Dignity in Elderly care Essay Example | Topics and Well Written Essays - 20000 words

Dignity in Elderly care - Essay Example The notion of dignity was evaluated from the elders’ perspective and experiences, the latter was backed up by reviews of all current literature thus ensuring a comprehensive view. Moreover, exclusive sets of international code of standards safeguard human dignity within all societies. The basic notions of human dignity were initially conceived within the Universal Declaration of Human Rights in 1948.Furthur the promotion of dignity within healthcare conduces to a better quality of life. The notion of dignity was evaluated from the elders’ perspective and experiences, the latter was backed up by reviews of all current literature thus ensuring a comprehensive view. A global aging population entails specific requirements. Human rights have gained a strong focus on bioethics whilst it transpires that human dignity and rights are complimentary to each other. Various international conventions on human rights are inadequate in fulfilling elderly needs. Picker institute outlined dignity indicators that optimise care for elderly patients whilst giving them their basic human rights. Data collection included intervews, books, journals and websites, reflecting qualitative research methods. The perspectives of aging people concerning the quality of health services were investigated in the data interpretation. Within this setting, the elderly patients’ autonomy and dignity resulted to be moderated. Recommendations stressing provisions in the legal and health care systems target the reduction of practices that undermine dignity. Complimentary recommendations include holistic training and education to health care workers to avoid negative attitudes towards the elderly, supported by a Commissioner of old people. Finally, more effective resource logistics are imperative to arrest limitations in the health care system. Dedicated to my Husband and Children, Jeanette, Peter and Norma Table of Contents CHAPTER 1 17 Literature review 17 Health Ethics 20 Human dignity in philosophy and religion 20 Elderly People’s Rights 26 The Power/Vulnerability Paradox (Megret’s theory) 42 Indicators of dignity for the elderly 44 CHAPTER 2 53 Methodology 53 Introduction 53 Methods 58 Target population 59 Process 60 CHAPTER 3 67 Analysis and Discussion 67 CHAPTER 4 83 Conclusion 83 Appendix 1: 86 Transcripts of patients interviewed: 86 Appendix 2: 113 Interview with Ministry of Foreign Af fairs 113 Appendix 3: 115 Consent Form 120 Bibliography 129 UN programme on ageing, The Madrid International Plan of Action on Aging, 2002. 138 Report of the Second World Assembly on Ageing, Madrid, 8-12 April 2002, United 138 Nations,  New York, 2002. Retrieved from, 138 http://www.un.org/ageing/madrid_intlplanaction.html 138 I would like to express my deepest gratitude to my supervisor Rev.Professor George Grima B.A.,M.A.(Louv.),S.TH.D.(Louv) For, his excellent guidance, constant support and assistance throughout the opus of this thesis. I also wish to thank all those who made the completion of this course possible, especially my Family and Friends who have patiently supported me throughout my years of study. Introduction   Background study â€Å"No one can make you feel inferior without your permission† - Eleanor Roosevelt. The term ‘dignity’ derived from the Latin word dignitas or dignus that means worthy, can be defined as â€Å"quality of being worthy of honour† or â€Å"a sense of self-importance† (Collins Language. com, 2011). One can view dignity as an individual’s personal characteristic, recognised by self and others. From a broader perspective, dignity is â€Å"an umbrella concept...which makes it at once inclusive and comprehensive, and yet raises issues of scope and precision... [While creating an] awareness of the gulf separating humans from all other species can sensitize us to our potential for dignity†

Design-ICT Modelling CW Essay Example for Free

Design-ICT Modelling CW Essay I have completed my analysis of the current system; therefore I will be interviewing, observing and identifying the user requirements. In addition, the success criteria have been successfully accomplished. These steps will help me with the design of my new system before it is implemented: Worksheets: Most of the system will be based around worksheets. Here is a list of the ones that I will produce. * Main Menu This will be the menu giving access to all the worksheets stored in the system. * Ordering- This worksheet will be the most frequently used one because it is where customers choose the halls, the decorators, caterers, music artists, venues, bars. They want to buy as well as give their personal details and available budget. This worksheet will also give the individual costs of each item available for purchase and allow calculations to be made by the spreadsheet based on the products that are chosen. * Venues This will display details of all the different venues available that are available in different areas in London * Decorators- This will display details of all the different decorating companies available with the different designs available and at the different prices. * Caterers This will display details of all the different caterers company available with what food types are available. * Music Artist- This will display details of the different music artist available and the types of music they play and how much they will charge. * Drinks (Bar)- This will display details of all the different the drink the bar sells and how much they will cost. Graphs and charts: The new system will be used to display the results of the calculations it makes in an easy-to-read format. This is why graphs and charts will need to be made. They will be used to show the number of bookings in every month and the amount spent on refurbishing the venues and the bars. These will be used to give the profits made by the business every month so they know how they are progressing as a business. Macros: The macros will be used to navigate between different worksheets can