Alcoholics Should NOT Be Eligible to Receive Organ...

In modern medicine, we have the ability to transplant organs from one person to another, with the hopes that this will greatly improve the length and quality of life for the patient receiving the transplant. Ten years ago, there were 53,167 people on the transplant list. By the beginning of 2015, the list increased to over 123,000 people waiting for that miracle call stating that they found a match and the transplant can now happen. One reason for the increase in people on the list is that people in the age group between 50-70 years old are now considered to be viable candidates for transplant due to medical advances. However, by December, 2014, twenty-one people were dying each day while waiting for a transplant. (Benjamin Samstein,†¦show more content†¦There is even a possibility of creating embryonic stem cells from the patient by cloning their own cells. (Perry) A person, who has trashed their body with alcoholism and required a transplant, should not be eligible for a second transplant if they again were abusing alcohol. Especially over a person, to no fault of their own, is battling a liver disease. In an article from the Canadian Medical Association Journal by E. Kluge, he states that â€Å"people who engage in poor lifestyle choices are behaving irresponsibly and could have prevented their illness and are, in essence, increasing the need for organs and depriving people who have no control over their need of necessary treatment.† (Kluge, 2004) People suffering from psychosis, dementia, Down Syndrome, malignant cancers, and continuing substance or not eligible for transplants, active alcoholics are not eligible because of their unhealthy lifestyle would only result in the failure of the new liver. Based on long term studies of alcoholism, remissions and relapses, there are factors that indicate favorable outcomes. If the patient is involved in activities to take the place of the drinking, being in a caring long-term relationship and having a positive self esteem will help with sobriety. If at least two of these factors are present, the patient is more likely to remain abstinent for three years or more. (Abhinandana Anantharaju) When a doctor is faced with whether or not toShow MoreRelated_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 PagesCongress Control Number: 2006933904 Student Edition: ISBN-13: 978-0-495-11873-2 ISBN-10: 0-495-11873-7 ââ€"   To my nephews, Jesse and Luke Smidt, who bet I wouldn’t put their names in this book. R. P. ââ€"   To my wife, Sally, and my daughter, Anna C. O. ââ€"   To Carol, Allie, and Teri. J. D. ââ€"   About the Authors puter Teacher of the Year award in 1988 and received the Siemens Award for Advanced Placement in mathematics in 1999. Chris is a frequent contributor to the AP Statistics ElectronicRead MoreLogical Reasoning189930 Words   |  760 Pagesorganization is sound and the author does a superior job of presenting the structure of arguments. David M. Adams, California State Polytechnic University These examples work quite well. Their diversity, literacy, ethnic sensitivity, and relevancy should attract readers. Stanley Baronett. Jr., University of Nevada Las Vegas Far too many authors of contemporary texts in informal logic – keeping an eye on the sorts of arguments found in books on formal logic – forget, or underplay, how much of

Leadership Between Public Health And Local Levels

Leadership in public health splits into three main levels: federal, state and local. The federal level being the highest, has the governing power over the state and local levels. Leadership on the federal level comprises of the Legislative, Executive and Judicial. Spearheaded by the federal government, public health policies decision making, programs and projects funding flows down to the states and local levels. The variations that exist among the three levels of public health leadership are characterized by the strength, power and effectiveness at each level. Everything spirals down from the federal to the state and then to the local level. The grassroots or local level possesses achievement capabilities not found at the federal and†¦show more content†¦The agency here is referred to as the State Health Agency (SHA). The leadership on this level feeds under the federal umbrella to develop and implement its health care programs as need be. Local Leadership Local Boards of Health has members that are most often appointed. This board of health has been defined by Caron, R. et al (2014), as a legally designated body of appointed members who provide advice and /or governing oversight over the primary governmental public health agency and/or public health activities, to protect and promote health in the community. They form the link between the local health departments and its community by sharing vital information through communication pertaining to public health. They also review performances of the leadership of health departments in order to establish the approval of grant applications that are high priorities to the health of the public. Roles and Responsibilities Federal Health programs are formed and funds are allocated at the federal level. The process of health bills passed into health laws emanates from the federal level. The executive, legislative and judicial branches all have parts they play in delivering the roles and responsibilities towards a healthy population. Agencies exist for different health aspects that contribute their quotas. All these agencies put together monitor disease control and prevention, substance abuse and mental services

