Criminal Law Term Essay Example | Topics and Well Written Essays - 750 words

Criminal Law Term - Essay Example He was released the next day when it was confirmed that he had paid the fine. He sued BCJ and ECCF under 42 U.S.C. Â § 1983. The case1 primarily challenged the authority on his rights under Fourth Amendment to strip search procedure on minor offense. The court upheld the appeal that strip search in minor offense violates the individual’s rights under Fourth Amendment. This verdict was reversed by the Unites States Supreme Court in 2012 and allows law authorities huge leverage to conduct search, including strip search even for minor offense. The court verdict was supported by 5-4 majority. Issue The main issue is that of rights granted to citizens of America under Fourth Amendment which challenges jail authorities to conduct strip search of individuals arrested for minor offense without solid reasons. The privacy rights of individuals are therefore at stake. Rule 42 U.S.C. Â § 19832, popularly known as Section 1983, provides citizens of United States, as injured party in the court of law, to sue and claim redress for violations of their rights, privileges and immunities as granted by the Constitution and Laws of the nation. The Fourth Amendment3 promotes privacy rights and explicitly forbids search of individuals including in their persons, house, paper, and effects that violates rights to be secure and says that no warrants shall be issued unless supported by oath and affirmation. Thus, authorities can conduct search only when they have reasonable suspicion or affirmation to the facts that individual has violated the law. Analysis The case is important because it questions the validity of Fourth Amendment and defines the parameters of rights of citizens under it. The verdict supported strip search. The petitioner contended that minor offense, which actually did not apply, was not sufficient reason for the humiliating strip search that he had undergone twice within a period of seven days in Burlington jail and Essex correctional center. The section 1983 and the fourth amendment, both call for reasonable suspicion for search. Indeed, rights if citizens under Fourth Amendments has been controversial for long. Supreme Court has yet to analyze and define the reasonable clauses that justify rights of citizens under Fourth Amendment for strip searches in jails and detention centers4. In Florence v. Board of Chosen Freeholders of the County of Burlington, the Supreme Court verdict upheld the legitimacy of strip search and declared that detention centers must have substantial power so as to maintain safety and order in the place. They also maintained that the threat of contraband being brought inside the jail or detention facilities is critical issue that substantially outweighs the privacy interests of the detainees or the petitioner. It can be argued that reasonable suspicion is important ingredient that needs to be considered within the wider scope of fourth amendment and was also considered in this case. The petitioner was already onc e arrested in 1998 in Essex for fleeing police and charged with obstruction of justice and use of deadly weapon. He was fined when he pled guilty. In 2005, he was arrested for defaulting in the fine, which was already paid but somehow not updated in the record. The petitioner was not searched in the police station but in the Burlington jail when was to share his cell with others. Thus, for security purpose, the search was necessary. Indeed, as

Socrates Failure in Refuting Thrasymachus Essay Example for Free

Socrates Failure in Refuting Thrasymachus Essay In producing a counter argument to Thrasymachus claim that justice is the advantage of the stronger, Socrates bases his argument enourmously on sentimentality and prejudice. He assumes that the virtues which are supposedly functioning in the realm of ideas can also work propably in the World. For example, in Socrates view, a doctor does not seek his own advantage, but the advantage of his patients. Yet, this view reflects the perfect ideal of a doctor in Socrates belief of ideas in a dream world. With a modern perspective, one can fairly see that Socrates refutation has some complexities which clash severely with the real experiences of the Ancient Greek. Socrates image of the doctor ignores the inherent human desire or fragility to obtaining the power for his advantage. Socrates confuses the crafts with the craftsmen occasionally. The crafts such as medicine or horse-breeding are idealized. However, craftsmen are human and they are liable to exploit the authority which their crafts give over them. Therefore, Thrasymachus idea of justice is more applicable than Socrates. Socrates manages to appease Thrasymachus, but that does not mean Socrates is successful about