The importance of a child centred approach Essay

Essential to safeguarding and encouraging the welfare of a child or young person is having a child’s centred approach. This could include seeing and keeping a child focused through difficulties they could be experiencing. Listening and ascertaining a child’s wishes and feelings will be important for the child, especially if they have formed a strong bond with the professional they are opening up to. It will also be imperative to a child if that professional close to them understands their daily lives and what they might be experiencing, no matter how hard it could be for the adult to hear. Crucially the child or young person will know there are people out there to help and support them when they need advice or guidance. Effective communication is important in the work setting as it ensures the information you are giving is correct and informative, this means there will be no possibility of mistakes being made. Nothing could be done consistently without the use of effective communication. To communicate effectively you need to make sure the right message is being sent to whom you are communicating with. The individual needs to understand the message you are putting across to be able to build relationships. These relationships will gain trust from the children, parents and colleagues. This will also develop your place in the work setting. As a child care worker I could not do my job properly without communicating with the children, their parents or my work colleagues. The needs of the child have to be met by using effective communication whether this is through speech or non-verbal communication e.g. body language or behaviour.

Shouldice Hospital Limited. Case Study Analysis

EXHIBIT 1 Acceltion,s Service Guarantee Quaury oF Srnvlcn GueneNTEE TheAccelIionQualitvofServiceGuaranteedefines,AcceI1ion,sassurance*, Ifj:r:fl†. ‘,f†,iljtm3;:ru:mlFj *-Hiri,†Ã¢â‚¬ Ã¢â‚¬  dil;;affi,. irn † 1. Perfonnance Guarantee a†ri,,iuo. , or'te-. *r,sea ne. â€Å"i,, is the same as Accellion guarantees that the performance of the. Net-work uproading and downloading content, Accellion service' will be no t*t p†. â€Å"*t of that w1n hich';;. hr;†*d by a benchmik origin as a resurt of usine the site being accessejfrom r. ‘ ‘r†Ã¢â‚¬ Ã¢â‚¬Ëœibii , ffi,ltji'fi ::,Ti:T:t ‘u p†Ã¢â‚¬Ëœf†Ã¢â‚¬ËœÃ¢â‚¬ Ã¢â‚¬ ilffi, p†,ro. *u,'†Ã¢â‚¬  *iTly*il? ::T::#? Jr:[:il:,:xHi. il:ilabilitv, 3.Customer Service -â€Å",****,L,;;tr o;;;,%li o, o†. ;r,o. ,. excludingForce Maieureand schedured Maintenance for customers Guarantee should Accellion fail to meet the service levels set out in section s 1 and 2 with one (L) month's service fee ror Accenion will credit ttre monttirir†Ã¢â‚¬ tua-*n†r,,n† r†,i†[Gl3bove account .;;†d;;;;iili,i†t*. mer the customer,s ritten notice to Accellion of such failure gives w withi'ii;;6) aays rrom ttre J* ,†Ã¢â‚¬ r1 rrrr†re occurred. with this requirement,wil r†rr†it. rt†t†;il;;/r The Customer's rrii†* t†. â€Å"*fry right to receive such credit. Accellion will notify the c†ttom†Ã¢â‚¬Ëœ. ,o L:::I†frffixirabre or anv other iI* ir'i1 ;s r,or. , liauyrf;;;y*. J of scheduled Maintenance. I reas†Ã¢â‚¬ ;;;ni†;;ii p;fi;', ffir;tn† c,,i. -,†Ã¢â‚¬ . 1;J;;i;;ii,†Ã¢â‚¬ Ã¢â‚¬ ,saryf the service acrion to *†fffflflffi[rffi;';::lJ;:,Ji;:;†*,†. :il$J;t3i:J:fl*f;::il::#*il::::†* 4. Security and privacy policy ,o any inquiry in re,a,ion,o Accellion has comolete respect for the Customer's privac y and that of any custome,r data stored in Accellion service does not require Acce,ion servers. The Customers i† prtJa† i†y;a:lr'r†i;;te servers' All information provided details for the data being stored on the to a†. â€Å"uio†iy' tLr† c†. r. i',†r';;;r†i'i;, he Customer,, ;il:ilT I†v r,u,,† u†t†,, ,or† b†r,†rit. A,ccerion w,I not hat the Disclosure of Customer's itrtt'†Ã¢â‚¬Ëœti. † 5. iui]'i. A. â€Å"†[ion's ;t;il:;,,, &:i:T†Ã¢â‚¬ ,t:ffi:1nir. ;r',1;li:ffi;d##Hi; ilJ'A'ff1†³Ã¢â‚¬ËœX;1T'. |,H:†fiH^dr:1[:o'aut, to possession shalr i-tu†t *'† . ifntI . ,*p. ffity onlybe made where such disclosure is *a to the terms or use or â€Å",,]o,† Accellion will ensure-that th† ct'stom†Ã¢â‚¬ s informatiorr and data [areJ ke{1cur9 or imProPer use' which includes t'trqg;ii*r;uur† rt†p, io rr. ri,fil,tr1r,. mer,s adenrity d protected from unauthorized access i before granring access. EXHllBlr Dear Team, 2 