Vitals Signs †Nursing Essay Sample free essay sample

What are Critical Signs?†¢Temperature†¢Pulse†¢Respirations†¢Blood Pressure†¢Pain ( considered the fifth critical mark )When to mensurate critical marks?†¢On admittance to wellness attention installation†¢In a infirmary on regular hosp agenda or as MD ordered ( q8hours. q4 hours. etc ) †¢Before and after processs ( surgery. invasive diagnostic processs ) †¢Before. during. and after blood transfusions †¢When patient’s general status alterations ( nursing judgement ) GUIDELINES FOR ASSESSMENT†¢Taken by nurse giving attention†¢Equipment should be in good status†¢Know baseline VS and normal scope for platinum and age group†¢Know pt’s medical history†¢Minimize environmental factors GUIDELINES CONTINUED†¢Be organized in attack†¢Increase frequence of VS as status worsens†¢Compare VS readings with the whole image†¢Record accurately†¢Describe any unnatural VSVS MUST BE ACCURATE†¢Both measurement and recording†¢VS vary harmonizing to pt’s illness/condition†¢Compare consequences with pt’s normal†¢Results are used to find interventions. medicines. diagnostic work. etc REPORTING ABNORMAL VS†¢WHEN—grossly unnatural. return to normal. celebrated alteration for that platinum †¢WHY—indicates change in metamorphosis or physiological map within the organic structure †¢WHO—student studies to instructor. so TL. RN. Dr ( follow concatenation of bid ) †¢HOW—orally to allow individual. so papers on chart Body Temperature †¢Difference between heat produced by organic structure procedures and the heat lost to the external environment †¢Range 96. 8 – 100. 4 F ( 36 – 38 degree C )†¢Average for healthy immature grownups 98. 6F or 37degrees Degree centigrades†¢No individual temp is normal for all peopleHEAT IS PRODUCED BY:†¢Metabolism†¢Increased musculus activity†¢Vasoconstriction†¢External beginningsHEAT IS LOST BY:†¢Vasodilation†¢Convection†¢Radiation†¢Conduction†¢Evaporization TEMP or FEVER?†¢TEMPERATURE—the measuring of heat in the organic structure†¢FEVER—the measuring of heat in the organic structure that is above normal for the single TYPES OF THERMOMETERSReading A ThermometerNormal Range Throughout Life Cycle†¢Adults- 96. 8- 100. 4 degree F†¢Adult Avg 98. 6 F Oral†¢Adult Avg 99. 5 F Rectal†¢Adult Avg 97. 7 F Ax†¢Newborn scope – 95. 9- 99. 5F†¢Infants and kids – same as grownups†¢Elderly – Avg 96. 8F Frequently used footings:†¢Pyrexia or febrility†¢Febrile†¢Hyperthermia†¢Hypothermia†¢Afebrile FEVER—A DEFENSE MECHANISM†¢Indicator of disease in organic structure†¢Pathogens release toxins†¢Toxins affect hypothalamus†¢Temperature is increased†¢Rest lessenings metamorphosis and heat production by the organic structure PATTERNS OF FEVER†¢SUSTAINED- remains above normal with small alteration†¢RELAPSING – periods of feverish episodes interspersed with acceptable temp values †¢INTERMITTENT—varies from normal to above normal to below normal ( may hold a reasonably predictable form ) †¢REMITTENT—fever spikes and falls w/o a return to normal temp values Factors Affecting Body Temp †¢Age ( newborn- temp control mechanism immature. elderly- sensitive to temp alterations ) †¢Exercise†¢Hormonal degree†¢Circadian beat ( temp usually changes 0. 9 to 1. 8 degree F /24hr Lowest 1-4AM Max-6PM ) †¢Stress†¢EnvironmentOral TEMPERATURE†¢Accessible†¢Dependable†¢Accurate†¢Convenient RECTAL TEMPERATURE†¢Most dependable†¢MUST clasp thermometer in topographic pointAXILLARY TEMPERATURE†¢Safe†¢Non-invasive†¢Least accurateTYMPANIC TEMPERATURE†¢Non-invasive†¢Safe†¢Accurate†¢Disadvantages–Excessive earwaxs–Improper technique AXILLARY TEMPERATUREIMPORTANT Points†¢AXILLA MUST HAVE ADEQUATE TISSUE A ; BE FREE OF PERSPIRATION †¢Not good method for individuals with elevated temp†¢Used when can non acquire unwritten or tympanic†¢Leave in topographic point 10 proceedingssORAL TEMPERATURES†¢Wait 15-30 proceedingss after eating. imbibing. masticating gum or smoke †¢If oral cavity breather-do non take orally†¢Leave in topographic point 2 – 4 proceedingss with glass thermometer TYMPANIC TEMPERATURES†¢Oral A ; tympanic readings will be same/ similar†¢Must direct investigation toward TM ( tympanum )†¢Follow instructions†¢Keep plugged in and on courser when non in usage†¢Usually preferred method†¢Adults –pull pinnule of ear up A ; back†¢Children under 3y/o-pull pinnule of ear down A ; back RECTAL TEMPERATURES†¢MOST accurate†¢MUST clasp thermometer in topographic point†¢Very high temp†¢Unconscious†¢Do non take rectal temp on clients with bosom conditions†¢Leave in topographic point 2-3 min with glass thermometer†¢Lubricate thermometer†¢DO Not take manus from thermometer while rectal in advancement

