Human resource practices at Tesco

Human resource practices at Tesco Identification of the organisations business strategy, mission and goals Tesco is, as Brand Finance (2014) notes, the largest retailer in UK, as well as being a highly significant retailer globally. As of 2014, Tesco is operating in 12 countries globally, and there are presently 6,780 Tesco stores. In addition, the company employs approximately 500,000 people worldwide. In addition to its core business in the grocery sector, Tesco has also diversified to offer a range of other products and services, such as personal finance and mobile phones. It has developed its ‘bricks and mortar’ business model to include an increasing emphasis upon modern day technology, through Tesco Direct (Ma, Ding and Hong, 2010) and the customer relationship management programme, Clubcard (Felgate, Fearne and di Falco, 2011). Business strategy Tesco’s has, as Schiraldi, Smith and Takahashi (2012) comment, a well-established and consistent business strategy that has enabled the company not only to strengthen the core UK business but also to expand successfully into a range of new markets. Those markets that were not successful, such as the US Fresh Easy stores, have been off-loaded in order to limit group-wide losses (Tyrell, 2014). Tesco’s business strategies mainly focus, as Wood and McCarthy (2014) further postulate, on the huge UK domestic grocery market, along with financial services, and telecommunications. Evaluating its business strategy, Schiraldi, Smith and Takahashi (2012) assert that one of the main objectives of Tesco’s business strategy is to create sustainable, long-term growth. According to Tesco plc (2014), this will be achieved by world-wide expansion. With this goal in mind, the company initially focused on expanding its business enterprises into Asia and central Europe. Tesco primarily focuses, according to Metzger (2014), on five key market sectors: 1) its core UK business, 2) the communities in which it operates, 3) non-food products, both within and beyond those offered ‘in store’, 4) retailing services, and 5) international markets. The company has, as this essay discusses, separate strategies for each of these aspects. The major objectives of Tesco’s business strategy include being a successful retailer internationally, facilitating the continued growth of the core UK business, being strong in the non-food market, the further development of various retailing services like telecommunications, Tesco personal finance and Tesco.com, and giving to the communities in which it operates, so as to strengthen brand loyalty (Piercy, Cravens and Lane, 2010). Tesco’s core UK business is the most important part of the entire business and accounts for 70% of group sales (Tesco, 2014). There are, as already noted, almost 3,400 Tesco stores employing around 310,000 people in the UK; these people are employed in five main, distinctively different, types of store, in order of size format: Tesco Extra, Superstore, Express, Metro, and One Stop. In addition, there are other format stores, such as Homeplus, Dobbies, and internet shopping options. There are presently 247 Extra stores, 482 Superstores, 195 Metro, 1,672 Express, and 722 One Stop stores, which, quite literally, give Tesco a presence in almost every town within the country (Tesco, 2014). In commenting upon how Tesco has developed its business model in light of lessons learned from the current global recession, it is suggested by Piercy, Cravens and Lane (2010) that the primary realisation has been that people want more value for their money but they do not want to compromise on product quality. This message can be seen to have been acted upon by Tesco in a number of ways. First, Tesco has enhanced promotion of its ‘Value’ range, coupled with less advertising of its premier ‘Finest’ range. Secondly, the rewarding of customer loyalty has led Tesco to create a world-leading customer loyalty programme called ‘Clubcard’. According to Tesco (2014), fulfilling corporate responsibility and creating value within the communities it operates are crucial for achieving growth. Tesco believes, as Blythman (2012) further notes, that each and every strategy that it designs has an impact on the community. Tesco’s strategies regarding corp orate responsibility include providing active support to local community, providing good jobs to locals, and taking care of the environment. In addition, the company is aiming to create zero carbon stores in the future (Rosethorn, 2009). The main objective of Tesco’s non-food strategy is to become as strong in this arena as it is in the food category. Tesco’s Dobbies, Homeplus and Extra stores are the three store formats where non-food products are available, the latter in addition to food. In 2000, Tesco Direct, the company’s online store where more than 125,000 products are available, was