The Morality Of General Sherman - 1630 Words

The Morality of General Sherman’s March to the Sea William Tecumseh Sherman was one of eleven children born to a distinguished Ohio family. Sherman was orphaned at a young age and was enrolled in the United States Military Academy by his legal guardian, Senator Thomas Ewing. He graduated sixth in his class, but never saw extensive action on the battlefield. He tried other professions for a few years, but the outbreak of the Civil War called him back into service. During the early years of the war he served in the battles of Bull Run, Ft. Donelson, Shiloh and Vicksburg, and slowly moved up the chain of command. Following his successful capture of Jackson, Mississippi, Sherman was promoted to Commander of the Western Theatre, by his boss and friend, General Ulysses S. Grant. It was after this promotion that Sherman set out for the Southern industrial hub of Atlanta and soon after began the famous March to the Sea (William T. Sherman.). This march, from Atlanta to Savannah, was about two hundred and eighty five miles long and lasted for about three weeks. Sherman’s men stole food and livestock, burned houses and barns, and attempted to scare the state of Georgia into surrender and collapse the Confederate war effort. During this time, Sherman and his men encountered little resistance. The only battle was a small skirmish outside the town of Griswoldsville that the Union won handily. After this failure, the Confederates began to retreat and initiated a scorched earth policy.Show MoreRelatedThe Use Of General Hugh Judson Kilpatrick1521 Words   |  7 Pages The hiring of General Hugh Judson Kilpatrick was the turning point in U.S. history during the Civil War because of his negative demeanor, participation in irresponsible activities, political ambition, exceptional ability to lead Soldiers, and unethical military tactics. 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Essay1702 Words   |  7 Pagesvegetarian or just overall reducing meat consumption is particularly beneficial to one’s longevity. So, vegetarianism should not be looked at as just another trend, but, instead as a positive change to one’s lifestyle. Becoming a vegetarian lessens the morality of a person by decreasing their susceptibly to diseases, i.e.; heart disease, cancer, and type 2 diabetes. The vegetarian lifestyle is not only advantageous to humans but to animals and the environment as well. Thus, the shift to vegetarianism isRead MoreA Time Of Rapid Industrialization1713 Words   |  7 Pages James Bryce, author of The American Commonwealth noted that during the Gilded Age there was a general â€Å"neglect of details of politics† that had â€Å"never been seen before†, which allowed these large companies to take control over the economy (Document 1). The government was too relaxed politically, and it was evident in how they handled their affairs with large corporations. 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Summary of the TED Talk Lessons From Fashion’s Free...

In her 2010 TED talk, titled â€Å"Lessons from fashion’s free culture†, Johanna Blakely describes how the fashion industry’s lack of copyright and patent protection has allowed it to thrive in the economic market. This is mainly because designers have been able to recycle the same building blocks of fashion to create innovate, utilitarian designs into what we regard as art to adorn ourselves. In this talk, she urges other creative industries to adopt this concept. Can we license something like blue jeans or even a collar? That would be rather impractical for the fashion industry, seeing that this is where creativity is urged. The fashion industry is largely unshackled of the same copyright laws, licenses and guidelines that grip the film and music industry. However, trademarks are the only aspect that is protected in the fashion industry. As a result, this lack of intellectual protection (IP) for fashion has directly led to its huge success. Blakely expands on this point by indicating four advantages of how the lack of copyright protection has helped the fashion flourish. First, this concept has enabled the â€Å"Democratization of fashion†. This states that we have a greater variety of fashion aspects to choose from. The second advantage is that fashion trends are now being established faster in the world. Since knock-offs are being produced faster, designers are trying to stay ahead of the game by producing more complex products. In fact, Stuart Weitzman, a shoe designer,

Ethics and Professional Practice for Buildings -myassignmenthelp

