One of leading causes of death Alzheimer's disease in men Essay

One of leading causes of death Alzheimer's disease in men - Essay Example This type of disease can also be described as memory loss or forgetfulness and it is very common among the elderly people. This condition is responsible for causing more deaths among the males in the US. Schaie & Willis (2002) suggest that dementia of the mind can be attributed to old age and this is seen as a normal development in the life of the human beings. According to Thomas (1996), research has shown that the majority of adults who have what he calls Attention Deficit Disorder (ADD) are not aware of their condition and the number of people affected is greater than imagined. Park (2010) posits to the effect that â€Å"More than 5 million Americans currently suffer from Alzheimer's disease, a number that will grow to 13.4 million by 2050. There is no cure.† The other problem related to this disease is that there is no definite test for Alzheimer and the therapies that exist include drugs and lifestyle behaviors which include keeping the mind busy through games and puzzles as well as trying to enrich social relationships with other people. However, these techniques can only can â€Å"only delay, not stop, the onset of memory loss, confusion and cognitive decline that generally extend over a period of several years,† Park (2010). ... According to CDC (2011) the only remedies available include therapies that are offered by voluntary organizations in the US. These specifically provide home based care to the people affected by this disease and at times they provide training programs such as exercise as well as performing other activities like reading and watching television since they help to keep their mind active. The people who offer voluntary work to the affected people also teach them different lifestyle activities that can help them to live health lives. These include aspects such as good diet which can significantly improve their health. The people affected by this disease can also get medication as prescribed by their physicians. The government and other healthcare agencies have spent a lot of money through assisting people affected by this disease. â€Å"The cost of health care for people with Alzheimer’s disease and other dementia was estimated to be 200 billion dollars in 2012, including 140 billi on dollars in costs to Medicare and Medicaid and is expected to reach 1.1 trillion dollars in 2050,† (Tejada-Vera, 2013, p. 1). More resources are being spent in dealing with this problem hence the need for holistic measures that can address the problem once and for all. These groups spend quite a lot of money procuring drugs that can be used by the patients. Part of the money is also used for educational programs that are meant to create awareness among the Americans about the dangers of this disease. It has been realized that a lot of people often ignore the existence of this epidemic which is responsible for causing a lot of premature deaths in the US. The other important aspect about

Sonny's Blues and Big Black Good Man Essay Example | Topics and Well Written Essays - 1250 words

Sonny's Blues and Big Black Good Man - Essay Example This paper endeavors to tackle the different significant points in both aforementioned short stories. It also aims to discuss the variations in both literary works. The story entitled, Sonny's Blues by James Baldwin, is a tale inscribed in the first-person singular narrative style. It commences with the narrator reading about his younger brother named Sonny who has been seized in a heroin bust. The narrator then recounts about the events of his day; he is a professor at a school in Harlem. However, he is having trouble of getting his mind off Sonny. He imagines all the boys he is teaching in class who he supposes does not have a bright future and probably doing drugs just like Sonny. After school, he came across a friend of Sonny who informs him that they will put him up in jail and put him in rehab but eventually he will be set free and hence, be all alone. Originally, the narrator does not have any contact with his brother Sonny not until his daughter Gracie passes away due to poli o when he decided to write him a letter. Hence, they eventually re-established their means of communication and somehow got updated with each other’s lives. When Sonny was set free from jail, he then resided with the narrator who is his brother. The two brothers then had a flashback of their parents. The narrator depicts his father as a drunken man, who passed away when Sonny was fifteen. Sonny and his father had the same solitude; however they did not get along. Sonny was an introvert and usually quiet; while their father acted as if he was immense, resilient, and loud-talking. They also reminisced the time of their mother’s funeral where the narrator had a talk with Sonny asking him what he aims to do with his life. Sonny replied that he desires to be a jazz musician and to play the piano. The narrator does not appreciate this dream and does not believe that it is good enough for Sonny. They also discussed his living arrangement for the remainder of his high school d ays. This subject matter ignites