EVALUATING NORTH AMERICAN HEALTH SYSTEMS Essays - Health Economics

EVALUATING NORTH AMERICAN HEALTH SYSTEMS I received an 78% in a third year Public Finance Course for this paper. Criticisms were that I did not detail why private enterprise does not work. Also that a couple of paragraphs were too long. I am a third year Bachelor of Science student majoring in Economics. EVALUATING NORTH AMERICAN HEALTH SYSTEMS INTRODUCTION Compensating the affairs of economic efficiency with the demands of sociopolitical rights is a constant source of tension in Canada and the United States alike. In no other element is this tension more apparent than in the group of complex markets we call the health care system. Canadians have been fortunate enough to receive a universal health care system for nearly forty years. This is a single-payer system funded by the governments, both provincial and federal, but at what costs? Is health care not unlike any other commodity, or is it the privilege of every citizen? Health care has elements of common economic behavior, however, there are also certain social values associated with it. It is this struggle of defining what health care is that causes such anxiety among economists. The Canadian health care system is slowly crippling the economy, and reforms must be devised to preserve the pride of Canada; our health care system itself. The pluralistic health care scheme of the United States, as well, has serious socioeconomic implications, and American policy makers are looking toward the model of the Canadian system for answers. Both the United States and Canada must reform health care policy, but to what extent? Obviously these questions cannot necessarily yield clear, concise answers, however they will provide insight into analyzing the current and proposed systems of health care. Certainly if Canada is to maintain a high standard of care it must adopt an economically efficient, revenue generating system. Moreover the United States must adopt the single-payer system of Canada while still retaining a strong revenue base. This paper will discuss the strengths and shortcomings of the Canadian health care system, and how health care is a sociopolitical enigma. Furthermore, how the single-payer system is the only realistic response to the growing inadequacies within the American socioeconomic status. CANADIAN HEALTH CARE STRUCTURE Serving as a general background in its appraisal, it is necessary to outline the history and the ambient factors of the Canada health care that is so sought after by the United States. The Canadian health-insurance program, called Medicare, is administered by provincial governments and regulated and partly financed by the national government. Medicare pays basic medical and hospital bills for all Canadians, where the governments determine the criterion of basic care, to insure and maintain a standard level of service. As early as 1919, Canada's Liberal party promised national health insurance, but the first real step was taken in Saskatchewan, where in 1947 province wide hospital insurance was introduced. A national hospital-insurance act followed in 1958, and by 1960, 99% of Canadians were covered by government run hospital insurance. Saskatchewan was again the first in 1961 to introduce medical-care insurance which covered doctors' services as well. However, this was not an easy t ransformation. In 1962 when the medical insurance act was implemented, the doctors of Saskatchewan went on strike. As a part of the settlement the government agreed to a modified plan that addressed some of the doctors' grievances. Despite the opposition from provinces, doctors and insurance companies, national Medicare legislation was in place by 1967, and today health care is a constitutional right. The arrangement reached by all provinces by 1972 was that the federal government paid half the cost of the provincial plans, provided the plans met five principles: accessibility, universality of coverage, portability from province to province, comprehensiveness of service, and government administration. Under the system the health care provider bills the provincial plan directly. The Canadian Health Act, effective in 1984, clarified the national standards and may penalize provinces that allow doctors to bill for more than the Medicare rate. The Canadian provinces spend a third of their budgets on health and hospitals. High-tech medicine and an aging population have caused Canada's medical costs to rise significantly over the past decade. Increasingly, governments attempt to control costs by promoting personal fitness, cutting back the number