refuting Thrasymachus. In fact, if one observes their conversation critically, it is obvious that Socrates fails to refute Thrasymachus argument. Socrates is very optimistic and emotional towards human nature, which causes his arguments and refutations to be fragile . The virtue in individuals does not always bring prosperity to the state on the whole. Not everyone is sensitive to the good of the others. Socrates republic is, in this sense, utopic. Socrates states, Anyone who intends to practise his craft well never does or orders but his best for himself (Plato, 23). This belief does not match the modern experience nor does it match the experience of a Greek citizen in Ancient Greece. In reverse, Thrasymachus believes that justice is a means for the strong to exercise advantage. In a sense Thrasymachus associates the strenght of a citizen with his authority and position in the society. He famously states, Justice is nothing other than the advantage of the stronger (Plato, 14). Justice is a tool for the established order to preserve itself. The strong citizen with a sizeable authority makes use of justice in a manner to assert his private interests. Under the shadow of justice, he can easily practise injustice and impose it as justice to the others. Thats why the strong is in a position to employ justice and injustice at their own interest. For instance, since a ruler makes laws in a position to twist justice for his own benefit. Therefore, his prior concern is to preserve and enhance his own authority. In order to do that, he ignores the welfare of his subjects. He does not act always within a moral perspective. Thrasymachus believes that even in the lower classes of the society, this is exactly the case. In terms of taxes, for example, an unjust man will gain more economically since he will always search for the ways to avoid taxation. A just man, on the other hand, with a sentimental love for his state and a respect for it, pays his taxes regularly and gains less than an unjust man in economical perspective. Thrasymachus believes that a man with authority is always just. Because he profits at the end. So, Thrasymachus concentrates mainly on the outcome of the act in a pragmatic way. He does not give any importance to the unjust proceedings which a man with authority exercise in order to achieve private benefit and gain. Socrates, on the other hand, believes that even a simple act of injustice on the path to power eradicate not only the man as an individual, but also the society on the whole. Socrates is trying to harmonize his own utopic world with the realities of the earth which he thinks can be transformed and shaped. His views are rather romantic with a nostalgic perspective. Socrates is not skeptical unlike sophist philosophers of his age. He reasons, however, with a firm belief in his own conception of this world which is a projection of a higher world of ideas functioning in harmony. He believes that gods are just (Plato, 29). Homers Iliad on the other hand states otherwise, portraying gods are cruel and jelous. Therefore, Socrates thinks within his own ideology. He tries to impose his ideology to Thrasymachus who never disagrees with him at all. For example, in Socrates opinion, injustice causes civil strife, antagonism and disorder while justice brings friendship and a sense of common purpose. However, in a World which does not precisely regulate the terms of justice or injustice, Thrasymachus view that justice always looks to the advantage of the stronger makes more sense. Thrasymachus claims are based on his own experience of Ancient Greek life while Socrates statements hardly related to the realities of the life surrounding him. He is blinded by what he firmly believes. He is trying to adjust the common realities of the society to his own ideology. Altough he is able to convince Thrasymachus at the end, what he does during this process is misleading. Thrasymachus seems to be an agent for Socrates to express his ideology in a dialogue for. Thrasymachus presence is only to introduce the question and to be a passive listener during Socrates answering process. Therefore, Socrates refutation of Thrasymachus claim that justice is advantage of the stronger is nothing but a dictation of Socrates attempt to reconcile his own ideology of a utopic republic with the status quo in Ancient Greece. In conclusion, Socrates contradiction to Thrasymachus may be convincing for Platos Greek audience, but it is not anyway convincing to the modern reader. Socrates idea of justice can only be valid in the future of Socrates lifetime in Socrates view. It does not correspond to Socrates actual reality. It is aimed to construct an emotional idea of justice in a future time. It is only possible by changing the realities of the world in a manner to suit Socrates ideology.

