Should Cosmetic Surgeons Be Influenced By Societys Social Norms As Illistrated In The Ethics Of Complicity By Margaret Olivia Little essays

Should Cosmetic Surgeons Be Influenced By Societys Social Norms As Illistrated In The Ethics Of Complicity By Margaret Olivia Little essays A physician, as any other professional, has a job to do. Granted, the job does entail the preservation of human life, a characteristic which holds great importance and prestige in our society. But why should he/she also be burdened with the responsibility of making societys moral decisions? A physician has no more responsibility for our view of normal than a fry jockey at McDonalds. Although Littles article does raise some truths, I will argue that physicians, particularly cosmetic surgeons, should neither be responsible for nor influenced by societys social norms when approached by a patient requesting cosmetic surgery of any sort. Little argues (with a typical Postmodernists attitude) that requests for cosmetic surgery are often motivated by deep and genuine suffering . . . not from a desire for beauty, but from a desire to end a distressing sense of alienation from some body part or to escape incessant teasing due to the suspect norms of appearance (Little,162, 163). Men and women alike are deceived into thinking they need these surgeries due to the deep rooted norms within our society, similar to the way our largely male dominated society has deep rooted itself into our understanding of biology (Freedman). With this in mind, it is difficult to disagree with this argument. However, I do disagree with her query into the appropriateness of medicine to provide cosmetic surgery for purely vain intentions, in an attempt to conform to these norms. If someone is pursuing such a surgery, he/she has his/her own reasoning behind it. What right does a physician have to tell him/her that his/her reasons are not of medical necessity (Little, 162)? The origins of his/her reasons are insignificant. It is true that doctors are obligated to discuss medical risks with their patients, but why should they inform them of ...