Leadership Evaluation Example

Leadership Evaluation Example Leadership Evaluation – Coursework Example Leadership Evaluation Too high Managerial incompetence is very rampant in various organizations. Even though incompetence means different things to different persons, it generally denotes inability to perform a satisfactory work. Organizations are managed by managers with different leadership skills. That is why some organizations perform better than others. Nevertheless, it is expected that different leadership styles and vast managerial personalities bring reasonable output measured in employee performance. With all the discrepancies in leadership qualities, managers’ competence should not be compromised. This implies that their incompetence should be within a reasonable level that they should work jointly with as many employees as possible. Incompetence level up to 75% is therefore too high to warrant any good governance (Hughes, 2012).Qualities of effective leaders Inspiring- they could paint a future’s vision that motivates employees to do whatever it takes to reac h there. During difficult times, especially during financial crisis, they could clear the organizational roadblocks that derailed employees’ creativity and unleashing wonderful energy to press on. Optimistic- they admired our work to uplift our living standards to clouds and discouraged any mischief. They encouraged us to perceive life in positive angle and kept promising us of better tomorrow. Even when some workers were low in spirit, they could encourage them and spread the message of optimism. Honest and just- they were fair in their duties and treated all workers equally. They could face issues the way they are. For instance, they could say this is possible and that is not. Traits of ineffective leaders Lazy- the manager reported to work very late and he could not solve an issue at stake. Procrastination was the order of his office. A lot of files awaited his attention all the time and he did not bother to check with his diary (Westby, 2003). To make the matters worse, h e could not make any commitments in paper.Poor communication- he could make follow ups in his instructions. He gave orders and could not bother whether they were delivered or not. When you meet in the corridors, he could embarrass you openly, even with slightest mistake that doesn’t warrant it. References Hughes, R. L. (2012). Leadership: Enhancing the lessons of experience (7th ed.). New York: McGraw-Hill Irwin.Westby, J. R. (2003). Leadership. New York: American Bar Association.

Womens Rights in Africa and Where They Are Now Research Paper

Womens Rights in Africa and Where They Are Now - Research Paper Example This has in turn resulted in an imbalanced society, in which men occupy all the positions of leadership at the expense of women who perform basic home management roles (Oduyoye 12). The research looks forward to exploring exploitations leveled against women. It further investigates how the modern day African societies reverse the effect of such retrogressive beliefs, which have contributed to the rejection of women human rights in the societies. In doing the research analyses a number of sources primary of which are films and videos obtained from YouTube and other digital video disc formats. These videos depict the different forms of women maltreatment and the rights denial mechanisms that the African women face in their daily lives. Research methods In my research project, I have opted for numerous methods of carrying out the assignment. The audio methods become my first priority due to its efficiency and in my research project; the audio comes in video terms. ... This is because, after the practice the young girls are immediately given out for marriage to elderly men (Ogundipe-Leslie 21). The research also uses secondary sources, which include books and newspaper articles, which recount the struggle of the African woman for liberty and equal opportunity in the society. These seek to depict the progresses made by different governments in the continent to level the playing ground for both sexes thus uplift the status of the girl child thus that of the African woman by extrapolation Violation of African women's rights The violation of African women's rights started back in the eighteenth century when women were viewed as second-class citizens. Gender inequality did not start in Africa, but rather started in the advanced continents of Europe and America. However, the women in these continents overcame the oppression and gradually liberated themselves from the bondage. Sadly, Africa is still evolving in terms of gender equality (Breneman 140). The stubbornness of this gender inequality is due to strong cultural beliefs that Africa strictly follows, hence placing women in their old traditional place of the weaker vessels. The challenges that African women undergo are numerous challenges, and to begin with, genital mutilation tops the list. Female Genital Mutilation (FGM) Female genital mutilation has another name of female genital cutting or circumcision, and the world health organization (WHO) describes it as a process through which the external female reproductive organs or genitalia is either partially or entirely cut off. Approximations of up to 140 million women, or probably more pass through this intolerable procedure every year, globally. Africa alone practices the FGM on roughly 3 million young girls yearly (Toubia & Anika

The UK Corporate Governance Code operates on a comply or explain Essay

The UK Corporate Governance Code operates on a comply or explain basis. You are required to discuss whether this leads to better disclosure or allows companies to operate in any way they choose - Essay Example There are three main principles of ethics in an organization, which are namely; standardization, realistic and driven by business managers. The principle of standardization ensures that the business management formulates uniform policies that govern the entire business without fear or favor. The principle of realistic enables the business to see achievable goals. Meaning, they have to be realistic and genuine. Lastly, the top managers of the organization have to support the business. It is worth noting that ethical issues are responsibilities of all the stakeholders and shareholders (Brink 2011, p. 4) Ethical issues and corporate governance are very important tools of business operations. The following paragraphs will highlight the ethical issues that confront businesses. Fair working conditions; it is the right of the workers to enjoy good working conditions. This means that the conditions must be able to meet the value of service delivery. Unscrupulous employers overwork employees and pay them low salaries. This behavior is vanishing gradually because workers get information as their right day by day. It is because of this that the workers threaten to accuse employers shall they infringe their rights. Consequently, the employers have since become socially responsible (Jose 2008, p. 55). Lately, technology has become a requirement in organizations. Low technological advancement in an organization slows down productivity. Besides, it is unethical because without technology workers use a lot of physical effort. To cab this menace, the organizations have to improve and modernize corporate governance. They can do this through shareholders, stakeholders, and managers. It is socially responsible for the senior officers to form part of the activities (Prabakaran 2010, p. 30). Safety and health of workers is, and should remain a responsibility of all within the organization. It is socially irresponsible to overlook this matter. Some workers work from

