Thursday, October 31, 2019

The Role of Nursing in Pain Management Essay Example | Topics and Well Written Essays - 5000 words

The Role of Nursing in Pain Management - Essay Example In order to do this the discussion will first of define pain, because it not objective as many nurses and health practioners may believe. In fact it is a very subjective term. The essay will then go on to the different types of pain relief and finally end with a discussion of the problems in the UK when dealing with patient's whose wishes are hard to discern and whether we should be administering pain relief and life saving methods without proper consent. Pain is a multi dimensional experience and has a sensory, emotional, cognitive component. Pain management approaches that address all these three factors are likely to be more successful and popular (Carr C.J. Ellois. 2001). The World Health Organization estimates that 22% of people experience some form of pain (Gureje et al 1998). Potter in 1993 showed that 11.3% of the visits made to General Practitioners were to get treatment for chronic pain (DAY.R. 2002). The losses in terms of quality of life and economy were rated high enough for the WHO to give pain the status of a "world health problem," by the WHO in 1986. In the UK, the Working Party Report Pain after Surgery (The Royal College of Surgeons of England and The College of Anaesthetists 1990) recognized the need for professional supervision and protocol development for pain management. The committee also highlighted the historical inadequacy in pain management. Acute Pain Services (ACS) was initiated for managing post-surgical pain (Taylor. H. 2001). The Provision of Pain Services (Association of Anaesthetists of Great Britain and Ireland and The Pain Society 1997) propounded the specialized role of nursing in pain management. (Pain Society, 2001) The Royal College and the Anaesthetic Association reported that 44% of hospitals had some form acute care services and 79% used modern analgesic techniques to manage pain (Carr C.J. Ellois. 2001.) A study of hospital services declares pain prevention to be one of the 10 most important indicators of care quality. (Susan M, 2003) While the need for management is acknowledged, the resources allocated for the function were found to be inadequate. In a significant finding, the Clinical Standards Advisory Group found that although 81% of the functions involve nursing care and 7% of these were headed by nurses there was lack of specialized nursing care in the chronic pain department. The situation was further made worse by inadequate funding. (Pain Society, 2001) Health professionals currently are found to have deficits in knowledge and skills for proper pain management. Nursing care is often found to be influenced by attitude of patients, their culture and value systems. (Redorbit.com, 2006) . The Services for Patients with Pain, in their study in 1999 found that 50% of trusts did not provide pain care services for children and awareness of guidelines were poor (Susan M, 2003) An analysis by Ferrell et al (2000) on the text books used in nursing

Tuesday, October 29, 2019

Tourism Policy & Stratgy - deconstruct a piece of tourism policy Essay

Tourism Policy & Stratgy - deconstruct a piece of tourism policy - Essay Example The process of policy formulation entails integrated set of components. Usually it is of essence to understand what needs to be done and whether they are legally right. Task one- Philosophy Environmental policies After the European Union agreed to reduce its conservatory gas productions in 2008, it portrayed its responsibility to engage in the environment change campaign and to guide the world in determining how this might be organized (European Commission, 2000). The approved cut of twenty per cent from 1990 points by 2020, at the same time with a twenty percent renewable goal, was an important phase for the EU's environmental development and a pure indication to the rest of world that the European Union was set to take the action needed. This was achieved by meeting the Kyoto Protocol objective (European Commission, 2000). In this white paper, the company finds the correct balance between social, economic, and environmental plans to improve the positive influences that aeroplanes p roduces, while reducing the negative effects and meeting approved environmental standards (Fidgeon and Ritchie, 2005; pp. 3. Par.1). They add that, the government will introduce immediately a plan to inspect how the environmental harms at Heathrow may be corrected (Fidgeon and Ritchie, 2005; pp. 8. par. 2). ... In the thought of Litman (2003), the entire transport system needs a complete change of the technique used by the specialists in tackling difficulties. Glasgow Airport is situated within the local authority known as the Renfrewshire Council local authority and is supported by the Renfrewshire Local Plan (Michael, 2006). Local planning policies of the Renfrewshire Local Plan were approved in 2006. The plan recognises the worth of Glasgow Airport as a main component of the local and international economy, and aims at making provision for the working requirements and development within the airport to ensure its continuous development (Michael, 2006). The white paper provides a description of support for local air facilities and airport expansion. It further states that they expect all major airports create or update main plans, to take the White Paper’s consideration (Fidgeon and Ritchie, 2005; pp. 4. par.3). The white paper states that the main priority is to make use of the pre sent runways at the main airports in South East. Besides that, they support the construction of two modern runways by 2030 in the South East (Fidgeon and Ritchie, 2005; pp.7 par.2). Local government planning directives The development framework is integral to the success of the development of the Community Policy Plan. For instance, the directives aim at raising the living standards of residents. This can be achieved through the encouraging business expansion in appropriate sites (Burnham, 2000). According to Richmond (2011), the Council will make sure that garbage collection and removal arrangements are established according to the principles of sustainability grounded on an order of

