Monday, December 23, 2019

Hitler s Anti Jewish Measure - 1571 Words

There are many horrible things and evil people that have existed in this world, but not many of them add up to the type of evil that Adolf Eichmann was. Adolf Eichmann was a nightmare for the Jews; he stole them, shot them, and put them in a gas chambers. Eichmann was a huge factor in the solution to the â€Å"Jewish Question† in Germany. In the beginning of his influence on the Jews, he was ruthless and followed any demands given to him by his peers without question, then he began playing a large roll in the Holocaust as the leader in transportation. This had a huge effect on him, and sent him into a spiral of emotion; he wanted to protect his officers, so he changed the ways Jews were killed, but he developed such a hatred for the Jews that†¦show more content†¦Ã¢â‚¬Å"The way we selected our victims was as follows, Auschwitz Kommandant Hà ¶ss reported after the war: ‘We had two SS doctors on duty at Auschwitz to examine the incoming transports of prisoners. The prisoners would be marched by one of the doctors who would make spot decisions as they walked by. Those who were fit for work were sent into the camp. Others were sent immediately to the extermination plants. Children of tender years were invariably exterminated since by reason of their youth they were unable to work.’† (Adolf Eichmann - Biography 1). So to conclude on his duties, Eichmann was mainly in charge of the round-up and transportation of Jews, not to kill them in any way other than if the Jews were difficult and rebellious. This will come to change later when he witnesses how the Jews are being killed. Adolf Eichmann witnessed the shooting of Jews; but he thought this was inhumane. Yes, he was in charge of transportation, but he also witnessed shootings that occurred and the sites at which shooting had taken place. â€Å"Eichmann first visited Auschwitz in 1941, and he was to visit a number of killing centres throughout the East, in order to ensure that the â€Å"Final Solution† was being carried out. Eichmann proved to be a model of bureaucratic industriousness and icy determination even though he had never been a fanatical anti-semite,† (HolocaustResearchProject 1). Witnessing these shooting proved to change Eichmann a little, enough to the point where heShow MoreRelatedWhy Man Should Not Be As Cruel As Nature1715 Words   |  7 Pagesman should not be as cruel as nature.† This quote by Adolf Hitler can acutely describe the withstanding belief that he stood by in the years of his reign, 1933-1948. During the time of World War Two, Hitler vigorously believed in restoring his nation after the grim effects on Germany after World War One. He believed that in order to restore the nation, any non-Aryan or not of the superior race must be eradicated. Utilizing this belief, Hitler along with Nazi government caused years of suffering forRead MoreThe Nazis And The Superior Race857 Words   |  4 Pagesthe superior race. As much as anyone hates to admit it, Hitler was one heck of a leader, by amassing millions of followers and being able to keep them. He could have only h eld so much power by believing in his cause so much that others could not help but believe it too. Hitler, Rosenburg, and other Nazi leaders saw the Jews as a separate, inbred, greedy, race who were trying to dominate the economy and essentially take over the world. Though anti-semitism had existed for many centuries prior to thisRead MoreNazi Germany And The Nazi Party1613 Words   |  7 PagesThroughout Nazi Germany in the period 1928 through to 1941, racism was utilized by Hitler, and in turn his Nazi party, firstly to secure Hitler’s position as a dictator, and secondly to unite the German people against a common enemy, which would lead to a united powerful state, ready and able to exert its national will. Whether or not his aims were oppressive in nature is debatable but, his aims for racial purification and domination over Eastern Europe are made obvious before Hitler’s assumptionRead