Executive Compensation Telecom USA Essay Example

Executive Compensation Telecom USA Essay Example Executive Compensation Telecom USA Essay Executive Compensation Telecom USA Essay Contents Executive Summary Pay for performance remains an important driver for any organization which is ambitious and competitive. For this report the proxy statements of Compass(2012), Verizon(2012) and AtT(2013) were studied and salient similarities and differences were observed. I observed that the proxy statements of the telecoms/technology companies have stressed on creating shareholder value. In achieving this all the three have emphasized on high proportion of performance based pay. Clearly defined goals, grids and qualifying criteria have been illustrated with detail. This is how the company sends positive signals to the shareholders and the employees simultaneously. In all the three cases the compensation objective was around long- term goals and the interests of the companys shareholders, emphasis on managing the sustainability of the business and Align executives and shareholders interests. These objectives are supposed to be met by a compensation structure which has a balance between short and long term goal achievement (ATT), without incepting inappropriate risk taking (Compass). The compensation committee plays an important role in deciding compensation in terms of total compensation opportunity and the break-up of components of compensation. It also helps the board to recommends qualifying criteria and measures on which executives will be evaluated. Also some conclusion regarding the instrumentality of specific measures were reached. For example Compass compensation committee concluded that operating cash flow had the highest overall meaningful correlation to shareholder value over the long term. Also there are many metrics which help the company in aligning executives goals to its compensation policies. Metrics such as earnings per share, free cash flow, revenue, and return on invested capital connect compensation to company performance while total stockholder returns align executive pay with performance relative to key company peers. In deciding total compensation, the grouping of peers is an important activity of the compensation committee. The peers can be classified into these categories: Industry competitors in the same business (egg. For Compass Media and entertainment industry along with telecoms industry) Companies having comparable revenue and total market capitalization. Companies competing for same talent. Compass for example has recently acquired the entertainment company NBC Universal. This changed the peer group used for its compensation. The entertainment industry as well as the telecoms industry is now used in determining market position in compensation. For Verizon the competitors are 29 companies in based on market capitalization, net income, revenue and total employees) plus Verizons four largest industry competitors that are not included in the DOD Jones Industrial Average. For ATT companies are selected based on similarity to ATT in terms of size and/or industry, ability of the company to compete with ATT for talent, ND similarity to Jobs at ATT in terms of complexity and scope of officer positions. Compass has stressed more on in hand cash based incentive, and has not tied a large proportion of compensation to the stock based awards (compared to Verizon/ATT). But the cash based yearly bonus can be achieved only after a minimum performance threshold is achieved. This can be attributed to the higher risk involved in the recent times following their merger with Universal. In terms of total compensation they want to target a higher percentile than ATT and Verizon, sending a signal that Geiger risk should be seen as bigger opportunity. Some correction was also done after the compensation committee decided to include Media and Entertainment Industry in the peer comparison after this merger. Also, there is a unique way Compass analyses its peers compensation data. They view compensation expenses as The portion of the companys operating cash flow, free cash flow and operating income that we use to pay this compensation. This shows that they compare the relative proportion of compensation spending, not the absolute value while determining percentile position with respect to peers. Keeping long term hardheaded interest in mind the companies have set performance targets and provide compensation elements that closely align executives interests with those of stockholders. For example, at AT performance shares, which make up nearly 33% of target compensation for the CEO and the Named Executive Officers, are tied to multi-year Company performance and the companys stock price. In addition, ATT has executive stock ownership guidelines and retention requirements. Each of the Named Executive Officers meets or exceeds the minimum stock ownership guidelines. 1. 1 The following table gives a comparative description of the insemination information biblically available. ATT COMPASS VERIZON PEER GROUP USED TO DECIDE COMPENSATION 1) similarity to ATT in terms of size and/or industry, 2)ability of the company to compete with ATT for talent, 3) and similarity to Jobs at ATT in terms of complexity and scope of officer positions 1) Companies in the entertainment/media industry (CBS Corporation, News Corporation, Time Warner Inc. , Fiasco Inc. And The Walt Disney Company) 2) companies in the transmission/distribution industry (ATT Inc. , DIRECTIVE, Inc. , Quest Communications International Inc. , Sprint Next Corporation, Time Warner Cable, Inc. D Verizon Communications Inc. ) 3) general industry companies having comparable revenue and total market capitalization 1) 29 companies in the DOD Jones Industrial Average (similarly-sized companies other than Verizon, based on market capitalization, net income, revenue and total employees) 2) Plus Verizons four largest industry competitors that are not included in the DOD Jones Industrial 92% of the Chief Executive Officers compensation and, on average, 87% of other Named Executive Officer compensation is tied to Company performance, including stock price. Total performance-based compensation in 2011 was 54% to 74% for arioso named executive officers. Base salary: 10% Short Term Incentive : 20% Long Term incentive : 70% COMPONENTS OF SALARY 1) Base Pay 2) Short Term award 3) Long term in the form of RSI and US l)cash base salary; 2) annual (short-term) cash bonus 3)long-term equity-based compensation in the form of stock options 4) and RSI (which generally are performance-based) 1) Base salary 2) Short term yearly award earned on achieving goals 3) long-term incentive awards consist of Us and RSI. The 2011 Us are payable in cash and the 2011 RSI are payable in Verizon shares. SHORT TERM INCENTIVE or AWARDS CRITERIA Revenue, Earnings per Share, and Free Cash Flow (Year on year targets) On achieving a 5% to 6. 