Barriers and facilitators to the implementation of person‐centred care in different healthcare contexts free essay sample

STRENGTHS:My strengths generally involve my ability to teach and active listening, as well as being patient. These three measures empower me to be lots more competent and helpful in my ways when measured up to some of my colleagues as well as others in my multidisciplinary team in my ward. Effective listening skills influence not only the skilled area but also the emotional and personal health and generally the well-being of an individual. Gopee (2011) supported some of the empowering qualities of a mentor as a devotee; they devote time to assist learners learning, inspires as well as wanting to listen to learners and making themselves available when is needed. Teaching involves a lot of skills: for instance, communication and helpful skills. Right from a young age, I have always wanted to become a teacher, coaching my juniors’ ones and also always wanting to help by sharing my knowledge with colleagues and friends. We will write a custom essay sample on Barriers and facilitators to the implementation of person†centred care in different healthcare contexts or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hence during my initial meeting with my student, I considered how it might be difficult, if I have not got a passion for facilitating learning, then I would not be able to build an effective helpful relationship with my student.WEAKNESS:My weakness is about my disposition to involve student nurses in activities with every given opportunity in my ward when working alongside with student nurses. Also based on feedback from various student nurses since qualifies as a registered nurse, that I would be good a mentor as being very patient, considering the demands of the ward. Although it is expected of a good mentor to plan and give structure and meaningful learning experience to their students in practice in order for them to make the best of it (Davies et al 1994).OPPORTUNITIES:I simply need to adapt my strengths idea and make use of them in line with standard guidelines and evidence-based practice, when mentoring student nurse after qualifying as a mentor. THREAT:Demands of the ward and staff shortage contribute to working less time and assessing the student nurse in practice. Sometimes working with different agency staffs and as the only registered nurse on the ward and I had to give an induction to the other agency registered nurse, my time as a mentor to meet with my student to reflect or feedback will be rescheduled due to the demand on the ward. In addition, Petrini (2014) reports that such demanding settings need resilient health workers able to assign skill and different ways of working. No questioning regarding the mentor role as multidimensional. But Student nurse can detect the learning experience to be impacted negatively when mentors feel they are not backed up (Hutchings et al, 2005).

Wriston Manufacturing-Detroit plant

Wriston Manufacturing-Detroit plant Free Online Research Papers Detroit’s production is unique when compared to other Wriston plants. Runs are typically low volume, involve significant set-up time, and vary significantly due to the sheer volume of different products lines, families and models. It is notable that the Detroit plant is the only plant manufacturing all three product lines: brakes, off-highway and on-highway axles; all other plants produce only a single product line. Manufacturing in Detroit is significantly more complex than other plant. Capital investment has lagged in Detroit and the equipment is out-dated and inefficient. The general work environment is poor, with leaking pipes and old fixtures. The layout of the Detroit plant is piecemeal; production typically requires complex flows through dedicated machining areas scattered about various buildings. Both the environment and other factors seem to contribute to a poorly motivated workforce. Wriston accounts for the revenue of each plant on a standalone basis. This is not an accurate method of cost accounting since Detroit contributes to the other plants revenues. Recommendations Wriston’s Detroit plant is no longer a viable operation due to long-term capital underinvestment and product-process mismatch. It is recommended that the plant be phased out of operations over a 3-year period with production and staff gradually shifted to a new plant to be built in the Detroit area. Further, it is also recommended that division accounting procedures and evaluation mechanisms be modified to allocate revenues/costs allowing for the synergistic benefits of Detroit’s products, and to recognize inherent manufacturing complexities, respectively. Analysis Several alternatives are presented to the divisions management: Alternative 1 Close the Plant and Distribute the Production of the Parts Amongst other Plants: When considering shutting down the Detroit plant, the impact on the receiving plants must be considered. Detroit’s parts are noted as being mostly low volume, high-setup time parts, and include service parts. The plants identified for receiving the Detroit parts are not set up for this type of operation. Lima, Lancaster and Maysville are identified as high-volume parts plants, while Fremont is identified as a high tech plant specializing in gear machining. The study team’s suggestion to move the parts to these plants do not consider the manufacturing model consciously incorporated into the setup of those plants. Variability, coupled with low volume, suggests the need for a flexible manufacturing system (FMS); the Detroit shop is instead closer to a flow shop configuration. This represents a product process mismatch. As the majority of the division’s plants are also flow shops, it seems at best uncertain whether any of Detroit’s products could be better-produced at other plants; any product transfers would almost certainly inflate the receiving plant’s burden rates. Although this option yields the highest NPV(Table 1), it does not adequately recognize the negative impact on production resulting from the introduction of these parts. Alternative 2 – Keep the Plant Open (5-10 years) and Invest in Tools and Maintenance This alternative provides the worst NPV and would be a last resort solution. The company would continue to have a negative ROA. Alternative 3 – Close the Plant, Invest in New Plant While this alternative returns a negative NPV, given the discussion of Alternative 1 with regards to the other plants abilities to take on the parts from Detroit and the need to continue the plants products, this alternative needs to be considered. While it does not meet the hurdle rate for new product investment, it will continue to provide a measure of positive cash flow and profit to the company, while meeting the needs of Wristons customers, effectively maintaining good customer relations. In regards to the new plant, the process and the work force should gradually transfer to the new plant in 3-year period instead of shifting immediately. The new plant should be built around flexible manufacturing processes. This represents a radical departure from current processes and older members of the workforce may be challenged to adapt; retraining will likely be unpopular and ineffective for these workers. While running two plants in parallel certainly incurs some overhead, it would allow the older workforce to continue the successful manufacture of some Detroit products while naturally retiring from the organization over a five-year period, and younger workers to learn the new processes and takeover products in a controlled, timely manner. In regards to the study group recommendation of dropping the Group 3 products, the financial analysis prepared by the study group for the three groups produced at Detroit incorrectly attributes fixed manufacturing overhead to the three groups in a proportional manner. Reviewing the financials, Group 3 is profitable based on its variable manufacturing costs only. Using the model presented by the study group, if Wriston were to drop group 3, the fixed manufacturing costs would have to be redistributed over the remaining two groups, resulting in an even greater net loss to the Detroit operation. Group 3 is marginally profitable and contributes to the plant’s bottom line. Conclusion In light of the above analysis, (Table 1 represent key features of each alternative) Wriston should invest in building a new plant to produce the three products lines around a flexible manufacturing system and shift the process and the staff to the new plant in a 3-year span. This phasing process allows training the new employees and gives the older ones the option to retire or continue in the new working environment. In addition, it will prevent any production stoppage and ensure satisfied customers. Moreover, the current revenue accounting policy does not properly allocate revenues to Detroit, even though Detroit provides the initial investment and helps generate revenues to other plants. Further, Detroit bears the responsibility of providing maintenance and repairs and these costs are not allocated to other plants. Accounting should recognize these contributions, by allocating a portion of the revenues to the Detroit plant and by sharing their costs among the other plants. Option 1: close the plant, transfer production Option 2: Re-tool plant (5-10 year bridge) Option 3: Build new plant NPV (10% discount rate) 29 Million -13 Million -12 Million Operational Aspects Destination plants are primarily high-volume flow shop configurations Maintenance investments do not address underlying productprocess mismatch; no expected improvement Introduction of flexible manufacturing should significantly improve performance. Research Papers on Wriston Manufacturing-Detroit plantBionic Assembly System: A New Concept of SelfTwilight of the UAWGenetic EngineeringIncorporating Risk and Uncertainty Factor in CapitalDefinition of Export QuotasOpen Architechture a white paperMarketing of Lifeboy Soap A Unilever ProductAnalysis of Ebay Expanding into AsiaThe Project Managment Office SystemResearch Process Part One

