What is Intelligence

Nolo (Irregular Latin Verb) Definition and Use

Nolo (Irregular Latin Verb) Definition and Use Nolo, nolle, nolui - to wish not to Nolo is an important verb because the imperative is used to form negative commands. To say dont in Latin, you use the imperative of nolo. Indicative PresentSingular1 - nolo2 - non vis3 - non vultPlural1 - nolimus2 - non vultis3 - noluntIndicative ImperfectSingular1 - nolebam2 - nolebas3 - nolebatPlural1 - nolebamus2 - nolebatis3 - nolebantIndicative FutureSingular1 - nolam2 - noles3 - noletPlural1 - nolemus2 - noletis3 - nolent Imperative PresentSg. 2. noliPl. 2. noliteFutureSg. 2. and 3. nolitoPl. 2. nolitotePl. 3. nolinto Subjunctive Present Singular1 - nolim2 - nolis3 - nolitPlural1 - nolimus2 - nolitis3 - nolint Subjunctive Imperfect Singular1 - nollem2 - nolles3 - nolletPlural1 - nollemus2 - nolletis3 - nollent Infinitive Present nolleParticiple Present nollens, entis Malo and Nolo are based on Volo: malo magis volo and nolo non/ne volo Irregular Latin Verbs Eo - to goFio - to becomeVolo - to wishnolo, nolle, nolui to be unwilling and malo, malle, malui to prefer are similar.Sum - to beDo - to giveFero - to carryEdo - to eat

Sicily Research Paper Example | Topics and Well Written Essays - 500 words

Sicily - Research Paper Example While being a highly-developed cultural nation, Sicily represents an agricultural type of economy. It specializes mainly on exporting orange and lemon. Moreover, the beautiful orchards of Sicily attract many tourists mainly to the rural regions. There are also places of great historical interest such as Necropolis of Pantalica and Valley of the Temples. Excavations keep going on the island bringing out new evidence from history. The Sicilian people are honored to be citizens of the islands, though they identify themselves as Italians but not Sicilians. â€Å"Despite the existence of major cities such as Palermo, Catania, Messina and Syracuse, popular stereotypes of Sicilians commonly allude to ruralism, for example the coppola is one of the main symbols of Sicilian identity; it is derived from the flat cap of rural Northern England, which arrived in 1800, when Bourbon king Ferdinant I had fled to Sicily and was protected by the British Navy†. (Spadi 2001) The majority of Sicilians have two native languages Italian and Sicilian. Despite the relative balance between these two languages, Italian has the dominant position - it is even taught at Universities and in schools as the language of mass media. Sicilian is mainly used by youth in every-day life. Speaking about religion it is necessary to point out that Roman Catholicism is widely spread on Sicily. The church weddings are even more popular than civil ceremonies and people usually visit church at least once a week. Jewish people, who appeared on Sicily 1,400 years ago, possess the second place in religion. The third place belongs to Islamic faith since many Arabs came to Sicily in the 19th century. And the minorities are represented by Eastern Orthodoxy, Evangelist Church and Sikhism. When it comes to national cuisine it should be mentioned that this island is called ‘God’s kitchen’. The reason for this is the abundant amount of wines, pizzas and other meals that originated on Sicily and have

Cutting edge material - interior design Assignment

Cutting edge material - interior design - Assignment Example The natural cooling element in sports apparel is among the cutting edge fabric technology of this time. Technical apparel fabrication from the company VIRUS is a good example of such technology. The fabric is used to reduce the skin surface temperatures (Poon, 2014). The fabric becomes the athlete’s friend at high temperatures (Poon, 2014). It can reduce the temperature on the skin by up to 5 degree Celsius (Poon, 2014). It is made my recycled jade shavings and has apparently no negative impact on skin. Cowhide rugs can adorn your walls and floors with elegance. They are fashionable and convenient as they are very easy to clean (Shackelford, 2013). One can put them in libraries, halls, family rooms and just about anywhere. If one spill something on them, the stain be easily cleaned with dry cloth or paper towel (Shackelford, 2013). If the stain is a tough one, use a wet cloth. Sticky and dried up stains can come off easily by brushing them off. Poon, Cassidy. â€Å"VIRUS – Cutting Edge Action Sport Performance Apparel launches in Australia.† LinkedIn. N.p. 2014. Web. 26 August 2014 https://www.linkedin.com/today/post/article/20140407100610-13040073-virus-bleeding-edge-fabric-technology-to-the-action-sport-athlete. Renzi, Jen. "Joseph La Pianas Mesmerizing Rugs for Patterson, Flynn & Martin."Architectural Digest. N.p., 2013. Web. 26 Aug. 2014.

Hewlett packered Strategic Choices mgt 499 Essay

Hewlett packered Strategic Choices mgt 499 - Essay Example This report aims at understanding and analysing what changes Hurd has made to organisation and how it fits in with his vision for the company (HP, 2008). When Hurd was elected as the CEO of the Hewlett Packard, he also brought about a new vision for the company. He did not concentrate on the competition that the company faces. Hurd has a strong belief which he said out in one of the meeting, where he mentioned that it is important to understand how long it might take for a company to ensure the work is done. He has always believed that HP has a very high potential to improve a lot and that a few changes will help the company grow to higher levels of success. This he has been able to achieve and show in the results. Once Mark was appointed it was within five months that the company started showing improvements. He emphasised on the no ‘Drama’ nonsense and it was felt through out the organisation. Hurd brought in a strict environment of ‘No – nonsense’ which has created a strong impact over the entire organisation. Hurd has shown the importance he gives to the company performance and has been a person who believes in numbers, spreadsheets and mainly execution. He has proved in his traits that he would not tolerate any nonsense and did not believe in pitching high visions for the company. Hurd has during the first five months of his tenure tried to calm things down in the company. The company has had an idea where the company has some earthshaking event once every 15 minutes. Hurd has tried to ensure this is firstly settled as it is not clear where this idea has been developed from. Hurd believes in executing and does not bother about what is being spoken or said. Hurd has worked really hard to ensure there is complete accountability for every employee within the organisation. Hurd emphasised that the company is in no way the same old pre – Fiorina HP. Hurd as mentioned earlier is very results

