Secondary education free essay sample

The researchers would like to acknowledge the following people who made this esearch a great possibility and success: a. To Almighty God, for blessing us with the necessary knowledge and capabilities to be able to accomplish this research; b. To our parents, who endlessly supported us throughout the endeavors of our research and provided us with all the financial needs; c. To our adviser, Ms. Joan E. Flores, for guiding us throughout the process of making our research; d. To Ms. Carolyn Quibas, for providing us all the necessary information about the preparation of the Guidance and Testing Center for K to 12; e. To Ms. Rizalina R. Benico, for enlightening us about the financial status of the university; f. To Ms. Jennifer D. Tucpi, for providing us information as well as clarifying some points regarding the planned programs of the university to counter the effect of the K to 12 program. DEDICATION This research paper is dedicated to the following: a. We will write a custom essay sample on Secondary education or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page to the teachers of LPU-Manila, who will hopefully gain some useful information about the programs planned by the university to counter the effects of K to 12; b. to the students, who could take some interest about the programs of LPU-Manila; . to our families, for providing us all the necessary love and concern; without them, this research would not have been a success. d. to LPU-Manila, who should be recognized for all of its efforts to give its students the best quality of education e. to the parents, who could benefit in the planning and development programs of the school especially on the graduate program course. In which on that year, there is no expected or there is decreased entrance of freshmen students. The following years will be a domino effect wherein there will be no more freshmen, sophomores, juniors and seniors. In line with the decreased population of college students is also the decrease of tuition fees where the colleges and universities like the Lyceum of the Philippines University-Manila depend on mainly for finance. In LPU-Manila, the freshmen population comprises a huge part of the enrollment or approximately 25% of the total population. The expected financial troubles could also result to the unemployment of some teachers especially for the general education subjects because of the absence of students to teach. There is also an expected change of curriculum for the additional 2 years would mean that the students have already taken up some subjects in the senior high school which would mean they would not already take it in college. The researchers then interviewed some important personnel of the school to gather information of how the school is planning their countermeasures against the K to 12 program. The researchers were able to interview the director of the guidance and testing center, the chief accountant for finance and the school registrar. The researchers were able to gather reliable information to be able to push through their research paper. The researchers conclude that LPU-Manila is indeed preparing for the effects of the K to 12 program and in fact, has started to implement some of the programs. Most of the programs are still on hold for they are still waiting for orders of the Department of Education for permission to teach some subjects in grades 11 and 12 and the curriculum for grades 11 and 12. On the point of view of the government, quality education is needed to make the citizens of the country productive and internationally competitive. With this belief, the government wants to improve the quality of education here in the Philippines by adding two more years to the former 10-years elementary and secondary education. The program is called the K to 12 program spearheaded by the Department of Education. According to deped. gov. ph, the official website of the DepEd, K to 12 means  Kindergarten  and the 12 years of  elementary  and  secondary education. The K to 12 program officially started on April 24, 2012 but according to the Department of Education, K to 12 is not new because the proposal to expand the basic education dates back to 1925. However, it started to get real at the 20th century. The model that is currently being proposed by DepEd is the  K-6-4-2 Model. This model involves Kindergarten, six years of elementary education, four years of junior high school (Grades 7 to 10) and two years of  senior high school  (Grades 11 to 12). The two years of senior high school intend to provide time for students to consolidate acquired academic skills and competencies. Furthermore, in this K 6-4-2 model, it featuresâ€Å"those who go through the 12 years cycle will get an elementary diploma (6 years), a junior high school diploma (4 years), and a senior high school diploma (2 years); a full 12 years of basic education will eventually be required for entry into tertiary level education (entering freshmen by SY 2018-2019 or seven years from now). † Accordingly, an open and consultative process will be adopted in the development and implementation of K to 12. Change is two-fold: (a) curriculum enhancement and (b) transition management. The site further explained the additional two years or the senior high school which is composed of two years of in-depth specialization for students depending on the occupation/career track they wish to pursue; and skills and competencies relevant to the job market. The 2 years of senior HS intend to provide time for students to consolidate acquired academic skills and competencies. The curriculum will allow specializations in Science and Technology, Music and Arts, Agriculture and Fisheries, Sports, Business and Entrepreneurship. According to the site, the need to add two more years is necessarily to adhere to global standards as the Philippines is the only remaining country in Asia with a 10-year educational program. It is also a way to decongest the curriculum; enhance the basic education curriculum and to provide better quality education for all. Besides, â€Å"studies in the Philippines have shown that an additional year of schooling increases earnings by 7. 5%. Studies validate that improvements in the  quality of education  will increase GDP growth by 2% to 2. %. There will also be a minus 2 instead of plus 2 for those families who cannot afford a college education but still wish to have their children find a good paying job. Right now, parents spend for at least 4 years of college to have an employable child. In the model, parents will not pay for 2 years of basic education that will give them an employable child. In effect, we are saving parents 2 years of expenses. The plan is not â€Å"Plus 2 years before graduation† but â€Å"Minus 2 years before work. To inspire a shift in attitude that completion of high school education is more than just preparation for college but can be sufficient for a gainful employment or career. † According to President Benigno S. Aquino, â€Å"We need to add two years to our basic education. Those who can afford pay up to fourteen years of schooling before university. Thus, their children are getting into the best universities and the best jobs after graduation. I want at least 12 years for our public school children to give them an even chance at succeeding. According to Francisco III and Cagalingan (2012) â€Å"upon finishing the said program, students can now choose whether they want to work immediately or pursue further studies in college. Because they are well-armed with the required competencies needed for work, they can be considered mature enough to face the demands of work compared to younger graduates. † However, not all are in favor of the K+12 Education. There are students compla ining of the additional years and there are parents who are not in favor of the additional expenses. But indeed, it is an undeniable fact that additional years in the education system will really require more budgets not just from the government but from the parents as well. Aside from this, students will need additional classrooms, school supplies and facilities. The program would need more qualified teachers as well (Maureen, 2012). According to Hall (2012), â€Å"like everything else in the Philippines, planning is not taken seriously. There is no transparency of information about what is going on to aid planning. It is amazing to me that this K-12 will start in June, yet no law has been passed (our politicians are too busy with the impeachment trial of the Supreme Court chief justice) nor is the department of education ready to divine how this feat could be carried out. There is that sense of pakiramdam (feeling through), with the expectation that no policy is set even if backed by the current president because after all, he will be gone from office in four years. And so, the system will muddle through. This is obviously not a good time for any college administrator. † While many have touted on its impact to the basic education curriculum, to the economy, and to our bid in synchronizing our educational system to world standards, rare is the discussion on its impact to tertiary education (Rodrigo, 2011). Private colleges and universities which are sustained almost purely by tuition fees will be in peril unless they make similar adjustments when the pool of incoming college students dries up in four years. Or they could seek government subsidies to accommodate public school students in grades 11 and 12 while the DepEd builds new classrooms (Fernandez amp; Rosero, 2012). Private  colleges and universities  will be financially challenged to maintain their operation and compensate their teaching staff with the expected decrease of enrollees starting 2017. Administrators of  private schools  offering tertiary education, including those under the Catholic Educational Association of the Philippines (CEAP), said they are bracing for the expected drop in freshman admissions as a result of the implementation of Kindergarten to 12 (K to 12) basic education program this  school year (YouthPinoy, 2012). Apparently, private higher education institutions are oblivious of what to do, because the Commission on Higher Education has not laid its plans yet or provided the HEIs an outline of the college education curriculum (Rodrigo, 2011). 1. 2 Statement of the Purpose of the Study The general purpose of the study is to determine the planning and development strategies of LPU-Manila to counter the effects of the K to 12 program. This study has the following purposes: A. to identify the planning and development programs of LPU-Manila to the effects of the K to 12 program B. o know the awareness of the university of the effects of the K to 12 program; C. to know how prepared the university is in the possible changes; and D. to have knowledge about the countermeasures the university is planning to implement. 1. 3 Significance of the Study Lyceum of the Philippines University administration. This research may provide the administration information about the effects of the K to 12 education pro gram of the DepEd to the university. The researchers may give them a forewarning of the upcoming effects of K to 12 that they may make preparations as early as possible to counter these effects. In addition, the university will be able to adapt quickly to the changes and will not be surprised with the sudden changes. Parents. This research will give parents information about the changes in the university management and curriculum so they will also be prepared. The need for them to be informed is also crucial so they could support the administration and the students in implementing the countermeasures promulgated by the school. Students. They could easily adapt to the changes brought about by the effects of K to 12 education program. They also need to be informed about the effects of K to 12 education program so they, in turn, could adjust to the specific changes in the university. Their cooperation is also needed to make the countermeasures planned be a success. Teachers. They may be cognizant of the effects of K to 12 to the university and will get ready for the possible changes in the demand for teachers in specific subjects. 1. 4 Scope and Limitation The study focused on the countermeasures of the Lyceum of the Philippines University-Manila in preparation for the effects of the K to 12 program. This study aims to find out the planning and development of programs of the school to undertake the effects of the K to 12. The researchers will conduct interviews with the members of the Lyceum of the Philippines administration to get their thoughts and ideas of the programs to counter the effects of the K to 12 education and how prepared they are. The researchers will also rely on other research made to other universities because the effects in that university could also happen to the Lyceum of the Philippines University. The researchers conducted the study on the first semester, academic year 2011-2012. They hoped to give effectual information to the university to help them prepare for the changes brought by K to 12 to the university by 2016. 1. 5 Definition of Terms K-12 program. Kindergarten and the 12 years of elementary and secondary education. Kindergarten points to the 5-year old child who undertakes the standardized curriculum for preschoolers. Elementary education refers to 6 years of primary school (Grades 1-6) while secondary education means four years of junior high school (Grades 7-10 or HS Year 1-4). In addition to this, two years are now allotted for senior high school (Grades 11-12 or HS Year 5-6) (K to 12 Deped Primer (2011). Diploma. is a document certifying the successful completion of a course of study Collins (2009). Enhancement. is a process of augmentation or improvement Campbell and Rozsnyai (2002). Kindergarten. is a school for young children, conducted on the theory that education should be begun by gratifying and cultivating the normal aptitude for exercise, play, observation, imitation, and construction Collins and Harper (2001). Primary education. s most often referred to as elementary school, which is usually composed of grades one through six. The main purpose of primary education is to give children a strong foundation in the basics of a general curriculum, with an emphasis on reading and math http://www. ehow. com/about_5076822_definition-primary-education. html (2010). Secondary education. also known as high school, is the stage of education following primary (or elementary) education, and is the last part of formal compulsory education