Sunday, October 27, 2019

Ethical Leadership And Unethical Behavior Management Essay

Ethical Leadership And Unethical Behavior Management Essay Ethical leadership, is a form of leadership including attributes such as integrity, trustworthiness, fairness, concern for others, and behaving ethically. A more systemic definition divides ethical leaders into two parts moral persons and moral managers (Trevià ±o, Hartman, Brown, 2000). For moral persons, it refers to the ethical part of the term ethical leadership, suggesting that ethical leaders should be moral persons who are honest, trustworthy, taking good care and be fair to their followers, having right behaviors in both personal and professional lives. For moral managers, it refers to the leadership part, focusing on more transactional efforts to influence the ethical behavior of followers (Trevino, Brown Hartman, 2003). As moral managers, ethical leaders communicate with their subordinates about their ethical and values-based expectations, use reward and punishment to encourage ethical conduct or prevent unethical behaviors. (Trevià ±o Brown, 2004). As ethical behaviors refer to behaviors that are generally morally acceptable to the larger community; conversely, we define unethical behaviors as behaviors that are morally unacceptable generally. (Jones, 1991; Trevià ±o, 2006) And in this paper, the ethical (unethical) behaviors refer to the behaviors conducted in companies or organizations. After defining the terms, we base on two theories or processes to explain the effects of ethical leadership on the unethical work behavior, which is consistent with the recent relevant studies about the topic. (Mayer, Aquino,Greenbaum Kuenzi, 2012; Mayer et al., 2009; Brown, Trevià ±o Harrison, 2005; Kirkman, Chen, Farh, Chen Lowe, 2009) Social Learning Theory Social learning theory posits that leaders influence their subordinates through the process of role-modeling. (Bandura, 1977, 1986) Employees learn what ought to do and what ought not, by observing the leaders behaviors and the corresponding results. (Trevià ±o Brown, 2004). Given the virtue and power in an organization, leaders are generally perceived as a credible and legitimate role model (Mayer et al., 2012). So by mimicking the behaviors of the ethical leaders, the subordinates would also be more likely to do things in a morally desirable way. Apart from direct observation on leaders, employees would also pay close attention to behaviors that are rewarded and punished to themselves or others (Brown, 2005), and to do what is rewarded while avoiding what is punished, and thus reduce the unfavorable behaviors. (Trevià ±o Brown, 2004). Ethical leadership highlights on ethical behaviors. So through behave ethically as a valid ethical role models, at the same time, encourage ethical behaviors and discipline unethical ones by putting forward proper rewards and punishments, ethical leader can have a role on preventing or reducing the unethical behaviors in the organization. (Mayer et al, 2012). Social Exchange Theory The effect of ethical leadership on the subordinates behavior can also be explained by social exchange processes (Blau, 1964; Trevià ±o Brown, 2004; Mayer et al., 2009). Social exchange is based on the norm of reciprocity (Gouldner, 1960), which means that if one party do something beneficial to the other party, the counter party will then assume the obligation to do something good as the reciprocation back to the first party. (Cropanzano Mitchell, 2005). So in the relationship of ethical leadership and unethical behavior, ethical leadership defines leaders with characteristics of having fairness, trustworthiness, integrity etc, if employees regarded themselves as being treated fairly and perceived organizational support create a closer relationship between employer and employee, they are more likely to reciprocate these favorable treatment by being more loyal and supportive to their leaders or organizations, thus tends to reduce the harmful behaviors (Bies Moag, 1986 ; Phillips Elkins ,2000 ; Trevià ±o Brown, 2004). Besides, it is found that if employees maintain a high-quality relationship with their leader, they are less likely to engage in retaliation (Liden, Sparrowe, Wayne, 1997). As ethical leaders are perceived as admirable leaders due to their trustworthiness, integrity and care and concern for others, they are likely to create a positive social exchange relationship with their subordinates. In return, more citizenship behaviors and less unethical conduct will be expected. (Trevià ±o Brown, 2004) So base on the review of the two processes that ethical leadership takes effect, we propose the first hypothesis. Hypothesis 1: Ethical leadership is negatively related to unethical