Magdalena And Balthasar Essays (973 words) - Steven Ozment

Magdalena And Balthasar The letters of Magdalena and Balthasar give us a glimpse into the lives of a merchant couple in 16th century Nuremberg, Germany. Renaissance Nuremberg was a city much like Florence, full of culture and based on a strong merchant economy. The only difference was that while Florence was predominately Catholic, Nurembergs residents were Protestant (Patrouch, 2-13-01). In this city, the plague ended the lives of thousands and this couple was alive to see the suffering it created. This caused two reactions in them. One was that of fear; a fear that they too would die from the plague and so they are both very careful with their health. The second was a vision of a God that could both punish and save them from damnation. In the letters of this book we discover how a Protestant couple in Renaissance Germany dealt with the illness and suffering that their loving God had bestowed upon them. Between 1560 and 1584, Nuremberg lost thousands of its residents to an epidemic that was sweeping Europe. This was the reason for the couples preoccupation with purgative health care methods such as periodic bleedings, salve solutions, and bathing and drinking spring waters such as those of Lucca, Italy. In the introduction of this book, Ozment states that Magdalena and Balthasar are devotees of purgative medicine, in search of effective prophylaxis against the ragging maladies and diseases of their age (Ozment, 14). Due to this fear of sickness and death, Magdalena and Balthsar are fanatics of the medical remedies of the time. Through these letters we can see that religion played a major role in the lives of the couple. As we read in the introduction, they seem to have a love-hate relationship with God, their Afflicter and Redeemer (Ozment, 14). Throughout their letters we will discover the strong beliefs that this couple had in the medicine of their time and the God that they both feared and loved. Magdalena is the one who was exposed most to this deterioration that was occurring in Nuremberg. Numerous times she remorsefully mentioned the news of a lost friend or relative in her letters to Balthasar. Once while Balthasar was in Altdorf Magdalena wrote, I must report to you a death among our friends in every letter I write; I wish it were not so (M. Paumgartner, 113). Even though this is a happy time in their lives because she has just found out that they will have a child, they are not sure whether this is a blessing or a curse, for now there is one more of them at risk. And later we learn that this epidemic did not discriminate the old or young and even little Balthasar dies at the young age of 10. While away in Ausburg, Balthasar receives news that little Balthasar was very ill. Magdalena wrote, I long for you under this cross which God has made us bear by afflicting little Balthasar. She goes on to say, May eternal God add his grace to the medicine, so that little Balthasar will have recovered by the time you return. (M. Paumgartner, 98). This is a perfect example of the vision the couple had of God. Even though He was the merciless God that had bestowed such a horrible sickness on their boy, He was also the all- powerful God that could remove it and restore the health of their only son. This is the love-hate relationship that Ozment mentions in his introduction. The couple loved God and constantly praise him throughout their correspondence but they never fail to recognize that He is the one who has created such suffering for them. In a letter to Balthasar while away in Frankfurt Magdalena writes how little Balthasar definitely has a deformity in his neck. She says that she has just taken him to the doctor and he believes there is nothing that will cure him, the only thing that will help is some salve and she goes on to say, May God help make it work! (M. Paumgartner, 90). Statements like this display to us hope that Magdalena and Balthasar had in both God and medicine. In a letter from Balthasar to Magdalena, he says

