Paradox Measure For Measure, 1984 And Punishment

Paradox in Measure for Measure, 1984 and Punishment Paradox in Orwell’s 1984 novel emphasizes the contradictions of the legal institutions more than in Shakespeare’s Measure for Measure. The usage of irony to show the cruelty behind the words of the Party slogan, â€Å"WAR IS PEACE FREEDOM IS SLAVERY IGNORANCE IS STRENGTH.† (Orwell 4). Orwell uses antonyms to show the reader in this slogan the contradiction in its own words. Irony is crucial to understand why Orwell’s use of paradox in 1984 is superior to explain the reversed roles of the institutions on punishment than Measure for Measure. Both authors describe contradictions on the role of the legal institutions through the main characters’ experiences. Once we see that the laws are in contradiction through the actions of those in power, and then we can understand the importance of how each author writes about both events before and after paradox. By using oxymoron, we will see that it is the paradox emphasizing the contradiction of the institution rather than the punishment. To understand the importance of paradox in these novels we must find examples of contradiction from each text. In Measure for Measure Duke says, â€Å"†¦I will lay myself in hazard. Claudio, whom here you have warrant to execute, is no greater forfeit to the law than Caldeira 2 Angelo who hath sentenced him.† (5.2.150-154) It shows that Angelo was not the virtuous man he appeared to be. He had his own hands dirty and he was trying toShow MoreRelatedManagerial Accounting2802 Words   |  12 Pageslabor-intensive products If the total overhead is allocated to products, we enter the DEATH-SPIRAL: the more we eliminate unprofitable products, the less profitable become the remaining products (because they absorb the cost of excess capacity) Possible paradox: very expensive machines are bought to automate production of one single product ( direct labor required for the product is reduced thanks to automation ( the driver for overhead allocation (which is DL$) decreases ( overhead cost for the productRead MoreThe Lord of the Rings: Our Motivation in Committing Evil Acts3549 Words   |  15 Pagesprimacy and independence, whereas evil becomes secondary and dependent on goodness. This view is more succinctly debated by the Christian philosopher, St. Augustine, as he writes: Wherever you see measure, number, and order, you cannot hesitate to attribute all these to God, their Maker. When you remove measure, number, and order, nothing at all remains†¦Thus, if all good is completely removed, no vestige of reality persists; indeed nothing remains. Every good is from God. There are many illustrationsRead MorePrison : The Cost Of Punishment3442 Words   |  14 PagesIs keeping inmates by the hundreds in prison cafeterias instead of cells becoming the norm? This is what a documentary, Life In Prison: The Cost of Punishment, asks. It explores the lives of incarcerated peoples in three California state prisons, portraying the dire consequences of prison overcrowding. As of 2013, the total prison population in the United States was 2,217,000. This is nearly five times the total of 1980, 503,586. The United States has the largest number of incarcerated people inRead More Television Violence Essay3780 Words   |  16 Pagesviolent attitudes and behaviour in individuals? Violence on television can do one of three things. 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Japanese Employment Practices Free Essays

string(245) " Sources of change Prior to summer of 1997, the Japanese system guaranteed easy access to low-cost capital and raw materials was supplied by a loyal and devoted labour force \(at the time of labour shortage\) which facilitated market expansion\." |International EMPLOYMENT RELATIONS | |TO WHAT EXTENT THE JAPANESE EMPLOYMENT PRACTICES HAS CHANGED AFTER THE ECONOMIC CRISIS? | | |[pic] | | | |SINTHIA NOVA | |Student ID – 2724881 | |14th May 2009 | Table of Contents INTRODUCTION3 TRADITIONAL JAPANESE MODEL OF EMPLOYMENT SYSTEM4 THE CHANGING NATURE OF JAPANESE EMPLOYMENT SYSTEM5 1. Sources of change5 2. Lifetime employment6 3. We will write a custom essay sample on Japanese Employment Practices or any similar topic only for you Order Now Seniority-based Pay and Promotion System7 4. Enterprise Unions9 CONCLUSION9 REFERENCES10 INTRODUCTION In the post-war period, Japanese manufacturing companies significantly increased their share of the global market of automobiles (Automotive News-Market Data Book, quoted in Womack, Jones, and Roos 1991, 69) as well as achieving more than 50 percent of the world markets in cameras, video recorders, watches, calculators, microwave ovens, motorcycles, and colour televisions (Oliver and Wilkinson 1992, 5). Much of this success was attributed to the forms of human-resource Management found in Japanese companies (Abegglen and Stalk 1987; Clark 1987; Dore 1990; Tachibanaki and Noda 2000). However, during the period of Asian Financial crisis and economic recession for most of the 1990s, the typical Japanese features that supported comparatively high performance until the late 1980s came in for severe criticism. Considering the high performance of the US economy in the 1990s, Neoliberals, based on the universal relevance of liberal markets, argue that the Japanese model is dead, and that Japan must (and will) adopt the US liberal market model (Lindsey and Lukas, 1998; Lin, 2001; Dornbusch, 1998; Krugman, 1996). By contrast, many theorists of institutionalism, based on contextualized efficiency and path-dependent national patterns, claim that Japan continues its path-dependent national model due to its unique culture – taken for granted within the culture – the interconnectedness of institutions and agents’ efforts to utilize the comparative advantages of their institutions (Dore, 2000; Green, 2001; Isogai et. al. , 2000; Chesbrough, 1998; DiMaggio and Powell, 1983; Hall and Soskice, 2001). However, neither the