Organization Development Consultant Plan for the Red Cross Essay

The American Red Cross is dedicated to helping people in need throughout the United States. Most of the country may not realize how much the Red Cross accomplishes this noble calling through the dependency on the generous contributions of time, blood, and money from the American public to support their lifesaving services and programs. The American Red Cross also partners with other Red Cross networks, throughout the world to help some of the most marginalized and vulnerable populations. â€Å"Clara Barton and a circle of her acquaintances founded the American Red Cross in Washington, D. C. on May 21, 1881† (Red Cross, 2013d, para. ). Barton accomplished several overseas missions for the Red Cross but eventually came back to the United States and continued her domestic and global efforts for the next 23 years (Red Cross, 2013d). The Red Cross received their first congressional charter in 1900, and the second in 1905, which is still in effect today. The charter â€Å"†¦sets forth the purposes of the organization which includes giving relief to and serving as a medium of communication between members of the American armed forces and their families and providing national and international disaster relief and mitigation† (Red Cross, 2013d, para. ). Since 2006, the Red Cross and FEMA have partnered together to help various government agencies and communities plan and coordinate the provision of food and shelter for people affected by disasters (American Red Cross, 2013d, para. 8). Today, there are over a thousand local chapters throughout the United States (American Red Cross, 2013e, para. 3) that continue the mission of the American Red Cross, fueled by loyal volunteers and contributors. . Organizational Culture The culture of the American Red Cross is built on its dedication to a contemporary mission and vision statement which will guide it through the 21st century, along with seven fundamental principles. Stop  «Ã‚ »Mission Statement (Red Cross, 2013c, para. 1). â€Å"The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. † Vision Statement (Red Cross, 2013c, para. 2). The American Red Cross, through its strong network of volunteers, donors and partners, is always there in times of need. We aspire to turn compassion into action so that all people affected by disaster across the country and around the world receive care, shelter and hope; our communities are ready and prepared for disasters; everyone in our country has access to safe, lifesaving blood and blood products; all members of our armed services and their families find support and comfort whenever needed; and in an emergency, there are always trained individuals nearby, ready to use their Red Cross skills to save lives. The seven fundamental principles of the Global Red Cross Network consist of the following: Humanity, Impartiality, Neutrality, Independence, Voluntary Service, Unity, and Universality (American Red Cross, 2013c). These fundamental principles are used as a basic foundation in which to build from and guide all of the Red Cross communities across the globe; keeping everyone in tune with the core values and mission established by Clara Barton so long ago. The Board of Governors serves as the governing body of the American Red Cross, which has all powers overseeing and directing the leadership and management of the business and affairs of the organization. The corporate governance principles of the American Red Cross are found in the Congressional Charter and a series of documents that are reviewed periodically, by the Board of Governors, to ensure that they continue to meet the needs of the organization and reflect best practices (Red Cross, 2013a, para. 1).  In 2007, the American Red Cross devised a comprehensive governance reform that was signed into law by the President of the United States. This reform was an effort to modernize the Board, and provide a more clear oversight and strategic role for the Board. Highlights of governance reforms include: ensuring that Governance procedures provide clear guidance about expectations and enhance Board and individual Board member performance (American Red Cross, 2013a, para. 2). Organizational Leadership over Time The Chairman of the Board and the President and Chief Executive Officer (CEO), like most executives, play a significant role in the stabilization and future growth of the American Red Cross. The Chairman leads the Board of Governors in the oversight of the organization while the President and CEO implements strategic organizational development and leads the operations of the Red Cross. Currently, two women hold the honor of Chairman and CEO of the American Red Cross; Bonnie McElveen-Hunter and Gail McGovern, respectively (Red Cross, 2013b). â€Å"Ms. McElveen-Hunter is the former U. S.  Ambassador to Finland (2001 – 2003) and the CEO and owner of Pace Communications, Inc. , the largest private custom publishing company in the United States† (Red Cross, 2013b, para. 2) and was appointed as Chairman of the American Red Cross on June 17, 2004. â€Å"Gail J. McGovern was named President and CEO of the American Red Cross on April 8, 2008. After previously holding top management positions at AT&T Corporation and Fidelity Investments†¦Ã¢â‚¬  (Red Cross, 2013b, para. 3). McGovern has extensive experience running large organizations and a proven track record for improving performance (American Red Cross, 2013b). Current Organizational Development Phenomena Since the inception of the new CEO, Gail McGovern, in 2008, the American Red Cross has undergone several structural changes in an effort to maximize the organizations impact with its available resources. According to McGovern, these efforts to â€Å"†¦improve operational efficiency, cutting unnecessary expenses, modernizing our technological systems, or standardizing blood collection labeling† (Red Cross, 2012, pg. 1) are all directed towards the goal of providing optimal care for those in need. Just in the last year two years alone, the American Red Cross has assisted the tornado victims of Joplin Missouri, which claimed more than 150 lives in 2011; helped those afflicted by numerous wildfires burning in various parts of the West; supplied aid to victims of floods in Florida, due to Tropical Storm Debby; provided much needed help to those living near the Northeast coast who suffered from extensive power outages and damage from Hurricane Sandy, and many, many more vital services that go largely unmentioned throughout the country (Red Cross, 2012). The American Red Cross, clearly, will never run out of work; which requires a leader that is creative, resourceful, dynamic, fluid, and up for complex challenges in an ever changing landscape. Organizational Development Needs The first step in approaching a national giant such as the American Red Cross is to obtain a meeting with current president and CEO, Gail McGovern, for a meaningful dialogue and assessment of her vision for the future of American Red Cross the brand, and American Red Cross the organization (i. e. employees, volunteers, contributors). Clear expectations and limitation on what the organization development consultant’s role will be during the process, as well as future follow-up assessments, must be defined. A well established theory of organizational development, tailored to the American Red Cross, must be adhered to. In this case, I recommend the socio-technical systems theory first developed by Eric Trist. This theory incorporates the idea that organizations are comprised of, and interdependent of, two systems: social and technical; realizing that changes in one cause changes in the other. This approach is best utilized by organizations that directly rely on their material means for their output, and at the core of their existence lays an almost indecipherable difference between their human and non-human systems (Van de Ven & Joyce, 1981). Together, the consultant and the CEO will determine how these two components (social and technical) interact within and around the American Red Cross organization, and assess feedback and synergy between the systems for optimal effectiveness. Secondly, a data gathering method must be decided upon to obtain the most relevant and accurate information for basing an organizational strategy upon. There are several methods available, each with inherent positive and negative considerations. However, the CEO must establish what types of information the consultant may and may not have access to; this will limit the choices of methods available. For a national organization that is also a part of a global organization, such as the American Red Cross, a survey/questionnaire is recommended, which focuses on the current climate of the cultural perceptions of the organization by the employees and volunteers. This method allows a consultant to quickly yield data, address a broad range of topics, compare the data across groups, maintain anonymity, and easily repeat the process for follow-up purposes for the next two years and beyond. Other data gathering methods such as observation and focus groups are also recommended but with full disclosure and acknowledgement that they are both time-consuming and limited for a national organization; consideration should be given to reserve these methods for upper-level management as needed (Anderson, 2012, pp. 119-150). Once the information desired is agreed upon with Gail McGovern, then the method and design of the data gathering tool can be implemented. Next, gathering and interpreting the data correctly to ensure maximum benefit for the proposed intervention(s) is critical. I suggest using a detailed system of deductive analysis that makes coding data easier, helps with data interpretation, and communicating it to the client. It would also be useful to also incorporate inductive analysis as well to pull out key themes that may be evident (Anderson, 2012, pp. 19-150). Once, this is done, a feedback meeting, with Gail McGovern, should be set up to discuss the results derived from the data, proposed intervention(s), and strategic planning. Keep in mind, however, the data should be reviewed at least one more time prior to the meeting to ensure that it accurate, and has not violated any established ethical considerations. This attention to detail cannot be emphasized enough as the interpretation of th e data unveils the strengths and weaknesses of the organization. This, in turn, will directly affect the stability and future direction of the organization as it strives to grow and thrive in a vastly competitive environment over arguably shrinking economic resources. Organizational Development Recommendations Based on the results and interpretation of the data, intervention(s) may be suggested that are in line with Gail McGovern’s vision for American Red Cross; a vision for stability and increased revenue and partnerships (Red Cross, 2012). Therefore, I would turn your attention to the Kotter’s Model (Kotter International, 2012) as a step-by-step guide for a national organization, with a global reach, that embraces change and is ready to whole-heartedly commit to such a program that is proven to yield incredible performance benefits when followed long-term (see both Chart 1 and Chart 2-pg. 12). Implementing step one is vital, developing a sense of urgency (Kotter International, 2012). The CEO must develop a sense of urgency, regarding her vision for the future of the American Red Cross, amongst the employees, volunteers, and contributors. This is accomplished by first determining the current climate of the organization through the data gathering methods mentioned previously, which establishes a base-line from which to monitor progress, and then devising organization strategies (media, social-media, print-media, etc†¦) to disseminate the vision quickly and develop the sense of urgency necessary. The second step of Kotter’s Model involves putting together the right coalition of people to lead a change initiative which is critical to the success of McGovern’s vision for the future (Kotter International, 2012). The American Red Cross currently has a stellar mix of dedicated people at the highest levels. However, objective observation and analysis of upper-level team meetings is recommended in order to evaluate current synergy, or lack thereof, and add team building workshops as needed to address and facilitate trust, relationship building, communication and collaboration across various branches of the organization. In a rapidly changing world, complex organizations, such as the American Red Cross, are forced to make decisions more quickly and with less certainty than they would like. Effective leaders must make productive decisions under these ircumstances; therefore, it is paramount that all of the teams develop a level of trust in one another. The third step involves establishing a clear vision which serves three important purposes (Kotter International, 2012). A clear vision simplifies the complex, motivates people, and helps implement the actions efficiently. McGovern must be unmistakably clear in stating her vision for the American Red Cross, the path in which the organization must follow to be successful in accomplishing the vision, the expectations of each leader who reports directly to her, the benchmarks for measurement of progress, and a method for objective follow-up. The fourth step is gaining an understanding and commitment to a new direction (Kotter International, 2012). This step is imperative to core of the vision. In order to establish an understanding and commitment to the new vision for the American Red Cross from the current leaders, McGovern must commit herself to communication in all ways, and at every level of the organization possible. Multiple channels of communication must be used to enforce the message of the vision, and up-dates on the progress, frequently to keep everyone aware of the goal, and their importance to the overall success of the organization. This can be accomplished in various ways, such as: daily motivational huddles (15 minutes or less to focus on the days objectives), monthly meetings to maintain continuity, quarterly newsletter to monitor progress, yearly meetings with upper-management to communicate goals and celebrate achievements. The fifth step involves empowering broad-based action (Kotter International, 2012). Having a clear and realistic understanding that creating a new vision, and establishing new cultural norms, is not without its obstacles is essential to McGovern as she attempts to realign the American Red Cross with her vision. Implementing proven management problem-solving methods, as well as on-going training is crucial. Furthermore, all action plans must be analyzed in order to ensure that management has all of the necessary tools and up-to-date information for successful implementation of the change vision. Lastly, utilizing electronic surveys help to speed up feedback and provide information for people to do their jobs more efficiently.

How has Sweatshops Affected Ciudad de Juarez Mexico?