5 Ways to Prove Your Workplace Leadership Skills

5 Ways to Prove Your Workplace Leadership Skills This time of year is pretty blah†¦the holidays are long over, and you’re so far into your new year resolutions that- let’s be honest- you’ve probably lost track of them. It’s time for a jumpstart! One way to get back into your fresh January groove is to start building your leadership skills at work. These strategies can help you set yourself up for success for the rest of the year, even without that lovely new goal scent.1. Steer conversations.This is not to say that you should bully people into a particular outcome, or try to establish a particular point of view. This means stepping up when there’s a group situation, and making sure everyone stays focused on the task at hand. If a meeting seems to be meandering away from its purpose, be the one to say, â€Å"That’s great, but can we clarify how that applies to X?† or â€Å"I think that’s a great point, and we should set up some time to talk more about it after we finish u p here.† This not only keeps your attention where it should be, but it also shows people you’re committed to getting things done.2. Be proactive.Whenever possible, don’t wait for assignments to fall in your lap, or for your boss to tell you the next steps. Try to figure out what the next steps will be. And if they fall within your role, confirm that you’re handling them.If you’re not positive what the next steps are, confirm with your boss that you think X, Y, and Z need to be done- does she agree? Or if it’s clear that a group email conversation is slowly turning into a death spiral of unproductiveness, set up a meeting (with a set agenda) where everyone can call in or get in the same room to hash things out.Notekeeping is a great way to be proactive. In meetings, jot down notes about who was there, what major points were discussed, any open questions that still need to be answered, and whatever the next steps are. Then email them to everyon e who was at the meeting, ideally the same day. It may sound tedious, but it shows everyone that you’re taking the initiative to own the process. And it may save the day when, three days later, everyone’s having the same discussion over email, and you can be the hero who steps in with the reminder of what was already discussed/decided.3. Ask for feedback†¦This isn’t just a give-and-take between boss and employee. You can apply it to your meetings and everyday interactions with colleagues too. If you run a regular meeting, ask the attendees if the format works for them, or if there are any changes they’d like to see. (This can be done discreetly, over email.) Ditto for any workflows or processes that you’re in charge of running. It shows that you’re actively interested in making things better for everyone involved.4. †¦and be prepared to give it.This is an area that calls for your best workplace diplomacy- and it’s not an ope n invitation to criticize people. If you think a process could run more efficiently, and you have an idea of how to do it, pull your coworker aside and ask if he has thought of doing it a different way. It’s very collaborative, and can build your relationships as well. Don’t be afraid to share your (polite and professional, please) opinions!5. Be a single-tasker on big projects.If you have a high-profile task or project, set aside time that’s devoted just to that project. Most of us have jobs that require juggling a number of tasks and projects at once- but for top priorities, make sure you have time built into your schedule when you can concentrate fully on one at a time. No email, no new requests, no meetings.If your concentration is best in the morning, block out an hour or two right when you get in the office. If you have your best ideas late in the day, set a 3 pm â€Å"hunker down† time. The idea is to show commitment to your highest priorities, and develop the confidence to say, â€Å"This is what I’m working on right now† without letting others distract you.Even if you’ve let your workplace goals, uh, lapse a little, don’t sweat it- it happens to everyone at some point. But you don’t have to wait for the end of the year to start fresh. A little stepping up goes a long way, and you can start building your leadership skills ASAP.

The Four Forces of Evolution Essay Example | Topics and Well Written Essays - 1250 words

The Four Forces of Evolution - Essay Example In evolution, the population has a greater significance because it refers to the change in the characteristics of a population over many generations and not the individual change during their lifetimes (Fogiel 908). As stated earlier, an individual cannot evolve but a population can as allelic frequencies (genetic make up and the expression of the developmental potential) of a given population can change over time. This is called microevolution which accounts for the diversity of life on earth. But when do we become aware of evolution and how do we began to understand its concept? The molecular basis of evolution started with the discovery of deoxyribonucleic acid (DNA) molecules in 1953. Through biological reproduction, each living organisms inherit a combination of genes from biological parents and creates a unique new individual (Haviland, Prins, Walrath, and McBride 27). Aside from this biological reproduction, creation theories from different religions around the world also expl ains the diversity of life. ... Mutation is the random alteration of genetic material that produces new variation (Haviland, Prins, Walrath, and McBride 40). With random mutations or variation, population can change over time in accordance with the changes that occurred in the environment because the creation of a new allele may create a modified protein for a new biological task. In humans, for instance, the only possible evolutionary mutations occurred in sex cells when mistakes occur during copying and cell division. Thus, this is in contrary with the layman’s conception of mutation and evolution as mutations and evolutions arise continuously in all species. Mutations have positive and negative effects but most of it are neutral in nature. Some of the negative effects are the results of the presence of mutant genes, a gene abnormality that leads to certain hereditary disorders like muscular dystrophy, hemophilia, Parkinson’s disease, etc. While cellular mutations directly involve genetic factors, e nvironmental factors may also play a vital role in the occurrence of mutation. Antibiotics, dyes, chemicals used in the preservation of food, and radiation are just a few examples. Research also suggests that the amount of stress a human can endure increases the mutation traits needed for adaptation (Haviland, Prins, Walrath, and McBride 40). Meanwhile, genetic drift refers to the evolutionary force of chance fluctuations of allele frequencies in the gene pool of a population (Haviland, Prins, Walrath, and McBride 41). In short, this refers to the changes at the population level because of â€Å"chance events† such as disasters that can kill a greater number of population. A perfect example of genetic drift is the founder effects – a case that

