Legalizing Marijuana Essay -- Legal Issues, Drugs

What exactly is marijuana? Marijuana, also known as pot or hemp, is a naturally grown substance that contains THC. THC changes how the brain works and gives the user a high that relieves many different pains and even helps erase bad memories. The hemp plant can be found in just about any place, but has to be kept in heat. Marijuana is from a naturally grown plant so why not be able to use it legally? Well, there are many reasons against the legalization of marijuana and there are also many very good reasons to legalize it for medical and recreational use. So to the government and everyone against legalizing marijuana, too bad! It’s natural and people are going to smoke no matter what the laws are, so why not just make it legal? Making the use of marijuana legal everywhere will more than likely help stop the chaos between the smokers and nonsmokers and reduce the outrageously high total of 858, 408 who are arrested annually for marijuana possession and use. So why exactly should marijuana be legal? Well, there are many reasons both opinions and facts, but why does it need to be legal? According to many of my sources, marijuana has been found to be less dangerous than both alcohol and tobacco products. â€Å"Marijuana is safer than many over the counter drugs.† (Young, Francis L. 2) Judge Francis L. Young, from the DEA, declared that marijuana is one of the safest therapeutically active substances known to man. â€Å"Long term heavy marijuana use does not produce the severe or grossly debilitating impairment of memory, attention, and cognitive function found with chronic alcohol use.†(British Medical Journal Lancet 4) Only a small number of marijuana users eventually smoke enough of it for a long period to suffer impairments matching those ... ...ady! The laws changed for no reason. â€Å"Prior to 1937, at least 27 medicines containing marijuana were legal in the U.S. Many of these medicines were made by well-known pharmaceuticals that are still around today. Eli Lilly being one of there that sold medicines containing marijuana had to stop production because of the Marijuana Tax Act of 1937. It was legal once so let it be legal again. Legalizing marijuana will let the terminally ill and very sick people get what they need to help them without the trouble. It will also decrease the number of arguments and legal battles to legalize or to not legalize the substance. Marijuana is from a natural plant that is not meant to harm or affect people in anyway. The government and anyone against legalizing marijuana need to realize that there are things far more worse than marijuana. Make it legal and stop the drug war!

Leadership in Julius Caesar Essay

In Julius Caesar by William Shakespeare, Cassius is shown as the leader of the conspirators. Brutus, as chose by Cassius, becomes a secondary leader in the plan to eliminate Caesar. Cassius and Brutus portray specific leadership qualities in very different ways. Brutus shows he is a more sufficient leader by his bravery, integrity and selflessness. Cassius’ lack of bravery is matched up to that of Brutus at the time of their deaths during the Battle of Philippi in the fifth act. Just before Cassius’ death, he says to Pindarus, â€Å"O, coward that I am, to live so long, / To see my best friend ta’en before my face!† â€Å"Stand not to answer: Here, take though the hilts; / And, when my face is cover’d, as ‘tis now, / Guide thou the sword.† (V.III.2536-2537, 2546-2548) Cassius believes Brutus to be dead and assumes this means the end of the battle; the outcome not in his favor. Cassius has his servant, Pindarus, kill him rather than havi ng the courage to kill himself. On the other hand, Brutus, hearing that Cassius has died, admits that they, the conspirators, have been defeated. Brutus bravely kills himself by his own doing rather than to someone else do it for him. â€Å"Hold then my sword, and turn away thy face, / While I do run upon it. Wilt thou, Strato?† (V.IV.2728-2729) Brutus had shown more bravery than Cassius by having his own death carried out by himself. Brutus also has a greater integrity than Cassius, shown by Brutus’ intentions for the conspirators. Brutus tells Cassius, â€Å"We all stand up against the spirit of Caesar, / And in the spirit of men there is no blood.† (II.I.787-788) Brutus is explaining to Cassius that the point should not to be to kill Caesar, as Cassius wants, but to kill what Caesar stands for. Brutus says, â€Å"Let us be sacrificers, not butchers.†(II.I.786) It can be assumed that Brutus wants to kill Caesar with honor; that he wants to be seen as someone fighting for a cause, not j ust a murderer. Brutus shows higher respect toward Caesar as a person, which displays a greater integrity. Brutus is a more selfless person than Cassius and has a greater passion for Rome plus its people. At Caesars funeral, Brutus tells the plebeians, â€Å"If then that friend demands / Why Brutus rose against Caesar, this is my answer: / Not that I loved Caesar less, but that I loved / Rome more. Had you rather Caesar were living and / Die all slaves, than that Caesar were dead, to live / All free men?† (III.II.1552-1558) Brutus’ intentions were really to help the people of  Rome, rather than Cassius who secretly wanted the crown for himself. The people of Rome did not want a dictator so Brutus’ plan was to create a republic. Cassius, though, did not actually care for helping the people of Rome, he was only after the power that Caesar had. He says. â€Å"That part of Tyranny that I do bear / I can shake off at pleasure.† (I.III.525-526) Here, Cassius is saying he can’t bear the fact of someone having more power than him. Cassius implies he’d rather kill himself than be beneath Caesar. Cassius would have been miserable if Caesar became king and became a tyrant. Brutus proved himself as a more selfless person by the way he cared for the people. Cassius was set at such a high place of being a leader, but Brutus proved he was better fit for the title. Brutus displayed leadership qualities such as bravery, integrity and selflessness that Cassius lacked. Brutus had the ability to become a leader of Rome, where he could do what was right for the people rather than gain more power for himself.