Question: Discuss about theEthics and Professional Practice for Social Buildings. Answer: Introduction The procurement process has been a fundamental part of construction ever since human beings outsourced paid external assistance in building their homes and social buildings. These construction processes utilized a traditional client-contractor relationship that saw the risk of the entire project falling either solely on the contractor or solely on the client. They were simple as there was not much technical assistance required aside from the contractor and the labourers (Davis, 2008). The traditional procurement process had three main variations which included reimbursement contracts, lump sum contracts and measurement contracts. The reimbursement and measurement contracts are similar in that that an agreed price or term is usually stipulated before construction but the reimbursement measurement is where contractors are paid after the work is done unlike the lump sum contract where the work is paid for in advance. The measurement contracts on the other hand are where work is undefine d and can only be fully valued after it is done (Rowlinson and McDermott, 2005). These procurement methods are however prone to some disadvantages owing to the scale of work for which they were based on. They are impractical for large and complex design and construction works owing to the fact that the risk in all the cases is unbalanced falling either on the contractor or on the client. On the overall, they are also not conducive for projects that have time constraints as the whole traditional process involves a lot of stages that must all be bureaucratically handled before the actual construction work can kick off (Manley and Chen, 2015). For that reason, a few modern methods have come up balancing the overall risk involved in a project while maintaining a healthy relationship between both parties (New South Wales Government, 2005). These methods have also either combined or totally done away with some stages in the whole construction process in order to quicken the overall construction project and these are discussed below. Design Bid Build This is a method of procurement where the client hires a technical design team to handle all the preliminary designs of the structure being constructed. The design team is also tasked with the responsibility of preparing contract documents and overseeing a tendering process where a contractor is picked based on the reputation and bid price. This method of procurement usually puts the design team consisting of an architect, engineering team and quantity surveyors on the clients side where they coordinate the construction process by liaising with the contractor. They act as the clients representatives both technically on paper and on the site (Masterman, 2003). In this case, the design consultant is usually the only other contributor in terms of design and specification of the structure and this puts them in a position where they take over the contract documents as soon as preparation is done. There are rare cases of bidding for this position and in most cases, the client usually approaches a firm first which performs all those responsibilities for them. This means that, while a contractor is paid by the client, their supervision falls solely on the design consultants responsibilities (Masterman, 2003). In the hierarchy of the functional process, the client and design team could occupy the same level with the contractor below them or the client could be above the design consultant who would in turn be above the contractor. For the client, the main advantage of this method is that they are guaranteed of a reliable technical design. This is because the design consultant works with the client and their profit comes from both the client and contractor. This enables a reliable design process with utmost dedication from the consultant (Morledge, 2013). They can also get near accurate quotations limiting the variations expected and therefore unforeseen expenditures. It is however time consuming as all the processes of tendering have to take place before construction can take place. For the designer, the advantage is that they represent the client as an equal and are paid off the project not by a particular side. They are in charge of the design, tendering and construction process enabling them to have control over a vast array of elements. They are however subjected to preparing for much of the legal work whose liability falls on them should an error occur (Morledge, 2013). For the contractor, the advantage is that they face fairly fewer variations allowing smoother flow of work. For a specified profit, a contractors responsibility is limited only to construction allowing them to move on to other projects or build for parallel projects should the time and resources allow. They are however susceptible to the bulk of the financial strain as the tendering process is expensive and they are also paid in phases only after certain predetermined portions or stages of the work are complete. They are also locked out of the design process unable to offer technical or managerial input which would aid them in the construction process (Manley et al., 2014). This type of project is best suited for complex structures requiring minimum price fluctuations, high quality of work done and least construction time taken. It is recommended for clients with no technical design or construction background hoping to achieve the best performance (Wang et al., 2010). Examples include construction of structures owned by organizations, companies, individuals or industries with no technical design or construction background e.g. banks, schools, etc. or whose technical personnel are not qualified by the oversight bodies to participate in the projects. Design And Build This type of procurement process has only two parties. Aside from the client, the contractor is usually the other side. In this