Bmw International Marketing Essays

Bmw International Marketing Essays Bmw International Marketing Essay Bmw International Marketing Essay The BMW Group has been very successful in achieving international status. There are three brands within the entire BMW group: BMW, MINI, and Rolls-Royce Motor Cars. The entire group is committed to providing high quality with all of its products as well as its services. There have been many defining moments in the History of the BMW group. The group was founded in 1916, and was originally called Bayerische Flugzeug-Werke (BFW), standing for Bavarian Aircraft Works. In 1917 the company was renamed Bayerische Moteren Werke (BMW), standing for Bavarian Motor Works. The company constructed a plant in Munich and built engines for military aircraft there until 1918. BMW established plants over Germany that eventually underwent rapid expansion for the volume production of aircraft engines. In 1939, the BMW company took over Brandenburgische Motorenwerke, based in Berlin, Germany. After WWII, the Munich plant had many serious damages from the air raids. In 1945, the US military government issued orders that the plant in Munich had to be dismantled. This caused BMW to lose control over its assets for at least four years, in other locations, even longer. In 1948, the first volume-production motorcycle was sold in another country, and by 1950, motorcycles were already being exported. By 1967, The BMW Munich plat was no longer the largest plant in the world. Dingolfing took over the title after Munich reached its capacity. In 1972, a BMW importer in South Africa seemed to be having issues with potentially facing bankruptcy. The Board of Management then set up a factory in South Africa which became the first production plant outside Germany. BMW gradually took over sales from all of its key markets with importers, starting with France. This was set up to protect profits, as well as to help grow European integration. In 1977, Berlin had a new BMW factory built, and six years later they opened their doors for manufacturing car components as well as motorcycles. BMW decided to build a car plant in the USA in 1992 which therefore branded themselves as a global company. The production of the Z3 roadster was opened in 1994 in Spartanburg, South Carolina. This vehicle was exported all over the world from Spartanburg and eventually the location extended production facilities for the BMW X5. In 1994, BMW purchased the British-based Rover group which contains the brands Rover, Land Rover, MINI and MG. Later, in 1998, Rolls-Royce was acquired by BMW from Volkswagen. The BMW group did not have the rights to vehicle factory until 2003. From 2000 onwards, the Rover group ad lost almost half of their revenue and the costs of restructuring the company had been quite expensive. The BMW Group sold Rover and MG for ten pounds, and later sold Land Rover. The MINI brand is currently still retained by the BMW Group. The entire group has been focused in the international car market since the 2000s, and has their sights set firmly on the premium sector. The company’s objective is clearly defined as â€Å"The BMW Group is the leading provider or premium product s and premium services for individual mobility. †

Social Work - case example Essay Example | Topics and Well Written Essays - 2250 words

Social Work - case example - Essay Example Crises are basically an opportunity for growth when resolved properly as persons in crisis are more open to adapting new problem solving skills. However, when coping mechanisms do not work and crisis is left unresolved, that is when problems arise. Moreover, unresolved crisis will further make the person more likely to be unable to resolve future issues (Crisis Intervention 2006). In this paper, we will tackle on the case of the fifteen-year-old Con who ran away from home and now seeks guidance and counseling. As a social worker in charge of Con’s case, it is best to fully understand his situation and do proper assessment before a suitable intervention can be formulated. Relating the concept on crisis, we will assume that Con is a teenager undergoing crisis. The issues that revolve around him constitute the array of circumstances that bring about his crisis. Con is classified as an adolescent as he is fifteen years of age. As an adolescent, Con faces a series of challenges which may have brought about the predicament he now faces. In Con’s case, his act of running away from home may be a manifestation of the rebellion that is likely of children his age that may be the result of the changes he is undergoing at present (Adolescent Psychology). Moreover, the distant relationship he feels towards his parents along with his closeness to his peers can be the result of his struggle to establish his own identity and his quest for independence. Being in the stage of puberty, Con is placed under a lot of pressure and the increasing anxiety that he experiences in response to all the pressures can trigger a maturational crisis. Hence, the crisis he faces causes him to feel elevated levels of anxiety that might have been the cause for his behavioral manifestations. In order to help Con, interventions must then be focused on correcting the maladaptive behaviors he manifests so that he can function

Beauty and the Beast Essay Example | Topics and Well Written Essays - 1750 words

Beauty and the Beast - Essay Example In addition to women equality, Rich also broadened her writing to promote equality for gays, those disenfranchised by race and class (Rich 5). From the title â€Å"When we dead awaken: writing as a revision† it is practically difficult to believe how many people have been affected including women and those who don’t have an idea of what is happening (Rich 5). According to Rich, it is exhilarating to be alive at the time of awakening consciousness since it leads to confusion, disorientation and pain (Rich 7). By the virtue that the work is a revision, the main idea is to look back and seeing with fresh eyes of entering an old text from a new critical direction (Rich 7). Relatively, the main idea is to create self knowledge for women who keep searching for identity and refusal to self-destructiveness in the male dominated world (Rich 7). Cupid and Psyche is a well known tales written by Lucius Apuleius in C.E. 150 (Apuleius 1). The tale narrates about a major obstacle that was overcoming to the love between Psyche (which means breath of life or soul) and Cupid (which means desire) (Apuleius 3). The main obstacle was affecting the ultimate attachment of the two in marriage. The story elaborately describes theme of dangerous curiosity, punishment, tests and redemption through divine favor (Apuleius 5). Tiger’s bride by Angela Carter is another love story of a woman who moved in with a mysterious masked Milord (Carter 2). The Milord was a beast and the marriage ended up after her father lost in a gambled game of cards forcing him to award the Milord with his daughter (Carter 3). The Milord was eventually revealed to be a tiger (Carter 5). However, a happy ending is exhibited when â€Å"The courtship of Mr. Lyon,† the heroin transformed into a glorious tiger a proper mate to the beast (Carter 5). The lady and the lion is another short tale about a man who had three