launched. The company has 25 distribution centres, out of which six deal with clothing and non-food products (Tesco, 2014). Cumulatively, these distribution centres deliver goods to an estimated 500,000 customers per week in the online sector only (Tesco, 2014); this division of the company has experienced rapid growth, showing the importance of diversification to the continued growth of the company (Ma, Ding and Hong, 2010). Tesco’s various retail services include Tesco Bank, Tesco.com and Tesco telecommunications. In the UK, Tesco Bank is the most successful supermarket bank (Scuffham, 2014), which once more shows how invaluable diversification has been to the continued success and growth of the group as a whole. Furthermore, developing Tesco.com was a strategy of keeping pace with modern trends in shopping which may result, in the future, in fewer resources being applied to traditional ‘bricks and mortar’ strategies, and more being routed towards on-line consumers. Identification of the organisations overall HRM strategy and goals This section discusses the overall human resource management (HRM) strategy and goals of Tesco. Given the global reach of the chain, it is imperative that managers make a complete and feasible HRM plan and use different strategies to manage employees. This will include changing strategies to account for local customs and variations (Brennan, Moore and Mughan, 2013). The human resource strategy presently utilised at Tesco’s revolves, as Merkel, Jackson and Pick (2010) discuss, around the training and development of employees, communication and consultation, and rewards and benefits linked to achieving targets. This triple-headed approach to HRM has been successful over the years and has helped the firm to retain and recruit well-motivated staff who present a professional appearance to customers and are proud to work for Tesco. The most significant part of the HRM strategy of Tesco is training and development in terms of both time and money (Tesco, 2014). Every year, Tesco emplo ys a large number of staff and a critical component of this, in addition to ‘front line’ shop staff, is the recruitment of high quality graduates from leading universities (Rosethorn, 2009). It is imperative, given the academic background of these recruits, that they are trained in ‘the Tesco way’ and introduced as quickly as possible to the corporate structure and mentality of the firm. This is why the training of graduates through specific recruitment programmes is essential (Merkel, Jackson and Pick, 2010). Tesco does not merely, however, favour graduates. It values all its staff as important resources and promises each of its employees that they will have a chance to develop their skill set and progress through the company (Fernie and Moore, 2013). This implies, in the opinion of the author, that each employee has the same opportunity to acquire essential skills relating to their work and the same opportunity to develop themselves to learn new knowledge . In the UK, skilled specialist employees in traditional occupations, such as fishmongers and bakers, can attain recognised qualifications during their careers at Tesco and, in 2008, 97.4% of shop-floor and 99.9% of Tesco.com employees in the UK were trained to bronze level (competent); 94.2% of shop-floor employees achieved silver level competence (expert or experienced). Such data suggests, as Ma, Ding and Hong (2010) comment, that Tesco realises the importance of investing in its staff and is keen to retain and develop a large number of skilled workers. In addition to the training programme evaluated above, Tesco has an Options development program. In this program, staff can select and learn skills that they need to grasp so as to progress to the next work level within the firm – this is, therefore, a form of self-guided career professional development. One in 30 employees of Tesco in the UK participate this programme, according to Tesco (2014). Mindful of its success, Tesco expanded this programme into Central Europe and Asia in 2009 (Brannen, Moore and Mughan, 2013). This suggests that different parts of the company can benefit from positive innovations trialled elsewhere. The second major part of its HRM programme is tied into issues pertaining to communication and consultation. Tesco wants to know the views of employees on problems which affect them and the wider company. This form of ‘bottom-up’ feedback is common in companies with a global presence, as Brannen, Moore and Mughan (2013) note. Managers are now encouraged to use different types of communication to gather feedback that can be used to develop the company further. This includes, according to Fernie and Sparks (2014), staff question times, face-to-face interviews, and use of the in-house internet. In addition, Tesco undertakes an annual staff survey and ‘Viewpoint’, which are