The circumstances of the incident

The set of the incidentThe circumstances of the incidentThe incident took place on Ward X during an early shift. During this shift, in that respect were 30 patients on the protect, in four six bedded bays and six side rooms. During the early shift, Mrs J was seen on the harbor trolling and was complete by the medical team. Mrs J had had a laparascopic cholecystectomy five days previously, but had trained pneumonia in the postoperative period and therefore had been on the guard much longer than had been anticipated. Mrs J was a 58 year old semi-retired librarian with a history of hypertension treated with antihypertensive medication.During this morning shift, the staff nurse, cling to M, looking after every the patients in Mrs Js bay, was asked to land Mrs J by the medical team, and Mrs J was very relieved, and c completelyed her daughter and son in law to pick her up after lunch. Mrs J undeniable medications to take away (TTAs), and needed her discharge paperwork completi ng, and her community nurse needed to be informed to attend her at home the following day. Nurse M had two other patients to discharge that day, and had to provide care for three other patients, two of whom had had surgery the previous day. Nurse M carried out the medication round in her bay at 8 am and at 2pm.At four pm Mrs Js daughter come neared me to ask why her mother had not been carry through yet. She was careably distressed, as her mothers stay in hospital had been much longer than anticipated. The perceived delay in her discharge had upset the patient and her family. Nurse M stated that she had started the discharge but been too busy to complete it during her shift. She therefore handed over the discharge to the afternoon shift nurse, Nurse F. Mrs J was discharged at 6pm. The next day, her daughter teleph whizd the ward to complain that Mrs J was discharged without her anti-hypertensive medication. The actions takenAs the ward manager, I spoke to the patients daughter a nd apologised for the discharge winning so long, and for the failure to provide essential medication to take home. I spoke to Mrs J and to the community nurse, Nurse P, in nightclub to as trusted whether there had been any adverse effects on the patients condition. Mrs Js daughter had visited the GP the following morning and obtained a replacement prescription, and so Mrs J missed only one dose, and one delayed dose of her antihypertensive medication. No adverse impact had been identified. Following this incident, I reviewed the case notes of Mrs J, and all the patients in B Bay on Ward X, to ensure that there had been no other oversights or omissions. I reviewed the discharge documentation for the second patient discharged that day, Miss T, and found that all was in order. A review of the discharge notes for Mrs J showed that the TTA prescription had not included the antihypertensive medication. The staff involvedNurse M, a Band 5 nurse with 3 years experience. Nurse F, a Band 5 nurse who joined the ward 3 months previously. The ward manager, a Band 7 nurse. Nursing Assistant L, a trained HCA with eight years experience on this ward. The patients involvedMrs J, a patient recovery from healthcare associated pneumonia after a laparascopic cholecystecomy.Five other patients in B Bay on Ward X Mrs T, Miss S, Mrs L, and Ms K.Other important aspects and considerations that you consider necessaryThe ward was full that day, and there was one member of staff missing for part of the morning shift, due to sickness. The omission in the medication order earth-closet be localised to the Senior House Officer who signed the TTA request, but Nurse M should also have identified that the medication was missing, either at the clipping of completing the form. Nurse F should have identified the omission when she checked the medication with the patient at the cartridge holder of discharge. Both nurses were questioned and given a communicative reprimand. B) EssayAs a ward mana ger, observing the behaviours of staff functional together within a ward team, I have often detect that the discharges which are ordered at the time of the ward round early in the morning are often not completed until the evening, even when the discharge is relatively uncomplicated. I have also noticed that this reflects other aspects of care, where staff do not seem to be working particularly quickly or efficiently. In this situation, the behaviours of staff seemed to indicate on first analysis that staff were overworked and that this omission occurred because of pressure on staff. However, this author also identified other issues which were bestow to the situation. The first was that I noticed how staff had fallen into particular behavioural patterns during the early shift, which meant that they often left discharges to be completed by the afternoon staff. It seemed that certain staff tended to fall into this pattern, and to fall into particular routines in which they slowed dow n at certain times during the shift. I noted as well that there were a particular sub group of nursing staff that behaved like this, and that there was a divide between some staff and those who supported them, such(prenominal) as the HCAs. For example, Nurse M and HCA L did not seem to work well together, and I noted that Nurse M had addressed this by plainly not delegating too much to the HCA. This situation seems to indicate that not only is good management and leadinghip