Short story Essay Example for Free

Short story Essay The speckled band is a 19th century short story, I know this from the type of transport there is, they have steam trains and dog carts. There are also no lights only lamps that have to be lit with matches. You can see that this story is 19th century, as there is no use of electricity. And lack of modern forensic skills, you can tell this from when the take a long time to try and find out who the killer was, this would be made a lot quicker if they had these modern day skills. The bell rope is old fashioned as they are not around now days. There clothes are definitely Victorian, as in the story Dr Roylotts costume was a peculiar mixture of the professional and agricultural. He was wearing a black top hat, a long frock coat and a pair of high gaiters. He had a hunting crop swinging in his hand. This outfit is very old fashioned as people do not wear this type of clothing anymore. The language is 19th century as well for example said he instead of he said. The language is very formal and uses very old vocabulary like metropolis, encompass. The story uses long complex sentences and lots of adjectives to describe the house Stoke Moran. The speckled band is a murder mystery story; there are many things that you can tell this from. It is set in Stoke Moran The building was of grey, lynched blotched stone, with a high central portion and two curving wings the windows were broken and blocked with wooden boards while the roof was partly caved in, a picture of a ruin from this description it doesnt show any sign of colour and would be a typical murder setting. The fact that the story is using Sherlock Holmes it makes it a mystery, as he is a detective. You dont know whom the killer is this also shows that it is a mystery.  There is tension in the speckled band  Ã‚  My god I whispered, did you see it? Holmes was for the moment as startled as I, his hand closed like a vice upon my wrist in his agitation. Then he broke into a low laugh and put his lips to my ear this shows tension as Dr Watson doesnt know what he is suppose to be seeing. It is a nice household he murmured that is the baboon  This tells us that they were scared and didnt know what the baboon was this makes the story more tense. There is also more tension when Holmes had brought up a long thin cane, and this he placed upon the bed beside him. By it he laid the box of matches and the stump of a candle. Then he turned down the lamp and we were left in darkness  This made the story tense as Dr Watson didnt know what was going to happen in the dark. Shall I forget that dreadful vigil? I could hear no sound not even the drawing of a breath and yet I knew that my companion sat opened eyed, within a few feet of me in the state of nervous tension  This shows that Dr Watson was nervous.  There is more tension when Sherlock Holmes saw something  you see it Watson he yelled you see it  Dr watson didnt see anything apart from Sherlocks face deadly pale and filled with horror.

Short Story - Suicidal Tendencies Essay Example for Free

Short Story Suicidal Tendencies Essay Jamie stepped into the betting office and instantly a warm blast of hot air hit him and the stink of unwashed bodies and cheap deodorant overpowered his nose so that was all he could smell. He made his way through the smoky haze of cigarette smoke towards the betting counter carefully moving round the leather sofas and chairs and trying not to step in any chewing gum or a half eaten chocolate bar. The guy at the desk looked up at him through the glass and asked, Can I help you sir? Id like to place a bet please he stated. Name please the man at the counter asked and as Jamie replied he tapped it into his database Were sorry but were afraid weve found a problem he whispered quietly What kind of problem? Jamie asked nervously Perhaps youd like to come round he said, opening the door to his left as he spoke and ushered Jamie into the managers office. As the door closed behind him, Jamie took in his surroundings; he was in a large office with a 32-inch plasma screen at one end, a comfortable looking sofa on the wall and a desk with a new computer on it. A man was sitting behind the desk. A middle aged, harassed looking man. He started to speak softly and indicated to Jamie to take a seat on the sofa. Were sorry but based on your credit report, we cant allow you to make any more bets as youre almost in debt But.. please!! Come on youve got to let me get Jamie said, his voice gradually getting louder. Sorry, I wish there was something we could do.. but we cant, sorry I HATE YOU, I WISH YOU WERE DEAD!!! Jamie screamed at the manager, he jumped up and knocked a picture of the wall with his hand then stormed out of the office, knocking over chairs and pushing a 60 year old man over. He felt betrayed and wished his life would end, that was when he decided to commit suicide because he hated life. The manager came out of the betting shop and said to him If you can find i 10 we can allow you bet again as your credit limit will be raised Jamie calmed down then and went of for a walk. Throughout the rest of the day he tried everywhere to get i 10 so he could be allowed to bet again, as it was his passion, he was an addict. Towards the end of the day, Jamie got increasingly frustrated about not being able to find i 10. Eventually he was so angry that he wanted to commit suicide so he went up to the top of a 10 storey car park and as he stood, toes pointing over the edge, poised to jump, he started to come round and decided to back out as he decided he could find the money by other means but then he remembered, the embarrassment he felt in the office and jumped.jumped of the edge. As he hit the ground with a sickening crunch and broke both his legs, blood started to pour out his shirt he saw, next to him, a i 10 note. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Miscellaneous section.