anonymous and confidential (Tesco, 2014). Tesco uses these approaches to find the problems in working processes as soon as possible, so that it can address them and ensure that it responds to them in a manner so as to maximise returns. The third part of Tesco’s HRM strategy relates to rewards and benefits (Merkel, Jackson and Pick, 2010). Tesco tries to keep a competitive HRM edge over its major supermarket rivals by offering a basic wage that is as high as possible. This is enhanced by long-term reward plans and share bonuses (Tesco, 2014). Analysis of the various components of Tesco HRM Human resource management at Tesco involves various activities, including recruitment talent analysis, provision of a good working environment, programmes aimed at retaining employees who have good performance, and ensuring that all are treated equally (Rosethorn, 2009). These divergent trends within HRM are all important as, without them, employees may not feel valued. Increasing employee self-worth is, as Merkel, Jackson and Pick (2010) note, a valuable tool in the arsenal of the successful HRM practitioner because those who feel valued are likely to outperform less enchanted colleagues. In addition, a highly motivated workforce has been shown, by Fernie and Sparks (2014), to maximise the potential for high profit returns within a firm. It is also worth considering that ensuring equality in the firm is an important legal consideration given the right of all people to work in a safe environment that is free from bullying and respects human rights (Tushman and O’Reilly, 2002). For good employee relations the company also encourages its workers to work near their homes, which, as Piercy, Cravens and Lane (2010) observe, is a ‘green’ initiative that helps cut down on fuel costs and also reduces the time that individuals spend travelling to work. The company also gives their employees freedom of transfer, thus encouraging employee retention (Metzger, 2014). In addition, the use of shift work maximises the ability of people to work hours that suit their own timetables; thus, for instance, a student may be able to obtain an evening shift that does not interrupt his or her studies, whereas a mother of young primary school-aged children may be able to work during the day whilst the children are at school. This flexibility of working patterns, which is also important for the exchange of ideas and for the promotion of equality of faith (such as the need for Orthodox Jews not to work on Saturdays) are all factors that help Tesco to build a wide multicul tural team of workers that are attune to the attitudes of the individual communities that they serve. Indeed, as a result of the UK being a truly multicultural society, HRM can be seen to play a critical role in working towards the creation of a healthy work environment. Tesco also ensures that every employee knows his or her rights in the organisation, which can also be seen as a way of ensuring that employee unions are supportive of the market aspirations of the company (Rosethorn, 2009). That Tesco also embraces health and safety regulations and training may be seen as a further bonus. In addition, Tesco trains its employees on disaster management, which is not only a positive for staff but also for the shoppers who frequent Tesco (Blythman, 2012). That staff receive such training means that members of the public can shop in safety in the secure knowledge that in the event of a fire outbreak the staff are trained, and responsive. With regard to the use of human resource models, Tesco can be evaluated as using a range of different models to ensure that it meets it core business goals (Fernie and Moore, 2013). This is important to note within the confines of this essay because no two people are identical (in terms of their behaviour and personality traits), thus calling for different HRM approaches to be adopted to ensure that there is, within the workforce, harmony in the company (Merkel, Jackson and Pick, 2010). Tesco has, as Rosethorn (2009) notes, has resolved to u se a commitment-based model which does not force employees to meet frameworks. Rather, the achievement of goals is looked at as possible through respect, provided that there is co-ordination and self-control. This model calls for motivation and reinforcement in order to achieve the objectives of Tesco management and, as Tushman and O’Reilly (2002) suggest, employee opinions are taken into consideration and are used even during problem-solving processes. This model puts the employee at the forefront and helps to sustain motivation. Identification of areas that could be improved Tesco knows that it, in order to keep competitive in an increasingly cut-throat market, it has to keep sound strategies and build upon them (Wood and McCarthy, 2014). It is critical therefore, in accordance with the view advanced by Tushman and