orAcclrionEmail to All Accellion staff Announcing the Launch of the oos Guarantee [T X':i'ji:#:ffi11:;J:T? ,i? :]†#t'^Y^:l:1*8 vua,ry ot ervlce guarantee read it over very carefully. vo† iulLri†Ji;;;;;1/†;†*u16 Quarirvof service suarantee (Qos). prease Please ancr puts t ‘† ownership o in this company to deliver. C†r,o. â€Å"†. , ompanf c ustomers aon,r wen+ . â€Å"J9,flT? ‘L†l31d irt nuts *he -o*r,†rrnipi†n ever d o,. ,;t;;t-;1q6btcDDrve' ;†;;;;† ,;;h#; theirnetwo'rkrip;*;;irr†rilrhcfi–,*–. –. ,f1. ‘-t-â€Å",LevelAgreement(sLA);ttruy;†rt**i *::::;ilffl:r. H,ffi :Slfl a*Xi A;::#J:ffi â€Å"‘,,*:mf :'†**:*;$ii+,r,fr;y:'^,'†j,:nTffi 18,. #,†l*iF:iqd-. i†Ã¢â‚¬ ;'ffi â€Å"H? ::1H:J:†H:'†;T†;1f 3†³tr:; As a member of the Accellion –Lt, vl\_. 1. team, you are key to our client,s satisfaction. Thanks in advance for your suPport in making our clients and ourselves successful. |.. 4? j:|ir!. -. ‘!. ii. ‘,l:*||-:i;:1:†|:|i||::l.. ;:::1,;:::;:;j::i. ];::|:i:]i::::::jl:]]j:::::]:. :::]] L. what is the marketing impact of a well-designed guarantee? 2. Eaaluate Exhibit the_ seraice design of Acceilion,s guarantee shown in r-. How ffictiae wilr it ui rn communicating seraice exceuence to potentiar and current customers? would you recommend any changes to its design or imple_ mentation? 3†² will he guarantee be successfut in creating a curture for seraice exceilence within Aiceilion? whit erse may be needed for achieoing such a culture? . Do you 4' think customers mEht take adaantage of this guarantee and â€Å"stage† seraice f;ilures to inaokeTlrr'grorantee? If yes, how could Acceuion minimize potentiar iheating on its guarantee? The Accellion Service Guaran tee Sg1r Case 16 Shouldic e Ho spit al Limite d (Abri dge d) JeuEs Hpsrprr AND Rocnn HellowELL A Canadian hospital specializing in hernia operations is considering whether and how to expand the reach of its seraices, including expansion into other specialty areas.Various proposals haae been adaanced to increase the capacity of the hospital without demotiaating the staff or losing control oaer seraice quality, which, in addition to achieoing excellent medical outcomes, has created a aery deaoted base of patient â€Å"alumni. † Options include adding Saturday surgical operations, building an extension, and constructing a neTD hospital in another location, perhaps in the United States. TWo shadowy figures, enrobed and in slippers, walked slowly down the semi-darkened hall of the Shouldice Hospital. They didn't notice Alan O'Dell, the hospital's managing director, and his guest.Once they were out of earshot, O'Dell remarked good nature dLy, â€Å"By the way they act, you'd think our patients own this place. And while they're here, in a way they do. † Following a visit to the five operating rooms, O'Dell and his visitor once again encountered the same pair of patients still engrossed in discussi. g their hernia operations, which had been performed the previous morning. HrsroRY An attractive brochure that was recently printed, although neither dated nor distributed to prospective patients, described Dr. Earle Shouldice, the founder of the hospital: Dr. Shouldice's interest in early ambulation stemmed, ffi:.? :T,]1;5,T? j:T]:J†H-â€Å",H,::,T#|'^# the girl's subsequent refusal to stay quietly in bed. In spite of her activity, no harm was done, and the experience recalled to the doctor the postoperative actions of animals upon which he had performed sur gery. They had all moved about freely with no ill effects. By 1,940, Shouldice had given extensive thought to several factors that contributed to early ambulation following surgery. Among them were the use of a local anesthetic, the nature of the surgical procedure itself, the design of a facility to encourage movement without unnecessarily causing discomfort, and the postoperative egimen. With these things in mind, he began to develop a surgical technique for repairing herniasl that was superior to others; word of his early success generated demand. Dr. Shouldice's medical license permitted him to operate anywhere, even on a kitchen table. However, as more and more patients requested operations, Dr. Shouldice created new facilities by buying a rambling 130acre estate with a 17,}}0-square foot main house in the Toronto suburb of Thornhill. After some years of planning, a large wing was added to provide a total capacity of 