type of contract, the contractor is usually in charge of producing every technical design component of the construction and finishing up by constructing it. This method has its own improvements over the traditional approach as it is a lot more time saving than the methods were. It also cuts down on the red tape required to see construction projects finished and especially when compared to a heavily staged process like the design bid build and traditional approaches (Seng and Yusof, 2006). This process involves the contractor at the very beginning of the construction process unlike where the contractor joins in after a significant portion of the planning and design work has been carried out. As the method name suggests, the contractor produces the designs for the work as agreed with the client then. The client usually has an idea of the desired end result which, upon regular information exchange, is the basis of the contractors design process (Seng and Yusof, 2006). The contractor, in this case, is usually in charge of the design consultants and all other sub-contractors. As for the design part, they may choose to have a joint venture with a design company, subcontract the design services or utilize an in-house design team for this end. The responsibility of coordinating these parties falls squarely on the contractors hands. The process therefore flows from contractor identification by a client, to the design and then construction without having to stop to tender some process components (El Wardani et al., 2006). The main benefit enjoyed by the client in this case is are a shortened construction process with minimal involvement of multiple parties which leads to an economical balance. The fact that it is handled by one contractor also provides security in terms of accountability but it could also be disadvantageous where the contractor breeches the contract (Adafin et al., 2016). The variations in contract elements may also be a huge blow to the client as it may mean greater expense. It suits the contractor as they have a chance to contribute their technical and management expertise allowing for the design process to accommodate their capabilities and limitations. It also allows for direct communication with the client which reduces the delay in resource gathering and information collecting. This method is also adaptable to BIM technologies much to the benefit of both the client and contractor (Du et al., 2016). This method of procurement is suitable to a few limited options which include where the structure being constructed is simple and/or requires minimal innovation and complexity (Wang et al., 2010). It is also suitable for structures whose design is almost uniform across various industrial functions and geographical locations. Such a building or structure has minimal variations too. An example of such a structure is a warehouse where there are very few design variations between various warehouse designs. It is also practical where only one technical team is needed for design, construction and maintenance and where a construction programs activities overlap each other (Seng and Yusof, 2006). Construction Management This is a construction procurement method that incorporates one extra party whose sole responsibility is to manage the processes denoted in the construction project. This is similar to management contracting where a client hires an external management team to head the design, documentation and construction process too (Doloi et al., 2015). The only difference in this case is that the construction manager or management team usually has no contract with the subcontractors but rather they are contracted by the client. As such, their responsibility is simply managing the various parties involved, technical advice and representing the client in both the design environment and the site (Broome, 2002). They also prepare contractual documents for the client. Basically, they are a clients proxy in the construction process but with no legal connection to the subcontractors (Manley and Chen, 2015). The advantages experienced by the client in this case include rapid construction time, comprehensive management expertise at the commencement of the project and coordination of the technical teams. The client also gets a guarantee of accountability with the project. The client is however more open to risk in this case as they directly sign into the contract with the other contracting parties. This means that any variation in the contract would also affect the client directly. They are also susceptible to more expense with a construction manager than without (Chen et al., 2015). For the construction management team, the advantage with this method is the liberty to engage and coordinate various parties according to their expert opinion. They are able to complete more processes at a go with the right compartmentalization skills and it is even possible for construction managers to take on more than one project at a go. The major disadvantages faced by this method include the lack of total authority over the subcontractors making them susceptible to open rebellion (Singh et al., 2007). The subcontractors in this case include the technical design team i.e. architect, engineers, quantity surveyor and