Recommendations to Manage Employee Behaviour Essay

Recommendations to Manage Employee Behaviour - Essay Example According to the discussion, a happy workforce is better equipped to contribute constructively to the shared goals of the organization for higher work performance as psychological well-being is associated with the psychological well-being of the employees. Dowling, Festing & Engle assert that each worker is unique with feelings, emotions, expectations and frames of references that is distinct to him/her. Consequently, individuals or employees require constant reassessment, evaluation and capacity building within the work context in order to meet the new challenges of time. Scholars reveal that within work environment, workers experience different physical, social and psychological influences that impact their work place behavior and subsequently their performance. The issues have to be addressed with innovative approach that considerably enhances their work satisfaction. Case study of Stockington branch of Superbrand, a leading retail organization of UK is undertaken to analyse facto rs that influence employees’ behaviour. It is one of the leading chains of supermarket in UK with focus on food items. It has more than 1000 medium and large supermarkets and around 450 convenience stores. It has wide range of products ranging from exclusive to low cost products to meet the requirements of different demographic segment. It is renowned for excellent customer service and quality products. The Stockington branch is facing some difficulties for the last nine to twelve months. A new supermarket in the town has put pressure on the sale. Currently it employs 31 managers supervising 500 strong workforce including permanent, part-time and temporary workers to meet the demands of fluctuating numbers of customers. It has weekly turnover of  £1m. It has 6 departments with checkouts department having maximum numbers of employees, high absenteeism and lowest satisfaction level.  

Economy Essay Example | Topics and Well Written Essays - 2000 words

Economy - Essay Example This was positive news for the economy of UK but the policy makers have struggled to register even modest pace of progress of the country’s economy. The government of UK has however faced lot of criticism from the people because of policy measures on austerity after it took office in 2010. Since the time the government of UK has reduced their spending, the economy of the country has become stagnant. This has been fuelled by the effects of recession. As compared to the last fiscal, the economy of the country has grown by a meager 0.3% in the first quarter of the current year. The last quarter of 2012 registered a lean growth of 0.3%. This showed that the economic depression in UK has been prevailing since the last year and is still continuing in 2012. According to the director of fixed income at Scotia Bank, Alan Clarke, the GDP growth rate of the country has been 1.2% for the last year. The slight increase in the economic growth rate is a sign of relief for the UK treasury but the challenge of reviving the economy still looms large over the policymakers. One of the major rating agencies, the Fitch Ratings emerged as the second major ratings agency to dismiss UK from its triple â€Å"A† credit ratings. The economy of UK saw unemployment levels rising in the month of February and the wages of labor also declined to minimum levels. The International Monetary Fund who were once a major proponent of the austerity measures of the governments commented that UK should consider to reduce government spending on the back of weak economic progress of the country. The British political administration headed by the Prime Minister commented that they would continue with the austerity policies in order to avoid the fate of Greece and other members of the European Union (Dow Jones & Company, 2013, p.1). The British administration still believes that it might take longer than expected for the economy to recover but the slightest progress in the first quarter of 201 3 indicated that the economy is healing. There are no easy solutions for economic recovery from the situation of crisis built over the years. This is evident from the worldwide economic slowdowns in countries like US, Germany, China, etc. Analysis of the article and identification of linkage with the economic concepts The rime of Golden age in Europe and US saw the major economies of the world like UK passing through a phase of reconstruction and government policies on increased expenditure in order to boost the aggregate demand in the economy. This created increase in the flow of money in the economy of the countries like UK. This policy adopted by the policy makers could be linked with the economic theory proposed by the British economist, Keynes. The Keynesian theory of economics explained that an expenditure of one member in the economy leads to the income of another member. The rise in income level of the population led to the increase in aggregate demand which was supported by increase in production and increase in fiscal deficits of the government (Mankiw, 2011, p.39). In the later stages the increase in liquidity level beyond limit and excessive savings led to decrease in investments and fall of production levels. This caused inflation