Boeing Case Study

Q1: How would you describe Boeing’s unethical culture. So called rotten to the core (5)? The unethical culture inside Boeing was widespread, and affected multiple geographic areas and there were cases across all divisions of such unethical behaviour. The promotion of the well-being of stakeholders was no longer being practised. Managers were no longer taking the claims of all stakeholders into consideration in their decision-making, and as such all stakeholder groups were at threat from this unethical behaviour, including the stockholders, employees, suppliers and distributors and the customers.The problem is that the relentless pursuit of self-interest was evident, and this seemingly led to a collective disaster inside the company, as one or more people started to profit from being unethical in the company, which likely encouraged other managers and employees to act in the same way. As a result, the efficiency and effectiveness of the company and its performance was compromis ed (e. g. failing to capitalise on cost savings initiatives).All in all, this resulted in reputation loss (e. g. humiliating ouster of Harry Stonecipher). As unethical behaviour was evident from the former CEO (affair with colleague) to his executive and other lower level managers (imprisoned employees), it is understandable and appropriate to refer to the culture and being ‘rotten to the core’. The culture that existed was simply unacceptable. Q2: What kind of factors resulted in Boeing’s unethical culture (10)?There are a number of factors that led to and resulted in culture at Boeing being unethical in nature. Some of these helped to create the environment for poor ethical decisions (e. g. poor ethics), and some of the factors were direct breaches of ethical conduct that served to stimulate further acts of ethical breach in the organisation. a)Environmental The four rules for ethical decision-making had been violated inside Boeing. Utilitarian rule – th e greatest good for the greatest number of people was not being pursued †¢Moral rights rule – decisions were not protecting the fundamental rights and privileges of people †¢Justice rule – distribution of benefits were not fair, equitable, and impartial †¢Practical rule – people in society didn’t not find these decisions and behaviours acceptable The breach of the environmental factors is supported by the complacency amongst the management that existed. Management was used to hiding behind bureaucracy, and there was a lack of effective and centralised leadership.Thus McDonnel-Douglas and Boeing was cultures were still evident in the same organisation. Management also had a culture of excess – they went away on posh getaways for their executive breakouts, â€Å"played golf, and closed down the bar†. The culture in the organisation was a closed culture and a â€Å"culture of silence†. There was no whistle-blowing on ethic s breaches. There was a general lack of attention to factors that create an enabling environment for productive and efficient work execution within ethical norms.Appropriate incentives were lacking and not in place, when the company grew as a result of the merger, there was no strong central control or corporate governance – which resulted in ethical breaches throughout the organisation. Also as a result of the merger, there remained internal conflicts and rivalries by the management teams which were not addressed, resulting in two cultures that didn’t integrate and work together. This led to a number of challenges such as good ideas not being shared, and internal cost cutting measures being hindered. b)Breach of ethical conductThere were also breaches of ethical conduct which only served to perpetuate and entrench the rogue ethical culture: †¢The former CEO’s relationship with his female Vice-President †¢The abuse of attorney-client privilege in cover ing up internal studies †¢Unethical pay discrepancy where females earned less than men at Boeing †¢The theft of 250000 pages of proprietary documents Because self-interest can lead to a collective disaster when others are encouraged to follow suit, it is likely that these acts further the company as a collective in terms of its adopted culture and reputation. The lack of legislation banning some behaviours (e. g. iaisons and affairs with colleagues) may have contributed to such conduct. However, neither law or ethics are fixed principles, and the managers should have used the combination of individual, organisational, occupational, and societal ethics to guide their the behaviour and conduct. All in all, the standards by which the Boeing managers ought to have governed themselves in terms of their individual, organisational, occupational and societal ethics were violated, resulting â€Å"in a tragedy of the commons†, where the company’s performance was compro mised, and the company suffered a reputation loss (the publicised Palm Springs affair).Q3: What steps is the new CEO taking to change Boeing’s culture and make ethical behaviour the centre of attention (10)? McNerney embarked on