9% year-over-year increase in consolidated operating cash flow, the named executive officer would receive 67% of the service vested portion of the award; and on achieving a 7% or greater increase, the named executive officer would receive 100% of the service vested portion of the award. CRITERIA Adjusted PEPS Revenue 25% Free cash Flow Diversity 5% TARGETS An adjusted PEPS target range of $2. 8 to $2. 21; A consolidated total revenue target range of $112. 7 billion to $113. 4 billion; A unconsolidated free cash flow target range of $13. 8 billion to $15. 4 billion A diversity target of (I) having 50% of new hires and promotions at and above the manager level consist of minority and female candidates, and (it) directing at least 13% of the overall supplier spending at the c orporate level to minority- and female-owned or operated firms. LONG TERM INCENTIVE or AWARDS COMPOSITION 50% performance shares and 50% restricted stock units. CRITERIA: 75% on ROCCO 25% on TSR compared to the Standard and Poors 100 Index COMPOSED OF: both stock options and RSI, whereby each type of award presented approximately 50% of the total equity award by grant date value, as determined on a Black-Schools basis in the case of stock options and using the closing price of a share of the companys Class A common stock in the case of RSI. TSR during the three-year performance cycle must rank at least 16th, or at the 55th percentile (above median), among the members of the Related DOD Peers in order to earn 100% of the target number of US. TARGET PERCENTILE Executive officers base salaries are targeted to the market 50th percentile, total target cash compensation (base pay + short-term incentive) and long-term grants are regarded to the market 62nd percentile 1) Compensation to be competitive with the entertainment/media peer group and 2) at the 75th percentile for the communications and general industry peer groups. 50th percentile of compensation levels for similar positions at the Related DOD Peers AT 2 2. 1 Background During 2012, they continued to execute on their strategic goals, strengthened balance sheet, and expanded G network. AT delivered record performance of $127. 4 billion in revenues and $19. 4 billion in free cash flow (as defined on page 38), which allowed it to meet or exceed all of its short-term incentive targets. They also exceeded the goals for long-term program, delivering 43. 0% in total stockholder return over the three-year period ending December 31 , 2012, outperforming the DOD Jones Industrial Average and the Standard Poors 100 and 500 for that period. Companys executives reflect this strong performance and closely aligned the interests of management with those of stockholders. . 2 Compensation Philosophy Competitive and Market Based: Evaluate all components to attract, retain, and provide appropriate incentives for officers in a highly competitive talent market. Pay- or-performance: Tie a significant portion of compensation to the achievement of Company and business unit goals Balanced Short- and Long-Term Focus: Ensure that compensation programs and packages provide an appropriate bala nce between the achievement of short- and long-term performance objectives, with a clear emphasis on managing the sustainability of the business. Alignment with Stockholders: Set performance targets and provide compensation elements that closely align executives interests with those of stockholders. For example, performance shares, which make up nearly 33% of target compensation for the CEO and the Named Executive Officers, are tied to multi-year Company performance and the companys stock price. In addition, AT has executive stock ownership guidelines and retention requirements. Each of the Named Executive Officers meets or exceeds the minimum stock ownership guidelines. Alignment with Generally Accepted Approaches 2. The achievements for 2012 Stockholder Returns 17. 5% total stockholder return outperforming the DOD Jones Industrial Average and the Standard Poors 100 and 500 Returned $23 billion in cash to stockholders, Increased the quarterly dividend for the 29th consecutive year Financial Performance Strength Record $127. 4 billion in consolidated revenues Approximately 80% of revenues from ongoing operations in 2012 cam e from the companys growth drivers wireless, hireling data and managed IT services growing nearly 6% Record $39. Billion in cash from operations, #1 in the industry Record $19. 4 billion in free cash flow (cash from operations of $39. 2 billion minus construction and capital expenditures of $19. 7 billion), which is one of the factors the company uses in determining the companys short-term incentive awards for executive officers Invested approximately $20 billion in capital expenditures and picture purchases to expand and upgrade the companys network capabilities for customers in the United States and around the globe Refinanced $12 billion in debt to take advantage of historically low interest rates 2. The highlights of 2012 compensation are: Pay for Performance 92% of the Chief Executive Officers compensation and, on average, 87% of other Named Executive Officer compensation is tied to Company performance, including stock price. Stock Ownership Guidelines All executive officer s meet or exceed the guidelines, which count only vested shares. Mr Stephenson holds shares and deferred shares valued in excess of 22 times his salary; well above his required 6 times multiple. Hold Until Retirement Executive officers must now hold 25% of the shares they receive from incentive, equity, and option awards, net of taxes, until one year after they leave the company. Mitigate Risk in Compensation Programs The Committee reviews a risk analysis of the companys incentive-based compensation programs annually and believes that the companys programs do not create risks that are reasonably likely to have a material adverse impact on the company. Dividend Equivalents Payable at the End of the Performance Period and Only on Earned Performance Shares. 2. 5 Target for 2015 is Expand G LET to 300 million people by end-of-year 2014 Bring fiber to 1 million additional business customer locations by end-of-year 201 5 Expand the availability of IP broadband, including I-I-verse, to approximately 75% of customer locations in the companys hireling service area by end-of-year 201 5 2. Break Up of total compensation opportunity Base Salary: This is decided according to market value for his or her Job. In 2012 there was a correction of +2. 4%. This increment was based on performance and actual salary compared to market. Short term target: Based on individual performance; contribution to overall Company results; and attainment of business unit goals, including financial, customer service, and growth targets.