the two brothers to be in an argument where Sonny calls his brother ridiculous for not knowing who Charlie Parker is, and contends that he does not want to finish high school or live at the house of the parents of Isabel who is the narrator’s wife. However, they resolved the predicament with a compromise, since the house of Isabel’s parents had a piano; Sonny could play it whenever he wishes to provided that he will agree to go to school. It was then discovered that Sonny is not pursuing his studies instead he plays in the Greenwich Village with his jazz friends whom the narrator assumes that he is taking drugs with so Sonny left the house of Isabel’s parents and went to the navy. After the communication of the two brothers were re-established, Sonny arrives at the house, and asks the narrator if he wishes to come and watch him play in Greenwich Village, and the narrator, although reluctant at first, decides to go with Sonny. Son ny then starts to narrate about his heroin addiction in somewhat vague terms. He divulges that when the lady that the brothers both admire was singing at the revival meeting, it prompted him to be reminiscent of what it feels like when heroin is gushing through one’s veins. Sonny declares that it makes an individual feel that he is in control, and sometimes a person just have to feel that way. The narrator inquires if he has to feel like that to play and he responds that some people do. They then tackled suffering and the narrator raises the question

NTCM standards Essay Example for Free

NTCM standards Essay NTCM standards are widely used standards for mathematics in US and many websites are now offering different services which can familiarize a student to the standards and help student to learn the elementary mathematics while having fun also. This paper will present an analysis of the four websites that contain math activities which confirm to the NTCM standards. First Website http://illuminations. nctm. org This website offers different activities such as numbers and operations, geometry, Algebra, Measurement and problem solving etc. The methodology used by this site is really simple and comply with the standards by providing an easy to learn approach which is basically targeted at improving the number sense of the children. Since this website offers lessons for different classes and as such as the standard improves, the complexity of the mathematical operation increase too. For initial classes like Pre K-2 etc the operations are really simple such as computing, addition, subtraction however, as the level of difficult increases, the complexity of these operations improve too. This website is appropriate for the students from Pre- K-2 to the age groups of 9-12 years. These activities are important for the students because they assist them in improving their understanding of the mathematics and basic operations. These activities can lead to the achievement of students because they are presented in a very unique and different way and can keep the interests of the students intact. These activities support differentiation of the instruction because they provide a very easy to use tool which is not only simple but also very easy to understand. Students can easily learn them and teachers have the option to make them more fun to learn.

The use of HRM in public sector

The use of HRM in public sector This assignment seeks to produce an analysis and critical evaluation of how Human Resource Management has been used as a lever of change in the public sector. It will consider change in its organizational context and the rational for and purpose of the change. It will also look at the involvement of the stakeholders and the approach been followed to bring about the change. The factors that influence the change and its triggers will also b e analyzed. The role of Human Resource Management and how it has been used to bring about change; and resistance to change will also be looked into in the course of this work. The first stage of the development of public management, according to McLaughlin, Osborne and Ferlie (2002), was the minimal state. Here, government provision was seen as a necessary evil and the provision of almost if not all the public services were through private provision (Owen 1965). However, it was during that period that that the basic principles of public provision were laid out. The second stage of the development of public management started in the twentieth century and was characterized by an unequal partnership between the government and the private sector McLaughlin, Osborne and Ferlie (2002). Here, there was an ideological shift from the traditional conservatism which obtained in the first stage towards social reformism and Fabianism as cited by (Prochaska, 1989). This shift according to them contained three elements which are A recasting of social and economic problems away from a focus on blaming individuals to a recognition of those problems as societal issues which concerned everybody The recognition that the state did indeed have a legitimate role to at least provide some public services And thirdly, in a situation where the state did not provide the public services, it needed to enter into a partnership