Research Methods in Health Science A Essay Example | Topics and Well Written Essays - 2000 words

Research Methods in Health Science A - Essay Example However, when the area of research is more abstract i.e. involves looking at trends or measuring human perceptions and beliefs on a particular aspect that might be vital for health issues, a qualitative approach is the only method available which can lead to any conclusive inference. Statistical tools have been developed which allow classification, tabulation and grouping of even qualitative data into comprehensible forms which can lead to entirely valid inferences. Qualitative research involves comprehension of complex factors contributing to a particular phenomenon and numerous factors have to be identified, standardized and transformed into some measurable form before they can be evaluated to gain insight into the particular aspect being researched. Although considered unscientific by skeptics, as it lacks the experimental and observational approach followed in quantitative research which believes in the evidence generated by repeatable experiments yielding consistent data in biom edical sciences, it has gained belief in scientific circles during the last few decades due to the complex human, social, cultural and other factors influencing health in its entirety (Pope & Mays, 2006). Normal health or success of a particular medical procedure cannot be ruthlessly related to the success of a particular mode or procedure of therapy by its proven 100% success rate suggested by quantitative experimental data. Myriad factors, such as the psychological state of the patient, the manner in which the healthcare providers interact with the patient, family, economic and social standing of the patient and multiple other factors might be contributing in a significant manner. Such factors can only and only be evaluated by qualitative research. In order to evaluate the influence of such abstract factors, the right question has to be framed before any research strategy can be developed. It has to be assured that the research is conducted employing a design which can generate re sults which can be generalized within and without the applicable population. A prime example of a phenomenological qualitative study is the one recently conducted in Sweden, wherein the authors’ have tried to role of prenatal education from the perspective of the male parent regarding their role as primary caregivers immediately following birth (Erlandsson & Haggstrom-Nordin, 2010). Either parent’s opinion, irrespective of the sex is a complex collection of cultural background, personal education, experience and aptitude, which are difficult to evaluate using quantitative methodology as such things are not measurable. As the study has been conducted in an exclusive country i.e. Sweden, it can be assumed that the cultural background is free of any particular bias. The authors’ have sought to identify the concepts within the fathers’ minds about the topics covered in prenatal education especially after firsthand experience after childbirth and the difficult ies encountered thereafter. The framing of the research question by the authors’

Film Citizen Kane Essay Example | Topics and Well Written Essays - 500 words

Film Citizen Kane - Essay Example To specify, the compositions in Citizen Kane have the frames that are split into fractions of light and darkness/shadow.   Apart from this, Welles successfully employs weird, exaggerated angles that make characters appear in a distorted way. This technique is illustrative of a typical noir movie syntax. In addition, low angle shots focus the attention on the protagonist’s physical stature, yet they contain frames that suggest restriction and confinement.   For example, Kane’s placing against low ceilings seems to diminish the character and contradict his prevailing personality (Citizen Kane). All in all, this technique helps to create a sense of claustrophobia through evident visual entrapment. This is known to be characteristic of noir thrillers as well. Last but not least, the sustained shots’ duration is also a feature of film noir genre successfully employed by Welles.In summary, Citizen Kane (1941) possesses a number of stylistic and technical elements o f noir films. Its fragmented structure, narrative labyrinths, sequences of flashbacks, the quest for some truth, the presence of mystery, and cynical view of power can be considered its noir stylistic aspects.   Technical noir elements include unusual angles, contrasts of light and shadow, shots of sustained duration,   and other techniques that help to create the sense of claustrophobia and entrapment characteristic of this genre.

Summative Assessment Essay Example for Free

Summative Assessment Essay 1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas? Chiumento (2004) defined employee engagement as a positive, two-way, relationship between an employee and their organisation. Both parties are aware of their own and the other’s needs, and the way they support each other to fulfil those needs. Engaged employees and organisations will go the extra mile for each other because they see the mutual benefit of investing in their relationship. One of the first challenges presented by the literature is the lack of a universal definition of employee engagement. Kahn (1990) defines employee engagement as â€Å"the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances†. The cognitive aspect of employee engagement concerns employees’ beliefs about the organisation, its leaders and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organisation and its leaders. The physical aspect of employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be psychologically as well as physically present when occupying and performing an organisational role. Most often employee engagement has been defined as emotional and intellectual commitment to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and accepted that employee engagement is a multi-faceted construct, as previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990), and captures the common theme running through all these definitions. The existence of different definitions makes the state of knowledge of employee engagement difficult to determine as each study examines employee engagement under a different protocol. In addition, unless employee engagement can be universally defined and measured, it cannot be managed, nor can it be known if efforts to improve it are working (Ferguson 2007). This highlights the problems of comparability caused by differences in definition. Furthermore, whilst it is acknowledged that employee engagement has been defined in many different ways, it is also argued the definitions often sound similar to other better known and established constructs such as ‘organisational commitment’ and ‘organisational citizenship behaviour’ (Robinson et al 2004). Thus Robinson et al (2004) report 408, IES defines engagement as: ‘A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ As a result, employee engagement has the appearance of being yet another trend, or what some might call â€Å"old wine in a new bottle†. An engaged employee is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organisations interests. Employee Engagement is a measurable degree of an employees positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture. Employers require an investment from their employees and in return employees need a similar investment from their company. †¢ The physical things are at the conscious level. They tend to be noticed by management ie an employee’s willingness to ‘go the extra mile. †¢ The emotional things such as caring, commitment and concern occur often at the unconscious level and as a result are not always as visible. †¢ Cognitive engagement means that employees are sure about their job requirements and role expectations. When managers say ‘I want my staff to be caring, pleasant, happy and enthusiastic’, you would ask, ‘what are you giving them so they will do all of this?’ The reply is usually, ‘They get paid.’ If you want your staff to do all the above then they need a return in the appropriate dimension the emotional one. This means creating an atmosphere where the staff passes on to your customers what they get from you. For example: †¢ If you want employees to display initiative and come up with new ideas (Intellectual) you must give them responsibility and provide interesting work and opportunities for promotion. †¢ If you want your employees to adhere to the safety and health regulations at work you must provide them with good equipment and safe working conditions. †¢ If you want them to show respect and empathy for other staff members and customers you in turn must show them respect and have empathy for them. Organisational commitment is the relative strength of an individual’s identification with and involvement in a particular organisation, Armstrong (2006). It consists of three factors: †¢ A strong desire to remain a member of the organisation. †¢ A strong belief in and acceptance of the values and goals of the organisation. †¢ A readiness to exert considerable effort on behalf of the organisation. Work engagement is positively related with, but can nevertheless be differentiated from, similar constructs such as job involvement and organizational commitment, in-role and extra-role behaviour; personal initiative, and workaholics. Moreover, engaged workers are characterised by low levels of burnout, as well as by low levels of neuroticism and high levels of extraversion. Also they enjoy good mental and physical health. Most recently, Christian et al (2011) meta-analyzed over 90 engagement research studies. They found that engagement is distinct from job satisfaction, organizational commitment, and job involvement. If we are to understand how engagement might be managed in organisations, it is essential that we look at how it operates at the level of individuals and groups. A number of commentators in the academic literature have equated engagement with well-established psychological concepts. For example, it has been linked to the notion of ‘flow’ where the worker becomes totally immersed in an activity (Csikszentmihalyi 1990). The military is a great example of employee engagement as they work together going forward to be operationally focused. Learning outcome 3 3.1/3.2/3.3 Requires me to find out why is employment engagement a ‘hot topic’ for many organisations? And what are the benefits to be gained from creating a culture of employee engagement and an ‘engaged’ workforce? Over the past decade, and particularly in the past three years, employers and employees have faced human capital challenges and an uncertain economy. The economic downturn that started in 2008 has had a significant impact on companies and the resulting decisions made by management. These decisions have impacted employee engagement levels and perceptions globally, leading to changes in leading drivers of employee engagement. In uncertain times, organisations need to focus on harnessing the discretionary effort that engaged employees deliver. This makes the difference in how companies are affected during the economic downturn, how quickly they emerge from it, and how strong they are in the future after the downturn passes. Employee engagement/communication is one way to ensure the balance of the psychological contract is maintained throughout change. During an early CIPD Podcast (03 Apr 2007), the CIPD Adviser of Employee Relations, Mike Emmott describes employee attitudes throughout the public sector as ‘bottom of the heap’ He goes on to say ‘I think there is an endemic problem in getting an engaged workforce in the public sector and until they’ve cracked it, efforts at public sector reform are going to be hamstrung’. In an article by Ritu Mohanka (2011) in the British business publication, Management Today he highlighted the rapid emergence of Employee Engagement as a hot topic in company boardrooms and sought to educate its readership on the basics of Employee Engagement. However, though the author was impressed by the power of Employee Engagement as a lever for tapping into an organisations potential, he was still sceptical. They were right to highlight employee engagement as a hot topic. Human Capital Management (HCM) research clearly demonstrates that if your employees arent engaged, then theyre unlikely to be doing a particularly good job, and so probably wont be keeping your customers all that happy and therefore might be laying the seeds for your own downfall in the future. Because you can be sure that somewhere, someone else covets those very same customers and will be doing their utmost to poach them from you. Or to put it another way, if your horses are sleeping, whos pulling your carriage? Finding out just how awake, how hard and in which direction those horses are pulling is the centrepiece and focus of all good Employee Engagement. The challenge, of course, is educating both management and employees, whilst fitting a sound conceptual model to the individual context, values and environment of each and every company. To continue the analogy, its finding the right horses for courses. And then making sure that the management has the right information and benchmarks to understand; how fast theyre going, if theyve actually employed thoroughbreds or work-horses, and whether their horses are all pulling in the same direction. In an ideal world, all of a companys employees are sufficiently gifted and striving towards a unified goal, while advocating their companys values and championing their services to the external world. Common sense, and the real world, tells us that this isnt always the case. This makes it paramount for company leaders to know the reality of the situation and seek sufficient information to develop an action plan, putting both appropriate remedies in place and providing a route to increased employee buy-in, commitment and Engagement, and hence future performance improvements. So, how can they get the horse before the cart? Well, one way would be to start finding out, through their own customised Employee Engagement survey. If properly devised and carried out this will provide an up-to-date and in-depth