Nursing Perspective Essay Example | Topics and Well Written Essays - 500 words

Nursing Perspective - Essay Example The case study primarily deals with the ethical perspective of nursing where a nurse is taking caring of a 26 week old infant, who is on a ventilator in a critical condition. The mother of the infant has confessed to using crack cocaine as a means of inducing labor and has come back from smoke break to see and hold the baby. As a nurse, working in the neo-natal intensive care unit, she is at a dilemma because she knows that it is morally wrong to deprive the mother of even looking and holding her baby. But, looking from the nursing perspective, there are various nursing considerations and legal aspects that need to be identified so that issue can be resolved efficiently, within the parameters of ethically correct actions.   As per the code of ethics of the nursing, the provision 1 clearly demonstrates that the nurse’s primary commitment is to the patient and his welfare. In the present case, she must ensure the welfare of the infant (nursing code of ethics). As the mother ha s just been released under smoke break, she is not in the best of health and any contact howsoever, may have adverse impact on the welfare of the infant who is under intensive care.

The monopoly market structure Essay Example | Topics and Well Written Essays - 2000 words

The monopoly market structure - Essay Example In monopoly the output level is less and creates unemployment of the resources. The resources are not properly and efficiently utilized as compared to other market structures. In such market the price is greater than the marginal cost which becomes a burden on the consumers. The consumers are not satisfied with the production as the price is higher and the availability of the product is lower to create artificial scarcity - by this way the market can earn high profits(Gartner, 2009). Such a market structure is considered inefficient as it provides an advantage that the market is independent. It lets an authority manipulate price to increase profit whereas in perfect competition the actions of each firm is dependent and the firm cannot charge high prices because of competition. (Economics Help) The monopoly is inefficient in allocation because the price is greater than the marginal cost. By increasing the price of the product the market can earn higher profits as compared to other mar ket structures (Green region in the above graph), but by reducing the price of the product (PM to P1) the market will have to sell more quantity of the product (QM to Q1) which will be the combined loss of both the consumer and the producer surplus (Pink region in the above graph). The Average Cost (AC) curve is higher than normal which shows that monopoly is productively inefficient because monopolist does not have to face competition to reduce cost to the lowest possible level. It means that the monopoly is ineffective in the production of goods (Williamson, 2008). Monopoly markets rarely innovate as they are aware that there are no competitors in the market, and they are the sole producer of the product whereas in perfect competition the products are timely and...This essay presents modern comprehensive analysis of the disadvantages of the monopoly market structure with comparison to other types. Still, it is shown that in the paper, it is preferable to have monopoly market struc ture among gas and electric companies, water companies, local telephone companies. If the cost is very high to operate a businesses, then it is better to have one company rather than several firms because it will allow the company to lower their average costs through economies of scale; thus, the customers will get the product or service at a lower price. Monopoly market structure is considered inefficient as it provides an advantage that the market is independent. It lets an authority manipulate price to increase profit. In monopoly the output level is low and creates unemployment of the resources. The resources are not properly and efficiently utilized as compared to other market structures. The monopoly is inefficient in allocation because the price is greater than the marginal cost. This market structure gives an opportunity to create supremacy over the sector and eliminates threats from competitors as the firm established itself in the industry. With no substitutes available in the market, the sector can produce quality goods efficiently and can reduce its overall average cost because of the high fixed cost that has been incurred in order to manage such a business. The sector has complete control over the output level of the commodity, and it provides the sector with an advantage to influence the price