needed in order to address what seems to be an issue of staff behaviours, but also good leading in coition to team working, warranting an analysis and examination of team working. It became apparent that as the ward manager I would need to use the position of team leader to destabilise the ingrained patterns of work behaviour and break up old alliances which energy be impeding sound teamworking. The conclusion reached was that this was not simply a case of finding fault with Nurse M and Nurse F, but deconst ructing the circumstances that had light-emitting diode to this mistake. The fault in this situation is diffused amongst all of those involved. This included a potential that it was my own leaders at fault in this situation, requiring me to sham some of the responsibility for this occurrence. Leadership within nursing requires a complex set of skills and attributes, and the ability to manifest a strong nursing leadership role. However, it is challenge because of the nature of the work, which can change rapidly at any point in time, and the nature of staff relationships and behaviours, which can involve complex interactions and inter-dependencies. Fostering effective teamworking in this situation, and leading a team towards better ways of working, is likely to be very challenging even when circumstances are good, but in a position where the team is one staff member short, it could be argued that this makes it all the much challenging. A manager needs to understand the whole sche me and practice of teamworking within organisational contexts, and also understand how they can, in their own leadership role, support effective team working and improve care standards, whilst at the selfsame(prenominal) time supporting staff contracting with a heavy and complex workload. All nurses must manage themselves and their own workloads, and must develop self-awareness of their own traits, strengths and developmental needs. This author has spent some time reflecting on their own capabilities, and has identified their own strengths, such as the ability to carry out routine tasks swiftly, and to order care and workloads for better patient care and more efficient management of tasks and demands. Another someoneal strength is the ability to take a wider view and to consider a range of factors affecting workload, and team working, including skill mix and distinguishable personalities and how well staff work together. The academic field of organisational studies has long bee n concerned with leadership, theoretically and practically. It is a multifaceted concept and has been considered from a variety of perspectives, including an applied perspective with specific reference to nursing. There tends to be a polarisation of theoretical perspectives, in which some believe that some tidy sum are destined to be leaders because of pre-existing or innate abilities or proclivities, traits which make them natural leaders and some theorists posit that leadership is comprised of a set of skills and applied knowledge that can be acquired and used by anyone trained in them (Day, 2000, p 5810.) consequently some would argue that the people possessing natural leadership skills and abilities would be the best leaders, while others continue to assert that there is no difference and that a person given the right training and development could be a good leader (Green, 2003, p 27). There is merit in both perspectives, in that a natural leader who has had training could be argued to be potentially better than one who has no predisposition to leadership, and that there may be some people who are not suited to leadership roles who should not aspire to be leaders. However, suggesting that leadership is something which can be learned is a much more equalitarian viewpoint, which could be positive, but could result in people being placed in positions of official leadership against their own preference, when their true strengths lie elsewhere. In relation to the situation exposit in the report in part A, this author would argue that not only did the team require more directive leadership at this time, but that such leadership should be visible, tangible, and strong enough to lead the team towards more collaborative and supportive working practice (Bishop, 2009). The writings shows that clear lines of command are important, but clear, strong leadership is more than simply exercising control over people, it is a more bilateral approach which engages leader and team in managing work in such a way that it improves patient care (Clegg, 2000, p 31). However, Grint (2005, p 1467) also shows that in order for leaders to be effective, they must be able to motivate others to follow them and to go in the direction they have indicated. and then leadership is more than simply guiding people, it is about engaging with them and making them want to follow the lead. Thus it is possible to see that bureau does not locate an individual as a leader on its own the followers must accept and support that leader as well (Grint, 2005 p 1467). In this case, however, the leadership activities must be very much directed at leading a diverse team of disparate individuals with a range of personalities, skills, and experience, as well as differing roles and responsibilities. Breakdowns in interprofessional working and communication are common within healthcare settings (Sutcliffe et al, 2004, p 196). However, organisational theories argue that there are