Behind the Music, Behind the Beat essays

Behind the Music, Behind the Beat essays Many wont realize that the art of drumming and its history are richer and more colorful than any painting of a flower garden ever painted. Unique drums can be found in all cultures of the world. They are and have been used for many different purposes, such as accompanying music and dance, communicating with neighboring communities, and facilitating ceremonies and rituals. Theyve been around for eons and eons. The drum set was created here in the United States., much in the same way the United States was created. Unique sounding drums from various cultures around the world were combined into creating one new instrument. This instrument, thats considered loud and annoying just by itself by many, can actually be the only instrument that symbolizes peace, how ironic is that. A basic drum set is consisted of 5 drums: There is the Kick Bass drum which is the lowest pitched and the biggest drum, the Snare drum which is a much higher pitched drum and it makes a sound like an artist makes when tapping his big hairy brush on the canvas. There are the three different toms that are tuned from high to low. Then there are the Hi-Hat cymbals and the accessory cymbals. Thats the most basic formation. The invention of the drum set evolved a totally new concept of drumming and an art thats common nowadays. Suddenly the standards, purposes, and expectancy of drummers were raised to a much higher level. Ever since then, drumming has been structured on three principals: Technique, Coordination, and Independence. These principals are required in order for a drummer to master the art. It is much the same as understanding grammar, spelling and vocabulary as the principals of writing sentences. The more you master the principals the less limited you are with your abilities. Coordination is the first key factor in the concept. It is very important because beats are formed on the coordination o...

How Will A Social Media Management App Save You Tons of Time

How Will A Social Media Management App Save You Tons of Time Have you ever tried manually scheduling social media content? We’d be willing to bet you have. If not by choice, then by necessity. Sure, using  Word docs and spreadsheet-based calendars to create and schedule posts works. Manual calendars and templates make it easier to know what and when you’ll post. They’re certainly better than not using any sort of tool at all. They’re not necessarily ideal, though. They require a lot of copying and pasting. It’s also difficult to prevent human error when you’re moving content from one document directly into your social networks. So, if you’re like most marketers or content creators, you’ve probably tried using various social media tools to save time and get your content under control. There’s a big market out there, and a lot of them even work pretty well. However, few bring all the features you need into one app. And that’s what we think sets apart. How Will A Social Media Management App Save You Tons of Time?Create and Schedule Social Posts With One Tool Write your posts in a Word doc or a spreadsheet. Hand them off to someone else to review or edit. Copy and paste them into a spreadsheet-based calendar. That’s the old-school way of doing things. It’s a simple and time-tested workflow, but like we explained before, it isn’t perfect. That’s what makes ’s social post creation and scheduling features such a lifesaver. With the content calendar app, it’s easy to write posts, add images, and get them scheduled across most popular social networks, including: Facebook Twitter LinkedIn Pinterest Instagram Google+ Tumblr Instead of logging into multiple different services, you can sign into one and have everything you need to get started right at your fingertips. See All Your Social Posts on One Calendar Social media posts don’t exist in a vacuum. You probably have multiple campaigns and promotions scheduled at the same time. There are probably some one-off posts here and there, too. Once you have your posts created and scheduled, makes it easy to see them all in one place. Not only that, but you can also see all your social posts in relation to the rest of the content you have planned. It gives you easy access to a high-level overview of everything you’ve got going on. Bring Your Blog + Social Promotion Together If you’re investing time into writing awesome blog posts, you’re probably giving them some attention on social media. However, if you’re only sharing each post once (or maybe twice), you’re probably not getting all the shares and traffic you could be. Fortunately, makes it easy to schedule multiple posts to promote your content. Once you’ve written your blog post and scheduled it to publish, you can also create and schedule your corresponding social media posts. Collaborate on Cohesive Social Media Campaigns Having one place to collaborate, create, and schedule social campaigns makes life a lot easier. With the Social Campaigns feature in , you can create and schedule a standalone social media campaign. Your campaigns can focus on one platform, or multiple networks, too. Create and add a Task Template, and you can also create a reusable checklist so you don’t miss any important steps when creating campaigns. Built-in comments make it easy to communicate with your team and keep all your notes related to the project together in one place. No more digging through messaging systems to track down past communication. Quickly Access Your Post Performance Data We’re going to guess you’re not just sharing posts and then forgetting about them. Rather, you’re likely looking at your social media data and making sure your posts are connecting with your audience. That’s why we built Social Engagement Reports directly into . They make it quick and simple to measure your post’s performance within the app. Automate Social Scheduling and Effortlessly Reshare Evergreen Content If you’ve created social posts your audience super loves, you’ll probably want to share them again. ReQueue in makes it simple to reshare posts automatically at intervals you specify. You can also put messages into groups so you can organize posts to reshare into categories. Stop Feeling Stressed About Social Media Management So far, we’ve walked through a lot of cool features. But, what does this all mean for your workflow? First and foremost, one of the biggest benefits customers report is how much time they save. By bringing your entire social media marketing operation into one place, you can work more efficiently and effectively. By automating tedious manual scheduling, you can cut hours out of your work week, and spend your time creating better content instead of just copying and pasting. Cut hours out of your work week. Automate social media marketing with @:Unless you really love copying and pasting, that sounds like a way better option to us. And we’d know. We use our own product for every social message and piece of content we publish. The results speak for themselves. And That’s Just Scratching the Surface We’ve covered a lot of things you can do with . There’s a lot more to know, though, and the best way to get a feel for it is to use it yourself. Fortunately, we offer a free 14-day trial that gives you full access to everything our software can do. It’s powerful, but also flexible enough to customize and adapt to how you work. And if you run into questions, we’ve got a dedicated team ready to help you succeed. Give it a spin for free and see how much you can get done.