Islam, Women and Overcoming Adversity Essays

Islam, Women and Overcoming Adversity Essays Islam, Women and Overcoming Adversity Paper Islam, Women and Overcoming Adversity Paper Rida is a veil/covering from head to toe of Muslim women belonging to the dawoodi bohra, Shia sect of Islam. At adolescence, men and women have the opportunity to enter faith by giving an oath- also known as misaq- to the community’s spiritual head. Misaq is formally considered as religious birth. In simpler terms, it is a passage from childhood to adulthood. Agreeing to the covenants of misaq means that one will sincerely uphold the tenets of Islam, follow the community’s guidelines, as well as understand the duties as a Muslim. During the ceremony of misaq, both men and women vow to endorse the expectations of cover. Men must keep an untrimmed beard, and women must wear rida. At the age of thirteen, I was caught puffing on tobacco. My actions were considered impure, and since I hadn’t reached puberty all the sins were to be burdened by my parents. Being the youngest, yet most spoiled of four children, my parents and close relatives had lost all expectations of my decency. In the year of my fourteenth birthday, I decided to participate in oath taking ceremony. Although I didn’t give much affirmation to the ritual, I part-took only to fulfil the formality. My parents were already distressed bearing my unorthodox way of life, and now the move to America came closer. The idea of move brought a lot of responsibilities to my parents. They had to wrap-up decades-old business, and leave two older children. Relatives that I didn’t even know the relationship of, came in to urge caution to my parents on the exotic young adults’ culture of America. It seemed as though clouds of gloom had descended upon them. Stepping on the soil of United States, I literally felt a cool breeze through my face. Thinking now, it was probably the effect of breeze that made me question my actions and a way of life. I had left behind the past. It was now time to re-write the story from the beginning, a crisp page for a new life. After two years of resid

Economist Skills Case Study Example | Topics and Well Written Essays - 1000 words