Deconstructing the Third Front

Deconstructing the Third Front Daniel Steven Bressner After decades spent cultivating economic growth along its eastern seaboard, the PRC’s western interior is rapidly developing. In Sichuan province, Chengdu alone is now home to over 1,000 U.S. companies including General Electric and Mazda.[1] However, one of the most ambitious efforts to industrialize western China actually took place decades earlier. In a sweeping project known as the Third Front, central government planners reconfigured the economy of western provinces, with a special emphasis on defense industrialization. This paper provides an overview of the international factors that led to the creation of the Third Front and its key projects. Furthermore, it analyzes the economic strategies used by the Chinese government during this period to complete these projects. Background The Third Front, or da sanxian, derives its name from a development concept put forward Mao confidant Lin Biao, who became Minister of Defense in 1959. In a speech in 1962 known as the â€Å"7,000 Cadres Conference†, Lin pushed for the military fortification of Anhui Province as a safety measure in case the government needed to retreat from its eastern seaboard.[2] While China faced a myriad of international crises during the 1960s, Lin’s speech was most concerned with a possible attack on mainland Chinese cities by Kuomintang (KMT) forces in the aftermath of the Great Leap Forward. In 1964, Mao himself played in active role in revising the 3rd Five Year Plan so that it would emphasize national defense.[3] The final version highlighted the threat of looming war and called for increased development in transport infrastructure, science and technology, and national defense.[4] While Lin was focused on the KMT, Mao’s preoccupation was the growing American military presence in Southeast Asia. China scholar Barry Naughton is one of the leading researchers on the political economy of the Third Front. He identifies the Gulf of Tonkin incident, and subsequent start of the Vietnam War, as the primary catalyst for the acceleration of the Third Front development strategy.[5] From 1964 to 1971, the combination of defense concerns over the KMT, United States, and Soviet Union all created an environment politically conducive to intensive defense development. Structure Key Projects The primary objective of the Third Front was establish an entirely self-sufficient industrial base that China could rely on in the event of war. If eastern coastal cities like Shanghai were attacked, the area surrounding Suzhou could work as a â€Å"Second Front.† A massive stretch of mountainous terrain that included parts of Guizhou, Qinghai, Gansu, Yunnan and Sichuan provinces would serve as the â€Å"Third Front.†[6] China’s nascent nuclear weapons program, including the Lanzhou Gaseous Diffusion Plant, also fell under the territory designated as the Third Front.[7] Figure 1 illustrates the geographic regions of the project. Fig. 1: The regions of the Third Front grouped by phase. Source: Naughton, â€Å"The Third Front,† 354. While there were several high-profile projects in the first phase of the Third Front, which lasted until 1969, this paper emphasizes the creation of transportation networks in the region that revolutionized how resources were moved across western China. Naughton claims that the Panzhihua iron and steel complex was the â€Å"keystone† of the Third Front.[8] Mao’s own statements during the 1960’s support this view. In 1964, Mao told a meeting of the Communist Party’s Central Committee: â€Å"Unless Panzhihua Steel Plant is fully developed, I cannot go to sleep at night. If there is no Panzhihua Steel Plant, I will have to ride a donkey to my meetings.†[9] However, this project could not exist without the development of rail infrastructure. Development was accelerated on rail lines in the southwest, with the Chongqing-Guiyang and Chengdu-Kunming lines, completed in 1965 and 1970 respectively, being the most important in linking the region together. The Chengdu-Kunming line alone cost 3.3 billion yuan, or nearly 21% of the national budget for capital construction in 1965.[10] The first phase of the Panzhihua complex cost an estimated 3.74 billion yuan.[11] The factories and labor serviced by this new rail network were brought into the region using a strategy known as yi fen wei er, or â€Å"one divided into two†, which Naughton likens to an economic â€Å"mitosis.†[12] Tsinghua University students Bin Xu and Linxing Xiao use the Panzhihua complex as an example to demonstrate how this concept worked. â€Å"If there were two sets of equipment, move one to Panzhihua. If there was only one set, move it to Panzhihua.†[13] This idea was replicated for manpower, technical know-how, and financial investment from across China. Factories on China’s eastern seaboard would send a significant portion of their resources to the southwest and be left responsible for making up the difference in capability, whereas the newly transplanted western workforce received additional state investment to accelerate development. Figure 2 shows the massive spike of state investment in Sichuan province following the prioritization of Panz hihua after 1964. Fig 2: State investment into Sichuan province from 1964 to 1972. Source: China Geo-Explorer, All China Data Center, http://chinadataonline.org/cgepublic/cityclient33/#. The second phase of the Third Front, lasting from 1969 to 1972, occurred under the shadow of continually deteriorating relations with the USSR. The focus of the second phase was on machine building, with its centerpiece project being the No. 2 Automobile Plant in Shiyang, in Hubei province’s northwest region.[14] Reflecting the security concerns of the central government, additional plants in the area were hidden deep in mountain valleys and even caves to minimize potential damage from airstrikes. Three critical rail lines were constructed during this period in order to facilitate the transit of labor and material resources; the Luoyang-Yangtze, Hunan-Guizhou, and Chongqing to Wuhan (via Ankang) connections.[15] The Third Front’s national significance, and level of national investment, was as high as 45% in 1966, but dropped again as the decade came to a close.[16] The total proportion of national investment into the Third Front during the Fourth Five-Year Plan, from 19 71-75, was 41.1%.[17] From 1971 onwards, changes in the larger political environment lead to a dismantling of many of the Third Front’s ongoing construction operations. Domestically, the fall of program architect Lin Biao played a role. However, more important was the softening and eventual normalization of diplomatic relations with the United States, whose previous perception as a strategic threat was a major justification for the entire Third Front. Impact and Legacy Economic data on the total government investment during the Third Front is difficult to calculate, in part because projects that fell under the military’s jurisdiction, like development of the Chinese nuclear program, were not included alongside regular construction data. C.Z. Lin, drawing from anonymous Chinese sources, estimates that total investment was 200 billion yuan.[18] The two largest companies to have developed out of the Third Front era are Panzhihua Steel and Dongfeng Motor Corporation, the latter of which stems from Shiyang’s Automobile Plant No 2. Dongfeng, China’s second largest automobile producer, posted a 2012 net income of $1.3 billion USD. Swedish automobile firm Volvo bought a 45% stake in the company the following year.[19] One of the lasting positive legacies of the Third Front era is the existence of rail infrastructure across China’s western provinces, which were an inevitable step forward in linking the region’s economy with the rest of the country. Despite this, the way in which these projects were undertaken dramatically inflated their costs and misallocated resources. Historian Robert Cliver notes that the decision to make Third Front rail lines a priority above all others diverted progress from the rest of the country’s national rail network. The result was that cost per kilometer of rail infrastructure on Third Front projects was five to six times the national average.[20] The largest source of developmental issues within the Third Front likely came not from the sheer cost of the project, or even from its remote location. While these were serious issues, the construction principle of sanbian, or what Naughton identifies as â€Å"three simultaneous†, was the most dama ging.[21] This concept of simultaneously designing a site, constructing it, and producing from it ensured that proper site planning was often not conducted. More importantly, it led to additional costs from avoidable errors that slowed down overall production. An additional 40 million yuan was pumped into the Chengdu-Kunming rail line from the late 1970s to the mid-1980s to provide the manpower necessary to fix track deficiencies.[22] If the Third Front era is judged purely on whether it made China more prepared for war with the U.S. or the Soviet Union, it can be regarded as successfully accomplishing its key objectives. It spurred investment into China’s mountainous west, led to the fortification of industrial sites, and generally created an economic base designed to support an extended war on the mainland. It fulfilled the purposefully vague objective set out in the State Planning Commission’s Third Five Year Plan, which sought to â€Å"strengthen national defense and make breakthroughs in technology.†[23] However, the Third Front development strategy was based on short-term strategic concerns at the cost of long-term economic growth. Projects with flawed designs and the drawing away of wealth from China’s eastern seaboard made the Third Front an undeniable economic failure. Naughton draws on statistical analysis conducted by Chinese economist Chen Dongsheng to illustrate the misallocation of resources that drew growth away from the east coast. Using Chen’s data, Naughton estimates that â€Å"China’s industrial output is 10-15% below what it would have been if the Third Front had never been undertaken.†[24] Thus, while the Third Front was an economically unviable project that placed a heavy burden on the Chinese economy, it demonstrates how seriously Mao took the perceived strategic encirclement the country was facing from the United States, Republic of China forces, and the Soviet Union. Further analysis of the Third Front is a valuable endeavor for those s tudying both China’s economy and the history of its international relations. Works Cited Bramall, Chris. Chinese Economic Development. London: Routledge, 2008. China Internet Information Center. â€Å"The Third Five-year Plan (1966-1970).† China.org.cn. Last modified May 21st 2007, http://www.china.org.cn/english/MATERIAL/157608.htm. Cliver, Robert. â€Å"Third Front Policy.† In the Berkshire Encyclopedia of China, edited by Linsun Cheng, Kerry Brown, Winberg Chai, Xiejun Chen, and Karen Christensen, 2244-2247. Great Barrington: Berkshire Publishing Group, 2009. Dickie, Lance. â€Å"Sichuan: A Land of Abundance and Opportunities.† The Seattle Times, January 21st 2014. http://blogs.seattletimes.com/opinionnw/2014/01/21/sichuan-a-land-of-abundance-and-opportunities/ Lin, C.Z. â€Å"Employment implications of defence cutbacks in China.† In Defense Expenditure, Industrial Conversion, and Local Employment, edited by Liba Paukert, 189-204. Geneva: International Labor Office, 1991. Mohanty, Deba R. â€Å"The Chinese Security Dilemma in the 1950s and 1960s: Story of the Third Front.† Institute for Defense Studies and Analysis, January 17th 2011. http://www.idsa-india.org/an-jan-4.html. Naughton, Barry. â€Å"The Third Front: Defense Industrialization in the Chinese Interior.† The China Quarterly 115, September (1988): 351-386. Pike, John. â€Å"Lanzhou – Chinese Nuclear Forces.† Federation of American Scientists. Last modified May 12th 2000, http://www.fas.org/nuke/guide/china/facility/lanzhou.htm. Tejada, Carlos. â€Å"Truck Maker Volvo Sets Alliance to Enter China.† The Wall Street Journal, January 27th 2013. http://online.wsj.com/news/articles/SB10001424127887324039504578264611071184722. Xu, Bin and Linxing Xiao. â€Å"Planning and Construction History of Panzhihua during the Three-Front Strategy Period: Backgrounds, Process, and Mechanism.† (paper presented at the 15th International Historical Planning Society, Sao Paolo, Brazil, July 15th-18th, 2009). Page | 1 [1]  Lance Dickie, â€Å"Sichuan: A Land of Abundance and Opportunities,† The Seattle Times, last modified January 21st 2014, http://blogs.seattletimes.com/opinionnw/2014/01/21/sichuan-a-land-of-abundance-and-opportunities/ [2] Deba R. Mohanty, â€Å"The Chinese Security Dilemma in the 1950s and 1960s: Story of the Third Front,† Institute for Defense Studies and Analysis, January 17th 2011. [3] Barry Naughton, â€Å"The Third Front: Defense Industrialization in the Chinese Interior,† The China Quarterly 115, September (1988): 353. [4] â€Å"The Third Five-year Plan (1966-1970),† China Internet Information Center ­ – China.org.cn, last modified May 21st 2007, http://www.china.org.cn/english/MATERIAL/157608.htm. [5] Naughton, â€Å"The Third Front,† 369. [6] Naughton, â€Å"The Third Front,† 354. [7] John Pike, â€Å"Lanzhou – Chinese Nuclear Forces,† Federation of American Scientists, last modified May 12th 2000, http://www.fas.org/nuke/guide/china/facility/lanzhou.htm. [8] Naughton, â€Å"The Third Front,† 357. [9] Chris Bramall, Chinese Economic Development (London: Routledge, 2008), 268. [10] Naughton, â€Å"The Third Front,† 358. [11] Ibid. [12] Ibid., 356. [13] Bin Xu and Linxing Xiao, â€Å"Planning and Construction History of Panzhihua During the Three-Front Strategy Period: Backgrounds, Process, and Mechanism† (paper presented at the 15th International Historical Planning Society, Sao Paolo, Brazil, July 15th-18th, 2009). [14] Robert Cliver, â€Å"Third Front Policy,† in the Berkshire Encyclopedia of China, ed. by Linsun Cheng et al. (Great Barrington: Berkshire Publishing Group, 2009): 2246. [15] Naughton, â€Å"The Third Front,† 359. [16] C.Z Lin, â€Å"Employment implications of defence cutbacks in China,† in Defense Expenditure, Industrial Conversion, and Local Employment, ed. by Liba Paukert (Geneva: International Labor Office, 1991): 202. [17] Naughton, â€Å"The Third Front,† 365. [18] Lin, â€Å"Employment implications of defence cutbacks in China,† 201. [19] Carlos Tejada, â€Å"Truck Maker Volvo Sets Alliance to Enter China,† The Wall Street Journal, January 27th 2013, http://online.wsj.com/news/articles/SB10001424127887324039504578264611071184722. [20] Cliver, â€Å"Third Front Policy,† 2247. [21] Naughton, â€Å"The Third Front,† 376. [22] Naughton, â€Å"The Third Front,† 376. [23] â€Å"The Third Five-year Plan (1966-1970),† China Internet Information Center ­ – China.org.cn, last modified May 21st 2007, http://www.china.org.cn/english/MATERIAL/157608.htm. [24] Naughton, â€Å"The Third Front,† 379.

Law of Evidence: R v Kearley Essay -- Papers

Law of Evidence: R v Kearley Essentially this piece concerns whether the House of Lords correctly decided the case of R v Kearley[1]. The majority decided allowing the appeal, that the evidence concerned in this case was either irrelevant, and therefore inadmissible (unless part of the res gestae) or was inadmissible as hearsay in the form of an implied assertion. The facts of Kearley will be discussed, followed by an analysis of the decision by their Lordships, finally considering the issues of relevance and implied assertions in relation to the decision in Kearley. The facts of Kearley are well known. The disputed evidence was that the police officers whilst on the raid answered a number of callers to the flats, both by telephone and by visitors. The police officers testified that the callers were seeking to buy drugs in place of the original callers who were unwilling or unable to attend court. The appellant objected to the evidence on the ground that it was hearsay, but this was overruled. The Court of Appeal dismissed his appeal and certified a question to the House of Lords. Condensing the certified question, it was whether a person not called as a witness, for the purpose of not establishing the truth of any fact narrated by the words, but of inviting the jury to draw an inference from the fact that the words were spoken ? [2] On the issue of relevancy, Lord Ackner for the majority considered that each request was evidence of the state of mind of the person making the request, and that was an irrelevant issue in the trial. This was backed up by Lords Bridge and Oliver. It should be noted though that Lord Bridge f... ...[1986] 86 Cr App R 105 [15] DPP v Kilbourne [1973] AC 726 per Lord Simon at P756 [16] [1993] 13 Legal Studies 54, 65 [17] Law of Evidence (1999) Page 528 [18] [1993] 56 MLR 138, 146 [19] Per Lord Griffiths in Kearley at Page 348 [20] [1993] CLJ 40, 41 [21] ibid no. 19 [22] The Modern Law of Evidence (4th Edition) (Butterworths) [23] Wright v Doe D Tatham (1837) and Teper v R (1952) [24] [1993] 13 Legal Studies 54 59 [25] [1993] 56 MLR 138, 140 [26] Law of Evidence (1999) [27] [1992] NLJ 1194, 1194 [28] [1993] 56 MLR 138, 148 [29] [1993] 56 MLR 138, 151-152 [30] [1994] 110 LQR 431, 438 [31] Report No. 245: Evidence in Criminal Proceedings and Related Topics (1997) [32] Pattenden, Rein - (modified version though), and Cross [33] [1993] CLJ 40, 42

