Marxism theory of the State Essay Example | Topics and Well Written Essays - 1750 words

Marxism theory of the State - Essay Example For instance, Marxism has different impacts compared to pluralism and elitism. However, Marxism is still the preferred theory for governance in countries like Russia and China. Supporters of Marxism in Russia argue that it creates balance in the society compared to pluralism and elitism1. Marxists advocate for the institution of political and legal structures that create a classless society. Karl Marx and Engels devised the theory after conducting several studies on the dynamics that shape the society. The two philosophers formulated the theory at a time when governments were struggling with political, social and economic structures in the society. The theory was an alternative to leadership that was failing in the society. Marx recommended the theory because it provided solutions to challenges that faced pluralism, elitism and feudalism. Based on initial literature review processes, it appears that Marxism is the most convincing theory for governance. Marxism political system Marxis m is a theory that puts the society into classes based on their economic capabilities. According to the theory, everyone in the society has a fundamental role to play in enhancing stability of the state2. The theory is opposed to totalitarian rule when the state has autonomy in controlling the social political and economic aspects of peoples’ life. Marx argues that discomfort of the masses has the possibility of destabilizing the society. Therefore, Marx suggests that measures should be enacted to enhance understanding amid different classes of the society. In Marxism, the classes are based on the individual’s access to the means of production. People who have the capacity to manipulate the factors of production are at the top of the class. The second group is the middle class identified as those who control the factors of production, but lack sufficient control as the upper class. The last group is the lower classes who partake in the production but they receive fewer benefits from the process. Authority serves at the behest of the class that owns wealth in a classified society. According to the theory, instability in the society results from class struggle. This means that there can never be peace as long as a particular group of people is dissatisfied with the administration. A need arises for people in authority to formulate measures for creating a balance in society to prevent conflicts from arising3. According to Marx, a shift in power is likely to happen whenever a particular class feels that the authorities do not represent their interests. Marxist approach allows individuals to take control of the factors of production in the society4. The theory enhances stability in the society because it encourages individuals to produce wealth that can be used by the community. According to Marx and Engels, the theory makes it easy for the ruling class to maintain stability in the society by quelling any form of discomfort among the classes in the so ciety. According to theory, a State is the authority that takes control over the other classes. The State is responsible for controlling the factors of production. Politics play a significant role in influencing economic activities of the classes. Interestingly, the ruling class constitutes the minority in the populace in several instances. However, the ruling class is influential based on their economic capability. The ruling class thrives at the ignorance of the middle class who comprise the bulk of the population yet they lack the capacity to control the State. Given their numerical strength, they can overthrow the government at will but they are unsuccessful because

Chapter 5 Reaction Essay Example | Topics and Well Written Essays - 500 words

Chapter 5 Reaction - Essay Example I am now more aware that precautions should be observed when communicating with others, especially those people from diverse cultural orientations or those who do not belong to the same generation to prevent misunderstanding. The authors’ style of using diverse real life scenarios to explain points of contention provided clear illustration and support to the arguments. Examples in the form of stories, incidents, and funny communication scenarios reinforce meanings to the lessons that the author aimed to impart. The value of the information in the chapter is measured in terms of its applicability to one’s personal life. As I live in a Western culture where people are more open, frank, and honest in terms of verbal communication, I have accepted and adapted the practice of being direct but likewise vigilant in using frames and idioms depending on the situation and the person I am talking to. Likewise, not because I live in the United States, does it necessarily mean that I have to impose the American culture and way of live to other people from diverse racial and cultural background. The article assisted in guiding me towards using proper decorum and to be more vigilant in exerting appropriate efforts in learning and being aware of critical acceptable and unacceptable behavior in terms of communication patterns and expressions.

