Essay on Compensation for Living Human Organ Donation is...

Compensation for Living Human Organ Donation is Unethical As technology continues to progress the feasibility of organ transplantation becomes a commonplace. It is very common for organs to be donated after one passes if it is the wishes of the deceased. As the supply of organs from the deceased is greatly outnumbered by the number of patients on waitlists living donors becomes an issue. Many times a relative or close friend is willing to give up an organ to help save a life. The question is: Is it ethical to accept a monetary payment in exchange for an organ to save a life? Organ donation started out as simply â€Å"donation† or the act by which a person voluntarily transfers the title to a thing of which be is the†¦show more content†¦A system in which would be regulated by an international organization such as the World Health Organization. Regulations would include several very important aspects of organ transplant. First of all there would be a set price for each organ, and a set price to be paid to the donor. This woul d prevent the wealthy from having more opportunities than those who are less fortunate than others. This would also prevent bidding on organs. The second important aspect of regulation is to have the donor and recipient remain anonymous. This will help protect from later gifts to the donor. At this point in time this type of regulation is very far form being implemented, thus we cannot have an ethical and moral way to commercialize organ sales. There are several reasons besides the obvious ethical issues that make it wrong to sell organs from live donors. First of all the dangers presented to the donor. Most of the organ donors who would donate their organs for money will mostly come from third world nations. There are two main problems with this. The ignorance of the donor to the risks involved before he or she gives consent, and the fact that the â€Å"middle-men† involved are motivated by money so the most profitable way to remove the organ will be used, putting the health of the donor second. Another issue that would be presented is people will take patients off of life support earlier than they would otherwise if they are motivated by money.Show MoreRelatedThe Problem Of Organ Donation1338 Words   |  6 PagesPeople are finding themselves dying with the decrease of organ donates. Randy Creech finds himself in need of new heart but has been place on long waiting list. Randy has been waiting for months just waiting to found a match but like many others they find themselves dying before getting their match. There been talk between doctors on should them be compensation for organ donates but what would the price be. Should Randy be able to go buy heart from a different country or black market to keep himselfRead MoreOrgan Donation : Organ Donations Essay1323 Words   |  6 PagesPreviously organ donation has encountered organ donors and organ supply rejections. Organ donation challenges and demands decreased as the organ shortages increase over th e years. Organ donation mission is to save many terminally ill recipients at the end stages of their lives, the significance of the organ donation is to give back to restore one’s quality of life. The ongoing issues may present an idealistic portrait of how these issues may be resolved. As a result organ donation mission is toRead MoreShould The United States Government Offer Incentives For1415 Words   |  6 Pagesincentives for organ donation? Many suggest that offering incentives or some form of monetary reimbursement for organs is likely to increase the quantity of organ donors and make the entire process easier for both donors and recipients. The severe organ shortage has generated such desperation that people all over the world have begun to resort to unethical practices to obtain the priceless organs. Most donated organs and tissues are from people who have died. However, a living person can donateRead MoreOrgan Donation And Organ Organs Essay1308 Words   |  6 PagesOrgan donations have encountered organ donor and organ supply rejections. Organ donation challenges and demands increase as the organ shortages increase over the years. Organ donation’s mission is to save many terminally ill recipients at the end stages of their lives. The significance of the organ donation is to give back to restore one’s quality of life. The ongoing issues may present an idealistic portrait of how these issues may be resolved. As a result, the mission of organ donations are toRead MorePersuasive Essay On Organ Donation1371 Words   |  6 PagesOrgans found on the black market are often taken from the body of an unwilling victim. People going about their business abducted and violated to make some extra cash, which could be obtained legally if compensation for donors were legal. In 2005, about one thousand two hundred people died waiting for a kidney transplant, something that could have been prevented if only there wasn’t an organ shortage. The shortage of organs can be tied to the financial devastation that organ donors often succumbRead MoreOrgan Donations after Death730 Words   |  3 PagesOrgan Donations after Death The process of gift giving is the act in which someone voluntarily offers a present for someone else, without compensation. Across all nations, people in need of transplants sit on a waiting list while the war on organ donation ethics continues. After death, one person can help