be done faster if buttons are formed within every worksheet. These buttons will be the names of every worksheet so the user can click on the name of the worksheet to open it up instantly without having to open up a list of all worksheets as they will already be listed. Algorithms: Many calculations need to be made by the spreadsheet and this is only possible when formulae are programmed into cells. Formulae are needed because without them, the staff would need to make every calculation themselves which would take a lot of time. Therefore, formulae are the solution to this problem as they work out the calculations. Testing: Once the new spreadsheet system has been made and everyone is pleased with the worksheets, graphs, macros and formulae created, I will need to test my new system in order to check whether it accomplishes all the success criteria given. User documentation: When the new spreadsheet system has been implemented, successfully tested and I am sure that it works, I will need to create a user guide that will make it easier for the staff at JJ party planners to use the new system. The user guide will include instructions on how to program certain cells with formulae for making calculations and how to select items and change them according to a given budget. It will also come with a technical guide to help with troubleshooting in case the users face technical difficulties with the system. Evaluation: The last thing I will do will be to evaluate the system by checking how it works according to my specifications. Inputs These are the inputs that need to be put into the system for it to work: * Customers name, date of birth, address and contact number * Venue, decorator, caterer and music artist wanted , budget * Date of booking Processes The system should be able to produce the outputs by carrying out the following processes: * Search for the Venue, decorator, caterer and music artist available * Calculate total prices and recalculate when the booking is changed * Increasing the quantity of the Venue, decorator, caterer and music artist available * Collecting information and calculating the profits based on the number of sales and costs. Outputs The system should be able toproduce a number of outputs from this information: * An invoice for every sale which the company keeps. This invoice should give the name of the customer, the customers contact number or address and the bookings made and total price of the booking sold as well as the date of the sale. * A receipt after a booking is made to give to the customer. * Graphs showing profit made at different times so my client is aware of how the business is progressing. * Reports showing models that have been newly bought venues or contract with new decorator, caterer and music artists

Leadership Cultural Diversity and Global Mindset

Leadership Cultural Diversity and Global Mindset Extensive research has been undertaken over the past 50 years to identify and analyze leadership behavior. Leadership has been defined in many different ways, but most definitions assume that it involves an influence process concerned with facilitating the performance of a collective task. It involves a process whereby intentional influence is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group to achieve organizational effectiveness and success. Robins and Judge (2008) define leadership as the ability to influence a group toward the achievement of a vision or set of goals (p. 385). Along the ability to influence, intercultural, interpersonal and organizational communication skills are crucial for global leaders. For effective leadership in multicultural settings, a global mindset and diversity understanding are the most important skills required of leaders. There are several distinct theoretical bases for leadership. At first, leaders were felt to be born, not made. So-called great person theory of leadership, it implied that some individuals are born with certain traits that allowed them to emerge out of any situation or period of history to become leaders. The trait theories concentrate on the leaders themselves and have shown little promise for either the understanding of the leadership process or the relationship with effective leadership performance. Recent research findings show a significant relationship with the Big Five personality traits and effective leadership. According to Luthans (2008), there is emerging interest in positive organizational behavior capacities (i.e. hope, optimism, resiliency, emotional intelligence, and, especially, self-efficacy) and effective leaders, and there is continuing concern with leader skills and competences (pp. 413-416). Most researchers evaluate leadership effectiveness in terms of the consequences of the leaders actions for followers. Leadership is an exchange process between the leader and the followers. The group and exchange theories emphasize the importance of followers. Graen and Uhl Bien (1995) applied a multi-level and multi-domain perspective on leadership, distinguishing between leader-based, follower-based, and relationship-based leadership styles (p. 224). Leader-based style was found to include more structured tasks, strong leader position power, member acceptance of leader, and common understanding of leader and power. Follower-based became known for more unstructured tasks, weak position power, member non-acceptance of leader, and leaders absence from responsibilities. The relationship based style included situation favorability for leader between two extremes, accommodated differing needs of subordinates, and could elicit superior work from different types. Now known as Leader-Member Exchange (LMX) theory, it says the leaders treat individual followers differently; in particular, leaders and their associates develop two-person dyadic relationships that affect the behavior of both (Luthans, p. 417). This research continues to be relatively supportive despite some criticism it received over the years. LMX seems to be more descriptive of the typical process of role making by leaders, rather than prescribing