understanding of their employees: Motivation, Commitment, Belief in the companys leaders and managers and Understanding of company (Values, Goals (vision, mission, strategic priorities etc.), Actions, and their part as a cog in the greater machine, probability of staying with the employer)). In a study by CIPD (2011) it was stated that the key to employee engagement is to create a meaningful job with variety and autonomy. It was also suggested that a positive relationship with managers and feeling able to voice any concerns were also key to maintaining a motivated workforce. Learning outcome 4 4.1/4.2 Requires me to find out what is the empirical evidence to support the claim that these benefits can be realised in practice? An article on engagement in People Management, Mark Butler (2008), Director of the People Organisation and an associate of Edinburgh HR Academy suggest that ‘valuing the views of the people is beyond dispute’. This was further reinforced in People Management, Tim Smedley (2008) when he interviewed Tony McCarthy, Director, People and Organisational Effectiveness, British Airways. Tony McCarthy described it very succinctly, ‘we need to listen to people more than we do’. Also in April 2008, the success of Birmingham City Council’s ‘Best’ initiative a values-based change programme intended to improve performance and empower employees, demonstrated how learning from past performance and involving staff in the design of a programme rather than imposing it had a dramatic positive effect on the mood of the workforce. The Military Covenant (2000), which forms part of the Army’s Doctrine, underpins the ethos of the military’s psychological contract with its serving soldiers. An extract of the Army Doctrine Publication Military Covenant (2000) relevant to this report is as follows ‘soldiers will be called upon to make personal sacrifices, including the ultimate sacrifice – in the service of the nation. In return, British soldiers must always be able to expect fair treatment, to be valued and respected as individuals, and that they (and their families) will be sustained and rewarded by commensurate terms and conditions of service. In a case study by PlasticCo (2007) they described their leaderships as ‘from the top–down’ with an autocratic approach to problem-solving. However, changes in their senior management led to a new strategic direction for the company. A new managing director was appointed, bringing a more participative vision. With full board support, a business case was made for a three-year transition towards an involvement-oriented culture. At the heart of this approach were people development, teamwork, communication and a more open leadership style. The new management team made it clear that the company was profitable and performing well and that the change was part of a new strategy of continuous improvement towards greater performance. PlasticCo joined the Kingston Business School Employee Engagement Consortium to help assess the levels of engagement in their company and identify potential avenues for improvement. Truss et al (2006) conducted a survey of working life in the UK, of which engagement was a core consideration. Using a cross-section of UK workers from various industries, they concluded that only 35% of people are engaged overall. These studies suggest there is much scope for increasing engagement in UK companies and public bodies. GovDep is a large government department, which in 2007 underwent considerable changes as a result of a merger between two previously separate agencies. This led to a new management structure and ‘head office’ rationalisation and provided an opportunity for headcount efficiencies. The department and agencies have been involved in working towards increased employee engagement for some time, although this has only been branded as ‘employee engagement’ latterly. This interest stems from a drive to renew employment practices and processes as part of a wider agenda of government modernisation. The department and agencies conducts annual staff survey’s, which feeds into improvement activities, which has increased the focus on employee involvement initiatives. The majority of the agency’s employees work in an office/contact centre environment. There is an emphasis on employee development, coaching and teamwork. There is also careful attention to diversity and equal opportunities. Sickness absence rates were high, compared with the private sector organisations, and with a new performance standard for sickness in place the aim is to reduce sickness absence to below 8.3 average working days per year. This work is beginning to provide the reduction required. To assist in the development of their employee engagement they have joined the Kingston Business School Employee Engagement Consortium. Learning outcome 6 6.1/6.2/6.3 Requires me to find out what is the future of employee engagement so far as tomorrow’s organisations are concerned? There are many theories about how to do change. Many originate with leadership and change management guru, John Kotter (1995) who created eight steps that are required to transform an organisation: 1. Establishing a sense of urgency. †¢ Examine market and competitive realities. †¢ Identify and discuss crisis, potential crisis, or major opportunities. †¢ Provide evidence from outside the organization that change is necessary. 2. Forming a powerful guiding coalition. †¢ Assemble a group with enough power to lead the change effort. †¢ Attract key change leaders by showing enthusiasm and commitment. †¢ Encourage the group to work together as a team. 3. Creating a vision. †¢ Create a vision to help direct the change effort. †¢ Develop strategies for achieving that vision. 4. Communicating the vision. †¢ Build alignment and engagement through stories. †¢ Use every vehicle possible to communicate the new vision and strategies. †¢ Keep communication simple and heartfelt. †¢ Teach new behaviours by the example of the guiding coalition. 5. Empowering others to act on the vision. †¢ Remove obstacles to the change. †¢ Change systems and / or structures that work against the vision. 6. Planning for and creating short-term wins. †¢ Plan for and achieve visible performance improvements. †¢ Recognize and reward those involved in bringing the improvements to life. 7. Consolidating improvements and producing still more change. †¢ Plan for and create visible performance improvements. †¢ Recognise and reward personnel involved in the improvements. †¢ Reinforce the behaviours shown that led to the improvements. 