as many as eight people by donating their organs. Organ transplantations raise singularly difficult ethical in its requirements in its obligation for donated organs. Mandatory organ donationsRead MoreCritical Analysis of Deaths Waiting List Essay1094 Words   |  5 PagesIn the article â€Å"Death’s Waiting List† Sally Satel argues that the sale of organs should be allowed in the U.S. She hopes to convince the reader that the only guarantee of getting a transplant is to skip the wait list and just buy one. Although Satel makes a good argument she seems very biased and provides biased evidence to support her claims. Satel claims that there is a problem with organ donations. In order to prove this she begins her argument by stating that the wait for a kidney in a bigRead MoreCompensation for Live Organ Donors1974 Words   |  8 PagesCompensation for Live Organ Donors HU 280 – Bioethics February, 19, 2012 Compensation for Live Organ Donors Currently, there are over 100,000 people on the United Network for Organ Sharing (UNOS) waiting list for organ transplantation (2012, Transplant Trends). Only 26, 246 transplantations occurred between January and November of 2011, (UNOS, 2012, Transplant Trends). There is a huge contrast in the number of people needing organs and the number of organs actually available for transplantationRead MoreOrgan Trafficking Essay1099 Words   |  5 Pagesa call for stricter regulation of post-mortem human tissue. It would seem obvious that what is of paramount value in life would necessarily depreciate in death. This in not true of the human body. With the emergence of biotechnology and the consequent need for post-mortem human tissue, the human cadaver has become quite valuable. In pieces and parts or in its entirety, organizations will pay top dollar for the human body, even after it houses the human spirit. Throughout history, civilizationsRead MoreEssay Organ Trafficking and Body Snatching2609 Words   |  11 Pagestheir new future. Transplanting an organ from one human to another has become a modern, medical miracle. Yet, with a shortage of organs and a surplus of poverty-stricken, the world has resulted to black market trading. Where it once took years of waiting on an organ wait list to receive that needed body part, it can now take just a few weeks or months to purchase a new life. The need for organs, especially in the United States, has procured an increase in organ trafficking and black market dealings

The Industrial Revolution Sparked Invention - 1349 Words

ASSIGNMENT 1: PROFESSIONAL ENGINEERING Mebin Mathews University of Wolverhampton 1227861 Introduction The industrial revolution sparked invention. Individuals and companies found new ways to make our lives easier. Even though the innovations help our everyday lives, we need to think about our future generations and what we are leaving behind for them. It is estimated that by 2050 we will run out of most of the metal resources. Metals are an essential part of us our survival. It can seriously affect the way we on earth. Sustainable development is the key to a brighter future with less waste production. Sustainable development involves three major sectors, social, economical and environmental. When considering these aspects separate, we can see that solution to a problem creating another. For example when creating affordable housing outside of city away from workplaces, it results in increased traffic and pollution that comes with it. Environmentalists win it seriously affects the economy and with that businesses related to that industry. From this we can see that everything is connected in one way or the other. THE HISTORY OF SUSTAINABLE DEVELOPMENT Sustainable development is an action plan to save the earths resources for future generations like fossil fuel. It is also an initiative to preserve the environment we live in. The table below shows the progression of sustainable development over years: History ofShow MoreRelatedThe Steam Railway And The Invention Of The Modern Age993 Words   |  4 PagesThe steam railway was a significant invention in the development of the modern age. I believe that the steam engine was the most important invention to come from the industrial revolution. The expansion of the railway system across the United States and the world influenced how we live our lives today. Throughout the industrial revolution the steam railway reduced the time it took for freight to reach its final destination, expanded the reach people could sell products too, provided a safer transportRead MoreIndustrial Of The Industrial Revolution1666 Words   |  7 PagesMartinez English IV, 1st hour 4/29/16 The Industrial Revolution The Industrial Revolution set people away from farms and small villages and moved them to cities and towns because of the job opportunities that arose in the cities. The Industrial Revolution not only helped people move along in the late 1700s and early 1800s but also it has made the people what they are today. During the Industrial Revolution, the movement from an agrarian society to an industrial one reshaped the roles of families, widenRead MoreThe Industrial Revolution During The 19th Century1161 Words   |  5 Pagesa far more developed country than any others in the world. There are more than one factor that made the Industrial Revolution happened first in Britain, some examples are: The Agricultural Revolution, the growth of population, The Enlightenment and the Scientific Revolution, World