MoreNazi Ideology And The Nazi Party1436 Words   |  6 Pagesparliamentary g overnment was formed. And so, in 1933, Adolf Hitler, was named chancellor of Germany. After the Nazi party won in the elections of 1932, the Nazi party conducted propaganda campaigns. Propaganda appeared to depict the Nazi government as stepping in and restoring order. This propaganda was used to maintain power, implement policies, and justify the extermination of millions of Jews and others considered inferior by Hitler and the Nazi party. Therefore, Nazi ideology was defined as theoriesRead MoreThe Time From September 1939924 Words   |  4 Pagescrucial for understanding the creation of the â€Å"Final Solution†. Under the rule of Adolf Hitler, there was already some sort of anti-Semitism. Germans were convinced through propaganda that Jews were their enemy and the cause of all their turmoil. He had a clear hatred of Jews; they made him â€Å"Sick to [his] stomach† (pg 47). The oppression and segregation of Jews was applied in stages. . In just two years Nazi Jewis h policy escalated rapidly from the prewar policy of forced emigration to the â€Å"Final Solution†Read MoreThe Holocaust And Its Effects On The World s History1090 Words   |  5 Pagesmonumental than the Cambodian â€Å"Killing Fields,† Hitler and Pol Pot used similar methods to achieve similar goals. Hitler’s original intent, as some at first believe, was not to solely destroy the Jewish people. His two major goals were to expand Germany’s power and to assert the dominance of the Aryan race (Holocaust Encyclopedia, 2014). As a result the destruction of the Jewish people could almost be considered collateral damage. Hitler was not just anti-Semitic, he was also strongly nationalistic.Read MoreThe Effects Of Jews On Jewish Population During The Nazi Regime1119 Words   |  5 Pagesdiscuss the â€Å"Final solution of the Jewish Question† (â€Å"The Final Solution,† 2015). They used the term â€Å"Final Solution† to refer to their plan to annihilate the Jewish people. It is not known when the leaders of Nazi Germany definitively decided to implement their plan to eradicate the Jews† (â€Å"United States Holocaust Memorial Museum,† 2015). Although, the genocide, or mass destruction, of the Jews was the culmination of a decade of increas ingly severe discriminatory measures (â€Å"United States Holocaust MemorialRead MorePropaganda Analysis : Mein Kampf ( 1926 )1588 Words   |  7 Pagesmakes them ripe for the ending of this idea. Hitler wrote these this in his book Mein Kampf (1926), that he 1st inspired the employment of info to unfold the principles of National Socialism--among them racism, racism, and anti-Bolshevism. The perform of info is to draw in supporters, the perform of organization to win members... info works on the final public from the viewpoint of a concept and makes them ripe for the ending of this idea.... - Hitler, 1924 At the core of the Holocaust we discoverRead MoreEssay on Nazisms Effect on the German Society1680 Words   |  7 Pagesthe German Society When the Adolf Hitler came to power as chancellor on 30th January 1933, he immediately starting using his position to make the changes that he had wanted to see implemented for over a decade. With Von Papen as Vice Chancellor and Gobbles and Goering as ministers, the Third Reich was able to bring massive political, social and economic change to the lives of German people. The Reichstag became a forum for Hitler to expound his views and policiesRead MoreWhy Did Nazi Persecution Of The Jews?1825 Words   |  8 Pages History. Why did Nazi persecution of the Jews Become more extreme between 1933-1945? When Hitler came into power in January 1933 he set out to implement his ideology which included anti-Semitism and the enforcement of an â€Å"Aryan race†. There were many reasons that contributed to the persecution becoming more extreme between 1933 and 1945 such as: The Nuremberg Laws, Kristallnacht, little or no opposition, the Wannsee conference and the idea that Germany should be germanised. The