typical types of roles that individuals assume within teams, and the seminal possible action here is Belbins (1993 p 57) team roles theory. This theory is useful because it allows the leader to manage individual team members and motivate the team more effectively through understand their team roles (Belbin, 1993 p 57 Johansen, 2003, online). Anything which enhances team working is likely to improve communication, enhance team and individual worker efficiency and effectiveness, and improve nurses satisfaction with their working lives, contributing to better practice standards (Amos et al, 2005 p 10 Clegg, 2000 p 31 Dimeglio, 2005 p 110), and this author would also argue that exploring how to manage a team more effectively would help them to lead to their own professional development (Bandura, 1994 p 71). Thus, an effective leader could look at the eight defined roles which are utter to occur within organisational or workplace teams, some of which may be fulfilled or enacted by more than one person at a time, just as one person may enact more than one role at once (Belbin, 1993 p 57-59). Effective teams ideally found that members enact all the roles defined (Johansen, 2003, 0nline). Belbin (1993 p 57-59) describes these as the calm, confident chairman, objective but unemotional, generally infallible the impatient shaper, coercive, unafraid of confrontation, directive and apt to destabilise the status quo the problem-solving plant, an imaginative highly intellectual and creative individualist who may not be a good team player the informative and anxious resource investigator, good at communicating, who can find their motivation flagging the analytical and evaluative monitor evaluator, who can be perceptive but misanthropical the reliable company worker, who plods along and reaches goals but can endanger a degree of rigidity and inflexibility the mediating team worker who tends to be both a communication hub and coordinator, using effective social skills to prope l the team along and the conscientious and deadline-conscious completer-finisher (Johansen, 2003, online). This author would argue, however, that the team leader could occupy one or more of these roles, but if they have a manager, may not be viewed by others to be a member of the team, per se, and so not included in the scrutinise of team members. Thus there may be a flaw in this theory, because there is no specification of how a manager would necessarily blend in to this team. Team leadership in this context, however, is complicated by the nature of healthcare practice in which teams are comprised of multiple professionals and occupational groups (Cockburn, 2004 p 66), and hence a nurse manager of a ward has to be able to be a leader across different professions and disciplines and may need to display different leadership behaviours in order to achieve this (Murphy, 2005, p 128). One way in which a ward manager might lead in this manner is through quality management activities ( Sale, 2005), and the use and promotion of evidence for practice, a process which requires multiprofessional input (McLaren et al, 2002 p 444). But in this case, the issues which have turn out most challenging relate to the ways in which team members manage their workloads, and perhaps also the ways in which different professionals within the team give notice (of) with each other. The manager must lead the team towards a new way of functioning effectively, by ensuring all members are functioning appropriately and fulfilling their different roles (Amos et al, 2005 p 10). This author would argue that within the greater quality agenda, the common goals of quality assurance should act as a common driving haul for better teamworking (Martin, 2003). In this instance, the ward manager provide be working to encourage better multidisciplinary team (McFadzean, 1998), but this does not mean that they have the authority to discipline some members of the team, such as the medical staff, and h ere, historical divides between the professions may impede the process of team building (Hartley, 2002, p 178). In this situation, Nurse M and Nurse F should both have felt able to ask for assistance if they were busy, and should have checked the TTA prescription, but the ultimate responsibility lies with the SHO who wrote the prescription. Legally, however, all are accountable. But the ward manager, as team leader, would lead by example by accepting the shared accountability of this omission (Sheldon and Parker, 1997, p 8). Thus the nurses should be supported to accept this shared responsibility, but at the same time should be supported to examine their practice and see where it could be improved, such as looking at how they could improve delegation skills so that basic tasks are more effectively delegated and advanced nursing responsibilities are better met (Curtis and Nichol, 2004, p 26), and how they can improve interprofessional communication (Kenny, 2002). This author would ar gue that nurses in the ward setting are all required to develop leadership skills, as an accessory of their professional role, and this equates to the concept of distributed leadership (Harris and Spillane, 2008, p 31), and within this model, leaders are developed, supported and empowered, at every point on the scale of organisational hierarchy. Therefore, in this situation, the ward manager would need to understand who acts as what within the team roles inventory (Belbin, 1993), and also