The economics of end stage renal disease Essay Example | Topics and Well Written Essays - 750 words

The economics of end stage renal disease - Essay Example For ESRD patients, all medical expenses both relating to their kidney disease or other conditions are the responsibility of Medicare (Hirth, 2007). ENDR patients pay for their treatment in four ways: 1) a monthly premium ($78.20 in 2005), 2) 20% for covered outpatient facilities (copayment) 3) a deductible for inpatient care and 4) outpatient prescription drugs. In many cases, patients have private insurance that cover the copayment and prescription drugs. In low-income groups, people may have their premium and deductible paid for by the government too. The amount actually paid by ERSD patients is very low (Hirth, 2007). The Medicare plan provides payments depending on the service provided. There is a single composite rate for dialysis for patients that comprise dialysis including labour, equipment and supplies (Hirth, 2007). Physicians, generally nephrologists, are paid a fixed monthly amount for out-patient services where as hospitals are paid a fixed amount too for in-patient care depending on the diagnosis of the patient (Hirth, 2007). The decision by the American government to cover ESDR was motivated by the political and economic prognosis at the time (case study). The funding for the Medicare program is from wage taxes, general tax revenues and beneficiary premiums (Hirth, 2007). 76% of dialysis centres are private run (Hirsh, 2007) and two chains are responsible for all private dialysis centres in the US (Hirth, 2007). An example being Fresenius National Medical Care (case study). A study in Canada looked at the economic burden of ESRD in 2000 and found that the direct, mortality and morbity costs to the government in one year was $1857 million (Zelmar, 2007). In the US, $27 billion was spent in 2003 (USRDS from Hirth, 2007) and costs are still increasing (case study). Outpatient clinics need a large investment to be profitable (case study).The Medicare Payment Advisory Commission has recommended

MARKETS AND THE ECONOMY Assignment Example | Topics and Well Written Essays - 1500 words