Trading, and the Cottage Industry. With all those factors, it comes down to: What started the Industrial Revolution? The clothe industry was one of the big factor. Unlike modern day, clothe was used to be made by hand orRead MoreEffects of the Industrial Revolution727 Words   |  3 PagesThe Industrial Revolution, lasting between the 18th and 19th century, profoundly affected the people of Europe, North America, and other regions of the world. The revolution produced new exciting technological innovations. As a result, the socioeconomic climate and cultural aspects of Europe and North America were altered in an unprecedented manner. Industrial opportunities also lured the population away from agrarian lifestyles to more urban populaces. The Industrial Revolution extensively changedRead MoreThe Industrial Revolution1633 Words   |  7 Pagesmeans of communication, factories to manufacture the products you need, places to work, and ways to travel and transport goods. And what made these possible? The answer is the I ndustrial Revolution, which started in Europe around the year 1730. A revolution is a major change or turning point in something. The Industrial Revolution was a major turning point in history and in the way people lived. Their careers, living situations, location, values, and daily routines all changed, and they needed it desperatelyRead MoreEssay on The First Industrial Revolution: Progressing Society1022 Words   |  5 PagesThe First Industrial Revolution: Progressing Society The First Industrial Revolution modified every aspect of daily life. According to Princeton University â€Å"Economic historians are in agreement that the onset of the Industrial Revolution is the most important event in the history of humanity since the domestication of animals and plants† (Princeton par. 6). The First Industrial Revolution brought along machines, a capitalist economy, and trade expansion. Machines increased productivity, capitalistRead MoreThe Rise Of The Industrial Revolution Essay1160 Words   |  5 PagesA revolution is a â€Å"sudden, extreme, or complete change in the way people live, work, etc.† (Meriam-Webster). The Industrial Revolution was a shift from largely rural, handcrafted and agricultural economies to an eventual urban technology-driven economies. The revolution began in Britain in the 1700s, hit the United States in the 1800s and spread to the whole world by the 1900s. Europe and the United States were components in the products of the Industrial Revolution going viral. These two countriesRead MoreWorking Class Families In The Industrial Revolution Essay1205 Words   |  5 Pages During the 18th to 19th centuries, the Industrial Revolution sparked various new ideas and introduced a modernized way of life to the people of Great Britain. Citizens had to adapt to an array of social and economic changes. During this time-period, gender roles and family order were shifted which created new dilemmas in the household. Working-class families were negatively impacted by the transition from the cottage industry to an industrialized society. Industrialization forced working-classRead MoreThe Industrial Revolution Was A Movement1335 Words   |  6 PagesThe Industrial Revolution was a movement which contributed to significant progress in America which began in the later 1700’s throughout the later 1800’s. During the industrial revolution, dramatic economic and cultural shifts took place. The discovery of the mineral wealth, technological advancements, and the construction of a nationwide railway changed the transportation industry as well as its labor f orce. These changes ushered in an intense need for manufacturing factories, laborers, and resourcesRead MoreEssay on The Industrial Revolution1366 Words   |  6 PagesThe Industrial Revolution Introduction to the Revolution The Industrial revolution was a time of drastic change marked by the general introduction of power-driven machinery. This change generally helped life, but it had its disadvantages as well. Pollution, such as Carbon Dioxide levels in the atmosphere rose, working conditions declined, and the number of women and children working increased. The government, the arts, literature, music, architecture and mans way of looking at life all

Supply Network Design Free Essays

Supply Network Design The Supply Network Perspective: A supply network perspective means setting an operation in the context of all the operations with which it interacts, some of which are its suppliers and its customers. Materials, parts, other information, ideas and sometimes people all flow through the network of customer-supplier relationships formed by all these operations. On its supply side an operation has its suppliers of parts, or information, or services. We will write a custom essay sample on Supply Network Design or any similar topic only for you Order Now These suppliers themselves : have their own suppliers who in turn could also have suppliers, and so on. On the demand side the operation has customers. These customers might not be the final consumers of the operation’s products or services; they might have their own set of customers. †¢On the supply side is a group of operations that directly supply the operation; these are often called first-tier suppliers. They are supplied by second-tier suppliers. However, some second-tier suppliers may also supply an operation directly, thus missing out a link in the network. Similarly, on the demand side of the