Management Situation In A Police Organisation Management Essay

Management Situation In A Police Organisation Management Essay This essay will analyse a change management situation in a Police organisation, comparing approaches to leadership, analysing the efficiency of interpersonal skills for a Leader and analysing the role of a Leader within the Police environment, taking cognisance of the principles, theories and approaches to Leadership. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realise your own leadership potential. The Police service in Scotland has under gone many Change Management Situations over the years. In 1975 the Local Government reorganisation brought about the amalgamation of the Burgh and City police forces into the eight territorial forces that we recognise today. At the present Strathclyde Police are undergoing a significant change management situation, the result of which is the implementation of Variable Shift Agreement (VSA) across the force at operational level. EVALUATE APPROACHES TO LEADERSHIP The introduction of the VSA saw the force revise its traditional four group system for core uniform coverage into a five group system. The demands of the new arrangement meant that the leader (Chief Constable) was tasked with altering the resource management for each of Strathclydes territorial divisions considering factors such as: Length of Service and age Specialities i.e. Public Order , Firearms Gender These factors were all considered to provide an equal share of skills and experience across a Division as possible. This could prove the cause of friction between the management and subordinates, as well formed; productive shifts could be fragmented and divided up across a division. Kotter (1990, cited in Leadership 2009) observed that managers and leaders have three main tasks that they accomplish in different ways: Deciding what needs to be done Shift pattern must change to give better work life balance, better service to the public and more efficient use of resources. Creating networks of people and relationships that can accomplish the agenda Setting up of a review and implementation team, looking at best use of resources. Trying to ensure that people actually do the job monitoring the results of the newly formed shifts through Key Performance Indicators (KPIs) such as cases submitted, stop searches undertaken and absence management. In the implementation of the VSA shift pattern the leader involved, more or less followed the three tasks as observed by Kotter, however depending on the leaders rank within the hierarchy, their approach to the same task will differ. Remembering that there is a difference between leaders and managers Kotters approach allows Leaders to concentrate on the creation of strategies and visions for the future, communicating and committing to achievement of these visions and motivating others despite obstacles to change. During this change management situation the Leader was more concerned with focusing on the implementation of the VSA rather than focusing on the needs of the employees. Lewin et al (1939, cited in Leadership 2009) identified a leadership approach, sometimes referred to as the behavioural approach: Autocratic (or authoritarian) style where the leader concentrates on getting the job done; the leader takes responsibility for everything that is done e.g. making decisions , allocating work, setting targets and ensures , through the use of rewards and punishments that team members obey. Democratic (or participation) style where the leader concentrates on the needs of the group or team; leadership is shared with team members who have a greater say in the decision making; how tasks are allocated and so on. Laissez Faire (or delegative) style as its name suggests this is where the leader deliberately allows the team to decide what has to be done and how to do it; the leader is available for help and advice if needed but does not interfere. According to Lewin et al the leader utilised an autocratic style of leadership when implementing the VSA, controlling decision making and task setting. Shown with the formation of the VSA implementation team. They had the set task of rolling out the shift plan to each division in turn, with target dates set for this roll out. Furthermore, the Chief Constable regularly chaired a strategic tasking and co-ordinating group, receiving feedback from the implementation team and Divisional Commanders, whilst making all the decisions regarding the implementation, without handing any of these decisions down to subordinates to undertake, showing that in this case he was taking responsibility for everything that was done. A different approach to leadership is that of Hersey and Blanchard (1988, cited in Leadership 2009) theory known as situational leadership, they make use of observing members willingness to perform a task and from this select a suitable leadership style. The four stages of readiness are described as: R1 unable and unwilling R2 unable and willing R3 able but unwilling R4 able and willing Most personnel which would be affected fell into: R2 New Probationers who do not yet have the necessary skills and had not experience any other shift pattern. And R3 More experienced officers who could foresee that the shift pattern was not as favourable as the current one, some possibly resistant to change. But others able to argue that there would be problems with child care, longer working days and frequent cancellation of rest days with the VSA. The leadership styles suggested are: S1 telling or directing requires state of readiness R1 S2 selling or coaching requires state of readiness R2 S3 participating or supporting requires state of readiness R3 S4 delegating requires state of readiness R4 From this theory the leader should have