Economist Skills - Case Study Example Entering a supervisory role means that one gives up some of the task orientation and gets involved in the planning aspects of the tasks at hand. Rather than being given the daily tasks to perform, as on the line, the supervisor must deal with the constraints (number of people, amount of time, budget) and the requirements (production quantity, quality). Add to this the human management aspects of the job upward. Whereas the plant manager is a distant figure to the people on the line, not sharing the pressures and difficulties of the job, he is more direct and confrontational with his/her supervisors, as they are the first-line managers responsible for getting things done. Managing upwards for Joe means that he must fit the requirements of the company and his capacities to complete them with the people he has. Like an Army lieutenant climbing over the foxhole, he knows that the ultimate goal is not just the next foxhole, but a broader battle plan that he may or may not choose to communicate with his employees. Joe must manage expectations upward. That means that if upper management is asking him to do something for which he doesn't have the resources (e.g. capital equipment, training of his people, time or expertise), Joe must communicate that clearly with management and come to a mutually-satisfying conclusion. The usual pattern on manufactu... In addition, the supervisor moves from top player to coach: rather than carrying out the tasks himself, he must teach those who must do the actual production. It's said that the best coaches are those who were just average players in their sport. Vince Lombardi played professional football with just average results, but he excelled as a coach. The reason for the difference is that coaches understand how to reach down to the mid-performing line worker and motivate him/her to excel. There are any number of ways that Joe could have failed as a first-line manager: He failed to communicate the needs of upper management to the production team, thus failing to give an adequate picture of what was expected, or He did not act as a buffer, or translator, of upper-management wishes. Sometimes the first-line manager will communicate the tension and insecurity of upper management without giving adequate translation into the tasks that need to be completed. He could have failed to supply enough information to give his team members an insight as to why the decisions on production levels, quality and other factors were being asked of them. His production team members were looking to Joe for leadership, not camaraderie. Joe may have found that the tools he used before (being a nice guy, getting along) are different than those he needs now to succeed (providing direction and feedback). How Might This Have Been Avoided Management clearly failed Joe in two key ways: 1. They should have assessed Joe on his leadership qualities, not his ability to perform his work on the line. 2. They should have provided Joe with the management tools he needed in order to succeed, including training, coaching and feedback. Bibliography Berger, D., n.d., It's All About the People, Plant

How much I like the film and reccommend it to others Movie Review

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Performance Appraisal: Functions and Implementation