Money cannot buy happiness Essay Example | Topics and Well Written Essays - 500 words

Money cannot buy happiness - Essay Example But, this is paradoxical as money can’t really buy happiness. It is written in many spiritual texts that money can only buy the source but not true content of happiness. For example, money can buy a house but not a home filled with love and affection; it can buy a bed but not sleep; it can buy companions but not friends. Money is required for satisfaction of material wants, and there is no end to human wants. In the race of achieving more and more material needs, man tends to forget to be happy. Man is a social animal and cannot live in isolation. Rich men attract people, but hardly have any friends; or, tend to lose friends in due course because their focus is towards making more money rather than to give time to their beloved ones and value their affection (Jet, 15). As a result, men having money become lonely with no people to care for by the end. Such life is certainly not a happy one. Happiness lies in being cared for and caring for others. Money cannot prevent one from losing his/her life; only love and affection can be cherished even after the loss. Jet Magazine quotes that the psychologist, Dr. Lewis-Jack believes that real happiness is ‘peace of mind, good health and being content with yourself and where you are at this point in your life; having goals and a willingness to work toward achieving those goals’ (p.18). This is very true because chasing after money will affect one’s health in the due course of time, which will necessitate treatment and care. For this, the person will have to rush to health care where he will receive care upon paying money; but, this care will not be original and true to his/her internal satisfaction. Secondly, chasing after money causes mental and emotional stress; this will manifest in the form of quarrels, misunderstandings, depression, anxiety and fear. Greed for money will also

Current real estate market Essay Example | Topics and Well Written Essays - 500 words

Current real estate market - Essay Example at are easy to distinguish from regular paragraph content, but the online format has been cleverly designed to be more practical and versatile for the everyday user, especially if that user happens to be a buyer, seller, or real estate professional. The purpose of this essay is to describe the content found in the real estate section of a newspaper of this type—including updates on interest rates, surveys of construction costs and sales prices, and articles referencing legislation or other issues that have an effect on the real estate market—as well as to respond to the located material, pointing out how such content could be helpful to a real estate appraiser. Located in the center of the real estate section of the newspaper’s website was an absolutely indispensable tool to a real estate appraiser. It provided links to articles and information on some incredibly specific areas related to real estate, including general real estate news; homes; condos; second homes; money issues; trends; and neighborhood information. Clearly, such a vast wealth of information can be utilized using this tool that it has been categorized to make it easier for those with a vested interest in real estate to locate what they are searching for. Interest rate information was available through two major sources in the newspaper: articles discussing interest rate trends and tools and calculators that would allow one to calculate such a rate using information such as the purpose of their desired loan, the type of loan, the discount point range, and the estimated loan amount. Obviously, tools of this type can only provide rough estimates as financial figures such as interest rates are based on a variety of factors outside of the tool’s capabilities, such as creditworthiness. There were literally tons of articles in the newspaper that pointed to a vast increase in the number of foreclosures over the course of the past year, provided information detailing the differences between