Writing Today Essay Example | Topics and Well Written Essays - 500 words - 3

Writing Today - Essay Example The chapter is characterized by proposal examples which make it easier for the learner to master and comprehend the process. The chapter outlines the steps a student should follow in wring a proper proposal. First, the student has to find and focus on the content of the proposal. This part makes the bulk of the proposal. As such, the content is the major part of a proposal. Under the content, the problem to be solved is often identified and how it is to be solved or tackled. The learner must make this part as convincing as possible. Most people review a proposal’s viability by analyzing its content, the addressed problem, and the offered solutions. After inventing the content of the proposal, the next step is to draft the proposal. All the relevant ideas are synched and written down. Additionally, the proposal is organized in a coherent manner. Next, an appropriate style is applied to the proposal. Subsequently, the proposal is designed in a logical, understandable and easy to understand manner with all the major ideas, arguments or parts being clearly verified. To rid the proposal of minor and major grammar and structural mistakes, the document is revised and edited (Paine, Charles & Johnson-Sheehan, 2012). After this process, the proposal is ready for submission. A proposal can be developed by following three major stages. However, this depends on the inclinations of the target audience or sponsor. Some audiences may prefer a concept paper in advance. The concept paper basically focuses on the proposal’s content and problem to be solved. A preliminary proposal may follow the concept paper. Lastly, a full complete proposal is the developed. In this chapter, the authors have in fact followed their own advice in writing. They have done this by primarily making the text scannable, brief, and easy to navigate.