Human Nature Theories And Leadership Styles Management Essay

Human Nature Theories And Leadership Styles Management Essay When a manager is sent from his/her home country to manage either a culturally different or a highly diverse workforce, such a manager will most likely face some problems. Some of the problems are culturally contingent. This work looks at problems faced by an American manager when he relocates to Japan as a result of difference in their leadership styles. America managers relocating to Japan are being considered in this piece of work as a result of different reasons. Japan is regarded as one of the leading economies in the industrialized world. It is the second largest economy. Japan is regarded as Americas fourth largest export market and is the second largest foreign investor in America (U.S. Department of Commerce). Trade between America and Japan has had its ups and downs due to conflicts and tighter trade restrictions by Japan. However as a result of research done, The New York Times (1991) proposed that American companies operating in Japan now face fewer trade restrictions. Also, many companies were said to enjoy lucrative returns. American companies such as IBM, Bank of America and others were regarded as successful in Japan. Japanese companies such as Toyota operating in America also send American managers that are their employees to the head office in Japan to get more understanding of the corporate culture, processes, e.t.c. All these and more have necessitated the need to look at leadership styles of both countries and try to find a model that would work for the American manager and Japanese employees he would be leading in order to avoid conflicts, lack of cooperation, tension, lack of productivity that may result from incompatibility of the manager and the employees. The topic will As earlier stated, the problems faced by an American manager who has to relocate to a branch of the company in Japan will be examined and analyzed by looking at the different leadership styles, theories on leadership and role of culture in determining leadership styles. Leadership styles of America and Japan will be identified, analysis of the link between theories with practice will be done, the possible similarities/differences he will face, problems encountered and possible solutions to those problems will be identified before arriving at a conclusion. GENERAL OVERVIEW: Different definitions of leadership have been proposed overtime. According to Hogetts and Luthans (2003), leadership is the process of influencing people to direct their efforts towards achievement of some particular goals or goals. House et al (2004) defined leadership as the ability of a person to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members. Leadership style Overview The style of the leader is considered to be very important in achieving organizational goals as it can induce performance among subordinates (Barling;  Berson  and  Zacharatos). Different leadership styles have been proposed by various scholars. Two models will be considered in this work: Transformational and Transactional leadership styles proposed by James Macgregor Burns (1978) and, Directive, Supportive, Participative and Achievement-Oriented leadership styles developed by House (1971, 1974) but with focus on Houses model as this makes comparison between American and Japanese leadership styles easier. Transformational This leadership style has overtime demonstrated benefits over the transactional style in achieving organizational goals. (McColl-Kennedy and Andreson, 2002). Transformational leaders are those that lead by stimulating and inspiring their followers to achieve extraordinary outcomes and in the process, develop their own leadership capacity. (Bass and Riggio 2006). Transformational leaders inspire their followers to do more than they originally intended or thought possible. This transformation occurs through individual interactions between leaders and subordinates, especially through the manner in which transformational leaders communicate with subordinates. Transactional Transactional leaders, on the other hand, lead through social exchange. Transactional leaders offer or deny rewards for productivity or lack of it (Burns, 1978). They engage in a process of negotiation, offering subordinates rewards in exchange for the attainment of specific goals and completion of agreed-upon tasks (Bass, 1985). As earlier stated, focus will be on the different leadership styles developed by House (1971, 1974) in his path-goal theory. This was developed to explain how the behaviour of a leader affects the performance and satisfaction of subordinates. The following leadership behaviours/styles were identified: Directive Leadership: telling subordinates what to do, giving specific guidance along the way, scheduling and coordinating things to be done and, asking them to follow rules and procedures. (Yukl, 2002). This should be applied in environments where there is strong acceptance of hierarchies. (Mohr, 2010). This style increases the followers sense of security. Supportive Leadership: this involves giving consideration to the needs of subordinates, being concerned for their welfare and creating a friendly work environment (Yukl, 2002). Should be applied in environments with strong group orientation (Mohr, 2010). Participative: involves consulting with subordinates and taking their opinions and suggestions into account when making decisions (Yukl, 2002, Kreitner et al, 2002). Should be applied in environments with strong equality and individualism (Mohr, 2010). This approach works best when subordinates are experts in their fields and can give advice when needed. Achievement Oriented: involves setting challenging goals in work and self-improvement, seeking high standards and performance improvement. Also showing