support leadership skills to emerge amongst staff at every level. The HCA described in this scenario, for example, exerts significant influence, and these leadership attributes could be harnessed to improve team working, rather than destabilise the hierarchy. The role of the manager as team leader in this scenario is clearly also to provide feedback and evaluation to the team, and to explore the consequences of these circumstances in a way that should prevent it from occurring again (London et al, 1999, p 5). Providing feedback in an empowering manner can improve performance within the team (London et al, 1999, p 5), and therefore, evidence from available research would suggest that effective leadership would achieve this through multiple approaches. interrogation suggests that optimal team performance and quality of care requires good leadership (Beech, 2002 p 35 Green, 2003 p 27). This seems to require what Murphy (2005 p 128), describes as charismatic, transformational leadership, in which charismatic transformational leaders espouse intellectual stimulation and individual consideration to empower staff and enhance patient care. Nurse managers that develop and foster transformational leadership can surmount oppressive traditions and confidently navigate a complex and rapidly changing health care environment. However, leaders such as this will continue to struggle with the hierarchies and inherited culture and traditions of the professions (Murphy 2005 p 128). But it is t hrough such activities that proactive nurse leaders mould the future of nursing itself, and contribute significantly to the quality agenda (Shirey, 2006, p 256). Thus the leader in this scenario needs to re-educate the team, and act as a role model for the team to develop their own leadership capabilities (Cummings et al, 2008, p 240). It would appear that in this situation, the risk involved was avoided by luck rather than judgement, and it is imperative that the ward manager addresses the behaviours and habits which have led to the omission concerned. However, it would not be enough to simply discipline those concerned, because multiple factors have affected this occurrence, and the staff involved will have to continue to deal with these factors in the daily working lives. Therefore, leadership will lead, guide and empower staff to be able to better address their work roles whilst managing the competing demands on their time and attention, through better self management, better co mmunication, better team working, and with clear, motivational guidance from a true leader.

The Powers of the Core Executive

The Powers of the Core ExecutiveMy chosen question shall see me prove how the reform of the British State affected the power of the step to the forecome executive. I shall be focusing on key themes such as looking into the concept of the inwardness executive and how its seen to have traditionally operated, including the Westminster model. I shall discuss debates into the relationships and powers within the core executive, focusing directly on Thatcher v Blair. I will go onto discussing the reforms within the British State, explaining what they atomic number 18 and how they operate, and how they affect the core executive. I shall look at the different perspectives of the present-day(a) core executive by looking into the hollowed go forth and distinguish policy systems. Lastly I shall look at contingency core executive model before concluding.******Concept of the core executive and traditional perspectives of its operation ie Westminster model..What is the core executive?The c ore executive is at the very centre of British government. It covers the very complex web of institutions, networks and practices surrounding the Prime rector, cabinet, cabinet curate as well as committees and the less formalised groups. Smith.J.M (1999). It focuses on roles not just structures also it has to be ready to react at all times as certain incidents such as the London riots would have caused a reaction within the core executive. This is known as fire-fighting, managing a crisis suddenly sometimes a matter of lifespan and death. POLITICS AND GOVERNENCE pg 96.The treasury is always within the core executive, as every time it agrees to commit resources to a specific area its denying its resources elsewhere. Therefore the treasury maintains a structure of balance within the core executive. POLITICS AND GOVERNENCE IN UK PG 116.Westminster vex is seen to be an organising material, one which is built on the assumption that there is parliamentary sovereignty. It is argued tha t the Westminster Model was failing due to the reform of the government and as a member of the European Union. Smith.J.M (1999). It is a dominant figure over the central government, with its governing company mainly in the House of Commons. The main characteristics of the Westminster model apart from parliamentary sovereignty are that the cabinet ministers have collective responsibility, party discipline well-kept and voters are offered a choice amid parties, GOVERNENCE PG 48.