a process to re-establish business ethics at Boeing, putting individual, organisational, occupational, and societal ethics back at the centre of decision-making. He confronted the unethical culture directly and head-on by giving a â€Å"wake-up call† to his executive management team at the company’s annual executive retreat. This included the reading out of prison numbers at the retreat.He was honest and direct when telling the managers that they had â€Å"gotten carried away with themselves†. An important step was to encourage managers to talk about ethical lapses, and undo the culture of silence that permeated the company. He encouraged people to â€Å"speak up and take the risk†. McNerney paid attention to detail, includ ing remembering employee’s names, to ensure that they feel important and valued, and thereby defusing the need to take ethical short-cuts in their work conduct and behaviour.Some of the direct tools he used to achieve his culture change was centralising leadership to exert more influence and control over the 3 divisions in Boeing. Also, he aligned pay to ethical values and behaviours, rewarding collaborations amongst teams and divisions, and rewarding those who were living Boeing’s values. These values included the promoting of integrity and the avoiding of abusive behaviour. McNerney realised that he had a direct influence on the culture he wanted to create and chose to lead by example.He adopted an understanding and caring type leadership style, asking less technical questions in meetings with staff, and focusing on the human element. This form of leadership quickly established trust. People were able to have faith and confidence in him, and as a result he â€Å"win s praise from co-workers†. He was able to salvage and restore Boeing’s reputation as a result of the combination of steps taken above. However, there was still room for improvement in that of adopting a change and transformation programme.Such a programme would have set very change objectives, been communicated throughout the organisation, and measures established to track progress towards the desired culture and ethical changes. â€Å"Giving speeches about management virtue† and then following through with concrete actions – has a place on the change and transformation programme towards an ethical culture. McNerney could have also drawn-up a code a conduct for his team. This approach would have been more directive, and would have sent a clear and strong message in terms of the importance of ethical conduct and behaviour. Boeing Case Study Q1: How would you describe Boeing’s unethical culture. So called rotten to the core (5)? The unethical culture inside Boeing was widespread, and affected multiple geographic areas and there were cases across all divisions of such unethical behaviour. The promotion of the well-being of stakeholders was no longer being practised. Managers were no longer taking the claims of all stakeholders into consideration in their decision-making, and as such all stakeholder groups were at threat from this unethical behaviour, including the stockholders, employees, suppliers and distributors and the customers.The problem is that the relentless pursuit of self-interest was evident, and this seemingly led to a collective disaster inside the company, as one or more people started to profit from being unethical in the company, which likely encouraged other managers and employees to act in the same way. As a result, the efficiency and effectiveness of the company and its performance was compromis ed (e. g. failing to capitalise on cost savings initiatives).All in all, this resulted in reputation loss (e. g. humiliating ouster of Harry Stonecipher). As unethical behaviour was evident from the former CEO (affair with colleague) to his executive and other lower level managers (imprisoned employees), it is understandable and appropriate to refer to the culture and being ‘rotten to the core’. The culture that existed was simply unacceptable. Q2: What kind of factors resulted in Boeing’s unethical culture (10)?There are a number of factors that led to and resulted in culture at Boeing being unethical in nature. Some of these helped to create the environment for poor ethical decisions (e. g. poor ethics), and some of the factors were direct breaches of ethical conduct that served to stimulate further acts of ethical breach in the organisation. a)Environmental The four rules for ethical decision-making had been violated inside Boeing. Utilitarian rule – th e greatest good for the greatest number of people was not being pursued †¢Moral rights rule – decisions were not protecting the fundamental rights and privileges of people †¢Justice rule – distribution of benefits were not fair, equitable, and impartial †¢Practical rule – people in society didn’t not find these decisions and behaviours acceptable The breach of the environmental factors is supported by the complacency amongst the management that existed. Management was used to hiding behind bureaucracy, and there was a lack of effective and centralised