8. Institutionalising new approaches. †¢ Articulate the connections between the new behaviours and corporate success. †¢ Developing the means to ensure leadership development and succession. Within the military they have various ways to get feedback and then action employee’s requests if deemed necessary and if budgets allow. Two of these are the Armed Forces Pay Review Body (AFPRB) and the Armed Forces Continuous Attitude Survey (AFCAS). These surveys are conducted annually, meaning that changes for future employees are a role on thing. Changes will happen, but only through consultation with its employee’s. Due to the volume of this document the full report for the AFPRB can be found at: http://www.baff.org.uk/201103191103/armed-forces-pay-review-body-afprb-report -2011.html Also the same goes for the AFCAS, which can be found at: http://www.baff.org.uk/armed-forces-continuous-attitude-survey-2011.html My personal feelings are that employee engagement will become even more critical as the economy and job market begins to steadily rebound from the trenches we have seen over the last couple of years. With this being said, you will begin to see those key players within organisations, being targeted by competitors. And, with companies still reluctant to offer incentive based increases and tightly controlling their cash flow; there will need to be some form of non-tangible incentives available to these aforementioned key individuals. This is where employee engagement comes into play. Companies will need to identify areas that are important to the retention and development of their employee base and really focus their energy in those areas. Such as identifying key moments in an employee’s life or career and leveraging those to inspire others through communication. HR has a key role to play in implementing engagement initiatives. This will generally include designing and carrying out employee surveys, testing the findings through focus groups and advising senior managers on their significance. HR personnel will also have the job of helping line managers to raise their game. They may also need to liaise with marketing to develop the ‘employer brand’ or incorporate the findings of employee surveys within performance management processes. References Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1tbl=test [Accessed 09 Mar 2012]. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82. Smedley, T (2008) We need to listen to people more than we do. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/we-need-to-listen-to-people-more-than-we-do.htm [accessed 09 Mar 2012). Spindler, G S (1994) Psychological contracts in the workplace: a lawyer’s view, Human Resource Management, 33 (3), pp 325–33. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD. Bibliography Arkin, A. (2011) ‘Is Engagement Working’, People Management, November 2011, pp.22-27. Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp. 48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Brearley, M. (2009) ‘Fully Charged’, People Management, June 2009, pp.20-23. Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CIPD (2011) Employee Engagement: Factsheets. London: CIPD. Available at: http://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx [Accessed 07 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp. 12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp. 692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1tbl=test [Accessed 09 Mar 2012]. Pickard, J (2009) ‘A Healthy Constitution’, People Management, January 2009, pp.20-23. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82. Smedley, T (2008) We need to listen to people more than we do. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/we-need-to-listen-to-people-more-than-we-do.htm [accessed 09 Mar 2012). Spindler, G S (1994) Psychological contracts in the workplace: a lawyer’s view, Human Resource Management, 33 (3), pp 325–33. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD.

Copper Mining :: Natural Resources Minerals Miners Essays

Copper Mining Copper mining has become a very important industry in today’s society. It is also one of man’s oldest commercial activities. There are many steps from finding a mine site to producing a product made of copper or a copper alloy. The mining industry has also had many important developments from the time the first mine was formed in Rio Tinto in 3000 B.C. The earliest copper sources were globules and chunks of native copper found on the Earth’s surface. After we quickly exhausted the limited amount of native copper, we were forced to look underground for more sources. It started out as a simple and tiring process. In early civilizations slaves would break up rock layers to find copper, and other minerals. It would then be removed from tunnels and small pits where it was found by hand. The first significant breakthrough in the mining process came when smelting was discovered. We have come a long way from those days. Today mining is a very high tech industry containing many expensive steps. The first step is exploration, or finding a good source of copper. This can take any where from 3 to 4 years and cost up to $7,000,000. Next is mine development. This stage also takes 3 to 4 years but costs much more, up to $75,000,000. The third stage is producing the mine. This costs almost $30,000,000 a year, and takes 9 to 21 years before it is completed. The final stage is called final reclamation, lasting around 3 years and costing $27,000,000. These 4 stages apply to both of the 2 most basic forms of copper ores found in nature; sulfide ores and oxide ores. It is a complicated process removing the copper from these two ores since it makes up only 1% of the rock material. Mining copper sulfide ores requires a grinding process to separate the copper from the rest of the rock. The first step is to blast the mine and then haul the material to a copper ore mill.

The Market Revolution

The antebellum era held many beneficial innovations for the United States. The Market Revolution led to improvements in both travel and technology that guided America to become a more productive nation. More opportunities became available to all Americans which led to growth and prosperity of the people. The Market Revolution was beneficial to America in every way possible. When the term â€Å"Market Revolution† is heard, the first thing many people associate it with is Eli Whitney’s Cotton Gin. Whitney’s invention was the first major innovation, revolutionizing both northern manufacturing and southern agriculture.Since the job was previously done by hand, the cotton gin produced a higher supply of cotton at a faster rate. Cotton grew from 750,000 bales per year in 1830 to 2. 