Henry Ford Essay

Henry Ford made many contributions to the American economy during the 1920’s. He was a very skilled and intelligent man at that. Henry was born into an Irish immigrant family on a farm in Wayne County, Michigan. He became Chief engineer of the Edison Company in Detroit during 1888. In 199 he organized that Detroit auto mobile and in 1903 he introduced the ford motor company model T manufactured in 1908. He was believed to sponsor the development of the moving assembly line in 1914. Henry Ford made a major contribution to American society with several things such as the car industry, assembly line, and the way he treated his workers. After several trial of building cars and companies in 1903, Henry established the Ford motor company and introduced the Model T in 1908. During Henrys explosion of success he said â€Å"There are two ways of making money- one at the expense of other, the other by service to one another† (Burg 39). This quote by Henry showed that henry didn’t care about just making money, he cared about giving the people what they wanted then making money of the idea of that. Growing up and understanding the ways of life, I have come to the conclusion that you get absolutely nowhere in life without having a set career that you will love and enjoy. I have come to like various types of careers that I will enjoy and that I am good at as of right now. I would like to start off by telling you all of the careers I would like to acquire. Since I’m good at talking to people and helping them, I have chosen my first choice as a psychiatrist. I, also, love animals and would love to become a veterinarian. Because I want to make a difference and help others, I would like to become a surgeon. I will start off by telling you about each description with various information. I would love to become a psychiatrist. They have everything there is to offer if you shared the same interests as me. They analyze a patient’s medical history from the beginning, their medical allergies, physical condition, and examination results to make sure the patient is to have the most proper attention. They examine patients to obtain information on medical conditions. Most importantly they diagnose their patients with the correct diagnose. The counsel patients and analyze their mental disorder to discuss with psychologists, social workers, psychiatric nurses and other professionals. The education to become a psychiatrists it is requires to graduate college, get your master’s degree, Ph.D., M.D,, or J.D. The most a psychiatrist will make in a year would be up to a median of $180,000. This occupation employee on an average of 1,700 people in Pennsylvania. From all of the information I shared with you from above, becoming a psychiatrist is definitely number one on my list. What is a veterinarian? A Veterinarian is a doctor who diagnoses and treats diseases and dysfunctions of an animal. They research develop certain things of the animals. They could inspect livestock. Veterinarians exam and determine that diseases or injuries of the animal. Provide care to a wide verity of animals such a horses or exotic birds. They also educate the public about diseases that can be spread from animals to humans. Being a veterinarian seems like a tough job. From having to attend tons of meetings, lectures, conferences, and still having to continue education courses. To becom e a veterinarian you must graduate college, get your master’s degree, Ph.D., M.D., or J.D. you would making between $55,820 and $148,290 a year. In 2008, this occupation employed at least 2,700 people in Pennsylvania. To become a veterinarian would be so wonderful just because I love and care about animals so much. Helping a person is the most important thing a person can do. I don’t know about anyone else but when I help someone it makes me feel so much better about myself just because I know that person is happy because I helped them. That’s why I chose to become a surgeon. There are so many pros to becoming a surgeon. I would say the only consequence on becoming a surgeon would have to be having someone die while they’re in surgery. A surgeon treats diseases, helps the injured and most importantly keeps a person living. They always analyze a patient’s medical history, medication allergies, physical condition, and exam the patient to get the corr ect results before surgery. To become a surgeon you have to have active listening, I think for someone to have active listening is the most important thing just because if you’re not paying attention to one thing a person says, that could mess up your whole surgical procedure. You have to have critical thinking, use logic and reasoning to identify strengths and weakness of solutions when it comes to problems. All of the reasons above explain everything I’m good at or at least want to become good at that’s why I want to become a surgeon. While researching all of the possible careers I could acquire I have come to realize that not only is  having a career so important to the society, but you also have to enjoy the career you choose. If you do not choose the career you are fond of you will most likely end up miserable having to go to work every single day. That is why I have chosen three careers, I have about every quality or hope to have that these careers need. I would love to become a psy chiatrist. Becoming a veterinarian would be important to me because I care so much for animals. Also, if I was to become a surgeon it would be a job I would enjoy just because I would be saving lives and helping the common wealth of people. Prohibition began on January 16, 1920 and went on until the early 1930’s. During the Great Depression whiskey could be prescribed from a medical doctor. It was meant to just be for medical purposes, and if not the use of alcohol was illegal. In October 1929 the stock market crashed. A lot of people lost a lot of money. Most people also lost their houses. Marriages were torn apart, because of the lack of money. During high school everyone should at least have a vague idea of the career path they chose to take. In my perspective of life, it is all about risk. If you are not taking risks and doing something out of the box, you are not having fun, you are just an average ordinary person. As Jane Goodall has always said â€Å"If you really wan t something, and really work hard, and take advantage of opportunities, and never give up, you will find a way. â€Å" I have lived off of that quote because there is always something that everyone wants in life, and if you do not take advantage of your opportunities how are you supposed to accomplish what you want? There is one certain career that I want and I know that I would enjoy and love doing. Growing up I have always had a strong love for animals and I have always wanted to travel to extraordinary places. I could not imagine life without animals; they make the world a better place. Not only do I love just domestic animals, I’ve always have been intrigued by exotic animals. Have you ever wondered how exotic species act in the habitat that you are not familiar with? I think it would be a magnificent job to be an exotic veterinarian traveling the world bringing animals back to health one by one. Since I plan to become an exotic veterinarian there are several of things I will need to accomplish and require before getting licensed. I must have tons of knowledge. For example, you must know biology, customer and personal service, medicine and dentistry, mathematics – arithmetic, algebra, geometry, calculus, statistics; chemistry, English language. Also  the skills that are required to become a veterinarian are as such; science, active listening, critical thinking, speaking, judgment and decision making, also reading comprehension. In my personal opinion everything should be basic knowledge. During my years of high school I should be taking all of the science classes that are available, I should also be taking tons of math courses and all should be hi gher level courses. Because I took higher level courses in high school, once it is my time to attend college I will have the basic knowledge of the classes that I am required to take in order to become an exotic veterinarian. It is required that you have a 4 year bachelor’s degree as well as your veterinarian doctorate degree. Exotic veterinary hospitals also offer residency programs for those interested in specializing in the discipline. Veterinarians must obtain state licensure to practice medicine on domestic, farm and exotic animals. That means that you must pass the Veterinary Licensing Exam in order to become a veterinarian. There are many job offerings to become an exotic veterinarian every year. There are tons of colleges that are recommended for this type of career or occupation. The University of Kentucky is known for what a great veterinarian program that they have. That would be a wonderful university to attend. There are many other universities that are just as g ood as Kentucky University; however that is the college that I want to apply to. Approximately 80 percent of admitted students in veterinary schools are female. Veterinarian came from the Latin word meaning â€Å"working animals†. In the life of an exotic veterinarian working with wildlife animals, every day is a surprise with a new adventure included within the day. Approximately 80 percent of veterinarians work in private clinical practice. Any ordinary veterinary hangs out in an office all day every day with the likely hood of the most craziest thing he/she would do in one day is deworm a dog. The types of countries that I would like to travel would be Africa, Australia, India, etc. I would like to have a life worth living with people recognizing who I am and what great things I have accomplished. The starting salary for a Specialist is US$ 150,000. I would be making tons of money as well as enjoying my job. After researching and finding more and more knowledge about an exotic veterinarian I have become much more aware of the career I would like to  further in. Not only do I have more knowledge but a better understanding of the classes, people, and things I might see and do in the near future. I wouldn’t want to change my career for anything; I have my mind set on becoming and exotic veterinary. I also am much more excited about different information I have come to realize about an exotic veterinary. There is not one normal day in the life of an exotic veterinarian, and that’s what I would want my life to be like. You’re not realistically living if you don’t have an exciting adventurous life, in my opinion.

