Finanical for Management Essay Example | Topics and Well Written Essays - 1500 words

Finanical for Management - Essay Example Statistical data from the Asia Pacific Economic Cooperation reports that SMEs capture a sizeable 95% of business enterprises in the Asian region (De Ramos 2001). The report further states that small business enterprises employ 80% of its total workforce while contributing 60% of its economic output. However, this has not made things easier for small business enterprises. Instead, SMEs are now facing more challenges. Due to their ambiguity of financial transparency unlike the bigger companies, bankers do not seem to trust the SMEs easily. Bankers demand a number of financial requisites from SMEs before allocating their finance, which include an up-to-date financial report with clear profit history, a detailed business plan and a credible management team. Besides, finance companies are also adopting various credit scoring mechanisms replacing human judgment in loan approvals to the small businesses. Bank borrowing is still a significant issue for SMEs. Most of them find it difficult to get it in the Asian region. Therefore, cash management is very important for the SMEs. Small business enterprises are now practising to accomplish bigger profits with smaller investments. Cash is king for small businesses. A business can get successful when there is a considerable amount of investment made in the business at a very low payout. Isabelita Sy-Palanca, president of the Mother Company, Philippines suggests on the mantra of small business philosophy, Cooperation or clustering is a serious concern and a new concept among the SMEs. Different groups of SMEs under similar ventures working together is a common practice now in the financial market of Asia. The main purpose of this collaboration is to combine their expertise and bargaining power. Thus clustering helps small companies with both technology and financial gain. Besides, the concept of competition now involves overseas counterparts rather than the business partners in the region. This further results in

Analysis of Situational Leadership Theory

Analysis of Situational Leadership Theory The situational theory of leadership is becoming increasingly popular in the context of modern organizational leadership. This is evident from the manner in which it is surfacing in academic literature such as books, journals and research reports. A leadership style refers to the pattern of behavior; including both action and words as exhibited by a leader or as perceived by followers. Situational leadership revolves around job-related maturity. According to Mark, et al (2009) job maturity refers to an individuals ability in performing a job and this is a key factor determining a leaders behavior. The situational leadership model puts it that effective leadership is dependent on both the acts of management and leadership and that these enhance an organizations match to current global trends. The model emerged from the realization and understanding that not all individuals within a group or community being led compare in terms of maturity level and that the need for a leadership style differ with situations. Thus the model is based on situational variables as it relies on day-to-day perceptions of a leader as well as the environmental observations rather than research data. Current research shows that effectiveness in the light of this model involves a leaders assessment of the development level (maturity) of their followers as well as the situation at hand to adjust their leadership approach accordingly (Norris Vecchio, 2000; GEN Dennis, 1999). Situational leadership entails first understanding ones predominant leadership approach and the level of the followers development process. Situational leadership is particularly becoming an effective strategy among Army leaders given the current rates of technological advancement and combat techniques. Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment. Background of the Situational Leadership Model The situational leadership theory was developed by Hersey and Blanchard in the 1960s basing on Reddins 3-D framework of leadership (Hersey Blanchard, 1996). The developmental process of the model focused on three key categories: consideration; initiation of structure; and leader behavior. In situational leadership, the subordinates job-relevant maturity (both psychological and job maturity) is the primary situational factor determining a leaders behavior. Maturity is regarded to be a product of the education level and/ or experience. Psychological maturity is an important aspect of job maturity and it reflects a persons state of motivation, that is, their confidence and self-esteem levels; which are highly influenced by ethical practices in a firm. Hersey and Blanchard identified that physiological maturity is associated with an individuals orientation towards achievement as well as the ability and willingness to assume responsibility. Hersey and Blanchard thus concluded that perfor mance is basically a behavioral manifestation of job relevant maturity (Hersey Blanchard, 1996). Proponents of this model hold the notion that each situation demands a different leadership style and thus the best course of action is dependent on the situation at hand, that is, effectiveness in leadership is dependent on the