Implementation of Lean Systems in an Organisation

Implementation of Lean Systems in an Organisation Abstract The report describes the significance of value chains, lean system, lean production, and the concepts of eliminating waste from an organisation. Following this the report also illuminates the use of lean productions and lean services in an organisation called as Baxter Healthcare Corporation which manufacture global medical products. It also enlightens the essential goals of implementing lean systems in an organisation. Primarily, a brief overview is given on Operation management. A short explanation about water value stream mapping (VSM) exercise held at a South-eastern United States facility.. Using Lean practices, sometimes integrated with an environmental focus, the company was capable to double in size and revenue while keeping its total waste generation close to 1996 levels is discussed. The Corporate social responsibility and the Porters value chain is described in detail. And at the end a summary of the report is given. Definition A fusion of Japanese and US management principles focusing on the reduction of: waste, inventory and customer response time. http://managers-net.org/Lean.html General Introduction In 2001, Baxter Healthcare Corporation, a worldwide leader in the manufacture of global medical products, was worried that its environmental track per unit output, a key target of efficiency, was rising. To battle this, the company adopted a congregation of business and manufacturing methods. One worked: Lean Manufacturing. As Baxter began to see waste generation drop with the deployment of Lean, the environmental engineering group realized that environmental enhancement was habitually an inadvertent benefit of Lean Manufacturing. In order to make best use of this benefit, this group began to hunt for ways to additional mix environmental metrics and performance into traditional Lean Manufacturing tools. By means of Lean practices, at times integrated with an environmental focus, the company was able to double in size and revenue though keeping its entire waste generation close to 1996 levels. Baxter has been so victorious at sinking waste that many of its biggest facilities are now classified as small quantity or conditionally excepted little magnitude generators under EPAs hazardous waste rules. This learning highlights a water value stream mapping (VSM) exercise held at a Southeastern United States facility. Baxters Key Lesson Learned Based on a value stream mapping (VSM) incident held at this provision, as well as other interconnected events, Baxter has developed a amount of key lessons for building value stream mapping work: The targeted aspect (energy, water, materials, etc.) should be correlated to facility challenges and the company strategic plan. For example, if the facility has boilers or uses steam or distilled water, it should discover opportunities in water and its related energy. In ISO 14001 terms, the facility should be targeting one of its environmentally important aspects. A cross-functional team is crucial to successfully identifying and understanding the challenge. Upper management support is decisive for the follow-up on implementation. |Excellent, perfect data is also crucial. Data can be gathered in a number of creative ways, as simple as a bucket and stopwatch (water), a clip-on current reader (energy), or a portable flow meter for water discharge. Several utilities offer these services for low or no cost. If essential, bring in expertise. If expertise is not available in-house, then utilize the various free resources that states provide, such as energy experts, water engineers, etc. Do not rely on Lean consultants by yourself. Lean is a way of seeing and thinking, not merely a set of tools. Lean consultants can be a great source of tools and training, but a facility cannot truly learn Lean without living Lean. The metrics selected should be proper to measure progress in the targeted processes. The team should be prepared to revise or scrap an ineffective metric. Environmental personnel should be given the same representation and responsibilities as other staff. For example, if an operations manager has to make available a monthly report, so should the EHS officer. The environmental staff is an integral part of the team. Baxter Manufacturing Plant, Southeastern United States Baxters solution plants, which manufacture flexible-container IV and peritoneal dialysis products, often use big quantities of water and energy. With steadily growing energy costs and increasing pressure on clean water supplies, these facilities are encouraged by Baxters Corporate Vice President of Manufacturing to diminish water and energy consumption. Plants were particularly encouraged to perform a utilities value stream map. The plant selected for this study is one of Baxters largest facilities. The facility has received numerous honors, including the Shingo Award for Manufacturing Excellence. In its quest for Perfect Processes, the plant actively uses Lean practices. Because the plant gets its water from its own wells, employees imperfectly assumed that water had slight cost associated with it, thus ignoring the energy use and costs of pumping, storing, heating, filtering, and disposing water. Baxter views water waste as an sign of other costly inefficiencies. For example, water waste is often directly tied to excessive energy consumption. Creating the Current State Value Stream Map for Water To assault the water waste challenge, managers chose to use value stream mapping (VSM), one of four key approaches Baxter uses to incorporate environmental metrics into Lean practices (see appendix). This marked the first time that VSM was used at this facility to track a material resource-in this case, water-through the entire production process. To generate the VSM, a diverse team was preferred that integrated utility and water experts as well as maintenance, production and EHS personnel. The value stream maps and associated implementation plans were developed over a three-day event. The opening day began with introductions, followed by an explanation of the format and process of the VSM event. Then, the mapping began. Using sticky notes, the team graphically walked through the whole production process, highlighting water usage and major processing steps. The first pass of mapping was high-level and general; each subsequent pass would add more detail and refinement. During the second round of mapping, the major processes were wrecked down into sub-processes. Then, using the capability of the participants, the water volumes, cycle-times, value-added calculations (e.g., cost of pumping the water to the next step) and other relevant information were added to the map, with costs normalized per 1,000 gallons. The team also listed the triggers that caused each process step to initiate (e.g., an empty tank might trigger a rinsing/flushing process step). In addition, the team emphasized dissimilaritys between what must happen in theory versus the actual practices on the floor. For example, although standard operating procedure (SOP) was to rinse the floors and surface areas of certain rooms following a shift, frequently the whole room, together with the walls, was rinsed, thus wasting water. Emphasizing the dissimilarity among procedure and practice allowed waste to be better identified, with some SOPs tagged for further evaluation at a later date. The outcome of the mapping was the current state value stream map, a credible outline of the destination, use, value, and waste of the water throughout the production process. Metrics The team then deliberated on which indicators and metrics to use to estimate the water usage. They understood that the accurate choice of metrics was critical to the VSMs success. The option of indicators and metrics had to be consistent with Baxters strategic objectives as well as capable of measuring progress relative to the opportunities developed through the VSM. For this VSM, the key metrics incorporated costs (e.g., the dollar value of energy used to process the water) and water volumes. The amount of water introverted from the on-site well versus the amount of product produced was an additional efficiency metric. In addition, the team had to be equipped to adjust or reinstate these indicators and metrics if they proved ineffective in practice. Ranking Opportunities Through the VSM, the team recognized and prioritized 96 opportunities, with lots of graphically represented by starbursts. These opportunities were categorized by the estimated length of time for implementation (e.g., 6 months, 12 months, 24 months) and potential for improvement. Then, they were visually plotted on a grid with the magnitude of the potential profit on the Y-axis and ease of implementation on the X-axis. After all the starbursts had been appraised on this grid, the results were transferred onto various future state timetables, to prioritize the opportunities and plan for their implementation. Generally, starbursts that can be implemented within 6 months require little or no capital investment (although some may require further analysis to accurately gauge potential benefits). These starbursts are often the first priority for implementation, because of their high return on investment (ROI). Then, the team created three future state VSMs (6 months, 12 months, and 24 months) that incorporated the prioritized opportunities. New teams were created to coordinate the changes. These teams were composed of a mix of personnel that had proper knowledge of the processes involved as well as a solid awareness of how each chosen process fit within Baxters strategic objectives. As some members of these new teams did not participate in creating the VSMs, (for example, quality personnel) it was important to ensure that they all understood the strategy and methods behind the VSM effort. The teams developed specific timelines for implementing the changes using traditional Lean techniques, like kaizen. Projected Savings At the end of the event, Baxter had an action plan that should save 170,000 gallons of water per day and $17,000 within 3 months, with minute or no capital investment. The plan also eliminated the require to expand the plants wastewater treatment plant. Also, since the event, reciprocally the head utilities manager and plant manager have been promoted to positions in the corporate office. Because Baxter makes medical products, changes in a production process might conflict with FDA requirements. Any costs associated with pursuing an adjustment in those requirements would affect the production changes ROI, and thus, its implementation priority. LONG TERM SUSTAINABILITY