What are sweatshops? Labor Departments around the world defines sweatshops as workplaces that violate two or more basic labor laws – it includes child labor, minimum wage, overtime and safety laws. Sweatshops conjures up vivid images of unsatisfactory working conditions, factories that are dirty, cramped reminiscent of turn of the century New York tenements where majority of immigrant women worked as seamstresses (Given).True to the assessment, sweatshops workers report horrible working conditions, below minimum wages, no benefits, non-payment of wages, forced overtime, sexual harassment, corporal punishment and illegal termination. In some instances children are found working in sweatshops, instead of going to school as mandated by local laws (â€Å"Definition of Sweatshop†).Most sweatshop operators thrives on notoriety as they force women workers to regularly take birth control pills to avoid pregnancy; or abortion; and for those women who defy the orders, are not giv en maternity leaves and most often terminated. These conditions are the result of women’s illiteracy, ignorance of workers rights and access to workers union (Given).Why do sweatshops continue to proliferate? In more advanced countries, sweatshops are not tolerated by government, in fact they have line agencies that process reports of violation of existing labor laws. In the process manufacturers have to follow mandated codes that results in products that are not price competitive in the world market.Upon the fall of Communism, â€Å"free market† followed and the marked rise in anti-union sentiment. Governments likewise pushed for the encouragement of free trade that actually hastened the globalization process. This also brought the creation of the government initiative known as the North American Free Trade Agreement (NAFTA) which seeks to abolish all known trade barriers among countries (â€Å"Sweat Shop Labor†).In so doing, large corporations are now free to seek labor outsourcing; particularly on the poor and impoverished countries with oppressive dictatorial regimes. Through suppression of workers freedom of speech and the right to workers union, low wages are offered that appeal to most large corporations. The NAFTA as an agency can enforce a minimum standard for workers rights only to some extent, but never on â€Å"free trade zones† (Mexican maquiladoras), where the workers rights provisions of the agreement simply cannot be enforced (Given).The Juarez, Mexico Maquiladoras (Sweatshops); The city of Juarez in Mexico lies along the border with the United States, in fact only a 15foot wall separates the two countries. Because of the NAFTA provision on the creation of â€Å"free trade zones† (maquiladoras), Juarez became the center of trade with American multi-national companies. 90% of all the products churned out in Juarez are destined for the United States (â€Å"Delegation Objectives†).In the Juarez maquiladora s alone thousands of young women are hired and are recipient of poverty level wages. Since the NAFTA provisions are not binding, inferior environmental regulation permeates the manufacturing plants and agricultural farms coupled with low tariffs, thus the maquiladoras had amassed prosperity and massive amounts of wealth.To maintain the level of efficiency in the maquiladoras, workers are brutally treated. Those who manifest resistance and disloyalty are subjected to torture, some are abducted and raped and still others are murdered. This has been the situation of Mexican women hired in the maquiladoras, as present records would reveal that over 400 victims had disappeared from Juarez alone. Although these cases have been going on since 1993, yet nothing has been done about it and this violent disappearance and crime remains unsolved and continues unabated to this day (â€Å"The Tragedies†).Even with evidence of the gruesome crimes already brought into the open, authorities in practically all levels of the Mexican government continues to exhibit indifference about the matter. Strong evidence suggests that some high level officials may be part of the conspiracy. Corruption at the higher level of government offices allow these criminal acts to be committed with impunity, secure in the belief that there will be no consequence (Hanna).Though minor advances have been made in the struggle for justice due in part to the determination of the victim’s families who can never submit to the state and federal authorities bullying to keep them quiet. This has reached significant breakthrough because international non-government organizations are spearheading the campaign so justice can finally be meted out. The grassroots group working with the NGO’s often work under a climate of fear, threats and defamation by government officials.Stand and be counted To be honest, I abhor the atrocities committed on the countless women workers in Juarez, Mexico. What h appened to them is a form of exploitation perpetrated by supposed to be a sane society in this modern era. So, all forms of legal remedies must be laid out to stop these senseless disregard for human rights and violations of the moral framework.After being presented with a lengthy account of women workers conditions at the various maquiladora (free trade zones) companies, I can only sympathize with the victims and families for the fate that befalls them. What happened to them was a gruesome tale inflicted to them by their own kind. It could have been more understandable if such treatment happened during the war and succeeding invasion, but from a countryman simply because they are motivated by greed, is the lowest form of inhumanity. Such atrocities should be condemned and perpetrators brought to the bar of justice so a commensurate punishment could be meted out.Women who work in Mexican maquiladoras are paid wages that vary from $25 to $50 a week, a rate that is not even classified poverty level since pants costs $15 to $20. How can you live with this income, while most American’s believe that Mexican workers can survive with lower wages simply because their living expenses are cheaper. Baloney, because basic commodities such as milk, bread, sugar are much cheaper across the border in the U.S.Workers have to scrimp to make ends meet, most live in shacks constructed from packing crates which are usually sold (not given free) by companies. How can you expect workers to be comfortable in this situation, they do not have running water, and the water they use are stored in containers previously used by toxic chemicals, further contributing to health risks. How can these flimsy shacks protect these workers from the harsh elements, particularly heat from the sun and severe cold at night (Dr. Kayann).In the workplace the same miserable condition exists, workers are always subjected to dangerous and inhumane working conditions, such as exposure to toxic chemica ls without any form of protection because owners cut costs to increase profitability. Workers are made to stand long hours and not even allowed to turn their heads and converse with a neighboring worker. When a quota is placed it has to be completed and workers have to put in extra hours without additional compensation. The situation borders on slave labor of the past, only that this time they are paid with diminutive wages. Is this practice correct? (Dr. Kayann).Despite the gruesome treatment, what have NAFTA done to ease the suffering of the workers. Proponents of the NAFTA have always maintained that the U.S. backed Treaty would literally improve wages and conditions of the Mexican workers, the contrary has happened however, since wages have plummeted and the working conditions have turned from bad to worst. Part of the emergency plan at the time (1994) was the devaluation of the peso to provide relief during the Mexican economic crises. It cuts the purchasing power of the peso i n half and resulted in untold misery to the workers. The Mexicans suffered in the trade-off, but it brought prosperity to the multi-national companies based in the U.S (Wikipedia Contributors).Where then is the ethical conducts that the NAFTA treaty envisioned. Can you be morally correct if your company profited at the expense of the hapless Mexican workers at the Juarez maquiladora? We are the bastion of democracy around the world, we encourage free and equal opportunities for all, yet we deprive our neighbor Mexico the right to co-exist with us and put the question of survival of its workers to the brink. How can we do this?While NAFTA was promoted as the magic potion to heal the ailing Mexican economy, the contrary has happened, it brought the economy to its knees. When heavily subsidized American agri-business products entered the mainstream Mexican economy it forced Mexican farmers off their land because of the low-priced imports. This single blow alone forced some 2 million fa rmers out from agriculture and suffered the pangs of poverty (Bybee & Winter).Again with NAFTA’s service sector rules, it enjoined giant firms like Wal-Mart to enter the Mexican market, it sold low-priced goods made by China that totally displaced the local based manufacturing firms. It is reported that a total of 28,000 medium sized Mexican firms have been eliminated. How can Mexican businesses compete in a playing field that is grossly one sided, naturally the weak suffered. Mexico is not a David that can slew a Goliath.Due to the economic shortfall and the demise of the medium-sized manufacturing firms there is now an oversupply of workers and guided by the governments policy of crushing labor unions, it resulted in sweatshops along the border that pays wages of 60 cents to a dollar an hour. Wages have actually gone down since the NAFTA provisions came into effect.The overall consequence of the NAFTA provision on the people of Mexico have been the cause of marked reduction in industrial wages, peasant’s were forced off the agricultural lands, small manufacturing businesses closed shop, and the incidence of growing poverty. This would explain why so many desperate Mexicans were lured into the border to find a decent way to make a living under the U.S backed maquiladora (Bybee & Winter).Those who didn’t find work risked their lives to cross the border to provide for their family. Records would show that there were 2.5 million illegal Mexican immigrants in 1995 and 8 million more have crossed the border thereafter. In 2005, around 400 desperate Mexicans died while attempting to cross the border. A tragedy that should have been averted had the tenets of the NAFTA been willfully designed (Grieco & Ray).In effect NAFTA failed to discourage illegal immigration for the simple reason that it was not designed as a genuine development program. Had it been devised as such, NAFTA could have raised the standard of living; provided health care; encour aged environmental clean-up; and instigated workers rights in Mexico. Economically speaking, Mexico has now been annexed by the U.S. as the manufacturing base for cheap labor. (Bybee & Winter).These are the very reasons why I express displeasure over the continued existence of the maquiladora in Juarez, Mexico. And to think that America had a hand in its creation, in the guise of globalization is doubly embarrassing.ConclusionThe effect of globalization has been grossly exercised in Mexico, as balance of trade was compromised. The NAFTA, the vehicle that was supposed to bring equal economic directions to both countries was glaringly one sided, bringing prosperity to one and misery to the other. The economic tug of war manifested with the closure of businesses in Mexico and the creation of â€Å"free trade zones† near the border.As the Mexican economy was reeling because of unfair competition, the labor force quadrupled and to make ends meet, people were forced to work within the maquidora. Mexican officials took advantage of the economic recession and took its toll on the hapless Mexican labor force, by instigating low wages, harsh and brutal treatment on workers. Some endured in order to survive but the rest crossed the border to seek a better life.I am really for the dismantling of the maquidora and return the dignity to the Mexican labor force. What happened to the workers in Juarez is morally oppressive, considering that they were forced out of their normal work routine, because of the failure of the NAFTA to provide for the essentials in order to remedy the effects of a floundering economy.The Mexicans had placed hopes in the American inspired economic bailout system and even acceded to the devaluation of the peso to finally rise from the ashes. Only to be confronted with the evils of the Juarez maquiladora as inspired by the provision of the NAFTA (Paul).Looking now at the dilemma of the Mexican people, it is only morally right that well-intention ed government agencies correct the failures that had been perpetrated. Make a thorough evaluation of the crimes that has been committed to the hapless women workers of the Juarez maquiladora and expedite justice. Above all a valid rectification and restitution program must be extended to the victims of the atrocities so they can live anew with dignity and self respect.Bibliography â€Å"Definition of Sweatshop.† Yahoo! Education. 2000. Houghton Mifflin Company. 11 December 2007. < http://education.yahoo.com/reference/dictionary/entry/sweatshop>.â€Å"Delegation Objectives: Congressional Delegation to Ciudad Juarez, Mexico.† Latin America Working Group. 2003. Latin America Working Group. 11 December 2007.â€Å"Sweat Shop Labor.† InterReligious Task Force on Central America. 11 December 2007.â€Å"The Tragedies of Juarez and Chihuahua, Mexico.† Spark. 11 December 2007. .Bybee, Roger & Winter, Carolyn. â€Å"Immigration Flood Unleashed by NAFTA’s Dis astrous Impact on Mexican Economy.† Common Dreams. 25 April 2006. Common Dreams org. 11 December 2007. < http://www.commondreams.org/views06/0425-30.htm>.Dr. Kayann. â€Å"Who Makes It?† Why Shop? Colorado University. 11 December 2007. .Given, Olivia. â€Å"Frequently Asked Questions About Sweatshops and Women Workers.† Feminist Majority Foundation Online. September 1997. The Feminist Majority Foundation. 11 December 2007. .Grieco, Elizabeth & Ray, Brian. â€Å"Mexican Immigrants in the US Labor Force. Migration Information Source. March 2004. Migration Policy Institute. 11 December 2007. .Hanna, Erin. â€Å"NOW to Protest the Brutal Murder of Juarez Women.† National Organization for Women. April 2005. National Organization for Women. .Paul, Ron. â€Å"The Mexican Bailout.† Project Freedom. 1997. 11 December 2007. .Wikipedia Contributors. â€Å"1994 Economic Crisis in Mexico.† Wikipedia, The Free Encyclopedia. 10 December 2007. Wikimedia Fou ndation, Inc. 11 December 2007. .