89 beds. Dr. Shouldice died in 1965. At that time, ShouldiceHospital Limited was formed to operate both the hospital and clinical facilities under the surgical direction of Dr. Nicholas Obney. In 1999, Dr. Casim Degani, an internationally-rec o g nrzed autho rity, b ecame surge on-inchief. By 2004,7,600 operations were performed per year. THr SHouLDtcE METHoD Only external (vs. internal) abdominal hernias were repaired at Shouldice Hospital. Thus most first-time repairs, â€Å"primaries,† were straightforward operations requiring about 45 minutes. The remaini. g procedures involved patients suffering recurrences of hernias previously repaired elsewhere. Many of the recurrences and very difficult hernia repairs required 90 minutes or more. In the Shouldice method, the muscles of the abdominal wall were affanged in three distinct layers, and the opening was repaired-each layer in turn-by overlapping its margins as the edges of a coat might be overlapped when buttoned. The end result reinforced the muscular wall of the abdomen with six rows of sutures (stitches) under the skin cover, which was then closed with clamps that were later removed. (Other methods might not separate muscle layers, often involved feH,er :ilil';,†#:1â⠂¬ ³3i*:ffi':T,'†:nvorvedtheinsertionotCoPyright O 2004 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800515-7685, write Harvard Business School Publishing, Boston, MA021,63, or go to http://www. hbsp. harvard. edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadshee! or transmitted in any form or by any means–electronic, mechanical, photocopying, recording, or otherwise-without the permission of Harvard Business School. Professor James Heskett prepared the original version of this case, â€Å"Shouldice Hospital Limited,† HBS No. 583-068.This version was prepared jointly by Professor James Heskett and Roger Hallowell (MBA 1989, DBAI997). HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illusfrations of effective or ineffective management. 592 A typical first-tim e repair could be completed with the use of preoperative sedation (sleeping pill) and analgesic (pain killer) plus a local anesthetic, an injection of Novocain in the region of the incision. This allowed immediate post-operative patient ambulation and facilitated rapid recovery. THe PaTIENTS' ExpERIENcEMost potential Shouldice patients learned about the hos- pital from previous shouldice patients. Although thousands of doctors had referred patients, doctors were less likely to recommend shouldice because of the generally regarded simplicity of the surgery, often considered a â€Å"bread and butter† operation. Typically, many patients had their problem diagnosed by upersonal physician and then contacted Shouldice directly. Many *tru made this diagnosis themselves. The process experienced by shouldice patients depended on whether or not they lived close enough to the hospital to visit the facility to obtain a diagnosis.Approximately 10% of shouldice patients came from outside t he province of ontario, most of these from the United States. Anoth er 60†³/o of patients lived beyond the Toronto area. These out-of-own patients often were diagnosed by mail using the Medical Information Questionnaire shown in Exhibit L. Based on information in the questionnaire, a shouldice surgeon would determine the type of hernia the respondent had and whether there were signs that some risk might be associated with surgery (for example, an overweight or heart condition, or a patient who had suffered a heart attack or a stroke n the past six months to a year, or whether a general or local anesthetic was required). At this point, a patient was given a operating date and sent a brochure describing the hospital and the shouldice method. If necess ary, a sheet outlining a weight-loss program prior to surgery was also sent. A small proportion was refused treatment, either because they were overweight, represented an undue medical risk, or because it was determined that they di d not have a hernia. Arriving at the clinic between 1:00 p. M. and 3:00 p. M. the duy before the operation, a patient joined other atients in the waiting room. He or she was soon examined in one of six examination rooms staffed by surgeons who had completed their operating schedules for the day. This examination required no more than 20 minutes, unless the