Sunday, December 15, 2019

The Transition To The Role of Professional Nurse Free Essays

My most recent employment included working as a Rehabilitation vocational nurse in an in-patient Rehabilitation hospital. Typically I cared for 6-8 patients at a time, providing total care for each. I am IV certified with much experience in the field, particularly within pediatrics. We will write a custom essay sample on The Transition To The Role of Professional Nurse or any similar topic only for you Order Now I have worked with professional nurses, physical and occupational therapists, social workers, dietitians, physicians and more as part of a collaborative and comprehensive health care team. Issues and Concerns Surrounding Transition For Practical/Vocational Nurse A licensed practical or vocational nurse (LPN or LVN) is often the first step in one’s career toward becoming a certified professional nurse. The role of a vocational nurse differs significantly from the role of a professional nurse. Most nurses trained at this level have one year of study experience at a vocational or community college. A vocational nurse is used to working under the supervision of a licensed RN or professional nurse or physician (Quan, 2004). There are multiple issues and concerns surrounding the transition to the role of professional nurse, none the least of which is the shortage of qualified nurse educators to provide guidance to LPN’s desiring a career as an RN (Quan, 2004). There are also multiple levels of education one may pursue as a professional nurse that must be considered (Quan, 2004). For example, while many hospitals in the past have offered three year courses allowing students to live in the hospitals, few of these programs still remain (Quan, 2004). Most vocational nurses now desiring a professional career must pursue their Bachelor of Science in Nursing or an associate’s degree in nursing. This requires much time, effort and of course, acceptance into a qualified nursing programs. A vocational nurse must also have the ability to effectively transition to the role of a supervisor or leader, capable of making complex decisions and delegating tasks to others as part of their job responsibilities as a professional nurse. Clinical Judgment in Autonomy and Accountability of Professional Nursing Practice Professional nursing practice affords RN’s a relatively large amount of autonomy and accountability on the job. Professional nurses are often called on to use their own technical expertise and judgment to help manage and oversee patient care as part of members of a collaborative health care team (Shanbhag, 2002). They are accountable for the results of any decisions they make regarding patient care, even when those decisions involve delegating tasks to others. In cases where professional nurses supervise the work functions of others, professional nurses must also be held accountable for patient outcomes and the outcomes of their underlings. Professional nurses are often afforded the ability to delegate tasks as they see appropriate to underlings including vocational nurses (Shanbhag, 2002). This requires not only a great deal of decision making ability but also the ability to differentiate among underling’s skills, qualifications and abilities. This will help them remain accountable for the actions of each member of their health care team. A professional nurse is also more likely to be held accountable for patient’s outcomes as they often supervise the care of other nurses or health care assistants involved in patient care (Shanbhag, 2002). Most are expected to exercise â€Å"independent judgment† reserving the right to direct care in certain circumstance (Shanbhag, 2002). Professional nurses are also more likely to be held accountable for patient outcomes as well as the performance of those working under their direct supervision. How Professional Nurse Collaborates with Others To Achieve Effective Patient Care The best possible outcome for patients is only realized when professional nurses work as members of a multidisciplinary team, collaborating to ensure the best patient outcome. A professional nurse does not work alone but rather as a member of a comprehensive patient care team whose goals include optimizing patient outcomes. Members of this comprehensive health care team may include nursing assistants, professional nurses, primary care physicians, social workers, patients and family members (Coombs, 2004). For collaboration to work in the health care team it must often be defined in a non-hierarchical or cooperative manner based â€Å"on shared power and authority† assuming that each member of the team holds a certain level of knowledge, responsibility and influence that directly influences patient outcomes (Coombs, 2004). Professional nursing requires many of the same leadership skills required of doctors or other management professionals. The primary leadership skills beneficial to the field include (1) the ability to establish, maintain and promote communication and interpersonal relationships, (2) the ability to delegate work tasks and oversee the work of others (3) the ability to make decisions based on one’s knowledge, skills and expertise (4) the ability to work as members of a collaborative team and (5) the ability to help create interdependency and promote knowledge sharing among all team members (Coombs, 2004). The ability to work collaboratively is a fundamental skill required of effective leaders (Miccolo Spanier, 1993). A professional nurse must first be able to provide coworkers, supervisors and underlings with clear communication and insight regarding his or her goals, methods, policies and programs. A professional nurse like any other member of a health care team is responsible for knowledge sharing. Anyone responsible for knowledge sharing within an organization must have the ability to develop communication skills among team members. Further, a leader knows how to delegate work tasks to ensure they aren’t overburdened by administrative or nursing tasks at any one point in time. This helps reduce burn out and promotes a more efficient and product team environment. A nurse must also rely on their own education, experience and knowledge to help make directed and responsible decisions within the health care environment. This will help the nurse work as an effective leader within the health care team, and promote cooperation among all team members. Management of Nursing Care and Delegation Professional nurses must act as managers, working to help build, create, maintain and manage effective partnerships or teams of workers within the health care environment. The management of nursing care involves identifying what members of the health care team are capable of carrying out certain roles, and assigning them those roles accordingly to ensure the patients basic needs are met, and to ensure a positive health outcome for patients treated under a professional nurses care. Delegation of tasks is an autonomous task requiring independent decision-making capability. Since professional nurses tend to work in a role that requires leadership, independent thinking, decision making and accountability for patient outcomes, it naturally follows that professional nurses must learn how to delegate tasks appropriately. Proper use of delegation within the health care environment will also free up time for professional nurses to work with multiple patients and to address the many administrative functions and tasks that come along with the role of a professional nurse in today’s health care environment (Coombs, 2004). How to cite The Transition To The Role of Professional Nurse, Essay examples