contractor. The advantage of this method is that it includes them all at the conception allowing them to work together as a team for maximum accountability and consideration of limitations. It reduces the working friction between various contracting parties as the lead charge is the construction manager and minimizes their risk considerably as the client takes the majority of it (Ross, 2003). This method makes it easier to integrate BIM technologies and other digital modelling to allow for convenient information sharing and simulation. This method however limits their independence and freedom of changing the set contractual guidelines for their individual profit meaning that profits for each subcontracting team may be lower than with other methods (Singh et al., 2007). This method is suitable for extremely large projects or projects including repetitive processes that need to be coordinated. It is recommendable where the client, while wishing to take full responsibility of the project, requires professional assistance owing to a variety of limitations. An example of a project needing such a procurement process would be the construction of an infrastructure project e.g. road or railway spanning a relatively long distance that is subdivided into sections allowing for more subcontractors, either per section or for more than one section (Lu et al., 2010). Conclusion The preferred method is usually a matter of client preference. To obtain optimum economic gains/savings and quality against time spent, a client needs to factor in the advantages and disadvantages highlighted above in order to select a suitable procurement method (Victoria State Government, 2006). References Adafin, J., Rotimi, J.O. and Wilkinson, S., 2016. Risk impact assessments in project budget development: architects perspectives. Architectural Engineering and Design Management, 12(3), pp.189-204. Benson, L., 2010. Organizational flexibility Management in Construction. Broome, J., 2002. Procurement routes for partnering: a practical guide. Thomas Telford. Chen, L., Manley, K. and Lewis, J., 2013, May. The impact of construction organisations learning capabilities on collaborative projects. In Proceedings of the 19th International CIB World Building Congress. Queensland University of Technology. Davis, R.P., Love, P. and Baccarini, D., 2008. Building procurement methods. Doloi, H., 2015. Key Factors of Relational Partnerships in Project Management. In Handbook on Project Management and Scheduling Vol. 2 (pp. 1047-1061). Springer International Publishing. Du, L., Tang, W., Liu, C., Wang, S., Wang, T., Shen, W., Huang, M. and Zhou, Y., 2016. Enhancing engineerprocureconstruct project performance by partnering in international markets: Perspective from Chinese construction companies. International Journal of Project Management, 34(1), pp.30-43. El Wardani, M.A., Messner, J.I. and Horman, M.J., 2006. Comparing procurement methods for design-build projects. Journal of construction engineering and management, 132(3), pp.230-238. Lu, S.T., Kuo, Y.C. and Yu, S.H., 2010, July. Risk assessment model for the railway reconstruction project in Taiwan. In Machine Learning and Cybernetics (ICMLC), 2010 International Conference on (Vol. 2, pp. 1017-1022). IEEE. Manley, K. and Chen, L., 2015. Collaborative learning model of infrastructure construction: a capability perspective. Construction Innovation, 15(3), pp.355-377. Manley, K. and Chen, L., 2015, September. Client learning and the performance of collaborative infrastructure projects. In The Proceedings of the 6th International Conference on Engineering, Project, and Production Management (EPPM2015) (pp. 508-517). Griffith School of Engineering, Griffith University. Manley, K., Rose, T. and Lewis, J., 2014, May. The distribution of absorptive capacity among construction supply chain participants. In Proceedings of the CIB 2014 International Conference on Construction in a Changing World (pp. 1-16). The University of Salford/International Council for Building (CIB). Masterman, J., 2003. An introduction to building procurement systems. Routledge. Morledge, R. and Smith, A., 2013. Building procurement. John Wiley Sons. New South Wales Government, 2005, February. Procurement Methodology Guidelines for Construction. Version 1, NSW Government, Sydney, Australia. Ross, J., 2003, April. Introduction to project alliancing. In Alliance Contracting Conference (Vol. 30). Rowlinson, S. and McDermott, P. eds., 2005. Procurement systems: A guide to best practice in construction. Routledge. Seng, N.W. and Yusof, A.M., 2006, September. The success factors of design and build procurement method: a literature visit. In Proceedings of the 6th Asia-Pacific Structural Engineering and Construction Conference (APSEC 2006) (pp. 5-6). Singh, A., Shiramizu, S. and Gantam, K., 2007. Bid Risk and Contingency Analysis. Cost engineering, 49(12), pp.20-27. Victorian State Government, 2006. Project Alliance Practitioners Guide. Department of Treasury and Finance, viewed 21 September 2017, https://www.dtf.vic.gov.au/projectalliancing. Wang, J., Guan, S. and Lin, D.Q., 2010, August. Study on approach of cost risk assessment in bidding phase. In Internet Technology and Applications, 2010 International Conference on (pp. 1-4). IEEE.