patient needed reassurance. (patients typic ally exhibited a moderate level of anxiety until their operation was completed. ) At this point it occasionally was discovered that a patient had not corrected his or her weight problem; others might be found not to have a hernia at all. In either case, the patient was sent home. After checking administrative details, about an hour fter arrivin 8 at the hospital, a patient was directed to the room number shown on his or her wrist band. Throughout the process, patients were asked to keep their luggage (usually light) with them. All patient rooms at the hospital were semiprivate, containi^ g two beds. patients with similar jobs, backgrounds, or interests were assigned to the same room to the extent possible. upon reaching their rooms, patients busied themselves unpack ing, getting acquainted with roommates, shaving themselves in the area of the opera- tion, and changing into pajamas. At 4:30 P. M. , a nurse's orientation provided the roup of incoming patients with information about what to expect, including the need for exercise after the opera- tion and the daily routine. Accordi. g to Alan OiDell, â€Å"Half are so nervous they don't remember much. ,, Dinner was then served, followed by further recreation, and tea and cookies at 9:00 p. M. Nurses emphasized the importance of attendance at that time because it provided an opportunity for preoperative patients to talk with those whose operations had been completed earlier that same duy. Patients to be operated on early were awakened at 5:30 A. M. tcl be given preop sedation. An attempt was ade to schedule operations for roommates at approximately the same time. patients were taken to the preoperating room where the circulating nurse administered Demerol, an analgesic, 45 minutes before surgery. A few minutes prior to the first operation at 7:20 A. M. , the surgeon assigned to each patient administered Novocain, a local anesthetic, in the operati. g room. This was in contrast to the typical hospital procedure in which patients were sedated in their rooms prior to being taken to the operating rooms. upon the completion of their operation, during which a few patients were â€Å"cha tty', and fuily aware of hat was going on, patients were invited to get off the operating table and walk to the post-operating room with the help of their surgeons. According to the director of nursing: Ninety-nine percent accept the surgeon,s invitation. while we use wheelchairs to return them to their rooms/ the walk from the operating table is for psychological as well as physiologicai [blood pressure, respiratory] reasons. patients prove to themselves that they can do it, and they start their all-important exercise immediately. Throughout the day after their operation, patients were encouraged to exercise by nurses and housekeepers alike. By 9:00 P. M. n the duy of their operations, all patients were ready and able to walk down to the dining room for tea and cookies, even if it meant climbing stairs, to help indoctrinate the new â€Å"crass† admitted that duy. on the fourth morning, patients were ready for dis- charge. During their stay, patients were encouraged to take advantage of the opportunity to explore the premises and make new friends. Some members of the staff felt that the patients and their attitudes were the most important shouldice Hospital Limited (Abridged) 593 (HIBIT ;†EF 1 Medical lnformation O,uestionnai re 5 ‘n,ti,rBER (or Rural Route or P. O. Box) Province/StateTown/City SHOULDICE HOSPITAL 7750 Bayview Avenue Box 379, Thornhill, Ontario L3T 4A3 Canada Ph one (418) 889-1 125 Telephone # (Thornhill – One Mile North Metro Toronto) tq-Frhrr. 1^i il3$-1- rr=CBlv'lATlON: Please give name of lnsurance Company and Numbers. MEDICAL .nS,-IANCE: (Please bring hospital certificates) INFORMATION nLR3r:,r- ‘. a – r. l IJCE: (Please bring insurance certificates) OTHEH SURGICAL INSURANCE Patients who live at a distance often prefer their examination, admission and operation to be arranged all on a single visit – to save making two lengthy journeys. The whole kEl&anr:r Name of Business Are you the owner? f Retired Yes – purpose of this questionnaire is to make such arrangements possible, although, of course, it cannot replace the examination in any way. Its completion and return will not put you Former Occupation No