confidence in abilities of subordinates (Yukl, 2002). Should be used in environments with strong individualism and pragmatism where result-orientation and achievement are the main motivational factors (Mohr, 2010). LEADERSHIP THEORIES: Theories on leadership are philosophical assumptions that help leaders know how to direct their subordinates most effectively. There are various theories supporting the concept of leadership style. They aid explanation and proper understanding of leadership styles. Theories to be considered in this assignment are: McGregors Human nature theory ( Theory X and Y) Ouchis theory (Theory Z) Douglas McGregors Human Nature Theory (Theory X and Y): According to Hodgetts and Luthans (2003), Theory X and Y are two philosophical assumptions which Douglas McGregor labelled to understand the human nature. Theory X assumes that people are basically lazy and, coercion and threats of punishment are often necessary to get them to work. In this case, leadership style has to be controlling and monitoring. Specifically, the theory assumes that: By nature, people do not like to work and so avoid it whenever possible. The individual is evil and will always want to cheat. Workers have little ambition, try to avoid responsibility and want to be directed. The main need of employees is job security. To get people to attain organizational objectives, it is essential to use coercion, control and threats of punishment. The Theory Y is based on the assumption that under the right conditions, people will work hard and also seek increased responsibility and challenge. Specifically, the theory assumes that, Individuals want to respected, allowed to show initiative, and given autonomy and responsibility. Using physical and mental effort at work is as natural to people as resting or playing. External control and threats of punishment are not the only ways of getting people to work towards achieving organizational objectives: if people are committed to a goal, they will exercise self-direction and self control. Commitment to objectives is determined by rewards associated with their achievement. Under proper conditions, the average human being learns not only to accept but also to seek responsibility. The ability to employ a reasonably high degree of imagination, ingenuity and creativity in the solution of organizational problem is widely distributed throughout the population. Under condition of modern industry life, the intellectual potential of the average human begin is only partly tapped. Ouchis Theory Z: The Theory Z approach to management simply suggests that involved workers are the key to increased productivity (Workman, 2008). Ouchis Theory Z recommends how employees should be motivated for increased productivity. (Woodman/Workman, 2008). This approach promotes participation in leadership. Involvement leads to the development of trust relationships and highly cohesive work groups (this tends to compel even greater involvement). Employees will be satisfied in the healthy social environment thus created. Detailed policies and rules to govern and slow employees behaviour at work will not be needed. Employees will be trusted to do the right thing and managers, to look out for employees welfare. The result will be a level of productivity superior to that achieved at similar non-Theory Z firms. ROLE OF CULTURE In looking at leadership styles, it is important to note that culture plays an important role in forming and understanding leadership styles/pattern. Therefore, a deeper understanding of American and Japanese culture is essential in the context of this work. There are cultural differences in America and Japan and, Hofstedes dimensions; Power Distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Feminism (England, 1983) will be considered in understanding these differences and similarities. From his dimensions, the following index was developed: Values Country Individualism Long term orientation Power distance Uncertainty avoidance Masculinity America 91 29 40 46 62 Japan 46 80 54 92 95 Table 1: Showing the index of America and Japan using the Hofstedes dimension. Source: Adapted from Mohr, 2010. Comparator (dimension) America Japan Power distance Low High Individualism High Low Masculinity High High Uncertainty avoidance Low High Long term orientation Low High Table 2: Showing the variation between America and Japan using Hofstedes dimension. After looking at Hofstedes dimensions, main points of American and Japanese work culture will be highlighted. The table below points out the highlights of American organizational/work culture. American Work/Organizational Culture American Individualistic, self-reliant and allowed to take decisions on their own Materialistic goals take priority over spiritual values Fast work pace/tempo Opportunistic, take risks and want immediate profit Start meeting with humour, chatting and use first names Blunt, like to negotiate and get oral agreement at the first meeting Quick to hire and fire Status accorded on basis of merit/achievement and wealth. Age, seniority and gender is largely unimportant Ethnocentric and assume they are the best Specialists in their fields Japanese Work/Organizational Culture Japanese Culturally different from everyone else Have great power in conformity with Confucian hierarchy but little involvement in daily affairs of the organization On appropriate occasions, policies/ideas are initiated from the factory floor and passed up the company hierarchy for approval and ratification in what is known as ringi-sho consensus Collectivist and cant take decisions on their own. They have to refer back to their Head Office. As a result, dont make decisions in the first meeting Vague; not direct/blunt. Dont want to lose face or have their feelings hurt Life-long employment with organization Generalists, not specialists Life-long