Organizational Ethics Essay

There are at least four elements which exist in organizations that make ethical behavior conducive within an organization. The four elements necessary to quantify an organization’s ethics are: 1) Written code of ethics and standards 2) Ethics training to executives, managers, and employees 3) Availability for advice on ethical situations (i.e. advice lines or offices) 4) Systems for confidential reporting. Good leaders strive to create a better and more ethical organization. Restoring an ethical climate in organization is critical, as it is a key component in solving the many other organizational development and ethical behavior issues facing the organization. From debates over drug-testing to analyses of scandals on Wall Street, attention to ethics in business organizations has never been greater. Yet, much of the attention given to ethics in the workplace overlooks some critical aspects of organizational ethics. When talking about ethics in organizations, one has to be aware that there are two ways of approaching the subject–the â€Å"individualistic approach† and what might be called the â€Å"communal approach.† Each approach incorporates a different view of moral responsibility and a different view of the kinds of ethical principles that should be used to resolve ethical problems. More often than not, discussions about ethics in organizations reflect only the â€Å"individualistic approach† to moral responsibility. According to this approach, every person in an organization is morally responsible for his or her own behavior, and any efforts to change that behavior should focus on the individual. But there is another way of understanding responsibility, which is reflected in the â€Å"communal approach.† Here individuals are viewed not in isolation, but as members of communities that are partially responsible for the behavior of their members. So, to understand and change an individual’s behavior we need to understand and try to change the communities to which they belong. Any adequate understanding of, and effective solutions to, ethical problems  arising in organizations requires that we take both approaches into account. Recent changes in the way we approach the â€Å"problem of the alcoholic† serve as a good example of the interdependence of individual and communal approaches to problems. Not so long ago, many people viewed an alcoholic as an individual with problems. Treatment focused on helping the individual deal with his or her problem. Today, however, the alcoholic is often seen as part of a dysfunctional family system that reinforces alcoholic behavior. In many cases, the behavior of the alcoholic requires that we change the entire family situation. These two approaches also lead to different ways of evaluating moral behavior. Once again, most discussions of ethical issues in the workplace take an individualistic approach. They focus on promoting the good of the individual: individual rights, such as the right to freedom of expression or the right to privacy, are held paramount. The communal approach, on the other hand, would have us focus on the common good, enjoining us to consider ways in which actions or policies promote or prohibit social justice or ways in which they bring harm or benefits to the entire community. When we draw upon the insights of both approaches we increase our understanding of the ethical values at stake in moral issues and increase the options available to us for resolving these issues. The debate over drug-testing, for example, is often confined to an approach that focuses on individual rights. Advocates of drug-testing argue that every employer has a right to run the workplace as he or she so chooses, while opponents of drug-testing argue that drug-testing violates the employee’s right to privacy and due process. By ignoring the communal aspects of drug abuse, both sides neglect some possible solutions to the problem of drug use in the workplace. The communal approach would ask us to consider questions which look beyond the interests of the individual to the interests of the community: What kinds of drug policies will promote the good of the community, the good of both the employer and the employee? Using the two approaches to dealing with ethical problems in organizations will often result in a greater understanding of these problems. There are times, however, when our willingness to consider both the good of the individual and the good of the community leaves us in a dilemma, and we are forced to choose between competing moral claims. Affirmative Action Programs, for example, bring concerns over individual justice into conflict with concerns  over social justice. When women and minorities are given preferential treatment over white males, individuals are not treated equally, which is unjust. On the other hand, when we consider what these programs are trying to accomplish, a more just society, and also acknowledge that minorities and women continue to be shut out of positions, (especially in top management), then these programs are, in fact, indispensable for achieving social justice. Dropping preferential treatment programs might put an end to the injustice of treating individuals unequally, but to do so would maintain an unjust society. In this case, many argue that a communal approach, which stresses the common good, should take moral priority over the good of the individual. When facing such dilemmas, the weights we assign to certain values will sometimes lead us to choose those organizational policies or actions that will promote the common good. At other times, our values will lead us to choose those policies or actions that will protect the interests and rights of the individual. But perhaps the greatest challenge in discussions of ethics in organizations is to find ways in which organizations can be designed to promote the interests of both. Organizational ethics are the principals and standards by which businesses operate, according to Reference for Business. They are best demonstrated through acts of fairness, compassion, integrity, honor and responsibility. The key for business owners and executives is ensuring that all employees understand these ethics. One of the best ways to communicate organizational ethics is by training employees on company standards. Uniform Treatment One example of organizational ethics is the uniform treatment of all employees. Small business owners should treat all employees with the same respect, regardless of their race, religion, cultures or lifestyles. Everyone should also have equal chances for promotions. One way to promote uniform treatment in organizations is through sensitivity training. Some companies hold one-day seminars on various discrimination issues. They then invite outside experts in to discuss these topics. Similarly, small company managers must also avoid favoring one employee over others. This practice may also lead to lawsuits from disgruntled employees. It is also counterproductive. Social Responsibility Small companies also have an obligation to protect the community. For example, the owner of a small chemical company needs to communicate certain dangers to the community when explosions or other disasters occur. The owner must also maintain certain safety standards for protecting nearby residents from leaks that affect the water or air quality. There are state and federal laws that protect people from unethical environmental practices. Business owners who violate these laws may face stiff penalties. They may also be shut down. Financial Ethics Business owners must run clean operations with respect to finances, investing and expanding their companies. For example, organizations must not bribe state legislators for tax credits or special privileges. Insider trading is also prohibited. Insider trading is when managers or executives illegally apprise investors or outside parties of privileged information affecting publicly traded stocks, according to the Securities and Exchange Commission. The information helps some investors achieve greater returns on their investments at the expense of others. Executives in small companies must strive to help all shareholders earn better returns on their money. They must also avoid collusive arrangements with other companies to deliberately harm other competitors. Considerations A small company’s organizational ethics can also include taking care of employees with mental illnesses or substance abuse problems, such as drug and alcohol dependency. Ethical business owners help their employees overcome these types of problems when possible. They often put them through employee advisor programs, which involves getting them the treatment they need. Employees may have issues that lead to these types of problems. Therefore, they deserve a chance to explain their situations and get the help they need. Business Ethics Perhaps the most practical approach is to view ethics as a catalyst that causes managers to take socially responsible actions. The movement toward including ethics as a critical part of management education began in the 1970s, grew significantly in the 1980s, and is expected to continue growing.  Hence, business ethics is a critical component of business leadership. Ethics can be defined as our concern for good behavior. We feel an obligation to consider not only our own personal well-being but also that of other human beings. This is similar to the precept of the Golden Rule: Do unto others as you would have them do unto you. In business, ethics can be defined as the ability and willingness to reflect on values in the course of the organization’s decision-making process, to determine how values and decisions affect the various stakeholder groups, and to establish how managers can use these precepts in day-to-day company operations. Ethical business leaders strive for fairness and justice within the confines of sound management practices. Many people ask why ethics is such a vital component of management practice. It has been said that it makes good business sense for managers to be ethical. Without being ethical, companies cannot be competitive at either the national or international levels. While ethical management practices may not necessarily be linked to specific indicators of financial profitability, there is no inevitable conflict between ethical practices and a firm’s emphasis on making a profit; our system of competition presumes underlying values of truthfulness and fair dealing. The employment of ethical business practices can enhance overall corporate health in three important areas. The first area is productivity. Milton Friedman. The employees of a corporation are stakeholders who are affected by management practices. When management considers ethics in its actions toward stakeholders, employees can be positively affected. For example, a corporation may decide that business ethics requires a special effort to ensure the health and welfare of employees. Many corporations have established employee advisory programs (EAPs), to help employees with family, work, financial, or legal problems, or with mental illness or chemical dependency. These programs can be a source of enhanced productivity for a corporation. A second area in which ethical management practices can enhance corporate health is by positively affecting â€Å"outside† stakeholders, such as suppliers and customers. A positive public image can attract customers. For example, a manufacturer of baby products carefully guards its public image as a company that puts customer health and well-being ahead of  corporate profits, as exemplified in its code of ethics. The third area in which ethical management practices can enhance corporate health is in minimizing regulation from government agencies. Where companies are believed to be acting unethically, the public is more likely to put pressure on legislators and other government officials to regulate those businesses or to enforce existing regulations. For example, in 1990 hearings were held on the rise in gasoline and home heating oil prices following Iraq’s invasion of Kuwait, in part due to the public perception that oil companies were not behaving ethically. ACODE OF ETHICS A code of ethics is a formal statement that acts as a guide for how people within a particular organization should act and make decisions in an ethical fashion. Ninety percent of the Fortune 500 firms, and almost half of all other firms, have ethical codes. Codes of ethics commonly address issues such as conflict of interest, behavior toward competitors, privacy of information, gift giving, and making and receiving political contributions. According to a recent survey, the development and distribution of a code of ethics within an organization is perceived as an effective and efficient means of encouraging ethical practices within organizations. Business leaders cannot assume, however, that merely because they have developed and distributed a code of ethics an organization’s members have all the guidelines needed to determine what is ethical and will act accordingly. There is no way that all situations that involve decision making in an organization can be addressed in a code. Codes of ethics must be monitored continually to determine whether they are comprehensive and usable guidelines for making ethical business decisions. Managers should view codes of ethics as tools that must be evaluated and refined in order to more effectively encourage ethical practices. CREATING AN ETHICAL WORKPLACE Business managers in most organizations commonly strive to encourage ethical practices not only to ensure moral conduct, but also to gain whatever business advantage there may be in having potential consumers and employees regard the company as ethical. Creating, distributing, and continually improving a company’s code of ethics is one usual step managers can take to establish an ethical workplace. Another step managers can take is to create  a special office or department with the responsibility of ensuring ethical practices within the organization. For example, management at a major supplier of missile systems and aircraft components has established a corporate ethics office. This ethics office is a tangible sign to all employees that management is serious about encouraging ethical practices within the company. Another way to promote ethics in the workplace is to provide the work force with appropriate training. Several companies conduct training programs aimed at encourag ing ethical practices within their organizations. Such pro grams do not attempt to teach what is moral or ethical but, rather, to give business managers criteria they can use to help determine how ethical a certain action might be. Managers then can feel confident that a potential action will be considered ethical by the general public if it is consistent with one or more of the following standards: 1. The Golden Rule: Act in a way you would want others to act toward you. 2. The utilitarian principle: Act in a way that results in the greatest good for the greatest number. 3. Kant’s categorical imperative: Act in such a way that the action taken under the circumstances could be a universal law, or rule, of behavior. 4. The professional ethic: Take actions that would be viewed as proper by a disinterested panel of professional peers. 5. The TV test: Always ask, â€Å"Would I feel comfortable explaining to a national TV audience why I took this action?† 6. The legal test: Ask whether the proposed action or decision is legal. Established laws are generally considered minimum standards for ethics. 