with the private sector to provide such, even though the state would have more to do. This model according to (Kamerman and Kahn, 1976) is where the state provided the basic minimum and the charitable and private sectors took it up from there. The third stage is the welfare state which according to (Beveridge, 1948) cited in McLaughlin, Osborne and Ferlie (2002), is based on the belief that charitable and private sectors had failed in there provision because of the duplication and fragmentation of the service provided, because their service was inefficient and ineffective. Consequent upon these, the provision of these services would now be managed by professional public servants. The final stage, which is what obtains today, is the plural state. This stage came about as a result of the criticisms against the welfare state. The focus of the welfare state was on the provision of a minimum standard of service to the citizens but late on in the twentieth century, the perceived needs of the citizens had moved on to a situation where they expected services to meet their individual needs and to be a part of the process of the service delivery (Mischra, 1982) cited in McLaughlin, Osborne and Ferlie (2002). However, the debate became more focused in the 1990s because this fourth approach became characterized as the New Public Management. This is because as posited by (Dunleavy, 1991) this approach to public management was based on an incisive critic of bureaucracy as the organizing principle within public administration, a concern with the ability of public administration to secure the economic, efficient and effective provision of public services (Hughes, 1997), and a concern for the excesses of professional power within the public services and the consequent disempowerment of service users (Falconer and Ross, 1999). In spite of the fact that lingering debate as to the exact nature of New Public Management, its classic formation according to (Hood, 1991) in McLaughlin, Osborne and Ferlie (2002) is made up of seven doctrines which are: a hands on and entrepreneurial management in preference to the traditional bureaucratic focus of the public administrator (Clark and Newman, (1993) explicit standards and measures of performance (Osborns et al, 1995) an emphasis on output controls (Boyne 1999) the importance of the aggregation and decentralization of public services (Pollit et al, 1998) promotion of competition in the promotion of public services (Walsh, 1995) emphasis on private sector styles of management (Wilcox and Harrow, 1992) and the promotion of discipline and parsimony in resource allocation (Metcalf and Richards, 1990). In addition to these seven doctrines is the one posited by (Stewart, 1966) cited in McLaughlin, Osborne and Ferlie (2002) which is of the taking away of political decision making from the direct management of public services. However, the New Labour government has taken it a stage further from the plural stage. This is because it is argued that the view of both the public management and the New Public Management is myopic which according to (Clark and Stewart, 1998) in McLaughlin, Osborne and Ferlie (2002) is from a narrow focus on the marketization of public services and towards an emphasis upon community governance. In this situation, the public sector is no longer seen only in relation to the government a planner or service provider, but as working together with the government, voluntary and community sectors and the private sector in the planning, management and provision of public services. Here, according to (Rhodes, 1996; Kickert et al, 1997), the main function of the government becomes the management of the intricate system of service provision. New Public Management according to (Dunleavy and Hood, 1994) is a way reorganizing public sector bodies to bring their management, reporting, and accounting approaches closer to business methods. This reorganization involves the two main ways that the public sector organization is structured by moving it down-grid and down-group as opined by (Douglas, 1982). Down-grid according to him is when there is a reduction of powers by procedural rules over issues like staff. Down- group on the other hand is a situation where the public sector is made less distinctive as a unit from the private sector in relation to personnel, reward structure and in methods of doing business. This shift resulted in budgets been reworked to become more attractive in accounting terms and organizations became a network of contracts linking incentives to performance (Dunleavy and Hood, 1994). Again, functions were separated by introducing distinctions between the purchaser and provider and opening competition between agencies, firms and not-for-profit bodies. Also, provider roles were deconcentrated to the minimum sized feasible sized agencies, allowing users to exit from one provider to another. These according to (Dunleavy and Hood, 1994), was for the purpose of better service delivery. According to (Polsby, 1984) in (Dunleavy and Hood, 1994), New Public Management can be influential in at least two modes based on past experience of organizational change. The first is the incubated mode when change ideas only