Long-term sustainability is a business thought that has gained considerable attention following revelations about global warming and dwindling natural resources. At its mainly basic level, long-term sustainability suggests that a company will progress its odds of survival in the future by ensuring that resources used by the business are responsibly managed and maintained. According to a 2010 study by the United Nations, the vast majority of corporate chief executive officers (CEOs) believe that long-term sustainability is a major factor in long term success. The business practices that have fueled the modern global economy were not developed in a time when environmental impacts were understood or even gravely considered. During the Industrial Revolution, when huge scale business truly began to figure the globe, science had not yet developed a extensive means of measuring environmental damage. Yet while environmental science made grand strides in the 20th century, small levels of infrastructure and gaps in communications meant that information about commercial and environmental exploitation in developing nations frequently went unreported or unnoticed for years. As the global economy has developed, so too has a sincere worry for the sustainable use of resources and the practical management of the environment. Long-term sustainability requires a broad point of view as to the impact of doing business.One of the major concerns with the concept is that regulatory measures are often vague and subject to vary. There is certainly an element of threat in long-term sustainability investing, but proponents quarrel this threat should be combated by getting involved in sustainable practices immediately. By proving that a company is interested in protecting resources and conducting business responsibly, the owners of that company stand a higher chance of being involved in or consulted by regulatory committees that will determine future practices. The larger point of long-tern sustainability suggests that, at the bottom level, people are the most essential resource. By ensuring a livable, sustainable environment for humans, companies anticipate to ensure a profitable and sustainable environment for business. Corporate social responsibility Corporate Social Responsibility (CSR) is a conception in the business world. In the late 20th century, a growing number of corporations began to consider about their impacts on society at large, primarily because consumers became extra aware of corporate activities around the world. Many of these corporations decided to get on on Corporate Social Responsibility programs designed to counteract some of their effects on the world while also generally improving corporate practices. CSR has both fans and detractors, as one might visualize; the truth that the issue has become so publicized is viewed as a positive open by many people on both sides. A company which has decided to establish a Corporate Social Responsibility program generally consist of a discussion of the program in its mission statement and code of ethics, making the existence of the program transparent to stockholders and other interested parties. Most corporations also contain a CSR department, which handles the companys social programs and make sure that the companys efforts in the field of Corporate Social Responsibility remain in the eyes of the public. The possibility of a Corporate Social Responsibility program tends to be most varied. Many corporations begin at home, by trying to include conditions for their employees, with offerings like higher wages and health benefits. The next step often addresses corporate suppliers, both at home and abroad, with a focus on creating a sustainable supply chain without the exercise of child labor and other ethically questionable practices. Many corporations also insert a charitable aspect to their Corporate Social Responsibility programs. For example, a company which sells coffee may sponsor community development initiatives in coffee producing regions, while an oil company might contribute to habitat restoration in an region historically used for resource extraction. Other companies simply contribute huge amounts of funds to charities of choice, commonly finding charities which tie in with their own work. Fans of CSR suggest that these voluntary attempts on the part of corporations show a genuine aspiration to do business in an ethical and responsible way. Some more cynical fans also point out that corporations known for their CSR programs tend to retain employees longer and to have the pick of the crop when it comes to employees and suppliers, thanks to an interest in ethical business practices among many new graduates and small companies. Furthermore, because Corporate Social Responsibility is a growing topic of interest, companies which tout such programs frequently perform well on the market, with consumers actively seeking out their products. Detractors trust, however, that Corporate Social Responsibility is simply a smokescreen or window dressing which coats up more egregious issues. By putting their moral initiatives at the forefront, companies can bypass a grand deal of consumer concern. For example, an automobile company may distract consumers with an ad campaign about an environmentally sustainable manufacturing plant, while continuing to produce extremely inefficient vehicles which rely on fossil fuels. The Value Chain The term Value Chain was used by Michael Porter in his book Competitive Advantage: Creating and Sustaining superior Performance (1985). The value chain analysis describes the activities the organization performs and links them to the organizations competitive situation. Value chain analysis describes the activities within and around an organization, and relates them to an analysis of the competitive strength of the organization. Therefore, it evaluates which value every particular activity adds to the organizations products or services. This idea was build upon the insight that an organization is more than a random compilation of machinery, equipment, people and money. Only if these things are arranged into systems and systematic activates it will turns possible to manufacture something for which customers are willing to pay a price. Porter argues that the capability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage. Porter distinguishes between primary activities and support activities. Primary activities are directly concerned with the creation or delivery of a product or service. They can be grouped into five major areas: inbound logistics, operations, outbound logistics, marketing and sales, and service. Each of these most important activities is linked to support activities which help to improve their effectiveness or efficiency. There are four major areas of support activities: procurement, technology development (including RD), human resource management, and infrastructure (systems for planning, finance, quality, information management etc.). The basic model of Porters Value Chain is as follows The term Margin implies that organizations recognize a profit margin that depends on their ability to handle the linkages between all activities in the value chain. In former words, the organization is able to deliver a product / service for which the customer is willing to pay more than the sum of the costs of all activities in the value chain. Some thought about the linkages between activities: These linkages are crucial for corporate victory. The linkages are flows of information, goods and services, as well as systems and processes for adjusting activities. Their importance is best illustrated with some simple examples: Only if the Marketing Sales function delivers sales forecasts for the next period to all other departments in time and in reliable accuracy, procurement will be capable to order the necessary material for the correct date. And only if procurement does a excellent job and forwards order information to inbound logistics, only than operations will be capable to schedule production in a way that guarantees the delivery of products in a timely and effective manner as pre-determined by marketing.In the outcome, the linkages are about seamless cooperation and information flow among the value chain activities. In most industries, it is rather unusual that a single company performs all activities from product design, production of components, and last assembly to delivery to the final user by itself. Most often, organizations are elements of a value system or supply chain. Hence, value chain analysis must cover the whole value system in which the organization operates. Within the entire value system, there is only a definite value of profit margin available. This is the dissimilarity of the final price the customer pays and the sum of all costs incurred with the production and delivery of the product/service (e.g. raw material, energy etc.). It depends on the configuration of the value system, how this margin spreads across the suppliers, producers, distributors, customers, and other elements of the value system. Every member of the system will utilize its market position and negotiating power to get a higher proportion of this margin. Nevertheless, members of a value system can collaborate to improve their efficiency and to decrease their costs in order to accomplish a higher total margin to the benefit of all of them (e.g. by reducing stocks in a Just-In-Time system). A typical value chain analysis can be executeed in the following steps: ÂÂ · Analysis of own value chain which costs are related to every single activity ÂÂ · Analysis of customers value chains how does our product fit into their value chain ÂÂ · Identification of potential cost advantages in comparison with competitors ÂÂ · Identification of potential value added for the customer how can our product add value to the customers value chain (e.g. lower costs or higher performance) where does the customer see such potential. Conclusion Baxter Healthcare Corporation provides solutions to help other organisations to manage their changing accommodation requirements. Its global medical products are put together using lean production methods. Lean processes provide an environmentally-friendly approach in a world of scarce resources. Materials are used more effectively. Time is used more efficiently. Less waste is generated at every stage of lean production. Baxter Healthcare Corporation global medical products can be put up very quickly. Problems associated with conventional new products a key target of efficiency rising has been eliminated. The net effect is a win/win/win situation for Baxter Healthcare Corporation its customers and the environment.

