tragic atmosphere. To them it seems almost unreal, like they didn’t think they would see each other again. The short, quick sentences that they exchange give us a sense of tension: ‘You are a – marvel, Elizabeth. ‘ (Proctor, Act IV) ‘You – have been tortured? ‘ (Elizabeth, Act IV) As she asks Proctor this it proves that she wants to forgive him, and that she wants to love him again. He decides to confess about witchery, for Elizabeth’s sake. Once the confession has been written down he grabs it, saying: You have all witnessed it – it is enough. ‘ (Proctor, Act IV) He refuses to sign his confession. He doesn’t want to blacken his name anymore: ‘God knows how black my sins are! It is enough! ‘ (Proctor, Act IV) If he doesn’t give it back, or sign the confession, he will be hanged, he will be killed. Instead he rips it like, just like he did the warrant/ He decides to die. The atmosphere turns tragic and goes still. The audience’s reaction is also tragic, but also understandable – after all, that was the role of John Proctor. He chooses to die because he would blacken his name, and his children’s name – Proctor. He realises he has ruined his reputation from the affair, and that the courts in Salem were finished. He couldn’t lie anymore. He chose his own death rather than betrayal of his conscience. This shows us that he too has come through the fire to be purified, just like the pure elements extracted from the metals in a crucible.

African American Children and Religion Research Proposal

African American Children and Religion - Research Proposal Example Others have limited their coverage of the research population, excluding young African-Americans for a variety of reasons. This researcher, however, believes that there is an urgent need for research that highlights the positive aspects of the social behavior of today’s generation of young African-Americans, using data involving a youth research population. It is hoped that such an investigation of an important and growing sector of contemporary American society would contribute to knowledge of African-American culture, more specifically on the aspect of psychology of religion. It is further hoped that the results would provide concrete strategies for action that would inspire present and future generations of African-American families and youth to perform their important role in strengthening a nation founded on and inspired by Christian ideals. Aims of the Study The aims of this study are as follows: 1. To determine the impact of religious practice or non-practice on the social attitudes and behavior of African-American children from the ages 8 to 19 residing in a specific community. 2. To examine the religion-based determinants of positive social attitudes and behavior. 3. To identify and describe the positive religious practice role models of the research population under study. Hypothesis The study will test the following hypotheses: 1. African-American children who engage in positive religious practices develop positive social attitudes and exhibit positive social behavior (H.1). 2. African-American children who do not engage in any type of religious practice do not develop positive social attitudes and exhibit negative social behavior (H.2). Review of Literature and Preliminary Discussions One of America's founding fathers, Benjamin Franklin, stated that "religion will be a powerful regulator of our actions, give us peace and tranquility within our minds, and render us benevolent, useful and beneficial to others" (Isaacson, 2003, p. 87-88). Over the last quarter of a millennium, American society has undergone a seismic shift in several aspects, more notably in the role of religion and the belief that its practice has beneficial effects on society. Several studies (Paul, 2005; Inglehart and Baker, 2000; Idler and Kasl, 1992) have attempted to show the correlation between America's social problems and the negative effects of secularization on the practice of religion, and that such a development would have detrimental consequences to the future of democracy. Aral and Holmes (1996) and Hummer et al. (1999) also showed that this phenomenon is evident not only in America but also in other developed democracies such as Europe and Japan. On the contrary, they argue, democratic nations such as those in predominantly Catholic Latin America and in parts of Africa with societies influenced by Christianity (such as Angola, Democratic Republic of Congo, and Ethiopia) where the people are noted for religiosity often exhibit the worst forms of social behavior. In another study, Barro and McCleary (2003) used the term "spiritual capital" in reference to the social benefits that proceed with the practice of religion. They concluded that Americ a's deep social problems in a period of great economic prosperity and the highest expenditures for health care among

Summary Essay Example | Topics and Well Written Essays - 500 words - 84

Summary - Essay Example b. The issue is clearly stated and there can be no confusion in regard to its aspects. It should be noted that the issue is made clear in the following two ways: a) direct reference is made to the issue and b) the potential implications of the issue for humans and the planet are mentioned, leading the reader to the identification of the article’s main issue. b. The conclusion is clearly stated. In fact, in the last paragraph the author notes that ‘weve remained too silent for far too long’; this phrase illustrates the view of the author in regard to the strategy followed up today for handling the particular problem. c. The conclusion is related to the question raised in this article but not directly. In fact, the conclusion highlights the fact that no action has been taken up today for addressing global population growth but it does not focus on the key reason for which such action should be taken. a. The reasons that support the evidence are differentiated: a) for Paul Ehrlich, the continuous global population growth could result to a chaos, b) in the context of an article published in Time magazine, global population growth could lead to the increase of instability and c) the magazine Scientific American has promoted the idea that global population growth would threaten the availability of food. b. The first of the above reasons is based on a personal belief of Paul Ehrlich; the relationship between global population growth and instability is based on the personal experience of the General Michael Hayden, the author of the article published in Time magazine. As of the third reason, the relationship between global population growth and increased food needs is based on the personal belief of the American economist, as this belief is probably resulted from the study of demographic trends in countries worldwide. c. The evidence is related to the conclusion but not directly. In fact the evidence helps to understand the reasons for which initiatives

Management accounting Assignment Example | Topics and Well Written Essays - 1000 words - 2

Management accounting - Assignment Example Before I begin discussing this statement, I would like to make my stand known. I disagree with this statement and I welcome the opportunity to argue and defend my case; this disagreement will form the bedrock of my whole discussion. Based on research and my professional experience, modern developments like activity-based costing (ABC) have brought significant benefits and advantages to businesses and organizations everywhere regardless of the size (small, medium-sized and large). These developments have allowed businesses and organizations to implement more efficient systems that guarantee long-term growth provided the implementation process is done correctly and professionally (Cotton 2001, pg. 29). ABC, for example, is a recent modern development/innovation that has been rapidly adopted by organizations in many industries. Governments and NGOs have also been quick to adopt and implement ABC and to make it a core component of their management policies. This shows that there must be something beneficial about these modern developments and ABC in particular, their fanciness is inconsequential to their primary functions. It is important to note that the adoption of such developments/innovations is not done in a wholesale manner because they come with their own disadvantages that must be addressed (Lucas 2006, pg. 39). However, overall, such developments are more beneficial and therefore rightfully warrant adoption and adoption. Let us go back to ABC. This is a technique employed in determining correct costs. It is used to assign resource costs (based on activities that are conducted) to cost objects like customers products, or services. The basis for the ABC approach to costing is that an organization’s products or services stem from activities. Activities consume resources which in turn incur costs. In ABC, the costs of resources are normally assigned to activities on the basis of

Racial inequality and political oppression of ethnic minorities leads Essay

Racial inequality and political oppression of ethnic minorities leads to typologies of criminal offenders. Discuss - Essay Example Racism as an ideology is illogical in principle and diverse in practice thus difficult to explain by a single definition. It permeates the family tree of societies and is reflected in all its attitudes, behavior, and institutions. The concept of racism may be conscious or subconscious and is expressed in actions or attitudes initiated by individuals, groups, or institutions that treat human beings unjustly because of their skin pigmentation. Racism is rooted in dysfunctional belief systems resulting from distorted perceptions formed over a period of time. We cannot ignore the significant role of the socio-cultural environment in shaping perceptual patterns. â€Å"Attitudes are a readiness or proclivity of an individual to respond in a certain way toward something† (Doobs, 1947: 138). People are inclined to respond on the basis of their own experience when it comes to social interactions and social biases such as racism. Therefore, people who have never experienced racism in a real sense have a tendency to downplay a condition of racism or discrimination. Minorities are more easily affected by racism as it is a more aggravated offense to them. Where you stand racially in a society determines your perspective on the issue. People of the majority in a social context have a propensity to feel that the world is, for the most part, a pretty fair place where people normally get what they deserve and deserve what they get. The virtuous are rewarded and evil doers are reprimanded, a conception of a just world resulting from our training as children. The inherent conclusion that can be drawn from that kind of reasoning is that those who are rewarded must be good, and those who suffer, if even from our own discrimination and prejudice, must deserve their fate (Rosado, 1998 ). If people do not see a situation as threatening to them they may conclude that it is not foreboding to others as well, often because they see the social system as