the patterns of downward exchange relations optimal for leadership effectiveness. However, from the social cognitive perspective, it should be taken into account that leader-member exchanges are a reciprocal process, as leaders may be inclined to change follower self-concept in the short run to achieve performance goals and more enduring changes. Meanwhile, followers reciprocally shape leaders self-schemas through their responses, both as individuals and through collective reactions. The traditionally recognized theories of leadership tend to be more situation-based. In particular, Fiedlers contingency model made a significant contribution to leadership theory and potentially to the practice of human resource management. The situation in which an organization operates plays an influential role in designing and managing the organization effectively. The situational variables and contextual aspects of leadership affect leadership roles, skills, behavior, and followers performance and satisfaction. Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. The theory suggests that a key factor to leadership success is the individuals fixed leadership style. Based on empirical research, Fiedler concluded that task-oriented leaders end to perform better in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. It is im portant to note that contingency theory emphasizes that leaders are not successful in all situations. In the 21st century workplace, this theory is still predictive and provides useful information about the type of leadership most likely to be successful. Data from this empirical research theory could be particularly useful to organizations in developing leadership profiles. However, the theory does not clearly explain why people with certain leadership style are more effective in particular situations than others, as well as what to do when the leader and the situation mismatch in the workplace. In addition, mush use of psychology and sociology has contributed to the development of five major contingency theories: Fiedlers least-preferred co-worker (LPC) theory (relationships, power, and tasks), Evanss path-goal theory (paths and rewards), Kerr and Jermiers leadership substitutes theory, multiple-linkage models (leadership and group effectiveness), and Fiedlers cognitive resource t heory (Robins and Judge, 2008, pp. 386-403). The studies have given a rise to a number of taxonomies which Yukl (2002) proposes might be refined into the three jointly inter-reacting categories of task-, relations-, and change-oriented behaviors. On looking at the fields of study covering participative (change-oriented) leadership, delegation and empowerment, Yukl more closely examined Vroom-Yetoons model of participative leadership to identify decision procedures in different situations. In his Leadership in Organizations book, he considers some detrimental success of collective participatory efforts by members of an organization to achieve meaningful tasks then gives the following definition of leadership: Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the shared objectives (p. 7). One of the most important and difficult leadership responsibilities is leading change, especially the cultural change. The creation and establishment of a clear and compelling vision is useful to guide the organization through change, and guidelines are necessary for formulating a vision, as well as implementing change for political or organizational or people-oriented actions. Throughout the change process, the role of the leader is key. While traditional leadership theories focused on the leaders influential power over the followers, the contemporary leadership theories focus on the importance of the leader as a communicator. Contemporary organizations are constantly searching for leaders who can exhibit charismatic, authentic, and transformational leadership qualities. They want leaders who have clear vision and the right charisma to carry out the vision. Although exhibiting the right behaviors at the right time may be perceived as a result of true leadership effectiveness, the evidence strongly shows that people have a relatively uniform perception of what a leader should look like. They attribute true leadership to people who are smart, personable, verbally adept, and inspirational. The effectiveness of charismatic and transformational leadership crosses cultural boundaries. Effective leaders today must develop trusting relationships with the followers, because as organizations have become less stable and predict able, strong bonds of trust are likely to be replacing bureaucratic rules in defining expectations and relationships. Leaders who are not trusted are not likely to be effective. Yukl clearly explains, in chapter 9, why attributions of charisma are jointly determined by the leader, the followers, and the situation (pp. 240-267). Charismatic leaders arouse enthusiasm and commitment in followers by advocating a vision and increasing the followers confidence about achieving the vision. Attribution of charisma to the leader is more likely if the vision and strategy for attaining it are innovative, the leader takes personal risks to promote it, and the strategy appears to be succeeding. Self-confidence, strong convictions, speaking ability, and other leader traits or skills increase the likelihood of charisma. Ethical charismatic leaders use power to serve others, align vision with followers needs and aspirations, consider and learn from others, as well as stimulate followers to think independently and to question the leaders views. They prefer open, two-way communication, share recognition with others by coaching, developing, and supporting followers. They rely o n internal moral standards to satisfy organizational and societal interests (Howell and Avolio, 1992, p. 45). Robins and Judge (2008) defines charismatic leadership theory as a theory which states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors (p. 413). Charismatic leadership may affect some followers more than others. People are more receptive to charismatic