come into effect in the long run and the acute innovation pattern, in which change programmes reach there peak early and break up soon after. However, New Public Management seems to be a mix of both modes. This may be as a result of New Public Management now been so omnipresent in public sector organizations that it hardly amounts to a distinctive change programme anymore (Dunleavy and Hood, 1994). As opined by (Dunleavy and Hood, 1994), New Public Management has proved a fairly durable and consistent agenda but according to McLaughlin, Osborne and Ferlie (2002), New Public Management may weaken the accountability of public services and the commitment of the community in the pursuit towards marketization. This has brought to the fore, the criticisms of New Public Management which fall into four groups. Though these four broad criticisms of New Public Management contradict themselves, some important lessons can be learnt from them. The fatalist critique of organizational change going by the position of (Dunleavy and Hood, 1994) is that the basic problems of public sector management which include system failure, human mistakes and corruption cannot be done away with, not even by New Public Management. Fatalists are of the opinion that there is really not much change going on in spite of new acronyms and control frameworks promoted by New Public Management and that the much talked about systems have failed. From the point of view of the individualist critique, New Public Management is somewhere between the traditional structure of public administration and a fully formed system which is based on enforceable contracts and the legal rights of individuals. Individualists see New Public Management as becoming a kind of replacement for fully individualized contract rights (Dunleavy and Hood, 1994). The hierarchist critique is that human beings have the ability to manage nature in a defined way but that care should be taken so that the process of change does not get out of hand thereby damaging the public sector. There worry is that as a result of the changes, the ethics of traditional public service will be removed together with the career concept and the redesign of public sector organizations (Dunleavy and Hood, 1994). The egalitarian critic is centered on the premise that problems could arise if concentration of organizational power and decision making are left with the elite because a large scale marketizing reform will increase the risks of corruption in the public service. This is because New Public Management emphasizes a management that is close to the customer, the decentralization of service delivery and giving clients a choice (Dunleavy and Hood, 1994). HUMAN RESOURCE MANAGEMENT AND CHANGE IN THE NHS: According to Armstrong (2006), the nature of interaction between Human Resource Management and performance, and in particular the search for a definite and conclusive evidence of the positive impact of Human Resource Management on performance cannot be underestimated. The impact of the NHS Plan on the workforce has been expressed through the Human Resource in the NHS Plan which has formed the basis for the development of a variety of Human Resource Management policies focused on making the NHS a model employer and ensuring that the NHS provides a model career by offering a Skills Escalator, improving the morale of staff, and building people management skills led to the launching of a new workforce strategy by the middle of the decade. Human Resource Management systems and practices have a laid down framework which involves other organisational factors like structural arrangements. Based on this, Brown (2004) observed that while changes to the public sector over the last twenty have had a significant impact on employees of public sector organizations and the conditions under which employees work, limited thought has been given to the specific field of Human Resource Management research in relation to the public sector. In the UK which is the focus of this study, government has placed a high importance on the value of strategic Human Resource Management in improving the delivery of healthcare reforms. Towards the achievement of this, local trusts of the NHS are encouraged to adopt a best business practice approach by, according to (Bach, 1994), engaging all staff through people management processes. This idea of Human Resource Management in the public sector establishes that Human Resource Management is a major infl uence in public sector change but theoretically, there has to be a scope for the Human Resource function within trusts to adopt a more strategic role within the New Public Management (Stock et al, 1994). According to (Corby, 1996) it should no longer be consigned to a reactive and administrative role, interpreting and applying national rules, and can be proactive. As opined by Barnett et al (1996) the Human Resource function within the NHS is characterised traditionally by low credibility, a narrow operational contribution and a peripheral position. According to (Brown, 2004), the bureaucratic and the management models of public sector operation and activity are compared to discern the ways in which employment and organizational issues