MARKETS AND THE ECONOMY - Assignment Example The factors explaining the increase in budget deficit stabilizers are outlined below: 1) As the economy goes into recession, corporate profits decrease leading to lower corporate tax revenues for the government. Due to lower demand in the economy, companies sell less and have higher cost pressures leading to lower profitability. 2) As corporate profit decrease, companies start firing employees leading to an increase in unemployment in the economy. This further leads to lower income tax revenues for the government. 3) As unemployment increases, the government has to make more payments for unemployment benefits and other welfare programs (transfer payments). These three factors automatically increase the government deficit during recession due to lower revenues and higher spending built into the system. 4) In order to spur demand in the economy, government can spend higher than usual. This spending could be through lowering taxes and/or increasing spending on new/existing projects. All the four factors combined mean that some of the effect of recession on households and companies is mitigated by government spending. Unemployed workers get state benefits and companies get opportunities to invest in new projects. The combined effect is that companies are encouraged to hire more workers to work on those projects thus reducing unemployment and people have more disposable income due to reduced taxes thus increasing consumption. Therefore, the increase in budget deficit during a recession helps stabilize the economy by bringing it back to the equilibrium operating level. Adjustments in wages and prices take the economy from the short-run equilibrium to the long-run equilibrium The price system and wages in the economy do not always change instantaneously. Changes in macro-economic factors like output, demand, supply, interest rates etc do not immediately bring about a change in price levels and wages. Thus, when one or more of the other macro-economic variables changes in the economy, prices and wages are slow to react to this change, therefore the economy comes to operate in a short-run equilibrium where prices and wages are yet to adjust to the other macroeconomic changes. Some of the reasons for this stickiness of prices and wages include contracts for fixed duration like labor union contract for wages fixed for a year, or even market competition prohibiting firms from increasing prices suddenly. However, as time goes (in the long-run), wages contracts get re-negotiated depending on earlier changes in demand and supply, inflation, and other factors. This change in wages leads to change in cost structure of firms and price changes then become necessary. For example, if the labor union re-negotiates to higher wages, the firm must increase its prices in order cover the increased cost of labor. As these adjustments in wages and prices take place, the movements of wages and prices determines the output of the economy. For example, if the firms find it less profitable to produce more, the will reduce their output and the GDP will contract and vice versa. Thus, adjustments in wages and prices take the economy from short-run equilibrium to long-run equilibrium. This is to say that if the prices and wages had changed immediately following a change in the other macroeconomic factors, the long-run equilibrium output would have been seen in the short-run. However, as prices and wages are sticky and adjust to the changes slowly, the economy first settles on a short-run equilibrium where other factors have changed but prices and wages have not and eventually the adjustments in price and wages takes the economy from t

Internship Reflection Essay -- Reflection Paper

It has been a while since I started at the internship and I am really glad I decided to work here. I think the experience in this area is a good preview of my career and future. I am learning some important skills and finding out some things about myself and the tough skin I will need in order to stay in the area of juvenile support. One of my responsibilities involved checking the messages from the days before on the office phone. I found that some of the potential mentors sounded older. This got me wondering about the age limits of the mentors. I knew they had to be at least 18, but was there an age cap? Could a 30-year-old join the team and be the mentor to a 12-year-old? I though about the different ways that these relationships could manifest. If the mentor was older, could they potential become a parental figure to the child? I always thought of the mentors as young adults, around college age. They would be an older sibling to the child, understanding the generation specific of the child, especially once they were teens. I though that in this way, the child would possibly open up more because they would not look at the person as an authority figure. When I though about a possible 13-year-old being matched with a 35-year-old, I thought of my teen years and figured that at that age, I would not have been so willing to share. Nevertheless, we allow any willing person, over the age of 18, that passes the checks, to become a mentor! More calls throughout the week led me to turning down grandparents whose children were in county prisons. This was heart breaking. In the past, I spoke to people who worked with juvenile delinquents and they always warned me that the job was difficult. They feelings that could be evoked, even wit... ... needed to get some fingerprinting done for their job. They had to go to an actually fingerprinting center. Seeing that I do the mobile fingerprinting, I was interested in seeing how the center handled it. They did their electronically. They computer analyzed whether the print was legible then loaded it to their file. This way was much easier than our way. It was neater because their was no ink needed. Also, if a mistake was made, the cop could just redo the print. On the other hand, I have to put down a white out strip to cover the old one and re-ink the finger. After the cop was complete finished with both hands, he clicked a button and sent the prints down to Florida to get checked. The website actively keeps the applicant informed on the progress of the print. We, however, must mail it in hoping it is legible and wait for a letter to let us know how it went.