O’Reilly (2002), that human resource management continues to develop, identify, and strengthen the capacities of its staff. Tesco has a lot of employees who have substantial experience, and it follows that there is a key role for them to play in the training of new employees. In addition the company needs to train employees with expertise and ensure that they are kept up-to-date with regards to their key skill sets. The training concepts mentioned within this assignment work together to ensure that the organisation benefits from the increased competence of its staff. For rewards and wages Tesco is in line with existing laws and regulations and pays salaries according to the minimum wage law (Tesco, 2014). Nevertheless, further benefits could be accrued by making a more explicit linkage between performance and reward, especially with regard to the firm’s overall profits (Metzger, 2014). This would mean that when annual profits increase, there should be an increase in the salaries and rewards enjoyed by employees. Such rewarding of talent will have a positive impact on both workers and the company (Fernie and Sparks, 2014). Conclusion The human resource management department plays an important role in any organisation. Tesco has a well-documented, forward-thinking HRM department which is in tune with its overall business aims. Through the recruitment and retention of first rate staff and ensuring that all employees can perform to the best of their ability, Tesco increases the chances that its staff will be a positive asset (Merkel, Jackson and Pick, 2014). In addition, as Tesco increasingly diversifies its business portfolio, there is a need to ensure that all employees in each country in which it operates learn from best practice elsewhere (Brannen, Moore and Mughan, 2013). Indeed, if Tesco is to attain its global objectives, it is imperative that its HRM department continually evaluates its own performance (as well as that of employees), so that the company’s most important asset – its staff – can continually adapt to the changing needs and expectations of the company’s customers to h elp ensure that it retains its existing position of primacy within the UK supermarket sector (Metzger, 2014). Bibliography Blythman, J. (2012). Shopped: The shocking power of British supermarkets. London: HarperCollins. Brand Finance (2014). Global 500 2014: The world’s most valuable brands. Available at: http://brandirectory.com/league_tables/table/global-500-2014 [accessed 10 September 2014]. Brannen, M.Y., Moore, F. and Mughan, T. (2013). Strategic ethnography and reinvigorating Tesco plc: Leveraging inside/out bicultural bridging in multicultural teams. Ethnographic Praxis in Industry Conference Proceedings, London, September 16-18, pp. 282-299. Felgate, M., Fearne, A. and di Falco, S. (2011). Analysing the impact of supermarket promotions: A case study using Tesco Clubcard data in the UK. Kent Business School. Working Paper 234. Fernie, J. and Sparks, S. (2014). Logistics and retail management (4th edn). London: Kogan Page. Fernie, S. and Moore, C. (2013). Principles of retailing. Abingdon: Routledge. Ma, Y., Ding, J. and Hong, W. (2010). Delivering customer value based on service process: The example of Tesco.com. International Business Research, 3(2), 131. Merkel, J., Jackson, P. and Pick, D. (2010). New challenges in retail human resource management. In Krafft, M. and Mantrala, M.K. (eds) (2014). Retailing in the 21st century (2nd edn). Springer: Berlin, pp. 257-270. Metzger, K. (2014). Business analysis of UK supermarket industry. Master’s dissertation, Loughborough University. Piercy, N.F., Cravens, D.W. and Lane, N. (2010). Marketing out of the recession: Recovery is coming, but things will never be the same again. The Marketing Review, 10(1), 3-23. Rosethorn, H. (2009). The employer brand: Keeping faith with the deal. Farnham: Gower. Schiraldi, P., Smith, H. and Takahashi, Y. (2012). Estimating a dynamic game of spatial competition: The case of the UK supermarket industry. LSE Working Paper. Scuffham, M. (2014). Tesco takes on UK banks with current account launch. Reuters [online]. Available at: http://uk.reuters.com/article/2014/06/09/uk-tesco-bank-account-idUKKBN0EK24H20140609 [accessed 10 September 2014]. Tesco plc (2014). Annual report 2014. Cheshunt: Tesco plc. Tushman, M.L. and OReilly, C.A. (2002). Winning through innovation: A practical guide to leading organizational change and renewal. Cambridge, MA: Harvard Business Press. Tyrell, J. (2014). Introduction to socio-cultural influences. In Mutum, D.S., Roy, S.K. and Kipnis, E. (eds) (2014). Marketing cases from emerging markets. Heidelberg: Springer, pp. 9-11. Wood, S. and McCarthy, D. (2014). The UK food retail ‘race for space’ and market saturation: A contemporary review. The International Review of Retail, Distribution and Consumer Research, 24(2), 121-144.