Bronchopulmonary Dysplasia (BPD) Research Paper

Bronchopulmonary Dysplasia (BPD) - Research Paper Example This paper explores BPD’s Pathophysiology, epidemiology, causes, signs and symptoms, and its prevention among others. According to D’Angio and Maniscalco (2004), the Pathophysiology of Bronchopulmonary dysplasia is much complex and is yet to be fully understood. The following are some of the factors connected with BPD: Inflammation: The infiltration of granulocyte into the lungs of newborns developing BPD is well documented (D’Angio & Maniscalco, 2004). Animal samples of infant lung injury provide evidence for the role played by granulocyte in BPD’s pathogenesis. There is fast development of Neutrophil in the bronchoalveolar lavage fluid of newborns with RDS (D’Angio & Maniscalco, 2004). In infants who are later diagnosed with BPD, the decline in Neutrophil counts is delayed. Proinflammatory mediators like cytokines, which attract inflammatory cells into the lungs have been connected with the development of BPD in infants (Mighten, 2012, p. 135; D’Angio & Maniscalco, 2004). Architectural Disruption: Cellular injury as well as the destruction caused when inflammatory cells discharge reactive oxygen and proteases result from granulocytes infiltration into the lung. â€Å"The lung protease/antiprotease balance appears to be tilted toward proteolysis in infants who develop BPD† (D’Angio & Maniscalco, 2004, p.309). Infants with high probability of developing BPD show higher elastase levels. Fibroproliferation: Transforming growth factor (TGF) - ÃŽ ² has been shown by most studies to have serious inhibitory impact on lung development besides other fibrogenic effects (D’Angio & Maniscalco, 2004). Higher levels of TGFÃŽ ² have been identified in infants who are later diagnosed with BPD (D’Angio & Maniscalco, 2004). Delayed development of the lung has also been connected with ‘new’ BPD. The vulnerability to BPD increases with declining

History reading assignment 3 Essay Example | Topics and Well Written Essays - 750 words

History reading assignment 3 - Essay Example At some point in her reign, she accepted foreign influence into her court. Products were imported from Europe during her reign. Even populations were â€Å"imported† from Europe including whole German colons that would later lead to the Russian-German conflicts. However, after 1518, Russia abandoned their Western fashion and began making steps to their sources. Everything changed after 1815 with Nicholas I wanting Russian spoken at the court. The local population increased and doubled very twenty years and the military power increased, with the emperor claiming that despotism and tyranny were not the same. The descriptions of Russia and St. Petersburg by the Marquis are very mediocre. He criticizes despotism banally as if it is something deja vu. The most enlightening parts are when Custine holds his talks with the empress and the Tsars and not with the reformists. Here, Custine enters the Russian exception core with Russian singularity. In Custine words, Russian singularity h as not been liquidated by Anglo-mania. The Tsar explains his political choices in impeccable French. He is aware that Russia is under fire. He says that, in Custine’s country, they entertain prejudices against the Russians that are more difficult to overcome than passions of an army in revolt (Abbott, 2012: p 92). In his own country, he had to tackle liberals yet he still defended despotism. It still existed in Russia, and it was the essence of his government and accorded the nation with genius. Custine was prophetic in his harsh review of Russia by claiming that by blocking the road to imitation in Russia, the Tsar was restoring Russia to her old self. Custine understands that Russia has imitated a lot of what the new times have brought, but they will be conservative, peculiar, and traditional. To their enemies, this produces a dilemma: when they imitate, they are labeled as monkeys, but labeled Tartars when they attempt to be Russian. However, by the time of Nicholas, there was no more need to copy the western courts. Custine analyzes the democratic system as a parliament that acts as an aristocracy of the orators that is substituted for birth aristocracy and that it is the government of lawyers (Abbott, 2012: p94). The Tsar is in agreement and adds that since the entire social and political defects of democracy are known, buying votes, seducing in order to deceive, and corrupting conscience. He contends that he disdains these things and that he has paid the price for being straightforward, but shall never more be a king of the constitution. Custine at this point still agrees with him and remarks that without aristocracy, only tyranny would exist and those aristocrats not bending to the leveling hand wielded by despotism existed in both monarchial governments and pure democracies. Custine was of the belief that the end of aristocracy would signal the beginning of the end for the nations. He foresees in Tsar Nicholas the perilous nature of a democracy ruled by a moneyed and ruthless aristocracy. Custine dreads the lawyers and the echo of the newsprint that are nothing, but speeches whose echo is around for twenty-four hours; moreover, this is the despotism, which threatens the nations (Abbott, 2012: p94). Custine believes that the reasons that the Russians remained politically backward were because of religion and that the role of the church is fundamental. Custine then contends that the Russia of the time is still