Delegation: Management and Work

AC 1. 1 Evaluate the benefits of delegation Delegation is widely acknowledged to be an essential element of effective management (Yukl, G. 1994). Delegation is basically a process of assigning responsibility, sharing authority, and producing accountability in organizations. It is a managerial instrument that allows managers to nurture subordinates to capitalize the subordinate’s potential and ability to meet organizational goals and objectives.As a form of employee involvement in decision-making, delegation describes a category of leader behavior that entails assignment of new responsibilities to subordinates and additional authority to carry them out (Yukl, G. 1998). Managers usually find it easier to speak about delegation of responsibility then to accomplish the organizational goals. Effective delegation can benefit the manager, the employee, and the organization. Perhaps the most important benefit for the company is a higher quality of work.Delegation can improve quality o f work by allowing the employees who have direct knowledge of products and services to make decisions and complete tasks. Quality can also improve through enhanced employee  motivation. Employees may do a better job because they feel a personal  accountability  for the outcome, even though responsibility ultimately rests with the individual who made the delegation. Motivation  should also be enhanced as delegation enriches the worker's job by expanding the types of tasks that are involved in it. Roebuck, Chris. (1998) Another advantage of delegation is efficient use of time and talent.Delegation will help a manager use her time and the time of her employees effectively, and it will allow a manager to get even more work done then they will alone. Delegation is a way of empowering employees as well, and this is a promising advantage. Giving responsibility and accountability to employees will give them an opportunity to showcase their skills and talents; it will also provide th em with the opportunity to have pride in their work. Managers who delegate effectively also receive several personal benefits; most importantly, they have more time to do their own jobs when they assign tasks to others.Given the hectic nature of  managerial  work, time is a precious commodity. Effective delegation frees the manager to focus on  managerial  tasks such as planning and control. Managers also benefit from the development of  subordinates' skills. With a more highly skilled workforce, they have more  flexibility  in making assignments and are more efficient decision makers. Managers who develop their workforce are also likely to have high personal power with their staff and to be highly valued by their organization. Straub, Joseph T. (1998) AC 1. 2 Explain how delegation can be used to empower others.Empowerment is the force that makes teamwork effective. An empowered team is significantly more productive than a group of individuals working under strict gui delines. As the people in workgroup become aware that leaders are willing to empower them, they are more committed to the tasks. Meyer, Paul J. (2007). Empowering team members through delegation involves transferring not only the responsibility for performing tasks, but also the authority, resources, rewards, and knowledge necessary to perform them. In some situations, standardization and inflexibility are essential.However, in giving assignments, recognize when teamwork and flexibility are the better approach. Empowering people requires a leader to become teacher, coach, colleague, and mentor, not just boss. Followers and peers in some cases even exceed leader’s abilities, ideas, and expectations. Successful delegation requires planning, careful introduction and training, commitment of all team members, and effective follow-up. Effective delegation always involves adequate communication. People accept responsibility and act when they know what you expect.Talk informally with a person before actually turning over responsibility. Non-threatening approach allows the person to express fears or enthusiasm about the idea of accepting delegated responsibility. Moving up to a higher level of delegation provides more time empowers the team member for increased productivity. Roebuck, Chris. (1998). In many ways, empowerment embodies principles effective managers and leaders have practiced for years. Two new driving forces in business, increased diversity and high-speed change, magnify the need for empowerment.Empowering people is now indispensable for effective personal productivity and maximum team success. AC 2. 1 Justify an appropriate process to follow when delegating work within your area of responsibility? When delegating work within one’s area of responsibility, following process can be tracked for appropriate process (UK’s NMC’s Council, 2007) – Treat people as individuals * Leader must treat people as individuals and respect their dignity. * Must not discriminate in any way. * Must treat people kindly and considerately. Must act as an advocate for those in one’s care, helping them to access relevant health and social care, information and support. Respect people's confidentiality * Leader must respect people's right to confidentiality. * Must ensure people are informed about how and why information is shared by those who will be providing their care. * Must disclose information if leader believe someone may be at risk of harm, in line with the law of the country in which leader is practicing. Collaborate with