leadership especially at times of crisis, stress, and negative outcomes. Charismatic leaders have idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Luthans, p. 435). However, as a group they are considered a subsection of transformational leadership. Transformational leaders make followers more aware of the importance and value of the work and induce followers to transcend self-interest for the sake of the organization. They empower organizations by developing follower skills and confidence to prepare followers for greater responsibilities. Under difficult conditions, resilient transformational leaders help followers to see threats as opportunities for advancement and responsibility for success (Luthans, Youssef, and Avolio, 2007, p. 126-127). They support and encourage followers to maintain enthusiasm and effort in the face of obstacles and difficulties. As a result of such influence, followers motivation and performance increases along with improved trust and respect toward the leader. The primary characteristic of transformational leadership is the idealized influence, as opposed to charisma, allowing people to differentiate between the two theories. The major difference is how followers are treated. While transformational lea ders seek to empower and elevate the followers to develop followers into leaders, charismatic leaders may seek to keep followers weak, loyal, and dependant on them. While transformational leaders increase follower motivation and performance to a greater degree, effective leaders typically use a combination of transformational and transactional leadership types (Yukl, pp. 253-254). Leadership effectiveness may not necessarily be enhanced by transactional leadership; however, contingent reward behavior is effective for recognizing accomplishments, as well as rewarding the efforts and good performance (Bass, 1990, p. 22). Global Mindset Cultural Diversity In todays rapidly changing global economy, it has become crucial for leaders to possess such intelligence that analyzes and employs the greatest possible emerging and challenging opportunities as well as observes and interprets the dynamic and culturally diverse world in which they lead humans the most valuable assets of any given organization. The success of the strategies multicultural organizations pursue is largely impacted by the leaders perceptions and interpretations of the global socioeconomic environment. With central focus in the field of cognitive psychology and organizational theory, global mindset has much to do with human beings and their sense in the world in which they encounter daily interaction with one another. We live in a world where do exit dynamic, ambiguous, and complex information that get our attention and absorption. Using cognitive filters, we are selective in our absorption and biased in our interpretation. There exists the likelihood that our mindset an d new information may, however, be engaged in an inconsistent correlation, under which circumstance the information becomes subject to rejection or the mindset becomes subject to change. The mindset of other members in an organization has an influence on and does indeed shape the mindset of the collectivity of individuals within the organization. The level of power, the status of people with whom being interacted, the purpose of interaction, etc, does play a crucial role in the shaping of ones mindset. New experiences, a change in the relative power of different individuals, and a change in the process of organizational and social interaction within members do result in a change of the organizational mindset. According to Gupta and Govindarajan (2002), the cognitive psychology has shown that mindset exists through knowledge structure primarily composed of differentiation and integration attributes. The latter first of two refers to the narrowness of knowledge the individual brings to a context, whereas the latter one refers to the level of integration of disparate knowledge elements in the knowledge structures. When differentiation is low, integration is not an issue; however, when it is high, integration becomes a critical attribute. Many of us are changeable and each time frequently swing towards the person we last met. This scenario where high differentiation is accompanied with low integration is known to be High D-Low I. Conversely, those who welcome diverse options and demonstrate integrative perspective are known as High D-High I which itself is the definition of global mindset. Gupta and Govindarajan define global mindset more precisely as one that combines openness to and awarene ss of diversity across cultures and markets with a propensity and ability to synthesize across this diversity The value of global mindset is best illustrated by the companys ability to combine speed with accurate response. The companys ability to grasp the needs in the local market and its ability to build cognitive bridges across the needs and between its own global experience and capabilities are manifested in such comparative advantages which identify the emerging opportunities, analyze the trade-off between the local adaptation and global standardization, smoothen the complimentary activity coordination across the borders, spread out the concept of new products and technologies, share best practices effectively and efficiently across subsidiaries. The value of global mindset becomes quite apparent when analyzing how its presence or absence might affect a companys strategy in a rapidly growing foreign market of extremely complex economy where public policy is unpredictable and preference is given to local companies as opposed to foreign. Modifying and reformulating strategies in order to achieve goals in the foreign market may still not be enough for success if there is a lack of understanding of changes in the foreign market and demand and lack of integrative global perspective towards the ongoing events in the foreign market. Awareness of changes in foreign market environments can therefore become a major source for valuing and upholding the global mindset