7. The four-way test: Ask whether you can answer â€Å"yes† to the following questions as they relate to the decision: Is the decision truthful? Is it fair to all concerned? Will it build goodwill and better friendships? Will it be beneficial to all concerned? Finally, managers can take responsibility for creating and sustaining conditions in which people are likely to behave ethically and for minimizing conditions in which people might be tempted to behave unethically. Two practices that commonly inspire unethical behavior in organizations are giving unusually high rewards for good performance and unusually severe punishments for poor performance. By eliminating such factors, managers can reduce much of the pressure that people feel to perform unethically. They can also promote the social responsibility of the organization. SOCIAL RESPONSIBILITY The term social responsibility means different things to different people. Generally, corporate social responsibility is the obligation to take action that protects and improves the welfare of society as a whole as well as organizational interests. According to the concept of corporate social responsibility, a manager must strive to achieve both organizational and societal goals. Current perspectives regarding the fundamentals of social responsibility of businesses are listed and discussed through (1) the Davis model of corporate social responsibility, (2) areas of corporate social responsibility, and (3) varying opinions on social responsibility. A model of corporate social responsibility that was developed by Keith Davis provides five propositions that describe why and how businesses should adhere to the obligation to take action that protects and improves the welfare of society and the organization: * Proposition 1: Social responsibility arises from social power. * Proposition 2: Business shall operate as an open system, with open receipt of inputs from society and open disclosure of its operation to the public. * Proposition 3: The social costs and benefits of an activity, product, or service shall be thoroughly calculated and considered in deciding whether to proceed with it. * Proposition 4: Social costs related to each activity, product, or service shall be passed on to the consumer. * Proposition 5: Business institutions, as citizens, have the responsibility to become involved in certain social problems that are outside their normal areas of operation. The areas in which business can become involved to protect and improve the welfare of society are numerous and diverse. Some of the most publicized of these areas are urban affairs, consumer affairs, environmental affairs, and employment practices. Although numerous businesses are involved in socially responsible activities, much controversy persists about whether such involvement is necessary or appropriate. There are several arguments for and against businesses performing socially responsible activities. The best-known argument supporti ng such activities by business is that because business is a subset of and exerts a significant impact on society, it has the responsibility to help improve society. Since society asks no more and no less of any of its members, why should business be exempt from such responsibility? Additionally, profitability and growth go hand in hand with  responsible treatment of employees. customers, and the community. However, studies have not indicated any clear relationship between corporate social responsibility and profitability. One of the better known arguments against such activities is advanced by the distinguished economist Milton Friedman. Friedman argues that making business managers simultaneously responsible to business owners for reaching profit objectives and to society for enhancing societal welfare represents a conflict of interest that has the potential to cause the demise of business. According to Friedman, this demise almost certainly will occur if business continually is forced to perform socially responsible behavior that is in direct conflict with private organizational objectives. He also argues that to require business managers to pursue socially responsible objectives may be unethical, since it requires managers to spend money that really belongs to other individuals. Regardless of which argument or combination of arguments particular managers might support, they generally should make a concerted effort to perform all legally required socially responsible activities, consider voluntarily performing socially responsible activities beyond those legally required, and inform all relevant individuals of the extent to which their organization will become involved in performing social responsibility activities. Federal law requires that businesses perform certain socially responsible activities. In fact, several government agencies have been established and are ma intained to develop such business-related legislation and to make sure the laws are followed. The Environmental Protection Agency does indeed have the authority to require businesses to adhere to certain socially responsible environmental standards. Adherence to legislated social responsibilities represents the minimum standard of social responsibility performance that business leaders must achieve. Managers must ask themselves, however, how far beyond the minimum they should attempt to go difficult and complicated question that entails assessing the positive and negative outcomes of performing socially responsible activities. Only those activities that contribute to the business’s success while contributing to the welfare of society should be undertaken. Social Responsiveness. Social responsiveness is the degree of effectiveness and efficiency an organization displays in pursuing its social responsibilities. The greater the degree of effectiveness and efficiency, the more socially responsive the organization  is said to be. The socially responsive organization that is both effective and efficient meets its social responsibilities without wasting organizational resources in the process. Determining exactly which social responsibilities an organization should pursue and then deciding how to pursue them are perhaps the two most critical decision-making aspects of maintaining a high level of social responsiveness within an organization. That is, managers must decide whether their organization should undertake the activities on its own or acquire the help of outsiders with more expertise in the area. In addition to decision making, various approaches to meeting social obligations are another determinant of an organization’s level of social responsiveness. A desirable and socially responsive approach to meeting social obligations involves the following: * Incorporating social goals into the annual planning process * Seeking comparative industry norms for social programs  * Presenting reports to organization members, the board of directors, and stockholders on progress in social responsibility * Experimenting with different approaches for measuring social performance * Attempting to measure the cost of social programs as well as the return on social program investments S. Prakash Sethi presents three management approaches to meeting social obligations: (1) the social obligation approach, (2) the social responsibility approach, and (3) the social responsiveness approach. Each of Sethi’s three approaches contains behavior that reflects a somewhat different attitude with regard to businesses performing social responsible activities. The social obligation approach, for example, considers business as having primarily economic purpos es and confines social responsibility activity mainly to conformance to existing laws. The socially responsible approach sees business as having both economic and societal goals. The social responsiveness approach considers business as having both societal and economic goals as well as the obligation to anticipate upcoming social problems and to work actively to prevent their appearance. Organizations characterized by attitudes and behaviors consistent with the social responsiveness approach generally are more socially responsive than organizations characterized by attitudes and behaviors consistent with either the social responsibility approach or the social obligation approach.  Also, organizations characterized by the social responsibility approach generally achieve higher levels of social responsiveness than organizations characterized by the social obligation approach. As one moves from the social obligation approach to the social responsiveness approach, management becomes more proactive. Proactive managers will do what is prudent from a business viewpoint to r educe liabilities whether an action is required by law or not. Areas of Measurement. To be consistent, measurements to gauge organizational progress in reaching socially responsible objectives can be performed. The specific areas in which individual companies actually take such measurements vary, of course, depending on the specific objectives of the companies. All companies, however, probably should take such measurements in at least the following four major areas: 1. Economic function: This measurement gives some indication of the economic contribution the organization is making to society. 2. Quality-of-life: The measurement of quality of life should focus on whether the organization is improving or degrading the general quality of life in society. 3. Social investment: The measurement of social investment deals with the degree to which the organization is investing both money and human resources to solve community social problems. 4. Problem-solving: The measurement of problem solving should focus on the degree to which the organization deals with social problems. The Social Audit: A Progress Report. A social audit is the process of taking measurements of social responsibility to assess organizational performance in this area. The basic steps in conducting a social audit are monitoring, measuring, and appraising all aspects of an organization’s socially responsible performance. Probably no two organizations conduct and present the results of a social audit in exactly the same way. The social audit is the process of measuring the socially responsible activities of an organization. It monitors, measures, and appraises socially responsible performance. Managers in today’s business world increasingly need to be aware of two separate but interrelated concernsusiness ethics and social responsibility. BACKGROUND & DEFINITIONS The past decade has seen an explosion of interest among college faculty in the teaching methods variously grouped under the terms ‘active learning’ and  Ã¢â‚¬Ëœcooperative learning’. However, even with this interest, there remains much misunderstanding of and mistrust of the pedagogical â€Å"movement† behind the words. The majority of all college faculty still teach their classes in the traditional lecture mode. Some of the criticism and hesitation seems to originate in the idea that techniques of active and cooperative learning are genuine alternatives to, rather than enhancements of, professors’ lectures. We provide below a survey of a wide variety of active learning techniques which can be used to supplement rather than replace lectures. We are not advocating complete abandonment of lecturing, as both of us still lecture about half of the class period. The lecture is a very efficient way to present information but use of the lecture as the only mode of instruction presents problems for both the instructor and the students. There is a large amount of research attesting to the benefits of active learning. â€Å"Active Learning† is, in short, anything that students do in a classroom other than merely passively listening to an instructor’s lecture. This includes everything from listening practices which help the students to absorb what they hear, to short writing exercises in which students react to lecture material, to complex group exercises in which students apply course material to â€Å"real life† situations and/or to new problems. The term â€Å"cooperative learning† covers the subset of active learning activities which students do as groups of three or more, rather than alone or in pairs; generally, cooperative learning techniques employ more formally structured groups of students assigned complex tasks, such as multiple-step exercises, research projects, or presentations. Cooperative learning is to be distinguished from another now well-defined term of art, â€Å"collaborative learning†, which refers to those classroom strategies which have the instructor and the students placed on an equal footing working together in, for example, designing assignments, choosing texts, and presenting material to the class. Clearly, collaborative learning is a more radical departure from tradition than merely utilizing techniques aimed at enhancing student retention of material presented by the instructor; we will limit our examples to the â€Å"less radical† active and cooperative learning techniques. â€Å"Techniques of active learning†, then, are those activities which an instructor incorporates into the classroom to foster active learning. TECHNIQUES OF ACTIVE LEARNING Exercises for Individual Students Because these techniques are aimed at individual students, they can very easily be used without interrupting the flow of the class. These exercises are particularly useful in providing the instructor with feedback concerning student understanding and retention of material. Some (numbers 3 and 4, in particular) are especially designed to encourage students’ exploration of their own attitudes and values. Many (especially numbers 4 – 6) are designed to increase retention of material presented in lectures and texts. 1. The â€Å"One Minute Paper† – This is a highly effective technique for checking student progress, both in understanding the material and in reacting to course material. Ask students to take out a blank sheet of paper, pose a question (either specific or open-ended), and give them one (or perhaps two – but not many more) minute(s) to respond. Some sample questions include: â€Å"How does John Hospers define â€Å"free will†?†, â€Å"What is â€Å"scientific realism†?†, â€Å"What is the activation energy for a chemical reaction?†, â€Å"What is the difference between replication and transcription?†, and so on. Another good use of the minute paper is to ask questions like â€Å"What was the main point of today’s class material?† This tells you whether or not the students are viewing the material in the way you envisioned. 2. Muddiest (or Clearest) Point – This is a variation on the one-minute paper, though you may wish to give students a slightly longer time period to answer the question. Here you ask (at the end of a class period, or at a natural break in the presentation), â€Å"What was the â€Å"muddiest point† in today’s lecture?† or, perhaps, you might be more specific, asking, for example: â€Å"What (if anything) do you find unclear about the concept of ‘personal identity’ (‘inertia’, ‘natural selection’, etc.)?†. Questions and Answers While most of us use questions as a way of prodding students and instantly testing comprehension, there are simple ways of tweaking our questioning techniques which increase student involvement and comprehension. Though some of the techniques listed here are â€Å"obvious†, we will proceed on the principle that the obvious sometimes bears repeating (a useful pedagogical  principle, to be sure!). Debates – Actually a variation of #27, formal debates provide an efficient structure for class presentations when the subject matter easily divides into opposing views or ‘Pro’/‘Con’ considerations. Students are assigned to debate teams, given a position to defend, and then asked to present arguments in support of their position on the presentation day. The opposing team should be given an opportunity to rebut the argument(s) and, time permitting, the original presenters asked to respond to the rebuttal. This format is particularly useful in developing argumentation skills (in addition to teaching content). ABOUT THIS DEBATE DNA carries a person’s identity. It also carries a vast amount of other information about that person’s biology, health and, increasingly, psychological predispositions. This information could have great medical value, en masse, but might be abused, ad hominem, by insurers, employers, politicians and civil servants. Some countries are building up DNA databases, initially using the excuse that these are for the identification and prosecution of criminals, but also including the unprosecuted and the acquitted. Should such databases be made universal? Is it ever right for the DNA of the innocent to be used for any purpose without the consent of the â€Å"owner†. If so, when? The Moderator-Mar 24th 2009 | Mr Geoff Carr Clarke’s Third Law (the Clarke in question being Sir Arthur C., a distinguished writer of science fiction) is that any sufficiently advanced technology is indistinguishable from magic. That law applies nicely to the modern science and technology of genetics. On the one hand, understanding and eventually manipulating genes may lead to the treatment and even abolition of many diseases by white-magical (or, at least, white-coated) sorcerer-priests. On the other, dark necromancers plot to use the knowledge that genetics brings to regulate and manipulate people on behalf of commercial and political princes. Magic, of course, depends on the audience not understanding what the conjurer is up to. That was Clarke’s point. In the case of a stage show, the deception is both deliberate on the part of the conjurer and self-inflicted on the part of the audience, who would enjoy  the show less if they know how the tricks were done. Which is fine for show business, but is no way to conduct public policy. Hence the need for a serious debate on the matter, to which The Economist is privileged to make this small contribution. For the truth, as both of our opening â€Å"speakers† eloquently illuminate, is that the potential of genetics for both good and ill is great. And the more profound truth is that decisions will have to be made soon about how much genetic privacy a person is entitled to, even before those two potentials are properly understood. The accurate interpretation of the human genome is only just beginning, and where it will lead, no one knows. It is only recently, for example, that whole new classes of gene whose products regulate the functions of other genes, rather than being used as templates for the manufacture of proteins, have been identified. Other surprises surely await. Art Caplan and Craig Venter are two of the most distinguished thinkers in their fields, but those fields are different and, in the end, it is probably the differences between their fields that lead to the distinction in their positions. Dr Venter is a geneticist with a background in the American navy’s medical corps (he served in Vietnam). He has always been a man in a hurry. His team was the first to obtain the complete genetic sequence of a bacterium (an organism called Haemophilus influenzae), and he led the privately financed version of the effort to sequence the human genome, a project that both succeeded in its own right and chivvied publicly financed scientists to redouble their own efforts. Now, he wants to hurry genetic knowledge into the public arena so that the wider pattern can be seen, understood and acted on for the greater good. His mission might be summarised by Hippocrates’s injunction: â€Å"I will prescribe regimens for the good of my patients according to my ability and my judgment.