Performance Appraisal: Functions and Implementation Chapter 1: 1.1 Introduction This dissertation project has been undertaken for the fulfilment of the business degree MBA, General Management from the University of East London. The findings of this dissertation will contribute to concerned company and the author to complete the MBA degree. At the beginning, a leading mobile tele-communication organisation in Bangladesh named Banglalink was chosen as the research organisation. In the middle of the study, the management refused to cooperate with providing information. As a result the author had to find and choose a suitable company to collect research information and data to finish the study. Secure Facilities Management Company Ltd. (SFM) was the new company chosen to finish the research. The introduction chapter gives an overall idea about the study. In this part, the background, objectives and research questions and the structure of this dissertation will be discussed. 1.2 Background of the Study The study discusses about the functions and the implementation of performance appraisal in the new era. The concept of ‘Welfare Personnel was developed in the end of the British golden colonial history by the humane concerns of some business families like Cadbury and Rowntree. Then within the next century, the concept had changed and became Personnel Management and later on Human Recourse Management. Now the world has just entered into a new millennium and the concept of human resource management has become a strategic partner for the business organisations. (McKenna Beech, 2008:2 3) Organisations require many things in order to be effective, a method for producing a product or service, financial resources, a way of marketing and human resources. While all of these are important to organisational effectiveness, the only factor that represents a potential competitive advantage is human resources. This is why the concept of human resource management is s important to every organisation.. The basics of managing people are getting people, preparing them, stimulating them motivate them. To manage human resources in any organisation the following questions are to be considered: (Dessler, 2005:4-5) Are the persons hired for the job wrong? Is the organisation able to milk out the best from the employees? What is the most frustrated area of human resource management? Is the rewarding system working properly? The above refers to how people worked in the past, what changes are required in future to make the production system effective, what are the weaknesses of the system and how to improve. These actually refer to the evaluation of employees of job which is called Performance Appraisal. Performance appraisal system is an important function of personnel department in any organisation. The system has a close relationship between organisation goals and individual performance. The performance appraisal system represents a year round exercise of managing individual performance in an integrated manner with a view to enabling employees to perform at their performance standards. (Dessler, 2005:310) With the view of increasing organisational effectiveness through the effective management of human resources, the organisations use different methods of appraising performance of their employees. For this research a small security service company named ‘Secure Facilities Management Company Ltd. (SFM) a private single owner security service company has been chosen. SFM became a successful organisation in the last few years. Their high standard efficient employees are one of the key factors for their success. For that, SFM has been chosen to practice the theoretical knowledge and to get familiar with the existing system of Performance Appraisal of a small private company. 1.2 Research Question In general, most of the organisations have a kind of formal or informal performance appraisal system. Through the performance appraisal system, the employees get to know their performance standards, which area of their performance needs to be developed etc. The supervisor also provides them with feedback, development and incentives to help them eliminating their performance deficiencies. If performance appraisal system is effectively used, it can improve attraction motivation of the employees on the job. If inappropriately used the appraisal process can have disastrous effects (Dessler, 2005:310). Hence the discussion leads to the research questions: What is the level of understanding and compliance of the employees on performance appraisal? What are the reactions of the employees regarding the performance appraisal? What are the constraints of the performance appraisal in practical life? 1.3 Aims and Objectives of the Study The research has been undertaken for the fulfilment of the requirement for completion of MBA, General Management for the year 2008/2009. This is mainly aimed to develop the job expertise in the performance appraisal activities under the guidance of expert faculty member of University of East London. It is really a difficult task to assess consistency, relevance and reliability of the tools and techniques of the system, however and effort is made to have some ideas about the matter. 1.3.1 Aims The study mainly aims at knowing about the awareness, the level of understanding and compliance of the employees of SFM regarding performance appraisal system. The study attempts to analyse the present performance appraisal system and the role of both appraisers and appraises in connection with the implantation of the system in real life situation. 1.3.2 Objectives To be acquainted with and acquire practical knowledge regarding performance appraisal system of an organisation. To relate the theoretical knowledge of performance appraisal with practical implication. To determine the acceptability and reliability of the performance appraisal system in a certain organisation. To assess the constraints/factors which influence the performance appraisal system. 1.4 Scope of the Study Target group includes officers of all level. The working forces those who are working in the head office and also in the other sites. Value Perception of both appraisers and appraises of the organisation under study. 1.5 Limitations of the Study While preparing this report, the following limitations had been faced: At the beginning a renowned mobile Tele-communication company in Bangladesh, Banglalink, was chosen for the study but they refused to deliver any information and cooperation just one and half month before the submission date. As a result, the author had to choose a small security company, Secure Facilities Management Company Ltd. (SFM) to carry on and finish the study within such a short time. SFM has a master plan on performance appraisal, but at present implementing a part of it. As a part of the business strategy, SFM did not provide all information on their performance appraisal procedure. The major limitation of the study was the lack of time for such an intensive work which compelled the author to narrow the scope of the study. All officials were very busy with their own assignments. As a result, they had a little opportunity for giving much time in this regard. Limitation was faced on the volume of the report due to which many relevant and important things will remain unexplored in detail. 1.6 Organisation Profile Introduction to Secure Facilities Management Company Ltd. (SFM): Since its formation SFM has built its reputation by providing security personnel of the highest calibre. This has been achieved by combining sound management with sensible terms and conditions for all staff. SFM strives to ensure that their clients and staff benefit from a focused and well-defined professional approach, the ratio of management to client is kept to no more than one manager per 10 clients. SFM strives to provide the highest standards of efficiency to all its clients, both large and small. SFM understands the importance of first impressions and that their personnel are often the first point of contact for their clients visitors and residents. 1.7 Structure of the Research This structure of this study has the following five chapters: Chapter 1 is the introduction chapter where the background, research question and rationale, objective, company profile and structure of the research are stated. Chapter 2 contains a brief literature review on performance management, history and meaning of the performance appraisal, purposes, functions, types of performance appraisal, MBO, 360 degree appraisal, problems and solutions of performance appraisal and essentials of a good performance appraisal. This chapter will provide a basic understanding about performance appraisal which is related to the research questions. Chapter 3 contains Research Methodology which includes research framework, the design of the research, population and sampling, and questionnaire. Chapter 4 provides Data analysis, statistical analysis and findings of the research. Chapter 5 describes the critical review of the findings. Chapter 6 discusses on recommendation and conclusion of the study and reflection summery. Chapter 2: Literature Review 2.1 Introduction Organisations require consistent levels of high performance from their employees in order to survive in a highly competitive environment. In a view of this, performance appraisal can be a systematic system through which evaluation of an employee is done analyze effectively to determine required performance. It plays a key role in rewarding systems. It is the process of evaluating the performance of employees, sharing information with them and searching for ways to improve their performance. Appraisal is necessary in order to: Allocate resources in a dynamic environment; Motivate and reward employees; Give employees feedback about their work; Maintain fair relationships within groups; Coach and develop employees; and Comply with regulations. It is also a formal opportunity to do what should be done much more frequently in organisations to express appreciation for employee contributions. Companies must administer their employee performance reviews, at all levels, fairly and without discrimination. Since all appraisals can be used against a company in an appraisal employee lawsuit, it is critical that these reviews should be completely accurate. This practice of performance appraisal has been given a variety of titles. The academicians call it performance appraisal, performance review etc. In Government services in Bangladesh, it is known as ACR (Annual Confidential Report). In private organisations, it is often described as merit rating, personnel rating, progress rating, annual performance, etc. Performance appraisal plays a major role in Human Resource Management. The subject is a part of Performance Management. It is necessary to discuss the performance management briefly before proceeding to performance appraisal. Performance Management The primary concern of performance management is the improvement of individual and collective performance. It is a continuous cycle of self-renewing. The aim of performance management is make direct link together individual goals, departmental purpose and organisational objectives. It integrates the major elements of HRM like appraisal and employee development, performance-related pay and reward management, individualism and employee relations. In other way it can be called as day-to-day management activity as it deals with organising works to get the best result. â€Å" a strategic integrated approach to delivering sustained success to organisations by improving the performance of the people who work in them and by developing the capabilities of tams and individual contributors†. Armstrong (2001:467) According to Armstrong (2001:475) the main activities of performance management are Role Definition, The Performance Agreement or Contract, The Performance Development Plan, Managing Performance Throughout the Year and Performance Review. These activities are a continuous cycle. According to Marchington Wilkinson (2004:187), the process of performance management system involves Induction and Socialisation, Reviewing and Appraising Performance, Reinforcing Performance Standards and Counselling and Support. Beardwell and Holden (2001:538) stated â€Å"Performance Management is not simply the appraisal of individual performance: it is an integrated and continuous process that develops, communicates and enables the future direction, core competencies and values of organisation, and helps to create an ‘horizon of understanding†. Performance Management is an effective tool by which the employees work behaviours are aligned with the organisations goals. There is no one way to manage performance. Whatever system is adopted needs to be similar with the culture and the principles of that organisation. However, most system of performance management has several parts: Defining Performance: Carefully defines employee performance so that it supports the organisations strategic goals. Setting of clear goals for the individual employee is a critical component of performance management. Measuring Performance: Measuring performance does not need to be narrowly conceived, but can bring together multiple types of performance measured in various ways. The key is to measure often and use the information for mid-course corrections. Feedback and Coaching: In order to improve performance, the employee needs information (feedback) about their performance, along with the guidance in reaching the next level of results. Without frequent feedback, employees are unlikely to know that behaviour is out of synchronization with relevant goals, or what to do about it. The major aim of performance management is to find ways of continual improvement of levels of both organisational and individual performance and performance appraisal is the perfect weapon for that improvement. The Rise of Performance Appraisal The performance appraisal has a long history which started China in the third century, the reign of Wei Dynasty. It was mainly used for the civil servants, army officers and managers until recently. Now it is very much wide spread all over the world and has become a popular management tool. In the UK most of the private sector organisations has introduced and are practicing performance appraisal during the last decade or two. Some people suggested that the reason behind for its growth is to use the individualised performance-pay system. Some other factors like market competition, managing change, organisation goal, milk out the best from the employees etc. are also important. Now the terminology ‘performance appraisal is changing to ‘personal development review and ‘performance review and development. (Taylor, 2004:247-248) Meaning of Performance Appraisal Performance Appraisal (PA) is a methodical, on the job-review of an employees abilities and accomplishments. Performance appraisal functions as a valuable management assessment tool and a superior employee motivation weapon. It enables us to strike a workable balance between organisations need for qualified and trained personnel and employees need for feedback and motivation. Performance is the contribution and appraisal is the procedure of measuring the contribution. Performance appraisal