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The establishments of institutional banking in Saudi Arabia date back to the First World War in 1885 when Gellatly Hankey merchants in Jeddah. Then in the late 1920’s some central bank functions were exercised by an official General Finance Agency such as the issuing of coins, the collecting and channeling of public revenue, and the management of the public debt. After that in 1932 a finance ministry was founded which exercised the roles of the General Finance Agency. Lastly The Arabian Monetary Agency (SAMA) was founded in August 1952 by two royal decrees. SAMA is the central bank of Kingdom of Saudi Arabia that was established in 23/5/1377H. The objective of this establishment was to be the central bank for the government, control banks and money changer, and to support the Saudi Riyal. SAMA set the regulations of banks in Saudi Arabia. In 6/7/1379H, 31-12-1959 the Saudi Riyal was established as the official currency of Saudi Arabia. In 22/2/1386H by a Royal Decree the Banking Control Law has issued SAMA to issue â€Å"Pre-payment Services Rules in the Kingdom of Saudi Arabia†. The...

The First Amendment Essay -- Bill Rights Constitution Government USA E

The First Amendment America was built on freedom. Freedom to speak, freedom to choose, freedom to worship, and freedom to do just about anything you want within the law. America’s law was designed to protect and preserve these freedoms. The reason the United States of America came to exist was because the colonists fled Great Britain to get back the freedoms that were taken away from them by the Monarchy. In countries where Monarchies and Dictatorships rule, there is little if any freedom to speak of. Citizens of these countries are persecuted or even killed if they attempt to exercise any of the basic freedoms. In these countries there is no free speech, no right to choose government, no right to express religion, no right to own property. This is why I believe the first amendment in the Bill of Rights under the Constitution is the most important amendment. The First Amendment clearly voices a great American respect toward the freedom of religion. It also prevents the government from "abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble and to petition the Government for a redress of grievances." Since the early history of our country, the protection of basic freedoms has been of the utmost importance to Americans. The American voice on freedom has been shaped throughout the course of history by the initial democratic notions of the immigrants to the same desire for greater freedom that we have today. Ever since colon...

360-Degree Performance Reviews Provide Greater Feedback in Healthcare

Abstract Healthcare organizations have a unique set of challenges, particularly when it comes to measuring performance and understanding development needs. Some are strong at measuring clinical or functional skills. Yet few are equally adept at assessing the non-clinical skills that are so important to overall success in a healthcare organization. 360-degree feedback can play a significant role in understanding the other side of performance, those skills that are not directly tied to day-to-day, job specific ability. Rather than relying on the perceptions of one individual, 360-degree feedback takes into account multiple perspectives. This is especially important when one person (i. e. , the employee’s manager) does not have the opportunity to observe all areas of the employee’s performance. Those working alongside the employee, along with the supervisor, are generally able to provide a more comprehensive look at the employee’s behavior and/or performance. 360-Degree Performance Reviews Provide Greater Feedback in Healthcare I. Introduction Performance of individual employees is central to the long-term success of an organization. Healthcare organizations have a unique set of challenges, particularly when it comes to measuring performance and understanding development needs. Some are strong at measuring clinical or functional skills. Yet few are equally adept at assessing the non-clinical skills that are so important to overall success in a healthcare organization. Clinical, or functional, ability is at the base of healthcare performance. However, possessing these skills does not always ensure success. Unfortunately, many organizations ignore â€Å"soft side† skills like communication and relationship management, viewing these interpersonal and behavioral skills as â€Å"nice to have† qualities. Yet lack of interpersonal performance is something that generally cannot be compensated for by even the strongest of clinical skills (Maylett, 2009). II. Expectations of the Consumer Issues of performance and productivity are continuously being scrutinized by the leaders of healthcare organizations. Although cost is urrently the driving force for health care system reform, there is still great concern for the quality of the health care provided. Consumers of healthcare