Effect of Resource Diversity on Joint Venture Performance

Effect of Resource Diversity on Joint Venture Performance A STUDY OF RESOURCE BASED VIEW: HOW DOES RESOURCE DIVERSITY AND RESOURCE SHARING AFFECT INTERNATIONAL JOINT VENTURE (IJV) PERFORMANCE? ABSTRACT The study of resource based view (RBV) has transcended the limited focus of a single firm by arguing that RBV can be applied to the area of strategic alliance. As the most instrumental alliance form, IJVs are susceptible to the resource characteristics of parent firms. Albeit RBV has been used to explain research topics from IJV formation to performance measurement, more in-depth study is needed for exploring the association between resource characteristics and IJV performance. By analyzing data from 82 IJVs in China, the present research proposes that resource sharing mediates the positive relationship between Resource diversity and IJV performance. And cooperation effectiveness moderates the relationship between resource diversity and resource sharing. INTRODUCTION Barney (1991) believes that the resource based view (RBV) theory can be used to explain the relationship between firm resources and sustained competitive advantage in that valuable, rare, inimitable and unsubstituted resources have the potential to bring sustained competitive advantage to a firm. Transcending the limitations of excessive focus on the study of a single firm, Das and Teng (2000) further contend that resource based view can be applied to explain the entire mechanism of strategic alliance on a continuum from alliance formation to performance measurement. Their research takes RBV study to the next level by introducing more perspectives in studying strategic alliance which has been admitted as a critical device loading corporate strategy (Wassmer, 2010). As the most instrumental alliance form, international joint ventures (IJVs) combine both tangible and intangible characteristics of parent firms that allow resource sharing (including knowledge sharing and tangible resourc e sharing) to happen within the partnership because employees from the parent firms literally work together in IJVs (Kogut, 1988). It is critical for researchers and practitioners to understand how the characteristics and dynamics of two parent firms resources affect IJV performance. Why do firms form IJVs? Resource sharing and inter-organizational learning are the key reasons (Lane, Salk Lyles, 2001). By bringing diversified valuable resources into the IJV, both parent firms strive for a balance between protecting their own valuable resources and absorbing the partners resources (Das Teng, 2000). Therefore, the cooperation effectiveness of IJVs would inevitably affect the way resources are synthesized and shared between partners. However, when an IJV is formed, how are the resources of partner firms synthesized? How do both parties share their resources to maximize the IJV performance? These questions remain underexplored. The present research focuses on studying the dynamism of resource diversity, resource sharing and IJV performance and the moderating role that cooperation plays. Normally, an IJV is formed by two parties: a local firm and a foreign firm. These two parent firms possess different types of resources which are complementary to each other, so they could combine their resources to exploit mutual goals (Ren, Gray Kim, 2009). To contribute to IJV outcome, the resource of parent firms have to be dissimilar and complementary, and the utilization and similarity of resources should be considered synchronously (Das Teng, 2000). Extending their argument, the level of similarity and complementarity can be reflected by resource diversity, and how well the resources are utilized can be reflected by resource sharing. Moreover, to consider resource diversity and resource sharing synchronously, cooperation effectiveness plays an important role (Ren et al., 2009). As shown in figure 1, I propose that in an IJV, the resource diversity is positively related to IJV performance, the more resource diversity the partners have, the better IJV performance they are able to achieve. And resource sharing will mediate the association between resource diversity and IJV performance. Since two partners work in concert in an IJV, cooperation effectiveness inevitably moderates the relationship between resource diversity and resource sharing. Therefore, I put forth following hypotheses: The contribution of the present research is twofold. First, this research expand the resource based view theory by theorizing the model that tap into the relationship between resource diversity and IJV performance by examining the moderating effect of cooperation and the mediating effect of resource sharing. Second, this research also has managerial implications, it helps researchers and practitioners better understand the mechanism of resource diversity and sharing in an IJV, thus they can better deploy different types of resources and facilitate resource sharing accordingly. METHOD Data and Sample IJVs have played a critical role in helping China becoming the best player in the world absorbing foreign direct investment (FDI) (Fang Zou, 2009; Yao, Yang, Fisher, Ma Fang, 2013). Therefore, I draw samples of 200 IJVs in Guangdong Province because it is known as the economic engine of China partly by virtue of its capacity in attracting foreign investment. In their prior studies, Fang and Zou (2009), has adopted IJV sampling in a similar region Jiangsu Province. As suggested by prior researches, considering the validity requirement, solely rely on secondary data is not acceptable, a method combining both survey and secondary data here would be more accurate (Das Teng, 