Employers Through Increased Job Performance-Myassignmenthelp.Com

Question: Discuss About The Employers Through Increased Job Performance? Answer: Introducation The book talks about the management principles of business. The authors, Burrow, Kleindl and Everard wrote the book in the year 2017 but the book has been reviewed by many other writers in the consecutive years. The seven units majors on different principles that are around the Human Resource. According to Burrow (2007), there are some principles that governs the managers in the work place. These principles are; Clients service, the excellence of operation, integrity, fairness and responsibility, winning and culture. The design presented by (Burrow, Kleindl and Everard, 2007, p.639), shows that the employee can only enjoy the salaries, promotions and transfers to different tasks and all are aimed for increasing job performance but not benefiting the worker. Generally, the performances that the management team do in the name of meeting t6he management principles are geared towards meeting higher performances. Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive advantage. Irwin: McGraw According to (Noe et al., 2013), employees in the organization always compete to survive. There are a lot of challenges that people meet in working environment. The new recruits in the organization are challenged by the experts who have been in the field for long. The management team wants you to perform so as the organization can grow. It portrays the evidence of how the benefits are limited to the workers. The worker must compete for their advantage or else, one is considered as a non-performer. The competition is on the basis of production rate, workload assigned over time and the efficiency of the worker. Holding higher levels of performance guarantee a worker good reputation and a competitive advantage. Bessen, J., 2014. Employers Arent Just Whiningthe Skills gap is Real. Harvard Business Review, 25. According to Bessen (2014), employee and employers exists in a different world. Peter Cappelli and Paul Krugman (2014) attests the claims laid in this journal that employers feel like they are whining the employee when they dont see higher levels of performances in the organization. The gap of the skills that the employee claims to exist between the expected skill levels and the actual skill levels is unsatisfactory. However, it has been criticized by Paul Krugman that it is a Zombie idea. As he gives proofa that it is farfetched and skills cannot be measured and evaluated when somebody has not been given an opportunity to work. This makes the employee a minor factor when production and performance through technical skills is looked at. Job designs are therefore made to benefit the employers and not employees. Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a Chinas insurance company. Journal of Business Ethics, 124(2), pp.339-349. According to this journal, Fu and Deshpande (2014), examines the relationship among the caring climate, job satisfaction, commitments and job performance. Caring climate is seen to boost satisfaction and job performance. These two elements, that is, job satisfaction and performance are aimed at the benefits of the employers in increasing the performance of the employee. At this stage, the employee is passive in enjoying the benefits of the organization. Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees service sabotage: Emotional labor perspective based on conservation of resources theory. International Journal of Hospitality Management, 36, pp.176-187. According to Lee and Ok (2014), an employee suffers Stress which occurs when there is a loss of resources, or sometimes when there is a threat of loss. According to the conservation resource theory, an employee is always under stress in the working environment. The emotions of the employee are in many cases under stress because failure to deliver would make him/her loose the job. The sense of job insecurity on the basis of performance is an evidence of the fact that, an employer is always the benefactor in the company or the organization. The management principles of service to the clients and management of the human resource may be well looked at and appreciated, however, the appreciation can only match the benefits to the employee. References Burrow, J.L., Kleindl, B. and Everard, K.E., 2007. Business principles and management. Cengage Learning. Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2013. Gaining a competitive advantage. Irwin: McGraw-Hill. Bessen, J., 2014. Employers Arent Just Whiningthe Skills gap is Real. Harvard Business Review, 25. Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a Chinas insurance company. Journal of Business Ethics, 124(2), pp.339-349. Lee, J.J. and Ok, C.M., 2014. Understanding hotel employees service sabotage: Emotional labor perspective based on conservation of resources theory. International Journal of Hospitality Management, 36, pp.176-187.