5 million bales per year in 1850. America became a major supplier of cotton for the British and provided two-thirds of the world’s cotton supply. The cotton gin was among the most ben eficial innovations in the antebellum era. Whitney also invented interchangeable parts in 1797 that provided easier compatibility of different parts of muskets. Many manufacturers soon began using his invention for their own benefits.Because of the large success of his innovations, Eli Whitney was a very important figure of the Market Revolution. Richard Fulton’s invention of the steamboat revolutionized water travel in the early 1800’s. Steamboats were able to travel up and downstream requiring little or no effort from those onboard. Mariners could leave port any time because they did not have to rely on winds to get them to their destination. Shipping was much cheaper and easier for the Southerners because they did not have to ship products around Florida and up the Eastern seaboard because steamboats had the power to travel up the Mississippi.Buffalo robes, cotton, rice, and other products could be shipped via the Mississippi River. From John James Audubon’s Missouri River Journals, he explained how â€Å"They had ten thousand buffalo robes on the four boats;† (282). The Market Revolution made water travel easier, which greatly enhanced trade and the economy, therefore benefiting all of America. The Erie Canal was the first of many canals in the North that made water travel much easier for Americans. The part of the canal being built in the town of Lockport was said to be â€Å"seven miles in length, and partly through solid rock, at an average depth of twenty feet. (279). Thought the canal was not very wide and deep, it made trade easier between western farmers and eastern manufacturers. The canal was very beneficial to the northern residents of America because the North was a more modernized and urban place than the South, relying heavily on trade with the west. The South had no needs for the canal due to their farming capabilities. Southerners relied on Atlantic shipping to receive goods and transport cotton to the North. By 1840, one million barrels of flour were being shipped via the Erie Canal.The Erie Canal was a great innovation that showed progress of development in the nation. Water travel was not the only way of travel revolutionized during the Market Revolution. Land travel was greatly improved by the first railroad being built in the late 1820’s. It was a quicker, cheaper, and much easier way of transporting goods. Railroads could get you from one place to another in a very short amount of time, therefore being â€Å"very pleasant to people in a hurry. † (280). In the 1840’s, there was the same length of railroads as there was canals, therefore railroad travel was becoming very popular in America.In 1860, eleven different widths of railroad tracks were being used, limiting the use of various trains on various tracks. The problem was later fixed giving trains more places to travel. Railroads gave the people of America an accessible way to find success. In Lowell, a small to wn outside of Boston Massachusetts, a factory was built in 1823 called â€Å"Lowell Mills. † The factory produced over one-hundred times more yards of cloth from 1815 to 1840. The social system regulated by the manufacturers was of interest to many people living in the area due to their system of wages.Lowell Mills employed mostly young women and paid them a decent salary. Though they were paid more than the average women, it was still less than most men. Women’s educational and work experience combined made them more obedient than their superiors wished, thus resulting in many women protesting the decrease in wages. Josephine L. Baker explains â€Å"the money we earn comes promptly; more so than in any other situation;† (293). The Lowell System greatly enhanced the employee to company relationship, resulting in a greater range of opportunities for women as well as increasing Americas’ cotton supply.In 1838, a man named John Deere invented the steel plow in Grand Detour, Illinois. Many farmers in the Great Plains used the device to their benefit because it quickly broke tough soil. Rich soil in the Middle West caused the wood plows to break, therefore Deere knew steel would be a good alternative. Farmers were able to provide more crops for their consumers and family. By 1855, Deere’s factory sold more than 10,000 plows. John Deere’s innovation led to a great array of farming equipment, which greatly benefited all Americans during the antebellum era.Bigger cities and the improvements in transportation attracted many immigrants to America. They saw an opportunity to make money without having to invest in any land. Many American families turned to immigrants for cheap labor during the Market Revolution as well. Neither the German or Irish were treated as equals with Americans, but the German were generally more accepted in America than the Irish. John Francis Maguire explains that Irish immigrants â€Å"were generally po or, and after defraying their first expenses on landing had little left to enable them to push their way into the country. (297). Though the immigrants were not treated fairly, they were all in search of the American dream. Many immigrants found success in America and helped revolutionize the industries during the Market Revolution. The Market Revolution made everything easier for Americans as well as gave many immigrants and women success. America showed progress in becoming a more powerful and independent nation during this period. All of America benefited from the different innovations such as the cotton gin, telegraph, and new methods of travel. It was clear that America was on the path of success. The Market Revolution The Market Revolution and the Changes in Women’s Work (Nancy F. Cott) †¢The essay starts off with a quote by Martha Moore Ballard: â€Å"A woman’s work is never done. † -60 years old -Housekeeper and domestic manufacturer for a working farm -Baked and brewed -Pickled and preserved -Spun and sewed -Made soap and dipped candles -Trusted healer and midwife (delivered more than a 1,000 babies) -Very typical in the 18th century on the frontier for women to be familiar with various skills. -This helped in building social relationships with the neighbors and also making money. Example: have more skills, build more contacts, make more money †¢The New England economy changed from agricultural and house-hold production base to commercial to industrial. –This change occurred between 1780 and 1835 due to the following reasons: -Extension of the size of the market -Increases in agricultural efficiency -Reduction in transportation costs -Specialization of econ omic function -Division of labor -Concentration of industry -It used to be that subsistence farming and household production for the family was the norm. -Also, some members of the family specialized in different crafts: blacksmith, tailors, and weavers. During all this, merchant capitalism was introduced. -taking risks -supplying capital -searching for markets -attempting to maximize profits by producing standardized goods at the least cost -The aim of this concept was to reach a wider market –Also, I think that that this was not just a way to organize production, but also a way to organize trade. In the beginning it was that workers brought their own raw materials and made the finished product and sold it, but now the worker had to work with a network of people to make the finished product. Market-oriented production helped in the development of manufacturing and the factory system. -Now that people wanted to cater to a wider market, the shops became larger and more special ized. -A place for production vs. A place for selling †¢Within this, there was a â€Å"putting-out† or â€Å"given-out† system. -The merchant would â€Å"put-out the raw materials to be worked up and collected them when they were finished and ready to be sold. -Ex. With cotton, the merchant would buy the raw materials and take it to the rural areas or countryside and get it woven there. This way they avoided guilds and unions.Also, avoided