Republic Day Essay

In India, Republic Day honors the date on which the Constitution of India came into force replacing the Government of India Act 1935 as the governing document of India on 26 January 1950. The date of 26 January was chosen to honour the declaration of independence of 1930. It is one of the three national holidays in India. While the main parade takes place in the national capital, New Delhi, at the Rajpath before the President of India (currently Pranab Mukherjee), the anniversary is also celebrated with varying degrees of formality in state capitals and other centres. India achieved independence from British rule on 15 August 1947 following the Indian independence movement noted for largely peaceful nonviolent resistance and civil disobedience led by the Indian National Congress. The independence came through the Indian Independence Act 1947, an Act of the Parliament of the United Kingdom that partitioned British India into the two new independent Dominions of the British Commonwealth (later Commonwealth of Nations): India and Pakistan. India obtained its independence on 15 August 1947 as a constitutional monarchy with George VI as head of state and the Earl Mountbatten as governor-general. The country, though, did not yet have a permanent constitution; instead its laws were based on the modified colonial Government of India Act 1935. On 28 August 1947, the Drafting Committee was appointed to draft a permanent constitution, with Dr.B. R. Ambedkar as chairman. While India’s Independence Day celebrates its freedom from British Rule, the Republic Day celebrates the coming into force of its constitution.