Environmental Audit Term Paper Example | Topics and Well Written Essays - 2000 words

Environmental Audit - Term Paper Example Environmental auditing is systematic process conducted at regular interval by responsible authority in order to identify operations and practices related to meet environmental requirement. When conducting the environmental auditing, the firm should frame certain criteria for conducting the audit. Effective criteria would enable the firm to assess the performance of auditing entity. If these criteria are inappropriate it will bring certain problems in making the auditing. The framed criteria should be measurable, acceptable, and should be reliable. The organization should make good planning regarding the conduct of environmental audit. This planning would help the firm to know the required time to complete the auditing procedures and to identify potential problems in the audit etc. â€Å"For planning for successful audit assignments, the auditor needs to understand the auditees’ commitments in terms of financial norms, compliance requirements, and performance expectations. Thi s would determine what procedure is to be followed† (Guidance on Conducting Environmental Audit 9). If a firm proposed to conduct environmental audit, it should have clear objective about the auditing, and the firm should determine the steps to be undertaken by the firm to achieve the desired result. The firm should determine the audit scope, areas of auditing etc. The audit objectives includes the following†¢Ã‚  To recognize improvement opportunities.†¢Ã‚  To assess the internal policies for conducting environmental audit.... Environmental audit generally conduct in the following areas Material management and savings of material. Waste management and effective disposal of waste. Economy use of water resources. Effective utilization of energy resources. Performance pertaining with the environmental management system. Air pollution and preparedness to prevent air pollution. Noise pollutions control and preparedness. Conducting environmental auditing is the responsibility of companies, and it is their duty to keep environment free from the pollutions. The companies should evaluate their commitment toward society and they should not make any harm to the environment. Companies should utilize the natural resources in right manner and it should not exploit. Today government has imposed many regulations on the companies to protect the environment from the pollutions. â€Å"Through adoption of clean technologies and improvement in management practices for prevention and control of pollution is not only mandatory but also has got wide acceptance among the industrial community. Charter on corporate responsibility for environmental protection (CREP) also calls for commitment and voluntary initiatives of industry for responsible care of the environment† (Environmental Auditing 1). Environmental auditing reviews company’s operations and process in order to assess company’s compliance with environmental rules and regulations. Environmental auditing cover broad areas of business including building and building site. Many companies are using environmental auditing as a valuable tool of business resources. The auditing helps the company to bring many advantageous such as to know the problems relating to air, water, and land and to gain

Hate Crimes Research Paper Example | Topics and Well Written Essays - 2000 words

Hate Crimes - Research Paper Example It should be noted that 9/11 incident itself can be labelled as a hate crime. In short, hate crimes are happening at all parts of the world in different forms. According to Lieberman (2010), â€Å"In 2008, 13,690 police agencies reported 7,783 hate crimes—almost one hate crime for every hour of every day† (Lieberman, 2010, p.82). In other words, the incidents of hate crimes are growing day by day not only in America, but also in all parts of the world. It should be noted that the major reasons behind majority of the wars in the past and at present are attributed to hate crimes. The war on terror, First and Second World Wars, Gulf war, conflicts between Israel and Palestine etc are some of the examples of hate crimes. This paper analyses the history of hate crimes, the development of laws against hate crimes, pros and cons of hate crimes, examples of hate crimes etc. History of hate crimes The first recorded "hate crime" occurred in 1922 in America. The Federal Bureau of Investigation encountered a rising Ku Klux Klan, white supremacist movement in Louisiana. Two people were kidnapped, tortured and murdered while thousands more received threats to their person. The KKK and other racist organizations committed thousands between 1922-2006. In July 1946, two black couples were pulled from a car, lined up and shot by 20 white men. In 1954, one of America's most horrible, hate crimes occurred in Money, Mississippi. The crime, itself, was bestial. As many as 20 men took turns beating and torturing 14 year-old Emmett until his death (Brookes, 2012). The history of hate crimes started along with the evolution of humans in this world. However, the term hate crimes started to get more popularity only during the Second World War. The modern day history of hate crimes started during the Nazi regime in Germany. Nazis started a massive operation against the Jews community and millions of Jews forced to sacrifice their lives because of it. Germans had a perceptio n that they were the superior race in this world and all the other religions and communities should obeys the laws formulated by the Germans. In fact the major reasons for the two world wars were the superiority complexes of Germans. In recent times, ethnic conflicts were reported from countries such as Bosnia, Herzegovina, Rwanda, Serbia etc. The development of laws against hate crimes â€Å"It makes better sense, legally and morally, to prosecute someone for harassment, trespassing, or disturbing the peace without judging the content of their expression than it does to proscribe certain forms of expression† (Breaking The Codes,1991, p.8). Hate crime prevention laws are in place in America after the abolitions of slavery and racial discrimination. In fact normal laws are enough to punish hate crimes since majority of the hate crimes involve real crimes or normal crimes. The First Amendment does not protect violence, nor does it prevent the government from imposing criminal p enalties for violent discriminatory conduct directed against victims on the basis of their personal characteristics. Americans are free to think, preach, and believe whatever they want. It is only when an individual commits a crime based on those biased beliefs and intentionally targets another for violence or vandalism that a hate crime statute can be triggered (Lieberman, 2010, p.83)

Impact of Pinyin on Chinese people's ability to learn foreign Research Paper

Impact of Pinyin on Chinese people's ability to learn foreign langauges - Research Paper Example It is now possible for Pinyin speakers to connect sounds to written forms of words. This knowledge is helpful in acquisition of a phonetic based language like English. As far back as the 1930s, Chinese leaders like Mao Zedong noted that the traditional systems of writing Chinese, such as Zhiyin, Fanqie, and Zhuyinfuhao, were too difficult to learn. Because of its dependence on characters, most of the population could not learn sufficient characters to develop a rich vocabulary. Therefore, Latinisation was regarded as a mechanism for quickly eradicating illiteracy in China (DeFrancis, 2006). Difficulties in reconciling differences between written and oral Chinese also motivated the introduction of Pinyin. Chairman Mao stated that the Chinese language had several contradictions, as written Chinese came from symbols yet spoken Chinese did not (DeFrancis, 2006). It was thus difficult to learn the language and transmit knowledge in written forms. Prior to the 1950s, people who supported this movement held key positions in government. Therefore, political will existed to reform the language. However, after the 1950s, a different group known as Mao Zedong took over the government, and was dedicated to the suppression of the Pinyin movement. Regardless of this opposition, intellectuals persisted in pushing for reforms until Pinyin was finally adopted in 1958. Learning a new language is often easier when the second language has elements of one’s primary language. For a language such as Chinese, these similarities are particularly imperative in facilitating the learning process. In the United States, Chinese is regarded as one of the most difficult languages to learn. The US government has established a categorisation system in which they classify languages according to their ease of acquisition. Chinese, Arabic, Korean, and Japanese are all category IV languages, meaning that they take the longest to master. These

Socrates said,The unexamined life is not worth living What did he mean Essay

Socrates said,The unexamined life is not worth living What did he mean - Essay Example 2). In Billy Eliot, the main character, Billy seems to live an unexamined life in terms of manifesting ambivalence in pursuing his dream. With his father restricting him to become a ballet dancer, his life exemplifies that led by Socrates: being prevented from exploring and maximizing his potentials to make it worth living. Again, from the film, one character that definitely examined her life and regarded it then as worth living was Mrs. Wilkinson, the ballet teacher. Her character was determined and strong as she knew that teaching ballet was the career for her. Likewise, she recognized the predicament that Billy was in and was therefore determined to give her support to make Billy realize the need to examine his life in terms of pursuing what he really wants and not what his father wants for him. Works Cited Mathoda.com. Philosophers are wrong to state the unexamined life is not worth living. 27 April 2008. Web. 30 June 2011 .