and identifying and addressing its ever-existing challenges. Achieving global mindset occurs through cultivation, as prescribed by cognitive psychology and organization theory, and it is driven by curiosity and commitment to gaining knowledge about the world and its way of operation, by exposure to diversity, by unequivocal formulation of current mindsets, as well as by development of integrated perspective on diversity of standards in cultures and markets. Cultivating curiosity about the world is a reflection of attitudes, an element of individual personality makeup. Although the companies are capable of manipulating with adroitness to further produce curiosity among employees, their greatest freedom still lies on employee selection and in managing the demographic makeup of the companies. Companies cultivate knowledge regarding diverse cultures and markets through facilitating such knowledge at individual levels and through diversifying the company workforce itself which build cognitive diversity inside the mindset of individuals as well as b ring together a diverse knowledge base across the organization members. Formulating current mindset is heavily influenced by the process of interaction between people and the environment which shapes the interpretation of the surrounding world, hence affecting how the mindset changes or remains unchanged. Self-consciousness becomes a necessary and inseparable component when cultivating the current mindset which work best through asking managers to articulate own beliefs about the subject domain, as well as through drawing comparative analysis of how different managers would interpret the same reality. Getting formal education that builds on the awareness of diverse cultures and markets and participating in events and projects in foreign markets, and emerging oneself into more extensive cultural learning programs and trainings are all powerful ways of constructing a global mindset. Diversity is about differences, and humans do not easily negotiate differences. The human brains response to differences is typically arousal, alarm, and sometimes attacks, until such time as the differences are processed by exposure, reason, or mastery (Marsella, 2009, p. 121). The interactions between social diversity markers (i.e. ethnicity, race, age, sex, gender, social class, religion, sexual orientation, physical or mental challenges, physique, etc) as well as between interpersonal and individual differences result in different conditions of acceptability. Differences become the source of problems in cultures and organization; however, diversity encounters occur under problematic perceptions. Leaders across the globe face the ever-increasing cultural challenges during their day-to-day interaction with humans within and outside the organization. In this global era, cultural diversity intelligence, competence, understanding, appreciation and embracement are required of effective global leaders. [Negotiate Diversity Immergance of Conflict (this is on a chart in the article)] Successful leadership of todays increasingly diverse workplace is among the most important global challenges. The problem of managing todays culturally diverse workforce is the unfortunate inability of the leaders and managers to fully comprehend the organizational, cultural, and global dynamics. The global economy has moved diversity to the top of any leaders agenda. There is a reason to believe that cultural issues in leadership should be studied to reveal both differences between cultures and specific within-country practices that would help expatriate leaders succeed. Organizational communication will differ across cultures. Todays global leaders need to recognize such differences. Most of the research on leadership theories has been conducted in English-speaking countries, limiting our knowledge about how culture might influence their validity, particularly in Eastern cultures. During the last decade, interest in cross-cultural leadership has increased dramatically for apparent reasons. Increasing globalization of organizations has made it more critical to learn about effective leadership in different cultures. Influencing and motivating culturally diverse workforce has become an increasing challenge for global leaders or leaders of cultural diversity on local levels. Successful influence requires a broad understanding of cultural differences and motivational factors in each culture. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program has carried on a cross-cultural investigation of leadership and national culture, using data from 825 organizations in 62 countries to identify nine dimensions on which national cultures differ: power distance; individualism versus collectivism; masculinity versus femininity; uncertainty avoidance; long-term versus short-term orientation; and humane versus performance orientation (Robbins and Judge, 2008, p. 125). The GLOBE framework is primarily based on Geert Hofstedes Framework for Assessing Cultures one of the most referenced approaches for analyzing cultural variances since 1970s (p. 124). According to Yukl (2002), the results of the GLOBE research indicate that certain traits, skills, and behaviors are rated highly relevant for effective leaderships in all culture, for example, integrity (honest, trustworthy, just), visionary (has foresight, plans ahead), inspirational (positive, dynamic, encourages, motivates, builds confidence), decisive, diplomatic, achievement-oriented, and team-integrator, whereas some attributes varied widely in relevance across cultures, such as ambitious, cautious, compassionate, domineering, indirect, risk taker, self-sacrificing, sensitive, status conscious, etc. (p. 418). Examining the relationship among societal cultures, situational variables (such as strategy, culture, uncertainty, etc), leadership process, and organizational effectiveness, the GLOBE project has provided significant research results for leadership of cultural diversity in the rapid pace of globalization and economic development. To have a broader understanding of