Influence Of Demographics On Leadership Styles

Influence Of Demographics On Leadership Styles Quantitative research methodology were applied in this study to identify leadership styles in current state Islamic Banking managers need to be successful in their position, This study also integrated quantitative methodology to explain current state Islamic Banking leaders in terms of their demographics and leadership styles. The primary purpose of this study was to identify and describe the leadership styles of current managers or leaders in Islamic Banking, in terms of their leadership styles and their demographics (autocratic, democratic, and laissez faire),( gender, age, Tenure) in describing current managers. Introduction Managers are people who do things right, while leaders are people who do the right thing. People who can influence the behaviors of others, Are able to influence without having to rely on force, are accepted by others as leaders, who exhibit the leadership practice Challenge the Process are not bound by the status quo, are open to innovation, and encourage risk-taking within the organization, Inspire a Shared Vision are able to look ahead and see what the organization can be while at the same time enlisting the efforts of others in the achieving the common goals of the organizational vision, By engaging in behaviors characteristic of the Enabling Others to Act practice transfer power to others in the culture of the organization, participate others in the decision making processes and ultimately build trust and mutual respect between each other. Leaders also Model the Way set examples by adhering to the same rules and expectations of others within the organization, also utilize the Encourage the Heart practice recognize the contributions of individuals and celebrate the accomplishments of others. This paper, therefore addressed the following specific objectives: 1. Does leadership styles matter? 2. To explain the influence of demographic variables (gender, age, Tenure) on the leadership styles. History In order to begin understanding the concept of leadership, we must be aware of the theories of leadership as a whole. (Yukl 2002) classified practical research and leadership theories into five approaches: the trait approach, the behavioral approach, the power-influence approach, the situational approach, and the integrative approach. Studies that have been conducted within these approaches to leadership have made distinct contributions to our understanding of what leadership is, and each approach continues to influence our thinking about leadership as a process (Nahavandi). Approaches The Trait Approach: leadership mentioned specific attributes of leaders such as individuality, motives, values, and skills (Yukl 2002). The basic statement that guided the trait leadership studies was that leaders possessed certain traits that other people did not possess. In real meaning, the trait approach assumed that leaders were born, not made. The Behavioral Approach: After the studies conducted using the trait approach failed to produce certain result, many researchers began using a behavioral approach to study leadership. Researchers began looking into what leaders actually did on the job (Yukl 2002). According to Yukl, research conducted under the behavioral approach falls into one of two subcategories: how leaders benefit from their time and the typical pattern of actions, tasks, and functions of their jobs, and identifying effective leadership behavior. The Power-Influence Approach: According to (Yukl 2002), this type of approach to leadership involves the study of the influence that takes place between leaders and other people. Studies that have been conducted with this approach generally focused on leadership in terms of the amount of power possessed by a leader, the different types of power, and how power was exercised (Yukl 1989). The Situational Approach: The situational approach mentioned the importance of appropriate factors in the study of leadership. (Yukl 1989, 2002) identified the following contextual factors: the leaders authority and maturity, and the units who can perform leader tasks, the personality of the followers, the type of organization, and the nature of the exterior environment. The Integrative Approach: Researchers using the integrative approach to leadership consist of more than one type of leadership variable, such as trait, behavior, influence processes, and situational variables (Yukl 2002). (Bass 1990: 52-76) stressed the importance of including more than one type of leadership variable in research involving leaders and leadership when he stated, cognitive, behavioral, and interactional explanations are likely to be needed to account fully for leader-follower relations and outcomes from them. He further stated that leadership must be conceived in terms of the interaction of variables that are in constant flux. Leadership theories such as charismatic and transformational leadership are good examples of an integrative approach to leadership. These theories are broader in scope: they simultaneously involve leader traits, power, behavior, and situational variables (Yukl 1989: 270). Leadership Styles (Bass 1990) He talked about leadership as a procedure of interaction, between individuals and groups that includes a structured or restructured situation. Leadership can be explained as the ability of an individual to have power that focuses on how to establish directions by adapting forces (Go et al. 1996). From an organizational view, (Schermerhorn 1999) believed that most important is a process used to motivate and to influence others to work hard in order to achieve and Support organizational goals, while (Hersey et al. 2001) believed that leadership effect individuals behavior based on individuals and organizational goals. (Robbins 2001) defined leadership as the ability of an individual to affect the behavior of a group to achieve organizational goals. It is possible to conclude from these discussions that leadership is a group of phenomena, where by leaders are distinctive from their followers, and can influence individuals activities to achieve set goals in their organizations. Leadership style is defined as the pattern of behaviors that leaders display during their work with and through others (Hersey and Blanchard 1993). (Miller et al. 2002) view leadership style as the way of interactions between leaders and followers. It includes controlling, directing, definitely all techniques and methods used by leaders to motivate followers to follow their directions. According to (Kavanaugh and Ninemeier 2001), there are three factors that determine the type of leadership style: leaders characteristics, subordinates characteristics and the organization environment. More specifically, the personal background of leaders such as personality, knowledge, values, and experiences shapes their feelings about appropriate leadership that determine their specific leadership style; employees also have different personalities, backgrounds, expectations and experiences, for example, employees who are more knowledgeable and experienced may work well under a democratic leadership style, while employees with different experiences and expectations require a autocratic leadership style. Some factors in the organization environment such as organizational climate, organization values, composition of work group and type of work can also influence leadership style. However, leaders can adapt their leadership style to the perceived preferences of their subordinates (Wood 1994). Leadership styles can be classified depend on leaders power and behavior as autocratic, democratic, and laissez-faire, where styles are distinguished by the influence leaders have on subordinates (Mullins 1998) (Rollinson 2005). More specifically, power has been considered as: the potential of a process to influence people (Hersey et al. 2001); a part of the influence process at the middle of leadership (Northouse 2004); and the rights that allow individuals to take decisions about specific matters (Rollinson 2005). The influence of leadership will change depending on types of