Lunenburg, Fred C. Organizational Structure Mintzberg Framework

INTERNATIONAL JOURNAL OF SCHOLARLY, ACADEMIC, INTELLECTUAL DIVERSITY VOLUME 14, NUMBER 1, 2011 Organizational Structure: Mintzberg’s Framework Fred C. Lunenburg Sam Houston State UniversityABSTRACT Henry Mintzberg suggests that organizations can be differentiated along three basic dimensions: (1) the key part of the organization, that is, the part of the organization that plays the major role in determining its success or failure; (2) the prime coordinating mechanism, that is, the major method the organization uses to coordinate its activities; and (3) the type of decentralization used, that is, the extent to which the organization involves subordinates in the decision-making process.Using the three basic dimensions —key part of the organization, prime coordinating mechanism, and type of decentralization—Mintzberg suggests that the strategy an organization adopts and the extent to which it practices that strategy result in five structural configurations: simple s tructure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Organizations exist to achieve goals. These goals are broken down into tasks as the basis for jobs. Jobs are grouped into departments. Departments in organizations may be characterized by marketing, sales, advertising, manufacturing, and so on.Within each department, even more distinctions can be found between the jobs people perform. Departments are linked to form the organizational structure. The organization’s structure gives it the form to fulfill its function in the environment (Nelson & Quick, 2011). The term organizational structure refers to the formal configuration between individuals and groups regarding the allocation of tasks, responsibilities, and authority within the organization (Galbraith, 1987; Greenberg, 2011) Very early organizational structures were often based either on product or function (Oliveira & Takahashi, 2012).The matrix organization structure crossed thes e two ways of organizing (Galbraith, 2009; Kuprenas, 2003). Others moved beyond these early approaches and examined the relationship between organizational strategy and structure (Brickley, Smith, Zimmerman, & Willett, 2002). This approach began with the landmark work of Alfred Chandler (1962, 2003), who traced the historical development of such large American corporations as DuPont, Sears, and General Motors. He concluded from his study that an organization’s strategy tends to influence its structure.He suggests that strategy indirectly determines such variables as the organization’s tasks, technology, and environments, and each of these influences the structure of the organization. More recently, social scientists have augmented Chandler’s thesis by contending that an organization’s strategy determines its environment, technology, and tasks. These variables, coupled with growth rates and power distribution, affect organizational 1 INTERNATIONAL JOURNAL OF SCHOLARLY, ACADEMIC, INTELLECTUAL DIVERSITY 2_____________________________________________________________________________________ tructure (Hall & Tolbert, 2009; Miles, Snow, Meyer, & Coleman, 2011). Henry Mintzberg (1992, 2009) suggests that organizations can be differentiated along three basic dimensions: (1) the key part of the organization, that is, the part of the organization that plays the major role in determining its success or failure; (2) the prime coordinating mechanism, that is, the major method the organization uses to coordinate its activities; and (3) the type of decentralization used, that is, the extent to which the organization involves subordinates in the decision-making process.The key parts of an organization are shown in Figure 1 and include the following. Strategic Apex Technostructure Middle Line Support Staff Operative Core Figure 1. The key parts of an organization. ? ? ? ? The strategic apex is top management and its support staff. In school districts , this is the superintendent of schools and the administrative cabinet. The operative core are the workers who actually carry out the organization’s tasks. Teachers constitute the operative core in school districts. The middle line is middle- and lower-level management. Principals are the middlelevel managers in school districts.The technostructure are analysts such as engineers, accountants, planners, researchers, and personnel managers. In school districts, divisions such as instruction, business, personnel, public relations, research and development, and the like constitute the technostructure. The support staff are the people who provide indirect services. In school districts, similar services include maintenance, clerical, food service, busing, legal counsel, and consulting to provide support. ? The second basic dimension of an organization is its prime coordinating mechanism. This includes the following: FRED C.LUNENBURG _________________________________________________ ____________________________________3 ? ? ? ? ? Direct supervision means that one individual is responsible of the work of others. This concept refers to the unity of command and scalar principles. Standardization of work process exists when the content of work is specified or programmed. In school districts, this refers to job descriptions that govern the work performance of educators. Standardization of skills exists when the kind of training necessary to do the work is specified. In school systems, this refers to state certificates required for the various ccupants of a school district’s hierarchy. Standardization of output exists when the results of the work are specified. Because the â€Å"raw material† that is processed by the operative core (teachers) consists of people (students), not things, standardization of output is more difficult to measure in schools than in other nonservice organizations. Nevertheless, a movement toward the standardization of output in schools in recent years has occurred. Examples include competency testing of teachers, state-mandated testing of students, state-mandated curricula, prescriptive learning objectives, and other efforts toward legislated learning.Mutual adjustment exists when work is coordinated through informal communication. Mutual adjustment or coordination is the major thrust of Likert’s (1987) â€Å"linking-pin† concept. The third basic dimension of an organization is the type of decentralization it employs. The three types of decentralization are the following: ? ? ? Vertical decentralization is the distribution of power down the chain of command, or shared authority between superordinates and subordinates in any organization. Horizontal decentralization is the extent to which non administrators (including staff) make decisions, or shared authority between line and staff.Selective decentralization is the extent to which decision-making power is delegated to different units within t he organization. In school districts, these units might include instruction, business, personnel, public relations, and research and development divisions. Using the three basic dimensions—key part of the organization, prime coordinating mechanism, and type of decentralization—Mintzberg suggests that the strategy an organization adopts and the extent to which it practices that strategy result in five structural configurations: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy.Table 1 summarizes the three basic dimensions associated with each of the five structural configurations. Each organizational form is discussed in turn. INTERNATIONAL JOURNAL OF SCHOLARLY, ACADEMIC, INTELLECTUAL DIVERSITY 4_____________________________________________________________________________________ Table 1. Mintzberg’s Five Organizational StructuresStructural Configuration Simple structure Machine bureaucracy Professional bureaucrac y Divisionalized form Adhocracy Prime Coordinating Mechanism Direct supervision Standardization of work processes Standardization of skills Standardization of outputs Mutual adjustment Key Part of Organization Strategic apex Technostructure Operating core Middle line Support staff Type of Decentralization Vertical and horizontal centralization Limited horizontal decentralization Vertical and horizontal decentralization Limited vertical decentralization Selective decentralizationSimple Structure The simple structure has as its key part the strategic apex, uses direct supervision, and employs vertical and horizontal centralization. Examples of simple structures are relatively small corporations, new government departments, medium-sized retail stores, and small elementary school districts. The organization consists of the top manager and a few workers in the operative core. There is no technostructure, and the support staff is small; workers perform overlapping tasks.For example, teach ers and administrators in small elementary school districts must assume many of the duties that the technostructure and support staff perform in larger districts. Frequently, however, small elementary school districts are members of cooperatives that provide many services (i. e. , counselors, social workers) to a number of small school districts in one region of the county or state. In small school districts, the superintendent may function as both superintendent of the district and principal of a single school. Superintendents in such school districts must be entrepreneurs.Because the organization is small, coordination is informal and maintained through direct supervision. Moreover, this organization can adapt to environmental changes rapidly. Goals stress innovation and long-term survival, although innovation may be difficult for very small rural school districts because of the lack of resources. Machine Bureaucracy Machine bureaucracy has the technostructure as its key part, use s standardization of work processes as its prime coordinating mechanism, and employs limited horizontal decentralization.Machine bureaucracy has many of the characteristics of Weber’s (1947) ideal bureaucracy and resembles Hage’s (1965) mechanistic organization. It has a high degree of formalization and work specialization. Decisions are centralized. The span of management is narrow, and the organization is tall—that is, many levels exist in the chain of command from top management to the bottom of the organization. Little horizontal or lateral coordination is needed. Furthermore, machine bureaucracy has a large technostruture and support staff. FRED C.LUNENBURG _____________________________________________________________________________________5 Examples of machine bureaucracy are automobile manufacturers, steel companies, and large government organizations. The environment for a machine bureaucracy is typically stable, and the goal is to achieve internal effi ciency. Public schools possess many characteristics of machine bureaucracy, but most schools are not machine bureaucracies in the pure sense. However, large urban school districts (New York, Los Angeles, and Chicago) are closer to machine bureaucracies than other medium-size or small school districts.Professional Bureaucracy Professional bureaucracy has the operating core as its key part, uses standardization of skills as its prime coordinating mechanism, and employs vertical and horizontal decentralization. The organization is relatively formalized but decentralized to provide autonomy to professionals. Highly trained professionals provide nonroutine services to clients. Top management is small; there are few middle managers; and the technostructure is generally small. However, the support staff is typically large to provide clerical and maintenance support for the professional operating core.The goals of professional bureaucracies are to innovate and provide high-quality services. Existing in complex but stable environments, they are generally moderate to large in size. Coordination problems are common. Examples of this form of organization include universities, hospitals, and large law firms. Some public school districts have many characteristics of the professional bureaucracy, particularly its aspects of professionalism, teacher autonomy, and structural looseness. For example, schools are formal organizations, which provide complex services through highly trained professionals in an atmosphere of structural looseness.These characteristics tend to broaden the limits of individual discretion and performance. Like attorneys, physicians, and university professors, teachers perform in classroom settings in relative isolation from colleagues and superiors, while remaining in close contact with their students. Furthermore, teachers are highly trained professionals who provide information to their students in accordance with their own style, and they are usually flexible in the delivery of content even within the constraints of the state- and district-mandated curriculum.Moreover, like some staff administrators, teachers, tend to identify more with their professions than with the organization. Divisionalized Form The divisionalized form has the middle line as its key part, uses standardization of output as it prime coordinating mechanism, and employs limited vertical decentralization. Decision making is decentralized at the divisional level. There is little coordination among the separate divisions. Corporate-level personnel provide some coordination. Thus, each division itself is relatively centralized and tends to resemble a machine bureaucracy.The technostructure is located at corporate headquarters to provide services INTERNATIONAL JOURNAL OF SCHOLARLY, ACADEMIC, INTELLECTUAL DIVERSITY 6_____________________________________________________________________________________ to all divisions; support staff is located within each division. L arge corporations are likely to adopt the divisionalized form. Most school districts typically do not fit the divisionalized form. The exceptions are those very large school districts that have diversified service divisions distinctly separated into individual units or schools. For example, a school istrict may resemble the divisionalized form when it has separate schools for the physically handicapped, emotionally disturbed, and learning disabled; a skills center for the potential dropout; a special school for art and music students; and so on. The identifying feature of these school districts is that they have separate schools within a single school district, which have separate administrative staffs, budgets, and so on. Elementary and secondary school districts that have consolidated but retained separate administrative structures with one school board are also examples of the divisionalized form.As might be expected, the primary reason for a school district to adopt this form of structure is service diversity while retaining separate administrative structures. Adhocracy The adhocracy has the support staff as its key part, uses mutual adjustment as a means of coordination, and maintains selective patterns of decentralization. The structure tends to be low in formalization and decentralization. The technostucture is small because technical specialists are involved in the organization’s operative core. The support staff is large to support the complex structure.Adhocracies engage in nonroutine tasks and use sophisticated technology. The primary goal is innovation and rapid adaptation to changing environments. Adhocracies typically are medium sized, must be adaptable, and use resources efficiently. Examples of adhocracies include aerospace and electronics industries, research and development firms, and very innovative school districts. No school districts are pure adhocracies, but medium-sized school districts in very wealthy communities may have some o f the characteristics of an adhocracy. The adhocracy is somewhat similar to Hage’s (1965) organic organization.Strategy and Structure The work begun by Chandler and extended by Mintzberg has laid the groundwork for an understanding of the relationship between an organization’s strategy and its structure. The link between strategy and structure is still in its infancy stage. Further research in this area, particularly in service organizations like schools, will enhance school administrators’ understanding of school organizations (Lunenburg & Ornstein, 2012). In the meantime, school leaders must recognize that organization strategy and structure are related. FRED C.LUNENBURG _____________________________________________________________________________________7 Conclusion Henry Mintzberg (1992, 2009) suggests that organizations can be differentiated along three basic dimensions: (1) the key part of the organization, that is, the part of the organization that plays the major role in determining its success or failure; (2) the prime coordinating mechanism, that is, the major method the organization uses to coordinate its activities; and (3) the type of decentralization used, that is, the extent to which the organization involves subordinates in the decision-making process.Using the three basic dimensions—key part of the organization, prime coordinating mechanism, and type of decentralization—Mintzberg suggests that the strategy an organization adopts and the extent to which it practices that strategy result in five structural configurations: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. References Brickley, J. , Smith, C. , Zimmerman, J. L. , & Willett, J. (2002). Designing organizations to create value: From strategy to structure. New York, NY: McGraw-Hill.Chandler, A. D. (1962). Strategy and Structure. Cambridge, MA: MIT Press. Chandler, A. D. (2003). Strategy and structure: Chapters in the history of the American industrial enterprise. Frederick, MD: Beard Books. Galbraith, J. R. (1987). Organization design. In J. W. Lorsch (Ed. ). Handbook of organizational behavior (pp. 343-357). Englewood Cliffs, NJ: Prentice Hall. Galbraith, J. R. (2009). Designing matrix organizations that actually work: How IBM, Procter & Gamble, and others design for success. New York, NY: Wiley. Greenberg, J. 2011). Behavior in organizations (10th ed. ). Upper Saddle River, NJ: Prentice Hall. Hage, J. (1965). An axiomatic theory of organizations. Administrative Science Quarterly, 10, 289-320. Hall, R. H. , & Tolbert, P. S. (2009). Organizations: structures, processes, and outcomes (9th ed. ). Upper Saddle River, NJ: Prentice Hall. Kuprenas, J. A. (2003). Implementation and performance of a matrix organization structure. International Journal of Project Management, 21, 51-62. Likert, R. (1987). New Ppatterns of management. New York, NY: Garland.Lunenburg, F. C. , & Ornstein, A. O. (2012). Educational administration: Concepts and practices. Belmont, CA: Wadsworth Cengage Learning. Miles, R. E. , Snow, C. C. , Meyer, A. D. , & Coleman, H. J. (2011). Organizational strategy, structure, and process. Palo Alto, CA: Stanford University Press. Mintzberg, H. (1992). Structure in fives: Designing effective organizations. Upper Saddle River, NJ: Prentice Hall. Mintzberg, H. (2009). Tracking strategies: Toward a general theory of strategy formation. New York, NY: Oxford University Press.Nelson, D. B. , & Quick, J. C. (2011). Understanding organizational behavior. Mason, OH: South-Western Cengage Learning. INTERNATIONAL JOURNAL OF SCHOLARLY, ACADEMIC, INTELLECTUAL DIVERSITY 8_____________________________________________________________________________________ Oliveira, N. , & Takahashi, N. (2012). Automated organizations: Development and structure of the modern business firm. New York, NY: Springer. Weber, M. (1947). The theory of social and economic organization. (t rans. T. Parsons). New York, NY: Oxford University Press.