how leadership of cultural diversity and organizational communication with global mindset are applied in real world practices, I have decided to interview three individuals, who hold positions in public, non-profit, and private sectors, as well as to analyze and relate my findings to some leadership and diversity management research. My first interviewee, Miss. Hanying Li from Singapore, had started working in private sector but transitioned to the non-profit sector for most of her career life. She currently serves as senior program officer for Mangroves for the Future, the International Union for Conservation of Nature (AUCN) Asia Regional Office in Bangkok, Thailand. Mangroves for the Future (MFF) is a regional multi-partner initiative on coastal ecosystem rehabilitation and management. Her main responsibilities include program coordination with all stakeholders, including six partner agencies, two donors, eight focal countries, etc., as well as project management (84 small projects and 9 large projects in six countries), and day-to-day running of the regional Secretariat. She has unshakeable knowledge of diversity and enormous amount of professional experiences cross-culturally. She was a valuable asset for my research, as I was trying to particularly learn about cross-cultural leadership in Asian cultures. Wi th her strong background and knowledge of Singaporean culture and workforce, she was able to address the core culture values and beliefs of Singaporeans which facilitated my exploratory study of Hofstedes and Trampenaars cross-cultural dimensions and leadership. Singapore is a major success story. Its solid foundation leaves only the question of how to continue expanding in the face of increasing international competition. To date, however, Singapore has emerged as an urban planners ideal model and the leader and financial center of Southeast Asia. Li believes that leading an organization, motivating the workforce, and assuring organizational success in Singapore require a careful study of cultural values, traditions, and norms, as well as diversity training. In her opinion, not many people from western leading nations have been successful in Asian markets, primarily because of the inability to understand and accept the cultural differences and lead according to those differences. According to Li, Singaporeans treat special groups of people with special respect and courtesy. Honored guests, elders, parents, teachers, bosses and leaders must be treated differently. They strongly value and adhere to a hierarchical relationship in society, as a result of Confucian teaching thinking. They see the society as composed of people who are inherently unequal in rank and standing, and differences in rank are signaled and reinforced by the style of the interaction between the parties involved. Deference, respect and formality towards superiors are the norm. In addition, juniors are supposed to keep their opinions to themselves unless specifically and directly asked. Hence, subordinates in Singapore are unlikely to question authority and are less likely to initiate upward communication unless requested to do so because its culture values the importance of status differences and hierarchies. The complex authority and status relationships characterize Singaporeans as a hier archical culture which parallels with the idea of power distance in Hofstedes study. Luthans (2008) notes that power distance is the degree to which members of a collective expect power to be distributed equally (pg. 432). Singapore has a high rating on power distance which means that large inequalities of power and wealth exist and are tolerated in the culture. Li suggests that a societys level of inequality is endorsed by the followers as much as by the leaders; furthermore, power and inequality, of course, are extremely fundamental facts of any society and anybody with some international experience will be aware that all societies are unequal, but some are more unequal than others. In Singapore, people feel less threatened by ambiguous situations, motions are shown less in public, younger people are trustworthy, and people are willing to take risks in life. The authorities are there to serve the citizens. Conflicts and competition can be contained on the level of fair play and are used constructively. Singapore has comparatively low uncertainty avoidance; it has organization settings with less structuring of activities, fewer written rules, less risk taking by managers, higher labor turnover, and more ambitious employees. The Organization encourages personnel to use their own initiative and assume responsibility for their actions. Uncertainty avoidance is the extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid these. Luthans (2008) defines uncertainty avoidance as the extent a society, organization, or groups rely on norms, rules, and procedures to alleviate the unpredictability of future ev ents (p. 432). Li mentions that leaders from individualistic cultures might have hard time motivating Singaporean employees if there is no appreciation and respect for employees family members. Tasks are not usually distributed to individuals, but rather to a group. Traditional Asian value of family ties remains paramount to the average Singaporean. Hence, it is not surprising that it is the group rather than the individual that is emphasized in Singaporean society. In Singapore, children are raised to stay within the family. From early infancy on, children are conditioned to be a part of the group and to stay within the group. They are socialized to be dependent on the group, to make decisions that benefit the group, and to make choices for, and in support of, the group. Children are taught to assist and uphold the honor of the group, whether that group is the family, the school, the neighborhood, or the nation. The person who places individual needs ahead of the group needs is considered to be am oral, almost a misfit, or even a social deviant. To sum up, familys moral influences and kinship partners lead Singaporeans to be collectivistic, rather