Persuasive letter Essay Example | Topics and Well Written Essays - 500 words

Persuasive letter - Essay Example As well, our budget does not allow for the kind of production that you have presented and so we have therefore decided to go with a different option. Please feel free to resubmit with us again for next year’s event. We found your ideas interesting and if you provide a stronger application with more research prior to the presentation, we would love to consider using your ideas. As well as the research considering city codes and policies, we would like to see more thoroughly organized plans for building the production so that we are reassured that you can provide the production that you are promising. While we loved the illustrations and the ideas, we were unclear as to how the construction was going to be accomplished. While budget is our main concern, we were also concerned that the process that would give us the production had not been fully considered. We would love to see a similar presentation that has been modified to fit within our budget and that has been completed with engineered plans and potential problems with the city researched. Once again, while this year we have chosen to use another company, we were impressed with your presentation and look forward to seeing you participate next year. We were very interested in your ideas. While we have gone a different way, we find that the production you have offered can provide a potential benefit for our marketing purposes should you be able to provide a more thoroughly researched project that satisfies the issues that can arise from such an undertaking. I want to thank you for the meeting we had on Thursday. The presentation that you gave was creative and offered many wonderful ideas. Unfortunately, we will be unable to use your company at this time. The ideas that you presented were innovative and creative, however we are unsure that the city will allow for balloons of that size to occupy the space of the street. As you were unable to provide us with information on the policies of the