Managing Creativity of Shanghai Tang Essay

Shanghai Tang was founded by David Tang in Hong Kong in 1994. It was a retail store selling high quality product made in China, such as traditional Chinese costumes, Chairman Mao wrist watch, qipao, traditional Chinese silk products with Chinese design. Its target customers at the first place were those high ended tourists. Taking around 1 year, instead of 2 year which is typical period a new retailers need to make business in break even, Shanghai Tang turned its first profit in October 1995. Shanghai Tang later entered an agreement with the Richemont Group which is a famous Switzerland-based luxury goods maker. David Tang thought Shanghai Tang would become China’s first international luxury brand. Like other ambitious entrepreneur, in Nov 1997, Tang opened the first Shanghai Tang store on Madison Avenue in New York USA. However, things were not going the way it was supposed to. Not many people liked what Shanghai Tang was selling. Unfortunately, the financial crisis worsened the situation, and it had to scale down the business. By 2001, Tang had reduced his stake in Shanghai Tang to near 5%, so the Richemont Group took control of the company. Appointing executive chairman of Shanghai Tang in September 2001, Raphael Le Masne, who then employed a new creative director, Joanne Ooi, having intensive experience in international garment business. With correct insight and vision, hired more in house designers, and fixed the right directions, they were successfully turning Shanghai Tang around. Image of Chinese-themed high-end fashion and lifestyle emporium had been established. Sales and global coverage had been increased a lot from 2001 to 2008. By summer of 2008, company had more than 40 stores in 14 countries all over the world. Things will never run smooth, at the same time, Joanne had handed in her resignation. An increasing conflict within company between creators and commercial departments also gave big headache to Raphael who always relied on Joanne to smooth things out. During that time, the global financial crisis was striking the whole world economy again, while China, still with double digit increase in GDP every year, was considered a shelter and gold mine for every business. Shanghai Tang has no exception, but tried to expand its business in China market. Should Shanghai Tang hire a new creative director under this uncertain economic time? How to strike a balance between creativity and the  profit? How the company can maintain its success? How the company should adapt its strategy to make it successful in China market and other potential global markets? These were the main challenge Shanghai Tang were facing. Analysis Conflicts between Creativity/Innovation and Business Sense As a business, the past success factors are always considered as a critical factor. Business people have a tendency not to deviate this much in order to maintain the success. On the other hand, it will certainly jeopardize the creativity and innovation from designers especially it is considered it is too much different from the successful factors or past evidences already prove it had not worked out. For creative people, they always tend to be very trendy and creative, so they try to make something completely new which is of course totally different than the past. However, like Shanghai Tang, it had experienced a very bad time, and a new design strategy set by Le Masne and Ooi, had made the company turn around. It just likes an endless cycle – company having a success factor, makes itself become successful in terms of profit and image, then it will resist to change and the success may last for another couple of years. At the end, with emerge of new competitors, change in economy or whatever reason, past success factors may no longer work. The company may be forced to think deeply in creativity and business innovation, but it is always too late. A real successful company must be able to continue its success factors, but new elements must always be needed to be added in its business. In Shanghai Tang, from design process to the start of mass production, there was heavy involvement from a Product Committee which comprise the designers, executive chairman, the creative director and key business managers like retail /marketing/ merchandizing directors. To help designers to understand how different products perform in the market, they received reports from the retail and marketing departments regularly. Those reports mainly revealed the sales and customer feedback to different items. Designers also had to follow the company norm â€Å"Shanghai Tang DNA† which contains 2 major elements – Chinese-ness and the use of bright color. Excellent design but expensive to produce will be eliminated. Designers are also paid a salary plus bonus based on KPI such as its generating revenue and