job rotation Table 3: Lewis (2006) After the review of leadership styles and theories, and culture of America and Japan (both generally and within the organization), leadership styles in America and Japan will now be analyzed: LEADERSHIP STYLE IN AMERICA American leaders have a unique leadership motivation style that integrates the features which most closely fit with their cultural characteristics. Their leadership style is participative (Bass, 1990. Mohr, 2010). This leadership style matches/is in line with the high individuality and low power distance found in Hofstedes dimensions. Also, elements of Theory Y (paternalistic) and theory Z (participative) can be found in their leadership style. LEADERSHIP STYLE IN JAPAN The management style in Japan is a mix of participative and directive approach as was found in the research carried out by Spicer and Fukushige (2007). This leadership style matches/is in line with the low individuality, high power distance, and high uncertainty avoidance found in Hofstedes dimensions. Elements of theory Z (participative) can be found in their leadership style. Japanese leaders use a blend of both task-centred and people-centred approaches to lead subordinates (Workman, 2008). However, in the research done by Fukushige and Spicer (2007), it was found that Japanese employees prefer the following leadership styles: Network leadership style Protective Gender Equality RELATIONSHIP (ANALYSIS OF LINK BETWEEN THEORIES PRACTICE) Theories America Japan Theory X _ _ Theory Y Since Americans are committed to goals, they exercise high self-control. No threats of punishment are required to ensure task completion Paternalistic Theory Y where there is a mutual, two-way flow of information and influence between boss and subordinates. Seek and accept responsibilities. _ Theory Z Americans are motivated by a powerful commitment to be part of a greater whole in general, and more specifically to their organization Though individualistic, Americans derive satisfaction while contributing to their companys success. Employees seek out responsibility and strive for opportunities to advance in an organization. Both leaders and subordinates are motivated by a strong sense of commitment to be part of a greater whole (the Japanese organization in which they work). People are -satisfied when they contribute to organizational success through teamwork. In return for the organizations long-term commitment to providing job security (often for life), workers develop strong bonds of loyalty towards their employer. Communication flows between leaders and subordinates Because Theory Z is participative, Japanese organizations show continuous interaction and exchange of information and influence between leader and subordinates, as well as among subordinates. The multidirectional flow of communication n the more project-oriented Japanese organizational culture is different from leader and subordinate behaviour Table 2: Showing factors that make up theories Y and Z in America and Japan. PROBLEMS FACED: The problems that an American manager will face in Japan will basically be on the issues raised based on the theory Y which are absent in Japan. The table above gives a general overview on some issues that could be conflicting between the two cultures. Some other problems likely to be faced include: Culture Shock Conflicts in interest of the manager and the subordinate (Americans seek job satisfaction and individuality while Japanese seek personal goals achievement and collectivism). Frustration on inability to make decisions and having less autonomy. Adaptation to Japanese work/organizational culture. Inability to hire efficient staff and fire non-performing ones. CAUSE and EFFECTS OF THE PROBLEM: The major cause of such problem however is cultural differences amongst this two country as the national cultural has direct impact on citizens and affects their leadership style and every part of their lives. As a result, difference in leadership style will also cause problems. Most important effect will be the impact on performance/productivity. Positive effects will lead to improved performance/productivity and negative effects, vice versa. (McColl-Kennedy and Anderson, 2002). POSSIBLE SOLUTIONS To solve problems associated with difference in leadership style, the American manager has to be trained to understand the Japanese culture, work culture and be aware of differences that exist between the two cultures before being deployed. The following should also be done: The manager should look at researches (particularly current ones) done about leadership/leading in Japan Learn leadership styles Japanese employees are used to; their preferred leadership style and incorporate both to his/her leadership style as House and Dessler (1974) found that only leadership behaviour seen to bring satisfaction or with future potential will be seen as acceptable to employees Ask for feedback on his performance/style from employees to where and when to make changes Incorporate Ouchis theory Z (Integration) designed to make doing business in Japan easier for Americans (England, 1983). Type Z (integration) Long-run employment Job rotation in particular areas Majority decisions Responsibility for group members Develop specialists and generalists Source: Adapted from Mohr, 2010 CONCLUSION: In conclusion, leadership styles and theories have been considered both generally and specifically as it pertains to this piece of work, the role of culture in determining leadership style has been considered, problems faced have been noted and possible solutions have been highlighted. In order to cope with the conflicts/problems, solutions highlighted above should be considered. The manager should also develop trust with his subordinates as he/she might still be ineffective if the subordinates do not accept him/her.