neoliberals’ argument for simple convergence towards a liberal market economy nor the institutionalists’ claim for the continuation of the original Japanese model can explain the dynamic changes happening within the Japanese model at the turn of the century. In this report, the recent trends of Japanese employment relations will be examined. Two questions have been addressed here. First, why the traditional Japanese employment system has been changed. Second, to what extent has ER system has been changed? To answer these questions we will first examine the traditional Japanese model and then after considering some issues relating to the reasons of this change, we will analysis the current trends to find out the extent of modification in a number of typical ER practices. A discussion of the implications of these changes is then be presented, followed by the conclusion. TRADITIONAL JAPANESE MODEL OF EMPLOYMENT SYSTEM Japan is a complex, dynamic society that has undergone enormous change in the past 125 years, converting itself from a feudal state into a modern industrialized nation and an economic superpower. In doing so, the Japanese have been able to copy Western technology, science, education and politics, while still keeping their unique cultural identity. One distinct feature of Japan that separated it from other Asian countries was it collective culture which has been carried over to the companies (Kashima and Callan, 1994). As an employee, an individual identity’s with a larger entity through which one gains pride and feeling of being part of something significant, tying an individual’s prestige directly to the prestige of his or her employer. Typically, the company is seen as a provider of security and welfare. To a large extent, loyalty to the company surpasses the family bond. The core principles of Japanese employment model is the so-called ‘‘THREE SACRED TREASURES’’ (sanshu no jingi) of Japanese management. 1)The lifetime/long term employment system (shushin koyo) The terms â€Å"long-term† or â€Å"permanent† employment are used synonymously to describe lifetime employment, which was established at many companies during the period of high economic growth during the 1960s. The concept of lifetime employment emerged as a result of the peculiar aspects of Japanese employer-employees relations that were supported by narrow labour markets during the post-war period when Japan experienced a labour shortage for the first time in her industrial history. This system developed and was established at many large and mid-sized companies during this period of high economic growth. With rapid technology innovation and expansion of businesses, large-sized companies hired inexperienced manpower directly from the labour market and through in-house training and development programs these workers developed various skills and techniques. (2)The system of seniority-based wage and promotion (nenko joretsu) Here status and seniority are tied to length of service, rather than to job duties or merit. According to this system, the decisive factors determining pay are the length of service, age and educational background, not the work performed. The system goes hand-in-hand with the lifetime employment. Traditionally, the seniority-based reward system had two different aims. The first was to advance an employee’s career and provide financial compensation based on a broad social considerations and personal qualifications, such as the age and education level of employees. The second was to make extensive use of non-cash fringe benefits for employees and their families. 3)Enterprise unionism (kigyobetsu rodo kumiai) Another important characteristic of Japanese employment relations are enterprise-based unions. In Japan, unions are organized at the enterprise level, collectively bargain with a single employer, and conclude collective agreements on the enterprise level. According to Inohara: â€Å"Enterprise-wide unionism specifically expresses the workplace in terms of union mem bership. In principle, it organizes all regular employees of a company indiscriminately into one union, i. e. it is an employee organization on the basis of where they work (company) and not what they do (occupation or skill). Such a labor union is not dominated by the company; it represents the workforce, and as such, enjoys appropriate prestige and benefits provided by the company. Relations between management and the union are between insiders, namely, all the members of the union are company employees. Intervention by outsiders such as industrial and national labor organizations, outside business agents, or attorneys is not tolerated. † THE CHANGING NATURE OF JAPANESE EMPLOYMENT SYSTEM Sources of change Prior to summer of 1997, the Japanese system guaranteed easy access to low-cost capital and raw materials was supplied by a loyal and devoted labour force (at the time of labour shortage) which facilitated market expansion. However, the market became saturated and the economy slowed down, these competitive advantages were turned into liabilities. Keiretsu banks found themselves saddled with bad debts from group companies, inter-group purchasing became barriers to cost reduction, and excess size of an albeit loyal labour force was viewed as a burden to struggling companies. Japanese companies were also reacting to the information revolution and were left behind by their American counterparts. Although, most Japanese companies have found change at a quick pace too much to ask they had to adopt foreign practices and policies in order to survive. Deregulation is another force for change. It has made Japanese markets more accessible to competitors, foreign as well as domestic. In heretofore-protected industries like financial services, distribution and agriculture few firms are prepared for the onslaught of competition and uncertainty (Lincoln and Nakata, 1997). The aging population also has clear implications for corporate employment relation