power used by a leader over their followers (Mullins 1998). Therefore, leaders will be more effective when they know and understand the appropriate usage of power (Hersey et al. 2001). According to (Kavanaugh and Ninemeier 2001) an autocratic style is embedded in leaders who have authority for decision making without sharing it with their subordinates, while a democratic style implies that leaders share their a uthority of decision making with employees, and finally a laissez-faire style exists where leaders give their employees least authority over decision making. Transformational and Transactional Leadership Styles (Burns 1978) talked about leadership styles as transactional and transformational leadership, these styles are at the opposite ends of the same scale. He mentioned that transactional leadership is a way on interactions between leaders and followers in which something of value was exchanged, such as rewards for performance, however, transformational leadership occurring when leaders and followers interacted in such a way to achieve a high level of motivation in both the leader and the follower are in the same road. (Bass 1985) mentioned that the leader should involve in both transactional and transformational leadership behaviors. Transformational leadership is not an alternative for transactional leadership, but rather tends to add to its effectiveness (Bass 1997). Bass mentioned that the transactional leader as individual who worked within the organizational culture of the group to know and explain the duties and tasks of followers to achieve the targeted objectives and outcomes. These outcomes were achieved when the leader negotiate with followers (Bass 1985). In other words, transactional leaders explain to followers what is required of them and then negotiate with them to see if they understood the requirements, either the promise of reward for good performance or the threat of punishment for bad performance (Bass 1990). (Bass 1985,1990) identified four characteristics of transactional leaders: contingent reward: This means when the followers stick to the order and achieved the requirements set by the leader, then the leader give the followers a bonus or reward for their performance. Active management by exception: In which the leaders monitor and control mistakes of followers and take actions to correct it. Passive management by exception: In which the leader only intervenes in a followers work if the requirements are not met. Finally, laissez-faire leadership in which the leader avoids responsibility and decision-making when performance and goals are not met. Laissez-faire leadership can actually be considered a non-leadership factor as it represents the absence of leadership (Northouse 2001). Bass characterized transformational leaders as persons who encourage followers to do more than they originally expected to maximize their original level of confidence towards accomplishing desired outcomes. Transformational leadership occurs when a leader: increase the level of understanding about the importance and value of desired outcomes, expands the wants and needs of followers, and gets followers to exceed their own self-interest for the sake of the group (Bass 1985). (Bass 1990) identified four characteristics of transformational leaders: charisma in which the leader is able to provide followers with a mental picture, send out a logic mission, gain respect and trust, and inspire belief in followers, inspiration in which the leader provides examples and patterns for the follower through symbols and images, emotional appeals, and communicating high expectations, intellectual stimulation in which the leader stimulates followers to think in new ways, increase intelligence and wisdom, and encourage problem solving. Individualized consideration in which the leader provides a helpful and coaching environment such that each follower is treated as a valued individual. Relationship between Leadership Style and Leadership / Management Theory Some studies have mentioned the differences between management and leadership to the difference between transactional and transformational leadership. (Bennis and Nanus 1997) noted that management normally consists of a set of exchanges whereas the end result of leadership is empowerment, this results of exchange leads to a clear success of any individuals. From this standpoint, management can be viewed from tow perspectives; one is performed by transactional leaders while the other can be seen as those activities performed by transformational leaders. Management and leadership are different in functions, however, we cant separate management from leadership because we have an amount of overlap exists between the two. Any organizations need both effective management and leadership to reach the desired outcomes. The role of management can be compared to transactional leadership in which followers must meet the expectations of their leaders based on contracts and performance requirements. Under most situations, this may be an effective way. Influence of Demographics on Leadership Styles Numerous studies have been conducted in the field of leadership that has addressed the influence of selected demographic characteristics of individuals on their leadership style. Some studies have focused on the influence of the characteristics on the self-perceived leadership style of the individual, others have focused on the perceptions of followers related to an individuals leadership style and the influence of these characteristics, and still others have involved the perceptions of both the leaders and their followers. (Krishnan and Park 1998) noted that demographic characteristics do exert considerable influence on the leadership styles of top managers. (Hambrick and Mason 1984) proposed that demographic traits such as age, tenure in an organization, functional area background, educational background, and degree of formal management training are all important aspects of leadership that influence organizational success. Gender: Differences in leadership styles between men and women are one of the most well researched aspects of leadership. There are two major schools of thinking on gender differences and leadership, one that says there are distinct differences and the other that says there are no differences in the preferred leadership styles of men and women, several studies have been conducted to determine if male or female leaders are more transformational. (Eagly and Johnson 1990) found that women tend to use a more participative and comprehensive style while men tend to use a more order and controlling style. This result indicates that women use more transformational styles while men use more transactional styles. This conclusion is supported by other studies that found women more likely to use transformational leadership than men and that men were more likely to use transactional leadership as their primary style (Druskat 1994) ( Rosener 1990). Age: Several studies examining the relationship between age and leadership style have been conducted organizations other than Extension. (Vroom and Pahl 1971) Talked about the older and younger managers, the older managers tend to be more commitment than the younger managers, more careful about things and decision, not been acceptable of risks and challenges, otherwise, younger managers had less commitment and prefers to take risks on their actions. Tenure: Studies have been conducted that evaluate the relationship between an individuals leadership style and their tenure within an organization as well as their tenure in leadership positions. (Bantel and Jackson 1989) found that the more tenure of the top management team within the independent financial institutions they studied had; the more likely they were to resist innovation and organizational change. In real meaning, if managers had more tenure with in any organization, he tried to resist all Improvements can affects the whole company. Lebanese case The Role of Islamic Banking: Islamic banking was created to concern and develop on the communities that it serves. Islamic banking requires promoting the ideal of successful society and