Neonatal Hypoglycaemia, a Literature Review free essay sample

The key words used when researching this review: Neonatal hypoglycaemia/hypoglycemia, New-born hypoglycaemia, Low plasma glucose level, New-born/Infant low blood sugar, Hypoglycaemia in preterm/high risk neonates, Hypoglycaemia/breastfeeding, gluconeogenesis/ketone bodies. The databases and search engines used: Google scholar, CINHAL and Medline. Hypoglycaemia is common among neonates, therefore Healthcare professionals must be aware of the risk factors that predispose infants, allowing for early screening so that asymptomatic hypoglycaemia can be detected and treated early preventing more severe or symptomatic hypoglycaemia. This essay will examine the physiology behind neonatal hypoglycaemia and the neonates at risk, addressing the symptoms and management of neonates which historically has been complicated by a lack of consensus on a clinical definition of a normoglycaemic range. This topic is valuable to the student midwife as you often come across babies that are reluctant to feed or sleepy when assisting breastfeeding within the early postnatal period. How as a health professional can one determine which neonates slow to feed should we be more concerned about, considering hypoglycaemia and the dangers of a repeatedly low blood glucose level, whilst also bearing in mind the mother’s history, the birth, gestation, weight and health of the neonate? To bring Neonatal hypoglycaemia into context this essay will outline a recent case scenario I came across on a Post-natal ward in London. A Late Preterm Male Infant was born weighing 2440g at 35 weeks + 2 days gestation to a Primiparous mother of 40 years. Gravida 1, Para 0. (O Positive, Rubella Immune). She had previously been admitted to the Maternal and Fetal Assessment Unit after suffering from Pre-term premature rupture of membranes (PPROM) at 32 weeks + 4 days, due to a fall, her pregnancy was low risk before this with no complications. She was given Dexamethasone a steroid to promote the maturation of the fetus’ lungs and Erythromycin an antibiotic used for the management of PPROM and sent home a week later. The labour was induced at 35 weeks using 2mg of Prostin. After 12 hours she was given IV Benzilpennicillin and Syntocinon with an Epidural. Labour progressed for another 18 hours to fully and the baby was born by assisted forceps delivery and episiotomy, with cord around the neck at 14:45. Apgar was 9 at one minute and 10 at five minutes, baby weighed 2440g. On initial examination the he was in good condition. By 15:00 The Neonate was put on PROM OBS for 24hours with a plan for the first Pre-feed True Blood Glucose test (TBG), before the 2nd feed and to aim for two consecutive TBG’s of 2. 5mmol/l and to commence skin to skin and to breastfeed as soon as possible. At 16:00 skin to skin and breast feeding was attempted with a successful feed for 10 minutes with good attachment and sucking seen. By 17:20 mother and baby were taken to the post-natal ward, and baby was observed to be alert and active with good tone. At 18:00 The 1st Pre feed TBG was taken with consent at approximately 4 hours of age, using a heel prick test, collected in a yellow top paediatric tube and analysed by a YSI True Blood Glucose and Lactate Machine in NNU. The TBG result was 1. 33mmol/l below the threshold of 2. 5mmol/l, the on call paediatrician was informed immediately. By 19:00 the baby was seen by the on call SHO, who noted that the baby was asymptomatic but unable to latch on to the breast successfully, as mum was very tired a plan was put into place to Top Up 40mls/kg/day of formula via cup feed, equal to 12mls per feed every 2- 3 hours and to document feeds on a feed chart. By 19:30 the baby had taken 12mls of formula by cup. At 22:00 the 2nd TBG result was 1. 72mmol/l Lactate 1. 1mmol/l, with the baby’s temperature being 36. 2C. With possible hypothermia compounding the problem of depleting neonatal energy stores, he was placed in a hot cot at 37C to maintain his temperature for the night. The SHO was informed and a plan put in place to increase feeds to 60mls/kg/day, equal to 18mls per feed via cup every 2-3 hours. The baby’s 3rd TBG was repeated at 01:45 with a result of 1. 