Understand The Role Of The Social Care Worker Essay Example for Free

Understand The Role Of The Social Care Worker Essay 1.1 A working relationship is different from a personal relationship. In a working relationship there are set boundaries which can never be crossed and must remain professional at all times. You do not share personal information about yourself or your family. You should always treat everyone equally regardless of your personal opinions and never force your opinions onto anyone, follow your works policies and procedures at all times. A personal relationship is the opposite you don’t have policy and procedures to follow, a personal relationship is much more relaxed and you show each other affection tell each other private things, you share personal information like mobile numbers with family and friends they also know your address. There are no risk assessments or care plans to complete. 1.2 There are lots of different roles which lead to lots of different working relationships. These can differ greatly, when speaking to care workers or other support workers is professional it is a lot less formal than when you speak with a manager, or a doctor that comes to visit a service user the way you address them is much more formal, again when service users family or friends visit it is much more informal but you should always be professional. Understand the importance of working in ways that are agreed with the employer 2.1 It is important to adhere to the scope of the job role because when an employee first starts working they have agreed to adhere to it, and it is a legal responsibility to stay within your job role. This creates a good and effective working environment. By being accountable for your own actions and being respectful of others job roles; it makes an effective working environment to work in. 2.2 Agreed ways of working means following policies and procedures, following individual care plans accordingly, this will also include risk  assessments that are in place and following any codes of conduct. An agreed way of working is working to the standard that was agreed at the beginning of the employer contract. This enables you to work effectively and helps to protect and care for the service users. 2.3 The importance of full and up to date agreed ways of working is the first thing that is put into place before anyone is put into a social care environment. You have a job description which you should read fully. It means that you agree to follow the agreed ways of working to the policies and procedure standards; you should also know that you have the skills and experience to be able to do that job. It is very important to keep up to date with service users care plans and risk assessments also company policies and procedures. Without up to date information the safety and well being of the service users are put at risk and you could be breaking the law. If there were no agreed ways of working put in place it would be impossible to know what was expected of the individual and make it more difficult to care for the vulnerable in our care. Understand the importance of working in partnership with others 3.1 Working in partnership with others can help you with tasks that would be difficult to do on your own. This could be another colleague helping to make checks on medication and booking them in. Other people you can benefit from working in a partnership could be the families of service users, doctors, nurses, occupational therapists, social workers, care workers, advocates, and other health care workers and professionals. These people could help with information that will help you to do your job better by supporting you with any problems you might have, for instance if you have a problem communicating with a service user, by talking to their family or a friend and working together can help you by making suggestions of methods of communication for the service user, or even communicating with the service user themselves to help to reach a solution. With help from others it will make it easier to reach a level of work that you aim for, this makes it possible to care for service users a s fully as possible. 3.2 You can improve partnership working by attending training sessions, and by knowing your roles and responsibilities, and everyone knowing the policies and procedures. It is also a good thing to have good communication between everyone involved. This can make working much easier and efficient. Another way could be by giving honest and unbiased information and opinions to people you work with, this will help to build a bond of trust, and would encourage them to act in the same manner towards you. By doing this it can help provide the best possible care for the service user. 3.3 Try to handle conflict situations by remaining calm, ending the conflict before it starts to escalate and gets worse. Remain respectful of others be open minded don’t be judgemental. There may be times when this is not possible and the following are required. Avoid rising challenges or suggestions you are incorrect. Ask colleagues to listen to you and respect your opinions, but you should be respectful to theirs too. If there is conflict with a colleague and you cannot resolve it then you need to speak to your manager. Always be professional and use your listening skills acknowledge what they are saying by nodding your head, repeat what the other person has said to you, this shows that you are listening to them and not ignoring them which could make matters worse, and show understanding. You should ask your manager for support and guidance if you need it. You should not let your personal feelings affect your professional manner or judgement. This is important as remaining calm can often defuse a conflict situation. 3.4 You can access support and advice about the partnership working to help resolve conflicts from either colleagues, manager, and other social care bodies. The advice is invaluable because of their experience and knowledge in offering ways and methods when dealing with conflicts or partnership working. The manager could help you with the legal side of things and offer professional solutions to conflicts with higher bodies, such as social services or outside agencies. Anytime you have a concern regarding partnership working speaking to any of the above will help to resolve the conflict.