Globalization and Technology Essay

Friedman explains how 10 ingredients, he calls â€Å"flatteners† which has inadvertently brought about a new global business environment. The 1st flattener is the â€Å"Fall of the Berlin Wall†, where Friedman explains how on 11/09/89 the Berlin Wall came down and exposed the continents into one globalize trading world. Friedman explains about six months after the â€Å"Berlin Wall Falling† the â€Å"Windows Operating System† computer chip exploded and launched the beginning era of internet PC revolution. He calls this era â€Å"The Fall of The Walls and the Rise of The Windows†. Explaining how the â€Å"Wall† stood in the way of globalization. Six months after the Wall Fell the Windows Operating System 3.0 shifted and created a single graphical interface. The 2nd flattener was the date 08/09/95 having an immense impact which I believe is a milestone in the history of our technology growth and its repercussions was when Netscape, a internet b rowser (which is a drop box that is illustrated on computer screens giving a outburst of availability to the internet’s world wide web of information and created an open highway with no speed limits), went public. As Netscape became available to all people at their finger tips it played a key roll empowering individuals with massive amounts of information and helped commercialize and set open standards, equally facilitating all of the world’s people with virtually the same chance of opportunities for growth. This phenomenon is greatly indicative to the remaining of Thomas Friedman’s flatteners and their implications, good and bad, on human kind essentially defining what he meant with the statement: â€Å"The World Is Flat†. The Netscape browser brought the internet to life and gave us the .com boom creating a bubble of wild crazy investments which facilitated the fiber optic boom. Friedman explains how an overinvestment of 1 trillion dollars in five years into fiber optic cable inadvertently connected the world through the internet. Which lead us to the â€Å"Workflow Software†, the 3rd flattener where all the software programs and standards that connect PCs with ba nds of cable to allow work to flow, such as Microsoft Word. These events fountain a technology revolution, which virtually connected everyone’s application to everyone else’s application. Creating a new global platform where Friedman describes this era as a collaboration of platforms, flattening the world. This platform marks the end of a new beginning as Freidman describes â€Å"The Genesis Moment†. Freidman explains how this Genesis moment fueled a network connecting  Ã¢â‚¬Å"people to people†, â€Å"companies with companies†, â€Å"people with companies† and â€Å"more people with more different places† and so. Thus, starts the emergence of Freidman’s theory â€Å"The World Is Flat†. This new platform is based on a collaboration of the following six flatteners. Starting with the 4th flattener in which Friedman labels as â€Å"Outsourcing† was built around the â€Å"Y2K† fade. Outsourcing was the product of collaboration which allows departments of large companies to work out of State, and more so, to work out of our country. This collaboration aided companies to disaggregate a good proportion of their business processes and source it out to anywhere around the world at a lesser cost than it would have otherwise cost here in the US. Outsourcing gave way for companies to take advantage of high skilled laborers with low-cost wages, utilizing them as vehicles for companies to gain profits and develop an exponential boost of effective efficiency by tremendously improving their overall production and operations increasing profit margins. Although, many American companies probably did not stop to analyze the repercussions of their gains. The 5th flattener is â€Å"Off Shoring†, which is built around China joining the World Trade Organization. Off-shoring is taking an entire factory and physically moving it from the U.S. to a foreign country and integrating into global production operations. The 6th flattener is â€Å"Open-Sourcing† where the writing of â€Å"Linux† was created. Linux is a computer operating system program and is the biggest competitor’s to Microsoft’s operating system program. This new operating system â€Å"Linux† was created by a collaboration of computer sc ientists on the internet who demanded no money for their efforts allowing this free program to be downloaded by anyone who seeks it out. Linux is the biggest competitor to Microsoft whereby under cutting Microsoft, Friedman emphasis, how it would be hard to bet â€Å"zero†. â€Å"Supply Chain† is the 7th flattener which is built around Wal-Mart, as Freidman stated, represents the construction of a hyper-efficient, down to the last atom of efficiency global supply chain of operations. Wal-Mart successfully capitalized on MIT (management information technology). An example is where as you take an item off a Wal-Mart shelf in one city, that item will immediately be in production in China. Surprisingly, Wal-Mart doesn’t manufacture anything, but has successfully held itself as the biggest American retail company by innovation of a global supply chain to the last atom of efficiency. â€Å"In-Sourcing† is the 8th  flattener. UPS, an express package delivery service company capitalized on in-sourcing by taking over internal logistics of companies such as Toshiba. This way of business is not an e asy situation but can successfully be done by normal standardization company set-up where UPS will repair a broken item of Toshiba products. UPS virtually creates and operates a replication of Toshiba’s repair center. Toshiba agrees to pay UPS to operate this repair services for their customers in which UPS delivers the repaired product back to the original customer where Toshiba never touch their own products. The 9th flattener is where Friedman describes as â€Å"Informing† examples are Google, Yahoo, and Microsoft search engines. These informing tools allow you to collaborate yourself with unlimited amounts of data, information and resources. Informing is a way where we as individuals can collaborate ourselves with information. The 10th flattener is what Friedman calls â€Å"Steroids†. This is wireless technology, voice over the IP, and advances in computer microchips and storage capacity. He explains how Steroids basically turbo charge all nine of these new forms of collaboration and make it so you can now use anyone of these advances from anywhere through any device. These ten flatteners complement each other and converged into a single global web enabled platform. Without plan these events of convergence overlapped and complemented each other, working together with multiple forms, melting any world’s gaps and virtually bringing all people together closer than ever before. Friedman summarizes the flatteners by explaining how â€Å"three convergence of technology† makeup the 10 flatteners are as followed: †¢ 1st Convergence: Globalization 1.0: where the world changed from â€Å"Large? to Medium† and the agent of this global change were through countries. Globalization 2.0: where the world changed from â€Å"Medium? to Small† and the agent of this global change were through companies, markets and laborers. Globalization 3.0: where the world changed from â€Å"Small? to Tiny† and the agent of this global change were not countries or companies but individuals and small groups. Where individuals world wide, now have access and the ability to facilitate, embrace, and empower themselves individuality with any advancements they may desire. This global change has flattened the economic playing field geographically through time, distance and language providing the opportunities of capitalism and its byproduct is competition world wide for all people of the world. Essentially, this defines Thomas  Friedman’s meaning of â€Å"The World Is Flat†. †¢ 2nd Convergence: The need for adaptation of our new flat world habits where resources, rather it be natural or synthetic, are more evenly distributed among all living people of the world therefore resulting in a negative amount of resources allocated for each American’s average income level. Friedman tells a detailed personal story when he experienced the flatten world describing how he once lacked new information and therefore failed to take advantage of attaining his airplane flight boardin g pass the night before starting at 12:01am. Other passengers took advantage and utilized their resource tool of new technology where customer service provided by Southwest Airline’s internet we2 site. Even thought other passengers on the same airline flight as Thomas Friedman was able to receive their airline-boarding pass the night before the flight. Allowing the other passengers more free time before having to arrive at the airport and not having to stand in a waiting line. According the Friedman’s writing, we as Americans would have to learn to view the world from a different perspective, understanding and accepting competition will increase and we may get less for our dollar in the near future. Friedman called this process where people will have to horizontalize themselves. He explains when the world goes flat the value increasing is not created vertically, in single sections or companies, but is increasingly created horizontally by who is collaborated with what companies, inside and outside your company and/or companies you buy from as consumers. People having to horizontalize them selves and to think very different about how we collaborate within firms and with other firms in order to reach new value creation. An example is when computers became available to the average consumer and businesses, people had to adapt to a very different workplace and work habits in order to collaborate with the new technology. †¢ 3rd Convergence: Freidman states the last convergence is since all of this globalize collaboration been accruing there was a massive quite perfect storm was being created â€Å"3-billion† people who were out of the game walked onto the playing field of trade and consumerism from China, India and the former Soviet Union. Freidman recognizes that approximately only 5% of those three billion people can plug in and play after calculating the numbers it turns outs to 150 million people, which equal the size of the American workforce today. Freidman’s main argument of his book is the triple convergence of the ten  flatteners that are flattening the world, the convergence of a whole new way of doing business is much more horizontal rather vertical including three billio n new players. In general, Thomas Friedman finalized his argument by emphasizing â€Å"the world is flat and I’m here to tell you that everything we called IT revolution these last 20 years, was just the warm-up act that has been the sharpening and the distribution of the tools of collaboration. Now you are going to see several billion people increasing quickly learn how to use and apply those tools across a whole new range and forms of collaboration†. I agree with much of Friedman’s theories and the flatteners he chose to describe the extreme important impacts that affect our IT revolution world to at which the state it is in today. Freidman chose these events as milestone, where I would add emphasis on the importance of the sequential pattern of the flatteners’ events in which they transpired. Much through pure chance the sequence of events our technology growth and it processes just fell into action, rather for better or for worst, it was bound to happen. And if you ask most Americans if they think we should have not had the opportunity in attaining these advance technology leaps, I would prognosticate that most people would not forgo these gains for anything less regardless of the repercussions. I believe the most important flattener is 08/09/95 when Netscape went public because it opened an express highway of doors of opportunities with no speed limits, in my opinion, having one of the greatest technological improved impacts on human kind by immediately and direct changing our standard ways of living and increasingly potential capabilities. When Netscape became public it gave us a huge stepping-stone of advancement connecting the people of the entire world to each other. This change gave way for all of the other leaps of events to unfold without such a change Friedman’s other collaboration could not have taken place in the matter in which it did. This technology metamorphosis has allowed people to work from their homes, communicate to family members that are out of the country, and educate themselves with tons of information. I agree with Friedman in that â€Å"learning to love learning† are important elements missing from our culture’s view of education today. People must know that learning is never ending. There is always some skill or fact that is unknown that can be learned, but only if that person has a desire to learn. Even though children have the greatest opportunity to gain knowledge,  many children do not take advantage of it. They should realize that learning is constant and that educat ion is very powerful. Although I do not agree with Friedman in that â€Å"learning to love learning† is â€Å"most† important elements our society is missing from our culture’s view of education. I believe first and foremost public schools from 1st grade all the way to BA degree with in a university should be facilitated and paid for all American children with governmental taxes. National health care and wage insurance can help people survive while they are unemployed. Basically, we Americans should go back to the basics in that our society should enforce (good old fashion morals) basic conduct that reflects morals and respect utilizing integrity anything we do. The opposite is true in which we allow the media and forms of other public exposure to report stories with exaggerated facts and/or information that adversely affects our children’s view of themselves and everything around them. Should we go back to basic traditional teaching where in the beginning of child’s education building a strong foundation in our children’s life incorporating strong work ethics including a strong sense of pride in the all work and accomplishments attain. I believe if these foundations are bestowed within our children’s lives, the results will give them empowerment, enabling and encouraging our children in the right direction so that, when needed they can educate, empower, enable, and encourage themselves in becoming the most efficient individual collaboration. Understanding this way of life and incorporating these values within our daily lives utilization of fewer resources. Americans must acknowledge that we may have to learn to live with fewer luxuries and learn to be more conservative with natural resources but not necessary having to accept a weaker economy for the sake of it. There is a limited amount of natural resources available at any given time on earth and after these natural resources are evenly divided out per individual, the amount per individual is very small in size. Therefore, I do believe Americans should start adapting to new ways of living and consume fewer resources per individual. Many people may agree with my belief that Thomas Friedman failed to emphasis, what I call â€Å"individual re-shapers† where Americans should re-evaluate (re-shaping) their morals, integrity, honor and trust and try to incorporate these ideas within the intra-structure of American families, public schools, public facilities,  communities, cities, states, agencies, government, services, products and companies of the United States. If Americans would utilizes the same amount of time and investments, monetary and non-monetary, within our society moral values as whole and start new policies that will complement our global changes. These changes can initiate with my extremely important idea of â€Å"individual re-shapers† by developing and morally growing in a positive direction for the better good of all people around the world as a whole. Some â€Å"individual re-shapers† are technological advancements within public schools, which is essential for success and may have exponentially increasing our standard of living and helped improved most Americans everyday life by starting with our children. Another â€Å"individual re-shapers† is restricting the media to mislead or avoid the real truth of WORLD NEWS and not allow political groups or public positions and agencies to utilize law suites and avoid addressing real society moral problems of the American people. This can facilitate our country to be effective in a continuous society that morally develops at a rate parallel to the repercussions of technologies developments. The most important knowledge I have acquired from Thomas Friedman’s book â€Å"The World Is Flat† is the confirmation of my own personal beliefs as well as my personal career plans and professional development that incorporates and utilizes my code of honor and integrity in whatever I do in my life, rather it be a branch manager overseeing many employees, and/or a wife and mother (in which I believe is one of the hardest but important jobs a person can hold) raising children that reflecting the same, if not better, code of conduct in the ir life.