services are now asking â€Å"How can I get the best care for the least amount of money? † This means that for an organization to gain competitive advantage, they must make sure that not only is the quality of care high, but the cost must al so be reasonable when compared to other providers of similar services. Equally important for the healthcare organization to recognize is that the definition of quality performance is not â€Å"value-neutral†. Standards are continuously evolving to reflect changes in values, new scientific findings, new technology, changes in regulatory requirements and laws and changes in the healthcare market place. The changes in these standards reflect the differences between the purchaser and the patient. The healthcare purchaser is concerned how effectively their dollars are spent and getting the most care for their money, while the patient expects the healthcare provider to be responsive to their individual needs (Popovich, 1998). Currently, the Joint Commission requires accredited healthcare organizations to assess, track and improve the competence of all employees (Fried & Fottler, 2008). In addition, the Malcolm Baldridge National Quality Awards best business practices includes a model that is being increasingly followed by the healthcare industry that addresses key human resource practices directed toward creating a high performance workplace and toward developing staff by performance management systems (Kuzmits, Adams, Sussman & Rabo, 2004). As cost stabilizes and becomes more aligned across providers, quality will become more important in deciding which organization or provider to use. According to the Joint Commission on Accreditation of Healthcare Organizations, â€Å"accurate, complete and relevant performance data can provide users of organizational services with objective evidence on which quality judgments can be based. † Patients and consumers now consistently assess the performance history of healthcare providers, organizations and systems. Therefore, those providers should be assessing their performance to help identify opportunities for improvement (Popovich). III. Performance Assessment and Management Having a well-functioning performance management system can help the organization determine several things, including the effectiveness of their selection process, the effectiveness of their training mechanisms and whether the organization’s compensation program is effective at driving employees to perform at a higher level. Performance management refers to a set of tools and practices that consists of setting goals with employees, designing strategies to make and sustain improvement, monitoring progress toward achieving goals, ongoing feedback and coaching by supervisors and peers, and measuring individual performance. Supervisors and employees tend to be uneasy about performance management and reviews, considering the process uncomfortable, highly unproductive and sometimes even unnecessary. Managers are often uncomfortable with sitting down to discuss concerns about performance with employees and employees often feel as though their managers are being critical and condescending during the process. Complicating matters is that performance appraisals and reviews can be extremely emotional, especially when directly tied to an employee’s potential compensation. Traditional performance appraisals have involved the employee’s manager collecting information about the employee, observing their performance and then sharing that information back with the employee. The review may include discussions about promotion, change in compensation, disciplinary action, transfer or recommendations for training. One concern with these types of assessments is that they are often subject to the biases and subjectivity of a single individual. Given the complexity of most healthcare jobs, it is often unrealistic for one individual to accurately describe the employee’s performance. In addition, traditional performance appraisal done purely for administrative reasons may be less than adequate for encouraging development, career planning or performance improvement (Jackson & Greller, 1998). Another concern with the traditional single source performance appraisal is that supervisors only view performance from one perspective and often cannot directly observe employee performance. Furthermore, supervisor-based appraisal systems do not easily capture many important employee contributions, such as helping and training coworkers and being good team players (Fedor, Bettenhausen & Davis, 1999). IV. Multi-source, or 360-degree, Performance Reviews Assessing performance in today’s complex health care environment resents a challenge to the healthcare profession. In order to effectively evaluate performance within this complex and evolving environment, evaluation from multiple sources is required. Among the most useful ways to collect job performance information is to use multiple sources, or 360-degree feedback. This method recognizes that for most