are conceptualized in each model. The manner in which the institutional, policy, and organizational changes impact public sector employment and conditions of service are explored. Higher managerial objectives as posited by (Kramar, 1986) are achieved through effective Human Resource practices offered by adopting HRM principles. It can be argued then that the adoption of New Public Management has thrown the possibility of managers acquiring or developing sophisticated Human Resource Management techniques open. This is because New Public Management principles allows a more flexible and responsive approach to quest ions of recruitment, selection, retention, training and development of NHS employees. This is because according to (Tyson and Fell, 1992; Tyson, 1995; Storey, 1992; Ulrich, 1997), for Human Resource functions to play a strategic as opposed to a tactical or administrative role, it has to be distinguished by a focus on the long term, linking business and Human Resource strategic objectives and forward planning. The application of HRM principles within the public sector displaced the traditional model of personnel administration and was argued to have been introduced when the sector experienced a shift from a rule-bound culture to a performance-based culture (Shim, 2001) and paralleled the extensive public sector managerial restructuring and reform programme with the new models of HRM in the public sector highlighting the notion of human resources having the capacity to achieve performance outcomes in line with the strategic direction of the public sector organization (Gardner and Palmer, 1997). With particular reference to the UK, a number of distinctive features of public sector management include more attention to issues of health, safety and welfare of staff. Another feature is the tendency of public employment practices to be standardized, with workers performing similar tasks and also having the same terms and conditions regardless of their geographical spread, high levels of union den sity across public sector organizations (Winchester and Bach, 1995) and also the emphasis on staff development and equal opportunities typifies the State as a model employer (Farnham and Horton, 1992). According to (Truss 2003), there are currently some policies and management initiatives that are transforming the structure and organization of the NHS. The current role of Human Resource Management in the NHS, its status within the service, and its success as an effective function have become especially important at this time as opined by (Bach 2001, Clarke 2006).  Ã‚  As a result of these, the growing importance of the Human Resource function is particularly clear in situations where individual NHS trusts are granted greater financial and operational independence within the increasingly competitive, consumer driven market that the government is creating. This is in spite of the argument by some commentators that changes in the role and status of HRM in the public sector merely follow orientations developed in the private sector (Buchan 2000; Thomason 1990).  Ã‚  However, Human Resource practitioners within the NHS see it from a different perspective. According to them, the intr oduction of more efficient people management is an important and necessary development, one that is very important in an environment where people  are not only the service providers, but also the product and customer of healthcare services. A change in Human Resource functions was one of the reforms that took place in the NHS and its purpose was to cut through bureaucracy and red-tapism and ensure cost-efficiency and effectiveness in the system through a process of decentralization. Decentralization within the NHS was based on the NHS and Community Care Act of 1990. This Act created both the internal market and self governing trusts, and introduced a division and marketization of relations between health care providers and purchasers Lloyd (1997). Decentralization is the transfer of authority or responsibility for decision making, planning, management or resource allocation from government to its field units, administrative units, regional or functional authorities, private entities and non-governmental private or charity organizations. According to (Rondinelli and Cheema, 1983; Rondinelli et al., 1989; Hope, 2000; Sarker, 2003; Elliot and Bender 1997), decentralization acknowledges that for service provision to be effe ctive, different approaches must be adopted in various area of public sector and the necessity to construct pay structures to reflect these needs. In turn, this has resulted in both more diverse and more flexible pay arrangements. Consequently, the main advantage of decentralization and of delegated responsibility for pay is that it encourages, management to develop a reward strategy that is consistent with an agencys wider strategic goals. Delegating responsibility for pay to agencies may be viewed as a mechanism for stimulating agencies to develop an explicit and consistent set of strategic goals in order to satisfy their customers. The main aim of the decentralization process was to encourage trusts to determine pay locally. The central theme of the modernization