adaptability to adapt to situations. It is also imperative to note that the leader-follower relationship determines the outcome of any particular task. Lee-Kelley (2002) points out that situational leadership is based on both versatility and effectiveness. Four leadership approaches apply under the situational leadership model and are dependent on followers job-related maturity. The major notion under this model is that flexibility and adaptability determine which of the diverse styles would apply in the context of varied situations, followers or tasks. The Four Leadership Approaches/Styles Applied in Situational Leadership S1: Directing (high task, low relationship behavior) Leaders take the responsibility of determining the roles and tasks for their followers. They thus are involved in close supervision of the follower activities as well as taking and announcing all the decisions. In this regard, the leaders are more concerned with the challenge of meeting goals and accomplishing tasks than on building strong relationships with their subordinates (Norris Vecchio, 2000). Communication in this style is usually one way since leadership autocratically categorizes employees duties. S2: Coaching (high task, high relationship behavior) Although the leader has the power of making decisions, he/she usually involves the suggestions of the followers while maintaining a good relationship with them. Although communication is two-way, final decisions on ideas are usually made by the leader rather than their authors (Mark, et al. 2009). Leaders are thus focused on selling their ideas to the followers to have them understand the importance of their tasks and the various organizational processes. S3: Participative (high relationships, low task behavior) This style is usually very motivating to subordinates as it involves a shared decision making process and a two-way communication channel (Hersey Blanchard, 1996). Followers are usually included in all job-related duties as well as in determining how tasks and responsibilities are to be accomplished. The leader often relies on the followers contribution in organizing the day-to-day responsibilities such as tasks and processes allocation. S4: Delegating (low relationship, high task behavior) In certain situations, leaders are compelled to entrust their followers with much of the decision making process. The leaders task thus entails monitoring progress although he/she is not extensively involved in the process of making decisions. However, the leader is more focused on problem solving and taking decisions but grants the followers the authority to determine the final decision. Followers decide when it is appropriate to involve the leader. There are four major follower maturity levels that determine the necessity for a leadership style (Hersey Blanchard, 1996). Follower Development Process/Maturity Levels The first maturity level (M1) encompasses followers who usually have no confidence, knowledge or skills necessary for them to work independently. Such individuals usually require supervision and direction before they can be entrusted with tasks. In such a situation, effective leadership would entail applying the directing approach of leadership (Peter, et al. 2008). The second level (M2) of maturity involves followers who generally have the will to do a task but they lack the capacity to do so independently. This means that leading such a group would necessitate that the leader employ an approach that can coach the followers at their duties. The third maturity level (M3) includes individuals who are usually highly experienced and can attend to the task in question satisfactorily. Participative leadership is best suited to lead such followers. However, these followers lack the confidence to assume sole responsibility of seeing a task to accomplishment. The fourth maturity level (M4) i ncludes those individuals who are not only experienced but are also confident and able to take on the task (Mark, et al. 2009; Fernandez Vecchio, 1997). They are not only willing and able but are also confident that they can successfully fulfill accomplishments independently. In the event of M4, leaders usually assume the delegating leadership style. It is essential to note that differentiated leadership is only possible under the situational leadership approach since different followers with varying levels of needs, abilities and maturity levels are led. The situational model is based on the perception that real leadership revolves around people management in a manner that is fair for the sake of being mutually rewarding as well as providing productive objectives; which are usually free of any manipulation. According to Hersey and Blanchard, the process of controlling, influencing and motivating followers towards attainment of stated accomplishments relies on three key leadership skills: (i) prediction of future behavior; (ii) understanding the behavior of the past; and (iii) the changing, controlling as well directing behaviors (Lee-Kelley 2002). In this regard, research shows that effective situational leaders are usually engaged in a number of behavioral manifestations: relationship and task behaviors, which are important in driving creativity and innovation among followers. Applying Situational Leadership in the Military Services Overview The increasingly complex military environment