is an integral part of a system of managing individuals working in an organisation. Performance appraisal is an inevitable inspire of modern technology and all the systems and controls coming into widespread us, people remain the most important factor in all kinds of business, government agencies, charitable organisations and all other organisation. Performance appraisal is a process of bringing together the approaches of performance management like counselling, training, improving performance etc. that helps the managers to exercise them to achieve the goal of the organisation. It is a procedure of rewarding and disciplining the employees to improve the over performance of the organisation. It is the process of evaluating performance or contribution of an employee to the organisation during a specific period of time by his or her supervisor with relation to his or her job requirements. An effective, reliable and valid performance appraisal system recognizes the legitimate desire of employees for progress in their professions. Integration of organisational demands and individual needs through career management is the part of performance appraisal. Therefore, the performance appraisal program is inevitable for measuring the contribution of both â€Å"employees and managerial personnel†. Performance appraisal program is the basis of determining who is profitable to higher position and who is to be rewarded for better contribution to the organisation he or she belongs to. Performance feedback lets employees know how well they have performed in comparison with the standards of the organisation. Performance appraisal program is the administrative and employee development tool, which is the domain of the management not shared by the employees. Opponents of the performance appraisal attack it on a variety of grounds but without appraising performance of the employees career development, organisational development, recently a number of organisations have revamped their appraisal system in a bid to reduce possible negative outcomes. Appraisal, no doubt is a complex issue and it is clear that to be effective, a system must be designed and implemented with great care. â€Å"Performance appraisal means evaluating an employees current and/or past performance relative to his or her performance standards†. (Dessler, 2005:310) Michael Armstrong (2001:486) says â€Å"Performance review discussions enable a perspective to be obtained on past performance as a basis for making plans for the future.† He explains that the five elements of performance management (measurement, feedback, positive reinforcement, exchange of views and agreement on action plans) can be achieved through performance review. In the conclusion it can be said that, performance appraisal is the process by which an employees contribution to the organisation during a specific period of time is assessed. Performance Feedback then lets the employee know how well they have performed in comparison with the standards of the organisation. Who Should Do The Appraisal? By traditionally a managers authority typically has included appraising subordinates performance. The logic behind this tradition seems to be that since managers are held responsible for their employees† performance, it only makes sense that these managers do the evaluating of their performance. The employees immediate boss conducts about 95 percent of all performance appraisals at the lower and middle levels of the organisation. Purposes Purposes of Performance Appraisal: HRD Employees View Performance appraisal or evaluation serves a number of purposes for Human Resources Department and for the development of the employees. Management uses performance appraisal for general human resource decisions. Evaluations provide input into such important decisions, transfers, and terminations. Performance appraisals identify training and development needs. They pinpoint employee skills and competencies that are currently inadequate but for which programs can be developed to remedy. Performance appraisal can be used as a criterion against which selection and development programs are validated. Newly Hired employees who perform poorly can be identified through performance appraisal. Similarly, the effectiveness of training development programs can be determined by assessing how well those employees who have participated do on their performance appraisal. Performance appraisals also fulfil the purpose of providing feedback to employees on how the organisation views their performance. Furthermore performance appraisals are used as the basis for reward allocations. Decisions as to who gets merit pay increases and other rewards are frequently determined by performance appraisal. Purposes of Performance Appraisal: Organisations View Identify the successful less successful aspects of the employee needs organisational goals. Assist decision makers in allocating resources in planning for future. Assist managers in just frying expenditure accounting for those expenditures. Monitor employee activities to detect any change in activities or the quality of services. Serve as a benchmark, i.e. identifying best practice performance, using that performance as a goal, investigating the factors that led up to that performance, then trying to replicate that level of performance. Functions / Uses of Performance Appraisal Multiple uses of Performance Appraisal are: Development uses. Administrative uses/decision makings. Organizational maintenance/objectives. Documentation. Types of Performance Appraisal There are various types of performance appraisal which includes Alternation Ranking Method, Graphic Rating Scale, Management By Objectives (MBO) etc. (Dessler, 2005:315) These are explained below. Alternation Ranking Method It is the oldest simplest of formal systematic rating is to compare one person with all others for the purpose of placing them in a simple rank order of worth. In doing this, the appraiser considers person and performance as an entity; no attempt is made to systematically fractionize what being appraised into component elements. Graphic Rating Scale This method is widely used in merit rating is similar to the techniques in point-evaluation plan. This involves the supervisor to rate employee performance in terms of prescribed traits i.e. quality of work, quantity of work, initiative, dependability, knowledge of work etc. Each trait is defined various degrees of each are prescribed in some way. From traits degrees over-all rating can be obtained. Forced Distribution Choice Another attempt to counteract the tendency of raters to give average ratings or even sometimes to â€Å"twist† a report to bring about a desired result is the forced-choice technique. Here the rater is faced with groups of three of four statements, he must tick the one, which applies most nearly to the employee under assessment. These statements are so devised that it is impossible for the rater to know which will give the most favourable rating. Grading It is a further development to the guideline approach which attempts to provide a frame work of reference by defining a number of levels at which the characteristics is displayed asking Managers to select the definition which most closely describes the individual they are assessing. For example, in rating effective output the Manager in a typical grading scheme is asked to choose between: Outstanding Outstanding output of high quality work Satisfactory Satisfactory level of output effort Fair Completes less than the average amount of effective work Poor Low output poor worker. Critical Incident Method The critical incident method requires every Supervisor to adopt a practice of recording in a note-book of those significant incidents in each employees behaviour that indicate effective or poor behaviour. These are recorded in a specifically-designed notebook that contains characteristics under which the various behaviours can be recorded. Management by Objectives (MBO) Management by Objectives (MBO) is a critical process that often consists of four steps as a way to attain desired performance: Objective setting-joint determination by manager employee of appropriate levels of future performance for the employee, within the context of over-all unit goals resources. These objectives are often set for the next calendar year. Action planning-participative or even independent planning by the employee as to how to reach those objectives. Providing some autonomy to employees is invaluable; they are more likely to use their ingenuity, as well as feel more committed to the plans success. Periodic reviews-joint assessment of progress toward objectives by manager employee performed informally sometimes spontaneously. Annual evaluation-more formal assessment of success in achieving the employees annual objectives coupled with a renewal of the planning cycle. Some MBO systems also use performance appraisal to tie rewards for employees to the level of results attained. MBO had been taken likened to a modem form of scientific management. It is also subject to the same possible criticisms of too great an emphasis on individual job definition together with a management authority structure, the assumption of no conflict between individual organisation goals. MBO should not be applied simply as a pressure device by which management apply increasingly demanding targets which Staffs are expected to achieve. MBO draws attention to the objectives for individual members of the organisation as a whole. MBO is a potentially attractive system. It provides an opportunity for staff of accept greater responsibility to make a higher level or personal contribution. There is much to recommend it to both the organisation individual managers. 360 Degree Appraisal or Evaluation The latest approach to performance appraisal is the use of 360 Degree evaluations. It provides for performance feedback from the full circle of daily contacts that an employee might have, ranging from mailroom personnel to customers to bosses to peers. The number of appraisals can be as few as three or four evaluations or as many as 25; with most organisations collecting five to ten per employees. The appeal of 360-degree appraisals is to fit well into organisations that have introduced teams, employee involvement, and TQM programs. By relaying on feedback from co-workers, customers and subordinates, these organisations are hoping to give every one more accurate reading on employee performance. Appraising Performance: Problems and Solutions Few of the things a manager does which are more risky than appraising subordinates performance. Employees in general tend to be overly optimistic about what their ratings will be, and also know that their raises, career progress, and peace of mind may well hinge of how they are rated. This alone should make it somewhat difficult to rate performance; even more problematic. There are more numerous structural problems that can cause serious doubt on just how fare the whole process is. Some of the main appraisal problems and their solution are explained below. Dealing with the Five Main Rating Scale Appraisal Problems Five main problems can undermine appraisal tools such as graphic rating scales: unclear standards, halo effect, central tendency, leniency or strictness, and bias. Unclear Standards: The problem of unclear standards is illustrated. Although the graphic rating scale seems objective, it would probably result in unfair appraisals because the traits and degrees of merit are open to interpretation. For example, different supervisors would probably define ‘good performance, ‘fair performance, and so on differently. The same is true of traits such as ‘quality of work or ‘creativity. Halo Effect: The halo effect means that the rating of subordinate on one trait (such as ‘gets along with others) biases the way that person is rated on other traits (such as ‘quality of work). This problem often occurs with employees who are especially friendly (or unfriendly) towards the supervisor. For example, an unfriendly employee will often be rated unsatisfactory for all traits rather than just for the trait ‘gets along well with others. Being aware of this problem is a major step toward avoiding it. Supervisory training can also solve the problem. Central Tendency: Many supervisors have a central tendency when filling in rating scales. For example, if the rating scale ranges from 1 to 7, they tend to avoid the highs (6 to 7) and lows (1to 2) and rate most of their people between 3 and 5. In a graphic rating scale, this central tendency could mean that all employees are simply rated ‘average. Such a restriction can distort the evaluations, making them less useful for promotion, salary, or counselling purposes. Ranking the employees instead of using a graphic rating scale can avoid this central tendency problem because all employees must be ranked and thus cannot all be rated average. Leniency or Strictness: Some supervisors tend to rate all their subordinates consistently high (or low), just all some instructors are notoriously high graders and others are not. This strictness/leniency problem is especially serious with graphic rating scales since supervisors arent necessarily required to avoid giving all their employees high (or low) ratings. On the other hand, when the raters rank subordinates, they are forced to distinguish between high and low performances. Thus, strictness/leniency is not a problem with the ranking or forced distribution approach. In fact, if a graphic rating scale must be used, it may be a good idea to assume a distribution of performances-that, say, only about 10% of the people should be rated ‘excellent, 20% ‘good, and so forth. In other words, try to get a spread (unless, of course, the raters are sure all their people really do fall into just one or two categories). Bias: Individual differences among raters in terms of characteristics like age, race, and sex can affect their ratings, often quite apart from each rates actual performance. In one study, for instance, researchers found a systematic tendency to evaluate older rates (over 60 years of age) lower on ‘performance capacity and ‘potential for development then younger employees. The rates race and sex can also affect the persons rating. However, bias is not necessarily consistently against minorities or women, as it seems to be in the case of older workers. In one study, high performing females were often rated significantly higher than were high performing males. An interesting picture of how age can distort evaluations emerges from a study of registered nurses. When the nurses were 30-39 years old, they and their supervisors each rated the nurses performance virtually the same. In the 21-29 category, supervisors actually rated nurses higher than they rated themselves. However, for the 40-61 nurse age categories, the supervisors rated nurses performance lower than the nurses rated their own performance. The conclusion here may be that supervisors are tougher in appraising older subordinates. Specifically, they dont give them as much credit for their success, while attributing any low performance to their lack of ability. A related problem is described in the Diversity Counts feature. An employees previous performance can also affect the evaluation of h