than individualistic. Group collectivism is the degree to which individuals express pride, loyalty, or cohesiveness in their organizations or families (Luthans, 2008, p. 432). In contrast, individualism is t he tendency of people to look after themselves and their immediate family. Lastly, towards the end of the interview, Li mentioned about the importance of cross-cultural human-relation intelligence for effective leadership. Some cultures like Singapore are emotionally neutral not showing their feelings in public or organizations, acting stoically, and maintaining their composure which does not necessarily mean disinterest. This notion of emotional intelligence has become increasingly important for culturally diverse leadership environments. Luthans, Youssef, and Avolio (2007) defined emotional intelligence (EI) as the ability to accurately perceive, express, understand, use, and manage emotions in oneself and others in order to facilitate cognitive, emotional, and social growth and development (p. 183). My second interviewee, Mr. Hovep Seferian, is the Vice Consul, Press and Trade Attachà © of the Brazilian Embassy in the Republic of Armenia. Throughout his life and career, he has lived and experienced major cultural differences and challenges in Syria, Lebanon, India, Egypt, France, Brazil, and Armenia. His multicultural experiences have immensely influenced his perspective on cultural differences. As an immigrant especially in India and Lebanon, he underwent major obstacles, hoping to integrate in the system without being discriminated. Life experiences have not only made him a transformational leader, but also a selfless public servant and administrator. Seferian emphasizes the importance of ethical and moral responsibilities public leaders should have when tensions and diversity challenges occur. They are to be perceived honorable in their field before they are trusted with public affairs and business. Once honor is gained by the followers, they are to follow personal morality, as well as professional, organizational, and social ethics. An ethical public leader would not use the position for personal or private gains in a democratic mechanism. Nations are democratic when public officials follow the rule of law to truthfully serve the citizens without selfish ambitions. Personal motivations, value-free neutrality, legitimacy, and social equity may heavily influence on public leaders role in the society and their commitment to ethical conduct in decision making and democratic service. Personal morality is closely related to personal motivations, since personal concerns, such as career advancement, financial security, or private gains, play a significant role in the professional workplace. The public service environment is quite complex, making it difficult to generalize about the nature of public service and identify the way public leaders can best serve the public. The organizational and social ethics hold the public leaders responsible for protecting individuals in the society and furthering the process of the group as a whole. Standards of conduct, formal guidelines for ethical behavior, and other norms have been created to hold public leaders accountable for their actions. Ethics and morality in government sector should be addressed more now than ever before with the emerging diversity challenges the system encounters, Seferian believes. Despite the cultural and diversity challenges, public/government officials have an obligation to be fair and just for all citizens. As representatives of the citizenry, they have the responsibility to bring social justice, equity, and economic efficiency. However, Safarian mentions that in certain countries, like those of the former Soviet Union, it has become increasingly difficult for public administrators to intervene in governmental decision-making and public policy to address diversity and equality issues. Although attempts towards democratization have been made, the cultural and polit

Treatments for Depression Essay -- Biology Essays Research Papers

Treatments for Depression Clinical depression is a disease that involves feelings of sadness lasting for longer than two weeks and is often accompanied by a loss of interest in life, hopelessness, and decreased energy. (3) Depression affects 340 million people in the world today. One in every 4 women and one in every 10 men develop depression during their lifetime. About half the cases of depression are untreated and about 10 to 15 percent of all depressed people commit suicide. (4) There are many different types of depression including major depression, Bipolar Disorder, Dysthymia, and Seasonal Affective Disorder (SAD), and there are different degrees of depression ranging from less severe to major severe. (3) There are various ways to treat depression, but what most people do not know is that depression is one of the most treatable mental illnesses. There are a variety of drugs called antidepressants which help to increase certain neurotransmitters in your brain. There are also various types of counseling, psychotherapy, self-help techniques, and alternative therapies to help a person overcome depression. In many cases, doctors combine different forms of therapies and treatments to produce the best result in depression cases. (1) The most widely used therapy today is antidepressants. Antidepressants are usually divided into three categories: Selective Serotonin Reuptake Inhibitors (SSRI), Tricyclic Antidepressants (TCA), and Monoamine Oxidase Inhibitors (MOAI). (1) SSRIs raise the level of serotonin in the brain because low levels of this neurotransmitter have been connected to depression. TCAs increase the level of norepinephrine in the brain. MOAIs increase the levels of epinephrine, norepinephrine, and serotonin in ... ... because of the many dangerous side affects associated with them. Maybe one day there will be a cure for depression just as we are searching for a cure for cancer or AIDS, and then people will not have to deal with this disease that causes them to lose 10 percent of the productive years during their lives.(4) References 1)Depression Treatment and Help http://www.about-depression.com/treatments-for-depression/treatment-overview.php 2)50+Health-Home/Treatments for Depression http://www.50plushealth.co.uk/index.cfm?articleid=461 3)Other Treatments for Depression http://www.ehealthmd.com/library/depression/DEP_other.html 4)Depression- Net, Info on Depression http://www.depression-net.com/ 5)Major Depressive Disorder: Treatment http://www.mentalhealth.com/rx/p23-md01.html#Head_2 6)Depression Treatment http://www.apa.org/journals/anton.html