demands for an effective approach to leadership, one that is adaptive to the different followers situations. The US Army Field Manual (FM) 22-100 emphasizes on the ability of any military leader to adjust to the particular situation or individuals being led (US Army Field Manual (FM) 22-100, 1999). Use of the model is evident among successful military leaders. Military leaders such as combat leaders are usually not confined to any one leadership style in any given situation, not with the dramatically changing nature of the battle field now and in the future. It is increasingly becoming mandatory that military leaders be adaptive (flexible) enough to engage styles that will enhance the success of the soldiers. Situational leadership in military would be important especially in enabling military leaders to take advantage of techniques from the four styles of situational leadership for the sake of motivating soldiers towards accomplishing mi ssions successfully. Ability to make use of cultural awareness, sound judgment, self control, and intelligence is the key to effective situational leadership. As a Military Leader According to Lau (1998), the concept of situational leadership became of particular importance in the military following the formation of the continental army. It is also based on the recent view that control, teamwork, discipline, and organization are deficient within the forces (GEN Dennis, 1999). In this regard, military psychology has been developing situational leadership frameworks for the last 100 years to promote effective military behavior based on the view that particular behavior among military individuals would inevitably facilitate better outcomes. While using this model, it is necessary to make use of the studies and facts about military figures and units encountered during my service to avoid repetition of past mistakes over an over. This way, one would be able to learn from these past histories and focus on key concerns that address soldiers simultaneously in regards to mission accomplishment tasks. This would help in focusing on the task and social aspects of duty as one adapts his/her leadership style to match followers needs and abilities. Studies reveal that this training has had more emphasis on the managerial training rather than the tactical approaches (COL Kent LTC David, 2001); this would be a challenge and an opportunity to apply the various leadership approaches within the constraints of the situational model of leadership to get the best from the soldiers. Studies have shown that difficulties associated with compromises on the gratification level, solution seeking and perfectness due to autocratic rules can be effectively solved through the situational leadership approach, whereby combat leaders take advantage of the opportunity for adjusting communication flow through adapting to leadership styles that are situationally appropriate (GEN Dennis, 1999). Military leadership tasks revolve around being both a social specialist and a task specialist, that is, ones primary goal is to accomplish the groups main challenge of defeating enemies in combat. Such a role requires being more informed, active and intelligent than the followers. As a social specialist, ones challenge would encompass building and maintaining a close relationship with the group, keeping the group together, and providing morale (Peter, et al. 2008). As a military leader, being able to situationally adapt to the social needs of the followers would help in mitigating issues concerned with low morale such as desertion, crime, malingering and absenteeism. Thus, the social specialist role helps one to be able to improve a teams cohesiveness. An ideal military, situational-based leader is one who is able to excellently and concurrently apply both the task of a specialist and an equal competency as a social leader (COL Kent LTC David, 2001). Social situational adaptability is especially important for effective and successful leadership among leaders at the lower levels than it is for the higher levels. It is imperative that one be conversant with the dynamics of the rules in the army to achieve untried solutions and meet challenges with this model. For effectiveness, one has to continuously look for situations in which they can apply new alternatives. More particularly lower ranks require that one be less sensitive on rank differences and have more foresight and initiative regarding what is right or who is right; this is an example of ideal situational adaptive ability in which they would be dependent on information to tackle challenges (Lau, 1998). Still on situations, using technical expertise while at the same time focusing on the groups cohesiveness, especially because of the stressing nature of the military environment, would be the perfect thing to do. This implies that ones adaptability and flexibility has to be impressive as military work usually involves surprises which would necessitate this. Therefore, a flexible leadership model such as situational leadership is most applicable in the military situation due to the necessity to successfully handle unanticipated events. Being an adaptive leader is paramount to conceive the importance of creating an environment for enabling followers as well as junior leaders to expand their rational risk-taking. It enables them to enhance their