Eating in Ignorance Essay Example | Topics and Well Written Essays - 750 words

Eating in Ignorance - Essay Example Obtaining fast foods is cheaper as compared to buying of healthier food products which are essential for the development of the body. Wirzba (24) tries to make the readers of the article understand the importance with which they should have regarding the foods that they consume. Knowing how such foods are obtained and manufactured can be very essential in ensuring that every individual makes a wise choice in the types of food that they decide to consume. These cheap and fast foods are destroying our lives on earth in which God desired that we could live on it so that we can fulfill our dreams and serve him fully. Even though these fast foods taste pretty good it is the responsibility of each individual to grasp what the effects such kind of foods has in their lives. Knowing the composition of the different food stuffs is very vital so that proper choices on the kind of foods ingested into our bodies can be made. Without such knowledge the foods that build our bodies can be detrimenta l to our health. Christian Story Life that has been granted unto us by God should be held with high regard. With the evident frequent consumption of fast and cheap foods, all the life in the planet is slowly being destroyed and degraded. God expects each individual to respect and value all the life that he has bestowed unto mankind. That is why God expects us to avoid the earthly pleasures which are a cause of sin and suffering to mankind. With all the knowledge that man has been given, we are expected to always make use of it by getting to know some of the foods that we consume. As temple of God, every human being should treat their bodies with respect and integrity by ensuring that they consume foods which will ensure their well being. If only some of the people were fully aware of the food products which they consume they can never eat those foods again. This is an indication that such foods have a bad effect on our bodies which is a sign of the failure of man to keep their bodie s clean as they are the temple of God. God gifts which have been given to man should always be highly honored. Showing disregard to them is also a failure to honor God as illustrated by (Wirzba 25). This is an indication that in whatever man indulges in, everything should revolve centrally on God as he offers the best guidance on ways to satisfactorily live our lives according to his wishes. Through eating by gladly and generously sharing our food with other people it is a way in which the presence of God will continue to be in our midst. Christian forms of eating will always ensure that the eating habits of man become spiritually inspired ensuring the constant presence of God in our lives. This will be a manifestation of the love of the Lord. Respond Eating is an essential part of the lives of every individual. What man eats; makes them what they are. This is indication on the emphasis in which everyone should take into consideration the kinds of foods that eat. Life can only be gi ven and taken by God. However, for man to sustain their life on earth they should be able to eat food and drink water that has been provided by God in plenty. This is an evident link that exists between the kind of life that God has given to man and the kind of life that man has to sustain through the consumption of food. Food is the