† Dr Caplan’s background, by contrast, is in the history and philosophy of science. The history of genetics is well known as one in which both ignorance and deliberate distortion of the trut h have led to evil consequences—not just in essentially wicked regimes such as that of Nazi Germany, but even in apparently benign places like Sweden and also in the United States. The eugenics that led to the castration of the â€Å"feebleminded† and the death camps for those deemed to belong to â€Å"inferior races† were the descendants of well-meaning, liberal-minded policies intended to improve the condition of humanity. Dr Caplan therefore draws a different lesson from  Hippocrates: â€Å"Never do harm to anyone†, and argues that it is the individual who is best placed to judge what will harm him. At bottom, the two speakers’ arguments come down to the oldest political argument of all—how do you balance private and public interests?—with the added twist of ignorance about how the science will eventually play out. It should be a fascinating debate. The Proposers-Mar 24th 2009 | Professor Arthur Caplan There are, it is increasingly said, plenty of reasons why people you know and many you don’t ought to have access to your DNA or data that are derived from it. Have you ever had sexual relations outside a single, monogamous relationship? Well then, any children who resulted from your hanky-panky might legitimately want access to your DNA to establish paternity or maternity. If various serious diseases run in your family then shouldn’t your loved ones expect you to provide a sample of your DNA so that the family can establish who is and is not at risk of inheriting a disposition to the disease with greater accuracy. If you are young and eligible for military service the desk-jockeys of the military bureaucracy will want to keep a sample of your DNA handy in frozen storage should you encounter misfortune resulting in only tiny smidgens of yourself being all that is left. DNA banks prevent memorials to unknown soldiers. If you are a baby or a child, your parents rightly wa nt to have a DNA sample on file so they can either identify you should you go missing or to help profile your behavioural and disease genetic risk factors so that they can take steps to improve your lot in life. The police might well want to have a sample of your and everyone else’s DNA to make their lives easier as they try to sort through evidence at crime scenes. So might your boss, doctor, hospital, local university, pharmaceutical company, insurance company and national immigration service. Lots of reasons can be given about why genetic privacy ought to be abandoned for the greater good. But none of these is persuasive. No one should be peeking at your genes without your prior knowledge and consent. The main reason why your DNA and any data derived from it should be yours to control is that they are intimately linked to your personal identity. And your identity is an asset that should not be taken from you or accessed without your express permission. Those who wish to have your DNA, including the military, police, government, medical system, researchers and  prosecutors all realise this. They know that they can track you, control you and even profit from you if they do not have to go through the nicety of asking for your permission to obtain or examine your DNA. But you should have the right to decide for what purpose someone can access any identifying information about you. This is especially true for genetic information that can reveal sensitive things about your health, history and behaviour, past, present and future. You may well decide to donate your DNA in a familial study of disease risk, or to donate your DNA to a foundation or university for research; or to have your DNA stored so that you can be readily identified if something untoward were to happen to you; or you may decide to sell your DNA; or you may well decide to make your DNA available for a variety of purposes, but only if you receive convincing assurances that your personal identity will not be revealed to others; or you may not make it available unless you are paid. In any event, it must, if personal privacy and thus your autonomy and dignity are to have any meaning at all, be your choice. In modern society control over one’s own identity is crucial. People can steal your identity and pass themselves off as you, or they may simply use your identity to gain access to your person al information, records and data. Your sense of self, of your security, of even your ability to maintain relationships and intimacies by controlling who can know about you, depends on control of your identity. Retaining control over your identity is something you need to be able to do and the government needs to be able to ensure that you can do. There are those who will say that the whole notion of genetic privacy is absurd. After all, your DNA can be pulled off a glass from which you have sipped, a cigarette you smoked, hair in a shower or anywhere else you might leave behind your sweat, spit, semen or dead skin. But the ready availability of your DNA does not mean that it is sound public policy to simply make access to it a freefire zone for which there are no penalties for those who peek without permission. The law can and should still seek to ensure privacy and make it clear what the penalties will be for non-consensual DNA sampling or use. Now it is true that some research with DNA can be done without identifyi ng the source. Even in these instances you should still have an absolute assurance that no one will reconnect your identity to such data without your assent. In addition to protecting your identity, it is important that you control your DNA in a world in which you  might well suffer adverse consequences were others able to access and analyse your genome at their leisure or pleasure. Your prospective boss could decide that you are not the best person for a job, basing his decision on your genetic risk of suffering a mental illness or debilitating disease three or four decades hence. Your health or life insurer might be jacking up your rates or simply drop you out of a plan because of your risk profile. And admission to college or even to a national security position might well be compromised by an unfavourable risk profile. Remember we are talking risk as the basis of penalties and discrimination, not actual events. Until societies legislate for adequate protections against risk discrimination, you are your own best guardian of your DNA. There are plenty of reasons for others to want to access your genes. Some of these are lofty, useful and admirable. Others are not. Unless something can be done to minimise the latter, the case for genetic privacy is quite strong. The Opposition-Professor J. Craig Venter As we progress from the first human genome to sequence hundreds, then thousands and then millions of individual genomes, the value for medicine and humanity will only come from the availability and analysis of comprehensive, public databases containing all these genome sequences along with as complete as possible phenotype descriptions of the individuals. All of us will benefit the most by sharing our information with the rest of humanity. In this world of instant internet, Facebook and Twitter, access to information about seemingly everything and everyone, the idea that we can keep anything completely confidential is becoming as antiquated as the typewriter. Today, in addition to my complete human genome, that of Jim Watson and some others, medical and genetic information is also readily shared between people on genetic social networking companies who provide gene scans for paying customers. It was my decision to disclose my genome and all that it holds, as it was Jim Watson’ s and presumably all those others who chat online about their disease risks and ethno-geographic heritage. So while we all have a right to disclose or not to disclose, we have to move on from the equally antiquated notion that genetic information is somehow sacred, to be hidden and protected at all costs. If we ever hope to gain medical value from human genetic information for preventing and  treating disease, we have to understand what it can tell us and what it cannot. And most of all we have to stop fearing our DNA. When we look at our not so distant past it is easy to understand how the idea of the anonymity and protection of research subjects came to pass. The supposed science-based eugenics movement, the human experiment atrocities of the Nazis and the Tuskegee syphilis research debacle are just a few examples that prove that we as a society do not have a very good track record on the research front. So naturally when the idea first arose of decoding our human genome, the complete set of genetic material from which all human life springs, it was met largely with fear, including co ncern of how to adequately protect those involved as DNA donors. Notions about genetics at the time were based on myth, superstition, misunderstanding, misinformation, misuse, fear, over-interpretation, abuse and overall ignorance propagated by the public, the press and—most surprisingly—even some in the scientific community. In the 1980s the state of genetic science was not very advanced and the limited tools available led to a very narrow view of human genetics. The only disease-gene associations made then were the rare cases in which changes in single genes in the genetic code could be linked to a disease. Examples include sickle cell anemia, Huntington’s disease and cystic fibrosis. As a result, most began to think that there would be one gene for each human trait and disease, and that we were largely subject to genetic determinism (you are what your genes say you are). An unfortunate slang developed in which people were described as having the â€Å"breast cancer gene† or the â€Å"cystic fibrosis gene† (ins tead of the precise way of describing that a mutation in the chloride ion channel associated with cystic fibrosis). In short, people learned that genetics could all be compared with a high-stakes lottery where you either drew the terrible gene that gave you the horrible disease or you got lucky and did not. The notion of applying probability statistics to human genetic outcomes did reach the public. Today, the science has come a long way since those early days and we now know that there are many genetic changes in many genes associated with genetically inherited diseases like cancer. We also know that genetics is about probabilities and not yes or no answers. However, the public is, for the most part, still back on what they learned from scientists early on: genes determine life outcomes and so you had better not let anyone know the dirty  secrets in your genome. So talk of sequencing the entire human genome created a sort of â€Å"perfect storm† of the colliding research ideals of human subject protection and anonymity. The publicly funded, government version of the human genome project went to extremes to use anonymous DNA donors for sequencing, even throwing out millions of dollars of work and data after at least one donor self-identified his contribution to the research. In contrast to the public human genome project, my team at Celera allowed DNA donors to self-identify but Celera itself was bound by confidentiality. Since I was a donor to the Celera project, I thought that one of the best ways to help dissipate the fears of genetic information being misused, or used against me, was to self-disclose my participation as a DNA donor, thereby showing the world that I was not concerned about having my genome on the internet. My colleague at Celera, a Nobel laureate Hamilton Smith, later disclosed that he too was a DNA donor to the Celera genome sequence. My act of self-disclosure and using my own DNA for the first human genome sequence was extensively discussed and criticised by some at the time, including one of the Celera advisory board members, Art Caplan, who likened the genome sequence to the tomb of the Unknown Soldier and wanted it to remain anonymous. It might all now seem like a quaint historical discussion because of the onslaught of genome announcements and genome companies aiding thousands to share their genetic information with friends, family and the public at large. In 2007 my team and I published my complete diploid genome sequence. This was followed a year later by Jim Watson disclosing his genome identity and releasing his DNA sequence to the internet. Several others have now followed from various parts of the globe. My institute wrestled with the IRB (Institutional review board) issues of sequencing the genome of a known donor as a break from the anonymous past. Following our effort, George Church, a researcher at Harvard, convinced the IRB there to allow full disclosure of multiple individual genomes as part of his project. He and his team have gone even further by including clinical and phenotype information on the internet along with his partial genome sequences. As we progress to sequence the huge number of human genomes, the value for medicine and humanity will only come from the availability of comprehensive, public databases with all these genome sequences, along with as complete as possible phenotype descriptions of the individuals. Our human genomes are of  sufficient complexity and variability that we need these genomes, with the corresponding phenotype data, to accurately move into the predictive and preventive medicine phase of human existence. The possible irony is that, other than as examples and testimonials of well-known individuals, the actual identity of donors is generally of little value to science. I had the right and the privilege to disclose my genetic code to all and I had the right not to do so. I feel that all humans should have the same right to choose. So while we actually don’t need people to step forward and identify themselves as donors and subjects in this research, there is no real need for them to remain anonymous, because there is little to fear and only much to be gained by information sharing. In the United States the Genetic Information Nondiscrimination Act (GINA) was signed into law in May 2008 after more than a decade of trying to get it through congress. GINA is designed to prohibit health insurers and employers from discriminating against someone on the basis of their genetic information. In order that this protection should be global, other countries should do the same. We are learning more and more all the time about what our genes can tell us about our health and what they still cannot and probably will never tell us. We have been beginning to see the fruits of our sequencing labours over the last decade but we still have so far to go in understanding our biology. Each and every one of us has a unique genetic code. Understanding our code can have a major impact on our life and health management, particularly in early disease detection and prevention. These advances will only happen with large comprehensive databases of shared information. Your genetic code is important to you, your family members and to the other 6.6 billion of us who are only 1-3% different from you. We will only gain that understanding by sharing our information with the rest of humanity.