pay reform was that it should be based on performance. The main thrust of the Agenda for Change within the NHS is the payment of employees based on their performance and as per their skills and knowledge. However, this was not only a new way of paying employees, it was developed to support and enable improvement for patients, employees and the organization. This according to (Department of Health, 2009), allowed for equality of pay, pay re-structuring and transparency. The Human Resource function was used to bring about this change in terms of job evaluation, harmonizing terms and conditions of service and through the knowledge and skills framework. PLANNED CHANGE: As a concept, the process of change starts with the awareness of a need for change. An analysis for the need for change and the factors that lead to it will now be an indicator of the direction in which action needs to be taken (Armstrong, 2006). Proponents of change management have proposed two forms of the process which are: planned and emergent. Planned change has dominated the theory and practice of change management over the last 50 years and is significantly based on the work of Kurt Lewin. This approach sees organisational change as a process that moves from one fixed state to another through a series of pre-planned steps, and can therefore be analysed by a construct such as Lewins (1951) Action Research model. Another planned approach to organisational change is Lewins (2003)Three-step model which describes the three learning stages of freezing; when one clings to what one knows, unfreezing; when one explores ideas, issues and approaches, and refreezing; the stage of identify ing, utilising and integrating values, attitudes and skills with those previously held and currently desired. This approach recognises that, before any new behaviour can be adopted successfully, the old one has to be made away with. Only then can the new behaviour be fully accepted. The organisational change that was carried out in the NHS embodies some of the characteristics of the planned model, defined by (Iles and Sutherland, 2001) as implementation of some known new state through the management of some form of transitional phase over a controlled period of time. This came about when politicians and health care professionals recognized some degree of change was necessary in the UK health sector in order to facilitate better healthcare delivery services. In response to the intention, government embarked on series of health program reforms to effect positive changes in the healthcare. Governments health reforms have concentrated on hospitals, but increasingly shifting their attention to NHS community services. Governments plan is to improve long term healthcare outcomes for individual patients while reducing the cost pressures on the system as a whole. Proposals include more outreach clinics, a regular healthcare checkup, and joined-up care plans. This plan of action by the government is based on a model that will make healthcare services affordable and closer to the patients. The governments proposals on change are aimed at the following: Bringing some specialties out of the hospital nearer to people, including dermatology, ear, nose and throat, orthopedics and gynecology would be achieved either through outreach clinics run by hospital consultants or specialist services provided for by GPs Introducing a new generation of community hospitals that will provide diagnostics, minor surgery, outpatient facilities and access to social services in one location Pilot a new NHS life check or health MoT from 2007 to assess peoples lifestyle risks, the right steps to take and provide referrals to specialists if needed The life check will be run on a two-stage basis with patients first filling in a paper-based or online self-assessment. If the assessments indicate the person is at significant risk of poor health for conditions such as diabetes, cancer or heart disease, the individual would then be given access to a health trainer who could advise about diet and exercise. If problems are more complex, patient would be referred to a GP or nurse Give patients a guarantee of registration on to a GP practice list in their locality and simplifying the system for doing this Introducing incentives to GP practices to offer opening times that respond to the needs of patients in their area Consideration was given to dual registration allowing patients to register with more than one GP but was thrown out because it would undermine the underlying principles of the family doctor system New responsibilities placed on local councils and the NHS to work together to provide joined up care plans for those who need them Supporting people to improve self care by trebling the investment in the Expert Patient Programme, which teaches patients with long-term illnesses, such as asthma and diabetes, how to control their condition Developing an information prescription for people with long-term health and social care needs and for their carers More support for carers, including improved emergency respite arrangements and the establishment of a national helpline for carers Extension of direct payments and piloting of individual budgets for social care to allow people to decide what their allocations are spent on Increasing the quantity and quality of primary care in under-served, deprived areas through a national procurement programme which would open the GP market to the private and voluntary sectors Encourage nurses and other health professionals, such as physios, to take on more responsibility Set up pilots to allow patients to self-refer themselves to professionals other than GPs, who currently act as gatekeepers to the NHS (www.news.bbc.co.uk) REFERNCES: Armstrong, M. C. (2006) A Handbook of Human Resource Management Practice. 