Organizational Culture and Climate

Organizational Culture and Climate CHAPTER II CONCEPT OF THE ORGANISATIONAL BEHAVIOUR ,CULTURE AND CLIMATE AND ITS IMPACT ON THE ORGANISATION Organizations combine science and people- technology and humanity. Not only technology is difficult to cope by itself, but also adding people to it becomes an immensely complex social system. Within an organization itself, the social system is all the people in it as they relate to each other and to the world outside. The people and the organizations might have some conflict but they live in some degree of mutual interest and harmony. There is a mutual social transaction in which each benefits the other. Individuals use organizations as instruments to achieve their goals just as much organizations use people to reach objectives. There is no idealistic solution to organizational problems; all that can be done is to enhance our understanding and skills so that human relationships at work can be upgraded. Organisations are a universal and pervasive phenomenon manifest in all aspects of human life in different forms. A common thread that runs through all organisations is that they are aggregates of people, and that they have a common purpose. The examination of some definitions will help in appreciating the various facets of organisations. Concept of Organization There are hundreds of definitions of the concept of organization in the management, psychological, and social and sociological literatures and these definitions are being constantly updated and revised. Some of the definitions of organization are as follows: (a) â€Å"Organization is a social group in which the members are differentiated as to their responsibilities for their task of achieving a common goal† (Stogdill 1950). (b) â€Å" Organization is a short hand expression for the integrated aggregation of those persons who are primarily involved in the managing risk and uncertainty- bearing, planning and innovation, co-ordination, administration and control, and routine supervision of an enterprise† ( Harbinson 1959). (c) An organisation is a rational coordination of a number of people for the achievement of some common explicit purpose or goal through a division of labour and function through a hierarchy of authority and responsibility[i] (d) Organisations are human groupings deliberately constructed and reconstructed to meet specific goals[ii] (e) Organisations are physical arrangement of people in various roles for meeting organisational objective.[iii] Common element that runs through these definitions include the fact that organizations involve : (a) Identifiable aggregation of human beings or Individuals banding together to form a group. (b) An organizational goal or the pursuit of a common goal or goals. (c) Coordination of activities with a belief that the group can achieve what an individual cannot. (d) More or less clearly defined responsibilities for its members. (e) Structure or system for coordination. A current concept which leads to better understanding of organisations is to view them as ‘systems existing in the environment. The systems are separate from the environment but their boundaries are permeable, permitting the influence of the environment to act on the system and also enable the outputs of the system to flow into the environment. Every system is composed of a number of sub-systems which interact with and influence each other and also with the larger system, which is their environment. In the services for example, the army is a system with commands as sub-systems. Each of the commands has its own sub-systems such as corps and divisions, forming a hierarchy of systems. Another way of looking at the sub-systems is to classify them by distinct aspects of the functions in organizations for example, human, economic, technical, and so on. Organisations vary in their sensitiveness to the environment. This depends on how open or closed they are to the external influences which impinge on them from the environment However, organisations are neither fully closed nor fully open and the degree of closure/openness determines their characteristics, as described below :- (a) Closed System Organisation[iv]. These are not affected by environmental influences and are designed for the pursuit of clearly specified goals. Organisational arrangements and decisions are geared to goal achievement and are directed towards making the organisation more and more rational and mechanical in the pursuit of its goals. They are characterised by rigid rules, procedures, hierarchical structures and tasks. Such systems are very stable and usually efficient. But, as they are closed from the environment, they have little adaptability and flexibility. Bureaucratic systems are typical closed systems. (b) Open System Organisations. These are systems that consider the environment as a reality. The goals of such organisations emerge as adaptive responses from the influences of the environment. They are not rigid and do not have a strong hierarchical structure. The various parts or sub-systems of the organisation are interdependent; changes in one causing important influences on the other. Such systems are highly adaptive and flexible but are usually low in efficiency. Research and development organisations are usually typical open establishments. Concept of Organizational Behavior Organisational Behavior can be defined as the understanding, prediction and management of human behavior in the organizations.[v] The human behavior in the oraganisation is determined partly by the requirements of the formal organization and partly by the personal system of the individuals forming the organization. The organizational Behavior can also be defined as the field of study that investigates the impact the individuals , groups and the structure have on the behavior in the organizations for the purpose of applying such knowledge towards improving an organisations effectiveness. The relationship between the individuals , organization and the working environment is shown below :- Organisational Participants Organisational Behavior Organisational Environment The key elements in organizational behavior are people, structure, technology, and the environment in which the organization operates. When people join together in an organization to accomplish an objective, some kind of structure is required. People also use technology to help get the job done, so there is an interaction of people, structure, and technology. In addition, these elements are influenced by the external environment and they influence it. (a) People. People make up the internal social system of the organization. They consist of individual groups, large groups as well as small ones. They may be unofficial, informal groups or official, formal ones. Groups are dynamic. They form, change, and disband. The Human organizations today are not the same as it was yesterday, or the day before. People are living, thinking, feeling beings that created the organization to achieve their objectives. (b) Structure. Structure defines the official relationships of people in the organizations. Different jobs are required to accomplish all of an organizations activities. The people who perform these jobs have to be related in some structural way so that their work can be effective. These relationships create complex problems of cooperation, negotiations, and decision making. (c) Technology. Technology provides the resources with which people work and it affects the task that they perform. The great benefit of technology is that it allows people to do more and better work, but it also restricts people in various ways. (d) Environment. All organizations operate within an external environment. A single operation does not exist alone. It is part of a larger system that contains many other elements. The environment in which an organization operates influences the attitude of people, affects working conditions, and provides competition for resources and power. Concepts Dealing With an Individual.