development, training and coaching levels (Lee-Kelley 2002; Lau, 1998). This is particularly so in the face of the increasing sophistication of the hardware, techniques and tactics applied in the military today. Situational approach in military leadership involves training the subordinate officers to tackle more complicated tasks with use of fewer resources. John Blair and James Hunt describe the various elements that influence the situational approach of leadership within the military. They sought to enhance the understanding of the major characteristics defining leadership in future battle fields as well as the extent of their influence on commanders, soldiers and the army in general (COL Kent LTC David, 2001). James and John emphasize on the organizational and environment al factors (macrocontigency factors) and the microcontigency factors encompassing the situational factors that are particular to tasks, individuals or unit. Most current military services derive from the situational leadership model. Situation leadership training in the military began as early as the 1970s but only limited studies have been on the same in the military context. Recent research on the air assault battalion of US National Army Guard shows that this model works effectively within the military (Mark, et al. 2009). A military leaders major accomplishment under this model would be to facilitate the development of the job-related maturity of the soldiers. According to the guidelines outlined in FM 22100, the effectiveness of a combat leader relies on the ability to demonstrate flexibility in terms of the leadership approach while leading other soldiers (Lau, 1998). This is because the military is characterized by different behaviors with some responding best to suggestions, coaxing, gentle prodding or directions. An example of one approach involves applying the S2 (coaching) style for the subordinates in maturity level 3 to improve their motivation, commitment, and ownership of decisions. Thus, being situational implies that one has the ability to shift from using an overly directive approach to suing one that allows the subordinates to be self sufficient; this is the basis for leadership and subordinate development in the army. FM 22100 indicates that the most important competency of any military leader is being able to identify the needs of the subordinates as well as their abilities so as to figure out the best approach to bring ou t their best (US Army Field Manual (FM) 22-100, 1999). Effectiveness and success is thus enhanced by the ability to use a combination of the features of all the four situational leadership styles to fit with individuals, place and task involved; since it is usually difficult to lead in battle fields that require different techniques while based on a single approach. Studies in military leadership have identified that unit outcomes are improved by integration of transactional and transformational competencies into the various situational leadership approaches (GEN Dennis, 1999). Shortcomings of the Situational Leadership Model Studies by the Air University Leadership and Management Program Advisory Group identified that the situational leadership model has some limitations that are worth noting (COL Kent LTC David, 2001). While the model is effective in outlining the appropriate style of leadership based on job-maturity it fails to take care of other important considerations within the military. For instance, the model does not address the extent to which leadership is practiced, the different styles essential in the event of specific combat action, staff versus operations leadership or the various styles that may be appropriate in the vent of combined, joint, or even service leadership. This is because leaders may not be able to identify situations where the various leadership styles apply more appropriately or that they lack the capacity or expertise to employ the appropriate behaviors whenever the telling or the directing styles are most appropriate. It is difficult to assess the readiness level of the followers since this model involves a multifaceted approach (Fernandez Vecchio, 1997). Conclusion The situational leadership theory is becoming increasingly popular in modern organizational leadership especially in the military set up. Leadership is an important aspect of combat power and thus the reason for situational model popularity. The most important task in combat situational leadership is being able to motivate the soldiers through morale factors enhanced by unit cohesion. A leaders adaptability is the key necessity for the success of the situational leadership model. Communication is one way to improve task motivation and leadership outcome in the context of this model. Communication is also two in an effort to improve morale and participation. However, the S1 and S4 styles usually involve more situational concerns than just the subordinates readiness. The appropriateness of a leadership style changes with change in the leadership environment. The model emphasizes on using more than one style of leadership especially when developing followers. According to this model, th ere is a no best leadership style since the key determinants of leadership is the adaptation to the job maturity and the skill level of the subordinates. As proven Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment.