practice. With an aging workforce, the permanent employment and seniority system burdens firms with rising numbers of higher-paid and less productive workers. Previously, these systems were more suitable to employers, since the steep seniority escalator resulted in less payment for the relatively young workforce and the permanent employment norm reduced the uncertainties and costs of high staff turnover. Furthermore, the transition to a service economy combined with socio-cultural and socio-economic changes has had a profound effect on Japan’s employment institutions. Even though leading-edge manufacturers are still competitive, their contribution to Japanese domestic employment and income is shrinking, in favor of the emerging service sector as the next great engine of jobs and wealth. Employment practices of sales and service firms are different from those of manufacturing. Their younger workforce is more mobile, less committed to work and the firm. Furthermore, since the organization of work in service firms is less team based, individual performance is more easily evaluated. Also, occupational skills are valued over firm-specific skills, so that broad job experience becomes the main driver of wages and performance rather than loyalty to one employer (Debroux, 1997; Lincoln and Nakata, 1997; Ornatowski, 1998). Lifetime employment One of the distinct features of the Japanese employment relations system is lifetime employment. Japanese workers joins companies at a young age, and spend a larger portion of their life in the company compared to other countries. The figure below can show that Japanese workers in terms of length of service, average number of years and median years compared to workers in other countries was much higher . Table1: Comparative Length of Service [pic] Source: Adopted from Current Labour Economy in Japan. Notes: 1, 2 and 3: Average length of service based on OECD Report, 1995. Other figures from the respective country. From the middle of the economic crisis till 1990, there have been ongoing debates to reform the lifetime employment system. Company attitudes were gradually changing due to increasing labor costs, employees’ age, a growing rise in the number who unable to cope with the rapidly developing new technology and changing globalized markets. Employers now need staff with readily usable skills and workers who have specialized abilities in order to respond to stiffer competition and handle more complex specialized operations. The older workers employed with lifetime contacts are not able to adjust rapidly to new developing technologies typified by information technology. Many companies have begun to adopt more diverse hiring practices over past few years, taking on experienced employees in mid-career in addition to new graduates. Employers prefer to hire mid-career and non-regular workers both in large, mid- and small-sized organizations. The rate of hiring of midcareer workers in non-clerical positions is higher in small businesses. Hiring mid-career workers, on the one hand, minimizes training costs and, on the other hand, companies get workers with ready-made skills who can work with developing technology. In fact, employers are now seeking staff with readily available skills and workers with specialized abilities who can handle more complex and specialized operations so they can respond to stiffer competition. Many employers are arguing for some partial adjustment to the prevailing practice of lifetime employment. The table below shows how companies are changing their attitude toward lifetime employment practices: Table 2: Companies changing their attitude toward lifetime employment practices: Attitude Response |Percentage | |Partial adjustment is inevitable |40. 0 | |Will basically maintain the practice |36. 1 | |Fundamental review is necessary |15. 3 | |Do not have lifetime mployment practice |5. 2 | |No response |3. 3 | Source: Labour Situation in Japan and Analysis 2004-2005, p. 26. According to the Ministry of Labour Special Survey, about 30 percent of all employees in Japan are non-regular as of 2000 (Japan Labor Bulletin, 2000: 1–2). According to the table below, the r ecent trend Table 3 : Changes in Regular and Non-Regular Employees during Recession (10,000) |1985–6 |1991–4 |1997–2001 | | |Regular Non-Regular |Regular Non-Regular |Regular Non-Regular | |Female |24 |15 |47 |64 |-82 |151 | |Male |16 |2 |119 |10 |-89 |55 | |Total |40 |17 |166 |74 |-171 |206 | Source: Wakisaka (2002). towards using non-regular workers is in contrast to the traditional pattern in which non-regular workers decreased during recession while regular workers maintained their jobs due to their skills accumulated through in-house training. In 1997–2001, the number of regular employees in Japan sharply declined by 1. 71 million, while the number of non-regular workers increased by 2. 06 million. The fact that non-regular workers are replacing regular workers indicates that Japanese companies have changed their traditional values of high skills based on in-house training and employees’ loyalty supported by lifetime employment, instead considering labour costs and the flexibility of the labour market. As a Joint Labour Management 1998 survey documents, workplace morale has declined as the number of non-regular workers has increased (Morishima, 2001). Seniority-based Pay and Promotion System Another important characteristic of Japanese employment relations system is the seniority-based pay and promotion system. To understand the main concept behind the seniority-based wage system it is important to know the wage theory presented by Koike. year) where wage refer to: a) salaries that increase in accordance with age and length of service; b) the rewards that are not paid on the basis of the job performed; and c) that are unique to Japan. The main salary determination factor s are seniority and the number of years the employee has been working at the company. Salary increase based