Exploring Fear in Howl, Basketball Diaries, and Cats Cradle Essay

"yacketayakking screaming vomiting whispering facts and memories and anecdotes and eyeball kicks and shocks of hospitals and jails and wars" (Ginsberg 11). Like many authors of the modern literature movement, Allen Ginsberg explores the bomb's psychological affects on many Americans during the 1960s. Modern literature describes the chaos of the 1960s, caused by increasing societal problems and fear of the new atomic bomb. Writings such as The Basketball Diaries, "Howl" and Cat's Cradle express concepts of fear, power, governmental control, and death. Government uses society's fear of death and the end of the world to keep control and power over the people. The atomic bomb generates such universal fear and the corrupted government fails to respond to the chaotic behavior of society or the fears of the individuals. This fear that the government achieves not only maintains control, but also causes chaos and the false belief that the government is on the public's side. The chaotic enviro nment is a result of people crying out for help and the conflicting lifestyles arise when people face the terror of death. Historically, fear has been used to control populations. For example, asearly as the 1700s, white men controlled black slaves through the fear of being killed. During slave days, in the South, the ratio was nine blacks to every white person (Nash and Graves 213). When Nat Turner, a black slave, finally revolted, the United States government responded by sending the army with tanks and guns to resist the black men. The reaction of the whites imbedded the fearof revolts within the slaves. The blacks could have successfully revolted, but were controlled by the fear of the powerful white man. The white man held the power and con... ...ld such dangers have any significance to life? Jim Carroll tells the real story of his fear of the end and the mixed feelings of what matters, what doesn't. His fear is accompanied by confusion of how to live, today, with the possibility of being killed tomorrow. Throughout "Howl," The Basketball Diaries, and Cat's Cradle it is evident that the government controlled society with the fear of the bomb. We can see how this fear influenced individuals and society as a whole. The government caused the fear in society by possessing the atomic bomb and ignoring problems arising. Society blaimed the people for their reactions to the fear of the bomb. Furthermore, the government presented itself as protector, leading to increased confusion and chaos. In modern society, deciding who is the enemy and who holds the power, determines who controls the fate of the world. Â  