adopted a combination of S2 and S3 styles to communicate and sell the VSA and support those who require it. However in choosing to implement S1 (similar to the autocratic approach) with telling and directing the VSA implementation, does not follow Hersey and Blanchards theory and could create more friction by choosing the wrong leadership style. This is shown in the table below. This table shows that different readiness levels require differing styles of leadership, leaders should consider their relations with others, and the structure of the task before determining what style of leadership to adopt, evolving their leadership style as readiness levels change, as with many things one size does not fit all. ANALYSE THE EFFECT OF INTERPERSONAL SKILLS ON LEADERSHIP When a leader decides upon a particular leadership approach to their given task, they must then interact with others and consider their own interpersonal skills. A successful and effective leader requires a range of interpersonal skills such as listening, asking questions, giving feedback, being assertive and so on. This section will analyse two particular aspects of interpersonal skills: Influencing trying to get someone to do, or to think, something that they might not otherwise have done. Managing Conflict coping with disagreements between people(in broad terms) Using interpersonal skills is not just a matter of knowing what they are, but about being aware when they are suitable and knowing how to use them effectively. According to French and Raven (1959, cited in Leadership 2009) power comes from five sources: Reward Power Coercive Power Referent Power Legitimate Power Expert power Power is an abstract concept and is difficult to define; basically A has the ability to make B behave in a certain way. The types of power demonstrated by the leader, throughout the organisational change was a mixture of coercive and legitimate power. The leader had the authority to influence behaviour through their rank within a disciplined hierarchal organisation, the force were presented with the VSA or an alternative of an even older shift pattern without consultation. Influencing Leaders are likely to adopt a particular style or approach when trying to influence someone, the balance of power between both parties will possibly determine the strategy, these may include: Reason using reason and logical argument. Assertion making a direct request with no argument to support the request. Exchange negotiating to arrive at a mutually acceptable outcome. Courting Favors friendship and positive behavior to encourage others to behave in the required manner. Coercion using or threatening to use some form of sanction. Partnership gathering support from both sides to build a coalition. And also the style used, Manning and Robertson (2004, cited in Leadership 2009) suggest six possible influencing styles: Strategist this is where the influencer is clear in what they what to achieve and has considered it before hand .A strategist style tends to favour reason, assertion and partnership styles of influence. Opportunist this style involves responding opportunistically to the situation facing the influencer. An opportunist style tends to use courting favour and exchange strategies. An opportunist is unlikely to prepare much beforehand but will attempt to grasp chances that come their way. Collaborator this style as its name suggests, involves collaboration with others for the overall good. A collaborator style concentrates on partnership, reason, exchange and courting favour strategies. Leaders who favour consensus are an example of collaborator style. Battler this is where the influencer concentrates on what they want and the sanction that they will use if they do not achieve this. A battler style tends to make use of coercion and assertion styles. A battler style is associated with people who want to get their own way and are reluctant to take no for an answer. Shotgun this strategy involves attempting to influence on a frequent basis and by use of a number of different strategies. Bystander those who adopt this style tend to engage in relatively few influencing attempts and make use of a restricted use of strategies. For the VSA to be implemented the leader combined their influencing strategy and style, using assertion and coercion. By making a direct request to Divisional Commanders to introduce the VSA to their respective divisions, through the VSA implementation teams, underpinning this with their legitimate power by virtue of their position within the force. The leader wanted to get their own way, however reluctant to take no for an answer from their Divisional Commanders. This resulted in conflict, which may have been avoided had the leader utilised a partnership or reason approach, justifying the reason behind their requests. Managing Conflict On some occasions leaders can use the previously discussed influencing strategies and power levels to assist them in managing conflict. Robbins (1996, cited in Leadership 2009) describes conflict as a process that begins when one party perceives that another has negatively effected, or is about to negatively effect, something that the first party cares about . Buchanan and Huczynski (2004) argue that conflict is a state of mind . Some will argue that conflict is a necessary part of organisational growth and development, where some will claim that an absence of conflict could be seen as an indication of complacency. However conflict has functional or potential benefits such as: Enabling opposing parties to gain a better understanding of each others views. An essential part of the process by which a team becomes effective. Leads alternative suggestions being made. Helps to implement a change successfully. Leads to an agreement that establishes a