network, ‘first-tier’ customers are the main customer group for the operation. These in turn supply ‘second-tier’ customers, although again the operation may at times supply second-tier customers directly. The suppliers and customers who have direct contact with an operation are called its immediate supply network, whereas all the operations which form the network of suppliers’ suppliers and customers‘ customers, etc. , are called the total supply network. Homeware manufacturer supplies some of its basic products to wholesalers which supply retail outlets. However, it also supplies some retailers directly with ‘made-to-order’ products. Along with the flow of goods in the network from suppliers to customers, each link in the network will feed back orders and information to its suppliers. When stocks run low, the retailers will place orders with the wholesaler or directly with the manufacturer. The wholesaler will likewise place orders with the manufacturer, which will in turn place orders with its suppliers, which will replenish their own stocks from their suppliers. It is a two-way process with goods flowing one way and information flowing the other. It is not only manufacturers that are part of a supply network. The second (service) operation, an operation which manages an enclosed shopping mall, also has suppliers and customers that themselves have their own suppliers and customers. Figure 6. 2 shows the supply network for an operation which manages an enclosed shopping mall. Why consider the whole supply network? †¢There are three important reasons for taking a supply network perspective: †¢It helps an understanding of competitiveness. Immediate customers and immediate suppliers, quite understandably, are the main concern to competitively minded companies. Yet sometimes they need to look beyond these immediate contacts to understand why customers and suppliers act as they do. Any operation has only two options if it wants to understand its ultimate customers’ needs at the end of the network. It can rely on all the intermediate customers and customers’ customers, etc. , which form the links in the network between the company and its end-customers. Alternatively, it can look beyond its immediate customer and suppliers. Relying on one’s immediate network is seen as putting too much faith in someone else’s judgment of things which are central to an organization’s own competitive health. It helps identify significant links in the network. The key to understanding supply networks lies in identifying the parts of the network which contribute to those performance objectives valued by end-customers. Any analysis of networks must start, therefore, by understanding the downstream end of the network. After this, the upstream parts of the network which contribute most to end-customer service will need to be identified. But they will not be equally significant. For example, the important end-customers for domestic plumbing parts and appliances are the installers and service companies that deal directly with domestic consumers. They are supplied by ‘stock holders’ which must have all parts in stock and deliver them fast. Suppliers of parts to the stock holders can best contribute to their end-customers’ competitiveness partly by offering a short delivery lead time but mainly through dependable delivery. The key players in this example are the stock holders. The best way of winning end-customer business in this case is to give the stock holder prompt delivery which helps keep costs down while providing high availability of parts. †¢It helps focus on long-term issues. There are times when circumstances render parts of a supply network weaker than its adjacent links. A major machine breakdown, for example, or a labour dispute might disrupt a whole network. Should its immediate customers and suppliers exploit the weakness to enhance their own competitive position, or should they tolerate the problems, and hope the customer or supplier will eventually recover? A long-term supply-network view would be to weigh the relative advantages to be gained from assisting or replacing the weak link. Design decisions in supply networks †¢The supply-network view is useful because it prompts three particularly important design decisions. These are the most strategic of all the design decisions treated in this part of the book. It is necessary to understand them at this point, however, because, as well as having a particularly significant impact on the strategy of the organization, they set the context in which all other process design decisions are made. The three decisions are: †¢1- How should the network be configured? This means, first, how can an operation influence the shape which the network might take? Second, how much of the network should the operation own? This may be called the outsourcing, vertical integration or do-or-buy decision. 