Women and Leadership Case Study Example | Topics and Well Written Essays - 750 words

Women and Leadership - Case Study Example Promotion to the highest rank positions happens rarely in the modern America. 3% of Fortune CEOs is occupied by women, but they are promoted for occupying middle-rank positions and management professions. 3) Development of a more androgynous type of leadership is required. Women should be released from lower-level and lower-authority leadership positions and has equal opportunities for further promotion. Gender diversity of the organization leads to its financial benefits1. 4) Understanding different components of labyrinth will facilitate a process of understanding between male and female employees. There are three main differences in explanation of gender differences between men and women. Firstly, there is a human capital difference. Women are supposed not to contribute much to their education and training. However, women obtain undergraduate degrees more often than men. Secondly, there are prejudices about gender differences, explaining a gap in leadership by claiming that men and women are different by nature. 1) Lori encounters a â€Å"ceiling barrier†, which means that women cannot be promoted only because they are women! This case study illustrates a typical situation of men’s behavior to women: they do not think that women are able to be promoted to higher positions and they just do not understand some matters the way men do. 2) They should have greeted her, then ask her opinion about game and then listen to her creative ideas attentively. Basically, Lori was captured in leadership labyrinth and it was very difficult for her to give her ideas to someone else. Her colleague stole her ideas and she could do nothing about that. 3) She should have drawn attention of her colleagues and insist on her opinion. Her innovative ideas were very important in the future, that is why she had to fight for them with all her heart. It

Book report. and jazz concerts. totally two different assignments Essay

Book report. and jazz concerts. totally two different assignments - Essay Example This is because some fans share a deep attachment to given musicians and songs to the point of irrationality. The author recognizes that such wildness is responsible for the hype that Jazz attains. The drama combines with the music to provide a relievable appeal to music lovers. The book intensively and extensively explores the origin of Jazz in relation to the term. The word, in itself, is essential in examining the beginning of the genre. This builds on the recognition that the term entails a significant cultural connotation. In turn, the term might have emanated from a given cultural group. This culture, hence, has informed the shaping and growth of Jazz. In addition, the culture has granted the genre inherent elements that remain unchanged as the music evolves. The book notes that there have been several scholarly attempts at defining the origin of the term and music. A huge part of scholarly work attributes its origins to Africa and Arabia (Crow 20). In other instances, linguist ic and music scholars have attributed the term to a word a French verb, jaser. This term means chattering. On the other hand, some historians attribute the word to fornication idioms that were prominently used in San Francisco and New Orleans. This seems to have been a major explanation for the leisurely take on Jazz. In this sense, the book accords an unfamiliar route in the analysis of music. It seeks to make the Jazz fans understand the origins of their consumption. The author recognizes that music lovers can only understand a genre if they associate with its origins. It is crucial for music lovers to experience past forms of music in understanding current compositions. In turn, they learn how a genre music has changed to accommodate shifting influences and expectations. Jazz, therefore, has an inherent perception that the fans take on the performances. In addition, the book entails vital discussion on the roles of teachers and students in shaping Jazz music. This part recognizes that Jazz has attracted a considerable attention from the scholarly world. The scholarly world, in this case, comprises the students and teachers who provide insights into how the culture should celebrate Jazz. Through teachers and students, the Jazz culture is passed down to subsequent generations. This is essential in the face of rapidly evolving cultures that help accelerate the displacement of traditional music genres such as Jazz. This book is critical for the current generation of music lovers who ought to understand the intricacies involved in the growth of a genre. The book informs that former Jazz musicians injected considerable genius in defining new dimensions of music (Gioia 43). In addition, it illuminates the idea that music production relies on involvement by a diverse number of individuals. Furthermore, it highlights that music has an emotional attachment that the scholarly works cannot ignore in discussing the genre. This relates to how Jazz music has helped shape communities. The clause, shaping communities, refers to Jazz’s influences on given economic, social, and political ideals. In addition, it refers to how Jazz music has acquired outside influences in its development. Concert The performance at the Glendale-Pasadena area revealed that music lovers have accorded an offhand approach in enjoying Jazz music. Jazz music, hence, has become a mere cultural

Marketing Essay Example | Topics and Well Written Essays - 250 words - 12

Marketing - Essay Example Here all the unattractive ideas and unfeasible ideas are weeded out leaving only the ideas where future action is possible. Concept Development and Testing: Here in this stage the idea is presented to the customers and their views and opinions of the ideas are documented. This eliminates the risk of any losses if the ideas are not accepted by the customers (Kahn). Business Analysis: This stage involves the business and financial analysis of the ideas and here the financial risks and the other business related analysis are completed. Prototype Development: Here the idea is developed and the product is developed in the physical form and the basic marketing strategy is developed. Test Marketing: At this stage the company puts the product up for sale in a few areas to check for the performance under the marketing plan (Jobber). This provides an insight to the company for the effectiveness of the marketing strategy and the demand of the product. Commercialization: The last stage of the ne w product development stage is the commercialization, where the complete marketing plan is developed and the full production is set into action

How is Indian Art and Southeast Asian Art are Connected Research Paper

How is Indian Art and Southeast Asian Art are Connected - Research Paper Example From the discussion it is clear that  the society again involved in making contributions towards art, literature, culture and religion. All along with the development of the society, art and architecture played an equally important role. They were also influenced by the religions practiced by the society in those periods like Buddhism, Hinduism, Jainism and Indo-Islamism.   Indian art is not to be studied from the time-based evolution perspective but rather from the region and period of its evolution perspective.  This study highlights that Indian art has continuously evolved through time and is still evolving. It begun with rock painting, moving onto rock cut caves and temple architecture and then paintings and sculptures. Alongside these forms, India also showed progress in the tribal form of art as there were various cultural and social groups in India. However, it is worth mentioning that almost all art forms were inspired by the innumerous Gods and Goddesses that people be lieved in, who were transformed into contemporary forms and familiar images. Indian society has been very secular ever since ancient times and has encouraged different practices all along. This rich philosophy, both spiritual and rational, made its impact on Indian art and architecture. Temples and stupas were seen to incorporate symbolic languages based on important philosophical concepts. These included the Chakra or wheel of time, Padma or lotus, the symbol of creation, Swastika representing aspects of creation and motion, Mriga or deer the symbol of erotic desire and beauty and many such symbols.

Within the context of project management, critically assess the nature Essay

Within the context of project management, critically assess the nature and importance of value - Essay Example Naturally, such a process necessarily is oftentimes nearly synonymous with leadership. Moreover, effective project management must engender good leadership qualities if it is to champion the quality of inspiration over coercion; choosing to allow for the possibility of trailblazing new ideas rather than merely following a prescriptive playbook of actions based upon needs. Further, effective project management, although prized and likely a commodity that is lacking within the current professional and political world, is not often appreciated within many of the largest multinational corporations throughout the world. This is of course due to the fact that oftentimes management is expected to be carried out utilizing a rather formulaic approach that does not rely upon the leadership capacity or imagination of the individual. However, leadership/project management itself entails a great deal more than mere direction. Corollary parts of trust, belief, and mutual understanding between peop le are necessary components that cannot and should not be diminished. In this way, effective project management seeks to bring about positive value. ... ving into the step-by-step discussion of how the different management theories relate to an interpretation of leadership and project management within the current model, it must be understood that leadership and project management are two distinctly interconnected concepts. Whereas management refers to the actual process of accomplishing tasks, focusing resources, and mitigating risks, leadership engenders a more nuanced and personal understanding of how a given individual can encourage cooperation and respect within the employees/stakeholders in question (Mayer et al., 2012). By much the same token, project management has a number of roles and functions whereas leadership is not judged by easily quantifiable metrics. For instance, project management roles and functions can include, but are not limited to, decision-making, problem-solving, motivation, influencing, negotiating, delegation, and communication (Sharma, 2013). This is not meant to state that leadership does not engender m any of the same requirements. However, leadership is something that should not be understood to exist wholly separate from the management process. Rather, the two, in an ideal interpretation and application, must exist side-by-side as a means of providing the best overall product and experience to all individuals involved within the process (Muethel et al., 2012). In such a way, one of the best means of measuring effective leadership is to seek to engage with effective project management and ensure that these determinants are met first and foremost. Only once effective project management is realized, can true leadership tickets form (Patel, 2012). This is not to state that leadership must follow managerial process and/or theory 100% of the time. Rather, past instances have proven that many

Calculations Assignment Example | Topics and Well Written Essays - 1500 words

Calculations - Assignment Example 352,000 Purchases ?150,000 Opening Inventory ?65,000 Cost of Goods Available for Sale ?215, 000 Less Closing inventory ?70, 000 Cost of Goods Sold ?145, 000 Gross Profit ?207, 000 Property depreciation (5% using straight line method) ?5100 Plant and equipment depreciation (20% ) ?19500 Distribution cost ?58,000 Dividends paid ?12, 000 Administrative expenses outstanding ?4,500 Less distribution costs prepaid ?10, 000 Total Expenses ?77100 Net Profit before Tax ?129900 Corporation tax (22%) ?17500 Net Income ?112,400 c) Statement of financial position Julyfest Limited Balance Sheet for the year ended 31st May 2012 ASSETS Current Assets Inventory 70,000 Cash and cash equivalents 63,500 Account Receivables 87,000 Prepaid distribution cost 10,000 Total Current Assets 230,500 Fixed Assets Property 102,000 Cost of plant and equipment 98,000 Less Accumulated Depreciation 30,000 Total Fixed Assets 170,000 TOTAL ASSETS 400,500 LIABILITIES Current Liabilities Trade payables 37,000 Interest Unp aid Bond 6,500 Taxes 17,500 Purchases 150,000 SHAREHOLDERS’ EQUITY Equity shares 100,000 Retained Profits 59,500 Share premium 30,000 TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY 400,500 Task Two Statement of cash flows provides important information to those using it as it provides information about the out flows and inflows that have taken place in a certain financial year or within a specific period of time (Baker 2005). The main importances of statement of cash flow are as discussed below. First statement of cash flows enables users to identify as well as understand the sources from which the funds used in the business during a specific period as the uses into which these funds were used (Philips 2008). Other financial statements such as balance sheet and trial balances are not able show sources of funds as well uses into which these finances were put into use (Baker 2005). Statement of cash flow also plays an important role in enhancing management of businesses as w ell as management of business resources (Baker 2005). It also enhances planning of business funds as well as ensuring that business cash flows (outflows and inflows) conform to each other (Tailor 2003). This is as opposed to other financial statements such as balance sheet which only shows assets and liabilities of business. Balance sheet cannot account for both cash outflows and cash inflows. Another importance of statement of cash flow is that it shows how efficient an organization is able to generate income (cash inflows) from its operation (Baker 2005). Other financial statements such as balance sheet which only shows assets and liabilities of business but cannot show shows how efficient an organization is able to generate income (cash inflows) from its operation (Philips 2008). Another importance of cash to those whose use it is that it is a report of funds that have been used during a specific period of time for various business activities (both short term and long term) such organization’s long term investment (Baker 2005). This information can also be shown by balance sheet. Another importance of cash to those whose use it is that it is a report of funds that have been received by the business during a specific period of time from various business activities such as debentures, share issue and loans among others (Baker