those in leader’s care * Leader must listen to the people in his/her care and respond to their concerns and preferences. Must support people in caring for themselves to improve and maintain their health. * Must recognise and respect the contribution that people make to their own care and wellbeing. * Must make arrangements to meet people's language and communication needs. * Must shar e with people, in a way they can understand, the information they want or need to know about their health. Ensure gain consent * Leader must ensure that one’s gain consent before begin any treatment or care. * Must respect and support people's rights to accept or decline treatment and care. Must uphold people's rights to be fully involved in decisions about their care. * Must be aware of the legislation regarding mental capacity, ensuring that people who lack capacity remain at the center of decision making and are fully safeguarded. * Must be able to demonstrate that you have acted in someone's best interests if you have provided care in an emergency. Maintain clear professional boundaries * Leader must refuse any gifts, favours or hospitality that might be interpreted as an attempt to gain preferential treatment. Must not ask for or accept loans from anyone in your care or anyone close to them * Must establish and actively maintain clear sexual boundaries at all times with people in leader’s care, their families and cares. AC 2. 2 Allocate and monitor work that you have delegated within your own area of responsibility. To allocate and monitor work that one have delegated within his/her own area of responsibility following matters are required to be achieved (Barter M, Furmidge ML. UAP, 1994) and (BuerhausPI, Needleman J, Mattke S, Stewart M, 2002)- a) Outcomes Of Effective PerformanceOne must be able to do the following: 1. Confirm the work required of the team with his/her manager and seek clarification, where necessary, on any outstanding points and issues. 2. Plan how the team will undertake its work, identifying any priorities or critical activities and making best use of the available resources. 3. Allocate work to team members on a fair basis taking account of their skills, knowledge and understanding, experience and workloads and the opportunity for development. 4. Brief team members on the work they have been allocated and the standard or level of expected performance. . Encourage team members to ask questions, make suggestions and seek clarification in relation to the work they have been allocated. 6. Check the progress and quality of the work of team members on a regular and fair basis against the standard or level of expected performance and provide prompt and constructive feedback 7. Support team members in identifying and dealing with problems and unforeseen events. 8. Motivate team members to complete the work they have been allocated and provide, where requested and where possible, any additional support and/or resources to help completion. . Recognize successful completion of significant pieces of work or work activities by team members and the overall team etc. b) Behaviors Which Underpin Effective Performance One must knowledge about the following: 1. make time available to support others. 2. clearly agree what is expected of others and hold them to account. 3. 3prioritise objectives and plan work to mak e best use of time and resources. 4. show integrity, fairness and consistency in decision-making. 5. seek to understand people’s needs and motivations. 6. take pride in delivering high quality work. 7. ake personal responsibility for making things happen. 8. encourage and support others to make the best use of their abilities etc. c) Knowledge and Understanding One needs to know and understand the following: i. General knowledge and understanding 1. Different ways of communicating effectively with members of a team. 2. The importance of confirming/clarifying the work required of the team with your manager and how to do this effectively. 3. How to plan the work of a team, including how to identify any priorities or critical activities and the available resources. 4.How to identify and take due account of health and safety issues in the planning, allocation and checking of work. 5. Ways of encouraging team members to ask questions and/or seek clarification and make suggestions in relation to the work which they have been allocated. 6. Effective ways of regularly and fairly checking the progress and quality of the work of team members. 7. The type of problems and unforeseen events that may occur and how to support team members in dealing with them. 8. How to log information on the ongoing performance of team members and use this information for performance appraisal purposes etc. i) Industry/sector specific knowledge and understanding 1. Industry/sector specific legislation, regulations, guidelines, codes of practice relating to carrying out work. 2. Industry/sector requirements for the development or maintenance of knowledge, understanding and skills. iii) Context specific knowledge and understanding 1. The members, purpose and objectives of his/her team. 2. The work required of his/her team. 3. The available resources for undertaking the required work. 4. His/hers team’s plan for undertaking the required work. 5.The skills, knowledge and understan ding, experience and workloads of team members. 6. Reporting lines in the organization and the limits of his/her authority. 7. Organizational standards or levels of expected performance. 