positions, relying on one source of information about an employee’s performance leads to incomplete and often inaccurat e information. This is especially important when one person (i. e. the employee’s supervisor) does not have the opportunity to observe all areas of the employee’s performance. Those working alongside the employee, along with the supervisor, are generally able to provide a more comprehensive look at the employee’s behavior and/or performance. Feedback is a vital part of performance, growth and development. Understanding ourselves and how we interact with others helps us to understand what impact we have on those around us. A 360-degree assessment provides a comprehensive summary of an employee’s skills, abilities, styles and job-related competencies. The logic underlying 360-degree feedback is that there are many sources of information in organizations, and much of that information is available both to the manager and to the employee. Co-workers, customers, other managers and even the employee themselves can be sources of feedback (Jackson & Greller). Simply put, 360-degree feedback is a method for evaluating an employee’s performance based upon feedback from everyone with whom the individual comes in contact – supervisors, coworkers, partners, subordinates, even the general public. This type of feedback helps employees see themselves as others see them and allows them to seriously examine their behavior. It allows them to understand how others view their effectiveness and become more cognizant of how their effectiveness as an individual, co-worker or employee is perceived by others. It can reveal areas in which employees are performing particularly well and those areas in which there is room for improvement. 360-degree feedback provides the employee and the organization with a wealth of information including the following: †¢ an increase in self-knowledge for the employee encourages continuous learning †¢ stimulates the employee to enhance their strengths †¢ identifies areas that need development or improvement †¢ provides guidance for positive change †¢ supports coaching and mentoring initiatives This information helps to build a partnership between the individual and the organization to maintain the process of continuous growth (Bentl ey, n. d. ). This review process is also helpful for the supervisor – it can provide a more accurate assessment of an employee’s performance and help eliminate accusations of favoritism. The process provides greater objectivity and because it is submitted anonymously, it provides a supervisor with the most unbiased and accurate information from which to draw performance conclusions. This new level of understanding is invaluable as employees develop professionally. Recent studies suggest that a large percentage of workers who have participated in 360-degree reviews feel that the feedback was more accurate and more reflective of their performance than feedback from just one supervisor (Gallagher, 2008). Additionally, this information provides great benefits to the healthcare organization as well: †¢ it enhances employee morale †¢ aids in assigning work †¢ stimulates employees to improve their work †¢ provides a basis for employment termination for sub-standard performers †¢ assists in determining who should be promoted, transferred or given additional compensation †¢ reveals exceptional employee talents and skills †¢ uncovers weaknesses in the training program †¢ promotes confidence in employer’s fairness †¢ helps resolve disputes in arbitration cases †¢ offers a basis for employee guidance and counseling (Harrison, 1978). In healthcare organizations, multisource appraisal, or 360-degree feedback, can play a significant role in understanding the other side of performance, those skills that are not directly tied to day-to-day, job-specific ability. These include such things as how well the individual collaborates with other health professionals to achieve desired outcomes, how well they improve their knowledge and understanding of their own performance, how they keep up to date with new developments and the degree to which they are aware of their own strengths and weaknesses (Council of Academic Hospitals of Ontario, 2009). Partly in response to concerns about performance and patient safety, and partly in response to demands for accountability to patients and funding agencies, the assessment of healthcare employee competence has received much attention. These concerns have shifted the concept of competence from a narrow definition of â€Å"clinical competence† or the ability to perform technical medical acts to â€Å"behavioral competence† which includes interpersonal and communication skills, judgment, relationship management and professionalism (Lockyer, 2003). Healthcare worker performance is recognized as being complex, multi-factorial and non-linear in nature. It is clearly influenced by the fact that healthcare workers perform within teams and systems and that their performance oftentimes is a reflection