2- Where should each part of the network be located? If the home ware company builds a new factory, should it be close to its suppliers or close to its customers, or somewhere in between? This decision is called the operations location decision. †¢3-What physical capacity should each part of the network have? How large should the home war factory be? Should it expand in large-capacity steps or small ones? These types of decisions are called long-term capacity management decisions. †¢Note that all three of these decisions rely on assumptions regarding the level of future demand. The supplement to this chapter explores forecasting in more detail Deciding whether to outsource †¢Although the effect of outsourcing on the operation’s performance objective is important, there are other factors that companies take into account when deciding if outsourcing an activity is a sensible option. For example, if an activity has long-term strategic importance to a company, it is unlikely to outsource it. For example, a retailer might choose to keep the design and development of its web site in-house even though specialists could perform the activity at less cost because it plans to move into web-based retailing at some point in the future. Nor would a company usually outsource an activity where it had specialized skills or knowledge. For example, a company making laser printers may have built up specialized knowledge in the production of sophisticated laser drives. †¢This capability may allow it to introduce product or process innovations in the future. It would be foolish to ‘give away’ such capability. After these two more strategic factors have been considered the company’s operations performance can be taken into account. Obviously if its operations performance is already too superior to any potential supplier, it would be unlikely to outsource the activity. But also even if its performance was currently below that of potential suppliers, it may not outsource the activity if it feels that it could significantly improve its performance. Figure 6. 3 illustrates this decision logic. Outsourcing and offshoring †¢Two supply network strategies that are often confused are those of outsourcing and off-shoring Outsourcing means deciding to buy-in products or services rather than perform the activities in-house. Off-shoring means obtaining products and services from operations that are based outside one’s own country. Of course, one may both outsource and offshore as illustrated in Figure 6. 4. Offshoring is very closely related to outsourcing and the motives for each may be similar. Offshoring to a lower-cost region of the world is usually done to reduce an operation’s overall costs as is outsourcing to a supplier that has greater expertise or scale or both. Critical commentary †¢In many Instances there has been fierce opposition to companies outsourcing some off their processes. Trade unions often point out that the only reason that outsourcing companies can do the job at lower cost is that they either reduce salaries or reduce working conditions, or both. Furthermore, they say, flexibility is only achieved by reducing job security. Employees who were once part of a large and secure corporation could find themselves as far less secure employees of a less benevolent employer with a philosophy of permanent cost-cutting. Even some proponents of outsourcing are quick to point out the problems. There can be significant obstacles, including understandable resistance from staff who find themselves ‘outsourced’. Some companies have also been guilty of ‘outsourcing a Problem’ . In other words, having failed to manage a process well themselves, they ship it out rather than face up to why the process was problematic in the first place. There is also evidence that, although long-term costs can be brought down when a process is outsourced, there may be an initial period when costs rise as both sides learn how to manage the new arrangement. The Location of capacity It was reputedly Lord Sieff, one-time boss of Marks and Spencer, the UK-based retail organization, who said, ‘There are three important things in retailing – location, location and location’, and any retailing operation knows exactly what he meant. Get the location wrong and it can have a significant impact on profits, or service. For example, misallocating a fire service stat ion can slow down the average journey time of the fire crews in getting to the fires; †¢locating a factory where there is difficulty attracting labour with appropriate skills will affect the effectiveness of the factory’s operations. Location decisions will usually have an effect on an operation’s costs as well as its ability to serve its customers (and therefore its revenues). Also, location decisions, once taken, are difficult to undo. The costs of moving an operation can be hugely expensive and the risks of inconveniencing customers very high. No operation wants to move very often. †¢Reasons for location decisions Not all operations can logically justify their location. Some are where they are for historical reasons. Yet even the operations that are ‘there because they’re there’ are implicitly making a decision not to move. Presumably their assumption is that the cost and disruption involved in changing location would outweigh any potential benefits of a new location. Two stimuli often cause organizations to change locations: changes in demand for their goods and services, and changes in supply of their inputs. Changes in demand A change in location may be prompted by customer demand shifting. For example, as garment manufacture moved to Asia, suppliers of zips, threads, etc. started to follow them. Changes in the volume of demand can also prompt relocation. To meet higher demand, an operation could expand its existing site, or choose a larger site in another location, or keep its existing location and find a second location for an additional operation; the last two options will involve a location decision. High-visibility operations may not have the choice of