8. Organizational policies and procedures for dealing with poor performance. AC 3. 1 Review how well you delegated the task, based on the outcomes of the delegated task and feedback from others. Here are 10 ways  for effective delegation and reviewing delegation based on the outcomes of the delegated task and feedback from others: 1. Delegate early.Make an effort to delegate the task early to avoid unnecessary pressure. This allows the  person to better plan the task. 2. Select the right person. Ensure that the person has the time to take on the responsibility. Assess the skills and capabilities of his/her staff  and assign the task to the most appropriate person. Make sure the person has the training and resources  to succeed. 3. Communicate the rationale and benefit. Identify  the reason for the task and how it will contribute to the goals of the company or department or team. Also, point out how the  delegated task could benefit the person.For example, develop a specific skill that is needed to get promoted. 4. Delegate the entire task to one person. This gives the person the responsibility, increases their motivation and avoids ambiguity in accountability. Otherwise, different people will have different ideas about who does what when. 5. Set clear goals and expectations. Be clear and specific on what is expected. Give information on what, why, when, who and where. Be prepared to accept input from subordinates. Confirm and verify task goals and expectations. 6. Delegate responsibility and authority.Ensure that the subordinate is given the relevant responsibility and authority to complete the task. Let the subordinate complete the task in the manner they choose, as long as the results are what you specified. Be willing to accept ideas from the subordinate on task fulfillment. 7. Provide support, guidance and  instructions. Point subordinates to the resources they may need to complete the task or project. That could be people they need to coordinate with,  crucial information or  be willing to be a resource his/herself. 8. Take personal interest in  the progress of delegated task.Request to be updated on the progress of the task, provide assistance when necessary. Be careful not to be intrusive; giving the perception that he/she does not trust the subordinate. Keep communication lines open, regular meetings on large tasks can provide this ongoing feedback. 9. If he/she is not satisfied with the progress, don’t take the project back immediately. Rather, continue to work with the employee and ensure they understand the project to be their responsibility. Give advice on ways to improve. This ensures accountability and dependability. 10. Evaluate and recognize performance.Evaluate results more than methods. Analyze cause of insuff icient performance for improvements and recognize successes as soon as possible. AC 3. 2 Assess how you can improve your own ability to delegate and empower others. Here are some suggestions for improving one’s own ability to delegate and empower others (Credit Research Foundation, 1999): 1. Understand the purpose of delegating very clearly. 2. Decide specifically what one can delegate. Generally delegate as much of ones work as possible. 3. Recognize that subordinates will make mistakes. Make sure they understand what they are to do.Be willing to take blame for mistakes that may be made. 4. Clarify what he/she is delegating. Agree on what the task is and how much â€Å"power† he/she is delegating to them to perform a particular job. Also, let others know of the arrangements so that proper cooperation will be extended to get the job done. 5. Most important,  follow-up. Remember that although you have delegated responsibility and empowered others to get the job done, he/she still have the final accountability for the job. Ask his/her team for progress reports or discuss with them from time to time.Empowerment This newer strategy may in-fact be the culmination of all the points above. Simply put, empowerment is delegation taken a step farther. In delegation, the supervisor is not only accountable for the results, but also assumes some responsibility since in most cases the delegated tasks most often are the job of the supervisor. Empowerment is the total, unmistakable passing on of responsibility to a person or team to accomplish a job or perform a process. As coach or supervisor, one have to maintain accountability for the overall outcome or results of the process.Empowerment brings with it a challenge for the organization to provide state-of-the-art systems, education, tools and most importantly support to the team for maximum performance. Applying empowerment frequently shifts ownership of a function or process from a traditional supervisor to a group, and with that ownership transfer; pride, job satisfaction, motivation and creativity develop. References Barter M, Furmidge ML. UAP: issues relating to delegationand supervision. J Nurs Adm. April 1994;24:36-40 BuerhausPI, Needleman J, Mattke S, Stewart M.Strengthening hospital nursing. HealthAff. Credit Research Foundation, (1999), www. crfonline. com. Roebuck, Chris. (1998). Effective Delegation. New York: American Management Association. September-October 2002;21:56-64. Straub, Joseph T. (1998). The Agile Manager's Guide to Delegating Work. Bristol, VT: Velocity Business Publishing. UK’s NMC’s Council (6 December 2007), Standards of conduct, performance and ethics for nurses and midwives for implementation. Yukl, G. (1998). Leadership in organizations (4th ed. ). Englewood Cliffs, NJ: Prentice–Hall.