the regulations and set standards of trade. -Most of this work was done by women at home. -This shows the importance of specialization and division of labor that was critical in this era. -Ex. Farmers focused on subsistence farming and now commercial farming. †¢With the manufacturing and factory system, women started working. -During the late 18th century, both married and unmarried women did their primary work in the households. -Ex. Sally Ripley, a tradesman’s daughter in Massachusetts, and in her diary she wrote that father had to go out of city, he put her in charge of the store. The Market Revolution The antebellum era held many beneficial innovations for the United States. The Market Revolution led to improvements in both travel and technology that guided America to become a more productive nation. More opportunities became available to all Americans which led to growth and prosperity of the people. The Market Revolution was beneficial to America in every way possible. When the term â€Å"Market Revolution† is heard, the first thing many people associate it with is Eli Whitney’s Cotton Gin. Whitney’s invention was the first major innovation, revolutionizing both northern manufacturing and southern agriculture.Since the job was previously done by hand, the cotton gin produced a higher supply of cotton at a faster rate. Cotton grew from 750,000 bales per year in 1830 to 2. 5 million bales per year in 1850. America became a major supplier of cotton for the British and provided two-thirds of the world’s cotton supply. The cotton gin was among the most ben eficial innovations in the antebellum era. Whitney also invented interchangeable parts in 1797 that provided easier compatibility of different parts of muskets. Many manufacturers soon began using his invention for their own benefits.Because of the large success of his innovations, Eli Whitney was a very important figure of the Market Revolution. Richard Fulton’s invention of the steamboat revolutionized water travel in the early 1800’s. Steamboats were able to travel up and downstream requiring little or no effort from those onboard. Mariners could leave port any time because they did not have to rely on winds to get them to their destination. Shipping was much cheaper and easier for the Southerners because they did not have to ship products around Florida and up the Eastern seaboard because steamboats had the power to travel up the Mississippi.Buffalo robes, cotton, rice, and other products could be shipped via the Mississippi River. From John James Audubon’s Missouri River Journals, he explained how â€Å"They had ten thousand buffalo robes on the four boats;† (282). The Market Revolution made water travel easier, which greatly enhanced trade and the economy, therefore benefiting all of America. The Erie Canal was the first of many canals in the North that made water travel much easier for Americans. The part of the canal being built in the town of Lockport was said to be â€Å"seven miles in length, and partly through solid rock, at an average depth of twenty feet. (279). Thought the canal was not very wide and deep, it made trade easier between western farmers and eastern manufacturers. The canal was very beneficial to the northern residents of America because the North was a more modernized and urban place than the South, relying heavily on trade with the west. The South had no needs for the canal due to their farming capabilities. Southerners relied on Atlantic shipping to receive goods and transport cotton to the North. By 1840, one million barrels of flour were being shipped via the Erie Canal.The Erie Canal was a great innovation that showed progress of development in the nation. Water travel was not the only way of travel revolutionized during the Market Revolution. Land travel was greatly improved by the first railroad being built in the late 1820’s. It was a quicker, cheaper, and much easier way of transporting goods. Railroads could get you from one place to another in a very short amount of time, therefore being â€Å"very pleasant to people in a hurry. † (280). In the 1840’s, there was the same length of railroads as there was canals, therefore railroad travel was becoming very popular in America.In 1860, eleven different widths of railroad tracks were being used, limiting the use of various trains on various tracks. The problem was later fixed giving trains more places to travel. Railroads gave the people of America an accessible way to find success. In Lowell, a small to wn outside of Boston Massachusetts, a factory was built in 1823 called â€Å"Lowell Mills. † The factory produced over one-hundred times more yards of cloth from 1815 to 1840. The social system regulated by the manufacturers was of interest to many people living in the area due to their system of wages.Lowell Mills employed mostly young women and paid them a decent salary. Though they were paid more than the average women, it was still less than most men. Women’s educational and work experience combined made them more obedient than their superiors wished, thus resulting in many women protesting the decrease in wages. Josephine L. Baker explains â€Å"the money we earn comes promptly; more so than in any other situation;† (293). The Lowell System greatly enhanced the employee to company relationship, resulting in a greater range of opportunities for women as well as increasing Americas’ cotton supply.In 1838, a man named John Deere invented the steel plow in Grand Detour, Illinois. Many farmers in the Great Plains used the device to their benefit because it quickly broke tough soil. Rich soil in the Middle West caused the wood plows to break, therefore Deere knew steel would be a good alternative. Farmers were able to provide more crops for their consumers and family. By 1855, Deere’s factory sold more than 10,000 plows. John Deere’s innovation led to a great array of farming equipment, which greatly benefited all Americans during the antebellum era.Bigger cities and the improvements in transportation attracted many immigrants to America. They saw an opportunity to make money without having to invest in any land. Many American families turned to immigrants for cheap labor during the Market Revolution as well. Neither the German or Irish were treated as equals with Americans, but the German were generally more accepted in America than the Irish. John Francis Maguire explains that Irish immigrants â€Å"were generally po or, and after defraying their first expenses on landing had little left to enable them to push their way into the country. (297). Though the immigrants were not treated fairly, they were all in search of the American dream. Many immigrants found success in America and helped revolutionize the industries during the Market Revolution. The Market Revolution made everything easier for Americans as well as gave many immigrants and women success. America showed progress in becoming a more powerful and independent nation during this period. All of America benefited from the different innovations such as the cotton gin, telegraph, and new methods of travel. It was clear that America was on the path of success.