Huckleberry Finn in High Schools :: essays papers

Huckleberry Finn in High Schools High Schools in the United States should not ban The Adventures of Huckleberry Finn. This book is one of the most important components of American literature in our libraries today, it throws the reader into a time when slavery was lawful and accepted, and gives the reader a new perspective on slavery in general. Until civil rights groups can come up with a better argument than the word â€Å"nigger† creating a â€Å"hostile work environment†(Zwick) it should not be taken off the required reading list of any High School in the country. Every one hundred years dialects change and what is considered â€Å"politically correct†, or socially acceptable, changes. â€Å"David Bradley argues that ‘if we'd eradicated the problem of racism in our society, Huckleberry Finn would be the easiest book in the world to teach’† (Zwick, Jim. â€Å"Should Huckleberry Finn Be Banned?†). If we, as a nation, make it a point to rule out all books that could possibly offend students, then every hundred years or so our library of American Literature will be completely different. Even today, modern day authors use vulgar language, lurid sexual content, and racial slurs to get their point across. If The Adventures of Huckleberry Finn is taken off of required reading lists across the country, then that could create a never-ending cycle of books being taken off of school shelves every time words and ideas become unacceptable. If this is the way that American society is turning then something must be done, and the Superintendents, Deans, and Principals of every High School around the country must take it upon themselves to do it because the students will not. The people who are trying to ban The Adventures of Huckleberry Finn are only trying to block out a part of American history that they would just as soon be forgotten, but every part of American history needs to be dealt with and accepted by everyone at a young age. Trying to shield students from any important part of history is a crime within itself. Hannibal, Missouri is a prime example of this type of crime. Every year they have a citywide celebration of Mark Twain, but they do not celebrate The Adventures of Huckleberry Finn or The Tragedy of Pudd'nhead Wilson nor do they teach it in their schools. Best stated by Shelly Fisher Fishkin, the theater company in Hannibal â€Å"was upholding a long American tradition of making slavery and its legacy and blacks themselves invisible†(Zwick, Jim.

Macbeth, Shakespeare: Internal Conflict with Macbeth Essay

With Macbeth, Shakespeare has crafted a character that falls under immense pressures from various sources. These opposing forces create internal conflict with Macbeth as he is torn between right and wrong, ambition and loyalty. Shakespeare has engineered this internal strife as a means to highlight the theme of right versus wrong in this work. As a general and great soldier, Macbeth has a developed sense of duty. Throughout the course of the play, he retains this duty, but to whom he is obligated shifts. Before the witches influence his thinking early in the play, Macbeth is duty-bound as a warrior to his king, Duncan. He fights fearlessly for Duncan and claims many victories in his name. Once the witches plant the seed of ambition in Macbeth, he begins to stray from Duncan. He becomes interested in his actions toward his own benefit, as opposed to the benefit of Duncan and his people. The final swing in Macbeth’s duties places him at the whim of his wife, Lady Macbeth. She wants him to become the powerful King, thus making her his comparably powerful Queen. Macbeth feels duty bound to please his wife, and by this her encouragement is amplified. During this transition of Macbeth’s loyalty, Macbeth’s conscience torments him relentlessly. This reveals that there must be some good deep down in Macbeth’s heart, even after he has committed so many acts of evil. Another crux of Macbeth’s torn directions is his wants for loyalty competing with his ambitious wants. Again, as a soldier, he has an embossed sense of loyalty toward Duncan. But that crown would look awfully great with Macbeth’s new kilt. After much influence from the witches and his wife, Macbeth buckles under the pressure and his ambition conquers his loyalty. With a few fell strikes of a dagger, Macbeth’s conscience is forever warped to taunt him. As should be evident, Macbeth is a character of strikingly immense internal conflict. This stress may even be the root of his hallucinations of men he has wronged. Either way, his conscience drives him mad and his downfall may be partly attributed to it.