framework for future working. It is not always straight forward to manage conflict; some measures can be used to contribute to reducing the conflict at an organisational level reminding those involved of the rules and procedures, but also of remits, targets and goals of the organisation, however sometimes it is these that are the root causes of the conflict. Leaders will all handle conflict differently depending on the type of conflict faced; Thomas (1976, cited in Leadership 2009) suggests five styles for managing conflict: Avoiding this means doing nothing to tackle the conflict, this can be used when the issues are trivial and there is no chance of resolving the conflict. Accommodating this means accepting the existence of the conflict, this can be used to maintain harmony and allow people to learn from their mistakes. Compromising this involves some form of bargaining or negotiation; this can be used when getting a solution is important and both parties have equal power. Competing the opposite of accommodating and pursuing the interests of one party at the expense of the other, this can be used in an emergency and a quick solution is necessary. Collaborating working out a solution that is acceptable to both parties and meets all their concerns, used when it is important to gain long term commitment and issues are to important to compromise. Successful influencing and conflict management was certainly required with the initial introduction of the VSA. Firstly the leaders had to influence the core shifts and federation into accepting that it would provide a better quality of service and greater work life balance. The conflict arose through others unwilling to accept the terms of the VSA; however the leaders in managing this conflict firstly adopted an avoiding strategy during the initial pilot stage of the VSA. At the conclusion of the pilot and in preparation for roll out the leader, still facing resistance changed into competing. The leader believed the shift plan would work force wide and therefore would be implemented, with no consultation and no argument to justify the reasons for implementation. Either that or resort backwards to an older shift pattern. In implementing the VSA the Chief Constable has made effective use of their interpersonal skills, in their own distinct approach to this particular change management situation. However a more beneficial approach may have been a mix of accommodation, accepting that there were flaws in the VSA, and the existence of conflict with its implementation, collaborating with subordinates to work out a better solution for the long term strategy of the VSA. ANALYSE THE ROLE OF LEADERS IN ORGANISATIONAL CHANGE Organisational change is about closing the gap between where the organisation is at the moment and where it wants to be. It is the leaders role to close this gap. Senior (2002, cited in Leadership 2009) has identified four levels of change in which some, if not all would be involved in, Fine tuning Incremental adjustment Modular transformation Corporate transformation According to Senior the level of change that the VSA posed to the force was that of a modular transformation, as a significant number of the force, but not all, would be affected by its implementation. Kurt Lewin (cited in Leadership 2009) suggests that there are three main stages of change, unfreezing, change and refreezing. For the change to happen, the Leader firstly recognized the need for change, with a new shift pattern, following this with proprietary planning with the implementation team before the unfreezing stage. At this point resistance to the change should have been addressed, but the leader chose to avoid the conflict. The change period was overseen by the leader through chairing tasking meetings and monitoring its progress. During the refreezing period the VSA became an everyday part of life, the change was institutionalized, to give no chance of reverting back to previous shift patterns. Within these three stages people will play different roles in this organisational change; Kanter (1992, cited in Leadership 2009) distinguishes between three different types of people; Change strategists or initiators who initiate change and set the direction for it. Change implementers who co-ordinate and carry out the change. Change recipients who are effected by the change e.g. officers on the street. Change strategists are normally leaders the Chief Constable, change implementers are normally managers Divisional Commanders and the VSA implementation team, and subordinates are the recipients of change Officers on the core shifts. Force field analysis is a technique for analysing the internal and external drivers that can influence any organisational change; some of these driving factors for this organisational change can be identified as PESTEL factors, such as: Political MPs and councilors demanding more police presence on the streets. Economic overtime cost, reduced budget and the new Chief Constables promise to cut costs. Social-cultural alcohol induced anti social behavior. Nearly all forms of change will be met with some resistance, the VSA being no different. Strebel (1996, cited in Leadership 2009) argues that employees resist change because it disrupts the personal contract between employees and the organisation. Resisters to this organisational change can fall into different categories, Parochial self interest those employees resistant to change, they think that their position will be threatened and will make them worse off, the same employees that fall into Hersey and Blanchards R3 state of readiness. Misunderstanding and lack of trust employees misinterpreting the reasons behind the change, due to a lack of communication, viewing this change as just one of many For this organisational change to