******Debate over relationships and power in core executive- cabinet v PM v Presidential trend government, maybe utilising Thatcher and Blair example..There is an on-going debate over relationships and powers within the core executive. Along with this are the different styles of government which every leader adopts to their own in-person style. The main figure head is the Prime Minister, in which all policies have to be passed and accepted before they take their place within society. The Prime Minister also represents the country during international debates and relations. The Cabinet is another prominent figure within the core executive it tends to consist of around 20-23 ministers, each is appointed by the Prime Minister themselves. The Cabinet helps with government business such as public expenditure and constitutional issues. The Cabinet is strongly supported by the obliging Service. McEwan.N (2004).The Prime Minister V Cabinet debate has gone on for many years and shall continue to be seen as a battle between two important figure bodies. Relating strongly to the circumstances and the resources that are available at the time, may determine who may take the leading role. Prime Ministers are dependent on the support of the cabinet and without the appropriate team work wouldnt be a successful unit.Blair V Margaret Thatcher.Its believed that the resignation of Margaret Thatcher was forced upon her as she failed to value her dependency on colleagues within the core executive. This was due to her ignoring pleas and views from colleagues during a recession and unpopularity in the polls. During 1980 and 1990 Thatcher was seen to be a strong figure but this started to deteriorate apace causing more resignations under her such as John Major. THE CORE EXEC IN BRITAIN PG 102. Tony Blair did follow some traits left behind by Margaret Thatcher, but he also introduced significant changes to the way in which the government was run.Blair and Thatcher between them are the two longest serving prime ministers in the last hundred years. Thatcher when in government instituted reforms within British government, as well as opening up economic and global competition. BRITISH POLITICS PG 302.*****Reforms in the British state, what are they? What has been their effect? How have they affected the core executiveThere have been many reforms within the British state over the years, with each prime minister bringing in reforms that they believe are needed at that time. Margaret Thatcher had big involvement in the reform of the central government when she was in power. Thatcher wanted to compact the size of the state by reducing the amount of civil servants. This was mainly due to privatisation thatcher believed that by reforming the central government it would become more efficient and advance value for money. CORE EXEC PG 200.With many new reforms being introduced this brings implications to the core executive such as resources and relationships, and how they are utilised. Thatcher wanted to increase the power of authority and was attached to ensure that the reforms she brought in wouldnt be easy to reverse. CORE EXEC PG 212. Tony Blair was known to be trying to adjust the way in which the core executive was set up, aft(prenominal) Margaret Thatcher. With the British state being a parliamentary one the core executive works within a parliamentary framework. The core executive has disjointed power, due to the reform and the movement of powers within the core exe cutive. It is believed by Rhodes that the differentiated polity has had a great impact on the core executive reservation it more about co-ordination rather than direction of power. PAGE242. A key issue that comes out of this is that the ministers within the core executive can identify what needs to be done to improve British society, but its whether they have the appropriate resources to do so.*****Different perspectives of the contemporary core executive ie Rhodes hollowed out model and differentiated polity and Richards and Smiths dependency/resource exchange and contingency core executive modelThere are different perspectives of the contemporary core executive I am focusing on Rhodess hollowed out and differentiated polity models.Rhodess Differentiated Polity model is one of the most complex attempts at providing a contemporary organising perspective on the British system of government. There are many key strands to the differentiated polity including policy networks, power depe ndence, governance, intergovernmental relations and a hollowed out state. GOV AND P.P IN UK PG 20.The hollowing out of the state is the most important aspect of the differentiated polity model. The hollowing out of the state summarises many changes which have taken place in the British government. GOV AND P.P IN UK PG 26. Rhodes 1997 states that central government authority has been reduced and dispersed-Upwards to the supranational level.Outwards through privatisation and market testing. (Core executive.)Downwards, through the creation of quangos and agencies.British government is seen to be hollowed out from the top as a result of our membership with the European Union. A few factors that are seen to be responsible for hollowing out are globalisation, Europeanization, internationalism and privatisation.Privatisation can benefit the government such as it helps raise a lot of money, which can be then spent on public expenditure. It also encourages private investments as well as redu cing power of trade unions.Globalisation and its causes are hard to identify and it has many levels. then its brought down to economic, social, political and scientific developments in which people associate globalisation. GOV PUB POL UK PG 126, Prime Ministers and Cabinet officials believe that globalisation has changed politics and made it problematic.****** remainder..