The Difference Between Good and Bad Writing

The Difference Between Good and Bad Writing Here are 10 writers and editors, ranging from Cicero to Stephen King, offering their thoughts on the differences between good writers and bad writers. 1. Dont Expect It to Be Easy You know what, it is so funny. A good writer will always find it very hard to fill a single page. A bad writer will always find it easy. (Aubrey Kalitera, Why Father Why, 1983) 2. Master the Fundamentals I am approaching the heart of this book with two theses, both simple. The first is that good writing consists of mastering the fundamentals (vocabulary, grammar, the elements of style) and then filling the third level of your toolbox with the right instruments. The second is that while it is impossible to make a competent writer out of a bad writer, and while it is equally impossible to make a great writer out of a good one, it is possible, with lots of hard work, dedication, and timely help, to make a good writer out of a merely competent one. (Stephen King, On Writing: A Memoir of the Craft, 2000) 3. Say What You Think A bad writer is a writer who always says more than he thinks. A good writerand here we must be careful if we wish to arrive at any real insightis a writer who does not say more than he thinks. (Walter Benjamin, journal entry, Selected Writings: Volume 3, 1935-1938) 4. Reach for the Best Word It is the misuse and overuse of vogue words that the good writer must guard against. . . . It is extraordinary how often you will find vogue words accompanied in the same sentence by pretentiousness or sloppiness or other signs of sickness. No motorist is to be blamed for sounding his horn. But if he sounds it repeatedly we are not only offended by the noise; we suspect him of being a bad driver in other respects too. (Ernest Gowers, The Complete Plain Words, revised by Sidney Greenbaum and Janet Whitcut, 2002) 5. Order Your Words The difference between a good and a bad writer is shown by the order of his words as much as by the selection of them. (Marcus Tullius Cicero, The Oration for Plancius, 54 B.C.) 6. Attend to the Details There are bad writers who are exact in grammar, vocabulary, and syntax, sinning only through their insensitivity to tone. Often they are among the worst writers of all. But on the whole, it can be said that bad writing goes to the roots: It has already gone wrong beneath its own earth. Since much of the language is metaphorical in origin, a bad writer will scramble metaphors in a single phrase, often in a single word... Competent writers always examine what they have put down. Better-than-competent writers- good writers- examine their effects before they put them down: They think that way all the time. Bad writers never examine anything. Their inattentiveness to the detail of their prose is part and parcel of their inattentiveness to the detail of the outside world. (Clive James, Georg Christoph Lichtenberg: Lessons on How to Write. Cultural Amnesia, 2007) 7. Dont Fake It In the course of a fairly long work, there are bound to be impasses. The writer must backtrack and choose other alternatives, observe more, and sometimes have bad headaches till he  invents something. Here lies the distinction between a good writer and a bad writer. A good writer does not fake it and try to make it appear, to himself or the reader, that there is a coherent and probable whole when there isnt. If the writer is on the right track, however, things fall serendipitously into place; his sentences prove to have more meaning and formative power that he expected; he has new insights; and the book writes itself. (Paul Goodman, Apology for Literature. Commentary, July 1971) 8. Know When to Quit Everyone who writes strives for the same thing. To say it swiftly, clearly, to say the hard thing that way, using few words. Not to gum up the paragraph. To know when to quit when youve done. And not to have hangovers of other ideas sifting in unnoticed. Good writing is precisely like good dressing. Bad writing is like a badly dressed woman- improper emphasis, badly chosen colors. (William Carlos Williams, review of Sol Funaroffs The Spider and the Clock, in New Masses, August 16, 1938) 9. Lean on Editors The less competent the writer, the louder his protests over the editing. . . . Good writers lean on editors; they would not think of publishing something that no editor had read. Bad writers talk about the inviolable rhythm of their prose. (Gardner Bots ford, A Life of Privilege, Mostly, 2003) 10. Dare to Be Bad And so, in order to be a good writer, I have to be willing to be a bad writer. I have to be willing to let my thoughts and images be as contradictory as the evening firing its fireworks outside my window. In other words, let it all in- every little detail that catches your fancy. You can sort it out later- if it needs any sorting. (Julia Cameron, The Right to Write: An Invitation and Initiation Into the Writing Life, 2000) And finally, heres a cheerless note to good writers from English novelist and essayist Zadie Smith: Resign yourself to the lifelong sadness that comes from never  ­being satisfied.