Functions of Strategic Management and Theories of Management

Functions of Strategic Management and Theories of Management Introduction Strategic management is one of the most key human activities. From the time human beings began forming social organizations to accomplish aims and objectives they could not achieve as persons, managing has been necessary to ensure the ordination of individual efforts. As society constantly relied on group effort, and as any organized groups have become large, the task of managers has been increasing in importance and complexity. Henceforth, managerial theory has become crucial in the way managers manage composite organizations. The middle theory of this paper is that although some managers in different parts of the world could have achieved managerial success without having basic theoretical knowledge in management, it has to be clearly emphasized that those managers who have mixed management theory in their day-to-day practice, have had better chances of managing their organizations more professionally and effectively to achieve both individual and organizational objectives. Therefore, managers of modern organizations ought to appreciate the important role they play in their respective organizations if they are to achieve set goals. Secondly, there is need to promote excellence among all persons in organizations, especially among managers themselves. Definition of strategic Management Management is the art, or science, of achieving goals through people. Since managers also manage, management can be interpret to mean accurately making sure people do hat they are supposed to do. Managers are therefore, expected to ensure greater productivity or, using the current terms, continuous improvement more broadly, management is the process of designing and maintain an environment in which persons, working together in groups, efficiently achieve selected aims . In its expanded form, this basic definition means several things. First, as managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling. Second, management applies to any kind of organization. Third, management applies to managers at all organizational levels. Fourth, the aim of all managers is the same to create extra. Finally, managing is concerned with output this implies efficiency and efficiency.      Strategic Management Objectives, Functions, Goals, and Essentiality Management Objectives There are fundamentally three management objectives. One objective is ensuring Organizational goals and targets are met with least cost and smallest amount waste. The second objective is looking after health and welfare, and safety of staff. The third purpose is caring the mechanism and resources of the organization, including the human resources. Strategic Management Functions To understand management, it is imperative that we break it down into five managerial functions, namely, planning, organizing, staffing, leading, and controlling. Planning: Planning involves selecting missions and objectives and the actions to achieve them. It requires managerial, choosing future courses of act from among alternatives. Plans range from overall purposes and objectives to the most detailed actions to be taken. No real plan exists until a decision a obligation of human and material resources has been made. In other words, before a decision is made, all that exists is planning study, analysis, or a suggestion; there is no real plan. People working together in groups to achieve some goal must have roles to play. Generally, these roles have to be defined and structured by someone who wants to make sure that people put in in a specific way to group effort. Organizing: It is that part of management that involves establishing an intentional arrangement of roles for people to fill in an organization. Intentional in that all tasks essential to accomplish goals are assign and assigned to people who can do those best. Indeed, the purpose of an organizational structure is to help in creating an environment for human act. However, designing an organizational structure is not an easy managerial task because many problems are encountered in making structures fit situations, including both refining the kind of jobs that must be done and finding the people to do them. Staffing involves filling, and keeping filled, the positions in the organization structure. Leading: Leading is the influencing of people so that they will give to organization and group goals; it has to do mostly with the interpersonal aspect of managing. Most important problems to managers arise from people their needs and attitudes, their behavior as individuals and in groups. Hence, effective managers need to be effective leaders. Leading involve motivation, Controlling: Controlling, for example, budget for expense, is the measure and correct of behavior of subordinates to ensure that events conform to plans. It measures performance against goals and plans, shows where negative deviations exist, and, by putting in motion actions to correct deviation, helps ensure achievement of plans. Even though planning must precede controlling, plans are not self-achieving. Plans guide managers in the use of resources to accomplish specific goals, then activities are checked to determine whether hey conform to the plans. Compelling events to conform to plans means locating the persons who are liable for results that differ from planned action and then taking the required steps to improve performance. Thus, controlling what people do controls organizational outcomes. Coordinating: Finally, coordination is the essence of manager-ship for achieving synchronization among individual efforts toward the accomplishment of group goals. Each of the managerial functions discussed earlier on is an exercise causative to coordination. Because individuals often interpret similar interests in different ways, and their efforts in the direction of mutual goals do not automatically network with the efforts of others, it, thus, becomes the central task of the manager to reconcile differences in approach, timing, effort, or interest, and to go with individual goals to add to organizational goals. Although these management functions concern the internal environment for performance within an organization, managers must operate in the external environment of an organization as well. Clearly, managers cannot perform their tasks well unless they have an understanding of, and are responsive to, the many elements of the external environment economic, technological, social, political, and ethical factors that affect their areas of operation. Goals of All Managers First and prime, the logical and publicly enviable aim of all managers in all kinds of organizations, whether business or non-business, should be a spare. Thus, managers must set up an environment in which people can accomplish group goals with the least amount of time, money, resources, and personal discontent or in which they can achieve as much as possible of a desired goal with existing resources. In a non-business venture such as units of a business, such as an accounting department that are not responsible for total business profits, managers still have goals and should strive to achieve them with the minimum of resources or to accomplish as much as possible with available resources. A manager who achieves such an aim is said to be a strategic manager. The second goal or aim of all managers is that they must be creative. The: Essentiality of Management in Any Organization Managers are charged with the duty of taking actions that will make it possible for individuals to make their best help to group objectives. Thus, management applies to small and large organizations, to profit and not for-profit enterprises, to industrialized as well as service industries. However, a given situation may differ considerably among various levels in an organization or various types of enterprises. The scope of right held may vary and the types of problems dealt with may be significantly different. All managers obtain results by establishing an environment for effective group endeavor. In addition, all managers carry out managerial functions. However, the time spent for each function may differ. Thus, top-level managers spend more time on planning and organizing than do lower-level managers. Leading, on the other hand, takes a great deal of time for first-line supervisors. The distinction in the amount of time spent on controlling varies only slightly for managers at various levels. The manager is, therefore, the dynamic, life-giving element in every business. Without the leadership of the manager, resources of production remain mere resources and never become production. In a aggressive economy, the quality and performance of the managers determine the success of a business, indeed, they establish its survival. Managerial Skills and the Organizational Hierarchy Mangers require four main kinds of skills, namely: technical, human, and theoretical and design. What does each of these skills mean? Technical skill is knowledge of and skill in activities involving methods, processes, and procedures. Thus, it involves working with tools and specific techniques. Human skill is the ability to work with people; it is cooperative effort, is cooperation, it is the creation of an environment in which people feel secure and free to convey their opinions. For purposes of explanation, technical skills are of greatest importance at the supervisory level and less at the middle-management level, human skills in the frequent interactions with subordinates