on seniority is a general labour practice, and not a â€Å"system. † Japanese companies rarely evaluate academic degrees such as doctorate. Yamanouchi and Okazaki-ward had tried to explain the history and practices of the evaluation system in Japan. They argue that Japanese companies had gone through different turning points in the evaluation system for the sake of pay and promotion. The American system of job analysis and job classification was introduced as a modern, rational management system to rebuild Japanese management in the 1950s which marked the first turning point in the Japanese system. The second turning point came between the 1960s and 1970s when companies introduced a competency-ranking system which almost 64 percent of the organizations followed until 1974. The third restructuring occurred in the 1980s when the competency-ranking system did not work effectively due to the effect of an increase in the value of yen; globalize business activities, deregulation, the maturation of the economy, and an aging workforce. Keeping senior employees became more costly than employing younger employees, particularly those over 40 years old in 1990 due to the recession. This was driven by the need to cut cost. In recent years, growing numbers of companies are clearly evaluating ability and performance over tenure and age in salary decision. Since the early 1990s, some companies have introduced a system of job ability-based wages focusing individual worker performance over one year compared with goals set at the beginning. This new system is quite close to a true performance-based pay system. It has been termed â€Å"Annual Salary System† and has been introduced by about 10 percent of large companies. This system is primarily used for managers and general managers, not for lower level employees. The monetary benefits to employees, if any at all, are typically small (Debroux,1997; Lincoln and Nakata, 1997; Ornatowski, 1998). The attempt to shift to performance pay shows the dilemma between companies who worry that the resulting inequities will destroy morale and unity. Besides, most companies may be do not like to see younger people supervise older ones. Also, there are fears that individual merit pay will ruin the Japanese system of team-based production, where stronger team members assist weaker ones for the good of the performance of the team as a whole (Lincoln and Nakata, 1997). The continuities in the Japanese employment systems are as striking as the changes, especially when one looks at the depth and length of the economic recession. Based on data from 1,618 firms, Morishima (1995) highlights three different types of attitudes and actions of firms toward employment system reform. One group of companies tries to change their wage system from seniority based to performance based and these firms try at the same time to use the external labor market to recruit workers. Although they represent the highly publicized trend away from traditional Japanese employment practices, these companies only make up 10. 8% of the sample. Most firms (56. %) have retained the traditional employment system representing the majority force of continuity. A third group (32. 4 %) shows a mixed picture consisting of firms that are reforming the wage system, while maintaining long-term employment practices. These findings highlight the striking resilience of traditional practices as well as some important changes. Enterprise Unions Japanese unions are organized on an enterprise basis, with only permanent, fulltime employees of the company eligible to join the union. This structure has led Japanese unions to defend job security and the working conditions of their members through company-based mechanisms. The union’s chances of success through such mechanisms is, at this time, somewhat diminished. This has led unions to focus on job security rather than pay increases, which has lessened their appeal to young people, and has alienated unorganized nonregular workers in large companies and the vast majority of employees in small companies (Debroux 2003a). With the decline of lifetime employment and the increase in the number of non-regular workers, not only enterprise unions but the entire union movements are now declining. For example, the unionization rate (union members divided by number of employees) declined from 34. 7 percent in 1975, to 28. 9 percent in 1985, 23. 8 percent in 1995 and 22. percent in 1998 (Shirai, 2000: 20). In addition, the role of conflict resolution traditionally played by Japanese enterprise unions, also declined despite the formal existence of enterprise unions. Recently, individual labour–management conflicts have increased. For example, the num ber of cases concerning workplace disputes over daily employment and working conditions, dealt with by the Labour Standards Inspection Offices, increased to 20,000 in 1994. Similarly, the number of cases of consultation that the Labour Administration Offices and the Women’s and Young Workers Offices deal with have also exceeded 75,000 and 10,000, respectively (Shirai, 2000: 119). It is important to note that since the economic contribution of temporary workers is increasing, it’s necessary to recognize their representation in the labor market by protecting their rights. With increased cost-cut measures adopted by employers due to rising competition, there has been a substantial increase in the employment of non-regular workers in the last few years. The unionization rate of these workers is only three percent. At the same time, employers have become increasingly interested in performance-based systems on the enterprise level. These developments should influence the future role of unions in the regular wage negotiation process. CONCLUSION This report has explored the changes taking place in ER in Japanese firms. A period of sustained economic decline, increased global competition, a rigid employment and business system, a banking system on the verge