be successful the leader had to reduce resistors and increase drivers for change in an attempt to reach equilibrium. To do this they communicated the benefits of change, through more days off and a better work life balance; however there was an element of manipulation used to show employees that they would have more weekends off. Under the current shift pattern officers received one weekend off in every four, the VSA would allow two weekends off in every five. Look back at the current shift pattern over five weeks, officers were already receiving two weekends off in every five. The leader used this information selectively thus attempting to paint a rosy picture of the benefits of the VSA. A better way may have included an element of participation helping to build commitment to the change and negotiation, which could avoid some resistance from the employees affected by the change. CONCLUSION Drawing a conclusion for this essay, firstly considering the approach to leadership undertaken by the Chief Constable during this, change management situation. In their autocratic (or authoritarian) approach they concentrated in getting the job done and took responsibility for all the decisions made. Had the Chief Constable approached the organisational change according to Hersey and Blanchards situational leadership, identified their officers level of readiness and adopted the suggested leadership style, they may have been faced with less friction or resistance by the officers that would be affected by the VSA implementation. Secondly, in analysing the interpersonal skills and its effect on the organisational change, the Chief constable utilised their legitimate power to achieve the implementation, in adopting an assertion style of influencing with no argument to their request, coupling this with the conflict management style, by firstly avoiding and then competing. Had they followed an alternative style suggested by Thomas (1976) such as accommodating and accepting the existence of conflict or resistance to the VSA, they may have been able to negotiate better with the federation and the officers affected by the change to find out the root causes of conflict and address them at an early stage. Thirdly, considering the Chief Constables role within this organisational change was that of a change strategist, they initiated the VSA and set its direction, posing, as Senior (2002) identifies as a modular transformation to the force. With some officers resisting due to a parochial self interest, whilst others through misunderstanding and lack of trust in this change, the Chief Constable had to reset the balance by education and manipulation, driving his vision forward. One thing certain from this is the Chief Constable requires managers with the skill, knowledge and experience of organisational change, enabling them to have the ability to change and adapt their leadership style to suit each given change management situation. These managers may not be able to ease all of the resistance to change, but should be able to reduce it considerably to implement future changes that are required.

Schizophrenia and The Strange Case of Dr. Jekyll and Mr. Hyde :: Strange Case of Dr. Jekyll and Mr. Hyde

Schizophrenia and The Strange Case of Dr. Jekyll and Mr. Hyde The name schizophrenia is derived from "schizo", which means splitting of the mind (Tsuang 11), and "phrenia" which is derived from the phrenic area which is just above the kidneys where the diaphragm is located. It is a structure innervated by the phrenic nerve. The Greeks and others assumed that the phrenic area was the seat of thought or at least feelings (Berle 12). Up to the 1600s, people with psychotic disorders were sent off in "ships of fools", locked in cages, "flogged into reason", or killed. The care for the insane at this time was the responsibility of nuns and monks (Noll, xviii). In the 1700s, "mad doctors" or doctors specializing in the mentally ill. "They began to devise their own unique classification system for mental disorders. Many cases of what we would now call schizophrenia were probably classified under one or more of these early attempts to devise a more scientific method of understanding mental illness"(Noll, xix). Doctors at this time described the symptoms of schizophrenia somewhat differently (Berle, 14). In 1809, the first clinical descriptions of schizophrenia were written by J. Haslam, however, later it was found that he described a disease called hebephrenia. Some symptoms he included were: loss of memory, more prevalent in females, sensibility blunted, onset at puberty, unconnected with heredity, cyclic, no affection towards parents, inactivity, apathetic, inattention to cleanliness, etc. (Berle 4,5). There is still no unanimously accepted definition of schizophrenia, and appreciable differences exist between the narrowest and widest definition (Tsuang 13). It is a disease that includes a disturbance in cognition that renders the individual "out of touch with reality". Emotions are distorted in schizophrenia and they are typified by being socially withdrawn (Lahey 555). The characteristic symptoms start between the age of 18 and 30. Symptoms include hallucinations and/or delusions. Hallucinations can have various modes. Auditory hallucinations are the most common. These may involve hearing a voice or voices talking to each other and/or to the patient. Visual hallucinations are less common and involve the patient believing they see an object that is not present. Tactile hallucinations are the least common and involve the patient thinking that someone or something is touching them (Nienhuis). Delusions are false or irrational beliefs that are firmly held despite obvious evidence to the contrary. Most common are persecutory, grandiose, and religious delusions.