at all levels, theoretical skills not critical for lower-level supervisors but gain in importance at the middle-management level. At the top management level, conceptual and design abilities and human skills are especially valuable, but there is relatively little need for technical abilities. The assumption, especially in large companies, those chief executives can utilize the technical abilities of their subordinates. In smaller firms, however, technical experience may still be quite important. Why Study Management Theory? Theories are perspectives with which people make sagacity of their world experiences. Theory is a methodical grouping of interdependent concepts mental images of anything formed by simplification from particular and principles are generalizations or hypotheses that are tested for accuracy and appear to be true to reflect or explain real it that give a structure to, or tie together, a significant area of knowledge. Increase data are not in sequence unless the observer has knowledge of the theory that will explain relationships. However, the variety of approaches to management study, the welter of research, and the number of opposing views have resulted in much confusion as to what management is, what management theory and science is, and how managerial events should be analyzed. Principles in management are fundamental truths, explaining affairs between two or more sets of variables, usually an independent variable and a dependent variable. Principles may be descriptive or predictive, and not narrow. That is, they describe how one variable relates to another what will happen when these variables oblige. Managers who apply theory to managing must usually blend values with realities. Once managers know about theory, they will have the capacity to forestall future problems that may occur in the enterprise. At this point it is worth distinctive management theory from management techniques. Contrary to the theory we have discussed above, techniques are essentially ways of doing things; methods of accomplishing a given result. In all fields of practice, including management, they are important. Management Theories Modern theories of management tend to account for and help construe the rapidly changing nature of todays organizational environments. This document will deal with several important management theories which are broadly classified as follows: The Scientific Management School comprising the mechanism of Frederick W. Taylor and Jillian Gilbreths motion study, between others, the Classical Organizational Theory School comprising the works of Henri Fayols views on administration, and Max Webers dealized administration, among others, Behavioral School comprising the work of Elton Mayo and his associates, the Management Science School which I discuss at the end of his section, and Recent Developments in Management Theory comprising works such as Systems. Scientific Management School The first management theory is what is generally referred to as Frederick Taylors Scientific Management. Frederick Taylor started the time of modern management. In the late nineteenth and early twentieth centuries, he was decrying the awkward, ineffective, or ill-directed movements of men as national loss. Taylor consistently sought to depose management by rule of thumb and replace it with actual timed explanation leading practice. He also advocated the systematic training of workers in the one best practice other than allowing them personal discretion in their tasks. He further believed that the workload would be evenly shared between the workers and Classical Organizational Theory School In this category of management theory are the works of Max Webers practical theory and Henri Fayols managerial theory. Weber postulated that western civilization was shifting from thinking, moving action act derived from emotions, and traditional action action derived from past precedent to thinking. He believed that society was changing to seek technically optimal results at the expense of emotional or humanistic content. Weber then developed a set of principles for an ideal bureaucracy as follows: Fixed and official jurisdictional areas, a firmly prepared hierarchy of fantastic and subordination, management based on written records, thorough and expert training, official activity taking priority over other actions and that management of a given association follows stable, knowable rules. The establishment was envisioned as a large machine for attaining its goals in the most efficient manner possible. However, Weber was cautious of bureaucracy when he observed that the more fully realize, the more bureaucracy depersonalizes itself, the more completely it succeeds in achieving the exclusion of love, hatred, and every purely personal, especially irrational and limitless, feeling from execution of official tasks. Hence, Weber predicted a completely impersonal organization with little human level interaction between its members. Behavioral School The key scholar under this class is Elton Mayo. The origin of behavioral is the human relations movement that was a result of the Hawthorne Works Experiment carried out at the Western Electric Company, in the United States of America that started in the early 1920s. Elton Mayo and his associates experiments disproved Taylors beliefs that science dictate that the highest productivity was found in the one best way and that way could be obtained by controlled test. The Hawthorne studies attempted to determine the effects of lighting on worker productivity. When this experiment showed no clear link between light level and productivity the experiments then started looking at other factors. These factors that were considered when Mayo was working with a group of women incorporated rest breaks, no rest breaks, no free meals, more hours in the work-day/work-week or fewer hours in the workday/ work-week. With each of these changes, productivity went up. When the women were put back to their o riginal hours and conditions, they set a efficiency record. These experiments proved five things. Recent Developments in Management Theory Under this category of theory are the system Approach, Situational or possibility theory, Chaos theory, and Team Building theory. The systems theory has had a significant effect on management science and considerate organizations. A system is a collection f part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as have inputs. system share advice among each of these four aspects of the system. Management as Practice Managing, like all other practice whether medication, music work of art, engineering, accountancy, or even baseball is an art, it is know-how. It is doing things in the light of the reality of a position. Yet managers can work better by using the organized information about management. It is this knowledge that constitutes science. However, the science underlying managing is fairly crude and inexact. This is true because the many variables with which managers deal are really complex. Yet, such management knowledge can certainly improve managerial practice. Managers who attempt to manage without management science must put their trust to luck, intuition, or what they did in the past. In managing, as in any other field, unless practitioners are to learn by trial and error, there is no place they can turn for meaningful guidance other than the accumulated knowledge underlying their practice, this accumulated knowledge is theory. For practical purposes, all managers must develop three s ets of skills, namely, conceptual, technical, and human. Conclusion In end, it has to be restated that management is the procedure of designing and maintain an environment for the reason of efficiently accomplish preferred aims. Managers carry out the functions of planning, organizing, staffing, leading, and controlling. Managing is a necessary activity at all executive level. However, the managerial skills necessary vary with organizational levels. The progress of management theory involves the growth of concepts, philosophy, and techniques. There are many theories about management, and each contributes something to our knowledge of what managers do. Each approach or theory has its own chacteristics and recompense as well as limitations. The prepared, or management procedure, pproach draws on each and methodically integrates them. Finally, the organization is an open system that operates in and interacts with the environment. The systems advance to management includes inputs from the outer environment and from claimants, the alteration process, the communication system, external factors, outputs, and a way to recuperate the system. No doubt, a manager who makes serious attempts to translate theory into reality is bound to increase productivity more than a manager who chooses to use the error approach. BIBLIOGRAPHY Homans G. C. (1958) The Human Group (New York: Harcout, Brace and World). Fleet David D. Van and Peterson Tim O. (1994) Contemporary Management (Houghton Mifflin Company), Third Edition. Koontz Harold (1961) The Management Theory Jungle, in Journal of the Academy of Management, December. Koontz Harold (1962) Making Sense of Management Theory, in Harvard Business Review, July-August. Koontz Harold (1980) The Management Theory Revisited, in Academy of Management Review, April. Koontz Harold and Weihrich Heinz (1990) Essentials of Management, Fifth Edition, McGraw-Hill. Stoner James A. F., Freeman R. Edward, and Gilbert, Jr. Daniel R. (2003) Management (New Delhi: Prentice-Hall of India), Sixth Edition.