of collapse, and the occurrence of the Asian financial crisis meant that the 1990s was a catalyst for change and regeneration. While these factors were influential in providing the impetus for change, other factors, such as the aging population, declining birth rates, and the short-term horizons of younger workers, were also important. Overall I have found evidence of the flexibility in distinctive features of Japanese employment relations system, which are lifetime employment, seniority based system and enterprise-based unions. The number of employees under lifetime contract is now in decline as Japanese companies have started to adopt more diverse hiring practices, such as: taking on experienced employees in mid-career in addition to new graduates, recruiting contingent workers e. g. part-time and other types of non-regular employees has overtaken employment of lifetime employees in recent years. In 1982, 84% of full-time workers were â€Å"regular† workers— with long-term careers and good fringe benefits at one company. But 20 years later, the regular workers’ share had shrunk to 68%. Companies attitudes towards seniority based system have been changing as well. Many companies have changed their wage systems to reflect individual performance. They are now adopting â€Å"PAY SYSTEM BASED ON PERFORMANCE,† which represented by the annual salary system and â€Å"JOB-BASED SALARY,† which mainly focusing on people occupying managerial positions or higher. An increasing number of companies are putting a stop to their practice of periodic salary raises based on seniority and introducing systems in which bonuses are influenced by evaluations. Another important characteristic of Japanese employment relations are enterprise-based unions, which is now under threat because of the decline of lifetime employment and the increase in the number of non-regular workers. Moreover, given today’s strict economic climate in which wage increases are difficult, the SHUNTO is shifting from its former policy of seeking wage increases as the highest priority to â€Å"job security and maintenance. † No matter whether it regards performance pay, the elimination of management titles, or reductions of the workforce, the change of employment practices in Japanese companies seems to be slow and incremental, carefully avoiding unexpected or shocking breaks with the past. Furthermore, they are not changing the typical Japanese model completely, trying to make it more effective by modifying them according to the new trend of highly competitive globalized market. REFERENCES Bamber. G. J, Lansbury R D, Walies. N . (2006) International and Comparative Employment Relations: Globalization and the developed market economies. 4th ed. SAGE Publications Ltd, London. BENSON, J and DEBROUX , P (2004) The Changing Nature of Japanese Human Resource Management: The Impact of the Recession and the Asian Financial Crisis. vol. 34, no. 1, pp. 32–51. Int. Studies of Mgt. Org. [online] Available from: Xpert HR. http://xperthr. co. uk [Accessed 28 April 2009] Benson, J. and Debroux, P. – Th e Changing Nature of Japanese HRM: The Impact of the Recession and the Asian Financial Crisis. International Studies of Management and Organization, 34 (1) 2004: pp. 32-51 Selmer, J. (2001) Human resource management in Japan :Adjustment or transformation? Volume: 22 Issue: 3 Page: 235 – 243, MCB UP Ltd [online] Available from: Emerald. http://www. emerald-library. com/ft [Accessed 10 May 2009] Hattori, R and Maeda, E. (2000) The Japanese Employment System (Summary). Issue-January 2000, Bank of Japan Monthly Bulletin, [online] Available from: www. boj. or. p/en/type/ronbun/ron/research/data/ron0001a. pdf [Accessed 10 May 2009] Hyeong-ki Kwon (2004) Japanese Employment Relations in Transitio,. Economic and Industrial Democracy 2004; 25; 325, [online] Available from: SAGE . http://eid. sagepub. com/cgi/content/abstract/25/3/325 [Accessed 10 May 2009] Adhikari, R (2005) National Factors and Employment Relations in Japan. Japan Institute of Labour Policy and Training, Tokyo, [onli ne] Available from: http://www. jil. go. jp/profile/documents/Adhikari. pdf [Accessed 10 May 2009] Kambayashi, R Kato, T (2008) The Japanese Employment System after the Bubble Burst: New Evidence, [online] Available from: http://faculty. hicagobooth. edu/brian. barry/igm/TheJapaneseEmploymentSystem. pdf [Accessed 10 May 2009] Economist (2005) The sun also rises, [online] Available from: http://www. economist. com/displaystory. cfm? story_id=4454244 [Accessed 10 May 2009] Economist (1998) Fallen Idols, [online] Available from: http://www. economist. com/displaystory. cfm? story_id=4454244 [Accessed 10 May 2009] Ornatowski, G. K (1998) The End of Japanese-Style Human Resource Management? Sloan Management Review, [online] Available from: http://sloanreview. mit. edu/the-magazine/articles/1998/spring/3937/the-end-of-japanesestyle-human-resource-management/ [Accessed 10 May 2009] How to cite Japanese Employment Practices, Papers

Preparing Professional Practice Chatswood †Myassignmenthelp.Com

Question: Discuss About The Preparing Professional Practice Chatswood? Answer: Introduction A professional nurse embarks on a journey that begins from playing the role of a practitioner and finally achieving the status of a clinical expert in the field of healthcare (Alexander and Stewart 2016). The report will illustrate how a reflective practice on an incident affected my transition and facilitated my professional development plan. I am a graduating nurse with an eagerness to develop competence in the clinical environment. I am currently placed at an acute psychiatric ward. I had to look after people who suffer from a myriad or disorders like psychosis, bipolar, depression and schizophrenia (Batti and Steelman 2014). I had to follow up the patients to see their improved health outcomes. The experience The incident took place during the second year of my graduation. Ms. Nguyen, aged 55 years, was brought