Play And Physical Health Essay Example for Free

Play And Physical Health Essay Play is characterized by behaviors that are intrinsically motivated and self initiated. It is a process oriented, non-literal and pleasurable activity. it also has other characteristics as being exploratory, among other things (Fromberg, 2002). Play is an encompassing activity that affects the physical (Frost et al. 2001), social (Murata Maeda, 2002), emotional and cognitive development of the child. (Murata Maeda, 2002) Children spend an ample of their time playing. Children interact with their peers and parents most time by playing with them. A lot of their interaction with their parents builds their intellectual prowess. They learn to build social bonds with their family. (Rivkin 1995) . Moreover, interacting with their peers help them to become individuals that are completely incorporated into the society. Interaction with their colleagues sometimes brings about traumatic experiences like inflicting bodily wounds. The effect of what they do might linger with them for the rest of their lives. However sweet the playing experience could be, it can also be nasty. Aside from sharpening the physical and mental agility of a child, playing can also bring upon them serious medical emergencies as a result of accidents. Although play is an important part of sociological interaction, it is one of the major ways by which children learn role playing. Playing is also a way by which children keep themselves healthy. (Murata Maeda, 2002) Play is good for the children but in order for it to bring out the desired results, it must be in the right environment (Rivkin 1995). The environment must be attractive enough to facilitate the play so as to encourage the action. In selecting play objects for children, it is important to consider their abilities and temperament so as not to inadvertently hand them tools that they can use in inflicting bodily harm to themselves and their peers. Also, they must play under the supervision of an older adult to monitor their activities. Play is pleasurable, it is good for the development of the child but it must not be allowed to get out of hand.

Jasmin Vardimon Company

Jasmin Vardimon Company Jasmin Vardimon Company (JVC) is one of Britains most pioneering physical dance theatre companies, creating work that excites both the eye and the mind by pushing the boundaries of human physicality whilst engaging in universal, contemporary themes that strike an emotional chord.[1] In this piece of work I will be discussing one of Britains leading Contemporary Choreographers, Jasmin Vardimon. I will discuss her history, how she rose from the Kibbutz in Israel, to become one of the most influential and dynamic choreographers in Britain today. I will discuss her companys origin, her most important work to date, achievements and awards that she has received and how she is influencing the contemporary dance world in Britain and abroad today. Biography Born and raised on a Kibbutz in central Israel, Jasmin Vardimon has become a significant element within the British dance scene. Before turning to dance, Vardimon done military service at the age of 18 for two years, she also worked as a psychological interviewer, studying and interviewing people. She has made a name for herself throughout the years after first joining the Kibbutz Dance Company, which is one of Israels principal dance companies, before going on to win the British Council On the Way to London award in 1995.   After moving to London in 1997, Jasmin Vardimon founded her own company Zbang, which is now know as Jasmin Vardimon Company. Influences Throughout the past decade Jasmin Vardimon has developed a strong recognisable artistic voice in the contemporary world. Vardimons work is centred around the human behaviour, which is portrayed through the storyline of each piece. Vardmons choreography is Renowned for dynamic, funky and highly physical choreography that is thrilling to watch[2]. From personal experience of seeing Jasmin Vardimon show called Yesterday in the McRoberts Theatre, Stirling, I felt the performance was one of the few shows that I have seen, were I was unable to take my eyes off the dancers. The physical demands that the dancers face, such as the fluidity of the complex movements and how all the dancers have each series of sequences in perfect unison, also the way they were able to interpret each characters. The characterisation made the choreography and storyline so believable. In my opinion the show was absolutely breath taking. I read see and hear all the time and get influences from many little things, mostly from real life.[3] Human behaviour is a big influence in Jasmin Vardimons work, and this is strongly seen in her choreography. I believe that the psychological work that she did previous is one of her main inspiration when creating as she has a great understanding of the human psyche. Vardimons style merges together physical theatre and dance, with the outcome being energetic, explosive, beautiful with quirky character. Another influence in Jasmin Vardimons work is multimedia technology. In many of her works strong visual effects have been used to make the pieces come to life. Video recordings, video playback, special effects and complex lighting have been used to create the mood and atmosphere for the setting. When creating movement, Vardimon works hand in hand with her dancers giving them a chance to help create material, from which she will develop further, I work, a lot, with task orientated techniques so I would give [the dancers] a task and see how they react to my idea and then Ill take it from there.[4] Important works One of Jasmin Vardimons most important works to date I believe would have to be Yesterday. This production was choreographed for her company, Jasmin Vardimon Company, for their 10th anniversary tour, which began touring in Autumn 2008, and is still touring at present. YESTERDAY is a retrospective new piece featuring some of the most breath-taking duets, striking solos andiconic moments selected from the companys repertoire: Justitia, Park, Lullaby, Tà ªte, Lurelurelure and Ticklish.[5] As well as using material from those previous works, Vardimon has added in new highly convincing, exciting and complicated choreography to make the show come alive. With a wide range of multimedia technology being used to enhance the effect the audience will perceive, this show as having phenomenal reviews from critics. Jasmin Vardimon explains in an interview with Neil Nisbet in article 19, that this piece is not a new piece of work, but a collaboration of all her previous work she has done with her company Jasmin Vardimon Company, (JVC). As well as having and choreographing for her own company, Jasmin Vardimon has worked with many other companies Hellenic Dance (Athens), CandoCo, WID, Bare Bones, Transitions and curated the Dance Ballads Festival at the Oval House[7]. In 1998 Vardimon was Associate Artist at The place and from 1999 to 1005 she was a Yorkshire Dance Partner. She is currently Associate Artist at Sadlers Wells in London since 2006. During the past decade Jasmin Vardimon as receive numerous awards for her choreography and contribution to the contemporary dance world. Some of the many awards she has won are, Jerwood Choreography Award (2000), the London Art Board new Choreographers Award in 1998. She was also nominated for the Best Female Artist award at the Critics Circle National Dance Award in 2003. Jasmin Vardimon Company, is a international company performing in some of the highly profiled theatres around the world. The 10th anniversary tour is the biggest tour, the company has done to date, performing nationally and internationally in Europe and Asia. The company is based in Brighton though does not have a permanent residence there. The contribution Jasmin Vardimon is giving back to the contemporary world is through her educational outreach programme. There are two main workshops given, choreography and Repertoire, which is adapted for all levels. The workshops help to give dancers, amitoure and professional the chance to see how Vardimon works, also giving the dancers the chance to develop dance and theatre skills. The workshops can be tailored for the participants. They can be pure dance and physical theatre, or have a deeper look at social contents and problems such as bullying and illness. The workshops are run by members of the JVC giving the chance to learn first hand what its like to work in such a inspirational company. [1]http://www.jasminvardimon.com/media/press/JVC_Yesterday_PR.pdf,   PRESS RELEASE 15 July 2008 [2] www.Parktour.co.uk [3] http://www.londondance.com/content.asp?CategoryID=1509 [4] http://www.article19.co.uk/06/interview/jasmin_vardimon_1.php [5] http://www.jasminvardimon.com/productions.htm l [6] http://www.jasminvardimon.com/productions.html, The Times [7] http://www.jasminvardimon.com/who.html#jasmin bib http://www.britishcouncil.org/arts-performance_in_profile-2009-british_council-jasmin_vardimon_company.htm http://www.sadlerswells.com/show/Jasmin-Vardimon