secure economy, based on the Islamic ideas of social equality, ethics and empathy. Islamic banking challenges the concept of disparity in offering banking services to people of various social standings and endeavor for social tuning between different classes. Yet, Islamic banking is a commercially applicable way of banking, which shows an alternative financial architecture on economic base. Evolution of Islamic Banking: Recent Islamic banking practices can be tracked hundreds of years back to the days of Prophet Mohamad. At that time, the Prophet performed as a mudarib or agent for his wife Khadiga who contingent him with a certain capital or goods for trade. Afterwards, the Prophet (PBUH) reimbursed the capital and the profit was shared between the two parties. Throughout the years, Muslim bankers and religious scholars struggled to devise financial instruments that integrate Islamic values with banking activities. Though profit was important, nevertheless, said instruments were needed to promote ethical and transparent financing, equitable distribution of wealth, and equity participation in the economy. In the late 50s, the first efforts to create an Islamic financing environment emerged in Pakistan. Nevertheless, modern Islamic banking first appeared, on a small scale, in Egypt early in the 60s. Following the oil boom in the 70s, Islamic banking flourished in the Arab world, and then spread out into the Middle East, Iran, and Southeast Asia. In the mid 70s, the worlds first full-fledged Islamic bank was established in UAE. Because of its ethical and moral principles, Islamic banking has gradually succeeded in achieving universal acceptance and attracted funds from both Muslims and non-Muslims alike. Currently, more than 300 Islamic banks are present on the five continents of the world, operating in more than 60 different countries such as the UK, the US, France, Germany, Denmark, Luxembourg, Switzerland, the Bahamas, Cyprus, Pakistan, India, and of course the Arab world. With an annual growth rate of 15% to 20%, Islamic banks assets exceeded $ 500 billion by end of 2007. Islamic banking is maintaining its impressive growth worldwide, yet at a faster pace than conventional banking, to become an actual globalization phenomenon. Islamic banking was introduced to the Lebanese market in the early 90s under a commercial banking license. All transactions strived to offer conventional banking products and services in compliance with Sharia based on two regulations. Fiduciary contracts law. Investment banking general directives. DATA COLLECTION The targeted area contains all managers who worked at Islamic banking; This study used one mechanism to collect data from one matched sampling frames in Islamic banking. Using leadership styles mechanism for managers. The leadership styles questionnaire was adapted from the leadership styles survey originally consisting of 18 statements This questionnaire is designed to measure three common styles of leadership: authoritarian, democratic, and laissez-faire, A five points scale was used in the instruments, where (1) equals strongly disagree, and (5) equals strongly agree. The questionnaires were handed over to the HR departments who in turn distributed 160 leadership styles questionnaires to the managers. From the respondents returned 110 out of 160, usable survey in this study was 110 questionnaires for data analysis. Also examine the Demographic characteristics of the participants on leader ship styles: One hundred and ten managers participated in this study. One hundred were males and the others were females. Most participants (n=78) were aged between 26- 35 years. The majority of participants (n=96) were degree holders. The highest number of participants (n=40) had 2-4 years of service. The majority of participants (62) were middle managers Analysis discussion Internal consistency tests were conducted on instrument. The results indicated an overall percentage of leadership styles. The details of these results are shown in Table: Internal consistency of the instrument % Autocratic style 36 Democratic style 63 Laissez -faire style 11 According to (White and Lippitt), democratic leader possesses low goals and means control, and utilizes high motivation of group procedures. Leadership style refers to a way of behavior used by managers and leaders across a wide range of managerial situations. These styles that are largely responsible for creating the organizational environment in which team members are expected to perform. Islamic Banking shows that the most effective leaders use a wide range of styles, adapting readily to the needs of particular situations and accurately choosing the right styles for the moment. I did find that a democratic leadership style was the most popular and successful of the three types. However, there was little suggestion with democratic leaders achieved that increases productivity or superior behavior among their members. I do caution with laissez-faire leaders to remain aware of the risk that require of structure can actually be troublemaking. In this study, managers showed different leadership styles preferences based on their demographic profiles (age, gender, and education), tenure and organizational position. This study showed that males, older managers, degree holders, experienced managers, and middle managers had a higher preference toward democratic leadership styles than other styles based on leadership styles questioner above. These findings are consistent with some previous findings such as those by Yousef (1998) who found that managers age, education, and experience had a relationship with their leadership style. Oshagbemi and Gill (2004) indicated differences among leadership styles based on hierarchal level. On the other hand, this study also disagrees with previous work such as Yousef (1998) who showed that managers gender and tenure did not have a relationship with their leadership style. Rad and Yarmohammadin (2006) found no link with demographic profiles other than experience. The current study, therefore, concludes that all leadership styles exist in Islamic banking, but that the democratic style was the prevalent leadership styles. Recommendations Conclusion As with any academic study, there are limitations that limit the generalizability of this study. The first limitation that must be considered is related to the nature of the Bank being studied. Because this study will be conducted within the Islamic Bank State Research, Education, which is a unique Bank in terms of its structure and function, the findings, will not be generalizable to other organizations. The study will even so contribute useful information and recommendations for researchers. Based upon the findings and conclusions of this study, the following recommendations were made: Understanding leadership style helps to classify strengths and weaknesses. You can be positive and more successful as a leader by strategically using strengths and focusing on weaker points. Leadership style defines standards and perspective, and being aware of it will support your communication with other followers. As the saying goes, knowledge is a strong weapon and power tool. You can give power to yourself and move forward in job or importance by increase this knowledge. In this study, gender had no effect on overall leadership styles, perceived proficiency in the leadership styles areas. Based on this finding, gender should not be a basis of discrimination when hiring Islamic bank leaders. The study found that there were also significant differences in leadership style due to managers demographic characteristics, and that the democratic leadership style was preferred among managers, I suggest that most successful leaders are able to adjust their behavior as circumstances dictate to effect positive outcomes. Finally, I recommend that Islamic bank leaders remain focused on addressing concerns within their control, such as implementing best practices, promoting , organized and unified team, determining specific roles and responsibilities for members, adhering to the agreed upon decision-making process, and regularly assessing fees.