ability to innovate. It can simply observe  that there were too much constraints to the design process. Potential generating revenue becomes a very important element to determine the success of the new design. New design which is not similar with past success factors is unlikely to survive. The consequence is that it will eliminate some new elements which make the company even successful in future. Shanghai Tang has 2 main business streams – core collection and seasonal collection, which about 50/50 in terms of revenue. In fact, for its seasonal collection, extra room should be given to the design teams, and more deviation from Shanghai Tang DNA should be allowed. It can let the company to test the water temperature in the market and to get more insight how the market is changing. It would not impact to its core business. Shanghai Tang could even think of the 3rd stream which more innovation would be allowed. The bonus scheme for designers would also be linked to the recognition of their design. The Shanghai Tang DNA should be reviewed from time to time to keep pace with the market trend to make sure the new fashion elements will be captured. Thus, those designers will be motivated and encourage to participate in the theme of their design. As Shanghai Tang is a high end fashioned product, it should not be limited to high manufacturing cost as well. Margin can be set higher for products with nice design but higher manufacturing cost. Replacement of Creative Director Ooi was going to leave Shanghai Tang, but the global economy was in the tough situation. Le Masne was in a dilemma to hire a new replacement or let the whole team to continue the work. Considering the fact that the Creative Director is the soul of the company which can define the main frame of the products and company direction, it is indeed an urgent matter that they have to hire the new replacement or promote internally. Promoting internally may create conflicts inside the team, and it doesn’t add any new element to the team. Unless there is someone very outstanding, Shanghai Tang could look for a competent replacement externally. Working a whole team without leader is not going to work especially there are too much conflicts between the design and commercial teams and no one is able to resolve it. Expanding China Market Shanghai Tang had around 10 shops in China. It also had 9 shops in Hong Kong which can be considered crossover between eastern and western culture, not pure Chinese taste. The Chinese society accounted totally half of its total shops all over the world. However, looking deeply to its customer profiles, its major customer group was still USA and Europe. The Chinese customer in mainland China market was just over 50%. American and European might be in favour of existing product design in Shanghai Tang. However, it doesn’t imply that the Chinese customers are with the similar taste. Foreigners may be in favour of design with fashion and absolute Chinese styled, but Chinese may desire the design with mix of Chinese and Western style, and do not want it to be too Chinese. They may be even reluctant to accept the goods â€Å"Made in China†, as there was a trend wealthy people tend to buy foreign luxary brand. Shanghai Tang had experience that different culture may have different taste. Design had to be fine tuned somehow to fit different culture. In terms of customer age group, excluding Mainland China market, the target age group was those between 36 to 45. However, in China market, there’s also 40% of customer from age group 26-35. Among the 7 key in house designers in Shanghai Tang, though 3 of them were Chinese, they did not really have exposure in China. For the rest, they were foreigner but had certain exposure in eastern fashion industry, not much in China yet. It was proven their design can quite hit the western market with age group 36-45, but it did not imply it will work perfectly in China market and younger age group. It is advisable that Shanghai Tang should conduct a thorough research in China to define the Chinese taste. Moreover, they should also bring in some designers with Mainland Chinese exposure. They should also add in innovation elements into the business in order to compete the market shares in China. â€Å"Jacket in Chinese, skirt in more western† may not work for US/European customers, but it may work perfectly in China market. Using the famous western celebrities to promote its brand in China may increase its awareness effectively. Chinese may not perceive Shanghai Tang as â€Å"Real Chinese Stuff† only, but also an icon of western fashion. Conclusion Though Shanghai Tang had been quite successful in the past years, it cannot simply stick to it. It has to keep its creativity and innovation, and bring new elements to the company. Thorough preparation is essential for its battle in Mainland China Market.