Saturday, December 7, 2019

Advanced HR Management-Free-Samples for Students-Myassignment.com

Questions: 1.What is human Resource Strategic Planning? What may the objectives and targets of the plan relate to? 2.In order to Identify emerging practices and trends, you may need to undertake environmental analysis. How can you do this? What is involved in the process? 3.Give examples of the different options for sourcing labour supply. 4.When considering the Impact of new technology, what should you think about? 5.You should be aware of recent and potential changes to industrial and legal requirements. Give two examples of changes that you are aware of. 6. When Consulting with relevant Managers, what methods can be used? What should you inform them about? 7.What are Human Resource Philosophies and Values? 8.What should the objectives and targets of your plan set out? What will this enable? 9.Give two examples of the different options for the provisions of human resource services. 10.What may technology be used to support? 11.What are the key ingredients of a strategic HR plan? 12.When developing a risk management plan, what should you ask yourself? 13.In order to see that the plan is Implemented, you will need to work with others. Who may these be? 14.Why should you Monitor and review the Plan? What questions will you need to answer in order to this? 15.Give two examples of Changes in circumstances that may result in your plan needing to be adapted. 16.What does an Evaluation of Performance enable you to do? Answers: 1.Human resource strategic planning is the interconnection among the organisation and its employees that support in developing the workforce in such a manner that they effectively meet all the demands and deliver utmost efficiency and productivity. It ensures that there are appropriate numbers of people in appropriate place and at an appropriate time (Armstrong and Taylor, 2014). The targets and the objectives of the plan relates to employee engagement and motivation, career growth, training, performance management, succession planning, retention, reward and pay and recruitment. 2.To undertake and perform an environmental analysis firstly a team must be developed, and then there must be identification of the various sources of collecting info. The information must be analysed and the key issues are required to identify. Related to this, appropriate strategic options must be identify and these options are required to incorporate in the overall strategic planning process. After that there must be monitoring of the trends and associated actions must be taken. There is involvement of political, technological, economic, social, legal and environmental factors. 3.Different options for sourcing of labour supply comprises of outsourcing such as hiring services from outside; consultants such as the trainers who can provide training; off-shore workers such as workers from some other nation at cheap wages; recruitment of new trainees to have new talent and faster working and recruiting casual labour when the company has a temporary need so that it can be cost-effective. 4.While considering the effect of the innovative technology, there must be concern related to the number of individuals required, the work processes, procedures and practices of work, location of work and shills needed to accomplish tasks. The changes which are aware of include the changes in employment laws related to workplace bullying and zero hours contracts. 6.Methods used: there can be take use of video conferencing, one-to-one meeting, questionnaires, and telephone and group presentations. Should be informing about: information must be related to what are you currently working upon, in what manner and the reason behind it; information to be ask from the and what 5.will be you next step after getting their inputs. 7.Human resource values and philosophies are the organisational guiding and moral principles which guides the workforce that in which manner the tasks are performed in that organisation. These philosophies are developed by the insights of the leadership styles of the senior managers (Jackson, Schuler and Jiang, 2014). 8.targets and objectives must set out succession planning, diversity, staff retention, equal employment, remuneration, HR information systems, selection and recruitment, induction, professional development, job design, performance management, job analysis and WHS. This will enable success measurement, HR budget allocation, communication of activities and plans, effective decision making and prioritisation of the activities and plans. 9.Two examples comprises of outsourcing such as the HR functions are outsourced to some other company and it handles all the functions o HR department and second is external consultant such as hiring HR consultant on a contract basis for specific purposes whenever required such as for job design, recruitment, etc. 10.Technologies may use to support the training and development activities, the processes related to performance management and the non-human HR services. 11.Key ingredient of strategic human resource plan comprises of the timeframes, budget, objectives and priorities. 12.The questions asked from one-self while developing a risk management plan comprises of: What are the risks associated with the event? What is the probability of the risks whether it is low, medium or high? What are the impacts of the risks? What is the mitigation plan to avoid and reduce risk? What are the contingency plans? 13.In a risk management plan there is a need to work with the employee representative groups, suppliers, HR personnel, outsourcing agencies, line managers and the external contractors. 14.It is necessary to monitor as well as review the plan to analyse that the plan is executing effectively and there is no kind of deviation the planned and the actual outcomes. It also helps in achieving desired results by identifying and working on all the loopholes which can be the barricade in successful implementation of the plan. Questions need to answer relates to completion of the actions, reason for incompletion, effect of incompletion task, budget adhered or not, reason for not adhered, obstacles in implementation, changes required, new actions, implications of the new actions and delivery of the strategic human resource plan. 15.The two changes are the modifications in the requirements of the industry or unpredicted change in laws and rules and modification in the direction in the strategic plan of the company. 16.Evaluation of the plan enables in assessing that at what degree the original objectives were feasible and correct, assessing the targets attained and their impact, identifying the adherence of the budget and deadlines, learning from completion and incompletion of tasks and reporting progress to the stakeholders of the organisation. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56.