Philosophy of motion Essay Example | Topics and Well Written Essays - 2500 words

Philosophy of motion - Essay Example As the discussion declares philosophÐ µrs hÐ °vÐ µ bÐ µÃ µn concÐ µrnÐ µd Ð °nd oftÐ µn worriÐ µd Ð °bout thÐ µ nÐ °turÐ µ of Ð µmotion sincÐ µ SocrÐ °tÐ µs Ð °nd thÐ µ "prÐ µSocrÐ °tics" who prÐ µcÐ µdÐ µd him, Ð °nd Ð °lthough thÐ µ disciplinÐ µ hÐ °s grown up Ð °s thÐ µ pursuit of rÐ µÃ °son, thÐ µ Ð µmotions hÐ °vÐ µ Ð °lwÐ °ys lurkÐ µd in thÐ µ bÐ °ckground, Ð °s Ð ° thrÐ µÃ °t to rÐ µÃ °son, Ð °s Ð ° dÐ °ngÐ µr to philosophy Ð °nd philosophÐ µrs, Ð °s just plÐ °in unrÐ µÃ °sonÐ °blÐ µ. PÐ µrhÐ °ps thÐ °t is why onÐ µ of thÐ µ most Ð µnduring mÐ µtÐ °phors of rÐ µÃ °son Ð °nd Ð µmotion hÐ °s bÐ µÃ µn thÐ µ mÐ µtÐ °phor of mÐ °stÐ µr Ð °nd slÐ °vÐ µ, with thÐ µ wisdom of rÐ µÃ °son firmly in control Ð °nd thÐ µ dÐ °ngÐ µrous impulsÐ µs of Ð µmotion sÐ °fÐ µly supprÐ µssÐ µd, chÐ °nnÐ µllÐ µd or, idÐ µÃ °lly, in hÐ °rmony with rÐ µÃ °son. But nowhÐ µrÐ µ hÐ °vÐ µ thÐ µ unr uly Ð °nd thrÐ µÃ °tÐ µning powÐ µr of thÐ µ Ð µmotions bÐ µÃ µn morÐ µ Ð °t odds with whÐ °t hÐ °s oftÐ µn bÐ µÃ µn cÐ °llÐ µd "rÐ µÃ °son" thÐ °n in thÐ µ rÐ µÃ °lm of justicÐ µ, whÐ µrÐ µ both compÐ °ssion Ð °nd its vicious "nÐ µgÐ °tivÐ µ" countÐ µrpÐ °rt, vÐ µngÐ µfulnÐ µss, hÐ °vÐ µ bÐ µÃ µn condÐ µmnÐ µd Ð °s disruptivÐ µ, irrÐ µlÐ µvÐ °nt Ð °nd, Ð °t worst, downright dÐ °ngÐ µrous. According to the report findings thÐ µ Ð °rgumÐ µnts tÐ µnd to focus on thÐ µ Ð °llÐ µgÐ µd "cÐ °priciousnÐ µss" Ð °nd "prÐ µjudicÐ µ" of Ð µmotions, Ð °lthough, Ð °ltÐ µrnÐ °tivÐ µly, thÐ µy Ð °rÐ µ Ð °ttÐ °ckÐ µd for thÐ µir "intrÐ °ctibility" Ð °nd thÐ µir stupidity. ConsÐ µrvÐ °tivÐ µs lovÐ µ nothing morÐ µ thÐ °n to lÐ °mbÐ °st thÐ µ "do-goodÐ µrs" Ð °nd "blÐ µÃ µding hÐ µÃ °rts," nÐ °mÐ µly thosÐ µ who Ð µxprÐ µss thÐ µir fÐ µÃ µlings rÐ °thÐ µr thÐ °n stick by somÐ µ Ð °bstrÐ °ct Ð °nd oftÐ µn ruthlÐ µss, but in Ð °ny cÐ °sÐ µ "hÐ °rd-hÐ µÃ °dÐ µd" thÐ µory. ThÐ µrÐ µ is thÐ µ Ð °gÐ µ-old insistÐ µncÐ µ on "thÐ µ rulÐ µ of lÐ °w," shÐ °rÐ µd by both libÐ µrÐ °ls Ð °nd consÐ µrvÐ °tivÐ µs, which insists on "not rÐ µturning Ð µvil for Ð µvil," Ð °nd, Ð °ccordingly, thÐ µ forÐ µswÐ µÃ °ring Ð °nd condÐ µmnÐ °tion of rÐ µvÐ µngÐ µ.

Cennection between power and motivation Essay Example | Topics and Well Written Essays - 500 words

Cennection between power and motivation - Essay Example All human beings are born with five basic needs: continued existence, love, power, fun, and freedom. All human behavior is motivated by attempts to satisfy those needs. In an organization or in a company, managers are responsible for getting the work done and the quality and quantity of the work done by the employees depend on how much the employees are motivated to do the work. The manager may use his power and position to get the work done but the quality and quantity may go down since the employees are not motivated internally to produce quality products. While a manager cannot make workers do high quality work, it is the job of the manager to manage things so that it is easy for the workers to see a strong connection between what they are asked to do and what they believe to be worth doing. Therefore the managers are to become lead-managers. The key behind being a lead-manager is to authorize workers. Lead-managers focus on persuasion and problem solving. They spend their time figuring out how to run the system so that the workers will see that it is to their benefit to produce high-quality work. Managers often fail to let workers feel important - to experience power and freedom. When workers see that outcomes are important and valuable they devote significant effort to realize the goals (education.calumet.purdue.edu, 2000). The implications of motives and values for management are simple: People do what they like or they do what they feel is important. If the given task fits either of these categories, it will get done faster and better. Where suitable motives do not exist, people require strong values to replace them. In the sense, managers can try to engage or create an intellectual commitment, or can engage emotional drivers. Motives are deep constructs and can change only slowly. Changing other people’s motives without their active and devoted alliance is too difficult to be a practical management method.

Instructional strategies & approaches Essay Example for Free

Instructional strategies approaches Essay The beginning of the 20th century marked the focus on problem-based learning. This is the strategy that I would like to implement in the classroom. As what most teachers generally agree, problem solving together with several other core competencies (i. e. comprehending and composing, critical and creative thinking, and metacognition) is among the most important dimensions of thinking and learning (Jonassen,1994). Moreover, the ability to engage in effective and purposeful problem solving is critical to the development of individuals and their communities. As what Nickerson (1994) argues, problem solving is (1) at the core of the survival of individuals and communities interacting with an increasingly complex external environment; (2) essential to developing and sustaining a democratic society, and; (3) an increasingly sought-after high level cognitive ability in the knowledge workplace of today. But despite the acknowledgement of the importance of developing problem solving skills, relatively little research has been conducted on this theme in the field of instructional design (Jonassen, 1994). Moreover, within the existing research base, even fewer contributions have been made to the development of instructional design approaches for ill-structured or complex problem solving instruction. The majority of the instructional design literature in the area of problem solving instruction points to the use of particular instructional strategies to support the acquisition of problem solving skills (e. g. cognitive apprenticeships and simulations). However, these strategies have rarely been researched with sufficient rigor to ascertain their effectiveness in achieving the desired outcomes (Nickerson, 1994). Recent literature has dedicated a fair amount of attention to considering the methods for applying problem-based learning as an instructional strategy in the context of primary and secondary school contexts (Ennis, 1987; Baron R. J. Sternberg, 1998). The majority of this work has approached the application of problem-based learning to formal instruction from a conceptual or theoretical standpoint, with little reporting on empirical research studying the effectiveness of this approach. Research findings on learner performance The existing research on learner performance in problem-based learning environments is characterized in a number of ways: (1) most of the research conducted to date compares the impact of problem-based learning on learner performance to the instructional strategies that characterize traditional, classroom-based teaching. (2) The research studies tend to focus primarily on learner performance on standardized tests, rather than performance in complex and authentic transfer contexts, and (3) the studies generally measure performance in terms of outcome measures rather than process-measures of performance. In this context, the research on the impact of problem-based learning on student performance has generally shown that there are no statistically significant differences in learner performance when compared to performance of learners receiving lecture-based instruction (Bransford, et al. 1990). Student perceptions of the effectiveness of problem-based learning on their performance appears to be consistent with the general research findings. Although only one research study was identified regarding student perceptions of the effectiveness of problem based learning, it is worthwhile noting that in this study, students pointed to problem-based learning as a more effective method of instruction than traditional, lecture-based methods, while qualifying their observations by noting that traditional teaching methods are more effective for knowledge acquisition (Biggs Moore, 1993). Research findings on student attitudes There are a number of other research studies, in which students in problem-based learning environments reported significantly higher levels of motivation and satisfaction and where it is reported that problem-based learning enhances intrinsic interest in the subject matter to a greater extent than traditional instructional methods (Savery, 1992). Given the general finding that learners in problem-based learning environments report more positive attitudes and higher levels of motivation, it is important to consider the factors learners attribute to their favorable disposition toward problem-based learning. Research conducted by Wilson (1995) provides some insight into this, reporting that students in problem-based learning curricula perceived their curriculum to be more stimulating and enjoyable than traditional instructional methods. In addition, research conducted by Bransford, et al.(1990) reports that students in problem-based learning environments rated their curriculum more favorably for democratic decision making, and for supporting effective interaction among peers. Another issue of relevance to effective design of problem-based learning environments is the extent to which various instructional support tools and mechanisms are provided to learners through this strategy. Research conducted by Biggs Moore (1993) found that students tend to rely on different instructional support tools at different stages in their learning process. In their study, Biggs Moore (1993) found that the four most meaningful elements impacting the students’ learning processes were (1) learning materials, (2) small-group process, (3) facilitator effectiveness, and (4) academic support. Furthermore, the study found that these four factors shifted in relative importance as the students progressed through the curriculum, with facilitator effectiveness being of greatest importance at the outset, while learning materials were the most important factor in determining learning success toward the end of the instruction. This finding appears to be generally consistent with the theory underscoring problem-based learning, which argues that, as students develop greater independent ability to engage in effective hypothetico-deductive reasoning, their reliance on the facilitator for this kind of support will be reduced. Problem-based learning is one constructivist instructional strategy that has shown much promise in its application to disciplines and domains where learners have to tackle complex problems in ambiguous situations. This approach to instruction â€Å"structures courses and entire curricula on problems rather than on subject content† (Ericsson Hastie, 1994)). Hence, problem – based learning strategy is appropriate in any circumstance of the teaching-learning process as life is always full of problems. There will always be problems. If a learner knows the technique of problem solving, he will be able to tackle whatever difficulties he meets. Further, this strategy gives direction to a discussion and prevents wandering off from the topic. It stimulates reflective thinking and furnishes a guide for organizing ideas. It directs attention to the task to be done and encourages concentration. The implementation issues surrounding the use of problem-based learning involves both the teacher, as he has to guide the pupil’s learning, and the learner’s, as they may not be able to recognize the problem without the teacher’s guidance. To raise the problem, the teacher must set the stage. The teacher should assist them by directing their observation to related data and recalling past experiences that have a bearing on the problem. The next issue is working on the problem. This involves organization of facts, principles, and ideas pertinent to the problem, selecting a hypothesis and trying it out, gathering data through reading, observing, etc. , evaluating the solution, and forming a conclusion. Hence, in implementing the problem- based learning strategy, the teacher directs the learning while the learners do the work. As a conclusion, problem-based learning strategies should be used as the need and situation arises. But a word of caution, however: Some teachers try to look for problems in every subject so that they can present the lesson in probable form. This will tend to make learning too stilted and formal. Besides, a problem will be considered as such by the pupils only if it is real and worthwhile. Further, what the teacher thinks of as a problem may not always be one to the class. To the pupils, it may just be a task or exercise assigned by the teacher. Hence, this strategy should be used only when: 1. A difficulty exists which demands solution and is thought provoking. 2. The problem is clear, definite, suitable to the level of the learner, and of practical value. 3. It is real, interesting, and worthwhile to the learner. In order to use the problem-based strategy, these are the essential steps to follow: (1) recognition and statement of the problem, originating in a difficulty or perplexing situation, (2) statement of hypothesis – inspection and proposal of solutions, (3) critical evaluation of suggested solution, and (4) verification of accepted solution. There may be several basic problem-solving approaches that have emerged and although teachers stress one specific approach to solve problems, students often use a variety of approaches, especially with more complex problems. In this regard, the teacher must be aware of how their students process information and what approaches they use to solve problems in order to teach according to the way the students think. The teacher who insists on one approach and penalizes students who uses other approaches is discouraging their problem-solving potential. Problem-solving must be part of the teachers` instructional strategies. They should consider it as a commitment and complementary to the teaching-learning process. References Biggs, J.B. Moore, P. J. (1993). The process of learning. New York: Prentice Hall Borich, G (2004). Effective teaching methods (5th ed. ). New Jersey: Pearson Education, Inc. Bransford, J. D. ; Vye, N. ; Kinzer, C. ; Risko, V. (1990). Teaching thinking and content knowledge. In: B. F. Jones L. Idol (Eds), Dimensions of thinking and cognitive instruction. Hillsdale: Lawrence Erlbaum Associates, Publishers. Ennis, R. H. (1987). A taxonomy of critical thinking dispositions and abilities. In: J. B. Baron R. J.Sternberg (Eds), Teaching thinking skills: Theory and practice. New York: W. H. Freeman and Company. Ericsson, K. A. Hastie, R. (1994). Contemporary approaches to the study of thinking and problem Academic Press. solving. In: R. J. Sternberg (Ed), Thinking and problem solving. (2nd ed) San Diego: Jonassen, D. (1994). Designing constructivist learning environments. In C. Reigeluth (Ed. ), Instructional design theories and models: A new paradigm of instructional theory (Vol. II,). Mahwah, NJ: Lawrence Erlbaum Associates. Nickerson, R.S. (1994). The teaching of thinking and problem solving. In R. J. Sternberg (Ed), Thinking and problem solving. (2nd ed) San Diego: Academic Press. Nickerson, R. S. (1994). The teaching of thinking and problem solving. In R. J. Sternberg (Ed), Thinking and problem solving. (2nd ed) San Diego: Academic Press. Savery, J. R. Duffy, T. M. (1992). Problem-based learning: An instructional model and its constructivist framework. Wilson, B. (1995). Constructivist Learning Environments. Englewood Cliffs, NJ: Educational Technology Publications.