to the mental ward after she tried to inflict self-harm upon herself. She belonged to the refugee community of Vietnam. She ran a food joint along with her brother and his wife. She was widowed and lost her son after he succumbed to jaundice. I was assigned the task of admitting her to the ward. I noticed that she had several bruise marks on her wrist and a strangulation mark on the back of her neck, which indicated repeated suicide attempts. She showed non-compliance to medicines and complained of hearing voices that instructed to end her life. When I went to her bed, she grunted and turned away. On being asked her name, she took hold of the flower vase by her bedside and threw it across the room. I was startled. I had never faced any situation where the patient had displayed such aggressive behaviour. I immediately went to report the incident to the nurse-in-charge. She was not f ound anywhere. On returning, I found that she had been tied to a chair and the staffs were forcibly trying to inject tranquilisers. When I inquired, they complained that she tried to run away from the ward and pushed a staff in the process. Thus, the staff tried to inject tranquilizers. Response I felt tormented as the situation began to unravel. This acted as a transition shock (Chang and Daly 2015). I became emotional attached to Ms. Nguyen and wanted to try all possible methods to help her overcome her auditory hallucinations and agitated state of mind. Her medical records helped me understand that she was a paranoid schizophrenia patient. The negligence and a lack of professionalism shown by the concerned nurse-in-charge worsened the situation. This incident forced me to question my role as a future registered nurse and my expected job outcomes. I wanted to vent out my doubts and apprehensions. I approached a senior registered nurse and reflected on my feelings about the patient. She acted as my mentor and helped me formulate a strategy to provide timely care to Ms. Nguyen, for a satisfying experience. I found that holistic care, empathy towards patients and effective interaction helps to realise that auditory hallucinations are not real and reduces suicidal ideation (Ba lhara and Verma 2012). My mentor taught that listening to their worries with interest and quite disposition helps to build a good rapport with the patient and reduces chances of physical abuse. Challenges or internal conflicts In my graduation period, I learned about the diagnosis, pathophysiology and prognosis diseases. However, I felt anxious on the thoughts of a mental health hands-on experience. Nurses are expected to respect and acknowledge the cultural identity of their patients to promote wellbeing. They should involve family members of the patient to gain a deeper understanding of their culture (Desborough 2012). One major challenge is the lack of engagement in clinical supervision. I felt supervision was required to increase the effectiveness of therapeutic treatment strategies. Development of trust is also integral to treating a mentally ill patient (Stuart 2014). This challenge was faced when the staff tried to patronize the patient which made her more aggressive and show reluctance to treatment. Another challenge was presence of stigma among mental health staff, lack of resources that help in reducing stigma and absence of counselling or psychological intervention. The staff showed discriminati on and ill treatment towards the patient owing to mental health stigma. This discrimination makes patients show non-compliance to medications. Engagement with members and its outcomes I was directly involved in communication with Ms. Nguyen, her brother and his wife during the entire treatment. My interaction with her brother revealed the incidents that predisposed her to paranoid schizophrenia. I provided them a clear understanding of the hallucinations that she reported, her mental progress on adhering to medications and psychological therapies and the probable precautionary measures they should follow to reduce further incidents of self-harm (Frith 2014). I also interacted with my peers and nursing teachers to gain more knowledge on the incident by effective discussion and debates. It helped me devise a plan to meet the situation if it occurs again in my career. It helped me realise that if the psychologist was consulted before the staff administered tranquilisers on Ms. Nguyen, the situation would not have escalated quickly. This challenging experience gave a clear insight into caring for the mentally disturbed and reducing their distress. Conclusion The reflection helped me illuminate the blind spots and advance my professional and personal development (Usher and Foster 2015). Thus, it can be concluded that this reflection strengthened my knowledge between clinical knowledge and efficient health practice. I will use this incident as a developmental tool for enriching my future as a registered nurse. References Alexander, S.J. and Stewart, L., 2016. Establishing and maintaining a professional identity: portfolios and career progression.Transitions in Nursing: Preparing for Professional Practice, pp.259-276. Balhara, Y.P.S. and Verma, R., 2012. Schizophrenia and suicide.East Asian Archives of Psychiatry,22(3), p.126. Batti, R. and Steelman, V.M., 2014. Accountability in nursing practice: Why it is important for patient safety.Association of Operating Room Nurses. AORN Journal,100(5), p.537. Chang, E.M.L. and Daly, J., 2015. Transitions in nursing: Preparing for professional practice (Vol. 4). Chatswood. Desborough, J.L., 2012. How nurse practitioners implement their roles.Australian Health Review,36(1), pp.22-26. Frith, C.D., 2014.The cognitive neuropsychology of schizophrenia. Psychology Press. Stuart, G.W., 2014.Principles and Practice of Psychiatric Nursing-E-Book. Elsevier Health Sciences. Usher, K. and Foster, K., 2015. Reflective practice for the graduate.Transitions in Nursing-E-Book: Preparing for Professional Practice, p.277.