leadership.Thus McDonnel-Douglas and Boeing was cultures were still evident in the same organisation. Management also had a culture of excess – they went away on posh getaways for their executive breakouts, â€Å"played golf, and closed down the bar†. The culture in the organisation was a closed culture and a â€Å"culture of silence†. There was no whistle-blowing on ethic s breaches. There was a general lack of attention to factors that create an enabling environment for productive and efficient work execution within ethical norms.Appropriate incentives were lacking and not in place, when the company grew as a result of the merger, there was no strong central control or corporate governance – which resulted in ethical breaches throughout the organisation. Also as a result of the merger, there remained internal conflicts and rivalries by the management teams which were not addressed, resulting in two cultures that didn’t integrate and work together. This led to a number of challenges such as good ideas not being shared, and internal cost cutting measures being hindered. b)Breach of ethical conductThere were also breaches of ethical conduct which only served to perpetuate and entrench the rogue ethical culture: †¢The former CEO’s relationship with his female Vice-President †¢The abuse of attorney-client privilege in cover ing up internal studies †¢Unethical pay discrepancy where females earned less than men at Boeing †¢The theft of 250000 pages of proprietary documents Because self-interest can lead to a collective disaster when others are encouraged to follow suit, it is likely that these acts further the company as a collective in terms of its adopted culture and reputation. The lack of legislation banning some behaviours (e. g. iaisons and affairs with colleagues) may have contributed to such conduct. However, neither law or ethics are fixed principles, and the managers should have used the combination of individual, organisational, occupational, and societal ethics to guide their the behaviour and conduct. All in all, the standards by which the Boeing managers ought to have governed themselves in terms of their individual, organisational, occupational and societal ethics were violated, resulting â€Å"in a tragedy of the commons†, where the company’s performance was compro mised, and the company suffered a reputation loss (the publicised Palm Springs affair).Q3: What steps is the new CEO taking to change Boeing’s culture and make ethical behaviour the centre of attention (10)? McNerney embarked on a process to re-establish business ethics at Boeing, putting individual, organisational, occupational, and societal ethics back at the centre of decision-making. He confronted the unethical culture directly and head-on by giving a â€Å"wake-up call† to his executive management team at the company’s annual executive retreat. This included the reading out of prison numbers at the retreat.He was honest and direct when telling the managers that they had â€Å"gotten carried away with themselves†. An important step was to encourage managers to talk about ethical lapses, and undo the culture of silence that permeated the company. He encouraged people to â€Å"speak up and take the risk†. McNerney paid attention to detail, includ ing remembering employee’s names, to ensure that they feel important and valued, and thereby defusing the need to take ethical short-cuts in their work conduct and behaviour.Some of the direct tools he used to achieve his culture change was centralising leadership to exert more influence and control over the 3 divisions in Boeing. Also, he aligned pay to ethical values and behaviours, rewarding collaborations amongst teams and divisions, and rewarding those who were living Boeing’s values. These values included the promoting of integrity and the avoiding of abusive behaviour. McNerney realised that he had a direct influence on the culture he wanted to create and chose to lead by example.He adopted an understanding and caring type leadership style, asking less technical questions in meetings with staff, and focusing on the human element. This form of leadership quickly established trust. People were able to have faith and confidence in him, and as a result he â€Å"win s praise from co-workers†. He was able to salvage and restore Boeing’s reputation as a result of the combination of steps taken above. However, there was still room for improvement in that of adopting a change and transformation programme.Such a programme would have set very change objectives, been communicated throughout the organisation, and measures established to track progress towards the desired culture and ethical changes. â€Å"Giving speeches about management virtue† and then following through with concrete actions – has a place on the change and transformation programme towards an ethical culture. McNerney could have also drawn-up a code a conduct for his team. This approach would have been more directive, and would have sent a clear and strong message in terms of the importance of ethical conduct and behaviour.