Leadership and Management in Changing Context of Healthcare

Leadership and Management in Changing Context of Healthcare INTRODUCTION The National Health Service (NHS) Trusts face a range of challenges arising from a national approach to the modernisation of services as laid out in the NHS Plan. (DOH, 2000) The NHS Plan recognises that the NHS is capable of providing more effective and accessible care by the rationalisation of service delivery through merged organisations. Mergers illustrate the focus on organisational restructuring as the key lever for change as indicated by the ninety nine health care provider mergers in England between 1996 and 2001. (Fulop, Protsopsaltis, King, Allen, Hutchings, and Normand, 2004) However, in many cases, mergers have unexpected consequences and drawbacks including problems in integrating staff, services, systems and working practices, clashing organisational cultures and poor leadership capacity. This essay considers leadership and management in the context of a problematic merger of services from two hospitals onto one site. The essay focuses on the change management process within one department to highlight key leadership, team, and cultural issues that negatively affected the newly merged department. The microcosm of the department mirrors similar occurrences across the two merged hospitals. The essay concludes with a comment on the organisational consequences if a macro intervention is not implemented. Confidentiality has been preserved by anonymising the identity of the hospitals and departments concerned. BACKGROUND This essay explores a recent change process involving the creation of a psychiatric liaison team based in a NHS hospital Accident and Emergency Department. (A E) in January 2004. The change occurred because of the merger of two hospitals that resulted in a number of structural changes, including the amalgamation of a traditionally split emergency service into a one site A E department. The liaison team replaced the existing deliberate self-harm service which had operated in the one hospital for two decades. The new liaison team consisted of eight newly appointed G-grade mental health nurses, a team leader, and a consultant psychiatrist who had both previously worked in the deliberate self-harm service. The hours of operation initially were 08:00 to 22:00 and there were two nurses on duty on early and late shifts. During a four week induction period, the team participated in team building and training exercises and developed into a cohesive, effective group. The team created clear key performance indicators specific to the psychiatric liaison team, established an action plan to achieve the set objectives, and planned to carry out six-monthly reviews. The team developed a shared vision to provide high quality, person centred care to the A E department without breaching government’s four hour targets (DOH, 2001). The team leader’s leadership style was democratic, and she fostered collaboration and involvement within the team (Walton, 1999). The team members considered her an expert in the field, and respected her for it. In July 2004, the service manager attended a monthly team meeting. At the meeting she was informed that a major change was expected to the hours of operation. The service would be extended to a 24-hour service starting in September 2004. In order for the liaison team to cover a 24-hour roster there was initially be a reduction in the number of nurses on duty, however, more staff would be recruited if necessary after a six month service review. An exact date for the review was not given. The change had not been communicated as part of the strategy for the greater merger. The Department of Health (DOH) modernisation agenda for the NHS, (DOH, 2002) sets out to modernise services in the NHS, and introduced a three star rating scale against which each NHS Trust’s performance is compared against benchmark standards. Funding in turn is dependant on the star rating achieved. One such standard relates to delays in A E departments, and stipulates that mental health patients should have 24 hour access to services, and that patients should be assessed and treated within four hours of arrival. (DOH, 2001) The underlying rationale for the change was therefore that the psychiatric liaison service had to provide a 24-hour service in order for the hospital to comply with the benchmark. Management of the merged hospitals did not consider staff shortages or how the four hour target might affect the quality of service provision, particularly when staff are under constant pressure to discharge patients before they exceed the benchmark standard. (RCP, 2004) In th e service described above, reaching the necessary 98 % four hour target proved impossible, because the staff numbers did not match the requirements of the service. The service was therefore to be expanded without additional staff, implying not only changes in hours and shifts, but also changes in work patterns. The team members reacted negatively to how the change process was introduced. Concerns were expressed about the reduction in staff numbers and questions were raised as to how the staff would be able to cope. The sense of security and continuity were put at risk. (Walton, 1999) The service manager was not available to address the concerns due to an increased scope of responsibility because of the merger that was beyond her normal remit. Lack of two way communication between the manager and the employees meant that the manager lost a valuable opportunity to resolve the negative reactions, and laid the foundation for resistance to change (Johnson, Scholes, and Whittington, 2005). Within a month of the announcement, the team leader had resigned. A new team leader was appointed and was tasked to lead the team through the change. The team started gradually becoming fragmented, staff sickness rates soared, and morale plummeted. The situation reached a crisis point by December 2005, by which time two more staff members had resigned. The majority of staff had taken sick leave, and the psychiatric liaison service was left uncovered for several days. A number of mental health patients in A E waited for hours, sometimes all night, to be seen by a mental health professional. The A E department laid a formal complaint about the liaison team’s performance. In March 2005, following discussion with a union representative, the team took out a grievance against the team leader. The key issues of concern were the way the change process had been introduced, lack of two-way communication and the team leader’s unsuitable task-oriented, directive leadership style. The team leader was suspended and the Trust commenced a lengthy investigation into the change process. The investigation continues to date. ANALYSIS Cameron and Green (2004) suggest McKinsey’s 7S model as a diagnostic tool to identify interconnected and related aspects of organisational change. The model is problem rather than solution focussed, and hence useful for pointing out retrospectively why change did not work. The weakness of the model is that it does not explicit identify drivers from the external environment and accordingly key forces have been described by way of explanation. According to Burke and Litwin (1992), the external environment is any outside condition or situation that influences the performance of the organisation. Systems, Staff and Strategy Systems refer to standardised policies and mechanisms that facilitate work, primarily manifested in the organisations reward systems, management information systems, and in such control systems as performance appraisal, goal and budget development, and human resource allocation. (Burke and Litwin, 1992) Systems are the mechanisms through which strategy is achieved. Strategy is how the organisation intends to achieve a purpose over an extended time scale. Johnson, Scholes, and Whittington (2005) link it directly to environment (industry structure), organisational structure, and corporate culture. Leaders are the executives and managers providing overall organisational direction and serving as behavioural role models for all employees. (Burke and Litwin, 1992) The systems that the service had in place to support the staff prior to the merger had functioned efficiently. The psychiatric liaison team had monthly team meetings, weekly ward rounds and supervision, and twice daily handovers to ensure high quality service. Teams in this context mean â€Å"a group who share a common health goal and common objectives, determined by community needs, to the achievement of which each member of the team contributes, in accordance with his or her competencies and skill and in co-ordination with the functions of others.† (WHO, 1984) Under the previous team leader’s management, the team had achieved a mature and productive level of performance that fell within Tuckman’s model of team development of a performing team. (Mullins, 2002) The leader demonstrated characteristics of an effective team leader (e.g. good communication) and ensured that the team members’ views were passed on to the management. (Marquis and Huston, 2003) The team also developed team specific performance indicators to fit the Trust’s strategy, such as the goal to provide high quality care within four hours of service users presenting to the A E department. However, the new management of the merged hospitals did not take into account that the reduction in staff numbers would make it difficult for staff to find time to attend ward rounds and to supervise care. Lack of supervision had a negative impact on the quality of care provided, and staff shortages meant that the team did not reach the four-hour targets in A E department. The change process indicated a lack of sincere stakeholder consultation which would have alleviated the crisis in the department. (Iles and Sutherland, 2001) Structure and Style Structure is the arrangement of functions and people into specific areas and levels of responsibility, decision-making authority, communication, and relationships to assure effective implementation of the organisations mission and strategy. (Burke and Litwin, 1992) The NHS Leadership Qualities Framework (DOH, 2002, p34) suggests â€Å"leading change through people† with â€Å"effective and strategic influencing† is essential in a merger environment. This is supported by Johnson, Scholes and Whittington (2005) who suggest that strategic, transformational leadership is a key element within an organisation staffed by professionals and that a collaborative style is required to achieve transformational, lasting change. However, the new team leader’s leadership style was autocratic and the team members were no longer consulted about matters concerning it, which was inappropriate in team nursing approach associated with collaborative patient centric care. Marquis and Huston (2003) suggest that a democratic leadership style works best with a mature experienced team with shared responsibility and accountability. The change in leadership style meant that the team felt disempowered and uninvolved in decision making which did not allow ownership of the change process to emerge. Furthermore, the flow of information to the team slowed down and the team’s concerns about the change did not reach top management implying that communication channels in the new organisational structure were not functioning efficiently. Management style equally affects culture. Johnson, Scholes and Whittington (2005) state that culture is the â€Å"taken for granted† assumptions that are accepted by an organisation or team. These work routines are not explicit, but are essential for effective performance. Ignoring these as the new team leader did, reduces motivation and performance, and stiffens resistance to change. Skills Skills are the distinctive capabilities of key people. (Cameron and Green, 2003) The nature of the team membership implied a range of key skills interdependent on the other for effective performance. A problem area in the skills portfolio was information technology skills. The Trust managing the merged hospitals had introduced a Trust wide electronic patient record system in accordance with NHS requirements. (DOH, 2003) This was implemented simultaneously with the decision to extend the working hours. The change aimed to improve the service user experience by allowing staff a 24-hour access to service user’s care and crisis plans. (DOH, 2003) The staff shortage meant that team members did not receive appropriate training on the system and the use of the electronic patient record system became a source of frustration and confusion. Lack of computer skills contributed to staff’s frustration and negative attitudes with the change process. Superordinate goals Superordinate goals are the longer term vision of the organisation and the shared values and guiding principles that that shape the future of the organisation and motivation achievement of strategy. (Cameron and Green, 2003) The team’s superordinate goals were initially created during the four-week team building period and aligned with those of the larger organisation. The team’s vision was to provide high quality, service user centred care. The team also considered change as a natural part of organisational development. However, the team became increasingly resistant to change when it felt that the organisation did not really care about its employees, their concerns, and the ultimate reason for the