National Parks

Within National Parks the beauty of the landscape is preserved, the public is given access to much of the countryside; wildlife and important buildings are protected and traditional farming methods encouraged. A national parks authority (NPA) administers each National Park. National Parks contain beautiful upland scenery with hills, moors, lakes and forest, and in some, spectacular coasts. The growth of the leisure industry together with mass car ownership means that more people are visiting National Parks. These changes have brought both opportunities and problems for these areas. They are two named examples of such similarity with this, and those are Stickle Ghyll and Tarn Hows which are two areas based in the Lake District National Park. The Lake District is situated North West of England on the coast, it is East from the Isle of Man and Ireland and it is one of the most popular national parks visited by tourists every year. It has also experienced advantages but also disadvantages and that makes it a good example to use. Rural tourism, in National Parks, like the Lake District brings many opportunities such as money into the area from the growing number of visitors. The money is put forward to build more services to provide for the visitors needs and to get resources to handle the growing number of tourists. Also more visitors that come provide more jobs, which tend to be seasonal but popular. Roads and railways are well maintained within the Lake District and also access is made easier, which does increase the number of visitors. The National Park is located in an area where you can access it by motorway and it's within a good amount of travel time for everyone in the country. Communities remain alive as people stay to work locally in the area. And a rich cultural life survives as audiences are supplemented by visitors on holiday. There is a huge importance of tourism in the Lake District, as most jobs are linked with tourism. This includes retailing, catering, transport etc. Although they are many opportunities that rural tourism brings, there are also impacts brought to the area by this development. Being in a National Park, poor local roads get crowded at peak times causing traffic congestion. 90% of the 10 million visitors come by car. Car parks fill up and grass verges are damaged by illegal parking- parking demand exceeds supply. Footpaths are eroded by the large numbers of walkers- erosion on footpaths is a continuing problem. When they are too many visitors, weekend holiday traffic prevents some local activities to take place. Bridleways become muddy with the increased number of mountain bikers and horse riders. Some settlement and sites become over crowded to the point where their attractiveness is threatened- honeypot sites. House prices rise out of the reach of local young people as second home buyers move in from the large urban areas. Local people convert houses into holiday cottages and reduce the number available to local people. Farmers have their working land invaded by visitors causing damage to fences, crops and animals. There is a loss of privacy and considerable extra noise in the area and constant questions from fieldwork groups causing restlessness for residents. Litter dropped by the high number of tourists, can choke animals, walls are damaged and people park across field gates. Limestone pavements are worn down, animal and plant diversity suffers. Some efforts have been made to manage these challenges. The National Park Visitor Centre and Education Service try to educate people about conservation. Litter bins have been removed and visitors seem to be learning to take their litter home. Footpaths have been reinforced and it provides alternative routes. This is a similar situation at Stickle Ghyll, were specific paths, gravel and rock boulders have been the solution to avoid erosion. In this area, they have been many causes of erosion, like the rivers, the animals. Fencing has been put up to stop animals like sheep going into vegetation areas. In this area in England, a lot of rain falls causing major erosion in some areas, with around 2000 mm a year. Visitor pressure has been another cause of erosion. A rerouting bridge has been discovered, hard wearing boulders have been inserted and sign posting and information have been provided. An open access agreement was made by local farmers in the countryside stewardship scheme. Landowners have entered into wall maintenance agreements with English nature. Other solutions have been providing park and ride schemes on the edges of the sensitive areas. For example, the car parks at Tarn Hows are located outside the preserved area near the minor roads or nearby footpaths for easier disabling access. Ensuring that affordable new housing is built for local people, and not for them to feel abandoned from the high impact of tourism. Focusing demand on honeypot sites and accepting they will be sacrificed for the sake of other areas. Like Tarn Hows, in seasonal months a large number of people tend to come here by the lake for recreation and during good weather it's always tense (honeypot site). Another final solution is demanding that quarrying is landscaped during and after use.