The Character of Mrs. Norris in Mansfield Park Essay -- Mansfield Park

The Character of Mrs. Norris in Mansfield Park For any character there are three main slipway of learning about them. Firstly, how the character themselves thinks and be postulates. Secondly, how other(a) characters respond to the character. Lastly, how the author discusses the character is precise revealing. Each of these views of Mrs. Norris is provided by the author. Mrs Norris is only related to Mansfield Park through her sister, dame Bertram. While she may not have managed to make the affluent marriage that her sister did, there is no doubting her love of money. Sir Thomas Bertram provides an income for Mrs Norris husband, a element of the clergy. This enables them to live in comfort and in close proximity to the house at Mansfield Park. Mrs Norris is possibly the shallowest character in the community of Mansfield Park. She has no qualms about marrying for security, not love. Outward appearance is everything to her, especially how others recognize her. However, this leads her to make decisions for the wrong reasons She found herself obliged to be attached to the Rev. Mr Norris. When Rev. Mr Norris dies, Austen hints at the perhaps loveless marriage that Mrs Norris was a part of She consoled herself by considering that she could do very well wit... ...ever received kindness from her aunt. Jane Austen is always influencing our view of Mrs Norris, whether directly or indirectly. Mrs Norris own actions show what an opinionated, bossy woman she is. While the relative indifference of those roughly may more suggestive of their own characters, it shows how oppressive she is. Finally, Austen herself directly affects what we think of Mrs Norris with her own commentary in the the text. thither are moments of authorial voice that only when give frank insights into the character of Mrs Norris. The summation of these three points is how the reader comes to an understanding of Mrs Norris. The Character of Mrs. Norris in Mansfield Park screen - - Mansfield ParkThe Character of Mrs. Norris in Mansfield Park For any character there are three main ways of learning about them. Firstly, how the character themselves thinks and behaves. Secondly, how other characters respond to the character. Lastly, how the author discusses the character is very revealing. Each of these views of Mrs. Norris is provided by the author. Mrs Norris is only related to Mansfield Park through her sister, Lady Bertram. While she may not have managed to make the affluent marriage that her sister did, there is no doubting her love of money. Sir Thomas Bertram provides an income for Mrs Norris husband, a member of the clergy. This enables them to live in comfort and in close proximity to the house at Mansfield Park. Mrs Norris is possibly the shallowest character in the community of Mansfield Park. She has no qualms about marrying for security, not love. Outward appearance is everything to her, especially how others perceive her. However, this leads her to make decisions for the wrong reasons She found herself obliged to be attached to the Rev. Mr Norris. When Rev. Mr Norris dies, Austen hints at the perhaps loveless marriage that Mrs Norris was a part of She consoled herself by considering that she could do very well wit... ...ever received kindness from her aunt. Jane Austen is always influencing our view of Mrs Norris, whether directly or indirectly. Mrs Norris own actions show what an opinionated, bossy woman she is. While the relative indifference of those around may more suggestive of their own characters, it shows how oppressive she is. Finally, Austen herself directly affects what we think of Mrs Norris with her own commentary in the the text. There are moments of authorial voice that simply give frank insights into the character of Mrs Norris. The summation of these three points is how the reader comes to an understanding of Mrs Norris.