Triangle Shirtwaist Factory Fire, 1911

My Body, My Choice - Free Essay Example

Sample details Pages: 6 Words: 1822 Downloads: 1 Date added: 2017/06/26 Category Law Essay Type Case study Did you like this example? My Body, My Choice The United States have been arguing the ethics of abortion for decades. The womanà ¢Ã¢â€š ¬Ã¢â€ž ¢s right to choose what she does with her body by either carrying a pregnancy to full term or terminating her pregnancy is always a hot topic in the political world. If you add in the biological fatherà ¢Ã¢â€š ¬Ã¢â€ž ¢s rights you have an even larger list of legal issues to consider. The U.S. Supreme court ruling in Roe v. Wade is just one example of abortion cases that have continued to modify the law. However, recently some new ethical debates about a personà ¢Ã¢â€š ¬Ã¢â€ž ¢s right to choose what happens to their body have hit the court. Ità ¢Ã¢â€š ¬Ã¢â€ž ¢s one issue to debate an unborn healthy fetus inside the body of another human being. Now, courts are reviewing cases that involve terminally ill patients that want the freedom to choose how they die and other cases that want the option to refuse recommended medical treatments. Most rec ently a court case in Hartford, Connecticut, forced a 17 year old girl to receive chemotherapy to treat the cancer. Cassandra Callender or the girl known as à ¢Ã¢â€š ¬Ã…“Cassandra C.à ¢Ã¢â€š ¬Ã‚  in the media, was diagnosed with Hodgkin lymphoma in September 2014. Cassandraà ¢Ã¢â€š ¬Ã¢â€ž ¢s medical providers recommend that chemotherapy would give her an 85% chance at surviving the disease and if she were to remain untreated, it will take her life at an estimated two years. The legal battle with the state began when the Department of Children and Families (DCF), was alerted that Cassandra and her mom had missed several appointments at the hospital. Cassandraà ¢Ã¢â€š ¬Ã¢â€ž ¢s mother, Jackie Fortin, said they wanted to seek a second opinion and for alternate treatment options because Cassandra did not want to put that à ¢Ã¢â€š ¬Ã…“poisonà ¢Ã¢â€š ¬Ã‚  of chemotherapy into her body. Fortin stated that; à ¢Ã¢â€š ¬Ã…“she does not want toxins in her body, and she does no t want people to tell her what to do with her body and how to treat ità ¢Ã¢â€š ¬Ã‚  (Fought Cancer Treatment, para.3) After an investigation was conducted by the child welfare agency, they were granted temporary custody by a trial court. This prompted Cassandra and her mother to hire legal representation to seek an injunction to restrict medical treatment, however, they were fruitless in their attempt. In January 2015, the state Supreme Court ruled that the state of Connecticut was not violating the minorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ or the parentsà ¢Ã¢â€š ¬Ã¢â€ž ¢ rights by requiring her to undergo chemotherapy. In her interview with CBS News, Fortin discussed Cassandraà ¢Ã¢â€š ¬Ã¢â€ž ¢s rejection of the chemotherapy about the refusal being based on the damaging effects chemotherapy would have on her body, she said à ¢Ã¢â€š ¬Ã…“it wasnà ¢Ã¢â€š ¬Ã¢â€ž ¢t about living or dyingà ¢Ã¢â€š ¬Ã‚ . (Teen Fought Cancer Treatment, 2015, para. 4) Ultimately the Connecticut Supreme Court d ecided that this particular minor was unable to convince the court that she was sophisticated enough to make her own medical decisions. (Yang, 2015, para. 5) Although several other states acknowledge the à ¢Ã¢â€š ¬Ã…“mature minor doctrineà ¢Ã¢â€š ¬Ã‚ , this doctrine is comparatively new. In 2002 only a few states had enacted the doctrine into statute. In Illinois, Massachusetts, Maine, Pennsylvania, and Tennessee and several other states their state high courts have adopted the doctrine as law. The mature minor doctrine takes into consideration the situation and the age of the minor when attempting to consider maturation. The doctrine frequently applies in cases where the minor is able to comprehend the recommended medical or surgical procedure or treatments and is sixteen years or older. (Mature Minor Doctrine, 2010-2014, para. 6) In an Essay that Cassandra published the day of the ruling,in the Hartford Courant, she describes crying and hiding from the police in her closet , running away from home after two days of chemotherapy, and being strapped to a hospital bed to undergo treatment against her will. This experience has been a continuous nightmare, Cassandra wrote in her essay. I want the right to make my medical decisions. Its disgusting that Im fighting for a right that I and anyone in my situation should already have. This is my life and my body, not [the Department of Children and Families]s and not the states. I am a human, I should be able to decide if I do or dont want chemotherapy. Whether I live 17 years or 100 years should not be anyones choice but mine. (Yang, 2015, para. 7) Cassandra was hospitalized in December, with limited access to outside communication and visitors. Recently it was reported by The Associated Press that she has finished her treatment and is planned to be discharged from the Connecticut Childrenà ¢Ã¢â€š ¬Ã¢â€ž ¢s Medical Center very soon. Physicians are stating that her lymphoma is remission. Cassandra posted pho tos post treatment, after having the ports removed that were used to administer the chemo to her body. (Teen Fought Cancer Treatment, 2015, para. 8) While Cassandra C. was fighting for her right to choose and alternative path to medical treatment, Brittany Maynard was fighting for her right to choose how to die. Brittany was diagnosed with glioblastoma multiforme in January 2014. She was 29 years old and this type of cancer was assertive and fatal. Although patients with this type of Cancer can live up to three years, she was given six months to live in April 2014. This prompted Maynardà ¢Ã¢â€š ¬Ã¢â€ž ¢s decision that she wanted to choose when and how she died. She was originally living with her husband in California when she made the decision to à ¢Ã¢â€š ¬Ã…“die with dignityà ¢Ã¢â€š ¬Ã‚ . This decision meant that when she was ready to die she would take a doctor prescribed lethal medication to end her life. The problem with this decision is that it is only legal in 5 st ates and California, the state where she was born and raised, was not one of them. In an article from CNN, Britanyà ¢Ã¢â€š ¬Ã¢â€ž ¢s description of hurdles she had to overcome just to be recognized by a state that has the death with dignity law in order to achieve her goal of dying on her own terms was very overwhelming. à ¢Ã¢â€š ¬Ã…“I met the criteria for death with dignity in Oregon, but establishing residency in the state to make use of the law required a monumental number of changes. I had to find new physicians, establish residency in Portland, search for a new home, obtain a new drivers license, change my voter registration and enlist people to take care of our animals, and my husband, Dan, had to take a leave of absence from his job. The vast majority of families do not have the flexibility, resources and time to make all these changes.