Analysis- Macbeth’s soliloquy Essay

Macbeth’s soliloquy at the start of Act 1, Scene 7, introduces us to a side of Macbeth that has not yet been portrayed earlier in the play. Here, instead of being the courageous and valiant soldier, Macbeth reveals himself to be a man who is being slowly tempted by ambition and power, though not determined enough to take the risks in order to achieve his goal, thus resulting in the repetition of â€Å"ifs† throughout the beginning of Macbeth’s soliloquy. Macbeth is also very much aware of the lack of reason for the murder of Duncan. The soliloquy effectively adds to our understanding of the internal conflict that plagues Macbeth as he struggles to determine whether or not he should kill Duncan, who is a virtuous man as well as his kinsman and king. He believes that it is against the nature of man to kill someone who is of such a status and relation to him and that it is immoral to do so, â€Å"he’s here in double trust: first, as I am his kinsman and his subject, strong both against the deed† and that it would be a breech of Duncan’s trust in him if he decides to go through with the murder. We see Macbeth’s reluctance to murder Duncan himself as he is a guest in his own home. â€Å"†¦as his host, who should against his murderer shut the door, not bear the knife myself.† Macbeth knows that his weakness is the desire he has to seize the crown. He knows that although he does not wish to murder Duncan but for the fulfillment of his own ambition, â€Å"I have no spur to prick the sides of my intent, but only vaulting ambition†¦Ã¢â‚¬  it is something that must happen in order for Macbeth to achieve what he wants. The audience sees the conflict within Macbeth and the horrible imaginings he has for his own downfall and his fate. He knows that he is drinking from a â€Å"poisoned chalice† which symbolizes Macbeth’s yearning for moral desecration. Another aspect of Macbeth that the audience witness is the reluctance to mention the murder of Duncan. Instead, he uses euphemisms such as † it, assassination, this blow, the deed, bear the knife, his taking off, horrid deed, my intent† This gives the audience the impression that Macbeth is scared to name his fate and his intentions of murdering Duncan in fear of â€Å"jinxing† himself. Macbeth’s tone throughout his soliloquy is one of confusion, frustration and is filled with hellish images which are associated with what may become of Macbeth’s soul. â€Å"Bloody instructions, which being taught; return to plague th’inventor, deep damnation, poisoned chalice† Macbeth recognizes the guilt which may come with the murder of Duncan and we find ourselves feeling pity for him as he  struggles with morals and his own ambition. Personification and metaphors are also effective in Macbeth’s soliloquy. Through personification, various aspects of humanity such as virtues, justice, and pity have been exaggerated so that the audience may treat these aspects as humans, and feel the vulnerability of human goodness- pity is portrayed as a newborn babe, and virtues are portrayed pleading like angels. Through Macbeth’s soliloquy, the audience sees that this man, who was supposedly a virtuous, valiant person, has become a weak character, giving in to the temptations brought on by ambition, greed and power, even if it means having to abandon his morals. The audience recognizes that Macbeth is human and he is plagued with a troubled conscience but we are disappointed to see Macbeth slowly drifting towards corruption and his own downfall. He will eventually â€Å"o’erleap† himself.

The Causes of the Civil War essays

The Causes of the Civil War essays The American Civil War was the bloodiest conflict ever fought in United States history. It killed more Americans than any other war added together not including Vietnam. Because the war was continental, every family was and possibly still continues to be divided over the causes and its lasting effects. The causes of the Civil War are extremely complex and debatable. They range from personal to political and moral to economic. However, the most debated issue of the entire conflict was the role and involvement of slavery. Dr. James Oliver Horton, a professor of American Studies and History at George Washington University, felt that slavery, ...was not the only cause, or the only important cause, but it was the central cause. If you take slavery out of the equation, you dont have a Civil War with the sides involved as they were (Brechbill). While the tariffs, taxation policies, and states rights were factors, the Confederate Soldiers fought for honor and for the Southern way of life (Brechbill). Some still argue that slavery was not an issue because it was avoided for the entire first year of the war. However, others felt it was a major issue because it was the nail in the coffin for those who wanted to keep the Union preserved. During the 1800s, the United States was passionate about expanding their country from the coast of the Atlantic to the coast of the Pacific. To justify this need, they coined the phrase Manifest Destiny. This was a way of implying that fate and God would sanction the growth of their country. This was a way to justify taking the land of others under their control, such as the annexation of Texas. This lead to many conflicts, including the Mexican War (Websters Vol. 6 1609). The Mexican War added new territory into the equation with the question always being whether or not the land would become free or slave states. By the Missouri Compromise in ...