of the performance of the broader environment in which they work (Council of Academic Hospitals of Ontario). While there is wide acknowledgement that faulty systems and processes within the delivery of health care may adversely affect patient safety, individual failures can also contribute to patient injuries and complications. At a minimum, healthcare worker competency must be assured to maximize patient safety, as well as to ensure that the highest quality of patient care is provided. In addition, providing feedback that helps coworkers develop their interpersonal and task-related skills can improve work unit performance and, possibly, make one’s job easier and their environment more pleasant (Fedor, Bettenhausen & Davis). As a result of individual performance assessments, 360-degree performance feedback in healthcare has the added advantage of identifying organizational improvement opportunities. Individual performance problems may identify larger systems or team challenges within a department or organization. The identification of these issues may be useful in guiding quality improvement initiatives that can be undertaken by the healthcare organization (Council of Academic Hospitals of Ontario). Multisource feedback is seen as potentially more useful than supervisor-only evaluations, especially in environments like healthcare organizations where the organizational structure is more flat and team-based (Rynes, Gerhart & Parks, 2005). Most 360-degree feedback programs are strategic initiatives resulting in a tested method of improving productivity and job satisfaction. They are designed to support increased competitive advantage, development of leaders, increases in productivity, improved morale and job satisfaction and retention of high-performing employees (Bentley). Using 360-degree performance review models provides for ongoing measurement of healthcare delivery performance and subsequent assessment of the quality of that care. In addition, the models can be revised as needed to reflect the changes in the healthcare system and in the perspectives of the different sources that determine the standards that must be met and the resulting performance assessment. The 360-degree evaluation will help employees identify their strengths so they can build on them at the same time it addresses their skill gaps. It is a process that leads to continuous learning, team building, growing self-confidence and improved productivity. V. Conclusion A changing healthcare environment has resulted in an increased focus on performance, both at the organizational and individual levels. Healthcare managers and leaders face an increased need to focus on both operational, or clinical, performance as well as non-clinical performance such as communication, leadership and interpersonal skills. Performance measured solely from a clinical skills perspective misses a critical factor – behavior skills, or the â€Å"soft-side† of performance (Maylett & Riboldi, 2008). Managers lacking in the non-clinical/non-functional side of leadership typically experience significant issues that eventually lead to decreased overall performance. On an organizational level, this could potentially result in high turnover, disengaged employees and lack of teamwork which will eventually impact patient care. Healthcare leaders are under increased pressure to raise the performance bar. Consumers and patients are demanding healthcare organizations deliver superior customer service and patient care in an often difficult environment. It is vital that healthcare leaders look at both elements of performance – the clinical AND the interpersonal. Each element plays a critical role in the overall effectiveness of the employee, manager and the organization and ultimately in the organization’s competitive advantage. BIBLIOGRAPHY Bentley, T. (n. d. ). Cumulative 360 Data Guides Strategic Planning. Panoramic Feedback. Retrieved from http://www. panoramicfeedback. com/shared/articles/hrdotorg. html. Council of Academic Hospitals of Ontario. (2009). 360-Degree Physician Performance Review Toolkit. Ontario, Canada. Fedor, D. ,  Bettenhausen, K. ,  &  Davis, W. (1999). Peer reviews: Employees' dual roles as raters and recipients. Group & Organization Management,  24(1),  92-120. Retrieved January 25, 2010, from ABI/INFORM Global. (Document ID:  39161423). Fried, B & Fottler, M. (2008). Human Resources in Healthcare: Managing for Success. (3rd ed. ) Chicago, IL. Health Administration Press. Gallagher, T. (2008). 360-Degree Performance Reviews Offer Valuable Perspectives. Financial Executive, 24(10), 61. Retrieved from Business Source Premier database. Harrison, R (1978). Performance Evaluation in a Medical Environment. Medical Group Management, Sept. /Oct. 1978, 22-23. Retrieved from Business Source Premier database. Jackson, J. , & Greller, M. (1998). Decision Elements for Using 360 ° Feedback. Human Resource Planning, 21(4), 18-28. Retrieved from Business Source Premier database. Kuzmits, F. , Adams, A. , Sussman, L. , & Raho, L. (2004). 