Friday, December 27, 2019

Henriette Delille New Orleans Religious Order Founder

Known for:  founding an African American religious order in New Orleans; the order provided education for free and enslaved black people, contrary to Louisiana law Dates:  1812 - 1862 About Henriette Delille: Henriette Delille was born in New Orleans between 1810 and 1813, most sources agree on 1812. Her father was a white man and her mother a free person of color, of mixed race. Both were Roman Catholics. Her parents could not be married under Louisiana law, but the arrangement was common in Creole society.   Her great great grandmother was among slaves brought from Africa, and she became free when her owner died.   She was able to earn enough to free her daughter and two grandchildren by payment for their freedom. Henriette Delille was influenced by Sister Marthe Fontier, who opened a school in New Orleans for girls of color. Henriette Delille herself refused to follow the practice of her mother and two siblings and identify as white. Another sister was in a relationship much like their mother had been, living with but not able to marry a white man, and having his children.   Henriette Delille also defied her mother to work with slaves, nonwhites, and whites among the poor of New Orleans. Henriette Delille worked within church institutions, but when she tried to become a postulant, she was refused by both Ursuline and Carmelite orders because of her color. If shed passed for white, she most likely would have been admitted. With a friend Juliette Gaudin, also a free person of color, Henriette Delille established a home for the elderly and bought a house to teach religion, both serving nonwhites. In teaching nonwhites, she defied the law against educating nonwhites. With Juliette Gaudin and another free person of color, Josephine Charles, Henriette Delille gathered interested women together, and they founded a sisterhood, Sisters of the Holy Family. They provided nursing care and a home for orphans. They took vows before Pere Rousselon, a white French immigrant, in 1842, and adopted a plain religious habit and a rule (regulations for living) written primarily by Delille. The sisters were noted for their nursing care during two yellow fever epidemics in New Orleans, in 1853 and 1897. Henriette Delille lived until 1862.    Her will gave freedom to a woman named Betsy who had been a slave owned by Delille until her death. After her death, the order grew from the 12 members it included at the end of her lifetime to a peak of 400 in the 1950s. As with many Roman Catholic orders, the number of sisters dwindled after that and the average age increased significantly, as fewer young women entered. Canonization Process In the 1960s, the Sisters of the Holy Family began exploring canonization  of Henriette Delille. They formally opened their cause with the Vatican in 1988, at which time Pope John Paul II recognized her as Servant of God, a first phase that can culminate in sainthood (the subsequent steps are venerable, blessed, then saint).   Reports of favors and possible miracles were reported, and investigations on a possible miracle were wrapped up in 2005. In 2006, after the Congregation for the Causes of the Saints at the Vatican received the documentation, they declared a miracle. The second of the four phases towards sainthood has been completed, with a declaration of Henriette Delille as venerable in 2010 by Pope Benedict XVI.   Beatification would follow once the proper Vatican authorities determine that a second miracle can be attributed to her intercession. Popular Culture In 2001, Lifetime cable premiered a movie about Henriette Delille, The Courage to Love. The project was promoted by and starred Vanessa Williams.   In 2004, a biography by Rev. Cyprian Davis was published.