Ethics Vs. Biomedical Ethics - 950 Words

Ethics look at principles and a set of concepts that help monitor and determine behaviours that may either help or harm people. It is commonly related to morality which looks at a person’s behaviour or manner in the way they differentiate their actions, decisions and intentions into what is considered right and wrong (good and bad). Generally ethics looks at making the appropriate decision (best possible solution) brought about on the basis of common sense (Beauchamp Childress 2008). Ethics is systematic as it uses special methods and approaches to examine moral situations. It is also reflective as it calls into question assumptions about existing components of our moralities. More specifically health care ethics or biomedical ethics looks at principles that can be understood by those working in various different disciplines in the medical field (e.g nurse, doctor, physiotherapist and radiographer) (Beauchamp Childress 2008). The principles are standards of conduct on whic h many moral claims and judgements depend on. The four main principles in the biomedical ethics framework are; autonomy (respecting a person’s capacity to make decisions for themself), non-maleficence (to not cause any harm to others), beneficence (prevent any harm, acting to benefit others and balance it against risks and costs) and finally justice (equal distribution of resources). As a radiographer it is important that a code of ethics is followed to ensure appropriate measures are taken to solve aShow MoreRelatedBiomedical Engineering: Stem Cells Essay1584 Words   |  7 Pages Biomedical engineering has become a growing field over the past couple years. The new advances and research that stem from biomedical engineers can solve problems that would have never have been able to be solved before. Engineers have been working on new technology that will utilize stem cells in order to save lives and treat diseases. 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The evolution of the medical profession includes years of changing portrayal in the public media. First, with images appearing in the late 1800s in Puck that depicted a profession that churns out unregulated and uneducated quacks (The PhiladelphiaRead MoreEthical Delemis - Brain Death1632 Words   |  7 Pagessurrounding the diagnosis and the ability to develop individualized Policy and Procedures in the determination of brain death has removed the fear of law suite surrounding this definition of death. (Guidelines for the determination of death, 1981) Old vs. New Until brain death was introduced the diagnosis of death was the lack of cardiac function. Without a heart beat blood did not circulate and oxygen could not be delivered to the body in order to sustain life. Research showed that with out brainRead MoreCloning as Solution to Food Shortages and Needs for New Medicine1436 Words   |  6 Pagesweeks later, a plant or two is produced. (GSCE) James M. 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Whatever medical researchers are finding substantiates the concerns that differe nt chemical paralytics, dosages, and methodsRead MoreImportance Of Ethics Theory For A Licensed Counselor2249 Words   |  9 PagesETHICS PAPER JENNIFER SPALINGER HR 5453-221-016 DR. JOHNSON UNIVERISTY OF OAKLAHOMA APRIL27, 2016 IMPORTANCE OF ETHICS THEORY In order to be a licensed counselor a professional has to take exams that based on ethics. The counselor must function at a mandatory level of competence with knowledge of the basic standards. However, most clients would appreciate an aspirational counselor that conducts themselves above reproach. They understand the sprit and principle behind the code of ethical