Entering International Markets Essay -- GCSE Entering A Foreign Market

Entering International Markets Measuring a potential business venture has many aspects which the international manager must be aware of in order to convey the correct information back to the decision makers. Being ignorant to any of the aspects can lead to a false representation of the project, and hence an uninformed decision being passed. In order for a business to survive it must grow. For growth to be optimal, management must first be able to identify the most attractive prospective leads. The country as a whole, specifically geography, government, and financial aspects must be looked at in order to yield the best possible picture of the market a company wishes to enter. Concentration should be placed on gathering reliable facts that are backed up by more than one source. It is to be hoped that after creating "a picture" of the market, management's analysis of the potential business venture and plan of action will be structured as to avoid losses and to find the most profitable scenarios. The success of the multinational corporation lies on the shoulders of it's management. International management and organization-design expert Henry Mintzenberg says every CEO has three essential duties: direct supervision, development of the organization's strategy, and management of the organization's boundary conditions. Top management's responsibility at and beyond the organization's boundaries is largely a communication responsibility; however, no commonly accepted model exists for decision, execution, and assessment of communication opportunities. Within even some of the largest and most venerable organizations, the process used is haphazard and inconsistent. The Wyatt Company's survey of communications professionals showed that just 58.1 percent agreed that their organization's communication objectives are linked to business objectives, and 83.3 percent reported that their organizations conduct no formal review of return on communications investment. CEOs must establish and re inforce an organization's image in public by viewing each target public as a client; by doing research, looking at trends, and talking to experts, a CEO focuses on selling what the client wants to buy.1 Finding a country to conduct business in can be a very easy task depending on if the organization's top management follows the advice of Mr. Mintzenberg. The way a company normally d... ...atistics on market for your product (internal production plus imports less exports) * Source: Penetrating the International Market, p.27-8. Bibliography: 1 McGrath, John J. Sell Your CEO! Vital Speeches of the Day. vol. 61-14. May 1, 1995: 444-7. 2 Stuart, Robert Douglas. Penetrating the International Market. American Management Association. New York 1965: 25-39. 3 Haner, F.T. Multinational Management. Merrill. Columbus, Ohio 1973: 43-58. 4 Ewing, John S. and Meissner, Frank. International Business Management; Readings and Cases. Wadsworth. Belmont, California. 1964: 146-70. 5 Robinson, Richard D. International Management. Holt, Reinhart and Winston. New York. 1967: 71-85. 6 Morden, Tony. International Culture and Management. Management Decision. vol. 33-2. 1995:16-21. 7 Harris, Philip R. and Moran, Robert T. Managing Cultural Differences. Gulf. Houston, Texas. 1979: 12-24. 8 Fayerweather, John. International Business Management; A Conceptual Framework. McGraw-Hill. New York. 1969: 51-64. 9 Haner, F.T. Multinational Management. Merill. Columbus, Ohio. 1973: 60-64.

Theoretical Framework for Numl

Theoretical framework The study regarding organizational change shows that to be successful an organization must not only sustain itself on the inside, but it should also adjust itself to the environmental needs. For an organization to be effective it is important that it is stable and is able to change suitably. Organizational health is a theory which is used to explain the extent to which an organization is proficient of dealing with these two, slightly opposing forces.It is observed by Owens that as time passes organizations try to maintain themselves, increase the bureaucratic rigidity and try to adopt the traditional practices. He called this an organizational climate which is unhealthy and lays emphasis on maintaining the organization at the cost of its requirement for continuous flexibility to meet with the varying demands and expectations of the external environment (Owens, 1981). In his observation about the Pakistani Universities, S.Mehmood says that there are various reaso ns like; lack of funding, lack of political will, acute centralization, low–quality teachers, and the absence of a conductive teaching and research environment which unable the universities in Pakistan to grow (Mehmood, 2010). Institutions responding to environmental needs and these reasons can be viewed as healthy institutions. This description closely resembles to the cause of low intake of the students in NUML Peshawar. Organizational change can be produced by organizational self-renewal. Such an organization which is able to self-renewal is described by: 1.An environment that beliefs in flexibility and openness to change, increasing communications, and problem-solving. 2. A clear and common techniques through which participants can participate in orderly, methodical, cooperative problem-solving 3. A capacity to reach out suitably for ideas and resources that help to solve problems (Owens, 1981). Smith has reported that institutions which have been able to adopt organizati onal changes possessed three necessary characteristics: effective leadership, enlistment of prevalent support, and the fusion of purpose and people (Smith, n. d. ).These findings show that differences in organizational change and leader behavior should be related to low intake of the students. The independent variable in this case will be organizational change with respect to time. Changes are needed in annual funding (increase in budget), quality of teachers, teaching and research environment, awareness about the campus and courses (advertisement) and campus premises. The dependent variable is the intake of students in NUML. If these differences are met, the intake of students can increase by bringing changes in the organization that meet the day-to-day demands.