Stillborn Babies

Still Born Babies What is stillbirth? The medical definition of a still birth is when a baby is born without any signs of life at or after 20 weeks or weighing more than 500g before labour. Death in the fetus may have occurred during pregnancy, which is intrauterine death, labour, or birth. Most still births are intrauterine. As rare as stillbirth is, it occurs once in every 160 pregnancies. What causes a stillbirth? There are a number of known causes of stillbirth. Sometimes more than one of these causes may contribute to the baby’s death essay writer reviews.Common causes include: * Birth defects: Such as Down syndrome. Others have other birth defects resulting from genetic, environmental or unknown causes. * Placental problems: Placental abruption. In this condition, the placenta peels away, partly to almost completely, from the uterine wall before delivery. It results in heavy bleeding that can threaten the life of mother and baby. Sometimes it can cause the fetus to die f rom lack of oxygen. * Poor fetal growth: Fetuses who are growing too slowly are at increased risk of stillbirth.About 40 percent of stillborn babies have poor growth. Increased risk by smoking or high blood pressure. * Infections: Infections involving the mother, fetus or placenta appear to cause about 10 to 25 percent of stillbirths. These include genital and urinary tract infections that may go undiagnosed until they cause serious complications * Chronic health conditions in the pregnant woman: About 10 percent of stillbirths are related to chronic health conditions in the mother, such as high blood pressure, diabetes, kidney diseases, and blood clotting disorders. Umbilical cord accidents: These include a knot in the cord or abnormal placement of the cord into the placenta, causing there to be a shortage of oxygen to the fetus. Other causes of stillbirth include trauma (such as car accidents), postdate pregnancy (a pregnancy that lasts longer than 42 weeks), Rh disease (an incomp atibility between the blood of mother and baby), and lack of oxygen (asphyxia) during a difficult delivery. These causes are uncommon. What are some factors that increase a mother’s chance of a stillbirth? Women 35 years old or older: As age increases, there are more risks to pregnancy and all around health. * Malnutrition: Just like us, the fetus will only survive for so long with little to no nutrition. * Inadequate prenatal care: Women who are a high risk pregnancy have to be more careful with their daily activities. Even a regular pregnancy requires rest, low stress and being aware of your surroundings. * Smoking: Cigarette smoke contains more than 4,000 chemicals, including things like cyanide, lead, and at least 60 cancer-causing compounds.When you smoke during pregnancy, that toxic brew gets into your bloodstream, the fetus’ only source of oxygen and nutrients. * Alcohol and drug abuse: Alcohol and drugs, poison the bloodstream to the fetus, it’s only sou rce of oxygen and nutrients. * African-American ethnicity: It is not known why African American women are about twice as likely as other American women to have a stillborn baby. How is fetal death diagnosed? An ultrasound can tell if the fetus has died by showing the fetus’ heartbeat. It sometimes can help explain why the fetus died.The doctor also can do some blood tests on the woman to help confirm why the fetus died. What happens after the diagnosis? After finding out that the fetus has died in the womb, the mother must go through with the birth of her stillborn. Whether the parents want to wait until labour comes naturally or if they’d like labour to be induced is their choice. Testing for the cause of the stillbirth requires permission from both parents. A specialized doctor will perform an autopsy on the baby to reveal the cause.This is mostly done to prevent a repeated stillbirth. What are the chances of a repeat stillborn? The likelihood of a recurrent stillbir th depends upon the cause of your initial stillbirth. While repeated stillbirths do happen, they are very uncommon. Even in the case of genetic defects, recurrent stillbirths are very unlikely. Bibliography 1. Babycenter. â€Å"When a baby is stillborn – BabyCenter Canada. † Pregnancy, baby and toddler health information at BabyCenter Canada – BabyCenter Canada. Babycenter, n. d. Web. . 2. March of Dimes. â€Å"Stillbirth  |  Baby  |  Loss and grief  |  March of Dimes. † Pregnancy, Baby, Prematurity, Birth Defects  |  March of Dimes. http://www. marchofdimes. com/baby/loss_stillbirth 3. â€Å"Stillbirth: Trying to Understand – American Pregnancy Association. † American Pregnancy Association – Promoting Pregnancy Wellness. National Stillbirth society, n. d. Web. 10 Apr. 2013. . 4. March of Dimes. â€Å"StillbirthA  Ã¢â‚¬â€œ Loss and grief. Pregnancy, Baby, Prematurity, Birth DefectsA  |A  March of Dimes. March Of Dimes, n. d. Web. 12 Apr. 2013. . 1. â€Å"Understanding stillbirth — diagnosis and treatment. † WebMD – Better information. Better health.. WebMD, 23 Apr. 2012. Web. 11 Apr. 2013. . 2. Epigee. org. â€Å"Pregnancy Help and Information: Stillbirth. † Epigee Pregnancy Resource. http://www. epigee. org/pregnancy/stillbirth. html (accessed April 11, 2013).