Hank Williams Jr. :: essays research papers

Hank Williams Jr.     Hank Williams, Jr. was meant to be a superstar from the day he was born.His father, the legendary Hank Williams, and mother, Audrey Sheppard, bothplayed an intricate part in his first stardom. Hank had to overcome manyobstacles in his life including escaping from his fathers shadow and a near end experience in 1975. Hanks many triumphs, and his ability to overcomesetbacks, have propelled him to a legendary status.     Born May 26, 1949, in Shreveport, Louisiana, Randall Hank Williams, Jr.was destined to become a star. Tragically, his father died on New Years day,1953, at the young age on twenty nine ("Official Home Page," Biography).However, his mother, a country vocaliser in her own right, helped Hank Jr. startone of the earliest, and most successful, childhood careers in country musichistory.     Hank appeared on stage for the first time at the young age of eight.Hank appeared on the Grand Ole Opry at the age of eleven, singing his fatherssongs in his fathers style. At the age of fourteen Hank recorded his firstalbum, a meet rendition of his fathers "Lone Gone Lonesome Blues." At an agewhen most young boys are playing Little League baseball or football, Hank wasattainment the piano from Jerry Lee Lewis, appearing on the Ed Sullivan Show, andperforming before crowds of up to twenty thousand.     In 1969, Hank teamed up with Johnny Cash to perform in the largestcountry concert to date. In 1970, Hank signed the biggest recording contract inthe history of MGM Records. As proud as he was of being the son of HankWilliams, Hank got trite of being in his fathers shadow. In high school, knownas "Rockin Randall," Hank played contemporary rock, however, that had to bekept secret from all his traditional country fans. He also liked to listen torhythm and blues, however, these types of music were looked down on by many inNashville. Later in hi s career, Hank even released a coupling of rock singlesunder the name Bo Cephus on Verve Records, a subdivision of MGM. The splitbetween what he wanted to do and what he was expect to do , along with hislong-term alcohol and drug abuse, developed into a downward spiral of his careerthat led to a 1974 suicide attempt.     In early 1975, Hank recorded "Hank Williams, Jr. and Friends," his firsttrue step to escaping his fathers shadow and the past. Although the album wasa success, MGM wanted him to return to the style that would keep his longtime

The Forgotten Prejudice :: social issues

The Forgotten PrejudicePrejudice is defined surely as the mistreatment of a person or flock due to a preconceived bias. In Britain today there is an obsession with not organism racist, and to a lesser extent, not being sexist. However rampant homophobia still exists and noone sees fit to criticise. So here we go..... Homophobia the word itself is a simbol of the difference between the opinions of society on the mistreatment of fearless people compared to the mistreatment of women or ethnic minority groups. The word suggests an irrational fear, rather than a crime or prejudice as racism sexism and ageism do. Being gay is a natural thing. Having observed the disgusting prejudices that seem to go hand in hand with homosexuality in our society, i imagine that noone would CHOOSE to be gay. You cannot choose who you fall in love with. When you hit puberty, you find yourself attracted to people. You do not consciously decide to be straight. Therefore i conclude that you do not consciously decide to be gay. Finally, many species of wild animals (including giraffes, monkeys and birds) have displayed homosexual behaviour. Therefore homosexuality does occur in nature.Some people plead that being gay is unnatural. Clearly they are wrong. Many people base their assertions that being gay is wrong or in some way deviant on their religious beliefs. This i find incredable. God makes man in his image, he has a purpose for each of us etc. Why then would he make some people gay if being gay is intolerable to him. If homosexuality is a sin, and God makes some people gay, what kind of mean invocation is that? (i know that that is a very simplistic way of saying it). God supposedly loves everyone. Would he want the ostracision of some of his children because of their sexual preferance? Some people claim that there is something wrong with the encephalons of gay people, in other words suggesting that they are mentally disturbed or abnormal. If this was true, would it be an excuse for their mistreatment? It may be true that the straits of a gay person may be different in some way from the mind of a straight person (i dont know) But the mind of a man is different to that of a woman. As i hope we all see, different does not mean inferior. And wouldnt it be God that is responsible for those differences?