Love and basketball essays

Love and basketball essays How many of the yall been in love before?. I know I have. Now, how many of yall like to play basketball? Well I love to play basketball. When you put those two together; what do you have? Love and Basketball. From the playground to the pro leagues, Monica and Quincy taught each other how to play the game. Now their commitment to the sport will force them to make a choice between each other and the game... between family and team... between love and basketball. Love and Basketball reflects who I am because I have drive and determination which is part of my personality, I have short temper and I get mad easily which is part of my attitude, and I value strong relationships. Within this movie, there is a lot of drive and determination portrayed between Monica and Quincy. Monica who is driven to be the first woman in the NBA, and Quincy wanting to grow-up and emulate his father- a player for the Clippers. These aspirations will propel them to make their dreams come true. Like wise in reality we all are faced with challenges whether or not you overcome these obstacles determines if you succeed in life. Like I said before I have a short temper and when things dont go my way I react in a negative way. Monica shows this same trait. For instance, when Monica was playing basketball, she was being very aggressive and the referee gave her a technical foul, as a result she angrily walked back to the bench, shouting at the referee, You suck! After the game she explained that she was only showing emotion. As a result of her temper, many recruiters turned her away. Even when the people closest to her tried to give her constructed criticism she was defensive and refused to listen. But soon she would come to her senses and realize that they were just trying to help her. Strong relationships are hard to find, and when you finally do find that one youll never ...