behavior in organization. Power Distance Orientation as Moderator Power distance is defined as the extent to which one accepts the legitimacy of unequally distributed power in institutions and organizations. (Hofstede, 1980). And in this article, the research is on the individual-level, thus the term power distance orientation (Kirkman, Chen, Farh, Chen, Lowe, 2009; Clugston, Howell, Dorfman, 2000) was adopted. Recent studies and researches in the cross-cultural management field indicates that cultural value orientations, or individually held cultural values and beliefs, have an important role in how employees react to aspects of their work (Kirkman et al., 2009). And compared to other culture dimension, such as individualism-collectivism,uncertainty avoidance and masculinity-femininity etc. (Hofstede, 1980), power distance orientation, in theory, has a more direct relationship to leadership reactions (Kirkman et al., 2009) or the individuals perception and reaction to authority (Lian, Ferris Brown, 2012). And according to the review of the ethical leadership unethical behavior relationship, we note that ethical leadership can influence the subordinators unethical behavior through two processes social learning and social exchange. Studies suggest that by influencing the two processes, power distance orientation can act as a facilitator or barriers (Kirkman et al., 2009) to the ethical leadership-unethical behavior relationship. Power Distance Orientation and Social Learning Theory In the social learning perspective (Bandura, 1973), subordinates behavior will be influenced by leaders through the modeling process(Trevià ±o Brown, 2004; Brown,Trevià ±o, Harrison, 2005), where the subordinates will take the leaders as their role models, and learn from or mimic what the leaders do; besides, the subordinates would observe the reward and punishment to themselves or to the others offered by the leaders to get to know what to do or not to do. (Trevià ±o Brown, 2004) On the basis of this, with support from the studies, we argue that the power distance orientation will influence the effectiveness of the social learning in following ways. On one hand, compared to the low power distance orientation individuals, those who are with high power distance orientations will tend to view their leaders as the ones with high-status (Bochner Hesketh, 1994; Kirkman et al., 2009; Lian, Ferris Brown, 2012) and are superior as well as elite (Javidan, Dorfman, de Luque, House, 2006;Kirkman et al., 2009), thus they will be more likely to take their leaders as role models and mimic their behaviors. (Mayer, Aquino, Greenbaum Kuenzi, 2012; Lian, Ferris Brown, 2012) On the other hand, referring to the definition of power distance, we could note that subordinates with high power distance orientation accept unequally distributed power to a greater extent(Hofstede, 1980), thus they will hold a stronger belief, compared to low power distance orientation individuals, that one should not be against but to respect the leaders decision. (Bochner Hesketh, 1994; Lian, Ferris Brown, 2012), which means, the reward and punishment decision made by the leaders would be less likely to doubt and more likely to be accepted and followed by the high power distance orientation subordinators. As stated earlier, ethical leadership can have effects on subordinators unethical behavior through the social learning process. And with the present of power distance orientation, we expect the effect of ethical leadership will be affected, compared to low power distance orientation, individuals holding high power distance orientation will be more likely to regard their leaders as the ethical role model and mimic them to behave ethically. Also, they would be more convinced by and learn from the rewards on ethical behavior and punishments on unethical behavior. Power Distance Orientation and Social Exchange Theory Besides of Social learning processes, the ethical leaderships relationship with subordinates unethical behavior can be also explained by the social exchange processes. (Trevià ±o Brown, 2004; Mayer, Kuenzi, Greenbaum, Bardes, Salvador, 2009). As stated earlier, in social exchange theory and based on the norm of reciprocity (Gouldner, 1960), ethical leadership can help to prevent or mitigate the subordinators unethical behaviors when leaders and subordinators are in a positive social exchange relationship with elements such as perceived fairness, trust in leaders, etc. being satisfied. So by affecting these aspects, we expect power distance orientation will influence the ethical leaderships effect. For example, in the perceived fairness aspect, individuals with high power distance orientation will accept the unequally distributed power in a larger extent (Hofstede, 1980), so they will tend to be more tolerant for the unequally treatment and regard it as non unfair (Lian, Ferris Brown, 2012). So we posited that, with the less perceived unfairness, subordinates with high power distance orientation would view the leaders as fair which would result in less undesirable behavior such as unethical behavior (Trevià ±o Brown, 2004). Similarly, in the aspect of trust in leaders or affection for leaders, high power distance orientation plays a role that subordinates with high power distance orientation are more likely to admit their leaders superiority and elite (Javidan et al., 2006;Kirkman et al., 2009) so are more likely to show their respect to and trust their leaders (Kirkman et al., 2009; Sully de Luque Sommer, 2000;Lian Ferris Brown 2012). As a result, they will tend to behave favorably for the leaders or even the whole organization (Javidan et al., 2006; Kirkman et al., 2009) and reduce the undesirable behaviors including the unethical behaviors. To sum up the above, we expect the moderating effect of power distance orientation on the strength of the relationship between ethical leadership and unethical behaviors, and as such we put forward the second hypothesis. Hypothesis 2: The relation between ethical leadership and unethical behavior in organization is moderated by power distance orientation, such that the relation is stronger for individuals with high power distance orientation than for individuals with low power distance orientation. 3. Method Sample and Procedures This study is a quantitative study. Data would be collected in mainland China, the questionnaires will be translated to Chinese and back-translated into English for results analysis. (Kirkman et al., 2009). Sample size is expected to be around 200 subordinates in individuals. Measures Ethical leadership Referring to the recent ethical leadership studies of (Mayer et al., 2009, 2012), in this paper, we measure ethical leadership by using the ten-item scale from Brown et al. (2005). (See Appendix 1) Unethical behavior To measure the unethical behavior, we adopt the 17-item-scale used by (Akaahs ,1996) and (Mayer et al., 2012), which was originated from Newstrom Ruch (1975). (See Appendix 2) Power distance orientation As this article is on the individual-level, we follow the previous studies (Brockner et al., 2001; Earley, 1999; Kim Leung, 2007; Kirkman et al., 2009) to use the eight-item linkert scale from Earley and Erez (1997) for the measurement of the power distance orientation. (See Appendix 3) Control variables In this study, control variables including: age, gender, tenure, (Brockner et al., 2001; Kirtment et al., 2009; Lian, Ferris Brown, 2012); we will also control the position factor, which refers to whether the employees hold the role of subordinate and supervisor at the same time. (Brockner et al., 2001). Analysis Method We will first use the bivariate regression to test the main effect (Hypothesis 1) and we will use multiple regression to test the moderating effect (Hypothesis 2). 5. Schedule Reference Akaah, I. P. (1996). The influence of organizational rank and role on marketing professionals ethical judgments. Journal of Business Ethics, 15: 605-614. 15: 605-614. Blau, P. M. (1964). Exchange and power in social life. New York: Wiley. Bandura, A. (1973). Aggression: A social learning analysis. Englewood Cliffs, NJ: Prentice Hall. Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall. Brislin, R. W. (1980). Translation and content analysis of oral and written materials. In H. C. Triandis J. W. Berry (Eds.), Handbook of cross-cultural psychology: Methodology, vol. 2: 389-444. Boston: Allyn Bacon. Bandura, A. (1986). Social foundations of thought action. Englewood Cliffs, NJ: Prentice-Hall. Bochner, S., Hesketh, B. (1994). Power distance, individualism/collectivism, and job-related attitudes in a culturally diverse work group. Journal of Cross-Cultural Psychology, 25, 233-257. doi:10.1177/ 0022022194252005 Brockner, J., Ackerman, G., Greenberg, J., Gelfand, M. J., Francesco, A. M., Chen, Z. X., . . . Shapiro, D. (2001). Culture and procedural justice: The influence of power distance on reactions to voice. Journal of Experimental Social Psychology, 37, 300 -315. doi:10.1006/ jesp.2000.1451 Brown, M. E., Trevià ±o, L. K., Harrison, D. A. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97: 117- 134. Brown, M. E., Trevià ±o, L. K. 2006a. Ethical leadership: A review and future directions. Leadership Quarterly, 17: 595-616. Brown, M. E., Trevià ±o, L. K. 2006b. Socialized charismatic leadership, values congruence, and deviance in work groups. Journal of Applied Psychology, 91: 954-962. Clugston, M., Howell, J. P., Dorfman, P. W. (2000). Does cultural socialization predict multiple bases and foci of commitment? Journal of Management, 26, 5-30. doi:10.1016/S0149-2063(99)00034-3 Cropanzano, R., Mitchell, M. S. (2005)Social exchange theory: An interdisciplinary review. .Journal of Management, 31(6), 874-900. doi: 10.1177/0149206305279602 Dorfman, P. W., Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns: Hofstede revisited. Advances in International Comparative Management, 3, 127-150. Earley, P. C., Erez, M. 1997. The transplanted executive: Why you need to understand how workers in other countries see the world differently. New York: Oxford University Press Earley, P. C. 1999. Playing follow the leader: Status determining traits in relation to collective efficacy across cultures. Organizational Behavior and Human Decision Processes, 80: 192-212. Gouldner, A. W. (1960). The norm of reciprocity. American Sociological Review, 25, 161-178 Hofstede, G. H. (1980). Cultures consequences: International differences in work-related values. Beverly Hills, CA: Sage. Hofstede, G. 1993. Culture constraints in management theories. Academy of Management Executive, 7(1): 81-94. Hofstede, G. 2001. Cultures consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage. Jones, T. M. 1991. Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16: 366-395. Javidan, M., Dorfman, P. W., de Luque, M. S., House, R. J. 2006. In the eye of the beholder: Cross-cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1): 67-90. Kim, T., Leung, K. 2007. Forming and reacting to overall fairness: A cross-cultural comparison. Organizational Behavior and Human Decision Processes, 104: 83-95. Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52, 744-764. doi:10.5465/AMJ.2009.43669971 Lian, H., Ferris, D. L., Brown, D. J. (2012). Does power distance exacerbate or mitigate the effects of abusive supervision? it depends on the outcome. The Journal of Applied Psychology, 97(1), 107-123 Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., Salvador, R. (. (2009). How low does ethical leadership flow? test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13. doi:10.1016/j.obhdp.2008.04.002 Mayer, D. M., Aquino, K., Greenbaum, R. L., Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? an examination of antecedents and consequences of ethical leadership. Academy of Management Journal, 55(1), 151. Newstrom, J. W., W. A. Ruch: 1975, The Ethics of Management and the Management of Ethic, MSU Business Topics (Winter), 31. Trevià ±o, L. K., Weaver, G. R., Gibson, D. G., Toffler, B. L. (1999). Managing ethics and legal compliance: What works and what hurts. California Management Review, 41(2), 131-151. Trevià ±o, L. K., Hartman, L. P., Brown, M. E. 2000. Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4): 128-142. Trevino, L. K., Brown, M. E., Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56, 5-38. Trevià ±o, L. K., Brown, M. E. (2004). The Role of Leaders in Influencing Unethical Behavior in the Workplace [PDF document]. Retrieved from http://www.corwin.com/upm-data/4910_Kidwell_Chapter_3.pdf Trevià ±o, L. K. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951-990. doi: 10.1177/0149206306294258 Appendices Appendix 1 10 items Ethical Leadership Scale (Brown et al., 2005) Items will be rated on a scale from 1 (highly unlikely) to 7 (highly likely) Conducts h/h personal life in an ethical manner Defines success not just by results but also the way that they are obtained Listens to what employees have to say Disciplines employees who violate ethical standards Makes fair and balanced decisions Can be trusted Discusses business ethics or values with employees Sets an example of how to do things the right way in terms of ethics Has the best interests of employees in mind When making decisions, asks what is the right thing to do? Appendix 2 17 items unethical behavior scale ( Newstrom Ruch 1975) Items will be rated on descriptive range from 1 Never to 7 Frequently Personal use Using company services for personal use Doing personal business on company time Pilfering company materials and supplies Taking extra personal time (lunch hour, breaks, early departure) Passing blame Concealing ones error Passing blame for errors to an innocent co-worker Claiming credit for someone elses work Bribery Giving gifts/favors in exchange for preferential treatment Accepting gifts/favor in exchange for preferential treatment Falsification Falsifying time/quality/quantity reports Calling in sick to take a day off Authorizing a subordinate to violate company rules Padding expenses Padding an expense account up to 10% Padding an expense account more than 10% Deception Taking longer than necessary to do a job Divulging con ¬Ã‚ dential information Not reporting others violations of company policies and rules