expanding on the same site to meet rising demand. A dry cleaning service may attract only marginally more business by expanding an existing site because it offers a local, and therefore convenient, service. Finding a new location for an additional operation is probably its only option for expansion. Changes in supply. The other stimulus for relocation is changes in the cost, or availability, of the supply of inputs to the operation. For example, a mining or oil company will need to relocate as the minerals it is extracting become depleted. A manufacturing company might choose to relocate its operations to a part of the world where labour costs are low, because the equivalent resources (people) in its original location have become relatively expensive. Sometimes a business might choose to relocate to release funds if the value of the land it occupies is worth more than an alternative, equally good, location. The objectives of the location decision †¢The aim of the location decision is to achieve an appropriate balance between three related objectives: †¢The Spatially variable costs the operation (spatially variable means that something changes with geographical location); †¢the service the operation is able to provide to its customers; †¢the revenue potential of the operation. †¢In for-profit organizations the last two objectives are related. The assumption is that the better the service the operation can provide to its customers, the better will be its potential to attract custom and therefore generate revenue. In not-for-profit organizations, revenue potential might not be a relevant objective and so cost and customer service are often taken as the twin objectives of location. In making decisions about where to locate an operation, operations managers are concerned with minimizing spatially variable costs and maximizing revenue and customer service. Location affects both of these but not equally for all types of operation. For example, with most products, customers may not care very much where they were made. Location is unlikely to affect the operation’s revenues significantly. However the costs of the operation will probably be very greatly affected by location. Services, on the other hand, often have both costs and revenues affected by location. The location decision for any operation is determined by the relative strength of supply-side and demand-side factors (see Fig. 6. 5). Location techniques Although operations managers must exercise considerable judgement in the choice of alterative locations, there are some systematic and quantitative techniques which can help the decision process. We describe two here – the weighted-score method and the centre-of-gravity method. †¢Weighted-score method The procedure involves, first of dl, identifying the criteria which will be used to evaluate the various locations. Second, it involves establishing the relative importance of each criterion and giving weighting factors to them. Third, it means raring each location according to each criterion. The scale of the score is arbitrary. In our example we shall use 0 to 100, where 0 represents the worst possible score and 100 the best. Worked example An Irish company which prints and makes specialist packaging materials for the pharmaceutical industry has decided to build a new factory somewhere in the Benelux countries so as to provide a speedy service for its customers in continental Europe. In order to choose a site it has decided to evaluate all options against a number of criteria, as follows: †¢the cost of the site; †¢the rate of local property taxation; â₠¬ ¢the availability of suitable skills in the local labour force; †¢the site’s access to the motorway network; †¢the site’s access to the airport; the potential of the site for future expansion. After consultation with its property agents the company identifies three sites which seem to be broadly acceptable. These are known as sites A, B and C. The company also investigates each site and draws up the weighted-score table shown in Table 6. 2. It is important to remember that the scores shown in Table 6. 2 are those which the manager has given as an indication of how each site meets the company’s needs specifically. Nothing is necessarily being implied regarding any intrinsic worth of the locations. Likewise, the weightings are an indication of how important the company finds each criterion in the circumstances it finds itself. The ‘value’ of a site for each criterion is then calculated by multiplying. its score by the weightings for each c riterion. †¢ †¢For location A, its score for the ‘cost-of-site’ criterion is 80 and the weighting of this criterion is 4, so its value is †¢80 X 4 = 320. All these values are then summed for each site to obtain its total weighted score. †¢ †¢Table 6. 2 indicates that location C has the highest total weighted score and therefore would be the preferred choice. It is interesting to note, however, that location C has the lowest score on what is, by the company’s own choice, the most important criterion – cost of the site. The high total weighted score which location C achieves in other criteria, however, outweighs this deficiency. If, on examination of this table, a company cannot accept what appears to be an inconsistency, then either the weights which have been given to each criterion, or the scores that have been allocated, do not truly 1 reflect the company’s preference. ? How to cite Supply Network Design, Papers