Cloning, For the Good :: essays research papers

Many arguments have been brought forth against cloning. Some have put forth valid arguments stating the immorality of cloning. Others just get bad vibes when it comes to the idea of cloning humans. Still others use the religion argument saying it goes against God's intention. These arguments are well founded but are just people's opinions and/or beliefs which don't account for everyone's. My personal belief is that cloning is good for everyone. I m not saying everyone should clone themselves what I am trying to say is that cloning will greatly benefit humanity. Medical advances and a deeper understanding of ourselves would come with cloning if it were legalized. That would mean cloning will have a positive effect on the society as opposed to the negatives voiced by so many. I'll hope to convince you that human cloning is a good thing which we shouldn't waste time in beginning to develop the technology. The point of many cloning critics is that cloning humans is against the will of Providence. However, it is mentioned in the Bible that man was created in the likeness of God (Bible, 1). In order to be more like God, which is his will, we can duplicate what he created. God will not be displeased, but pleased with this major accomplishment. Cloning of humans is widely considered to be immoral and unethical. Many countries and legislatures have banned cloning based on the issue of morality. Allowing a barren couple to have children or to allow a couple who lost a child to have that same child again is not immoral at all. Couples can bring back, so to speak, a child who died in a car accident or a barren couple can bear children by cloning themselves if they desired. Society's morale would be unchanged since human cloning doesn't break any moral standards when closely examined. Cloning will never reach the proportions envisioned by many critics of a country that is overrun by clones. If clones were legalized many people will still not use the technology because of their positions on the subject. Raising a mindless super race or super army is not realistic seeing that a cloned human is the same as any other human. They can think and act on their own just like everybody else. Humanity will not crumble but would be closer together than ever after human cloning makes everyone examine what it means to be human.

Medically Assisted Suicide

Medically Assisted Suicide Medically assisted suicide is an event in which a physician honors a patient’s request for a lethal dose of medication. It has become a very emotional and controversial issue for many in the United States. The only state legally allowing medically assisted suicide is Oregon since 1997. Although some feel it is unethical and morally wrong, medically assisted suicide should be legalized to patients who are terminally ill because it would relieve them from constant and unbearable physical and psychological pain in a respectable and painless way.Individuals in the United States have the freedom to make decisions concerning their life such as where they live, what they wear, who they marry, and occupation. Every individual is able to make a decision about his or her life whether good or bad. Everyone is ultimately in full control of his or her own life. By allowing someone to make choices freely regarding their life, the same should be allowed when regard ing their death. Some patients passively aggressively choose to end their lives by not continuing treatment or therapy for their disease.This emphasizes the theory that people can and should control their own lives. Patients choose to end their lives for various reasons: they fear the loss of their independence, which later results in becoming a burden to their family or friends; they want to die in a dignified way, and they also fear the thought of dying alone. Society should understand why an individual wouldn’t want to have to rely on a family member to take care of them.Knowing that eventually they won’t be able to do even the easiest daily tasks such as showering, eating, or walking alone, does put a heavy burden on whoever would be taking care of them. It is also reasonable to understand that patients don’t want to be remembered by how they were in their sick state. No one should have to go through seeing their loved one whither away to what isn’t e ven the person they were to begin with. It would provide much relief to families and loved ones to remember the patient in a healthy and normal condition.Medically assisted suicide shouldn’t be viewed as a selfish act like regular suicide, but as a dignified and painless way to end a life that would end in the near future regardless. Whether suicides are legal or not, they will occur, and it would be much better if they were brought into the open. Suffering is different then pain. Suffering normally encompasses physical and psychological deterioration for which there is no cure. While many believe taking a life away in any circumstances is immoral, death is a compassionate way to relieve unbearable suffering.When physicians are asked to help a patient into death, they have many responsibilities that come along with that request. Among these responsibilities are: providing valid information as to the terminal illness the patient is suffering, educating the patient as to what t heir final options may be, making the decision of whether or not to help the patient into death, and also if they do decide to help, providing the lethal dose of medication that will end the patient's life. Medically assisted suicide became very familiar to the public in 1990 when Dr.Jack Kevorkian helped to assist his first patient to death. Dr. Kevorkian had invented a machine that consisted of three bottles that were connected to an IV. When the patients were ready to start the process of dying, they turned on the machine in which a sedative was administed first to make them drift off to sleep. Following the sedative was the fatal ingredient potassium chloride. According to Kathlyn Gay, Dr. Kevorkian claimed that he had caused no death; he just helped with his patient's last civil rights.He believes that doctors that don't help assist their patients are like the Nazi doctors during World War 2, those who used experiments on the Jewish people (50-51). Dr. Kevorkian aided 43 patien ts to their death. He agreed to assist patients after thoroughly interviewing each patient and realizing there weren’t any other alternative methods for the patient to deter suffering. It was reported that Kevorkian's male patients had severe terminal illnesses that left them incapable of living, while the female patients suffered from breast cancer and other illnesses that are curable (Keenan 16).Kevorkian’s medical license was suspended and eventually taken away, and he stood trial for murder charges. Dr. Kevorkian was later placed in jail and then released by Judge Richard C. Kaufman who ruled the state’s ban of medically assisted suicide as unconstitutional. It was determined that Dr. Kevorkian’s charges be dismissed due to the basis of the quality of the patient's life, saying that the patient's life was â€Å"significantly impaired by a medical condition that was extremely unlikely to improve. † Kaufman also said that people have a constituti onal right to commit suicide. Worsnop, 405). According to Oregon’s Death with Dignity Act, â€Å"‘Terminal disease† means an incurable and irreversible disease that has been medically confirmed and will, within reasonable medical judgement, produce death within six (6) months† (2). The physician is also responsible for letting the patient know of any experimental drugs and any other treatments that may benefit the patient in any way. Another responsibility of the physician is to educate the patient as to what their final options may be.They are required to inform the patient about their diagnosis, the results of taking any medication that could be given, all alternatives that could be used to treat the patient, and also having the patient contact another physician to confirm the diagnosis (The Oregon Death with Dignity Act 3, hereafter known as The Oregon). It should be agreed that when a patient is left with no other alternatives or methods of survival, th ey should be allowed to decide if they want to end their own life.Physicians who aid in a patient’s request for aid shouldn’t be judged as immoral, but only as someone who has the means and education to help patients with their last request in life. It should also be taken into consideration that everyone has the freedom of choice. â€Å"Since there is no absolute legal, medical, or moral answer to the question of what constitutes a good or correct death in the face of a terminal illness, the power to make the decision about how someone dies can rest with only one individual–the person living in that particular body† (Shavelson 153).When patients are already faced with death due to a terminal illness, medically assisted suicide should be allowed so that they don’t have to go through any pain. Many terminal illnesses involve the decomposition of the brain, vital organs, and physical appearance. Patients normally tend to lose their mental activity su ch as memory and thinking also. It isn’t fair for a patient to have to go through that if they are not willing to. Not only for their mental and physical state of mind, but because of the cost. Patients shouldn’t be required to pay for medical treatment that only prolongs a life with poor quality.Society also shouldn’t blame a patient for not wanting to lie in a hospital bed and rely on a machine to do their breathing. That patient should be entitled to choose an easy and peaceful death. Patients who make the decision to end their life shouldn’t be viewed as doing something wrong because they are choosing to do something to help them. Decisions regarding time and circumstances are personal to each individual. A competent person should be able to choose. While many view the interest in preserving a life, the interest should deteriorate when the individual has a strong desire to end their life.In conclusion, medically assisted suicide should not be viewed a s ethically wrong. It should be viewed as a humane and graceful way for patients with no other alternatives to die. It prevents an individual who is terminally ill from feeling severe pain and deciding when and how they want to end their life. The suffering a patient goes through is incomprehensible to people who haven’t gone through it. Therefore it shouldn’t be decided by anyone but the individual going through it how long and how much suffering they endure. Bibliography Gay, Kathlyn.The Right To Die: Public Controversy, Private Matter. Brookfield, Connecticut: The Millbrook Press, 1993. Keenan, James F. The Case for Physician-Assisted Suicide? America. November 14, 1998. 14-19. Shavelson, Lonny. A Chosen Death: The Dying Confront Assisted Suicide. New York: Simon and Schuster, 1995. â€Å"The Oregon Death with Dignity Act. † Yahoo. January 16, 2000, http://www. islandnet. com/~deathnet/ergo_orlaw. html. Worsnop, Richard L. Assisted Suicide. C Q Researcher. Vo l. 2, No. 7, p. 145-168. Washington D. C. : Congressional Quarterly, Inc. , 1992.