Civil Disobediance Essays - Civil Disobedience, Community Organizing

Civil Disobediance Civil Disobedience I believe that civil disobedience is justified as a method of trying to change the law. I think that civil disobedience is an expression of one's viewpoints. If someone is willing to break a law for what they believe in, more power to them! Civil disobedience is defined as, the refusal to obey the demands or commands of a government or occupying power, without resorting to violence or active measures of opposition (Webster's Dictionary). This refusal usually takes the form of passive resistance. Its usual purpose is to force concessions from the government or occupying power. Civil disobedience has been a major tactic and philosophy of nationalist movements in Africa and India, in the civil rights movement of U.S. blacks, and of labor and anti-war movements in many countries. People practicing civil disobedience break a law because they consider it unjust and hope to call attention to it. In his essay, Civil Disobedience, American author Henry David Thoreau set forth the basic tenets of civil disobedience for the first time. The independence of India in the 1930's was largely a result of the nonviolent resistance by Mohandas Gandhi to the British colonial laws. In the United States, the nonmilitant efforts of Martin Luther King, Jr., helped bring about civil rights legislation. There are numerous examples that illustrate how civil disobedience is justified. In late 1955 Rosa Parks, a leading member of the local branch of the National Association for the Advancement of Colored People (NAACP) was jailed for refusing to give up her seat to a white passenger. I don't blame Parks at all for what she did. The African American people had to take a stand on some issue some where in life. Martin Luther King was soon selected as president of the Montgomery Improvement Association(MIA), the organization that directed a bus boycott prompted by Park's jailing. The Montgomery bus boycott lasted for more than a year. By late 1956 King was a national figure. These types of civil disobedience are clearly justifiable in my eyes. Everyone should have equal opportunities in life. In 1957 King helped found the Southern Christian Leadership Conference(SCLC), an organization of black churches and ministers that aimed to challenge racial segregation. King and other leaders encouraged the use of nonviolent marches, demonstrations, and boycotts to protest discri mination. They did this because that was there way of getting the message across. They always had reason to back up their claims or arguments. I could go on and on with examples of civil disobedience displayed by Martin Luther King but there are other conditions from which to discuss. The man who most clearly formulated the concept of civil disobedience for the modern world was Mohandas Gandhi. He was an Indian nationalist leader, who established his country's freedom through a nonviolent revolution and whose teachings inspired nonviolent movements. In 1893 Gandhi went to serve as a legal adviser in South Africa. He was appalled at the denial of civil liberties and political rights to Indian immigrants to South Africa. He threw himself into the struggle for elementary rights for Indians. Gandhi remained in South Africa for 20 years, suffering imprisonment many times. In 1896 Gandhi began to teach a policy of passive resistance and noncooperation with the South African authorities. Gandhi considered the terms passive resistance and civil disobedience inadequate for his purposes and coined another term, Satyaqraha (Sanskrit, truth and firmness)(Internet). In 1914 the government of South Africa made important concessions to Gandhi's demands. His work in South Africa was complete so he returned to India. This only being part of Gandhi's work, it is still amazing. I respect the courage and strength he had, to stand up for what he believed in until he received what he was fighting for. His actions were clearly justified. He was fighting for the civil rights of people of his own kind. I admire that man greatly. He is a role model for people to come. Everyone could learn something from his position on violence. The violence was nonexistent. Another great man who justified civil disobedience was American writer, philosopher, and naturalist Henry David Thoreau. In 1846 he performed an act of civil disobedience by choosing to go to jail rather

Effective Assistance with CV Writing from Career Help Service

Effective Assistance with CV Writing from Career Help Service How to Write a Curriculum Vitae? When a graduate is intending to start a professional career curriculum vitae (CV) is the first thing he/she needs to work on. In situations when you have no prior work experience, your resume is what presents you to the employer and sells you. In contrast, for those, who already have working experience CV is the best way to present themselves to the potential employer  and show their experience and qualifications. Curriculum Vitae vs. Resume You should also understand and know basic differences between a CV and a resume: 1. The biggest difference between them is size. Curriculum Vitae (CV) is generally longer than the resume; as a rule, it consists of several pages, while a resume rarely takes more than one or two pages. 2. The second point where CV and resume differ is content. A resume is a brief summary of your skills, experience, and education. CV provides an employer with more detailed information about you, including past work experience. 3. And the last main difference is their purpose: a CV contains a summary of your education and academic achievements, publications, awards, honors and many other details describing your entire life path. Resume describes what kind of person you are and what skills you have. Curriculum Vitae Writing Here are the main structural elements that need to be included into your CV: Contacts Biography (in brief) Education: Undergraduate, Graduate, Study abroad   Scientific works (Dissertations, Publications, Research etc) Employment   Awards and honors Grants, fellowships, and assistantships Skills: Technical, computer, and language Professional licenses and certifications Memberships Read also:  Critical Success Factors (CSF) Analysis 7 Tips for Creating a Compelling Curriculum Vitae It is strongly recommended to look for some concrete examples of CV or curriculum vitae template before writing your own. You may also find the following tips helpful when creating your CV. You will easily create a successful CV if follow the easy tips: Make a plan and stick to it.  There is no concrete example to write a CV, but there are certain sections you should cover, like those mentioned above. Present it carefully.  A clearly presented CV will do the job for you, and for this reason, the form is very important. Print your CV on crisp white paper, provide clear information and give it proper structure. The hotspot of your CV is the upper third of the first page, and if you put the most important information there, your CV will tell your story. No longer than two pages.  