60mmol/l and Lactate 1. 83mmol/l. The SHO was informed, with a plan to do a septic screen, begin IV Benzylpenicillin and Amikasin and increase feeds to 90/mls/kg/day, 27mls per cup feed and transfer to Transitional Care. Temperature was 36. 7 whilst out of hot cot for more than half an hour and he was taking 27mls by cup every 2-3hours. The next TBG was 2. 33mmol/l at 03:33, 40 minutes post feed. According to trust guidelines the blood glucose levels must remain between 2. 0-2. 50mmol/l on 2 consecutive occasions, with an assessment by an experienced DR before discontinuing blood glucose monitoring. The next two were 2. 7mmol/l and 3. 2mmol/l and the baby had passed meconium by 11:00 and was alert and rooting. No more TBG’s were now needed until weaning commenced from cup feeding formula to fully breastfeeding. With close observation, blood glucose tests and regular feeding this baby managed to pull through an episode of asymptomatic hypoglycaemia, possibly brought on by the risks associated with being born slightly premature and having low substrate stores. The long labour and an assisted delivery with a nuchal cord could have led to more of his endogenous glucose stores being used, as could the possibility of neonatal sepsis. The slight delay in skin to skin and feeding of more than an hour, possibly due to suturing of the episiotomy, could have led to the neonate using up more of the already depleted substrate stores. In neonates hypoglycaemia is a relatively common occurrence which can become a potentially serious problem if left undiagnosed or untreated in neonates within a high risk category for the condition. The incidence in the entire population of â€Å"high-risk† infants may be as high as 30%. (McGowan 1999) For the majority of healthy term infants a drop in glucose levels after birth is expected and a normal reflection of metabolic adaption to extrauterine life as they have built up alternative fuels in the liver and adipose tissue to compensate. â€Å"Healthy term babies who do not have any risk factors for hypoglycaemia should not have routine blood glucose measurements taken unless they show clinical signs†(Hawdon, 2012) During pregnancy Glucose Homeostasis is maintained in utero through a steady supply of glucose from the mother via the placenta. Following birth and cord clamping, there is an abrupt removal of glucose supply and blood glucose concentration then naturally decreases reaching a low point around 1-3 hours post birth, a normal physiological adaption. This decrease in glucose concentration is in fact an essential process that activates the neonates own glucose production, initiating gluconeogenesis. Endocrine changes bring a rise in plasma glucagon and a decrease in plasma insulin, starting glycogenolysis, which mobilises glucose from glycogen stores in the liver, (gluconeogenesis). Ketone bodies are also produced through ketogenisis and lipolysis the release of fatty acids from triglyceride stores (Wardle, 2009). The neonate’s brain depends on a steady supply of glucose as its main source of fuel. If blood glucose levels are repeatedly low in at risk neonates this could potentially cause long-term neurological damage resulting in intellectual disability, developmental delay, epilepsy or cerebral palsy. The symptoms of hypoglycaemia are not often obvious as similar symptoms are often seen in sick neonates. Some symptoms include jitteriness, irritability, lethargy, hypotonia poor feeding and temperature instability. The more major symptoms like apnoea, seizures or coma are more likely to lead to brain damage and must be acted on with treatment immediately by admission to NNU and given a 10% glucose IV infusion as this will prevent hypoglycaemia in the majority (Hawdon 2012). As many cases of hypoglycaemia are asymptomatic routine screening for this condition in high risk neonates is recommended. The majority of cases of hypoglycaemia can be predicted by early identification of the neonates who have one or more risk factors. Infants at a higher risk due to limited storage of glycogen in the liver and lower brown fat stores are; growth restricted and small for gestational infants due to placental insufficiency, preterm infants of