Diabetes (type 2): Prevention Program

Stage of Susceptibility:At this stage, the individual is predisposed to having diabetes mellitus due to some factors called the risk factors. These factors are: Family history of diabetics, i.e if any of the parent or of the lineage has diabetics before. B). overweight this is when the body mass index is more than or equal 25. C).habitual physical activity i.e. when an individual does not participate in any physical activity. D. Some forms are also predominant in some races. E). a person who has been previously identified as having impaired fasting glucose. F). Hypertension and history of gestational diabetes and individuals who has polycystic ovarian syndrome.Stage of Pre-symptomatic Disease:Diabetics mellitus does not have prolonged stage of prolong stage of pre-symptomatic. Since there are two major problems in type 2 DM, there is insulin resistance and there is pancreatic beta cell dysfunction. The beta cell dysfunction might be cause be many factor including autoimmune antibodie s directed on some antigen which will have reduce the number and effectiveness of the beta cell.Stage of Clinical Disease:When the diabetics is full blown common symptoms include polyuria (passing of excess urine both in the day and at night), polydipsia (drinking of excess water to compensate for the fluid been loss by the urinary system), obesity, easy fatigability. some patient will have in addition to theses nausea and vomiting, this is the stage that usually present in the hospitalStage of Disability:Diabetics’ type 2 mellitus if not treated early may cause some complication. These complications are divided into acute and chronic. The acute complication s are the effect which can result from excess glucose that is build up in the blood, this is called Diabetic Ketoacidosis (DKA) in which the excess glucose is converted to acetyl-coA and in the process form ketone bodies. The chronic complications are neuropathy, kidney damage, retinopathy, stroke, and leg ulcersPrimary P revention:The aim of primary treatment is to reduce the predisposing and risk factor of type 2 diabetes mellitus, this can be done through proper nutrition i.e. eating high fiber, low fat diet, low salt and alcohol intake, and having regular exercise. We ensure that some underline diseases are taking care of every time for instance hypertension.Secondary Prevention:Here the aim of the secondary prevention is to alleviate the symptoms, to normalize the glucose level in the body, and to prevent its complications. This is done by aggressively controlling the hypertension if the patient is hypertensive, giving diabetic diet, by the use of antihypertensive. Insulin can sometimes be given in type 2 but not in all cases, but since we know that there is insulin resistance we will give the patient drugs that will improve the resistance this include Sulphonyuras class of drugs.Tertiary Prevention:This is the treatment given when the disease has presented with complications. This is done by ri gidly monitoring the blood glucose within a close range so as to reduce the already develop complications. Some times operations are carried out on patient with retinopathy so as to correct the sight. In a patient with chronic leg ulcer, the best therapy is to amputate the gangrenous legs so that it will not deteriorate.

Discuss the drawback of the jury system as it is implemented in the UK The WritePass Journal

Discuss the drawback of the jury system as it is implemented in the UK Introduction Discuss the drawback of the jury system as it is implemented in the UK : 1). It is arguable whether this demonstrates the ineffectiveness of jury systems but it is evident that the Germans do not agree with them. Jury trials were also abandoned in India following the case of K.M. Nanavati v State of Maharashtra [1962] Suppl 1 SCR 567 where it became clear that juror’s decisions were capable of being influenced by the media and the public. As put by Debroy; â€Å"the Nanavati case was responsible for abolition of jury trials in India and it was the last trial by jury† (2009: 1). It was also identified by Debroy that there is a correlation in India between the abolishment of jury trials and the prolonging of cases (2009: 2). In view of this, it cannot be said that jury trials should be completely abolished in the UK as cases may actually be prolonged as a result and there are various safeguards that have been implemented so as to ensure juries are not being influenced by the media and the public (Rackstraw, 2008: 726). Therefore, whilst jury systems do create difficulties, it cannot be said that they should be completely discarded as a result as they are still considered a vital p art of the justice system. Furthermore, if jury trials were abolished it is likely that this would result in prolonged trials as is the case in India. Furthermore, judges would also be capable of producing prejudicial decisions, which would ultimately contravene Article 6 of the ECHR which provides for a defendants rights to a fair trial. In a study that was conducted by Sturcke, it was found that; two in three jurors did not fully understand the legal directions and that more than one in 10 jurors carried out their own investigations online about a case (2010: 1). This study was based on 69,000 cases over a two-year period, which highlights the injustices that can actually be caused by a jury trial. This seems to provide a strong argument as to why jury trials should be abolished, however problems will still be caused by judge alone trials. In effect, it appears as though there ought to be a balance so that juries do remain, yet where cases are likely to be prejudiced a judge alone trial should be conducted. Essentially, this is what seems to be happening at present as jury trials are being discarded in serious and complex fraud cases, yet whether this scope should be broadened to allow for their elimination in other cases is likely. This will ensure that juries are maintained, on the one hand, whilst also enabling them to be discarded in cases which would be difficult for them to cope with. Whether this means that there will be an effective jury system in place, is however arguable. Conclusion Overall, there are many underlying difficulties which emerge from a trial by jury, yet it cannot be said that they should be completely eradicated. This is because judge alone trials will also have many drawbacks, which demonstrates the need for the jury system to be maintained. In order to prevent unfair outcomes from being produced, it is therefore necessary that a balance is attained which could be achieved by removing juries from serious and complex cases and those which would have a damaging effect on their ability to cope. Referencing Baksi, C., (2014) ‘Bias has ‘significant’ effect on verdicts, jury research says’ The Law Society Gazette, Available [Online] at: lawgazette.co.uk/practice/bias-has-significant-effect-on-verdicts-jury-research-says/5039295.article [23 April, 2014]. Debroy, B. Nanavati and Jury Trials, Law Resource India, (2009), Available [Online] at: http://indialawyers.wordpress.com/2009/12/26/nanavati-and-jury-trials/ [23 April, 2014]. Doran, S; McConville, M. and Wilson, G. The Handbook of the Criminal Justice Process, OUP Oxford, 1st Edition, (2002), p. 379. Elliott, C. and Quinn, F. (2010) English Legal System, Longman, 11th Edition. Gastil, J., and Weiser, P., (2006) ‘Jury Service as an Invitation to Citizenship: Accessing the Civic Value of Institutionalised Deliberation’ Legal Studies Research Paper, 06-32. Gastil, J., Deess, E., and Weiser, P., (2002) ‘Civic Awakening in the Jury Room: A Test of the Connection between Jury Deliberation and Political Participation’ Journal of Politics, Volume 64, No. 2, 585-595. Herzog, F. Philosophical and Social View of the Jury: Could it Have a Renaissance in Germany? (2012) Available [Online] at: www.cairn.info/load_pdf.php?ID_ARTICLE=RIDP_721_0553 [23 April, 2014]. Laville, S. Heathrow Robbery Trial Breaks with 400 Year Tradition of Trial by Jury, The Guardian, (10 January, 2010), Available [Online] at: guardian.co.uk/uk/2010/jan/10/heathrow-robbery-trial-jury-twomey [23 April, 2014]. Lesser, M. A. (2010) The Historical Development of the Jury System, Kessinger Publishing: London. Lloyd-Bostock, S. The Jubilee Line Jurors: does their experience strengthen the argument for judge-only trial in long and complex fraud cases? Criminal Law Review, Crim L.R. 255, (2007). Rackstraw, M., (2008) In the Balance New Law Journal, Volume 158, Issue 7322. Sanders, A. and Young, R. Criminal Justice, OUP Oxford, 3rd Edition, (2006). Stone, J., and Dennis, R., (2003) ‘Race and Ethnicity’ Comparative and Theoretical Approaches, 1-7. Sturke, J. Jurors ‘struggle’ to understand judges, study finds, The Guardian, (17 February, 2010), Available [Online] at: guardian.co.uk/uk/2010/feb/17/jurors-judges-legal-advice-report [23 April, 2014]. The Auld Report, Review of the Criminal Courts of England and Wales, Chapter 5, Juries, Available [Online] at: criminal-courts-review.org.uk/ccr-05.htm [23 April, 2014]. Thomas, C. and Balmer, N. Diversity and Fairness in the Jury System, The Ministry of Justice Research Series 2/07, (June, 2007), Available [Online] at:   justice.gov.uk/publications/docs/JuriesReport2-07-webVersion.pdf [23 April, 2014]. Zander, M., (2007) a Touch of Bias New Law Journal, Volume 157, Issue 7295. Cases Condron v UK (2000) 31 EHRR 1 Jubilee Line K.M. Nanavati v State of Maharashtra 1959