à ¢Ã¢â€š ¬Ã‚  (Maynard, 2014, para. 9) Oregon enacted the law in 1997, and it follows a strict set of guidelines when it comes to det ermining when a patient qualifies for the medication. Five out of six requests for the lethal medication are rejected by Oregon licensed physicians. In order for a patient to obtain the fatal drugs, they must meet the following three criteria. The patient must have only six months to live, have a terminal diagnosis, and that diagnosis must be confirmed and agreed upon by two physicians. After they have met the three criteria, they can still be denied if they have any underlying mental-health issues. Once they pass the initial stages of the process, they must make one request orally and one in writing. There is a fifteen day waiting period in between the requests and both requests must be verified by two witnesses. The underlying mental-health issues can be a bit of a problem, because the majority of dying people are depressed. However, the depression is one of the main reasons a physician would be apprehensive to prescribe the fatal medications. In October 2014 Brittany visited t he Grand Canyon with her family, this was the last thing on her bucket list. She announced that she would end her life on November 1, 2014 and she followed through with it by taking the lethal yet legal doctor prescribed medication. She wrote Goodbye world, Spread good energy. Pay it forward! (Kahzan, 2014, para. 10) Brittany became the poster child of the Death with Dignity law. After her death, Washington, D.C., California, and 2 other states have introduced right-to-die-legislation. The bill is using Oregonà ¢Ã¢â€š ¬Ã¢â€ž ¢s Death with Dignity law as a guideline. The bill would require two independent physicians to conclude that a person is mentally capable to make a life ending decision. According Oregon Public Health Division, à ¢Ã¢â€š ¬Ã…“1,173 patients have the à ¢Ã¢â€š ¬Ã…“end-of-lifeà ¢Ã¢â€š ¬Ã‚  medication, and 752 have chosen to ingest it.à ¢Ã¢â€š ¬Ã‚  (Sanburn, para 5) A 48 year old man, Dan Swangard, is a physician who also has a rare form of metastatic cancer, had portions of his pancreas, liver, gall bladder, and his entire spleen removed because of this cancer. He also knows that there is a strong chance that the cancer will return. à ¢Ã¢â€š ¬Ã…“There is only so much medication can doà ¢Ã¢â€š ¬Ã‚  Swangard says. Swangard sees many patients die each year from cancer. He supports the ethical movement for assisted suicide, and he says that taking care of the patient, also means, letting them choose how and when they pass on, and when they are ready. In part to Cassandra and Brittany for being advocates and spokespersons on the right to choose for your body, new legislation is being received and laws are being reviewed. About 3,000 patients a year, from every state, contact the advocacy group Compassion Choices for advice on legal ways to reduce end-of-life suffering and perhaps hasten their deaths. (Eckholm, 2014, p. 11) Although Cassandra and Brittany are both young adults who are helping pave the way for more states to review their laws on the body, this is happening at a time when more and more baby boomers are seeing their parents suffering with prolonged and painful deaths. This is causing a lot more states to consider new laws. Conclusion Ethics is something that a court cannot rule on. Ethics is a personal venture that one must endure and chose what is right. The relationship between a physician, and his/her patient is confidential. In the case of terminal illnesses, assisted suicide; planned death, or whatever you want to call it; a court, an activist group, or another person should not choose the way you pass on. It is unethical not to allow a terminally ill person, to pass on, in their own terms. References Connecticut Teen Fighting Who Fought Cancer Treatment Heading Home from the Hospital. (2015). Retrieved from https://newyork.cbslocal.com/2015/04/27/connecticut-teen-fought-cancer-treatment-home/ Eckholm, E. (2014). à ¢Ã¢â€š ¬Ã¢â€ž ¢Aid in Dyingà ¢Ã¢â€š ¬Ã¢â€ž ¢ movemen t takes hold in some states. Retrieved from https://www.nytimes.com/2014/02/08/us/easing-terminal-patients-path-to-death-legally.html?_r=0 Kahzan, O. (2014). Brittany Maynard and the Challenge of Dying with Dignity. Retrieved from https://www.theatlantic.com/health/archive/2014/11/brittany-maynard-and-the-challenge-of-dying-with-dignity/382282/ Maynard, B. (2014). My right to death with dignity at 29. Retrieved from https://www.cnn.com/2014/10/07/opinion/maynard-assisted-suicide-cancer-dignity/ The Mature Minor Doctrine. (2010-2014). Retrieved from https://healthcare.uslegal.com/treatment-of-minors/the-mature-minor-doctrine/#sthash.PCCmXnXY.dpuf Sanburn, J. (2015) More States Considering Right-to-Die Laws After Brittany Maynard https://time.com/3678199/brittany-maynard-death-with-dignity-legislation-california/ Yang, S. (2015). Why a 17 year old with Curable Cancer is fighting for the Right to Refuse Chemo. Retrieved from https://www.businessinsider.com/connecticut -teen-cassandra-c-fights-to-refuse-chemo-2015-1 Don’t waste time! Our writers will create an original "My Body, My Choice" essay for you Create order