China as an Economic Threat

China as an Economic Threat Introduction Tremendous economic growth in China coupled by the â€Å"open door† policy adopted by the regime has presented Asian and Western nations with major trading and investment opportunities. Nevertheless, the size and political complexion of China together with its current rate of economic growth make it a potential threat for many countries (Huslein, 2010).Advertising We will write a custom assessment sample on China as an Economic Threat specifically for you for only $16.05 $11/page Learn More As economic expansion continues in China, there is an increase in potential benefits and perceived threats of this phenomenal development by various countries. This essay will highlight China as an economic threat. Discussion According to Steinfeld (2010), China provides a dynamic economy in a world that is coming into terms with the effects of recession. Multinationals, western exporters, and investors are wary of the remarkable transformation the cou ntry has achieved since 1978. Before this year the role of China in the global economy was insignificant. The Americans are the most concerned over the increased economic strength of China. According to new surveys, most of the Americans want the U.S. leaders sturdy with the Asian giant on economic and trade issues. Moreover, a firm populace alludes to outsourcing of work and trade arrears as perturbing issues. Americans are more concerned of the trade and industry power of China and its incredible expansion than its martial prowess. The economy of the United States is bigger than China’s. China overtook Japan in the latest years and is currently the second economy. Nevertheless, China’s economy is growing at a more rapid rate than the economy of the United States. Even in the event of an economic slowdown, the economy of China registers an annual growth of more 7%. In contrast, the economy of the United States has an annual growth of 2% or 3% during a slowdown. Accord ing to Peerenboom (2007), the trade opening between the United States and China widen to $280 in the last year and experts predict that it will continue to widen in the coming years. Although the Americans consider the economic ascend of the Asian Nation as a risk, they consider several positive attributes to the population of China.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The majority of the Americans depict Chinese people as aggressive, creative, and assiduous. The Americans also consider that economic expansion will culminate in a democratic China. However, only a fraction of the American population designates that China can be relied on a fair amount or a great deal. A depiction of China’s economic condition (Source: Yee Storey, 2013) Another country equally bothered by the economic rise is Japan. Japan has been overtaken by China in the recent years as t he second economic power after the United States. The Ministry of Trade, Economy, and Industry in Japan highlighted the need for cooperation with China rather than competing in global trade. The ministry advised that Japan was supposed to seek the creation of an innovative system, which would split the fiscal roles of the country and East Asia countries. This would progress effectiveness amid increased competition. According to a draft by the ministry, while the competition intensified between the rising economic giant and other countries in East Asia like Japan, the establishment of a system that would efficiently distribute labor within the Asian region would develop the region as a whole (Menges, 2005). The ministry of trade and economy in Japan sees China as a country that has improved competition in various industries, which vary from information technology, and textiles among other labor-intensive activities. The ministry sees China as the main production center in the world a nd the largest manufacturer in the world.Advertising We will write a custom assessment sample on China as an Economic Threat specifically for you for only $16.05 $11/page Learn More Costs of labor in the Asian nation, which are very low compared to Japan, have promoted investment by European, the United States, and various foreign companies in the manufacturing field. This has raised the economy of China in the recent years (Summers, 2012). A report by concerned authorities in Japan deemed the Chinese economy a mighty rival. This report added that the period in which Japan led other Asian countries in economic matters had ended and that the period of intense competition amid various nations had commenced. While the economy of Japan has remained stagnant for many years, the economy of its rival has roared ahead and is on the course of overtaking the economy of the United States. If China will become the next big producer, American companies will strive for i nclusion. Failure to be included in the country’s manufacturing operations will lead to loss of competitiveness to EU firms and Japan (Ravenhill, 2006). The competition between top economies to get involved in China’s operations is similar to the scramble for influential spheres that occurred a century ago. However, there are numerous critical disparities from the scramble that happened a century ago. First, the reference outline for firms in America has changed. Industrial competition was between Industrial centers in Europe and the United States into the Chinese market to maintain local operations. During this period, exports were important. Yee Storey (2013) indicate that during economic competition, the basis for low cost manufacturing is to operate at full production. However, the output was deemed greater that consumption by the American market. Foreign markets were the only feasible locations for the disposal of surplus goods. This outlook was credited by the t wo decades of economic troubles that overwhelmed the United States at the later quarter of the last century. Various administrations in the North American economic giant have seen that exports only can save the United States economy with a limited potential for growth. This is the reason that the country has emphasized on China. However, the current China is not concerned about trade but investment. It is not only a market but also the largest production center in the world.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is whereby the local needs are served by home factories. Meanwhile, the rivalry between international firms is not the same as with local industries. The companies base the rivalry on establishment of industries in times of low costs (Yee Storey, 2013). The interaction of changes in the status of China and change in commercial orientation leads to the current scenario. At the start of the 20th century, the country had a fragile government. At the start of the 21st century, the country has the sturdiest administration in the region with regard to its power. Beijing will manipulate the foreigners in corporate matters and use the wealth in the expansion of influence and strength to dominate political matters in Asia and beyond. China will embark on the strategy because the major element is that the country has not changed in a century. The location of industrial centers determines material balance between national bodies. The stance of China is formidable. The country has the lar gest population of hardworking people, large capital inflows, considerable resources, and a fascist regime that guides its operations. This regime guides the manner in which trade is conducted (Menges, 2005). Menges (2005) reveals that the associations between the United States and China, particularly on trade and industry issues, have been of foremost spotlight recently. The current United States’ government complained to the WTO that the Asian economic giant had made unlawful promotion of motor vehicle exports. This move undercut suppliers from the United States. Several of the key players typified the occasioning of this complaint as being politically engineered. In the light of this, most Americans thought that the 2012 elections would bring genuine changes to the relationship between the two economic giants. Obama’s competitor, Mitt Romney, who was the Republican candidate, had offered to take an aggressive position toward China. He has also promised to label the Asian nation a monetary manipulator and strike China’s exports to the country with numerous tariffs. Onlookers deemed his plans a formula for a trade confrontation between the two trade and industry giants. Conclusion In summary, the meteoric rise of China as an economic giant because of its economic growth coupled by an open door policy adopted by the regime has presented various countries with trading and investment opportunities. However, the political complexion and size of the country alongside its rate of economic growth have made it a potential threat for numerous countries. As the expansion of economy continues in China there is an increase in potential benefits and threats of China’s phenomenal development by a number of countries. Japan and the United States are the most threatened by the rise of China as an economic giant. References Huslein, K. (2010 ). Is China an economic threat or boon to European trade? Munich: GRIN Verlag. Menges, C. (2005). China: The Gathering Threat: The Gathering Threat. Nashville: Thomas Nelson Inc. Peerenboom, R. P. (2007). China Modernizes: Threat to the West Or Model for the Rest? Oxford: Oxford University Press. Ravenhill, J. (2006). Is China an Economic Threat to Southeast Asia? Asian Survey, 46 (5), 653-674. Steinfeld, E. S. (2010). Playing Our Game: Why Chinas Rise Doesnt Threaten the West. Oxford: Oxford University Press. Summers, L. (2012). China: Imposing economic threat or unprecedented growth opportunity? Journal of Policy Modeling, 34 (4), 529–532. Yee, H., Storey, I. (2013). China Threat: Perceptions Myths. London: Routledge.