Antigone’s Judicial Hierarchy Essay -- Sophocles Antigone Papers

Antigone’s Judicial Hierarchy In Antigone, one of the most renowned Greek tragedies, Sophocles constructs a conflict that questions the very definition of justice. Considering a play based almost entirely on the acts of a single individual in clear defiance of a king’s decree, questions of right and wrong necessarily persist. It is difficult, however, for one to understand justice in deciphering the opinions of the two conflicting parties, Creon and Antigone, as these two clearly have opposing biased perspectives. It becomes prudent to examine the concept of justice in the eyes of the chorus, who has the necessary perspective to provide unbiased commentary in Antigone. Throughout Antigone, the chorus constructs a judicial hierarchy in which the subjects of the polis must submit to the laws of their king, and the king must fulfill his obligations according to the universal law established by the gods. The judicial hierarchy of Antigone is established early on in the tragedy, and is finally articulated clearly in the final lines spoken by the chorus. For the chorus, justice requires that the ruler of a polis have absolute power, and that his subjects follow his decrees to the letter. Early on, the chorus says, â€Å"to use any legal means lies in your power, both about the dead and those of us who live,† (ln.213-214). This could be interpreted simply as a citizen appealing to the hubris of his ruler, straying from honesty and moving toward appeasement, but given the manner in which the chorus interacts with Creon later in the play, it is much more likely that he truly believes that Creon, or any leader for that matter, is just in demanding that his laws be followed by his subjects. The implication here is that Creon has absolut... ...us in Antigone constructs a controversial conception of judicial hierarchy, which places accountability for the actions of a country’s subjects in the hands of the ruler and the accountability of that ruler in the hands of the gods. According to this system, both Antigone and Creon are guilty of injustices, and both received the just punishment for their actions. Antigone suffered at the hands of her ruler for the violation of his decrees, and rightly so. For what is a constitution in which the word of the sovereign is inefficacious? Creon suffered at the hands of the gods, to whom he alone was accountable. The pain that he feels as a result of the death of his son and wife is swift retribution from the gods, cutting off his foolish path, a path toward injustice. Works Cited Sophocles, Antigone. Trans. Grene. Chicago: The University of Chicago Press, 1991.

Health: A Social Phenomenon Essay -- Health Care

Introduction With movements made by the governments and medical professionals of developed countries in the interests of giving patients more choice, the definition of â€Å"healthy,† especially in contemporary society, has become subjective (Freemantle and Hill 2002, Armstrong 1995, Bury 2008, Van Krieken et al. 2006: 379-380). Variations in interpretation appear between groups divided along socio-political, demographical lines, or even between individuals themselves (Freemantle and Hill 2002: 864, Heath 2005: 954, Blaxter 2000:44, Van Krieken et al. 2006). This ambiguity has underscored debates and conflicts in recent years between patients, academics, politicians, and medical practitioners on issues of medical authority, the extent of involvement in the decision making process over personal health as well as the health of others related to them through social structures and institutions (Van Krieken et al. 2006, Blaxter 2000, Bury 2008, White 2002). This essay will attempt to illustrate how â€Å"health† is a social phenomenon through the examination of power and inequality. It will focus on the social causes and effects of medicalisation and how the attitudes and positions people occupy in society influence their medical needs. This essay will also highlight some of the challenges faced by the societies around the world in addressing medical inequality. Medical dominance and medicalisation According to Foucault and Illich (in Van Krieken et al. 2006: 351-352), doctors and the medical profession have traditionally been empowered by their knowledge as the authority that society defers to with regards to the definition of disease and health. With improvements in medical technology as well as the advent of the hospital, an evolution... ...London: SAGE. Broom, D.H. and Woodward, R.V. (1996) ‘Medicalisation reconsidered: toward a collaborative approach to care’ in Sociology of Health and Illness, 18, 3: 357-378. Freemantle, N. and Hill, S. (2002) ‘Medicalisation, limits to medicine, or never enough money to go around?’ in British Medical Journal, 324: 864-865. Foucault, M. (2003) The Birth of the Clinic, London: Routledge. Heath, I. (2005), ‘Who needs health care- the well or the sick?’ in British Medical Journal, 330: 954-956. Moynihan, R. and Smith, R (2002) ‘Too much medicine?’ in British Medical Journal, 324: 859-860. Van Kreiken, R. Habbis, D. Smith, P. Hutchins, B. Haralambos, M. Holborn, M. (2006), Sociology: Themes and Perspectives (3rd ed), French Forest: Pearson Longman. White, K. (2002) ‘Race, Ethnicity and Health’ in An introduction to the sociology of health and illness, London: SAGE.

