Do women suffer mental health issues after experiencing an abortion Research Paper

Do women suffer mental health issues after experiencing an abortion - Research Paper Example The way in which an abortion impacts a woman is founded in the external support and the internal ability to cope that she has available. Mental health issues after abortion Introduction The issue of abortion concerns a great number of factors that involve both moral and ethical social considerations. As a medical procedure, abortion is an effective means of terminating a pregnancy with the result of little to no ill physical effects in the long term. However, do women suffer mental health issues after experiencing an abortion? While both sides of the issue have research that has validity in regard to the effects of an abortion on mental health, from a psychosocial point of view the answer of the potential for mental health being affected by the event of an abortion is clearly possible. Yes, women may suffer from an impact on their mental health from the experience of having an abortion. The effect on having done the procedure on a woman’s psychological health may create proble ms as her emotional state, where it concerns her reproductive health, can be affected. In addition, guilt and shame may impact her psychological profile over the long term. An abortion also has the potential of complicating an existing mental health issue through emotions that come in conflict with the manifestations of the disease. While there are some studies that show that there are little to no psychological issues after an abortion, it is more likely that such a socially controversial decision which is accompanied with enormous levels of guilt and shame will have long-term psychological ramifications on the mental health of a woman who undergoes the procedure. Reproductive emotions Miller and Green (2002) conducted a meta-analysis of 24 studies which concerned the mental health of women after they had gone through an abortion. In an inquiry that asked the question of ill effects in mental health after an abortion, their conclusion was that, â€Å"the simple answer to this ques tion in the vast majority of cases is no† (p. 313). They furthered their broad based, simplified answers on this subject by suggesting that most women felt better after their procedure than they did while they were still pregnant. Posavac and Miller (1990) found that levels of well-being had little measurable difference between women who have had an abortion and women who have not had an abortion. Mental health differences were observed to be less than one tenth of a difference. Because of the criteria and methodologies of these studies, the conclusions found little to no difference in the mental health and well-being of women who took their pregnancies to term in comparison to those who had abortions. One of the issues in measuring post-abortion emotions is that the disruption that pregnancy causes within a woman is so extreme that differences between those who have had an abortion and those who have not had an abortion are difficult to measure. According to Hewson (2001), â €Å"Attitudes to pregnancy are, however, inextricably bound up with how society views sex, women, and the fertile woman in particular. Pregnancy and birth are not minor

Organisational and strategic management project Essay

Organisational and strategic management project - Essay Example 4 1.3 Analysis of Factors Affecting Strategic Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 2.1 Strategic tools to audit process............................................................................ 8 2.2 Review of stakeholders and their influence........................................................ 9 2.3 Analysis and evaluation of strategic position...................................................... 9 3.1 Alternative strategic options................................................................................. 10 3.2 Justification of Strategic Options for Revised Strategic Position†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...... 11 References THE ACQUISITION OF A COMPETING BUSINESS A. Background This strategic management project identifies the strategies, organisational restructuring, auditing practices and potential strategic alternatives required to acquire a competing business in the airline industry. This is industry is con sidered an oligopoly, in which there are few firms, significant dependency on marketing to achieve competitive advantage, and significant rivalry between firms in terms of pricing and service delivery processes (Javanmard 2009; Boyes and Melvin 2006). In order to maximise competitive position, acquisition of existing companies on the market reduces risks to the business and further provides for consolidation of existing processes and services for cost recognition and value chain efficiency. In order to make an airline acquisition successful, the business must identify its key stakeholders, determine the specific aims and objectives for the long-run plan, establish a quality control and evaluation system post-acquisition, and analyse the entire value chain related to operations, supply chain, information technology and human resources. A well-constructed strategic plan includes all dimensions of business processes, systems and culture that will impact the potential synergies achieved through acquisition such as cost, efficiency and productivity. The report highlights all dimensions of a strategic acquisition of a competing airline company in the oligopolistic market with an emphasis on evaluation of strategic plan. 1.1 Current strategic aims and objectives The business acquiring a competing firm is a low-cost carrier with a no-frills service concept with lean characteristics related to supply, service and staffing, and fleet procurement. It is modelled after RyanAir and its low cost model that provides low prices to customers through similar philosophy. The business, by being able to reduce dependency on luxury services in flight and eliminating airport lounge operational costs, gives the ability to offer customers dynamic pricing that outperforms large airline carriers in the market. The aim is to expand the brand presence of the airline to new markets for higher sales revenue through the acquisition of new human capital and fleet availability. The objectives are: Create synergies in cost related to consolidation of existing maintenance crews in relation to training and knowledge sharing of expertise Expand service capacity by incorporating acquired human capital in information technology to improve booking and ticket sales services Improve cultural development through diversification efforts to enhance corporate image, corporate social responsibility, and improve opportunities for external investment through human capital development and culture. In order to make this a success, the airline must devote considerable short-run capital into developing a competent human resources system,