Economies Of Scale In Airlines Management Essay

Economies Of Scale In Airlines Management Essay Abstract The following report is aimed at examining the economies of scale concept and strategies in the airline industry. This document is divided into several pieces which discuss the impact of the economies of scale on the main aspects of the airline industry. The last section of the document concludes. Introduction The financial aim of firms is to increase the shareholders capital (Atril, P., Mc Laney E., 2008). Business management, then, have to either optimize asset utilization or reduce firms costs. Current economic situation have managed industries to achieve historic levels of asset optimization. Therefore, special emphasis had been put in cost reduction strategies during the last decade (Akan, M., Ata, B., Lariviere, M. A., 2011). Airline companies were one of the industries which suffered, almost immediately, the effect of these new market conditions. To cope with this scenario, the industry implemented several cost saving strategies; among them the economies of scale'(EoS). The following document is aimed at examining the term EoS and analysing how applicable the concept is to major carriers/airlines. The document is divided into eight pieces. The first discusses how the EoS applies to the airline industry. The remained sections comment on how the EoS affects: the airlines purchasing process, managerial procedures, marketing, technology usage, consolidation, and the open skies strategy. The last section concludes. Economies of scale in airlines EoS can be defined as any cost reductions, responding to increased demand for output, moving along a given, downward-sloping long run cost curve (Grieve, R. H., 2010). In other words, the demand allows firms, in this case airlines, to distribute costs over a greater number of products/services. Airlines have put in place several strategies to increase the number of flights. Among them: ticket-selling process optimization, in-flight meal reduction/suppression, alliances, and consolidations (Harvey, G., 2009). EoS concept assumes that increasing returns emerge at the level of the firm. However, some authors claim that EoS does contribute to cost reductions, but turnover growth does not generally manifest itself in this manner. Empirical evidence has shown that EoS only helped those airlines which do not lose their identity when demand increases. That is, Airlines which do not lose the control of the service delivery even they rely in a complex provider structure. Following this train of thought, EoS are of little importance in accounting for increasing returns, since these return rates are attributable to other factors such as external economies or industrial differentiation (Grieve, R. H., 2010). A successful example of EoS implementation is Star Alliance. Star Alliance is a network of 24 member airlines. Lufthansa and United airlines have registered an important growth in its passenger airline group during 2010 (DATAMONITOR, 2010). Whereas, a failed implementation, MexicanaClick, a low cost airline which was property of the second largest Mexican carrier (Mexicana), did not produced the expected results (BBC, 2010). The EoS effects in purchasing processes The implementation of EoS has forced airlines to change their business model. Traditionally, ticket selling was made in two main forms: over the airline counter or via an agent. Information Technologies (IT) have modified this process. Customer can directly make reservations and buy tickets without by themselves. Therefore, ticket agents have evolved to electronic system which provided the function of searching, reserving, and selling tickets making the purchasing process more accurate, fast, and reliable (Singh, A.Kr., Das, D., 2010). In the same manner, EoS has managed airlines to establish stronger relationships with their suppliers. For instance, the supply IT systems have allow airlines to avoid intermediaries in the requisition of resources since mid 80s, therefore, their logistic costs have decreased (Caves, D. W., et al, 1984). Investments in these matters have allowed Lufthansa to be the third largest airlines of Europe, and the worlds fifth largest airline in terms of overall passengers (Singh, A.Kr., Das, D., 2010). EoS and managerial procedures Outsourcing is the most recurrent strategy of the EoS. By outsourcing activities, the airline allows market forces to reduce the costs of subcontractors who offer for the business (Harvey, G., 2009). However, some author claim that high specialization, in providers, jeopardize business continuity of the outsourced firm (Grieve, R. H., 2010). Nowadays, airline employees are based in different parts of the world, sometimes in places where salaries and benefits are lower than their airline-home based colleagues. In this manner, airlines have also relocated business functions to take advantage of lower wages and social charges incurred in some countries. For instance, British Airways relocated its ticket processing function to New Delhi (Harvey, G., 2009). EoS and marketing Marketing function has also been affected by EoS. Alliances have switched this function to major airlines. Major airlines are responsible for the marketing trips for routes which are composed of international and local courses. In this manner, major companies deliver the international legs of the trip and regional airlines the local ones. When the complete journey is made by two major companies, the role of major and regional firms are switched. That is, the airline which delivers the international leg is responsible for the marketing duties of that trip and vice versa. Additionally, these functions are, most of the times, outsourced. The flight Atlanta-Barcelona is a good example. British Airways is responsible for the marketing of that route, but it only delivers the track from Atlanta to London. The second leg, London-Barcelona is delivered by Iberia; whereas in the route Barcelona-Atlanta, these functions are switched (Wright, C. P., et al, 2010). In the case of regional or small companies, marketing function is totally absorbed by the major company, since regional/small firms do not have the required infrastructure to perform this task (Forbes, S. J., Lederman, M., 2010). Technology in airlines IT systems are the most popular EoS strategy. They have not only changed the airlines purchasing process, but also have optimized the occupation and improved the communication with providers (Pilarski, A., 2005). However, that is not enough. Energy represents one of the biggest costs of the airlines. Air France-KLM and Air China reported that fuel costs accounted for almost 39% of its global costs in the fiscal year 2009 (DATAMONITOR, 2010). Thus, better engine technology, logistic, and route planning system will help the airlines to reduce these costs. Airlines have not been able to apply EoS to aircraft technology since they have a higher dependency in two main providers: Airbus and Boeing (DATAMONITOR, 2010). Generally speaking, the whole industry efficiency depends upon technological advances and cost improvement that these two companies may achieve. Therefore, it can be said that all technology which does not directly depend upon airlines is already optimized. Air France-KLM and Delta are a good example of technological optimization since some of their process like luggage registering and check-in can be done by the customer himself avoiding long queues. Consolidation of the airline industry Consolidation is also a well known EoS strategy. Consolidation is mainly aimed at reducing costs by combining mature and efficient processes into one unique entity (Oum, T. H., et al, 1995). Some authors claim that consolidations make airlines to increase their market share. However, Empirical evidence has shown that market share remains stable. For instance, in the 70s five US airlines controlled 87% of the global market. In 2003, none of these five airlines exist, although the share of the top-10 airlines in all traffic was 86% (Pilarski, A., 2005). On the other hand, consolidations are long and complex processes due to tax and aeronautical regulations. Alliances have been a optional strategy for consolidations. Alliances is formed by any two airlines that exchange interline passengers and that have a proration agreement for the revenue collected from the sale of interline itineraries. In this manner, an airline can expand its destinations and, therefore, increase its revenues. In 2006, 59% of all worldwide available seat miles were flown by airlines belonging to one of the three largest international alliances: Star, SkyTeam, or oneworld. Alliance activity is expected to continue growing (Wright, et al, 2010). Therefore, alliances seem to be the right strategy for the industry. Open skies strategy The open skies strategy consists on allowing airlines to fly within one country, that is, no restriction in local services. In this fashion, an airline may design routes to cover local routes and directly compete with regional firms. The agreement between US and the EU allows airlines to reduce costs of share codes and to improve their costing schema. European airlines which are already consolidated with American ones can operate as one entity, because they do not have restrictions to operate in both regions and vice versa. However, European Court of Justice has found that this agreement is breaking the law, thus, some amendments have to be done to this agreement (Yu-Chun, C., et al, 2009). Open skies strategy is not a direct result of the EoS, but a mean to achieve it. This strategy was created to impulse airline industry in the 1940s. Thus, agreements like that in other regions will allow airlines to reduce their costing schema and to increase their market participation. Conclusions Airline industry is the foundation stone of the current global commerce. Its high efficiency has allowed firms to sell their products in other regions with competitive prices. On the other hand, this industry is a facilitator for some others. Its relevance has been exposed during natural disasters when airports are blocked and products cannot be transported. Current economy cannot be understood without air transportation. The challenge of airlines, now, is to find creative ways to continue their optimization and profitable continuity. Airline industry allows us not only to reach any part of the world, but also to have a competitive and trustable economic system.

Essay --

The Fifth Amendment of the U.S. Constitution provides, "No person shall be held to answer for a capital, or otherwise infamous crime, unless on a presentment or indictment of a grand jury†¦nor shall be compelled in any criminal case to be a witness against himself, nor be deprived of life, liberty, or property†¦ nor shall private property be taken for public use, without just compensation"(Cornell). The clauses within the Fifth Amendment outline constitutional limits on police procedure. Within them there is protection against self-incrimination, it protects defendants from having to testify if they may incriminate themselves through the testimony. A witness may plead the fifth and not answer to any questioning if they believe it can hurt them (Cornell). The Bill of Rights, which consists of the first ten amendments to the U.S. Constitution, enumerates certain basic personal liberties. Laws passed by elected officials that infringe on these liberties are invalidated by the judiciary as unconstitutional. The Fifth Amendment was ratified in 1791; the Framers of the Fifth Amendment intended that its revisions would apply only to the actions of the federal government. After the Fourteenth was ratified, most of the Fifth Amendment's protections were made applicable to the states. Under the Incorporation Doctrine, most of the liberties set forth in the Bill of Rights were made applicable to state governments through the U.S. Supreme Court's interpretation of the Due Process and Equal Protection Clauses of the Fourteenth Amendment (Burton, 2007). The one exception to asking questions without warning is if there is some type of danger to the public, which allows officers to engage in questioning. The government cannot force citizens to tes... ...ained in their questioning. Officers commonly have small cards with the Miranda warnings on them so they don’t forget or skip over a part of ones right, if this does occur evidence still cannot be properly obtained because the person was not fully warned of all their rights. Currently, the only unwarned questioning that can occur is if the officer believes the public is in some type of danger. For example, if police come across a man standing in a convenience store that fits the description of recent thefts in a nearby neighborhood and the man runs once police confront him and is later caught and searched, when upon the search they realize he has an empty shoulder holster. In this scenario the public is in potential danger, the police can ask him where the gun is hidden without reading the man his rights and it would not be violating his Fifth Amendment rights.

