ontinuing to breastfeed after returning to work is a serious issue for new mother s. The benefits of breastfeeding for the first 6 to 12 months of life are established, yet most breastfeeding mothers wean their infants when they return to work. In addition to numerous benefits to the baby, there are many advantages to the mother and her emplo yer. The results of several studies have shown that providing a lactation program in the workplace saves compani es money by decreasing absenteeism and increasing employee job satisfaction. This article exam ines these benefits and identifies ways the working mother can successfully combine breastfeeding and work. With the help of occupational and environment al health nurses and other community resources, breastfeeding success can be assured for new mothers. BACKGROUND In 1940,28% of women in the United States worked. By 1988, this percentage had increased to 56.6 %. Not surprisingly, the fastest growing part of the work force in the United State s is women with infants and toddlers (Bocar, 1997). Among women who breastfeed their infants after returnin g to work, only approximately 10% continu e to breastfeed the recommended 6 month s (Cohen, 1995). Disapp ointingly, this evidence sugge sts that the sooner a woman returns to work, the earlier she stops breastfeed
This is a qualitative descriptive study evaluating the maternal response after the woman has learned her pregnancy has a poor prognosis via telemedicine rather than in a traditional, face-to-face, consultation method. In general, telemedicine was positively viewed by the participants; however, the experience may be markedly improved by implementing several simple changes in the overall consultative process.
Ordinarily, a leader is perceived to be distinctive. Many images depict leaders as higher, larger, or further along toward some objective. In order to downplay the hierarchical implications of leadership, writers have made numerous attempts to introduce egalitarian values, since leadership itself can come across as unjust or unfair, contrary to an egalitarian ideal. The egalitarian will prefer an alternative, either an alternative to leadership altogether or an alternative image of leadership that suggests equality. We assert that there is a conceptual difference between leaders and followers. We also claim that inequality is inevitable, useful, and even necessary. Properly accounted for, inequality is also just - to elevate a single person to a position or status of leader, so long as that leadership enjoys legitimacy, dependent on purpose, and so long as that leadership remains subject to checks and balances. Maybe we need a model of leadership as mutual inequality.
Parents and healthcare providers are challenged to understand the mechanisms of, and predictors for preterm delivery. In addition to the epidemiologic implications, on a practical level, the ability to predict preterm delivery may help the neonatal team triage to assure bed availability, and to predict and provide appropriate staffing for new admissions. On an individual patient level, understanding the maternal history, including antenatal risk factors and relevant monitoring and testing, is an important foundation for subsequent neonatal care. A number of new diagnostic testing tools are being used in obstetric practice to enhance the ability to predict preterm delivery. The results of fetal fibronectin and ultrasound measurement of cervical length are increasingly used to triage obstetrical patients. Results of these tests may prompt transfer to a tertiary facility. Part 1 of this 2-part series will describe antenatal testing techniques used to predict preterm delivery (PTD), as well as highlight the emerging developments in maternal serum testing. Further, a recent treatment option for preterm labor, 17 alpha-hydroxyprogesterone caproate, will also be discussed.
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