10th Ed, London, Kogan Page. Bach, S. (2001) HR and New Approaches to Public Sector Management: Improving HRM Capacity. Workshop on Global Health Workforce Strategy, World Health Organization, Annecy, France. Brown, K. (2004) Human Resource Management in the Public Sector. Public Management Review, 6(3), pp 303-309. Buchanan, J. (2000) Health Sector Reform and Human Resources: Lessons from the United Kingdom. Health Policy and Planning, 15(3), pp 70-89. Clark, N. (2006) Why HR Policies fail to support workplace learning: The Complexities of Policy Implementation in Healthcare. International Journal of Human Resource Management, 17(1), pp 190-206. Department of Health. (2009) Agenda for Change. Dunleavy, P. and Hood, C. (1994) From Old Public Administration to New Public Administration: Public Money and Management, 14(3), pp 9-16. Lloyd, C. (1997) Decentralization in the NHS: Prospects for Workplace Unionism, British Journal of Industrial Relations, 35(3), pp 427-446. McLaughlin, K., Osborne, S. P, and Ferlie, E. (2002) New Public Management- Current Trends and Future Prospects, (EDs) Abingdon, Routledge. Thomason, G. F. (1990) Human Resource Strategies in the Health Sector. International Journal of Human Resource Management, 1(3), pp173-194. Truss, C. (2003) Strategic HRM: Enablers and Constraints in the NHS: International Journal of Public Sector Management, 16(1), pp 48-60. http://www.dh.gov.uk/en/Managingyourorganization/Humanresourceandtraining/Modernizingpay/Agendaforchange/DH_424 (Accessed 19 April 2010) http://www.eurofound.europa.eu/eiro/2002/08/feature/uk/0208103f.htm (Accessed 19 April 2010) http://www.healthcaresupply.org.uk/pdfs/hrinthenhsplan.pdf (Accessed 21 April 2010) http://www.lums.lancs.ac.uk/events/owt/10301 (Accessed 3 May 2010) http://news.bbc.co.uk/1/hi/health/4662024.stm (Accessed 3 May 2010) KENECHUKWU O. AKABUA 0823583 MA HUMAN RESOURCE MANAGEMENT HR 4062 HRM AND CHANGE.

Legislating Reproductive Rights: The Partial-Birth Abortion Ban Act of 2003 :: Politics Political Research Papers

Legislating Reproductive Rights: The Partial-Birth Abortion Ban Act of 2003 Abstract While no federal legislation currently exists limiting access to abortions in general, in 2003, the Partial-Birth Abortion Ban Act became the first piece of federal legislation to regulate a particular abortion method. This specific procedure, known in the medical community as intact dilation and extraction, is a procedure used to terminate late-term pregnancies and is sometimes the safest method of doing so. Since the ban’s enactment, it has been challenged and defeated in federal court three times due to its vague language which can be construed to encroach upon the fundamental right to abortion. Furthermore, the ban has been found to be an unconstitutional violation of established case law pertaining to specific abortion procedures due to its vague language and lack of a health exception to protect the woman’s well-being. This paper also presents research suggesting that the real intent of the ban is to erode the basic constitutional right to choose and that judg ments against the ban should be upheld. Introduction The Partial-Birth Abortion Ban Act of 2003 claims to limit a specific abortion procedure known as intact dilation and extraction (D&X), which is sometimes the safest method for aborting late-term pregnancies. Many factors contribute to the need for late-term abortions and the consequences of denying abortion can be detrimental to a woman’s well-being. Restricting a specific procedure would limit safe options available to women and their doctors. Although the right to obtain an early abortion has been established as a fundamental liberty, this Act uses vague language that could extend to other forms of abortion performed earlier in a pregnancy and fails to include an exception to preserve the woman’s health. This paper will integrate previous decisions regarding abortion with an accurate description of the dilation and extraction procedure in order to demonstrate how the Act’s lack of clarity may result in its application to different procedures. As a result, it is a designed attempt to erode the rights of women. Women deserve the right to choose what happens to their bodies, especially when almost half of all unplanned pregnancies, about 1.31 million per year, are terminated by abortion (â€Å"Overview†). To attempt to ban a specific procedure using vague language may incidentally extend to constitutionally protected forms of abortion, consequentially impinging on our constitutional rights, disregarding pertinent case law and jeopardizing women’s well-being.