Quotes About the Rwandan Genocide

Quotes About the Rwandan Genocide The First Genocide 1959–61 around 100,000 Tutsis were massacred in Rwanda in what is known as the Hutu revolution, approximately one-third of the Tutsi population. The most horrible and systematic human massacre we have had occasion to witness since the extermination of the Jews by the Nazis.British Philosopher Bertrand Russell in 1964, as quoted in A People Betrayed: The Role of the West in Rwandas Genocide by Linda Melvern, 2000. Seldom in history has a once-dominant group suffered so terrible a reversal of fortune as the Tutsi of Rwanda.British Historian Robin Hallett, Africa Since 1875, 1974. The Second Genocide In 1994 approximately 800,000 Tutsis and Hutu moderates were hacked to death in a carefully organized program of genocide. It continues to be a controversial event because of the apparent indifference of the international community to the plight of the Tutsi. How the World Responded If the pictures of tens of thousands of human bodies being gnawed on by dogs do not wake us out of our apathy, I do not know what will.Undersecretary-General of the United Nations Kofi Annan in 1994, as quoted in The East Africa 18 March 1996. Rwanda is clinically dead as a nation.Nigerian Nobel Laureate Wole Soyinka, Los Angeles Times, 11 May 1994. The horror of Rwanda is too high a price to pay for a very vaporous and whimsical notion of what constitutes inviolable territorial boundaries. Nigerian Nobel Literature Laureate Wole Soyinka, Los Angeles Times, 11 May 1994. All notions of sovereignty with respect to Rwanda should be completely forgotten and we should just go in and stop the killing.Nigerian Nobel Literature Laureate Wole Soyinka, Los Angeles Times, 11 May 1994. The OAU [Organisation of African Unity] was nowhere to be found †¦ during the 1994 Rwandan genocide against the Tutsis, the OAU was furiously doing the watutsi* in Addis Ababa [Ethiopia].Ghanaian Economist George Ayittey, in Africa in Chaos, 1998.* Watutsi is a synonym of Tutsi, but also the name of a dance. The whole world failed Rwanda†¦Words attributed to UN staff members under Secretary-General Kofi Annan, reported by Philip Gourevitch in Annals of Diplomacy: The Genocide Fax, New Yorker, 11 May 1998. In such countries, genocide is not too important†¦Words attributed to French President Francois Mitterand, reported by Philip Gourevitch in Reversing the Reversals of War, The New Yorker, 26 April 1999. On Dealing With the Perpetrators The international community must hand them – and the sooner the better. The crime was capital and the punishment must be capital.President Yoweri Museveni of Uganda, from a speech at the Conflict in Africa Conference, Arusha, Tanzania, as reported in New Vision, 11 February 1998.