Postmodern Anxiety & the Aesthetics of Destruction Essay -- Aesthetics

Postmodern Anxiety & the Aesthetics of Destruction To borrow a term from the seminal postmodern scholarship of Ihab Hassan, we are living in a moment of indeterminacy. As linearity went the way of modernism, today's culture is one of interconnectivity, webs and networks. We privilege teamwork, democracy, easy and equal access to knowledge above all else. Aesthetics of art and the rhetoric of corporation (that is in turn borrowed from artistic practices) are changing as a result. Formalism has given way to more open creativity. Companies are â€Å"flat† or horizontally-integrated, workers may even be skilled beyond menial tasks. But what gets lost in this tangled utopia of webs and equality is determinable truth. Because of the new corporate rhetoric its easy to forget that we are still undeniably situated in a hegemonic, global, (late-)capitalist culture. And although because of increases in technology, the general public has access to more knowledge than ever before, with these advances also comes unparallel access to a proli feration of useless information. What results from this fetishizing of democratization on all fronts is a tension between revelation and concealment, sense and nonsense. The cultural anxiety, which this in turn creates, has led the United States into a war against a faceless enemy for the second time in only a few decades. The indeterminate form of communism which we once fruitlessly battled has today taken on the amorphous visage of terrorism. Ultimately, this ideology of war, created by the uneasiness of a culture of indeterminacy, is just as transparent as the technological interfaces (computer and television screens) that its images are projected on. Current artistic practices mirror this war-motivati... .... 5 May 2005. Gibson, William. Introduction to Agrippa: A Book of the Dead. . 5 May 2005. Hutcheon, Linda and Natoli, Joseph, eds. A Postmodern Reader . State University of New York Press. Albany : 1993. Jeffords, Susan & Rabinovitz, Lauren ed. Seeing Through the Media: The Persian Gulf War. Rutgers University Press, New Jersey : 1994. Metzger, Gustav.< http://www.391.org/manifestos/1960metzger.htm> 5 May 2005 Nike buys streets and squares: Guerrilla marketing or collective hallucination? 10 Oct. 2003. < http://www.0100101110101101.org/texts/nike_prelease1-en.html>. 5 May 2005. Websites Consulted: 0100101110101101.org. < http://www.0100101110101101.org > 5 May 2005. Etoy:http://www.etoy.com/ 5 May 2005 . Nikebiz.com: http://www.nike.com/nikebiz/nikebiz.jhtml?page=0