Common Threads in George Orwells 1984 and Todays Society Essay

Common Threads in George Orwell's 1984 and Today's Society "Big Brother is Watching You"(Orwell 5). This simple phrase has become the cornerstone of the conspiracy theorists dialog. George Orwell may have writing a cautionary novel with 1984, but there is little possibility that he could have foreseen how close to reality his novel would truly become. In the past 50 years, the world has become a much more dangerous place. Along with this danger has come a call for governments to do more to protect their citizens. This Protection has changed over the years, but it has become more and more invasive in order to "protect" the populations from various "threats". Orwell introduces the reader to a future where the government monitors every citizen through a "telescreen". These telescreens broadcast news and various government sanctioned facts at all times, but they also, "Received and transmitted simultaneously. Any sound that Winston made, above the level of a very low whisper would be picked up by it"(Orwell 6). These devices can also visually monitor Winston as long as he is within its field of vision. Obviously, in the late 1940's, no such device actually existed, but since then, governments have developed many other forms of electronic intrusion into their citizen's lives. In London today, there is a "ring of steel", which was set up to protect the citizens from terrorist acts. This ring is actually a system of cameras, which can zoom in on individual faces and recognize them from a database of millions of red-listed individuals. This is probably the closest a society has come to actually installing actual telescreens in homes. Our Constitution protects us from being spied on in our homes like the citizens of Oceania... ...e world of human persecution, walking around inside of it, and reproducing it in literary form"(220). 1984 is exactly that then, a literary warning to all readers of the ultimate in human persecution, where individuals do not exist, and forces controlling society have complete and utter control over all aspects of their minions lives. Our own age has fallen into the majority of the pitfalls presented in 1984, if you have committed any crime, misrepresented yourself in any way, or simply taken out a library book that has been black listed, you can be punished by law without ever having the faintest idea of being monitored. Knowing this, and knowing where we could end up hopefully helps us to be able to correct our mistakes before they are taken too far and we end up in the basement of Miniluv. Works Cited: Orwell, George. 1984. London: Secker and Warburg, 1949.

growaw Unfulfilled Edna Pontellier of Kate Chopins The Awakening Ess

Unfulfilled Edna of The Awakening  Ã‚   As evidenced in Kate Chopin’s The Awakening, and other novels of the 1800’s, women writers of this period seem to feel very repressed. Leonce Pontellier seemed to be fond of his wife, and treated her as one would treat a loved pet. In the beginning of the story it describes him as looking at her as a â€Å"valuable piece of personal property†. He does not value her fully as a human being more as a piece of property. However, he expects her to be everything he thinks she should be. Her children also expect total sacrifice from her. She obviously feels unfulfilled in life and inadequate in many facets. She does not feel like an artist, she does not feel like a satisfied wife or mother. Since she does not feel like she has an actual life, that is why it is easy to kill herself. It is at the end when she views the sea as the rolling,endless meadow that the sees a life without constrictions. She finally feels free and at peace. The Awakening is an emotionally unsatisfying story. It is the story of a women, Edna, who tries unsuccessfull...