Process vs Product Drama in Education Free Essay Example, 2750 words

Educator Fredrich Frobel supported and advocated a similar philosophy in the early 19th century a child-centered process in Both philosopher and educator were expressing an alternate perspective or viewpoint to instructional and learning processes in education; one that advocated that learning took place internally (within the person) based on an individual s needs (Weltsek-Medina; Blatner Weiner 2008; Frobel 1800 s). The responsibility of the teacher was not to transfer outside knowledge to the student, as were the practices of instruction. The role of the teacher was to help students explore intrinsic needs through the contexts of education. In this way, students needs were placed at the center of the educational experience the teacher filled the position of guide or facilitator. As a result of the new child-centered or student-centered approach in education, a discussion about educational drama arose in England (Weltsek-Medina, Blatner Weiner 2008). -- child/student-center ed and focused on intrinsic needs. In the 20th century, a prominent teacher and drama education practitioner, Harriet-Finlay Johnson expressed that drama education focused too much and primarily on adult interpretations. In turn, aesthetic valuation of the product , production or performance of plays worked on in schools focused primarily on adult cognitive interpretation. We will write a custom essay sample on Process vs Product Drama in Education or any topic specifically for you Only $17.96 $11.86/page

Should Euthanasia Be Legalized Essay - 1200 Words

â€Å" To insist on artificially maintaining existence without regard for its condition is a degradation of the meaning of life, not a promotion of it (Cockeram 33) .† Many adults perceive euthanasia as a murderous act that involves cruel and unusual pain; when in fact, it is usually a method that helps the individual reach their demise in a less miserable manor. Immigrants to the United States are inclined to become a citizen, not for the beautiful geography, but because the U.S. is one of the few countries that gives everyone freedom established in the Bill of Rights that does not discriminate based on race, religion, gender, or sexual orientation. So then why is it as a United States citizen one does not have the right to choose when they†¦show more content†¦Passive euthanasia is when someone ends their life by refusing further treatment to quicken the process. For example, an individual that is suffering from aggressive brain cancer, and knows the inevitable deat h is approaching then they will refuse chemotherapy to accelerate the process (â€Å"Euthanasia†) . Active Euthanasia is the more controversial aspect of it because it involves the doctor deliberately giving injections of certain medications to end the life of that person (â€Å"Euthanasia†) . Usually euthanasia happens to people in a persistent vegetative state, PVS, where they are no longer aware (brain dead), and in most cases need a life-supporting system (Cockeram 51) . This is determined through an electroencephalogram, the test determines if there is no brain activity and it is a flat line (Gay 10) . Euthanasia is NOT cruelly killing people that do not have a say in what happens to them. It is NOT easy for individuals to say goodbye to their loved ones knowing that they did not know their family was there for them. As a United States citizen everyone should demand the right to choose if they want to die if a terminal illness would ever happen to attack them someday. Not everyone agrees with the idea of having the right to die; some see it as doctors and people taking on the role of God. Others believe that doctors are ending the life of a patient short, and that they give up hope of a PVS person from recovering. â€Å"In the USA, the Supreme CourtShow MoreRelatedShould Euthanasia Be Legalized?1360 Words   |  6 PagesAbout 55% of terminally ill patients die in atrocious pain. Euthanasia is a practice that hasn’t been legalized in many places, and is usually performed by lethal injection. In the United States euthanasia is only legalized in Oregon, Washington, Montana, and certain areas of Texas. Some citizens feel that euthanasia should be legalized because they should have the sole right to their life. Others feel that God is the one that has the authority over a person’ s life. There have been many cases whereRead MoreShould Euthanasia Be Legalized?864 Words   |  4 Pagescontroversy over euthanasia. Because there is a sharp conflict on the issue, some countries accept mercy killing lawful while others do not. The main arguments about the issue are whether the deliberate intervention on one’s life to the end is morally right or wrong. Some