Medicine and Law Essay

On February 11, 2003, the Eighth Circuit Court of Appeals ruled that the State of Arkansas could force death row prisoner Charles Laverne Singleton to take antipsychotic drugs to make him sane enough to execute. Singleton was to be executed for felony capital murder but became insane while in prison. â€Å"Medicine is supposed to heal people, not prepare them for execution; a law that asks doctors to make people well so that the government can kill them is an absurd law,† said David Kaczynski, the executive director of New Yorkers Against the Death Penalty. There are many arguments in this passage. The first argument is this passage is â€Å"medicine is supposed to heal people, not prepare them for execution†. The premise is â€Å"medicine is supposed to heal people, not prepare them for execution† and the conclusion is â€Å"medicine shouldn’t kill people†. The second argument in this passage is â€Å"a law that asks doctors to make people well so that the government can kill them in an absurd law†. The premise is â€Å"a law that asks doctors to make people well to kill them† and the conclusion is â€Å"the law is absurd†. This passage depicts many issues occurring in America today. Although, the prisoner Charles Laverne Singleton was convicted to the death penalty, using doctors and medicine to execute him is wrong. Medicine was created to heal people from disease and prevent illness. Doctors became physicians to support people, save lives, and educate individuals to increase their quality of life. When doctors graduated from medical school they took an oath to help save lives. Participating in an execution goes against the laws medical ethics and everything a physician stands for. Arguments for this passageway may include the amount of money it takes to keep the prisoner in jail, lethal injection is a less violent way of execution, and a doctor is the most qualified person to give a lethal injection. A lthough, keeping convicts in jail costs a lot of tax payers’ dollars, there are other ways to execute the individuals on death row. The lethal injection might be less violent however; it doesn’t make it the ideal method to kill. Doctors are the most qualified to give a lethal injection yet there are not the most qualified to murder. The decision also puts prison doctors in a position that challenges ethics. Doctors have to ask themselves: Is it better to provide care for death row inmates patients, because everyone deserves competent care and protection from unnecessary suffering? Does it degrade the healing  profession to use one’s medical skills to prepare a person for execution? The government wants to kill the individuals on death row but they don’t want to do it themselves. Asking a doctor to dirty their hands results in the government keeping their hands clean. More research has to be done to find new methods to execute these death row convicts. M edicine and doctors should not be the means to kill anyone. The Code of Ethics states that a physician should never be â€Å"compelled to participate in the process of establishing a prisoner’s competence or be involved with treatment of an incompetent, condemned prisoner if such activity is contrary to the physician’s personal beliefs† [9]. On February 11, 2003, the Eighth Circuit Court of Appeals ruled that the State of Arkansas could force death row prisoner Charles Laverne Singleton to take antipsychotic drugs to make him sane enough to execute. Singleton was to be executed for felony capital murder but became insane while in prison. â€Å"Medicine is supposed to heal people, not prepare them for execution; a law that asks doctors to make people well so that the government can kill them is an absurd law,† said David Kaczynski, the executive director of New Yorkers Against the Death Penalty. There are many arguments in this passage. The first argument is this passage is â€Å"medicine is supposed to heal people, not prepare them for execution†. The premise is â€Å"medicine is supposed to heal people, not prepare them for execution† and the conclusion is â€Å"medicine shouldn’t kill people†. The second argument in this passage is â€Å"a law that asks doctors to make people well so that the government can kill them in an absurd law†. The premise is â€Å"a law that asks doctors to make people well to kill them† and the conclusion is â€Å"the law is absurd†. This passage depicts many issues occurring in America today. Although, the prisoner Charles Laverne Singleton was convicted to the death penalty, using doctors and medicine to execute him is wrong. Medicine was created to heal people from disease and prevent illness. Doctors became physicians to support people, save lives, and educate individuals to increase their quality of life. When doctors graduated from medical school they took an oath to help save lives. Participating in an execution goes against the laws medical ethics and everything a physician stands for. Arguments for this passageway may include  the amount of money it takes to keep the prisoner in jail, lethal injection is a less violent way of execution, and a doctor is the most qualified person to give a lethal injection . Although, keeping convicts in jail costs a lot of tax payers’ dollars, there are other ways to execute the individuals on death row. The lethal injection might be less violent however; it doesn’t make it the ideal method to kill. Doctors are the most qualified to give a lethal injection yet there are not the most qualified to murder. The decision also puts prison doctors in a position that challenges ethics. Doctors have to ask themselves: Is it better to provide care for death row inmates patients, because everyone deserves competent care and protection from unnecessary suffering? Does it degrade the healing profession to use one’s medical skills to prepare a person for execution? The government wants to kill the individuals on death row but they don’t want to do it themselves. Asking a doctor to dirty their hands results in the government keeping their hands clean. More research has to be done to find new methods to execute these death row convicts. M edicine and doctors should not be the means to kill anyone. The Code of Ethics states that a physician should never be â€Å"compelled to participate in the process of establishing a prisoner’s competence or be involved with treatment of an incompetent, condemned prisoner if such activity is contrary to the physician’s personal beliefs† [9].