Our Individual Social Responsibility Essay -- Personal Social Responsi

Individual Social Responsibility is a moral belief where we as individuals, have a responsibility toward society. Being "socially responsible" is about all individuals behaving ethically and sensitively towards social, economic, and environmental issues. It is about being accountable for our actions and being conscious of the impact your actions have on others, our communities, and the environment. By taking an active participation in resolving some of the issues, we as individuals should all strive to set good examples by applying and adhering to socially responsible practices, such as improving the quality of lives for individuals and their families, volunteer energy and time towards improving and benefiting society. Get involved and actively participate in helping to solve some ...

Assess the Corporate Social Responsibility

Kwame Nkrumah University of science and technology School of Business College of arts and social sciences This research instrument is designed to collect data for a study on the topic the â€Å"the effect of corporate social responsibility on the organizational growth. ( a case study of Vodafone Ghana Kumasi) Please thick [ ] where necessary A THE ORGANISATION QUESTIONNAIRES PART I: DEMOGRAPHIC AND SOCIAL CHARACTERISTICS 1. NAME †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. POSITION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3. SEX [a] male [b] female 4. Age [a] 15-30 [b] 31 – 50 [c] above 60 5.Educational level [a] Primary [b] middle school/JHS [c] SHS [d] tertiary PART II: CSR OF VODAFONE 1. Corporate statement of the company on CSR. IF ANY †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. What is the motivation for embarking on CSR activities by Vodafone in Kumasi? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3. What is the legal frame work governing the CSR activities you undertake? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4. What are the policies you take on the activities of CSR? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5. Major CSR activities implemented Sector| Activities| Environment| |Health | | Education| | Employment| | Water and sanitation| | | | Sector | Names and number of communities that has benefited | Environment| | Health| | Education| | Employment| | Water and sanitation| | 6. Does CSR in your organization have an effect on the corporate performance of the organization? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7. Does CSR have any effect on the customer retention of the organization? [A] YES [B] NO 8. If yes what has been the customer retention trend from the day the company undertook CSR activities till now? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9.What has been your revenue trend after undertaking CSR activities? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10. What are the challenges encountered in undertaking CSR projects? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11. What measures have been resorted to in addressing these challenges? KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY SCHOOL OF BUSINESS COLLEGE OF ARTS AND SOCIAL SCIENCES This research instrument is designed to collect data for a study on the topic the â€Å"the effect of corporate social responsibility on the organizational growth. (A case study of Vodafone Ghana Kumasi) Please thick [ ]Part I BENEFICIARIES, COMMUNITIES SUBSCRIBERS OF VODAFONE 1. NAME †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. OCCUPATION [a] self-employed [b] unemployed [c] housewife [d] civil servant [e] student [f] retired 3. SEX [a] male [b] female 4. Age [a] 15-30 [b] 31 – 50 [c] above 60 5. Educational level [a] Pri mary [b] middle school/JHS [c] SHS [d] tertiary PART II CONTRIBUTIONS OF VODAFONE TO CSR 1. Do you use Vodafone, how long have you been using Vodafone and why? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.Are you prepared to switch to another network? [A] YES [B] NO If yes, why? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. Have you ever heard of the term ‘Corporate Social Responsibility’? [A] YES [B] NO If yes, briefly explain it in your own words †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4. Do you have any idea about Vodafone Ghana’s corporate social responsibility activities? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5. Are you a member within the community in any way involved in deciding the execution of any of such activities? A] YES [B] NO 6. Are you satisfied with these activities? [A] YES [B] NO Please give reasons †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7. What do you think can be done to enhance on these activities? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13. Benefit of CSR activities executed Sector| Benefits| Environment| | Health | | Education| | Employment| | Water and sanitation| | | | 8. Would you recommend that Vodafone still goes on to offer its CSR? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9. Do you think that CSR made any effect on the society?