Friday, October 25, 2019

Essay --

Kleenex is a tissue brand manufactured by Kimberly-Clark Corporation. The company knows how to build a high consumer loyalty and also how to make consumers recognize their brands. In addition, Kleenex is well-known for family care and personal care brands. 2.1 Market Summary Kimberly-Clark make Kleenex tissues from ancient forest in North America, and the consumption of facial tissue is very high in North American, Japan, Oceania and Western-Europe. All group of people can use Kleenex, and we can find Kleenex tissues in government buildings schools, airports, hotels and hospitals. In addition, Kleenex products are likely to be found in every shelf, in most of the stores. The company makes sure to improve its products by adding nice scent to the tissues, and also by creating a tool called Achoo to predict cold and flu in their living areas. The idea is to get consumers stock up on Kleenex before they get sick, rather than buy supplies when they are already felt bad (Neff, 2013). At this point, the consumers’ behavior can be influenced when they see great improvements on the product. 2.2 SWOT Analysis Strengths & Weaknesses The first strength I would mention is that the company wants consumers to see their brand as â€Å"Everyday use product†. Kimberly-Clark Corporation does not only manufacture Kleenex tissues, but it also make Kleenex indispensable for us. Women use Kleenex tissues the most because they are more emotional and they do a lot of make-up. Aldo, Kleenex, the world’s first facial tissue brand, generates more than $1 billion business (Datamonitor, 2011). Another strength would be the fact that the corporation makes sure to innovate the brand and develops new strategies. In 2010, Kimberly-Clark increased its strategic mar... ...groups. In November 3rd 1996, The Otway Ranges Environment Network (OREN) conducted a consumer awareness campaign whose slogan said â€Å"Refuse to use Kleenex issues. Do not wipe your burn on Otways native forest† (Otway Ranges Environment Network, n.d.). The campaign was an issue for the corporation because the environmental groups launched campaigns to save Otway native forest and also encourage consumers to buy alternative products, rather than Kleenex tissues. In 1998/1999 Kimberly-Clark Corporation quits using wood from Otway’s native forest despite its valid licensed until June 2001 (Otway Ranges Environment Network, n.d.). Also, competition can be an issue for Kimberly-Clark Corporation because other corporations want to be better than Kimberly-Clark; therefore, they make sure their products still on top, or the price is acceptable inn order to retain consumers.

Thursday, October 24, 2019

Brave Incident Essay

High School Fight I went to high school in Vietnam; my cousin who I call brother went to the same high school with me. The high school I attended was also the school that many gang members attended. Those gang members always abused other students and took their lunch money as well as many of their valuables such as their wallets, cell phone and laptops. Our school principal always tried to inform the police about this behavior, but unfortunately that did not help. One day my class mate ran into the lass room where I was spending my break, since I did not like to hang out in the play ground because of the gang members that were there, and he told me that my cousin was being harassed by a couple of those gang members and that they threatened to beat him to death if he does not give them all his money. My cousin was very stubborn much more like Victoriano. The two gang members had my cousin against the wall and were trying to steal his wallet and belonging while he fought hem as much as he could. I had nothing on my mind at that moment but to save my cousin and help him run away from those gang members. I looked for small pieces or rocks and a wooden stick and immediately ran towards my cousin screaming loudly so that I can distract them from him. As I started throwing the rocks on them they let go of my cousin and paid attention to where I was heading which was directly towards them. I screamed loudly telling my cousin to run away and go to the rincipal’s office Just like when Dona Guadalupe told her cousin â€Å"l am not cutting you free so you can be brave and get killed. I want you running so you can live† I wanted my cousin to run and not try to fight the gang members when they let go of him. My cousin ran to the principal’s office while I threw the stick of wood towards them. I immediately changed my direction and ran towards the principal’s office as well. The Principal called the police and they arrested the gang members and I was able to save my cousin after all.