Wednesday, December 18, 2019

Photography and the Civil War Essay - 1603 Words

A. Plan of the Investigation Question: In what ways did Mathew Brady change people’s perception of the Civil War? This investigation evaluates the ways in which photographer Mathew Brady changed the American perception of the Civil War. The focus of the investigation is on the growth of photography during the Civil War, a small bit of background on Mathew Brady, and his involvement on the battlefield as a â€Å"battlefield photographer†. The technological advancements in photography during the Civil War are noted in this investigation. Also, connections between the advancements in early photography and how Mathew Brady used these advancements to change the public perception of the War are explored. Different†¦show more content†¦This dual lens camera created a â€Å"3d† like image, much like the image the human eyes create. The images were developed and put on to a â€Å"stereoview† card, these cards could be bought by the general public and viewed on a personal stere o viewing device that made the images look almost â€Å"3 dimensional† to the viewer. (council on foreign relations)  · The â€Å"stereoview† card viewer was a device much like a pair of glasses mixed with a toy image viewer that small children use today. In some cases, the card would slide into place in front of the lens to be perfectly in focus. Other times the viewer would simply hold the card in front of the viewer and view the card that way. (zeller) Before the steroescope and photography, information was typically transmitted orally. In 1862, Brady had an exhibit in New York called â€Å"The Dead of Antietam†. These were the first images of a battkefield before the bodies removed, and they shocked the public. (Civil War trust) Short background on Mathew Brady:  · Mathew Brady was â€Å"undoubtedly Abraham Lincoln’s favorite photographer† (http://www.mathewbrady.com/) He was the first photographer to document the Civil war (http://www.mathewbrady.com/) He was born in Cork, Ireland and moved to New York as a young boy. (Sons of the South) He was a northern union photographer. (http://www.mathewbrady.com/) Brady died January 15, 1896 after becomingShow MoreRelatedMathew Bradys Photography of the Civil War Essay2809 Words   |  12 PagesIntroduction Photography opened the world’s view. â€Å"Until 1839 the world was blind. Vision was limited to the immediate spectator or the art of the artist, but the rest of the world and history could not see† (Horan 3). People imagine things and do not believe it until they see it. Unless someone has really seen it they believe what they want. Mathew Brady showed people what war was really like. 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Tuesday, December 10, 2019