organisation’s purpose, being the patient. DISCUSSION OF CHANGE PROCESS Change management is art of influencing people and organisations in a desired direction to achieve an agreed future state to the benefit of that organisation and its stakeholders. (Cameron and Green, 2003) A number of models can be used to model a change management process. A popular model is Kurt Lewin’s forcefield analysis. A forcefield analysis is a useful tool to understand the driving and resisting forces in a change situation as a basis for change management. This technique identifies forces that might work for the change process, and forces that are against the change. Lewin’s model suggests that once these conflicting forces are identified, it becomes easier to build on forces that work for the change and reduce forces that are against the change (Cameron and Green, 2003). The difficulty is the assessment of strength or duration of a force, partlicularly when the human dimension is considered. The key resisting force in the change process was a lack of staff and poor leadership. The change process under discussion was largely motivated by external factors. However, due to poor project planning, Trust management failed to consider the internal factors that had a major impact on the change. In particular, the management failed to involve the necessary stakeholders at a local level to increase ownership of the change thus failed to consider the human dimension (Walton, 1999 and DOH, 2004). The new team leader’s autocratic leadership style did not fit the requirements of the task, or the culture of the team and thus sowed the seeds of resistance to change. (Hogg and Vaughan, 2002). The poorly managed change process became costly to the Trust due to the loss of human resources, reduced staff morale and lowered the credibility of the management. The change left the psychiatric liaison team feeling betrayed, and individual team members traumatised. As the change process progressed, it became evident that a thorough analysis of current resources and various dimensions of organisational change had not been carried out (Johnson, Scholes and Whittington, 2005). The management had not prepared a clear plan for launching and executing the change at a local level. The NHS Modernisation Agency Improvement Leaders’ Guide (DOH, 2004) stresses the importance of taking into consideration the human aspect when planning a change project. Similarly, Walton (1999) argues that change initiatives should be thought through and planned as far as possible taking into account the psychological bonds that staff form with their work groups and their organisation as a whole. It follows then that no precautions had been taken to address resistance to change. Johnson, Scholes and Whittington, (2005) state that there should be a clear communication plan to state how information about the change project will be communicated inside and outside the organisation. The team members were not given an opportunity to challenge and test the change proposal, or clarify what aspects of the change they could or could not influence. (Walton, 1995) Fulop, Protsopsaltis et al, (2004) suggest that change project should be presented as an opportunity to improve the quality of performance and that clinicians should should be involved on a consultative basis. Team members were aware of the consequences of extending the hours of operation without increasing the resources, however, there were no systems in place to communicate these views to the Trust management, a key aspect of the change process. The lack of key stakeholder involvement in the change meant that the management did not have access to the psychiatric liaison team’s valuable experience on the immediate and wider implications of cutting down resources. (Henderson, 2002) The team members felt that their concerns about the lack of resources had not been taken seriously, and this inevitably led to a feeling that the Trust did not care about it’s employees or their views. Strong emotions such as anger and frustration were expressed by the team members. The lack of formal communication channels, meant that the team members took them out on each other. Johnson, Scholes and Whittington, (2005) confirm that at times of change, rumours, gossip and storytelling increases in importance and that team members engage in countercommunication, thus unconsiously spreading distrust, suspicion and negativity which leads to lowered staff morale and job satisfaction. Although the rationale for change was clear to everyone, the change was executed at such short notice that the team members did not have time to develop strategies to deal with it. The NHS Improvement Leaders Guide to Managing the Human Dimension of Change (DOH, 2004) suggests that clinicians go through phases of shock, denial, anger, betrayal, conformance and understanding before they finally develop comitment to the change. The team members were left in a state of shock after the service manager’s initial announcement of the impending change in July 2004 and then moved into a state of denial. The general opinion was that the management would sooner or later realise that the change could not be executed without increasing the resources and accordingly delayed the change process until more staff would be employed. When there was no indication of this in the weeks that followed, the team members became demotivated. The team failed to move on to the next stages in their reaction s to change, and commitment to the change process did not develop. The team leader’s task-oriented leadership style did not suit the context of the change process, and partly contributed to it’s failing. Cameron and Green (2003) suggest that leadership will be most effective when the leader’s leadership style, the subordinates’ preferred leadership style and the requirements of the task fit together. A directive leadership style therefore is ineffective if the subordinates’ preferred leadership style is democratic, even though the task is well defined within tight parameters. In addition, Hogg and Vaughan (2002) argued that the most effective leaders are those who are able to combine task and socio-emotional leadership styles, and organise team members to work towards achieving goals at the same time promoting harmonious relationships. The new team leader paid no attention to the team culture and failed to communicate to management about the impending issue. Johnson, Scholes and Whittington (2005) suggest that power is a key element in a change process. Power is the ability of individuals to persuade or coerce others into following a course of action. The new team leader’s source of power was based on his hierarchal position in the Trust rather than on expertise or knowledge as shown by the previous team leader. The team members did not consider that the new team leader possessed appropriate expertise or personal characteristics. The team leader exercised coercion which was met with resistance by the team and for this reason the team members lacked respect for him. He was seen as an executor of decisions made by the management. The new team leader appeared to be more concerned about a successful completion of the change, was target driven and lacked sensitivity to employees feelings and concerns. The team leader used his positional power in a negative way, filtered information and gave the management a distorted view of how the staff were coping with the change process. The relationship between the team leader and the staff members eventually deteriorated to a point where communication broke down. Two staff members went on a long term sick leave, and two other staff members resigned. Following a meeting with a union representative in March 2005 the team members, including those who had resigned, made a decision to take grievance out against the teamleader. The key issues brought up in the meeting were the way the change had been introduced, poor project management and the team leader’s autocratic management style (Walton, 1999). CONCLUSION In conclusion, lack of stakeholder involvement, poor project planning and the teamleader’s unsuitable leadership style lead to the psychiatric liaison team becomimg fragmented, and resistant to change. No systems were put in place to ensure two-way communication with the employees. Lack of communication reduced the staff’s commitment to, and ownership of the change, and lead to a lower quality service provision and increased long waits in A E. The poorly managed change process became costly to the Trust due to loss of trained human resources, staff morale and credibility of the management. Similar incidents occurred in other areas of the hospital indicating that the change processes associated with the merger had created organisational wide problems that were indicative of failure at a top management and strategic level. Strategic leadership is a key element of the change process. A successful merger will only be achieved with consistent communication and the establishment of a vision that percolates throughout an organisation as a basis for effective change to realise the stated benefits of all stakeholders. References Brooks, I. (2002) The Role of Ritualistic Ceremonial in Removing Barriers between Subcultures in the NHS. Journal of Advanced Nursing. Volume 38, 4. Burke, W. W. and Litwin, G H. (1992) A Causal Model of Organisational Performance and Change. Journal of Management. Volume 18, 3. Cameron, E. and Green, M. (2004) Making Sense of Change Management. Kogan Page. Carr, D. K., Hard, K. J. and Trahant, W. J. (1996) Managing The Change Process: A Field Book For Change Agents, Consultants, Team Members And Re-Engineering Managers. McGraw-Hill. Crawford D., Rutter M. Thelwall, S. (2003) User Involvement In Change Management: A Review Of The Literature. National Co-ordinating Centre for NHS Service Delivery and Organisation. Davies H. T. O., Nutley, S. M. and Mannion, R. (2000.) Organisational Culture and Quality of Health Care. Quality in Health Care. Volume 9. DOH (1998) A First Class Service: Quality in the New NHS. Department of Health. The Stationery Office DOH (2000) The NHS Plan. Department of Health. The Stationery Office DOH (2001) National Service Framework for Mental Health. Department of Health. The Stationery Office. DOH (2002) NHS Leadership Qualities Framework. www.nhsleadershipqualities.nhs.uk Accessed 4 July 2005. DOH (2002) Star Ratings System for Hospital Performance Has Improved Services For Patients. NHS Modernisation Agency. www.dh.gov.uk. Accessed 4 July 2005. DOH (2003) National Programme for IT Announces Further Contracts to Run NHS Care Record Services. www.dh.gov.uk. Accessed 4 July 2005. DOH (2004) NHS Modernisation Agency Improvement Leaders Guide. www.modern.nhs.uk. Accessed 4 July 2005. ESHT. (2000) Safeguarding Hospitals in East Sussex: Consultation Document. www.esht.nhs.uk. Accessed 4 July 2005. ESHT. (2002) Merger of Hastings and Rother NHS Trust and Eastbourne Hospitals NHS Trust. www.esht.nhs.uk. Accessed 4 July 2005. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2002) Process and Impact of Mergers of NHS Trusts: Multicentre Case Study and Management Cost Analysis. British Medical Journal. Volume 325. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2004) Changing Organisations: Study of the context and Processes of Mergers of Healthcare Providers in England. Elsevier Ltd. Garside P. (1999) Evidence Based Mergers? British Medical Journal. Volume 318. Henderson, E. (2002) Communication and Managerial Effectiveness. Nursing Management. Volume 9, 9. Higgs, M. and Rowland, D. (2000) Building Change Leadership Capability: The Quest for Change Competence. Journal of Change Management. Volume 1 Number 2. Heron, J. (1999) The Complete Facilitator’s Handbook. Kogan Page Limited. Hogg, M. and Vaughan, G. (2002) Social Psychology. Prentice Hall. Iles, V. and Sutherland, K. (2001) Managing Change in the NHS: Organisational Change. NHS Service Delivery and Organisation. Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy. Text and Cases. Seventh Edition. Prentice Hall. Marquis, B. L. and Huston, C. J. (2003) Leadership Roles and Management Functions in Nursing. Lippincott, Williams and Wilkins. Miller, D. (2002) Successful Change Leaders: What Makes Them? What Do They Do That Is Different? Journal of Change Management. Volume 2, 4. Mullins, L. J. (2002) Management and Organisational Behaviour. Pitman Publishing. Stock, J. (2002) Case Study: Hastings and Rother NHS Trust. NHS Modernisation Agency. www.modern.nhs.uk. Accessed 4 July 2005. RCP. (2004) Psychiatric Services To Accident And Emergency Departments. Royal College of Psychiatrists Council Report CR118. London. Stroebe, W. and Diehl, M. (1994) Why Groups Are Less Effective Than Their Members: On Productivity Losses In Idea-Generating Groups. European Review of Social Psychology, Volume 5. Studin, I. (1995) Strategic Healthcare Management. Irwin Professional Publishing. Thomas, N. (2004) The John Adair Handbook of Leadership and Management. Thorogood Publishing. UHCW. (2005). Coventry City Centre AE Department is Being Relocated to Walsgrave Hospital from Saturday 15th Jan. www.uhcw.nhs.uk. Accessed 4 July 2005. Walton, M. (1995) Managing Yourself On and Off the Ward. Blackwell Science Ltd. Webster, R. (2001) An Assessment of the Substance Misuse Treatment Needs of WHO (1984) Glossary of Terms Used in the ‘Health for All. World Health Organisation Series No. 1 – 8.