Wednesday, October 23, 2019

Portrayals of jesus in the gospels Essay

Each of the four gospels contained in the New Testament portrays a different and unique portrait of Jesus. Mark’s gospel represents Jesus as the suffering servant, while Matthew shows Jesus as the new Moses. Luke stresses Jesus’ inclusion of the outcasts and then John’s non-synoptic gospel shows Jesus as God’s presence and as an otherworldly figure. Mark portrays Jesus as a powerful yet unrecognized and suffering Messiah. Stories throughout the gospel show Jesus to have control over storms, water and demons. He is able to heal lepers, cripples and people with withered limps. He also has undaunted authority over everything including sin and Sabbath laws. Yet the theme of the messianic secret is major within this gospel. Jesus often tells people â€Å"to tell no one† of the miracles he performs. This theme is part of the climax of Mark’s gospel when Peter proclaims that Jesus is Christ and Jesus responds by giving him strict orders to tell no one. He therefore is the unrecognized Messiah. Mark wrote his gospel to a suffering and fearful faith community. He wrote to inspire faith in them. That is why Mark emphasizes Jesus’ suffering to his readers so that they can relate and see that there is no glory without suffering. He therefore shows that in order to have true dominance one must first encounter suffering, just as Jesus had. Matthew writes his gospel from a Jewish standpoint. He is careful to connect Jesus as the legitimate heir to the royal house of David in order to establish Jesus’ Hebrew roots. Matthew often refers to Hebrew scripture to show Jesus as the fulfillment of the scriptures. He says that Jesus is God present with us. Jesus is portrayed as the new lawgiver in this gospel. He is a teacher who concentrates on the overall being of a person, meaning their actions as well as their thoughts. Matthew stresses that it is just as bad to think impurely as it is to act impure. Jesus has come to perfect the law and to provide ethical teachings to guide his followers. Matthew shows Jesus to pity the under privileged in his interpretation of the Sermon on  the Mount where Jesus gives us the Beatitudes. He also shows Jesus scolding much of the upper class, especially the Pharisees whom Jesus is shown to argue with numerous times throughout this gospel. Luke does the opposite of Matthew by writing from a Gentile point of view and directing his gospel toward a Greco-Roman audience. Luke concerns himself with showing that in Jesus the Gentiles are included in the promise of God’s covenant. The major theme of this gospel is that Jesus is savior. He is the savior of the whole world not just the Jews. Luke portrays Jesus as a passionate messiah by stressing his inclusion of the outcasts. Jesus associated with the tax collectors, woman and physically disadvantaged. Jesus denounces the rich and comfortable in this gospel during the Sermon on the Mount. Luke also downplays Jesus’ suffering by excluding much of it from his gospel. An example of this is the absence of the crown of thorns in his gospel. Luke does this to once again portray the more compassionate Jesus. He instead exclusively included Jesus’ praying for the forgiveness of the crowd and for the criminal next to him on the cross and to give more attention to Jesus’ resurrection and the appearances of the risen Jesus. John’s whole gospel is a portrait of Jesus. He includes new titles and truths that are not contained in any other gospel. Two important titles John quotes Jesus using are â€Å"I am† and â€Å"the word.† By using the term â€Å"I am† John is saying that the kingdom of God has come and that Jesus has always been. â€Å"The word† is God’s â€Å"logos.† This represents the basic idea of God revealing himself to mankind. It says that Jesus is the one whom God the father used to create the world. John therefore stresses Jesus’ incarnation and emphasizes the faith factor of believing without seeing. The four gospels are all very unique in portraying Jesus. They cover much of the same material but see Jesus from different point of views because of their different backgrounds. Luke and Matthew are perfect examples because they both believe so dearly in Jesus yet have different views because of their different cultures. The evangelists show that no matter who you are you can relate to Jesus just as they did. By studying the gospels you can see Jesus through your own lens and therefore paint your own portrait of the  messiah.