under any obligation. Do you smoke? Please be sure to fill in both sides. tr-! n? -? : asr,ssrcn date? (Please give as much advance notice as possible) ry*esi:,-s =-(–, Sa:-‘:a;' cr Sunday. ffiEr h ,s *crJ FOR OFFICE USE ONLY Type of Hernia This information will be treated as confidential. ;I†EXIEEIEEIRIE: ffi iMEfrgles ory' cqJd n=trr [email  protected] :rE] cr*en rr d yotrr operatirn a tir lrctrr ru=ight EXHIBIT 1 (ConttnueolPLEASEBEACCURATE! :Misleadrngfuures.. *fiâ‚ ¬rl. cFeoxâ‚ ¬Ã¢â€š ¬]r3†² admissionday,couldmeanposFonementolyqJropeGlhontrlll†,yc'-,,[e,Etri Waist (muscles THIS IS YOUR CHART – PLEASE MARK IT! APPROXIMATE SIZE. † Walnut (or less) Hen's Egg or Lemon GraPefruit (or more) INFORMATION ESSENTIAL EXTRA and put that apply to your hernias Use only the sections v. lu H a / in each relaxed)†Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬ Ã¢â‚¬Ëœins' is your health now E treatment: Pressure Excess bodY fluids Chest Pain (â€Å"angina†) lrregular Heartbeat Ulcers Anticoagulants (to delaY blood-clotting or to â€Å"thin the blood†) F t ‘ Name of anY Prescnbe: pills, tab lets or caPsutres 1otake regularlY – A nY condition Please tick regular for which You are having Diabetes Asthma & Bronchitis Y ,JI GOOD ; Blood ,JI Chest (not exPancld' il il t] t] I il I il still be finished in time for a 12:30 P. M. lunch in the staff dining room. Upon finishing lunch, surgeons not scheduled to operate in the afternoon examined incoming patients. A surgeon's day ended by 4:00 P. M. In addition, a surgeon could expect to be on call one weekday night in ten and one weekend in ten. Alan O'Dell commented that the position appealed to doctors who â€Å"want to watch their children grow up. A doctor on call is rarely called to the element of the Shouldice Program.Accordi^g to Dr. Byrnes Shouldice, son of the founder, a surgeon on the staff, and a 50% owner of the hospital: Patients sometimes ask to stay an extr a day. Why? Well, think about it. They are basically well to begin with. But they arrive with a problem and a certain amount of nervousness, tension, an d anxiety about their surgery. Their first morning here they're oPerated on and experience a Sense of relief from Something that's been botheri. g them for a long time. hospital and has regular hours. † Accordi. g to Dr. They are immediately able to get around, and they've got a three -duy holiday ahead of them with a Per- Obney:When I interview ProsPective surgeons, I look for experience and a good education. I try to gain some insight into their domestic situation and personal interests and habits. I also try to find out why a surgeon wants to switch positions. And I try to determine if he's willing to perform the repair exactly as ,::it i ? ffi : †'il† JilI% IL:x *,x'*#: have the run of the 3 patients, make friends easily, and hospital. In summer, the most common after-effect from the surgery is sunburn. he's told. This is no place for prima donnas. Tue NuRsEs' ExPERtENcE Dr. Shouldice added: 34 full-time-equivalent nurses staffed Shouldice each 24 hour period.H owever, during non-oPerating hours, only six full-time-equivalent nurses were on the premises at any given time. While the Canadian acutecare hospital average ratio of nurses to patients was 1,:4, at Shouldice the ratio was 1:15. Shouldice nurses spent an unusually large proPortion of their time in counseli. g activities. As one suPervisor commented, â€Å"We don't use bedpans. † According to a manager, â€Å"shouldice has a waiting list of nurses wanting to be hired, while other hospitals in Toronto are short-staffed and perpetually junior resident in surgery performs. Hernia repair Tiaditionally recruiting. † hernia is often the first operation thatThe hospital employed 10 full-time surgeons and other major operations. This is quite wrong, ES is borne out by the resulting high recurrence rate. It is a tricky anatomical area and occasionally very complicated, especially to the novice or those doing very fer*hernia repairs each year. But at Shouldice Hospital a surgeon learns the Shouldice technique over a periol of several months. He learns when he can go fast anc when he must go slow. He develops a pace and a L?. xli;J!. T,:i'†Ã¢â‚¬ *11:1†²-x1'*:1i#;il'It;. TJ: geons. We teach each other and try to encourage a 8 each duy. a scrubbing scheduled operation at 7:30 A. M. hortly before the