Siege of Charleston in the American Revolution

Siege of Charleston in the American Revolution The Siege of Charleston took place from March 29 to May 12, 1780, during the American Revolution (1775-1783) and came about after a change in British strategy. Shifting their focus to the southern colonies, the British first captured Savannah, GA in 1778 before mounting a major expedition against Charleston, SC in 1780. Landing,  Lieutenant General Sir Henry Clinton conducted a brief campaign that drove American forces under Major General Benjamin Lincoln back into the Charleston. Conducting a siege of the city, Clinton compelled Lincoln to surrender. The defeat resulted in one of the largest single surrenders of American troops and created a strategic crisis in the South for the Continental Congress. Background In 1779, Lieutenant General Sir Henry Clinton began making plans for an attack on the Southern colonies. This was largely encouraged by a belief that Loyalist support in the region was strong and would facilitate its recapture. Clinton had attempted to capture Charleston, SC in June 1776, however the mission failed when Admiral Sir Peter Parkers naval forces were repulsed by fire from Colonel William Moultries men at Fort Sullivan (later Fort Moultrie). The first move of the new British campaign was the capture of Savannah, GA. Arriving with a force of 3,500 men, Lieutenant Colonel Archibald Campbell took the city without a fight on December 29, 1778. French and American forces under Major General Benjamin Lincoln laid siege to the city on September 16, 1779. Assaulting the British works a month later, Lincolns men were repulsed and the siege failed. On December 26, 1779, Clinton left 15,000 men under General Wilhelm von Knyphausen in New York to hold General George Washingtons army at bay and sailed south with 14 warships and 90 transports for another attempt on Charleston. Overseen by Vice Admiral Mariot Arbuthnot, the fleet carried an expeditionary force of around 8,500 men. Armies Commanders Americans Major General Benjamin LincolnCommodore Abraham Whipple5,500 men British Lieutenant General Sir Henry Clintonrising to 10,000-14,000 men Coming Ashore Shortly after putting to sea, Clintons fleet was beset by a series of intense storms which scattered his ships. Regrouping off Tybee Roads, Clinton landed a small diversionary force in Georgia before sailing north with the bulk of the fleet to Edisto Inlet approximately 30 miles south of Charleston. This pause also saw Lieutenant Colonel Banastre Tarleton and Major Patrick Ferguson go ashore to secure new mounts for Clintons cavalry as many of the horses that had been loaded in New York had suffered injuries at sea. Unwilling to attempt forcing the harbor as in 1776, he ordered his army to begin landing on Simmons Island on February 11 and planned to approach the city by an overland route. Three days later British forces advanced on Stono Ferry but withdrew upon spotting American troops. Returning the next day, they found the ferry abandoned. Fortifying the area, they pressed on towards Charleston and crossed to James Island. In late February, Clintons men skirmished with American forces led by Chevalier Pierre-Franà §ois Vernier and Lieutenant Colonel Francis Marion. Through the rest of the month and into early March, the British wrested control of James Island and captured Fort Johnson which guarded the southern approaches to Charleston harbor. With control of the southern side of the harbor secured, on March 10, Clintons second in command, Major General Lord Charles Cornwallis, crossed to the mainland with British forces via Wappoo Cut (Map). American Preparations Advancing up the Ashley River, the British secured a series of plantations, such as Middleton Place and Drayton Hall, as American troops watched from the north bank. While Clintons army moved along the river, Lincoln worked to prepare Charleston to withstand a siege. He was aided in this by Governor John Rutledge who ordered 600 slaves to construct new fortifications across the neck between the Ashley and Cooper Rivers. This was fronted by a defensive canal. Only possessing 1,100 Continentals and 2,500 militia, Lincoln lacked the numbers to face Clinton in the field. Supporting the army were four Continental Navy ships under Commodore Abraham Whipple as well as four South Carolina Navy vessels and two French ships. Not believing he could defeat the Royal Navy in the harbor, Whipple first withdrew his squadron behind a log boom which protected the entrance to the Cooper River before later transferring their guns to the land defenses and scuttling his ships. Though Lincoln questioned these actions, Whipples decisions were backed by a naval board. In addition, the American commander would be reinforced on April 7 by the arrival of Brigadier General William Woodfords 750 Virginia Continentals which raised his total strength to 5,500. The arrival of these men was offset by British reinforcements under Lord Rawdon which increased Clintons army to between 10,000-14,000. The City Invested Having been reinforced, Clinton crossed the Ashley under the cover of fog on March 29. Advancing on the Charleston defenses, the British began constructing siege lines on April 2. Two days later, the British constructed redoubts to protect the flanks of their siege line while also working to pull a small warship across the neck to the Cooper River. On April 8, the British fleet ran past the guns of Fort Moultrie and entered the harbor. Despite these setbacks, Lincoln retained contact with the outside via the north shore of the Cooper River (Map). With the situation rapidly decaying, Rutledge escaped the city on April 13. Moving to completely isolate the city, Clinton ordered Tarleton to take a force to sweep away Brigadier General Isaac Hugers small command at Moncks Corner to the north. Attacking on at 3:00 AM on April 14, Tarleton surprised and routed the Americans. After the fighting, Vernier was killed by Tarletons men despite asking for quarter. It was the first of several brutal actions taken by Tarletons men during the campaign. With the loss of this crossroads, Clinton secured the north bank of the Cooper River when Tarleton joined with Lieutenant Colonel James Websters command. This combined force advanced down the river to within six miles of the city and cut off Lincolns line of retreat. Understanding the severity of the situation, Lincoln called a council of war. Though advised to continue defending the city, he instead elected to parley with Clinton on April 21. In the meeting, Lincoln offered to evacuate the city if his men were permitted to depart. With the enemy trapped, Clinton immediately refused this request. Tightening the Noose Following this meeting, a massive artillery exchange ensued. On April 24, American forces sortied against the British siege lines but to little effect. Five days later, the British began operations against the dam that held the water in the defensive canal. Heavy fighting began as the Americans sought to protect the dam. Despite their best efforts, it was nearly drained by May 6 opening the way for a British assault. Lincolns situation further worsened when Fort Moultrie fell to British forces under Colonel Robert Arbuthnot. On May 8, Clinton demanded that the Americans unconditionally surrender. Refusing, Lincoln again attempted to negotiate for an evacuation. Again denying this request, Clinton began a heavy bombardment the following day. Continuing into the night, the British pounded the American lines. This, coupled with the use of hot shot a few days later, which set several buildings on fire, broke the spirit of the citys civic leaders who began pressing Lincoln to surrender. Seeing no other option, Lincoln contacted Clinton on May 11 and marched out of the city to surrender the following day.   Aftermath The defeat at Charleston was a disaster for American forces in the South and saw the elimination of the Continental Army in the region. In the fighting, Lincoln lost 92 killed and 148 wounded, and 5,266 captured. The surrender at Charleston ranks as the US Armys third largest surrender behind the Fall of Bataan (1942) and Battle of Harpers Ferry (1862). British casualties before Charleston numbered 76 killed and 182 wounded. Departing Charleston for New York in June, Clinton turned over command at Charleston to Cornwallis who quickly began establishing outposts across the interior. In the wake of the citys loss, Tarleton inflicted another defeat on the Americans at Waxhaws on May 29. Scrambling to recover, Congress dispatched the victor of Saratoga, Major General Horatio Gates, south with fresh troops. Rashly advancing, he was routed by Cornwallis at Camden in August. The American situation in the southern colonies did not begin stabilize until the arrival of Major General Nathanael Greene that fall. Under Greene, American forces inflicted heavy losses on Cornwallis at Guilford Court House in March 1781 and worked to regain the interior from the British.