12 Easy Steps to a Successful Job Interview

12 Easy Steps to a Successful Job Interview Some of these are standard, and some are surprising. Keep the usual advice in mind about standing up straight and dressing appropriately. Then just follow the list and you’ll feel great about your interview process. 1. Do the geeky researchDig into Earnings Calls, Quarterly Reports, etc. Read the company blog. And quote them back to them. Then, don’t just reference the things you learned, but formulate a new or unique insight about what you’ve learned that can show off your skills and how well you did your homework. When possible, incorporate data that’s most relevant to them.2. Set Google AlertsIn the ramp-up to the interview, set a Google alert for yourself for every time something new hits the internet about the company you want to work for. That way you won’t forget to search every couple of days, and good intel for your interview will come straight into your inbox.3. Scrub your social mediaUse a service like Social Sweeper to get rid of any sus picious photos or content on your Facebook and Twitter profiles. This will spare you getting booted from an interview on the basis of some stupid post your drunken cousin put up three years ago of you at a toga party.4. Pick Tuesday 10:30 a.m.Research actually suggests that this is the primo interview slot. Ask for it whenever you can. It’s not a warming up or wrapping up day like Monday and Friday, it’s not right after lunch or right before†¦ and it’s still fresh in the week. Then again, if the company is hiring quickly, take the soonest slot you can get, rather than waiting for the perfect time.5. Ready a â€Å"story statement†You will get asked the â€Å"tell us a bit about yourself† question. Be ready with a unique and fresh answer. Cut out all the filler and the set-up and jump in with the key points in the narrative- the epiphany, the meaningful observation, the overarching point. When done right, you can sell them on you both personally and professionally, crafting a story that makes you both likeable and obvious as the top choice for the job.6. Stick with subtle fashion choicesWear a conversation piece. If there’s something you want to emphasize about your candidacy- your heritage, your hobbies, your recent trip to Timbuktu- try wearing something that might spark a question. And have an answer ready.7. Sell your weaknessYou will be asked about your weaknesses. Don’t overthink- and don’t try to pretend your strength is a weakness; interviewers will see right through this. Come up with an honest weakness and then explain how you’re already working to turn it into a strength.8. Use  PARPAR= problem, action, result. A situation, your solution, and what changed. Have three (at least) anecdotes ready to go that showcase the PAR process for you to great success. The more specific the better. These answers can plug neatly into the â€Å"tell me about a challenging moment at your current job † or â€Å"tell me about a time you worked on a team† questions.9. Think out loudIf your interviewer asks you an analytical question, this is like a math test in school; it’s okay to show your work. Thinking out loud shows your thought process, so even if it takes you a minute to get the answer- or you get it wrong, at least the interviewer knows there’s a good brain in your skull. It shows effective communication, and makes it easier for you to go back and fix any errors.10. Ask double questionsIf you can get two answers with one question, that’s a much better and more economical use of your time. You only get a few questions at the end, after all, best to make them count. Bonus points if you can subtly convey an extra selling point about yourself that you couldn’t squeeze into your earlier answers.11. Go for brokeAt the very end, consider asking bluntly, but respectfully, â€Å"Have I given you any reason to think I wouldn’t be a go od fit for this position?† It’s a big risk, and you should practice asking honestly and with the appropriate tone. But it can bring a valuable result. Think of it this way: if they say ‘yes,’ you’re still in the room and have one last chance to change their minds!12. Personal thanksEmail (or better- handwrite) a personal thank you note immediately after the interview. Get it on their desk within 24 hours of speaking with you. Even if you don’t get the job, your interviewer might find your note months later and call you in for another position. Make the best impression possible, even after the fact.