2000). Therefore, I administer surveys and draw on archival data for this research. Data are collected from IJV managers representing both parent firms. I measure IJV performance (the dependent variable) by using archival data. I also measure resource diversity (the independent variable), cooperation effectiveness (the moderating variable) and resource sharing (the mediating variable) by using survey data of CEOs, board members and senior managers from both parent firms to eliminate bias. Measures Resource diversity (the independent variable).As suggested by Das and Teng (2009), I assess the resource diversity by administering survey on IJV senior managers representing different parent firms to gather the response on the degree to which each parent firm brings different types of resources such as: financial resources, physical resources, human resources, technological resources, reputation and organizational resources (Grant, 1991, p.6). Adapting the method that Yao et al. (2013) used to measure knowledge complementarity, a survey on resource diversity will be used in the present research to ask senior managers representing each parent firm in sample IJVs how diversified the resources characteristics are from the parent firms by using a seven-point semantic scale. Since the method of Yao et al. (2013) is also conducted in similar regions in China, the content validity is ensured. In the survey, I ask questions such as: How do you compare your partys industry design with your a lliance partner? (strongly overlapping to strongly complementary). Appendix A includes the form of the items for resource diversity. Cooperation effectiveness (the moderating variable).Following the multi-step process (Churchill Jr, 1979) measure developed by Yao et al. (2013) on knowledge absorption effectiveness, I assess cooperation effectiveness in a similar way by asking top managers representing each parent firm in sample IJVs how effective the partners cooperate in the IJVs using a five-item, seven-point Likert-type scale. I ask questions such as: How do you rate the cooperation effectiveness between partners in your IJV: Our joint venture has been very effective in transferring resources among different partners? (strongly agree to strongly disagree). Appendix B includes the form of the items for cooperation effectiveness. Resource sharing (the mediating variable).Adopting the same rationale of measuring cooperation effectiveness, I develop my own items andassess resource sharing in a similar way by asking top managers to rate the level that the partners share the resources in the IJVs using a four-item, seven-point Likert-type scale. I ask questions such as: How do you rate the resource sharing level between partners in your IJV: IJV partners can easily acquire tangible resources occupied by each other for manufacturing activities? (strongly agree to strongly disagree). Appendix C includes the form of the items for resource sharing. IJV performance (the dependent variable).I will use secondary data to assess IJV performance by two constructs: its financial performance (Return on Investment), and also its longevity (Ren et al., 2009). Control variables.Following the study of Yao et al. (2013). I treat IJV size as control variable measuring by the IJV employee number. Since the market dynamism may be another confounding factor, I also control for market dynamism by using Miller (1987) five items. My data collection procedure is: gather the contact information of sample IJVs through the administrative offices of local development zones that are normally the administrative agencies and service providers of IJVs. Then phone calls and emails will be used to reach out to these IJV CEOs and other senior managers to explain the purpose of the present research and solicit participation in the survey. The ideal target response size of IJV is 82 according to GPower 3.1 test (Effect size = .30, ÃŽÂ ± = .05, Power = .80). Im expecting a 40% response rate which is at the high range of typical response rate (15-40%) since I administer the survey through officials of local development zones who are familiar with the IJV leaders. The questionnaires are distributed to participants in 200 IJVs through email, for non-respondents, the first round of following up phone calls or emails will be carried out two weeks after the distribution of the questionnaires, the second round will be carried o ut four weeks after the distribution of the questionnaires. Following the general method adopted by extant researches, I evaluate responses from the respondents and decide which responses to discard depending on the validity. Given the multinational background of respondents, my original questionnaires are designed in English, they are translated into Chinese when assigning to Chinese respondents, then the responses will be back-translated into English. Statistical description of means and standard deviations is provided. Analysis To test hypothesis 1, resource sharing and IJV performance are separately treated as dependent variables in regression analysis. To test hypothesis 2, I measure the moderating effects of cooperation effectiveness by using moderated regression analysis. To avoid potential multi-collinearity, I take both mean-centered independent and moderating variables into the regression (Aiken, West Reno, 1991). DISCUSSION Prior studies has proved that resource based view can be applied to the study in the area of strategic alliance for about two decades (Das Teng, 2000), yet little has been disclosed about the dynamic relationship between resource diversity, resource sharing and alliance performance. In this research, after examining 82 IJVs in China, the results support my hypotheses