Free Color Purple Essays: Shug and Celie :: Color Purple Essays

Shug and Celie in The Color Purple  Ã‚   The relationship between Shug and Celie cuts very deep. Both of them help each other become what they really need to be. Both Celie and Shug were very oppressed people. Celie was oppressed by her lack of caring, and by her lack of self esteem. Shug is caught in other people's image of her. She is not free to become what she really wants to be, which is a loving member of a loving family, which she never really had. This is shown by the quote on page 125-6. "(Mama) never love to do nothing had to do with touching nobody, she say. I try to kiss her, she turn her mouth away. Say, Cut that out, Lillie." Celie freed Shug from the role that everybody wanted her to fit into, and Shug freed Celie from the psychological bonds that were keeping her from making of her life what she wanted it to be, by being a mixture of friend, idol, lover, and teacher. Both Celie and Shug became what they were told they would. Celie was always told that she was ugly, that she was useless, that she was worthless. Alphonso and Mr.----- never lost an opportunity to tell her so. And so Celie became and believed she was ugly, useless, and worthless. Even Shug, when she first met her, exclaimed "You sure is ugly" (pg.48). Shug was told, first by her mother and then in the "respectable people's" opinion, that she was a whore, that she was wicked, and so she became a Temptress of sorts. "Even the preacher got his mouth on Shug Avery, now she down. He take her condition for his text. He don't call no name, but he don't have to. Everybody know who he mean. He talk about a strumpet in short skirts, smoking cigarettes, drinking gin. Singing for money and taking other women mens. Talk about slut, hussy, heifer, and streetcleaner." (Pg 46). She was the woman that all the men wanted and all the women hated, because there was so much she dared to do and so little anyone could do to stop her. However, neither of them necessarily wanted to take part in those roles, and both of them felt confined in them. Shug has a certain "Venus Image" in the novel. She fits the role of the seductive woman, the temptress, the devil.

Batesmanor Furniture (a) Essay

Charlton Bates-President of BatesManor Furniture and great-grandson of founder. Charlton is the key decision maker and must analyze the recommendation to increase his normal advertising spending percentage in the next year. Being the President of a small furniture manufacturer, Mr. Bates knows that his bottom line is very important as BatesManor begins to feel the pressure of dwindling margins due to rising manufacturing costs. Dr. Thomas Berry- Consultant to BatesManor that is trying to help Mr. Bates work through the issue of increasing advertising budget. Due to the nature of his work, Dr. Berry’s job as a consultant and reputation are on the line. Mike Hervey- Mike Hervey is a partner at the ad agency Hervey and Bernham. He is asking Mr. Bates to increase his consumer-advertising budget by about 40% ($562k to $787k). He has been analyzing target markets, their habits, and greatest purchase influencers. As with Dr. Berry, if this advertising campaign is adopted and fails, Mr. Hervey can lose a customer in BatesManor. John Bott- As the VP of sales, John is concerned with making sure there are dedicated BatesManor sales people working with the 1,000 high quality department stores that are carrying their furniture. Mr. Bott is very familiar with the competitive edge provided by a knowledgeable and driven sales force; and is keen to keep his team properly staffed and trained. Department Stores Selling BatesManor Furniture- High quality department stores may have agreements with BatesManor that will require them to match advertising expenses. While this may indeed increase sales, it will cost the stores extra that they may not have expected to spend. 10 Full-Time Salespeople- This team is tasked with introducing their line to the department stores carrying BatesManor furniture. Being commissioned salesmen and women, they may also benefit from an increase in sales. They could also suffer if they ad campaign falls short of expectations. 2 Regional Sales Managers- Similar concerns as above, but are in need of another salesperson. The advertising decision may impact their ability to hire new personnel. Furniture Manufactures (As an industry)- If BatesManor decides to increase consumer advertising, it could lead to a trend being set on the advertising front. This could cause others to have to follow suit in order to be able to keep up with the competition. This could prove to be costly in an industry dealing with rising costs. Baby Boomer Customers- The target market of BatesManor, this is the generation that is driving changes in the way furniture is marketed.