The Movie, Real Women Have Curves Essay -- Cinema

Being a curvaceous young woman is hard enough. Especially when you’re trying to find love, you’re seeking approval and anticipating a better future for yourself. The film Real Women Have Curves stresses how important higher education is to a Mexican-American teenager and the wrath she endures from her mother because of her weight and aspiration. Mark Twain stated that, â€Å"Keep away from those who try to belittle your ambitions. Small people always do that, but the really great make you believe that you too can become great† (http://thinkexist.com/quotation/keepaway_from_those_who_try_to_belittleyour/215215.html). I believe I can personally relate to Real Women Have Curves, the reason being is because I’m a daughter, I’m overweight, and I’m seeking a post-secondary education. This is a synopsis of Real Women Have Curves; I’ll reveal why the film is so inspiring to me, I’ll give feedback from movie reviews, and I’ll use documents from my course’s textbook, to fully develop my ideas. Real Women Have Curves is a 2002 movie adapted from a 1987 screenplay by George LaVoo and Josefina Lopez. The film was directed by Patricia Cardoso and produced by LaVoo. The film debuted at the Sundance Film Festival, where it won the Audience Award. Real Women Have Curves stars America Ferrera as Ana, an intelligent and ambitious 18-year-old who has just graduated from Beverly Hills High School in Los Angeles. Ana’s wish is to attend Columbia University; however, Ana’s mother, Carmen, sees a different future for her. She’s determined that Ana will become a seamstress, at her oldest daughter’s dress store. Carmen even tells Ana’s father, â€Å""I can educate her. I'll teach her how to sew. I'll teach her how to take care of her husband†. Roger Ebert stat... ...f- hollywood-celebrities-what-is-the-average-size-of-a-hollywood- actress-history Ebert, Roger. (2011, January 1). Real women have curves. Retrieved from http://www.metacritic.com/movie/real-women-have-curves Flixster.(2002, October 20). Rotten tomatoes. Retrived from http://www.rottentomatoes.com/m/real_women_have_curves/#!reviews=all&page=3 Graff, G., Birkenstein, C., & Durst, R. K. (2009). Fat as a Feminist Issue. "They say/I say": the moves that matter in academic writing: with readings (pp. 202-203). New York: W.W. Norton & Co. Graff, G., Birkenstein, C., & Durst, R. K. (2009). The Growing College Gap. "They say/I say": the moves that matter in academic writing : with readings (p. 379). New York: W.W. Norton & Co. Thinkexist.com. (1999, January 1). Retrieved from http://thinkexist.com/quotation/keepawayfromthosewhotrytobelittleyour/215215.html