Analysis of Sydney Community Hospital

Question: Discuss abuout the Analysis of Sydney Community Hospital. Answer: Introduction The following essay critically analyses a case study of Sydney Community Hospital. The hospital has received funding from the government that is meant to expand it capacity from the current 110 beds to 200beds. The hospital has been in existence in the community for 15 year with expansion of capacity despite the changes that occurred in the society. There has been change in population and age composition in the area. The population of young families has increase as well as the number of aging people. The hospital has been providing health services in general acute medical, surgical, obstetric to the community. In order to facilitate the capacity expansion, the hospital has stated it vision, mission and strategic goals for effectiveness in the hospital (Avgar, 2015). The stated vision statement of the hospital is to provide positive health experiences for the community. The mission statement that will create the hospital purpose is stated as to providing highest quality, specialized h ealth care in partnership with patients, carers, the community at large and other health care providers. In order to achieve this purpose the organization has formulated it strategic goals as to develop high performing, multidisciplinary teams within the specialist services in order to provide high quality, patient centered care that is effective, efficient and able to respond to the changing health needs of the population (Corrigan, McNeill, 2009). Discussion The current organizational structure has been used for years with before the expansion of the hospital. This organizational structure has had a traditional and functional in the hospital with 110 beds. The organizational structure has been effective and has been enabling the hospital to meet it objective of offering quality health care to the community (Hermalin, n.d.). The structure has had defined communication lines and command chain that has made the hospital management structure to be very bureaucratic. The existing hospital structure has been advantageous to enabling the hospital run and realizes the current problem of need of expansion that has prevailed. This existing organizational structure has several limitations with the current situation. Due to expansion, the existing organizational structure will not be able to accommodate large hospital. This organizational structure will not be able to facilitate effective communication in the hospital. The large hospital will have s everal teams that will require effective communication in order to meet the purpose of the hospital (DePasse, Celi, 2013). The current situation of the hospital will also require a lot of collaboration of different teams and partners in different locations. The existing organizational structure will therefore not be able to allow effective chains of command that can enable collaboration that is required to ensure goals and objectives of the organizations are met. In addition, the existing organizational structure will not be able to provide supervisory role that will ensure resources are well accounted for. Lastly the existing organizational; structure will not be able to ensure quality health care is provided and patient feedback incorporated in enhancing quality improvement. This means that the organization structure is limited to expanded capacity of the hospital and there is need to adopt a new organizational structure to effectively and efficiently meet the mission of the hosp ital. In order to accommodate the new capacity in the hospital, there is a need for the management to adopt a new organizational structure. The effectiveness and efficiency in provision of health care to a large population and several departments necessitate adoption of an organizational structure that will accommodate increased communication and well defined lines of authority and command (James, 2015). The alternative structure will have increase number of departments and line managers. It will also create an office of an assistant managing director who departments directors will report to and then reports to the managing director of the hospital. The suggested organizational structure will also create a department of partnership director who will coordinate collaboration of the hospital and other health care partners. Another department will be a customer care that will provide inquiry to patients. This alternative organizational structure is meant to accommodate more team and offer col laboration with other health partners (Spaulding et al., 2017). The new structure will increase departments to allow provision of specialist health care in partnership with the patients, carers, community and other partners. The organizational structure will also have to expand the staff management department to develop a performance appraisal for the hospital. This will enable the hospital develop high performing employees that will improve the quality of health care services provided to the community. The new organizational structure will have new defined channels of communication that will enable effective communication in the hospital (Kossek et al., 2014). This will enable collaboration between the hospital and other health partners with an aim of providing quality health care services to the society. The new lines of authority and responsibility will be meant to improve delivery of services in the hospital. The lines of authority and responsibility will enable the hospital be accountable of the resource thereby enabling the functionality of the new organizational structure (Skurka, 2007.). The key lines of authority and responsibility are as follows; First, the is nursing staff who are headed by a nursing manager who will be reporting to the director of nursing services who will report to assistant managing director and then finally to the managing director of the hospital. The second key line of authority will be junior medical staff that will be under a senior medical staff reporting to the director of medical services. The director of medical services will then report to the assistant managing director and finally to the managing director of the hospital. The third line will involve administrative staff who will be under meddle managers who will be reporting directly to the di rector of corporate service. The director of corporate services will be in charge of reporting to the assistant managing director who will then report to the managing director. The fourth key line will be an inquire staff who will report to customer care manager and then directly to the assistant managing director. Lastly, there will be partnership director who will be reporting directly to the assistant manager (Peirson et al., 2012). This department will be responsible to enabling collaboration of the hospital and other health partners in providing highest health care to the community. These lines of authority and responsibilities will enable the hospital provide health care to the community. They will enable management of the internal and external changes that has happened in the community. The line of authority and responsibility will also enable improved communication and collaboration across the different department in order to work as one team in ensure accountability and res ources in the hospital and enhance delivery of quality health care service (Visser, 2008). The new suggested hospital structure is custom designed to accommodate the enlarged hospital capacity. First, the new organizational structure will accommodate additional departments that are required in meeting the mission of the hospital (Agrizzi, 2008). These additional departments will enable the organization be patient centered. The patients will be able to give their feed back through the inquired office. These feedbacks will be used to improve the quality of health. The partnership department will enable the organization collaborate with other health partners in offering the community highest quality health. The organizational structure will also enable the creation and retaining of high skilled staff that will enhance provision of specialized high quality services (Alyahya, 2012). The organizational structure well defined line of authority and responsibility will enable the organization enhance it communication and collaboration across departs. The new organizational structur e will be limited additional need for resources. It will require resources to implement and enable it functionality. There will also be need of increased supervision to ensure that the increased number of departments is working effectively and efficiently. Therefore, the new hospital organizational structure will be appropriate in enabling the functionality of the changing internal and external environment of the hospital (Acar, Acar, 2014). The organizational structure will also be able to collaborate with the carers, community and other health partners in providing the highest health care service. Conclusion From the critical analysis in this paper, it clear that there is need for a new hospital organizational structure. The existing organization structure is ineffective with the current increase of capacity that the hospital is undertaking. The expansion in capacity necessitate the hospital to change and increase it capacity to deliver quality services. Internal and external changes in the community require the hospital to change it organizational structure to increase its ability to meets new goals. Therefore, designing a new organizational structure that defines lines of authority and responsibility to enable the hospital effectively and efficiently execute it mission and work toward the vision of the hospital. References Acar, A., Acar, P. (2014). Organizational Culture Types and Their Effects on Organizational Performance in Turkish Hospitals. EMAJ: Emerging Markets Journal, 3(3), 18-31. https://dx.doi.org/10.5195/emaj.2014.47 Agrizzi, D. (2008). Assessing English hospitals: contradiction and conflict. Journal Of Accounting Organizational Change, 4(3), 222-242. https://dx.doi.org/10.1108/18325910810898043 Alyahya, M. (2012). Changing organizational structure and organizational memory in primary care practices: a qualitative interview study. Health Services Management Research, 25(1), 35-40. https://dx.doi.org/10.1258/hsmr.2011.011023 Avgar, A. (2015). Book Review: Co-operative Workplace Dispute Resolution: Organizational Structure, Ownership, and Ideology. Organization Studies, 36(9), 1265-1268. https://dx.doi.org/10.1177/0170840615588741 Corrigan, J., McNeill, D. (2009). Building Organizational Capacity: A Cornerstone Of Health System Reform. Health Affairs, 28(2), w205-w215. https://dx.doi.org/10.1377/hlthaff.28.2.w205 DePasse, J., Celi, L. (2013). Collaboration, capacity building and co-creation as a new mantra in global health. International Journal For Quality In Health Care, 28(4), 536-537. https://dx.doi.org/10.1093/intqhc/mzt077 Hermalin, B. Organizational Fixed Costs and Organizational Structure. SSRN Electronic Journal. https://dx.doi.org/10.2139/ssrn.1605 James, K. (2015). Safe and family-centered maternity hospitals: organizational culture of maternity hospitals in the province of Buenos Aires. Archivos Argentinos De Pediatria, 113(6). https://dx.doi.org/10.5546/aap.2015.eng.510 Kossek, E., Hammer, L., Kelly, E., Moen, P. (2014). Designing Work, Family Health Organizational Change Initiatives. Organizational Dynamics, 43(1), 53-63. https://dx.doi.org/10.1016/j.orgdyn.2013.10.007 Peirson, L., Ciliska, D., Dobbins, M., Mowat, D. (2012). Building capacity for evidence informed decision making in public health: a case study of organizational change. BMC Public Health, 12(1). https://dx.doi.org/10.1186/1471-2458-12-137 Skurka, M.(2007). Health information management (1st ed.). Spaulding, A., Kash, B., Johnson, C., Gamm, L. (2017). Organizational capacity for change in health care. Health Care Management Review, 42(2), 151-161. https://dx.doi.org/10.1097/hmr.0000000000000096 Visser, B. (2008). Organizational communication structure and performance. Journal Of Economic Behavior Organization, 42(2), 231-252. https://dx.doi.org/10.1016/s0167-2681(00)00087-1