Free Essays on Drug Punishment

For years the U.S. drug policy has taken the approach of imprisoning anyone connected with illegal drugs. During these years the drug use has increased, and the majority of drug offenders released from jail return. Also because of mandatory jail time for drug offenders the nation’s jails are extremely overcrowded. The U.S. is now the operator of the worlds largest prison system, and spends nearly $9 billion dollars a year to keep drug offenders in jail (55% of which are classified as low level offenders, or not dangerous.) It is time to re-evaluate our nations drug policy, and try a new drug prevention program. The 8th amendment states that punishment should be fair according to the crime committed. In Washington, a 68 year old man was imprisoned and lost his 3 bedroom house and the land it was on after he was found growing a couple marijuana plants to help ease his cluster headaches. In Utah, a 80 year old man lost his 160 acre ranch after someone found a handful of marijuana plants growing on a remote corner of his land, which he did not even know about. Billy Munnerlyn lost his privately owned air charter business, after he transported a man carrying illegal drugs. Munnerlyn had no connection or knowledge of the drugs. Now ask yourself, Does this seem fair? What I’m proposing is a program that focuses on rehabilitation rather than punishment. We need to get rid of mandated prison sentences for minor drug offenders. The best alternative to this solution is an intensive , supervised, rehabilitation system. This program should include community service, job training, and mandatory participation in proven drug treatment programs. As stated in the preamble of the constitution, our government strives towards the general welfare of our society. This program will give drug offenders a chance to turn their lives around and become productive, tax paying, law abiding citizens. Studies have shown that forcing drug users in... Free Essays on Drug Punishment Free Essays on Drug Punishment For years the U.S. drug policy has taken the approach of imprisoning anyone connected with illegal drugs. During these years the drug use has increased, and the majority of drug offenders released from jail return. Also because of mandatory jail time for drug offenders the nation’s jails are extremely overcrowded. The U.S. is now the operator of the worlds largest prison system, and spends nearly $9 billion dollars a year to keep drug offenders in jail (55% of which are classified as low level offenders, or not dangerous.) It is time to re-evaluate our nations drug policy, and try a new drug prevention program. The 8th amendment states that punishment should be fair according to the crime committed. In Washington, a 68 year old man was imprisoned and lost his 3 bedroom house and the land it was on after he was found growing a couple marijuana plants to help ease his cluster headaches. In Utah, a 80 year old man lost his 160 acre ranch after someone found a handful of marijuana plants growing on a remote corner of his land, which he did not even know about. Billy Munnerlyn lost his privately owned air charter business, after he transported a man carrying illegal drugs. Munnerlyn had no connection or knowledge of the drugs. Now ask yourself, Does this seem fair? What I’m proposing is a program that focuses on rehabilitation rather than punishment. We need to get rid of mandated prison sentences for minor drug offenders. The best alternative to this solution is an intensive , supervised, rehabilitation system. This program should include community service, job training, and mandatory participation in proven drug treatment programs. As stated in the preamble of the constitution, our government strives towards the general welfare of our society. This program will give drug offenders a chance to turn their lives around and become productive, tax paying, law abiding citizens. Studies have shown that forcing drug users in...