[vi] There are four concepts dealing with the nature of an individual in the Organizational Behavior :- (a) Individual Differences. Every individual has a different gift of nature, different quantity of intelligence and different way of behavior. When it comes to human behavior there cannot be a prescriptive solution. This concept tells a manager that every person should be treated as an entity and should not be stereotyped just because he belongs to a group. (b) Whole Person. When it comes to analyzing the behavioural problems the manger should take into account all the roles an individual is playing in the organization. (c) Motivation. The manager by his own behavior can influence an employee and can cause him to behave in a particular way. (d) Human Dignity. This concept is more on an ethical philosophy. Every person in an organization wants to be treated with respect and is engaged in the same pursuit. Models of Organisational Behavior[vii]. There are four recognizable models of the organizational behavior. These are tabulated as below :- Autocratic Custodial Supportive Collegial Model Depends Upon Power Economic resources Leadership Partnership Managerial Orientation Authority Money Support Teamwork Employee Orientation Obedience Security Job Performance Responsibility Employee Psychological Result Dependence on Boss Dependence on organisation participation Self discipline Employee Needs Met Subsistence Maintenance Higher order Self actualisation Performance Result minimum Passive cooperation Awakened drives Moderate enthusiasm, Autocratic model was in existence at the time of industrial revolution . subsequently the thinking shifted to the custodial model which consisted of giving some sops, concessions and privileges to the employee to keep them happy. In both the autocratic and the custodial models the managers did not bother creating a conducive atmosphere for the employees. The supportive model emerged as a sequel to the human relations era. This model assumes that the employees have some skill and will contribute to the organization. Thus the manager is not the boss of the team but a leader of the team of employees entrusted under him to perform a particular job. Leader is responsible for creating an environment to utilize the skills and wills of the employees to contribute to the organizational effort. The collegial model is more applicable to the to scientific and professional employees where the role of the manager is changed to a partner in pursuit of the same objective as the employee. Concept of Organizational Culture Organisatinal culture is a pattern of beliefs and expectations shared by the members of the organization. These beliefs and expectations produce norms that powerfully shape the behavior of individuals and groups in the organization. The organizational culture includes[viii] :- (a) Routine behavior when people interact. (b) The norms that are shared by everyone in an organization. (c) The dominant values held by the organization. (d) The philosophy that guides the organizations policies. (e) Climate in an organization. (f) Rules in an organization. Organizational Culture has the potential to enhance the organizational effectiveness , individual satisfaction and the sense of belonging to the organization. However if the organization culture gets out of step with the changing expectation of the stakeholders, the organizations effectiveness can be hindered. A strong culture facilitates goal alignment. As all employees have same basic values, therefore they agree on not only the goals but also the methods of achieving them too. Thus the energies of the employees is channeled in the same direction and the organization performance is better. A strong culture leads to high levels of employee motivation because a strong culture automatically attracts the people towards the organization. A strong culture also enables an organization to learn from its past. The strong culture reinforces the consensus on the interpretation of issues and events based on the past experiences, provides precedents from the organizations history which help in deciding course of action to meet the new challenges. Organisational culture exists on different levels that differ in terms of visibility and the resistance to change[ix]. The least visible or the deepest level is the basic shared assumptions which represent the beliefs about the organisation that needs to be run. The next level of culture is the cultural values which represent the collective beliefs, assumptions and feelings about what things are good , normal , rational , valuable and so on. These values tend to persist over time when the organisational membership changes. The next level is that of the shared behaviors , including norms which are more visible and somewhat easier to change than the values. The most superficial level of oragnisational culture consists of the symbols. Culture symbols are the words , gestures and pictures or other physical objects that carry particular meaning to the culture. Concept of Organizational Climate The concept of organisational climate is derived from the atmospheric climate. Just as two places can be differentiated with reference to elements of atmospheric climate like temperature, humidity, etc, organisations also can be differentiated on the basis of organisation climate prevailing in them. There is evidence to show that there is a very close relationship between organizational climate, job satisfaction, performance of individuals and ultimately organisational effectiveness. Organisation Climate[x] is a set of distinctive features that distinguish one organisation from another and influence the behavior of people. It may also be defined as behaviour, shared beliefs, and values that members have in organisation. It often sets the tone for the organisation and establishes implied rules for the way people should behave. In every organisation, there exist certain elements which exert profound influence on the existing climate. These are :- (a) Organisational Context . The foremost factor is command/ management philosophy. Reactions of the members of the organisation on the degree to which they accept this philosophy is crucial to a good organisational climate. The climate would be highly favourable, when existing command styles/management techniques are such that members goals match those of the organization. (b) Structure. Nature of relationships, de-alienation of the hierarchy, centralised/decentralised decision making etc affect the climate of an organisation. (c) Process. Some of the vital processes in an oraganisation are communication, decision making and leadership. In all these processes the interface between the superior and the subordinate are visible and cannot be ignored. (c) Physical Environment. The external factors like safety, comfort and decor effect the organisational climate of an organisation. (d) System Value and Norms. Every organisation has discernable and fairly evident formal value system. The formal value system is communicated to the members through rules, regulations and policies. The informal organisations within also exert influence on values and consequently on climate. Role of the Commander. [xi] The most important, is the factor of leadership, especially so in the context of the defence services. Leaders especially the top leadership create the culture for the organisations. In the defence services, since all personnel are subject to the same rules, regulations ,. the commander is the greatest influence factor. He is responsible for creating, developing and sustaining a healthy organisational climate, in keeping with the stage of growth of his unit or formation. By his leadership example and decision making style, a commander can create a healthy organisation climate for his subordinates to function and develop. [i] College of Defence Management Handbook Organisational Effectiveness. CDM Press, 1997,p.9. [ii] Ibid. [iii] Ibid. [iv] Ibid .pp 11-13. [v] Fred Luthans. Organizational Behavior. Irwin-McGraw Hill, 1998,p.16. [vi] A R Sapre. Organisational Behavior. Pune: Symbiosis Centre for Distance Learning,2004,pp 16-17. [vii] Ibid. pp 18-19. [viii] Luthans. Op cit. pp 550. [ix] Sapre. Op cit . pp 204. [x] College of Defence Management Handbook. Op cit. pp 35-38. [xi] Ibid . pp 36-39.