Indigenous People of Australia. Does Australia Need a Treaty Essay

Indigenous People of Australia. Does Australia Need a Treaty - Essay Example Furthermore, the paper also describes Victorian Charter and what it means for the indigenous people. Australia lacks a formal treaty with its indigenous and non-indigenous people which have been a goal for all councils that are planning to give human rights to these people. However, little or no concerns have been shown by the governing bodies of how the treaty should be accommodated with the constitution of Australia to protect the rights of indigenous and non-indigenous people (Broome, 2010). Aborigines, Torres Strait Islanders and other indigenous groups in Australia are the original dwellers of the Australian continent that has been living since 50,000 years. Great diversity is found between different communities in Australia which have different culture altogether. They have different languages and customs and are further divided into local communities that have more diversity in its form. But when the European settlement took place, they did not consider the rights of people th at were originally the inhabitants of the country (Bartlett, 2002). Many people suggest that it would be unwise to form a treaty between aboriginal people because of their demands that would unlikely to be fulfilled. The indigenous people of Australia launched a book entitled ‘Treaty: Let’s get it right’ which was targeted at white people living in Australia and were trying to persuade them they need more than a treaty and reconciliation. The Aborigines have claimed to form a State which is ruled by their community setting up as a ‘Black State’ (Windschuttle, 2001). The book represented that they wanted to negotiate for the self government which seemed impossible for government to fulfil their demands. In Aboriginal politics, the people have always claimed for a separate nation but the main focus of their demand is the sovereignty of indigenous people. Many scholars do not agree with Aboriginal ideology because the whites have now outnumbered the ind igenous people communities and now they have the right to rule in the country. The demands have forced many legal problems in the country (Hinton et al., 2008). Australia has never had a formal agreement on the treaty of indigenous people because Aboriginal have always been portrayed in the light of having no civilized pattern of living or government. The history has shown one sided relationship without covering the story of Aboriginals. They were termed as native savages by misleading people and make bad impressions in the mind of white people which developed hatred amongst them without realizing the truth. Indigenous people were completely overlooked by Australian justice and they did not consider them as relevant parties to compete with their rights. A treaty would eventually recognize and protect their rights that would lead to prosperous Australia (Langton, 2006). A treaty would be a final settlement between indigenous and non-indigenous people of Australia which would make thi ngs calm and would not give rise to civil war. The treaty is the best way for Aboriginal people to advance their cause for their freedom but before that a preliminary policy is needed that could give basic rights to indigenous people. The treaty is the central vision of Aboriginal people and it is an opportunity for them to brighten their future. These people would very far to achieve their vision which they have written many years before. It would

Media Ethics IssueFinal Essay Example | Topics and Well Written Essays - 1000 words

Media Ethics IssueFinal - Essay Example In other words, ethics is internally self determined rather that externally enforced. But ethics itself is written down as a guide on the practice of different professions such as journalism, medicine and law. This is done to avoid excesses in the practice of the profession. Law, on the other hand, is itself a set of laid down ethics. The basic difference between law and ethics is, therefore, that one is determined by government legislation while the other is determined by practitioners of journalism, or other trade, themselves. The laws that are of most concern to journalists are definitely defamation and libel. The former differs from the latter in that it is concerned with the spoken word while the other deals primarily with the written. Both laws govern against publication of material or information that is detrimental to the reputation and standing in society of individuals, provided that such published material is either false or cannot be proved beyond reasonable doubt to be true. Where such information is published, the individual mentioned adversely in the publication has a right to sue the journalists concerned, and if successful, is entitled to compensation relative to the extent of damage done as determined by a court of law. Members of the journalism profession are faced with the dilemma of choosing between telling the truth and the imminent danger of being sued legally for libel or defamation. Where there isn't sufficient evidence to support an adverse story, editors may be left with no choice but to stop publicizing of a story. Even the fact that journalism is the only private trade that is explicitly recognized by the constitution in many countries, such as the first amendment in the US constitution, the relationship between the fourth estate and government remains a thorny one. In most cases, individuals who bring up libel cases are public figures involved directly in governance. Matters of public interest such as official misappropriation of public funds and corruption may not see the light of day through the media since there is a difficult choice between the potential damage it can do to the persons mentioned if in the end proved not to be true. Journalists in some cases advocate for objectivity in reporting a story as sufficient ground for exemption from legal proceedings, a view that is seen as self- serving government. All the same, the media holds a privileged status in society since it is the most effective way of checking excesses in government; but is austerely governed by both its internal ethics and the long arm of the law. Most journalists prefer the former to the latter. 2. Advertisers influence media content and the resultant ethical issues. Adverts form a large part of media content, since the media depend on advertisers for their income. It is estimated that more than a third of the content carried by the media is adverts. This puts the media in direct conflict with the government time and again. One ethical issue that brings the government into direct conflict with the media is the impact of advertisement on minors who are still not old enough to make fully informed choices. Such an impact on the formative and highly impressionable minds of children is critically examined. The interest of the advertisers is to influence children to buy products by creating the impression that their lives are incomplete without