Essay on Assisted Suicide

The Ongoing Historical Debate Of Euthanasia The word euthanasia originates from two Greek words, meaning â€Å"good death†. In the most natural state, euthanasia defines a death positively sought after for mankind, in the act of dying and ultimately death. Unfortunately, the term historically and currently leads to debate and manipulation to insinuate a criminal act. World civilizations must remember the crimes of the past, and fear misplaced power as currently occurring in Darfur, however, the horror of genocide does not belong in the euthanasia debate.The arguments originate from cultural, religious and social values and dictate as well as interfere with the ability to experience a â€Å"good death†. For decades, the world has been experiencing a battle between the advocates and opponents of legalizing euthanasia. While the Euthanasia Act released November 2011 by the Royal Dutch Medical Association outlined new guidelines, there are histories and past cases that need to be studied to fully understand possible implications.The legalization of assisted suicide has increased debate regarding a slippery slope effect due to a turbulent history and the misguided dogma that it will lead to involuntary euthanasia. Historically, the ongoing controversy regarding the slippery slope effect and its pertinence to those who are curable, have surrounded euthanasia placing the experience of dying with dignity, for the terminally ill in jeopardy. An article titled, The Unleashing of the Destruction of Life Devoid of Value, categorizes people who are to be eliminated.The book written by two Germans in 1920, Carl Binding, a doctor of jurisprudence and philosophy, and Alfred Hoche, a medical doctor, labeled burdensome people as â€Å"incurable idiots, mere caricatures of true men whose death create no vacuum. † The book and its contentions are later exemplified, by both the defense and offense, as the origin for condoning the genocidal Holocaust of Nazi Ger many in the late 1940’s. Consequently, Nazi Germany proclaimed that the origins of humane euthanasia began prior to Nazi terrorism.Advancements in knowledge and strict guidelines have increased since the early 1900’s; therefore history will not repeat itself, and the original intent of euthanasia can be realized devoid of a slippery slope effect. Slippery Slope arguments have been on the forefront in the euthanasia decriminalization debate since the 1930’s. In the 1930’s, a prophesized slippery slope included the potential for a lack of medical advances to discover a cure for incurable diseases. The medical doctor pledges the Hippocratic Oath to protect and prolong life, but also to relieve suffering.Slippery slope controversies are based on the supposition that despite the fact the law mandates restrictions, parameters will be blurred based upon human nature. The concerns should be navigated and acknowledged, but not dictate the fear of change. Controver sies surround the act of dying. Currently, medical development in technology has been increasingly successful in the treatment to prolong life and perpetually relieve pain. The question arises concerning the patient’s rights in making life-sustaining decisions.Public support of painless euthanasia for the terminally ill has increased dramatically. A survey conducted by Blendon and colleagues illustrated that 34 percent in 1950 were in favor, 53 percent in 1973 and 63 percent in 1991. The contemporary issue of assisted suicide exposes deep historical roots by Plato, Aristotle and Pythagoras. The philosophers maintained favor of merciful death, yet condemned murder and suicide. While Plato, Aristotle and Pythagoras historically acknowledged support of euthanasia in the advent of a painful terminal disease, all condemned suicide for other reasons.A branch of Ancient Greece, the Stoics and Roman Philosophy, also accepted euthanasia when pain from a terminal illness became intoler able. However, the initial reign of Christianity in the Roman Empire dramatically altered these views and judged euthanasia intolerable, based upon the Sixth Commandment of, â€Å"Thou shalt not kill†. Saint Augustine’s religious belief dictated that the suffering of an individual as pre- ordained by God and to deny that divine power as an unpardonable sin.The Renaissance period, following the fourteenth century, experienced a softening of belief, the Catholic saint, Sir Thomas More, advocated voluntary euthanasia for the terminally ill. He published, in Utopia, during 1516 that euthanasia as defined for the terminally ill would be a reality in an ideal society. Up until the end of the 1800’s and during the early 1900’s, physicians considered the discussion of euthanasia as a viable option for painful, terminal illness. Not until the advent and repercussions of Nazi Germany, Hitler and the Holocaust did the discussions concerning pro-euthanasia cease.The comfort of the term euthanasia and its intent became an evil crime of horror. The Holocaust claimed 6 million Jews and 3 million gypsies, under the erroneous premise of ethnic cleansing, forever altering the definition and intent of euthanasia. This act does not define euthanasia, it defines murder, yet has become a strong premise in the contemporary debate against humane euthanasia. The evil of Nazi Germany will not be forgotten and the fear of misplaced power should remain, however, it does not have a rightful position in the arguments concerning euthanasia for the terminally ill.The current contemporary issue regarding the Darfur Genocide profoundly illustrates misplaced power and genocide, not euthanasia. Tremendous medical and technological improvements during the late 1950s made it possible to sustain life in terminally ill patients and those in vegetative states for extended periods of time. These medical advancements brought quality-of-life issues to the forefront. The Patie nt’s Bill of Rights written in 1973 by the American Hospital Association grants the patient the right to reject medicine with informed consent.The United States Constitution also awards citizens the right of freedom of choice, and being in control of one’s life. Oregon became the first state to legalize assisted suicide through the Death with Dignity Act in 1998 and since then 460 people have died via this option. Washington passed the Death with Dignity Act in 2008 with 57. 