first If the first operation was routine, it usually was completed by 8:15 A. M. At its conclusion, the surgical team helped the patient walk from the room and summoned the next patient. After scrubbrng, the surgeon could be ready to operate again at 8:30 A. M. Surgeons were advised to take a coffee break after their second or third operation. Even So, a surgeon could complete three routine operations and a fourth involving a recurrence and Shouldice Hospital Limited (Abridged) tr– achieve absolute perfection. Excellence is the eneml' of good. part-time assistant surgeons. TWo anesthetists were also on site.The anesthetists floated among cases e xcept when general anesthesia was in use. Each operating team required a surgeon, an assistant Surgeofl, d scrub nurse, and a circulating nurse. The operatirg load varied from 30 to 36 operations per duy. As a result, each surgeon typically performed three or four oPerations A typical surgeon's duy started with a L' regarded as a relatively simple operation compared to group effort. And he learns not to take risks Tne DocroRs' ExPERIENcE 595 ‘ a Chief Surgeon Degani assigned surgeons to an oPerating room on a daily basis by noon of the preceding da1†² This allowed surgeons to examine the specific patienE hat they were to operate on. Surgeons and assistants H-ere rotated every few days. Cases were assigned to give do. tors a non-routine operation (often involving a recurrencâ‚ ¬ several times a week. More complex Procedures ^'erâ‚ ¬ assigned to more senior and experienced members of th† staff. Dr. Obney commented: If something goes wrong, we want to make sure t ha: we have an experienced surgeon in charge. Experience is most important. The typical general surgeon mai perform 25 to 50 hernia operations per yeaL Ours Perform 750 or more. The L0 full-time surgeons were paid a straight salan' typically fi,aa,000. In addition, bonuses to doctors 'ere distributed monthly. These depended on Profit, indir-icual productivity, and performance. The total bonus Pc-‘i paid to the surgeons in a recent year was aPProximate-‘r $400,000. Total surgeon compensation (including benefir was approximately 15% more than the average income for kitchen staff several times a d,ay, and the hospitar staff to o'D efi, â€Å"weuse arl fresh ingredients and prepare the food from scratch in the kitchen. ,, The director of housekeeping pointed out: a surgeon in Ontario. Training in the shouldice technique was important eat together. Accordi^g to ecause the procedure could not be varied. It was accomplished through direct supervision by one or more of the seni or surgeons. The rotation of teams and frequent consultations allowed for an ongoing opportunity to appraise performance and take corrective action. where possibre, I former shouldice patients suffering recurrences were assigned to the doctor who performed the first operation â€Å"to allow the doctor to rearn from his mistake. ,, Dr. obney commented on being a shouldice surgeon: ilH:*XX##'#Hlti:iJf mx;^:†x$::: ing notes [for confidence], e.. oriaging eachither, and walking around, getting exercis.. briourse, e,re in the rooms straightenirg ,p throughout the day. This gives the housekeepers ; chancl to josh with the patients and to encourage them to exercise. A doctor must decide after several years whether he to do this for the rest of his liie because, just a Iultt in other speciarties-for exampre, radiology_h. s loses touch with other medical disciplines. If h; stays for five years, he doesn't leave. Even among younger doctors , few elect to leave. ?,. i. |. 1.. lrt|ii;. ; |ii|:. :. ||::)|:|ii||. |i::|||||:. :|::||:::|:::|:::::::::::::::::::::::::::::::::: The shouldice Hospital contained two facilities in one uilding-the hospital and the clinic. On its first-level, the hospital contained the kitchen and dining rooms. The sec_ ond level contained a large, open tounge area,the admis_ sions offices, patient rooms, and a spacious grass-covered Florida room. The third revel had aaaitiond fatient rooms and recreational areas. patients could be seln visiting in each others'rooms, walking up and down hallways, loung_ irg in the sunroom, and making use of light recreational facilities ranging from a pool table to an exercycle. Alan o'Dell pointed out some of the features of the hospital: The rooms contain no telephone or television