Emergency department patient satisfaction Essay

Customer service initiatives in healthcare have become a popular way of attempting to improve patient satisfaction. The effect of clinically focused customer service training on patient satisfaction in the setting of a 62,000-visit emergency department and level 1 trauma center is investigated. The most dramatic improvement in the patient satisfaction survey came in ratings of skill of the emergency physician, likelihood of returning, skill of the emergency department nurse and overall satisfaction. These results suggest that such training may offer a substantial competitive market advantage, as well as improve the patients’ perception of quality and outcome. A practitioner’s response to the case study is also included. Customer service initiatives in healthcare have become a popular way of attempting to improve patient satisfaction. The effect of clinically focused customer service training on patient satisfaction in the setting of a 62,000-visit emergency department a nd level 1 trauma center is investigated. The most dramatic improvement in the patient satisfaction survey came in ratings of skill of the emergency physician, likelihood of returning, skill of the emergency department nurse and overall satisfaction. These results suggest that such training may offer a substantial competitive market advantage, as well as improve the patients’ perception of quality and outcome. A practitioner’s repsonse to the case study is also included. You  have requested â€Å"on-the-fly† machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated â€Å"AS IS† and â€Å"AS AVAILABLE† and are not retained in our systems. PROQUEST AND ITS LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL EXPRESS OR IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION, ANY WARRANTIES FOR AVAILABILITY, ACCURACY, TIMELINESS, COMPLETENESS, NON-INFRINGMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Your use of the translations is subject to all use restrictions contained in your Electronic Products License Agreement and by using the translation functionality you agree to forgo any and all claims against ProQuest or its licensors for your use of th e translation functionality and any output derived there from. Hide full disclaimerTranslations powered by LEC. Translations powered by LEC. Headnote visit emergency department and level I trauma center. Analysis of patient complaints, patient compliments, and a statistically verified patient-satisfaction survey indicate that (1) all 14 key quality characteristics identified in the survey increased dramatically in the study period; (2) patient complaints decreased by over 70 percent from 2.6 per 1,000 emergency department (ED) visits to 0.6 per 1,000 ED visits following customer service training; and (3) patient compliments increased more than 100 percent from 1.1 per 1,000 ED visits to 2.3 per 1,000 ED visits. The most dramatic improvement in the patient satisfaction survey came in ratings of skill of the emergency physician, likelihood of returning, skill of the emergency department nurse, and overall satisfaction. These results show that clinically focused customer service training improves patient satisfaction and ratings of physician and nurse skill. They also suggest that such training may offer a substantial competitive mar ket advantage, as well as improve the patients’ perception of quality and outcome. INTRODUCTION Recent changes in healthcare have led to increasing competition and the perceived commercialization of the healthcare provided to patients. At the same time, a need for reaffirmation of the importance of the patient-physician relationship has been expressed in the midst of such powerful forces (Laine and Davidoff 1996; Glass 1996; Pellegrino and Thomasma 1989). One aspect of the patient-physician relationship deserving further study is the role of customer service training in healthcare. While numerous customer service training tools exist in business and industry, no studies have clearly delineated the efficacy of customer service training for patients in a clinical setting. This study examines the effect of a required customer service training program taught by healthcare professionals on patient and family complaints, compliments, and satisfaction in a high-volume high-acuity emergency department. METHODS Patient Base All patients presenting to the Emergency Department at Inova Fairfax Hospital, Falls Church, Virginia, between May 1, 1994 and April 30, 1995 formed the control group, representing the period prior to emergency department customer service training. Patients presenting to the emergency department between May 1, 1995 and April 30, 1996 formed the study group, representing the period following customer service training intervention. The mechanism of patient complaint/compliment analysis and the survey criteria were identical in the control and study periods. Patient acuity was assessed by three measures: the number and percentage of patients admitted to the hospital; the number and percentage of patients with Current Procedural Terminology 1996 (CPT) evaluation and management (E/M) codes 99281-99285, (Kirschner et al. 1996); and a nursing acuity rating scale (EMERGE, Medicus Systems, Evanston, Illinois). Inova Fairfax Hospital is a 656-bed not-for-profit institution that is a teaching h ospital, regional referral center, and level I trauma center. Customer Service Training All emergency department staff involved in patient contact (physicians,  nurses, ED technicians, registration personnel, core secretaries, social workers, ED radiology, and ED respiratory therapy) were required to attend an eight-hour customer service training program. The numbers and types of staff involved in training are listed in Table 1. Because of logistic limitations, emergency medicine residents attended a focused fourhour required training course. The eight-hour program consisted of the following modules: basic customer service principles, recognition of patients and customers (Are they patients or customers?), service industry benchmarking leaders, stress recognition and management, communication skills, negotiation skills, empowerment, customer service proactivity, service transitions, service fail-safes, change management, and specific customer service core competencies. (More detailed information on the content of these modules is listed in Appendix 1.) These core comp etencies follow: making the customer service diagnosis (in addition to the clinical diagnosis) and providing the right treatment; negotiating agreement resolution of patient expectations; and building moments of truth into the clinical encounter. Following the initial required training, new physicians or ED employees were required to attend identical customer service training within four months of their initial employment. Additional mandatory customer service training updates were offered three times per year and included modules of conflict resolution, customer service skill updates, advanced communication skills, and assertiveness training. Patient Satisfaction Data Patient satisfaction data in both the control and study groups consisted of patient complaints, patient compliments, and a telephone patientsatisfaction survey conducted by an independent research firm (Shugoll Associates, Rockville, Maryland) that was blinded to the study hypothesis and course content. Patient complaints and/or compliments were systematically identified from all available means, including verbal, written, telephone, or electronic mail sources. Sources of patient complaints, data analysis, and categorization of complaints were identical in the control and study groups, which was coordinated by hospital quality improvement analysts. ED  staff were instructed to report all potential complaints and concerns, regardless of how minor, to appropriate physician or nurse managers in both the control and study periods. Complaints were logged into a central office and were investigated initially by three authors (TM, RC, DR). In cases where classification of type of complaint differed, additional information and/or clarification was sought from staff, patients, and family. Any discrepancies were resolved by group-consensus techniques. All complaints and the classification thereof were independently reviewed and verified by quality-improvement analysts. Patient complaint and compliment letters were referred for comment or clarification to appropriate ED staff in both the control and study periods. Outpatient satisfaction surveys were conducted by an independent research firm (completely blinded to the study and its hypothesis) utilizing a 50-item questionnaire to identify key factors in customer satisfaction. This survey instrument was validated on a sample of more than 3,000 patients prior to implementation in either the control or study group. The study used a telephone survey on a randomized number table basis to 100 ED outpatients per quarter (Appendix 2). Logistic regression analysis performed on these data identified 14 areas of more important/key attributes in the ED (see Table 2). Patient compliment and complaint data, as well as acuity data, were subjected to a two-tailed ttest and the Fisher Exact test. Patient satisfaction surveys were subjected to a two-tailed t-test with a 95 percent confidence level. Patient Turnaround Times Patient turnaround times (TAT) were calculated from time of initial arrival in the ED to either discharge or transfer to an inpatient unit. Turnaround times were routinely calculated on each patient and on an aggregate basis by day, month, quarter, and year. RESULTS ED Volume/Acuity Neither ED volume nor acuity changed to a statistically significant degree between the control and study periods, based on both admission percentage and nursing acuity (see Table 3). Analysis of CPT 96 Evaluation and Management Codes showed a statistically significant increase in codes 99283 and 99285, with a similar decrease in codes 99281 and 99284. The number of pediatric patients did not change in a statistically significant fashion during the study period. The only payor mix category to rise in a statistically significant fashion was managed care (p < .01), with a nearly identical decrease in commercial insurance. Neither compliments nor complaints correlated with payor category. Patient Turnaround Time Mean patient turnaround time dropped from three hours and 24 minutes (204 minutes) to three hours and seven minutes (187 minutes), but this difference was not statistically significant, nor did the percent of patients at one and two standard deviations from the mean change in a statistically significant fashion. Patient Compliments The total number of patient compliments rose from 69 in the control period to 141 in the study period, an increase of more than 100 percent (p < .00001) (see Table 3). Patient compliment letters consistently mentioned warmth, compassion, and skill of the emergency care provider as the reason for contacting management to praise the ED staff. There was no statistical difference between males and females among patient compliments. Patient Complaints Patient complaints dropped from 153 in the control period (2.5 complaints per 1,000 ED visits) to 36 in the study period (0.6 complaints per 1,000 ED visits), (p < .00001) (see Table 3). Complaints about perceived rudeness, insensitivity, or lack of compassion on the part of ED staff dropped most dramatically. Two-thirds of complaints in the study period were a result of waiting times, billing, or delays in obtaining an inpatient bed, compared to 30 percent in the control period. Nevertheless, complaints regarding waiting times, billing, and wait time for an inpatient bed still decreased 50 percent in the study period (p < .001). There were no significant differences in patient complaints based on age or sex, confirming results of the study by Hall and Press (1996). Patient Satisfaction Survey Data Baseline survey data were subjected to logistical regression analysis that indicated that 14 surveyed areas formed a core group of key satisfaction attributes. All of these 14 attributes showed increases in the study period (p < .001, see Table 2). The largest increases were in the following areas: skill of the emergency physician, skill of the nurse, likelihood of returning, overall quality of medical care, doctor’s ability to explain condition, diagnosis, and treatment options, and triage nurse’s sensitivity to pain. DISCUSSION The patient-physician and patient-nurse relationships are arguably the oldest in the history of medicine. These relationships have recently been described as being under siege because of an increase in the tension between the art and science of medicine, as well as the strains attendant to changes in the economic structure of healthcare (Glass 1996). To this list may be added a third causative factor: the lack of rigorous, formal training for healthcare professionals in the customer service fundamentals of the patient-provider relationship. The fundamentals of such training are closely tied to what has traditionally been described as the art of medicine or the concept of beneficence (Pellegrino and Thomasma 1989). Physicians have for the most part learned appropriate patient interaction skills through observing their mentors and peers during the course of graduate medical education. However, there has only recently been substantial study of this important subject (Buller and Buller 1987; Aharony and Strasser 1993). While customer service has been emphasized in American business and industry in recent years (Zeithamal, Parasuraman, and Berry 1990; Jones and Sasser 1995; Reichheld 1996; Berry and Parasuraman 1991; Berry 1995), few training modules are specifically targeted toward physicians and healthcare professionals. For this reason, the authors created an eight-hour customer  service training course for their ED providers, based on principles of adult education, benchmarks from the customer service industry (Sanders 1995; Spectre and McCarthy 1995; Carlzon 1987; Connelan 1997), experience in the clinical setting, and the existing literature on patient satisfaction (Pelligrino and Thomasma 1989; Thompson and Yarnold 1995; Thompson et al. 1996; Bursh, Beezy, and Shaw 1993; Rhee and Bird 1996; Dansk and Miles 1997; Hall and Press 1996; Eisenberg 1997). This literature emphasizes the importance of communication skills, managing information flow, actual versus perceived waiting times, and the ex pressive quality of physicians and nurses. All of these concepts were built into the training modules, including practical clinical examples of behaviors reflecting these and other concepts. Our philosophy in designing this course was simple. Customer service is a skill for which we hold our staff accountable but in which they had never formally been trained. We believed that this dilemma required, at a minimum, two sentinel events to occur. First, the department needed to have a clearly articulated and easily understood cultural transformation to a solid commitment to customer service. Second, staff members needed education in a practical, pragmatic fashion regarding precisely how such customer service principles could be applied in the clinical setting. Just as advanced cardiac life support, advanced trauma life support, and pediatric advanced life support courses can be used to improve cardiac, trauma, and pediatric resuscitation, respectively, we believed customer service outcomes could be improved by well-designed, mandatory, rigorous application of customer service training. The training was provided by active clinicians involved in day-to-day patient care activities (TAM, RJC). We believe this clinical credibility may have played an important part in the customer service transformation, inasmuch as the staff knew the trainers were well aware of the inherent problems of applying pragmatic customer service skills in a busy emergency department. The data from this study strongly support the hypothesis that clinically based, formal customer service training grounded on these principles can  dramatically decrease patient complaints, increase patient compliments, and improve patient satisfaction, at least in a high-volume, high-acuity ED. Patient complaints dropped by over 70 percent and compliments more than doubled during the study period, such that patient compliments actually exceed complaints in our 62,000 patient visit emergency department and level I trauma center. National data indicate that ED complaints average between three to five per 1,000 emergency department patients, although no data are available regarding rates of patient compliments (Culhane and Harding 1994). Our emergency department was slightly below that national standard level even during the control period. Analysis of the patient satisfaction survey data revealed an extremely important trend. Specifically, patients rated skill of the emergency physician, overall quality of medical care, and skill of the ED nurse as three of the most improved areas during the study period compared to the control period, despite the fact that there were no changes in the ED physician staff during the study and there was very little turnover among ED nurses. This strongly implies that patients rate the quality of care and the skill of the physician and nurse based on elements of the customer service interaction. These data suggest an important causal relationship between the technical component of care and the patient caregiver interaction, which has not been previously demonstrated. It is important to recognize that both customer service and technical skills are competencies to which hospitals and healthcare systems should hold their staff accountable on a daily basis. Hospitals spend substantial dollars to ensure that their staffs are technically competent to deliver quality medical care (Herzlinger 1997). However, to ensure that customer service is effective, clinically based customer service training is essential to give staff the appropriate skills in the clinical setting to deliver service competently. This concept is indirectly supported by data from Mack and colleagues (1995), who found that satisfaction with interactive aspects of emergency medical care produced higher correlations with measures of future intention to use the service than did satisfaction with medical outcomes themselves. Their study, however, did not undertake interventions to improve the interactive,  communicative aspect of healthcare in that setting. Similarly, Smith and colleagues (1995) evaluated the effect of a four-week training program, focusing on patient interviewing, somatization, patient education, and self-awareness, that was taught to first year internal medicine and family practice residents. Their data were not conclusive, but suggested that some but not all aspects of patient satisfaction could be improved by such training. This study tends to confirm the work of Thompson and colleagues (1996) that demonstrated in a much smaller sample size that expressive quality and management of informatio n flow to the patient had an effect on patient satisfaction. However, their study did not assess the impact of strategies and techniques for ED staff to improve patient satisfaction by improving expressive quality. While several studies (Thompson et al. 1996; Thompson and Yarnold 1996; Dansk and Miles 1997; Hall and Press 1996) have emphasized the importance of waiting time and exceeding patient expectations regarding length of waiting time, our study demonstrates a dramatic improvement in patient satisfaction without a statistically significant reduction in patient turnaround time. This supports the work of Bursch and colleagues (1993), who found in a study of 258 patients that the five most important variables for patient satisfaction were the amount of time it took before being cared for in the ED, patient ratings of how caring the nurses were, how organized the ED staff was, how caring the physicians were, and the amount of information provided to the patient and family. However, the study did not assess strategies to improve satisfaction based on this knowledge. All of this information was built into the training modules to assist staff with practical strategies to manage waiting time effe ctively using information flow, queuing theory, and verbal skill training. The implications of the higher ratings of the skill of the emergency physicians and nurses are intriguing and could have a far-reaching impact on healthcare. Perhaps the strongest implication is that perceived skill stands as a marker for quality and/or outcome in the mind of patients and their families. It has been shown repeatedly that patient compliance increases with confidence in the physician (Frances, Korsch, and Morris 1969;  Sharfield et al. 1981; Waggoner, Jackson, and Kern 1981; Schmittdiel et al. 1997). While our study did not directly assess improvements in outcome, quality of care, or appropriateness of care, it certainly appears that patients rated the skill of the healthcare providers as a key quality characteristic in this survey. Furthermore, the fact that ratings of quality of medical care and likelihood of returning also increased dramatically speaks to the importance that effective customer service training may have in offering a competitive market advantage to hospitals and healthcare institutions. This is particularly important as the concept of customer loyalty is closely tied to the likelihood of a patient or their family returning to that healthcare institution. As the focus on outcomes management and evidence-based medicine increases, it is important to take into account the effect that customer service skills have on patients’ perceptions of quality and outcome. This study may be subject to several criticisms. First, while statistical data on patient compliments and complaints obtained substantial statistical significance, the number of patients contacted for the outpatient satisfaction telephone survey may have resulted in sampling bias. While a larger sampling is planned in the future, the patient satisfaction survey data trends were consistent throughout all quarters and appear to be a valid statistical tool, despite the number of patients sampled. Second, it was not possible to blind those responsible for investigating and classifying complaints and compliments. However, we did attempt to reduce or eliminate possible reporting or observer bias by identifying complaints from all sources and ensuring that all complaints and their classification were reviewed and approved by an author who was not involved in ED operations and by quality improvement analysts. Third, information is not available on national or regional trends of patient compl aints and/or satisfaction during the study period. It is possible that the data in this study may reflect local, regional, or national trends toward decreased complaints and increased satisfaction, either globally throughout healthcare or in ED patients specifically. However, this is highly unlikely as no such trends have been previously reported, nor would such trends fully explain the data from this study, even if they were present. The data on patient acuity  indicated an increase in CPT codes 99283 and 99285, suggesting a slight trend toward higher patient acuity. This could mean that patients with higher levels of acuity are more satisfied and less likely to complain. No data are available to either prove or disprove this possibility, but the trend toward higher acuity would not appear to completely explain the dramatic improvement seen in this study. Furthermore, the patient-satisfaction telephone survey excluded inpatients, who comprise a larger percentage of patients in the 99285 service code. Further study is needed to delineate the relationship of ED patient acuity to satisfaction. Despite these potential limitations, this study demonstrates that clinically based customer training for ED staff can decrease patient complaints and increase patient satisfaction in a large volume, high-acuity ED, and that satisfaction is independent of patient turnaround times. Furthermore, the data support the concept that patients rate the skill of the emergency physician, overall quality of medical care, and skill of the ED nurse significantly higher after such training is provided to the ED staff. Additional studies in ED with different volumes, acuities, and geographic locations are needed to demonstrate whether these results can be duplicated. Studies of the impact of customer service training in other healthcare settings would also be of benefit. Nonetheless, clinically focused customer service training has been shown in this study to improve patient satisfaction and ratings of the skill of physicians and nurses. If verified by other studies, customer service training should be considered an important part of graduate and undergraduate medical education to improve both the art and science of the patient-physician relationship. The clinically based customer service training described in this study is now a required part of competency based orientation for all physicians, nurses, residents, and support staff in the emergency department. All professional and non-professional staff interviewed for positions in the emergency department are advised of the institution’s strong commitment to customer service training and the necessity of attending the required training course. As healthcare increasingly emphasizes accountability for customer service in its staff, it is increasingly important that practical and effective customer service training is provided. While not directly addressed in this study, the data on ratings of quality of medical care, skill of the physician and nurses, and likelihood of returning strongly suggest that effectively completing the customer service transition offers a competitive market advantage to hospitals and healthcare systems. References Aharony, L., and S. 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Spaccone. 1996. â€Å"How Accurate Are Waiting Time Perceptions of Patients in the Emergency Department?† Annals of Emergency Medicine 28: 652-56. Waggoner, D. M., E. B. Jackson, and D. E. Kern. 1981. â€Å"Physician Influence on Patient Compliance: A Clinical Trial.† Annals of Emergency Medicine 10: 348-52. Zeithamal, V. A., A. Parasuraman, and L. L. Berry. 1990. Delivering Quality Service: Balancing Customer Perceptions and Expectations. New York: Free Press. You have requested â€Å"on-the-fly† machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated â€Å"AS IS† and â€Å"AS AVAILABLE† and are not retained in our systems. 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