360-feedback in health care management: a field study. Health Care Manager, 23(4), 321-328. Retrieved from CINAHL with Full Text database. Lockyer, J. (2003). Multisource feedback in the assessment of physician competencies. Journal of Continuing Education in the Health Professions, 23(1), 4-12. Retrieved from CINAHL with Full Text database. Maylett, T. 2009). Healthcare Leadership Looking Beyond the Clinical Side of Performance. DecisionWise Leadership Intelligence. Retrieved from http://www. decwise. com. Maylett, T. & Riboldi, J. (2008). Guide to Using 360 Degree Feedback for Performance Reviews. Retrieved January 18, 2010 from http://www. decwise. com/pdf/DecisionWise-Whitepaper-Guide-to-Using-360s-for-Performance-Reviews. pdf Popovich, J (1998. ) Multidi mensional Performance Measurement. Journal of Nursing Care Quality. 12(4):14-21[Article: PDF Only]Retrieved from CINAHL with full text database. Rynes, S. , Gerhart, B. ,

w arren G. harding essays

w arren G. harding essays Nelson Mandela was born on July 18, 1918, Umtata, Transkei. Nelson Mandela was a South African lawyer and he was also a black nationalist who was the African National Congress fropm March 1990. Mr. Mandela was imprisoned from 1962 to February 1990 because of his poltical activities, and he became a symbol of the frustrated aspirations of South Africa's black majority. Nelson Mandela the son of chief Henry Mandela of the Xhosa-speacking Tembu tribe, Nelson mandela was educated at University College of Fort Hare and the University of Witwatersrand and qualified in law in 9142. He joined the ANC in 1944 and soon became one of the black-liberation group's leaders. He engaged in resistance against the ruling National Party's aparteid policies after 1948 and eventually went on trial for treasonin 1956-61.This trial was acquitted 1961. During this extended he devorced his first wife and married Nomzamo Winifred. After the massacre of unarmed Africans by police forces at Sharpeville in 1960 and the subsequent banning of the ANC, Mandela abandoned hisnonviolent stance and began advocating actsof sabotage against the South African regime. In 1961 he was jailed again and sentenced to five years imprisonment. In 1963 the imprisoned Mandela and several other men were tried for sabatage, treason, and violent conspiracy in the celebrated Rivonia Trial, named after a fashionable suburb of Johannesburg where raiding police had discovered quantities of arms and equipment at the headquarters of the underground Umkhonto." Spear of the Nation," the ANC's military wing. Mandela had been a founder of the organization and admitted the truth of some of the charges that were made against him. On June 11, 1964, he was sentenced to life imprisonment. ...

Crawford Surname Origin and Last Name Meaning

Crawford Surname Origin and Last Name Meaning Derived from the Gaelic word cru meaning bloody, and ford meaning pass or crossing, the CRAWFORD surname is believed by most to mean a crossing of blood. Believed to be first assumed by the proprietor of the lands and barony of Crawford, in Lanarkshire, Scotland, Crawford is often a  habitational name  derived from several different places called  Crawford  (e.g. in South Lanarkshire, Scotland; Dorset, England; and Somerset, England). A possible similar derivation for the Crawford last name comes from crawe meaning crow and ford meaning pass or crossing. Alternate Surname Spellings:  CROFFORD, CRAWFFORD, CRAUFURD, CRUFORD. Also a variant of CROWFOOT. Surname Origin: English, Scottish, northern Irish Famous People with the Crawford Surname Joan Crawford - American film and theater actress, and pin-up girlCindy Crawford - American model, film actress and television personality Genealogy Resources for the Surname Crawford Meanings of Common English SurnamesUncover the meaning of your English last name with this free guide to English surname meanings and origins for the most common English surnames. CRAWFORD Family Genealogy ForumThis free message board is focused on descendants of Crawford ancestors around the world. FamilySearch - CRAWFORD GenealogySearch or browse for free access to digitized records and lineage-linked family trees for the Crawford surname on FamilySearch.org, the website of the Church of Jesus Christ of Latter-day Saints. CRAWFORD Surname Mailing ListFree mailing list for researchers of the Crawford surname and its variations includes subscription details and a searchable archives of past messages. DistantCousin.com - CRAWFORD Genealogy Family HistoryFree databases and genealogy links for the last name Crawford. Looking for the meaning of a given name? Check out First Name Meanings Cant find your last name listed? Suggest a surname to be added to the Glossary of Surname Meanings Origins. References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David. Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph. Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H. A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997.