Life on the Border Essay -- Personal Narrative Mexico Immersion Trip E

Life on the BorderI use to be a person who was hung up on material possessions. I was always lossing more, never satisfied with what I had. Whenever I would go to the mall, I would want all(prenominal)thing that I saw. If I had money I would always spend it. I was constantly buying things that I didnt need or only used once. I felt like I was unfortunate because I didnt have a new outfit every week, and I couldnt nonplus a new pair of shoes every time I walked out the door, but that all changed the summer of my junior year. I was chosen, along with golf club other girls from my school, to go on a border immersion trip to Juarez, Mexico. Our teacher, Mrs.Hartrich, thought that it would be a good idea if we would all get unneurotic at least once a week to learn more about what it was like to live on the border. But, no matter how many clock we got together or how many books we read, nothing could have prepared me for what I was going to experience while I was down there. We left on June 13 on a plane headed for El Paso, Texas. We would be staying at the Loretto School, our sister school, and then every morning we would cross over the border into Ciudad Juarez and go operate on at a daycare center, Centro del Spiritu Sanctu. Our first day there we didnt go to the daycare center, instead we met some friends of Mrs. Hartrichs, Betty and Peter. They live in Juarez, and what they do is champion out the people in their community. They also help people who are coming down from the United States to help out for the first time or people who are coming acantha from Central or South America and need a place to stay before heading back to the United States. Betty told us about the maquilladoras. They are sweatshops that a lot of big corporations in America, like N... ...illadoras, and I now do most of my shopping in thrift stores. I appreciate what I have more and I dont mind not having a new outfit every day. The people I met while on the trip have given me a bet ter understanding of what life is really like on the border. I try to make other people aware of what life is like in Mexico, because sometimes the best form of help is education. Because of my work at the daycare I now enjoy the simpler things in life, and I appreciate more the little everyday things that I used to take for granted, like running water. The children at the daycare center taught me a very important lesson simplicity is the key to happiness. There is one thing that has stuck out in my mind ever since the trip, Rueban, a man who ran a refugee center in El Paso, told us, The poor dont need us, we need the poor. I will never forget that as long as I live.

Thomas Berry :: essays research papers

Human Condition Through Thomas pluckNormally, I dont agree with Thomas pick, but I agree with his quote inner anxiety and evendoubt ourselves and the meaning of it all. Thomas Berry put the ratio of contemporary existence, future orientation, and placed it in what I consider a perfect statement. When we hit this realization of perplexity within our future, we will be in such awe. People will become over capacitated with the diversity of every day life. We will deviate into a whole different culture. Thomas Berrys statement was well conceived.As in human condition, the journey symbol portrays an internal struggle. Also it depicts some form of transformation. Another thing be in both is a theme of endearing negativity. We know, or thing we know, all that we have is adequate. He puts this in a sense of hysteria with what we fetch during our journey. He tells us that we live n an unacceptable situation and that we mustiness undergo transformation. In my experiences, I have not yet covered this participation in the large scale he puts it on. When referring to spirituality, I believe that Berry places a strong emphasis on faith. In order for us to dig happiness we must have a strong divinity towards spirituality. Spirituality in a certain religion. Spirituality in ourselves, others, etc. We also must have an awareness for the other divinities. The usual sense of religion relates to a general sense of faith. It is less than expected to pay homage to your god or belief. Berrys sense of religion inquires that belief of faith as well.I dont agree with Berrys view on spirituality. I feel as though his belief would make all that I learned redundant. I feel as though people retentivity this view have either a horrible view on life or are stuck in a religious domicile. In his writings, Berry makes it seem like joy is not meaningful unless there is a downside to it.