You dont need to write a novel about yourself, be prompt, clear and concise. Employers read many CVs on a daily basis and you need to do your best to convey all the info about yourself in just a few sentences. Make your CV suitable for job description.  When you read about the opening, you will see that the description already contains information of what your employer is interested in. Therefore, if you write your CV with this those requirements in mind, you will have a 100% to get that job. If you do not have some of the required skills, fill in the blanks by the skills you do have or simply mention that you are willing to learn and open to new information. There is no generic CV template that is suitable for all the vacancies, so you will need to tailor your CV to each position you are applying for. It doesnt mean you need to change everything, just change the most critical detail and make sure your CV is relevant to the job description. Mention your best skills.  Besides the skills required by your employer, try to mention those which make you to stand out from the crowd, for instance: communication skills; interpersonal skills; teamwork; problem-solving or even speaking a foreign language. Even if you are good at sports, you can mention it, because it may be important for your employee. Show your interest in work.  Employers obviously look for responsible, persistent and hard-working employees and that’s why it is necessary to mention that you have relevant work experience and you are ready to take initiative and assume responsibility for results. We recommend not to mention passive interests like watching TV, internet surfing etc that can be perceived as your lacking social skills. Show more of your personality. Keep your CV updated.  Dont use the same CV all the time; write down new skills and experience, even if it was volunteering. Many employers will be impressed with your wish to gain certain experience without money. That will show your initiative also. A matter of your CV getting reviewed and approved and your subsequent employment may, of course, be a matter of chance (or even a matter of HR managers mood). Therefore even an impeccably written CV might not work for you. It is evident you need to do your best when writing your resume or CV and the best way to do that is to follow the recommendations which are taken from peoples experience. As a final tip – be persistent when sending out job applications. Experience often shows that out of the 10 applications you sent, 5 will get reviewed and 1-2 will get you to the interview phase. Never give up and you will get the job of your dream. as a CV writing company will be happy to assist you with writing your Curriculum Vitae and sharpen it to reach your employment goal. All you need is provide general information about yourself, mentioning your education, skills and past experiences and our writing expert will weave it into a nicely done curriculum vitae that will impress your future boss! Order your CV now and   will be happy to provide you with unparalleled academic service.

Nevertheless Botticelli as a True Renaissance Master Research Paper

Nevertheless Botticelli as a True Renaissance Master - Research Paper Example Born in Florence, Botticelli owes much of his style to Fra Filippo Lippi to whom he was apprenticed as a child. â€Å"Lippo Lippi’s synthesis of the new control of three-dimensional forms, tender expressiveness in face and gesture, and decorative details inherited from the late Gothic style were the strongest influences on Botticelli†. The composition of the painting is also worth noting for it draws the viewer to the background which depicts a tranquil pastoral landscape. Similar compositions are to be found in many of Botticelli’s paintings, including those mentioned earlier, and is perhaps an allusion to ‘mother nature’ and ‘neo-platonism’, the fusion of pagan and Christian themes which tried to â€Å"reconcile classical and Christian views†(Sandro Botticelli [2}, by combining â€Å"Christian faith with ancient mythology, rather than merely relating them† (Sandro Botticelli [3]). This painting thus is Botticelli’s contribution to Renaissance art, based on â€Å"myth and partly inspired by contemporary poetry and literature† and on his interpretation of Greek and Roman mythology (Portrait of the Artist Sandro Botticelli). The fusion of these two aspects is one of the most special characteristics of Botticelli's work. Overall, the subject matter, composition, and fine detail and colour make this work of art truly timeless. In his time, Botticelli was the acknowledged authority of line who brought the linear tradition to its pinnacle, soon to be replaced by the high classical style of Leonardo da Vinci. Nevertheless, Botticelli is still recalled for his works and for being a true Renaissance master.

Causes and Effects of water pollution Essay Example | Topics and Well Written Essays - 500 words

Causes and Effects of water pollution - Essay Example In his research, Goel highlighted various causes of water pollution such as effluents from refineries, factories, and vehicles, sediments, pathogens, and chemical pollutants, and the corporeal wastes from oceans, lakes, and rivers. To Goel, other causes of water pollution include agricultural chemicals including pesticides and fertilizers that comprises of detrimental chemicals for consumption of human beings, animals, and plants. Typically, organic farm wastes contaminate water supply when soil treated with fertilizers and pesticides mix into the water supply. Oil leakage creates a great problem to the water supply as aquatic life gets affected. In essence, oil leakage is a major cause of water pollution in that it forms a thick layer that suffocated the marine animals causing them to die. In essence, plastic is a material generally produced and used by a large population around the world. With this in mind, plastic pose a threat to the environment since water gets contaminated with plastics that land into freshwater. The household products such as detergents, shampoos, and soap used on our daily activities such as washing clothes, utensils, and bathing contains harmful chemicals. When they land into water supply, they pollute it making living difficult for human beings and freshwater animals. Lastly, sewage comprises water pollutants, thus if unattended, it contaminate water causing an upsurge of waterborne diseases. In regard to the effects of water pollution, Goel (3) continues to argue that water pollution poses a great threat to the ecosystem. Here are some of the effects of water pollution as discussed by Goel. First, contaminated water gives rise to waterborne diseases such as diarrhoea, hookworm, typhoid, cholera, among others. These diseases have adverse health effect on human being such as improper respiration, vomiting, stomach infections, ear infections and