Doctor Visit with Troubling Symptoms (ESL Dialogue)

Doctor Visit with Troubling Symptoms (ESL Dialogue) Some Troubling Symptoms Patient: Good afternoon. Doctor: Good afternoon. Have a seat. So, what have you come in for today?Patient: Thank you. Im feeling ill, Ive got quite a bad cough, but I dont seem to have a fever. Doctor: I see. How long have you had these symptoms?Patient: Oh, Ive had the cough for two weeks, but feeling ill just these past few days. Doctor: Are you having any other problems?Patient: Well, Ive got a headache. Ive also had a little bit of diarrhea. Doctor: Do you produce any phlegm when coughing?Patient: Sometimes, but its usually pretty dry. Doctor: Do you smoke?Patient: Yes, a few cigarettes a day. Certainly no more than a half a pack a day. Doctor: How about allergies? Do you have any allergies?Patient: Not that Im aware of. Doctor: Does your head feel stuffy?Patient: Yes, for the past few days. Doctor: OK. Now lets have a look. Could you please open your mouth and say ah? Key Vocabulary symptomsto feel illcoughfeverto have a coughheadachediarrheaphlegmto coughallergystuffyto feel stuffy More English for Medical Purposes Dialogues Troubling Symptoms - Doctor and PatientJoint Pain - Doctor and PatientA Physical Examination - Doctor and PatientPain that Comes and Goes - Doctor and PatientA Prescription - Doctor and PatientFeeling Queasy - Nurse and PatientHelping a Patient - Nurse and PatientPatient Details - Administration Staff and Patient More Dialogue Practice - Includes level and target structures / language functions for each dialogue.

Major Issues and The Place of Traditional Religion Essay

Major Issues and The Place of Traditional Religion - Essay Example n has mostly been undertaken by foreign observers who unfortunately have been less analytical due to their lack of knowledge of African languages, which are normally rich in cultural expression and linguistic (Olupona, 1991). Olupona examines the reasons that made the study of African religion study to suffer serious setbacks in the initial efforts by scholars to get a unit of study from it. According to Olupona, the impact of Christianity and particularly its emphasis of particularity did much damage to the overall study of the African traditional religion and the rightful recognition of its experience. This is essentially what has contributed to the many difficulties bedeviling the study of Africa religion to date, among them being the problem of sources and what could be referred as the goal of Africa religion study. Other problems that have been besetting this study that Olupona has pointed is the size of the Africa as a continent and derogatory appellations like â€Å"dark continent, not to mention the multitude and complexity of each and every quality of Africa’s various language, climate, culture and such like. Another issue that Olupona has examined in depth in this chapter is the problem of the consequences of the European settlements that have wiped out whole cultures and obliterated lots and lots of racial memories, consequently establishing what has been referred to as â€Å"a bit of whiteness† syndrome in the African continent. He also explores the unrepairable blow that has been caused to the Africa traditional religion by the western education, mercantile or civil services crisscrossing the Africa continent (Olupona, 1991). In this chapter Olupona look at the effect of traditional religion to today’s South Africa. According to him it is difficult to talk of a single world view in Africa because of the cultural heterogeneity that predominate Africa. He proceeds to interrogate the issue of whether worldview can be differentiated in the late 20th

Exception to the Right to Refuse Treatment Essay

Exception to the Right to Refuse Treatment - Essay Example This paper shall consider the exception to this right, more particularly in instances of emergencies when the patient poses a danger to himself or to others. It shall demonstrate how a health practitioner might justify a violation of the moral rule to treat a patient. It shall explain how such justification is determined and what the ethical implications are of such actions taken by the health professional. This paper is being undertaken with the hope of establishing a comprehensive and scholarly understanding of the subject matter, as well as its specific circumstances and applicability to patient situations and circumstances. Discussion The right to refuse treatment is not an absolute right. It may be restricted in emergency cases when the patient poses a danger to himself and others. This may often be seen among psychiatric or mentally ill patients and among suicidal patients who may enter stages of mental incapacity where they pose a danger to the public and to themselves (Kavale r and Spiegel, 2003). In these instances, the welfare of the public supersedes the right of the patient to refuse treatment. ... Normally, an incompetent person may not be considered capable of caring for himself and of providing for his needs; however, he may also be competent enough to understand the risks which some forms of treatment may pose on his health. In effect, although he is incompetent in some respects, he is still competent in some other purposes (Jeste and Friedman, 2006). It is therefore important to establish an incompetent person’s capacity to make treatment decisions before he can be allowed to refuse treatment. In most US states, the medical profession has recognized and acknowledged the fact that competent, but involuntarily committed individuals have the right to refuse treatment. The courts have even acknowledged the fact that mentally ill prisoners have the right and freedom to refuse unwanted antipsychotic drugs (Jeste and Friedman, 2006). Many states are still however very much divided on the issue of imposing procedural processes to protect such right. Some states have utilize d the decision-maker model which basically allows the medical professional to make the informal assessments of the patient’s competence (Jeste and Friedman, 2006). Others however, require the conduct of a formal hearing before a judge or other decision-makers. In these states, mental disorder and involuntary commitment are not sufficient elements to a determination of incompetence in making medical decisions (Jeste and Friedman, 2006). In which case, before a medical treatment is to be imposed on the patient, the judge must establish that the patient is not mentally capable of making treatment decisions, in other words, he cannot weigh the risks,