Children and God †World Religion Essay

Children and God – World Religion Essay Free Online Research Papers Children and God World Religion Essay Robert Coles, a Harvard Physiatrist authored The Spiritual Life of Children after going back through his work with children realizing the common threads of spirituality among all children. Children by nature are questioning and curious about our world. Where we come from? What are we? Where are we going? The inquiring nature of religion and the prominent figures throughout history have been those who have been willing to question the status quo. The greatest figures in Judaism where willing to undergo great sacrifice so their questions would not go unanswered. Jesus pushed modern day thinkers of the time to question and look deep within their beliefs. Children seem to yearn for the truth but at the same time except the mystery of spirituality with a more open heart. This relates to all new experiences that children come upon everyday. They are much more likely to touch, feel, and explore the unknown in a very physical way where as adults are more likely to avoid the unfamiliar. This could be in part because children are not so trained to think about what they might lose as a result of a poor decision. This type of innocence is what is required to accept the concepts and or messages that are presented to us via religion. We are story telling creatures and in fact story telling is behind the root or most all religious celebration. Children know how to understand and interpret stories better then adults because they do not find it necessary to over think every detail but rather they can accept big picture ideas. Also, children do not have the same level of ego so they are perhaps able to accept meaning from a story that only they see. This is quite common in modern book clubs where people choose reading that is easy to understand because they afraid to be wrong about what they draw from the book. Children are more accepting that there is not just one right answer. An important part of story telling is picture drawing and it was rather interesting to hear the responses from the children about why they were not able to draw God. When one child was asked if God was a man or a women they replied â€Å"God is God†. A child does not need to define God in such close comparison to themselves. Children accept mystery as simply a part of life. This would make sense based on the fact that everyday children are faced with so many foreign ideas, concepts, and items. God would be a natural extension of this mystery filled world. Even childen from secular backgrounds show an extreme amount of curiosity into questions of ethics. â€Å"What is right, what is wrong?† Children understand moral conflict and show a thirst for information that adults seldom hold on to. Children understand that there is moral conflict in the world but often struggle to understand why it exists. Why is this world this way, why do people say things to others, why cant people get along with each other? Adults are often made uncomfortable with these questions and discourage children from asking such tough things. Carol Dittberner is an international trainer for the Good Shepard Montessori School and she believes that children are very deep theologians that simply need the vocabulary to express the ideas that they inherently know. When presenting a parable to a child it is as though they already know the story or the meaning behind the story. I tend to think this has less to do with the inherit wisdom of a child and more to do with how much the secular world uses these exact same story lines in cartoons, shows, and movies. Children are not dumb, they simply have less experiences on which to draw from. Diane Komp is a semi-retired Pediatric Oncologist who has worked with children fighting cancer over 4 decades. She claims that she was agnostic but through her experiences with her patients that she has come to understand God. She claims that a child facing death is extremely aware that the adults around them struggle with excepting what is going on and that their suffering is causing a great deal of pain for those around them. Her patients have expressed complicated ideas about the mystery of life and importance of not sweating the small stuff in great amazement to Komp. Komp read a passage in her book that revolved around a young boy dying of lymphoma. 80% of children with lymphoma recover fine and never once did this boy ask why he was in the 20%. When she asked him about some of his beliefs in science and the bible he replied that neither one is the absolute truth but rather coming to the conclusion It’s not the details that matters, it’s the moral of the story. Komp leaves the listener with â€Å"Mystery is apart of human existence and it remains a secret as much as we want to solve it. You want to know more about mystery in life then get close to a little kid†. Research Papers on Children and God - World Religion EssayBook Review on The Autobiography of Malcolm XEffects of Television Violence on ChildrenComparison: Letter from Birmingham and CritoRelationship between Media Coverage and Social andPersonal Experience with Teen PregnancyHip-Hop is ArtMoral and Ethical Issues in Hiring New EmployeesInfluences of Socio-Economic Status of Married MalesThe Spring and AutumnMind Travel