MIS implementation in IBM Essays

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Journal entry Essay Example | Topics and Well Written Essays - 250 words - 2

Journal entry - Essay Example Prior to composing poems and children books, Donald Hall was a teacher; he did not enjoy the job especially when marking the papers of the students. He quit the teaching job to become a poet (Hall 348). Donald Hall provided insufficient information as to how he became a poet. How did he learn that he would enjoy spending the rest of his time at home, writing poems and children books? In addition, he also failed to recognize that it requires a talent for one to be a poet or writer. Not all people are blessed on the same level, and Donald Hall was a gifted individual since he enjoyed writing poems and was gifted in the sector. Through the poems, people were inspired and motivated to change their ways. Nonetheless, not everyone has the capability of using personal interest to earn a living (Hall 349). Therefore, people are forced to work in areas of less interest, to fulfill life’s goals. This has led to a number of people complaining about their careers. Donald Hall could have d iscussed further, how an individual could be able to discover personal interest that could be useful throughout their

Employee Rights Research Paper Example | Topics and Well Written Essays - 1250 words

Employee Rights - Research Paper Example Failure to adhere to these rights makes it difficult for businesses to accomplish organizational goals. The privacy of employees, Fundamental employee rights are thus a significant factor in a wide range of human resource management issues that small business owners and supervisors face today, including questions concerning employee privacy, policies regarding promotion, inquiries in to the use of drugs by employees, management of employee information, performance appraisals and monitoring as well as freedom of contact with labor unions are some of the issues that human resource managers have to deal with in the contemporary business environment (Joseph 1992). Discrimination in the place of work is one of the issues that are emphasized to a great extent by the federal laws. Employers are supposed to provide equal employment regardless of race, religious affiliation, nationality and sex. Every employee has a right to be treated fairly under these laws. The growing concerns in the manner through which men and women are treated in the work place has made much emphasis to be focused on equal employment opportunities for both sexes, and also equal treatment in terms of remuneration and allocation of tasks. Other recent developments in employee rights are the laws providing for equal employment opportunities for the qualified people who are disabled. In case of discrimination, the federal laws provide for pecuniary damages. All these laws are put into effect by the â€Å"United States Equal Employment Opportunity Commission† (Barbara 1997). Labor unions are essential for employees especially through their support for collective bargaining. They are usually not meant to mobilize the employees against the employer, but rather to strengthen their relationship through facilitating employee satisfaction. Employees have a right