Philadelphia movie Essay Example | Topics and Well Written Essays - 250 words

Philadelphia movie - Essay Example Tom Hanks brilliantly portrayed the character of Andy and communicated to viewers the need to look at gays suffering from AIDS in a different light. It was an emotional issue, to be sure, but Hanks did a good job at causing everyone to rethink their views towards people suffering from this horrible disease. When Andy began looking for a lawyer, he discovered that many people did not want to represent him simply on the basis of his illness. The frustration that he began to feel must surely have been overwhelming. Most people he met were afraid and would not get close to him. The movie effectively points out that even the lawyer who was brave enough to represent Andy was also afraid of him. In the end, however, this lawyer began to understand that Andy was no threat to his own health or to his reputation. He ended up learning a great deal from Andy and they turned into good friends. The overarching theme of this movie is to educate the public about AIDS and homosexuality. These two issues have divided society and have caused this segment of the population to be segregated and discriminated against in many communities across the country. This movie shows me that discrimination will likely always exist in our society, either on the basis of gender, race, or sexual preference. Philadelphia gives me, and other viewers as well, a good look at the reasons why we should shed our discriminatory views. Such thoughts serve to hurt not only the specific group being discriminated against, but also society in general. The message that the movie sends is that discriminating against homosexual people, especially those with AIDS, is illegal. It also conveys the message that judging people, commonly referred to as stereotyping, is wrong. Understanding people and our difference comes with time. This understanding came happen if we all take the time to get to know each

Employment Discrimination Assignment Example | Topics and Well Written Essays - 2750 words

Employment Discrimination - Assignment Example These articles present different provisions and protections to employees regarding discrimination in working places. Article nine states two major provisions as highlighted below: †¢ â€Å"Everyone has the right to freedom of thought, conscience and religion; this right includes freedom to change his religion or belief and freedom, either alone or in community with others and in public or private, to manifest his religion or belief, in worship, teaching, practice and observance† (Council of Europe, 2013). †¢ â€Å"Freedom to manifest one’s religion or beliefs shall be subject only to such limitations as are prescribed by law and are necessary in a democratic society in the interests of public safety, for the protection of public order, health or morals, or for the protection of the rights and freedoms of others† (Council of Europe, 2013). Article 14 on the other hand also provides different aspects seeking to provide protection to individuals who might suffer from personal discrimination, either directly or indirectly within the working environment. This article, however, works in accordance to the provisions of article 9. The provision of this article states as follows. †¢ â€Å"The enjoyment of the rights and freedoms set forth in [the] Convention shall be secured without discrimination on any ground such as sex, race, colour, language, religion, political or other opinion, national or social origin, association with a national minority, property, birth or other status†.... These decisions delivered by the European Court of Human Rights could have various implications on the employment context in future. 1st applicant The applicant had been working with British airways for 5years before the introduction of new uniform regulations, which created controversies with her religion. The applicant appeared to fail to conceal the religious symbol displayed, prompting the company to take necessary action. Following the laid down procedures, the company decided to terminate the services of the applicant indefinitely, without pay. The condition set upon the employee was that she would be reinstated when ready to comply with the prevailing regulations. Following numerous consultations, with relevant stakeholders, the company reviewed the regulations and the perceived religious symbol became permitted within specified working areas. The applicant was reinstated into her employment, however, the pending dues, accrued during suspension were denied to the employee. Thi s prompted the filing of legal complaint against the company for discriminative treatment, and breach of article 9. The applicant cited hindrance of the freedom to manifest her religion. The employment tribunal, however, dismissed the claims for direct discrimination on the ground that, the applicant failed to raise the issues of discrimination when the regulation was introduced. The failure by the applicant to present evidence of other individuals complaining of similar discrimination became the ground for dismissal at the Employment Appeal Tribunal. The appellate body dismissed the appeal for indirect discrimination as the applicant never proved of instances where other persons professing similar religious beliefs complained of discrimination from the company’s regulations. This