Feline Diabetes Melitus

Feline Diabetes Melitus Free Online Research Papers Cat owners should know about feline diabetes mellitus because it can be ultimately fatal. The disease presents itself as one of two types. Owners should know the signs and symptoms of this disease. Feline diabetes mellitus is a treatable disease. Diabetes mellitus is a disease that causes a cat’s pancreas to stop producing, or properly use, insulin (Feline 2). This results in the body not properly balancing the blood sugar levels (Cat par. 1). Feline diabetes mellitus is classified as type I, exogenous insulin dependent, or type II, non-insulin dependent (Wingfield 844). Type I diabetes mellitus is caused when the pancreas is unable to produce adequate amounts of the hormone insulin Cat par. 3). Roughly one-half to three-quarters of cats present with Type I diabetes (Feline 2). The rest of the cats that are infected present with type II (Feline 2). Type II is caused when the cells in a cat’s body are unable to respond to the insulin (Cat par. 3). However, type II infected cats most likely also require insulin injections (Feline 2). Because the cats’ body is unable to process the glucose available, both types of diabetes mellitus result in high blood sugar levels (Cat par. 3). There are four classic signs and symptoms of this disease: increased appetite, weight loss, increased urination, and excessive thirst. The cat’s body begins breaking down fat and protein stores in the body to use as alternative energy sources when insulin is deficient, or ineffective (Feline 2). This results in weight loss, even though the cat is increasing its food intake. In addition, the cat develops high levels of glucose in the bloodstream. The glucose is then eliminated in the urine, which leads to excessive urination and thirst (Feline 2). Another side effect, and potentially life-threatening complication, is iatrogenic hypoglycemia. Iatrogenic hypoglycemia is usually caused by an overdose of insulin (Feline 5). A cats insulin requirements can change without warning, causing an acute hypoglycemic episode (Diabetes par. 33). The additional symptoms associated with hypoglycemia include nervousness, anxiety, vocalization, muscle tremors, ataxia, and pupillary dilation (Win gfield 849). Honey or corn syrup must be administered by putting it on the gums as soon as an episode occurs to stabilize blood sugar levels (Diabetes par. 33). The cat should then be examined by a veterinarian as soon as possible after the episode (Diabetes par. 33). Diabetes mellitus is a treatable disorder and need not be a death sentence (Cat par. 9). Although there is no cure for feline diabetes mellitus, some cats may lose there need for insulin (Feline 6). Insulin injections and a managed diet are the most commonly used methods of treatment. Diet is a crucial component of treatment, and in many cases can be effective on its own (Diabetes par. 5). The reasoning behind this is that a low-carbohydrate diet decreases the amount of insulin needed, and keeps the variations in the blood sugar low and easy to predict (Diabetes par. 5). Cats are carnivores, and thus have specific nutritional requirements (Meredith 10). â€Å"The new protagonist in the realm of pet nutrition is the animal naturopath, who advocates disease prevention and cure through diet†¦Ã¢â‚¬  (Meredith 8). Sufficient control of most diabetic cats’ requires insulin injections to be given once or twice daily. Because each cat’s response to insulin is different, a veterinarian is likely to perform a glucose curve to determine the best course of therapy. This procedure requires the cat to be hospitalized, given insulin injections, and blood glucose levels tested throughout the day (Cat par. 11). A single, slow-acting dose twice daily, along with a low-carbohydrate diet, is the most commonly used method of treatment (Cat par. 9). Cat Diabetes for Beginners. 2004. 9 February 2008 felinediabetes.com/diabetes-info.htm. Diabetes in Cats and Dogs. 29 November 2007. 31 January 2008 http//en.wikipedia.org/wiki/diabetes_in_cats_and_dogs. Feline Diabetes. Ithica: Cornell Feline Health Center. 2005. Meredith, Browmen. Is Your Cat too Fat? New York: Welcome Rain, 1999. Wingfield, Wayne, and Marc Raffe, eds. The Veterinary ICU Book. Jackson: Teton Media, 2002. Research Papers on Feline Diabetes MelitusChildhood Obesity EssayIs the Use of Psychotropic Drugs in the Treatment ofMRSA Staph BacteriaSexually Transmitted DiseasesCanine ParvovirusImpact of Breast CancerGenetic EngineeringEnzymes Proteins Amino AcidsCauses of the 2008 Financial CrisisProbation Officers

Human growth and development Assignment Example | Topics and Well Written Essays - 500 words

Human growth and development - Assignment Example Erikson believes children go through 4 Psychosocial Stages: Basic Trust vs. Mistrust, Autonomy vs. Shame, Initiative vs. Guilt, and Industry vs. Inferiority. Each of these stages are â€Å"defined by a conflict involving the childs relationship with the environment. The particular conflicts a child faces and the way in which they respond t these conflicts is what Erikson believes shapes their personality. 2. Piagets theory of cognitive development maintains that children are active participants in their own cognitive development. Piagets theory begins with basic schemas, â€Å"cognitive structures or concepts used to identify and interpret objects, events and other information in the environment† (Wood 54). Assimilation is the term Piaget uses to describe the way in which children try to fit these new things into their existing schemas. Not everything can be assimilated into existing schemas, and in these cases children will learn to use Accommodation. â€Å"In accommodation, existing schemas are modified or new schemas are created to process new information† (Wood 55). Transition from stage to stage is not abrupt, but gradual with the first stage being the Sensorimotor stage. In this stage, infant gain an understanding of the world through their senses and their object permanence is developed in which children realize that objects continue to exist even when they are o ut of sight. The Preoperational stage occurs next when the child is between 2 and 7 years of age. â€Å"Here children become increasingly able to represent objects and events mentally with words and images† (Wood 56). At this stage children will be able to imitate the behavior of a person who who is no longer in sight through deferred imitation. Between the ages 7 and 12, the Concrete Operations stage causes thinking to be â€Å"less egocentric and they come to realize that people have

Dietary(Nutritional) recommendations for Asthma Essay

Dietary(Nutritional) recommendations for Asthma - Essay Example The presence of antioxidants in foods rich in these substances provides a relief of asthma symptoms (Gelfand 2012). But, more research needs to be conducted to understand the relationship between diet and asthma. Also, it is unclear if taking supplements provide definite protection against asthma development. This is because many studies which used vitamins and supplements to reverse effects of asthma have remained unsuccessful. Therefore, it is considered unlikely that food supplements will improve control on asthma (Gelfand 2012). It is important to reduce intake of alcohol and coffee because GERD or acid reflux is a big problem in 70% of asthma patients (CDC 2011). Bronchodilators are used to treat asthma and to avoid nasty drug-food interactions, it is recommended to take them with food to avoid stomach upset (Bellows & Moore 2013). In pregnant patients, treatment with inhaled corticosteroids like prednisolone is important to reduce risk of asthma exacerbations during pregnancy ( National Asthma Council Australia 2013). National Asthma Council Australia 2013, ‘Asthma and Healthy Living. An information paper for health professionals’, viewed 12 May 2014,