91 percent approval under the voter initiative I-1000. As of March 4, 2010, 36 people have self-administered the lethal medication via physician’s prescription in Washington State. There have been 63 prescriptions filled, but some opted not to exercise this option, dying via their terminal illness.As of 2012 the only other state to legalize euthanasia for the terminally ill is Montana. The greatest misunderstanding relating to the Death with Dignity Act comes from a common misuse of the term â€Å"assisted suicide. † The power of language and the use of the word â€Å"suicide† exemplify a scare tactic used by those opposed to the law. Suicide identifies a desperate act and generally executed in secrecy. The connotations that are created in religion and moral values regarding suicide are not present. Suicide intentionally ends one’s own life, ending an open-ended life span.Death with dignity enables a choice to shorten an inescapable, impending and painful death of a person who desperately wants to live, but that option does not exist. The choice allows control and dignity in the process of dying. The Act provides a sense of peace, enables communication with healthcare professionals and loved ones; though there still will be sadness it can permit a celebration of one’s life. To support and legally allow a terminally ill person the option to choose the timing for the end of their life illustrates an act of humanity.The pain inherent in the ter minally ill is meaningless, eternal and doomed to dramatically increase. A valid measurement does not exist to determine the degree of pain experienced by an individual. Medications relieve a limited amount of the pain, however, medications have proven grossly inadequate in certain cases. A man suffering from prostate cancer said, â€Å"The medication puts me to sleep. As soon as I wake up there’s pain. If I can’t live free of the pain, I’m not living at all, simply existing. † Another patient suffering from pancreatic cancer stated, †I would never have believed that there could be such pain.I am a different person. It's like having a new set of neurons implanted in my brain, each one producing as much pain as it can. And here I am enjoying the best of American medicine. I am ready to go now. † Indisputably, there are increased advances in studies and medicine; however, there reaches a point when the excessive pain becomes unbearable for the p atient. Currently, the contemporary debate continues in the United States, especially amongst religious entities strongly opposing the Death with Dignity Act in Oregon and Washington states.Many religious traditions remain faithful to ancient teachings and beliefs concerning the physical side of life and death. Modern technology and science have discovered new insights and helped some leaders of faith to reconsider. Terminal illness and disease are no longer as large a mystery. Barbara Coombs Lee, President of Compassion ; Choices, a group for the advocacy of aid in dying, has fought against the Catholic Church and their staunch undermining of The Death With Dignity Act.The Catholic Church instigated a movement, To Live Each Day with Dignity; this movement’s intent aggressively increases the assault on end-of-life choices. For many Catholics, the Pope’s directive mandates the final word, a word that directs a judgment without introspection and self thought. Evangelical , Mormon, Protestant and unaffiliated religions also have profiles that dictate their vote. Religious proponents of The Death with Dignity Act religious proponents believe godliness does not exist in allowing a terminally ill person to experience needless suffering.The future of legalized euthanasia will be dependent upon the guidelines, boundaries and law in place to prevent the abuse of euthanasia and honoring it, as was originally intended, a â€Å"good death†. Euthanasia in its true form negates a criminal act as believed by certain cultural, social and religious entities. However, Scott Robinson states in, To Go Among the Saracens, â€Å"Yet the human situation is characterized, above all, by â€Å"forgetfulness,† or â€Å"heedlessness. † Historically, the criminal acts regarded, as euthanasia during Hitler’s reign must be remembered.The slippery slope effect concerning involuntary euthanasia exists as a misguided dogma in the historical debate of l egalizing assisted suicide. Consequently, an ongoing political battle will continue throughout the world concerning the contemporary issue of euthanasia. Scientifically, thorough research and philosophical analysis will progress, thus adding to the political dimension and enhancing a deeper understanding of the issue. 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