Tuesday, December 3, 2019

Locantro Essay Example

Locantro Essay Artifacts are remains such as tools jewelry and other human made objects Culture peoples unique way of life Hominid a member of a biological group including human beings and related species that walk Paleolithic Age a prehistoric period that lasted from about 2,500,000 to 8000 B. C Neolithic Age a prehistoric period that started 8000 Technology the ways in which ppl apply knowledge tools and inventions to meet there needs Homo sapiens Homo sapiens is the scientific name for the human species.Homo is the human genus, which also includes Neanderthals and many other extinct species. Chapter 1 In 1992, Gen Suwa, a paleontologist from Japan discoveries in east Africa one of the oldest hominid teeth ever found Over the next two years, additional remains were uncovered like arm bones and parts of a skull and jaw that belonged to 17 ppl Just 45 miles away in 1974 Donald C. Johanson and Tom Gray uncovered a 3. 2 million year old Skelton. Tool making the use of tools was one of the earliest as pects of culture that ppl formedThe Stone Age name used to idem Homo habilis lived during first of Paleolithic period Oldest hominids known to create tools Lived In Africa from about 2. 5 to 1. 5 million Language Instead of just making sounds and signals to show emotion and direction Homo erectus may have been talking to each other about 500,000 years ago Laungage was one of humanitys greatest accomplishments What benefits did language do to humanity Made it for ppl to work together Enabled ppl to exchange ideas about the worldProvided a way for ppl to socialize evidence of early Homo sapiens goes back as far as 200,000 years ago Neanderthals most likely the first Homo sapiens Neanderthals stood about 5,5 tall their brains were slightly bigger than todays modern day humans Most lived in small groups of 35 to 50 ppl Were nomads therefor did not live in one place permately Lived in caves or over from cliffs Wore heavy clothing made from animal skins to stay warm and protected