say euthanasia should be legalized because it is the only way to relieve harsh pain and meet ‘real happiness’ for the patients who are not expected to maintain their lives more. They also argue that people should respect the patients’Read MoreShould Euthanasia Be Legalized?971 Words   |  4 Pages Legalization of euthanasia in China Youyou Zhuang English Language Center, University of Victoria Youyou Zhuang, a student in English language center of University of Victoria. zhuangyoyo@gmail.com Legalization of euthanasia in China The hospital is a place where to cure the sickness and to save the patients. Have you ever thought a kind of â€Å"killing† could happen in the hospital? It is the â€Å"mercy killing†, also called euthanasia. Till now, euthanasia is legal in Netherlands, BelgiumRead MoreShould Euthanasia Be Legalized?1413 Words   |  6 Pagesstatement: euthanasia should be legalized. There exist numerous topics that are controversial within the criminal justice system. Euthanasia, the practice of intentionally ending a life in order to relive pain and suffering, is one that has been around for a long time. Many people believe that it should continue being illegal due to certain moral values. However, some people argue that euthanasia should be decriminalized because people should have the right to die when they want to. Euthanasia hasRead MoreShould Euthanasia Be Legalized?907 Words   |  4 Pagesactive euthanasia, which is a highly contentious issue in the United States. Voluntary active euthanasia is currently illegal in the United States. However, I believe that patients with terminal illnesses experiencing a lot of pain and misery should have the right to die the way they choose, with dignity, instead of being subjected to agony. People should be able to choose voluntary active euthanasia, if ever need be, which is why I believe that despite current policy, voluntary active euthanasia shouldRead MoreShould Euthanasia Be Legalized?1050 Words   |  5 Pagesend quickly, but knew it was not going to happen. If euthanasia and/or assisted suicide was legalized, perhaps his wish could have been true. Unfortunately, euthanasia is only legal in the states of Oregon and Washington at the current time. Euthanasia is considered immoral and wrong for contradicting a doctor’s job. However, it save s families the horrible sight of their loved ones dying, safeguards being up to protect any abuse towards euthanasia, and ultimate choice of being euthanized is upon theRead MoreShould Euthanasia Be Legalized?1272 Words   |  6 Pagesthe natural body is able to heal itself and grow. Not only is it human nature to survive and prosper, it is also instinct to be frightened of death and suffering. Euthanasia has been a topic of debate ever since the Roman and Greek physicians have started to poison terminally ill patients with their consent. Today’s definition of euthanasia is â€Å"the act or practice of killing or permitting the death of hopelessly sick or injured individuals (as persons or domestic animals) in a relatively painless wayRead MoreShould Euthanasia Be Legalized?1220 Words   |  5 Pagesincurable patients, it is rarely known that Euthanasia, a termination of one’s life with his/her self-willingness, is a release of permanent pain. On the other hand, it is committed by the doctors. Among Voluntary, non-voluntary and involuntary Euthanasia, only is Voluntary Euthanasia being universally concerned by human beings. Various fascinating facts, Australia has already approved this act and many people from other countries have also committed Euthanasia. Regarding this topic, people have beenRead MoreShould Euthanasia Be Legalized?1210 Words   |  5 Pagesconcerns is dying with dignity and not left to suffer a long and drawn out death. Euthanasia, also known as mercy killing, is a sensitive and very controversial subject. Several people believe, doctors should not participate in any action that ends a person’s life due to the Hippocratic Oath stating that doctors are obligated to save lives. Although, euthanasia is considered to be immoral and even murder, it should be legalized when a person’s quality of life, due to an incurable illness, is gradually goingRead MoreShould Euthanasia Be Legalized?1490 Words   |  6 Pagesj ust like you are in pain. What would you do? Euthanasia is and act where a person assist the death of other person and relieves him/her from pain. It is also called as mercy killing. It is controversial because, some may thing it is immoral and some may think it is against their religious values. But, the fact is, the person who suffers with pain knows the pain better than anybody. It is the person’s decision to make. Euthanasia should be legalized with the involvements of legal documents based