that cooperation effectiveness will moderate the positive relationship between resource diversity and IJV performance mediated by resource sharing. Theoretical and Managerial Implications The present research focuses on discovering the relationship between resource diversity, resource sharing and IJV performance, and the moderating role that cooperation effectiveness plays. The influence of resource sharing on IJV performance is examined subsequently. Resource based view has been proved a strong tool used to disclose the relationship between firm resources and sustained competitiveness. This research extended the study of resource based view to a more intricate and in-depth level: IJVs, in that compare with average firms, IJVs are formed by parent firms to utilize and share their resources thus achieve the goal of mutual benefits. Therefore, the research brings new insights about how firm resources are constituted and shared and thus affect firm performance in an ever-changing global context. Prior researches has shown that knowledge complementarity has positive effects on new product performance in IJVs (Yao et al., 2013). This research extends the study to a higher level regarding resources occupied by parent firms and bring more generalizability to researchers. It also helps top managers engaging in alliances better utilize their resources. LIMITATIONS AND FUTURE RESEARCH As other researches, this research has its limitations. First, as pointed out by other scholars, the sample source is somewhat monotonous because it only reflects the IJVs in a certain region in China, and the resource diversity might be pre-established since the IJVs in my sample are all formed by a Chinese firm and a foreign firm, this fact shows a certain pattern of partnership that the Chinese firms offer resources to reach local market while the foreign firms offers technological and financial resources (Yao et al., 2013). Future research may extend the study of resource diversity patterns by examining how different resource diversity relationships effect research sharing and IJV performance. Second, I only discussed the model regarding IJVs, however, there are other equity and non-equity inter-organizational collaborations such as technical exchange and consortia (Majchrzak, Jarvenpaa Bagherzadeh, 2014). The effect in the other types of collaborations may vary a lot from the model I examine in IJVs. However, the limitation here also leads to fruitful future research. Study of the resource dynamism and alignment can be delivered on different forms of strategic alliance. APPENDIX A APPENDIX B APPENDIX C REFERENCES      Ã‚   Aiken, L. S., West, S. G., Reno, R. R. 1991. Multiple regression: Testing and interpreting interactions: Sage. Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120. Churchill Jr, G. A. 1979. A paradigm for developing better measures of marketing constructs. Journal of marketing research: 64-73. Das, T. K., Teng, B.-S. 2000. A resource-based theory of strategic alliances. Journal of Management, 26(1): 31-61. Fang, E. E., Zou, S. 2009. Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of International Business Studies, 40(5): 742-761. Grant, R. M. 1991. The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3): 114-135. Kogut, B. 1988. Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4): 319-332. Lane, P. J., Salk, J. E., Lyles, M. A. 2001. Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 22(12): 1139-1161. Majchrzak, A., Jarvenpaa, S. L., Bagherzadeh, M. 2014. A review of interorganizational collaboration dynamics. Journal of Management: 0149206314563399. Miller, D. 1987. The structural and environmental correlates of business strategy. Strategic Management Journal, 8(1): 55-76. Ren, H., Gray, B., Kim, K. 2009. Performance of International Joint Ventures: What Factors Really Make a Difference and How? Journal of Management, 35(3): 805-832. Wassmer, U. 2010. Alliance portfolios: A review and research agenda. Journal of Management, 36(1): 141-171. Yao, Z., Yang, Z., Fisher, G. J., Ma, C., Fang, E. E. 2013. Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China. International Business Review, 22(1): 216-227. Figure 1 Conceptual model of the current research

Comunist China And Civil Rights Violations Essay -- essays research pa

China is famous throughout history for both Tieneman square, and capitol punishment . These are each examples of human rights violations. Communist China's one child policy Is yet another example. China's one child policy was stared in 1979 as an attempt to solve their overpopulation problem. The policy states that every couple in China is allowed only one child. In order for a couple to have a child they must first have a birth coupon issued by the government before giving birth to the child. "Birth Quotas" are determined in order to have surveillance of the people who have all ready had their single child allowed to them born. The women of China must deal with their menstrual cycle being monitored publicly to stop the possibility of having a second child. They also must face pelvic examinations if they are even suspected of being impregnated. Any unauthoized pregnancies are terminated by an aboution regardless of the pregnancies progression. Graphically, The baby's head is crushed and then pulled out of the woman, just to name one of the many grusome abortion practices, killing the baby, and torturing the woman. The Chinese law has horrible effect's on the country's major population. Many Infant's are abandoned, or brutally killed at home to cut down upon expenses and fines issued by the government. In 1993 ultrasound machines were in mas importation to China, however in 1993 the use of these machines ...