Essay --

Jack the Ripper and the murders of Whitechapel is a mystery that still plagues the world today. Even after hundreds of years, no one has been able to decipher who the Ripper really was. Jack the Ripper was and is an unsolved mystery. It is important however, for people to be informed of what happened in those dark days, even if they do not know who the killer was (Biography 1). Though there were several other serial killers before Jack the ripper, he was the first one to get the attention from the media. At the time he was murdering, newspapers were beginning to become a big deal so word out fairly quickly. Because of the press coverage, more people were aware of and invested in the case (Casebook 1). During time of the murders, several different police forces were involved, including something similar to a neighborhood watch. Anyone who looked remotely suspicious was questioned. Of all of the people investigated, the first to be talked to were the doctors and the butchers, mainly due to the way the Ripper handled the women. Sadly, no one was ever officially charged with the murders (Whitechapel 1). Jack the Ripper was one of the few serial killers that were never caught. Because of that, there are still people today who try to solve the age old case. There are only five proven murders, though people suspect he killed up to eight women. One of the things that made Jack the Ripper so mysterious was the fact that his victims had very little in common with one another. Usually serial killers will have a certain type of victim, but not the Ripper. All of the victims of the Ripper were of different ages and appearances. The only thing the girls had in common was their occupation of prostitution and a love of alcohol (... ...oaxes (Casebook 4). Although officials never figured out who the Ripper was, there were people they suspected, such as an assistant schoolmaster named John Druitt. Druitt is considered a suspect because he committed suicide right after the murders were committed. However, that is the only link police forces were able to find linking the two. Sources outside of the police force claimed that Druitt committed suicide because he was fired from the school for homosexuality, though that wasn’t ever proven (Whitechapel 4). Another commonly accepted suspect is George Chapman, who moved to the UK just before the murders began. Chapman was sentenced to death in 1903 for the murder of three of his wives. What keeps some people from believing he was responsible for the Ripper murders is the fact that he had poisoned his wives rather than using a knife (Whitechapel 4). Essay -- Jack the Ripper and the murders of Whitechapel is a mystery that still plagues the world today. Even after hundreds of years, no one has been able to decipher who the Ripper really was. Jack the Ripper was and is an unsolved mystery. It is important however, for people to be informed of what happened in those dark days, even if they do not know who the killer was (Biography 1). Though there were several other serial killers before Jack the ripper, he was the first one to get the attention from the media. At the time he was murdering, newspapers were beginning to become a big deal so word out fairly quickly. Because of the press coverage, more people were aware of and invested in the case (Casebook 1). During time of the murders, several different police forces were involved, including something similar to a neighborhood watch. Anyone who looked remotely suspicious was questioned. Of all of the people investigated, the first to be talked to were the doctors and the butchers, mainly due to the way the Ripper handled the women. Sadly, no one was ever officially charged with the murders (Whitechapel 1). Jack the Ripper was one of the few serial killers that were never caught. Because of that, there are still people today who try to solve the age old case. There are only five proven murders, though people suspect he killed up to eight women. One of the things that made Jack the Ripper so mysterious was the fact that his victims had very little in common with one another. Usually serial killers will have a certain type of victim, but not the Ripper. All of the victims of the Ripper were of different ages and appearances. The only thing the girls had in common was their occupation of prostitution and a love of alcohol (... ...oaxes (Casebook 4). Although officials never figured out who the Ripper was, there were people they suspected, such as an assistant schoolmaster named John Druitt. Druitt is considered a suspect because he committed suicide right after the murders were committed. However, that is the only link police forces were able to find linking the two. Sources outside of the police force claimed that Druitt committed suicide because he was fired from the school for homosexuality, though that wasn’t ever proven (Whitechapel 4). Another commonly accepted suspect is George Chapman, who moved to the UK just before the murders began. Chapman was sentenced to death in 1903 for the murder of three of his wives. What keeps some people from believing he was responsible for the Ripper murders is the fact that he had poisoned his wives rather than using a knife (Whitechapel 4).

Film Violence :: essays research papers

Film Violence Do you think there is a case for censoring films more radically than present or is this an infringement of personal liberty? Films are often blamed as an influencing factor in violent crimes, most notably murder. People think that films have influenced a number of killers in high profile cases such as the Jamie Bulger murder, which was linked to ‘Childs Play 3’ by the press. Another was when a 14-year-old Texan boy decapitated a girl in an effort to become famous like thee stars of ‘Natural Born Killers’ and ‘Rambo’ was said to have influenced Michael Ryan when he shot 11 people at Hungerford in 1988. But would censoring films more radically make any difference? We, as people, have been viewing scenes of violence for many hundreds of years, so why is it only in the last few years that scenes of violence in films are said to influence people? Scenes of violence have been depicted in Renaissance paintings, in stain glass windows and in Shakespearean plays: Macbeth is a serial killer, King Lear has his eyes gouged out, Desdemona is murdered by Othello in a jealous rage. More recently in news coverage of conflicts in Rwanda, Kosovo and Bosnia. Why are these violent scenes not mentioned as an influence? A report, ‘The Effects of Video Violence on Young Offenders’, published by the Home Office in 1998 did conclude the following: - ‘The implication is that both a history of family violence and offending behavior are necessary preconditions for developing a significant preference for violent film action and role models’. Kevin Browne, one of the authors of the report, said the link between film violence and actual violence could not be proved but stated ‘Nevertheless people who come from violent families and commit violent offences are more likely to lock into violent scenes, remember violent characters, and this may well influence their behavior.’ Both of these sources agree that there is not a direct link between film violence and real life violence, but in contrast both agree that people with a violent family history and a record of offensive behavior might well be influenced by film violence.