Guilt in Shakespeares Macbeth Essay -- Macbeth essays

Guilt in Macbeth      Ã‚  Ã‚   There is a large burden of guilt carried by Lady Macbeth and Macbeth in Shakespeare's tragedy Macbeth. Let's look at this situation closely in the following essay.    Fanny Kemble in "Lady Macbeth" asserts that Lady Macbeth was unconscious of her guilt, which nevertheless killed her:    A very able article, published some years ago in the National Review, on the character of Lady Macbeth, insists much upon an opinion that she died of remorse, as some palliation of her crimes, and mitigation of our detestation of them. That she died of wickedness would be, I think, a juster verdict. Remorse is consciousness of guilt . . . and that I think Lady Macbeth never had; though the unrecognized pressure of her great guilt killed her. (116-17)    In "Memoranda: Remarks on the Character of Lady Macbeth," Sarah Siddons mentions the guilt and ambition of Lady Macbeth and their effect:    [Re "I have given suck" (1.7.54ff.)] Even here, horrific as she is, she shews herself made by ambition, but not by nature, a perfectly savage creature. The very use of such a tender allusion in the midst of her dreadful language, persuades one unequivocally that she has really felt the maternal yearnings of a mother towards her babe, and that she considered this action the most enormous that ever required the strength of human nerves for its perpetration. Her language to Macbeth is the most potently eloquent that guilt could use.   (56)    Clark and Wright in their Introduction to The Complete Works of William Shakespeare explain how guilt impacts Lady Macbeth:    Having sustained her weaker husband, her own strength gives way; and in sleep, when her will cannot control her thoughts, she is p... ...    Frye, Northrop. Fools of Time: Studies in Shakespearean Tragedy. Toronto, Canada: University of Toronto Press, 1967.    Kemble, Fanny. "Lady Macbeth." Macmillan's Magazine, 17 (February 1868), p. 354-61. Rpt. in Women Reading Shakespeare 1660-1900. Ann Thompson and Sasha Roberts, eds. Manchester, UK: Manchester University Press, 1997.    Shakespeare, William. The Tragedy of Macbeth. http://chemicool.com/Shakespeare/macbeth/full.html, no lin.    Siddons, Sarah. "Memoranda: Remarks on the Character of Lady Macbeth." The Life of Mrs. Siddons. Thomas Campbell. London: Effingham Wilson, 1834. Rpt. in Women Reading Shakespeare 1660-1900. Ann Thompson and Sasha Roberts, eds. Manchester, UK: Manchester University Press, 1997.    Wilson, H. S. On the Design of Shakespearean Tragedy. Toronto, Canada: University of Toronto Press, 1957.