Organizational Objectives and Total Compensation Essay

Compensation laws designed to protect the employees of an organization. A compensation package comprises of monetary and non-monetary benefits to help an organization in retaining the highly qualified, to spark high performance, and to attract quality applicants. Those compensations will vary from industry to industry and from employer to employer within those industries. The size of the organization and the number of employees will dictate how many benefits are offered in a total compensation plan. The list of benefits is too plentiful to mention more than once and are covered later in this paper. This list could go on and on as it continues to grow with the diversity of America’s workforce. One particular item of interest in the biotech industry would be the health coverage portion of the total compensation plan. Laws and Regulations Influencing Total Compensation The Patient Protection and Affordable Health Care Act is one law that companies need to consider in creating a total compensation plan. It was initiated to aid individuals in obtaining healthcare coverage, even those who were unemployed. â€Å"The Affordable Care Act actually refers to two separate pieces of legislation — the Patient Protection and Affordable Care Act (P.L. 111-148) and the Health Care and Education Reconciliation Act of 2010 (P.L. 111-152) — that, together expand Medicaid coverage to millions of low-income Americans and makes numerous improvements to both Medicaid and the Children’s Health Insurance Program (CHIP)† (Affordable Care†¦n.d.). There are several laws that relate to compensation plans and the different aspects of pay. The first being The Fair Labor Standards Act of 1938. â€Å"The Fair Labor Standards Act is responsible for establishing minimum wage, recordkeeping regulations, overtime pay rates and youth employment  standards, which affect employees in both the private sector and in Federal, State and local governments† (What you should†¦n.d.). The Equal Pay Act (1963) was an amendment to the FLSA and restricts any kind of discrimination based on sex for men and women working at similar jobs and in the same workplace.   Another law is â€Å"The Employee Retirement Income Security Act of 1974 (ERISA) is a federal law that sets minimum standards for most voluntarily established pension and health plans in private industry to provide protection for individuals in these plans† (U.S. Department of Labor, n.d.). An important thing to remember is that â€Å"Compensation systems must be consistent with the existing legislation in the areas of Labour Standards, equal pay, Human Rights, Employment Insurance, pension or retirement benefits, labor relations and Occupational Health and Safety† (Compensation & Benefits, n.d.). Similarities and Differences in Total Compensation between Organizations Biotechnology in simple terms deals with biology, and as such this industry is at a greater risk for health issues and must take into consideration a compensation plan placing emphasis on health insurance and monetary rewards. These two combined areas will attract better quality applicants and keep those deserving of mention on-board. This company with only 200 employees will begin with a total compensation plan consisting of: competitive pay, health insurance, matching 401(k) contributions, bonus programs based on job performance. Eli Lilly & Company offers their employees so many benefits it makes it easy to choose them as an employer: financial wellness, career development, health insurance, time off, lifecare resource and referral service, on-site child development centers, support groups, no-stress dress code, food services, â€Å"free gym membership, Lilly fitness centers, Lilly recreational park & sports and hobby clubs† (One decision†¦2014) just to name a few. This list is very extensive and far too long to list on this paper. SC Johnson’s total compensation is ever evolving and includes: â€Å"bonuses, long-term incentives and benefits, profit sharing, matching on 401(k) contributions; and potential bonus payments based on job performance, subsidized health care benefits, maternity/paternity/adoption leave, recreation and fitness centers, vacation purchase options, paid sabbaticals, flexible work arrangements, counseling services, child care, onsite training, family-oriented programs, maternity/paternity/adoption leave, child care, and family volunteer events, scholarships for students and more† (Compensation and benefits, n.d.). Conclusion In order to attract â€Å"only the best† it is paramount that any compensation package offered be the deciding factor. The total compensation package being offered is comparative, similar and acceptable in the industry. References: Affordable Care Act. (n.d.). Affordable Care Act. Retrieved from Medicaid.gov: http://www.medicaid.gov/AffordableCareAct/Affordable-Care-Act.html Compensation & Benefits. (n.d.). Compensation & Benefits. Retrieved from hrcouncil.ca: http://www.hrcouncil.ca/hr-toolkit/compensation-systems.cfm Compensation and benefits. (n.d.). Compensations and Benefits. Retrieved from SC Johnson, A Family Company: http://www.scjohnson.com/en/Careers/culture/benefits.aspx One decision†¦many benefits. (2014). One decision-many benefits. Retrieved from Eli Lilly: http://www.lilly.com/Documents/2014-FTE.pdf U.S. Department of Labor. (n.d.). Retirement Plans, Benefits & Savings. Retrieved from United States Department of Labor: http://www.dol.gov/dol/topic/retirement/erisa.htm What You Know About The Fair Labor Standards Act. (n.d.). What you should know about the Fair Labor Standards Act. Retrieved from: Laws: http//employment.laws.com/fair-labor-standards-act

Voluntary Euthanasia Should Be Allowed

Human mercy killing has been a disputable issue over the years. Euthanasia, the locomote of killing virtuallyone agonylessly which result directly decide ones expiry, is inevitably controversial. Arguments opposing mercy killing usually includes that it is a kind of murder, which target neer be allowed. However, euthanasia is non jump off to be murder, for it mess be categorize into various forms, including passive, active, unpaid and in unpaid ones (Bonin, 2012). Among them, self-imposed euthanasia is obviously not murder.Voluntary euthanasia, which goat be defined as a terminally ill person choosing to force out his own life story when suffers from severe infliction just is mentally competent, should reasonably be legalized. In this essay, two reasons supporting the free euthanasia leave alone be given over and two counter arguments will be refuted. Two reasons of why voluntary euthanasia should be legalized washbowl be recognized. Firstly, expiry peaceful ly with dignity is the best prime(a) for the suffering incurables.The person conducted voluntary euthanasia is guaranteed to be terminally ill, which have in minds that he is sure to miscarry soon and stop only hire the authority to go by, the way in extremely pain or the painless way. It is usually better for him to choose to die painlessly. Allowing a person to die peacefully without pain is to heed his life, and he can simmer down keep his suffer dignity. Otherwise if it is illegal to have voluntary euthanasia, the uncomplaining can only be tortured by the insufferable pain, assay to breathe, wishing to have an immediate allayer but still have to arrest for a sorrowful conclusion.Secondly, the decision of the uncomplaining should be respected. According to the definition, the enduring who can be conducted the voluntary euthanasia is mentally competent, which means that he can benefit his own rational decisions (Chand, 2009). The patient is trustworthy for his own life, and the decision about death must have been considered seriously. Nobody wants to die if the pain is not extremely unbearable, so when he chooses to die, it means that this choice is certainly the only one he can bear.In such(prenominal) cases, nobody except the patient himself can feel how sorrowful he is to live, and how eager he wants to die. How can citizenry decide for mostone when they know slide fastener about the situation he is in? Thus, nobody can decide whether he should live on or not except the patient himself. The decision of the patient is the only one that counts and matters. If the decision of natural endowment up the treatment can be expected and allowed, why cannot voluntary euthanasia be? There are some counterarguments on this issue which oppose voluntary euthanasia.Firstly, some the great unwashed claim that sets should not inflict death (Somerville, 2010). However, when considering voluntary euthanasia, it is not to inflict death, but to make d eath more bearable when the death is inevitable. It is confessedly that doctors are for healing instead of killing, but when there is no more disaster to heal anymore, to relieve the patients pain perchance more meaningful for a doctor as well as for the patients. Secondly, some opponents quoted from the constitution of the USA, which says that everyone has the responsibility to life, liberty and guarantor of person (Bonin, 2012).They argue that even if the patient is terminally ill, his in good order to life should still be protected and he can only die naturally. However, these people stymie that the right to life does not mean that a person should be oblige to live, even when he suffers from unbearable pain and has no hope to recover. The right to life means that a person has the right to choose the way of the life, including the death. For other forms of euthanasia, such as the involuntary euthanasia, the patients right to life may be damaged as the decision of euthanasi a may not be make by the patient.However, as for voluntary euthanasia, it is the patient himself who chooses to live or die, which depends only on his own decision. Thus, voluntary euthanasia does not do damages to the patients rights. Instead, the legalization of voluntary euthanasia will be beneficial for patients to exercise their right to life better. In conclusion, voluntary euthanasia is suitable to be legalized, because of the dignity of the patients and the respect towards the patients own decisions.The legalization of voluntary euthanasia will neither damage peoples rights, nor hurt the doctors. It is fairly conjectural to make it legalized. References Bonin, A. (2012). Human Euthanasia, The Debate The Arguments for some(prenominal) Sides. Retrieved on serve 10th, 2013, from http//www. examiner. com/article/human-euthanasia-the-debate-the-arguments-for-both-sides Chand, K. (2009). wherefore we should make euthanasia legal. Retrieved on March 13th, 2013, from http//www. guardian. co. uk/society/joepublic/2009/jul/01/euthanasia-assisted-s