ets. If a patient needs to make a call or wants to watch terevi_ sion, he or she has to take a walk. The steps are designed specialry with a smalr rise to alow patients recently operated on to negotiate the stairs without undue dis comfort. E-â€Å"†Iy rqluru foot of the hospital is carpeted to reduce the hospital feeling and the possi_ bility of a fall. Carpetir,g urro gives tf,e phce a smell other than that of disinfJctant. ‘ This- facility was designed by an architect with input from Dr. Byrnes shouldice and Mrs. w. H. uiquhart (the daughter of the founder). The facility was discussed for years and many changes in the lans were made before the first concrete was poured. A number of unique policies were also instituted. For example, parents accompanying children here for an operation stay free.. you may wonder why we can do it, but we learned that *. rrre more in nursing costs than we spend for the parent's room and board. have- only three on my housekeeping staff for the entire facility. one of the reasons for ; f†* housekeep_ that we don't need to change rinens during a ::? ,tr patient's four- duy stay. Arso, the medical staff doesln,t The clinic housed five operating rooms, a labor ator y, and the patient-recovery room. In totar, the stimated cost to furnish an operating room was $30,000. This was con_ siderably less than for other hospitals requiring a bank of equipment with which to administer anesthetics for each room. At shourdice, two mobile units were used by the anesthetists when needed. In addition, the complex had one â€Å"crash cart† per floor for use rf a patient should suffer a heart attack or stroke. ilin|,4|'i|4? l|:j:i|'i|:|j|!. :||i:|. |::::::|||:::;:i. :|:::):':|::::::|::::|::::):::::::::':1: Alan O'Dell described his job: we try to meet people's needs and make this as good a place to work as possible. There is a strong concern or employees here. Nobody is fired. [This was later reinfor. â€Å"-d by Dr. shouldice, who described a situa_ tion involvirg two employees who confessed to theft in the hospital. They agreed to seek psychiatric help and were allowed to remain on the itu. l As a resurt, turnover is low. our administrative and suppor t staff are non_ union,. b†, we try to maintain a pay scale higher than the union scale for comparabl. Jou, in the area. we have a profit-sharing prin that i, ,. prrate from the docto*: year the administrative and support -LTt staff divided up $60,000. If work needs to be done, peopre pitch in to herp each other.A unique aspect oi o,,r, administration is that I insist that each secretary is trained to do another's work and in an emergency is able to switch to another function immediatlly. we don,t have an organization chart. A chart tends io make people think they're boxed in jobs . a r try to stay one night a week, having dinner and ristening to the patientJto find out how things are really goinf uro. rnd here. Patients and staff were served food prepared in the same kitchen, and staff members picked up iood from a cafeteria line placed in the very .. r,t. , of the kitchen. This pro'ided an opportunity for everyone to chat with he Operating Costs The 2004 budgets for the hosp ital and clinic were close to $8. 5 millions and $3. 5 million, respectively. 6 Shouldice Hospital Limited (Abridged) Sgz EXH lB lT FIoor Supenisor 2 Organization Chart Lab (4) Operating Laundry Room Housekeeping Office Accounting Medical Grounds (3) (2) Supervisor I Head Head Nurse urse (2) Record (2) Dietary (r7) I5 (2) (3) i al[eets three limes a year or as needed. bUeets as needed (usually twice a month). lnformallv reports to Executive Committee. Physical Surgeons Assistant Plant (12) Surgeons (7) Anesthetist (t) pared to an average charge of $5,240 for operations per_ ormed elsewhere. if. l. rlii. ,i. l. ,,:::. ::i:ll|::::l. ::. :::l:.. ::::|:. :|:::|::. :::::|:'. ::|::):|::::::::::: Hernia operations were among the most common per_ formed on mares. In 2000 an estimated r. ,000,000 such operations were performed in the united states alone. Round-trip fares for traver to Toronto from various major cities on the North American continent ranged from roughly $20A to $600. when our backlog of scheduled operations gets too large, we The hospitar arso provided annual checkups to alumni, free of charg.. Muny occurred at the time of the According to Dr. Shouldice: wonder patient reunion. The most recent eunion, featuring dinner and a floor show, was held at afirst-class hotel in down_ town Toronto and was attende d by 1,000 former patients, many from outside Canada. ho* many peopre decide instead to p†rfor* the operation. Every have their rocal doctor time we've expandea o11 capacity, th† backrog has declined briefly, onry to climb or,. u again. Right now at 2,400,]1 ir rarger than it has ever been and is grow_ irg by 100 every six months. The hospitar relied entirely on word-of-mouth adver_ tising, the importance of which was suggested by the results of a poil carried out by i. :i|,i. ]||,)|:i. ||. ;|,. ii:. ||:||:. |,. )||:|:||. :||,.. |:|||::::||:::'. ::::::::::::: when asked about major questions confronting the man_ agement of the hospital, Dr. s hourdice cited I aesire to seek ways of increasing the hospitals capacity while at the same time maintaining . oriror over the quatity of service delivered, the future role of government in the operations of the hospital, and the use of the shouldice name by potential competitors. As Dr. shouldice put it: Im a doctor first and an entrepreneur second. For students of Depaul lrxiriuit 3 shows a portion results). Although little systematic data about university as part of a project of these atients had been collected, Alan o'Dell remarked that ,,if we had to rery on wearthy patients onry, our practice would be much smaller. ,, Patients were attracted to the hos pitar, in part,by its reasonable rates. Charges for a typical operation were four days of hospital sta y at $? 20 p. iau anda $650 surgical fee for a prim ary inguinar (the most common example, we courd refuse permission to other doctors ah. – hospitar. The y may copy our technique and Tisappry it or misinform *,. i. pati ents about the use of it. rni, resurts in failure, and we are f, who want to visit hernia). An additional fee of $300 was assessed f generar anesthesia was required (in about 20% of cases). These charges com_ ExHlBlr Direction: you. 5. B concerned that the technique will be blamed. But Shourdice Hospitar Annuar Patient Reunion Data For each question, please place a check mark as it applies to 4 /7 22 Nationalitv Directions: please place a check mark in nation you represent and please write in your province, state or country where it applies. Canada America Europe J6 -]] province sate a†*r, ee 2 /o ua'rl ,o/ // 63% 5 /6 /960 7 5†² %dt 39. 54% 5/. /6% fl. 63% 4/. 56% 30. 23% /6. 26% occupation Ilave you been overnight in a hospital other than u*@' houldice befone your operation? !* j! _ No lZ What brought Shouidice Hospital to your attention? Friend 8†² ,1 Doctor Rerative . . , 6r. 1//o _0. %% EzW,/. rticre ,9 , Did you have a si',gle 26; or double /6 other 4 ,iiJ†#Zw hernia operation? 56,/4% fi. s6% 9. Is this your first Annual Reunion? yes No fi .10 . , If no, how many reunions have you iiM ,,a†fz',fl ^tt 10. Do you feel that Shouldice Hospital to, ,* * – per,son? â€Å"r†Ã¢â‚¬ 0 Most definitely Definitety 6 JZ Very iittle Not 66,05% /a%% 7 Z_. reaubrc _fl 42. 6J% 6-/0 ruo,rn,re – 5 z17J% !:;::::; :'r'; #, at all Shouldice Hospital Limited (Abridged) 599 EXHIBIT 3 (Continued) fhat impressed you the most about your stay at Shouldice? check one answer for each of the following. for operation and hospital P1ease s Not Somewhat 27. 9d1 Imporiant /4 Somewhat Imporbant 32. 56% // Somewhat Important 25. 5/l /5 Somewhat Important 34. 5E% Not 7 /6. 26% Important 32. 56% Not ImPortant 6 /S,6dl 3 6,96% Not 27,9/k Somewhat 5 /0 Important 25 Important n. fi% 23,2fl1 56. /5% † sbouldice Hospital hardly seemed like a hospital at all. † Somewhat Very 5 /3 Importani 25 Importani Important //. 63% 30. 23% 55. /4% gi ve the MAIN REASON why you reiurned for this annual In a few words, reunion. Very Important 2 4. 65% SomewhaiVery 39. 53% Friendships witb Patients Not Important / 2. 3? l Not Important 3 6'96% Not ImporLant we're doctors, and it is our obligation to help other Alan O'Dell added his own concerns: surgeons learn. On the other hand , it's quite clear that others arc tfying to emulate us. Look at this ad. [The advertisement is shown in Exhibit 4. ) This makes me believe that we should add to our capacity, either here or elsewhere. Here, we could go to Saturday operations and increase our caPacity by 2O%. Throughout the year, no oPerations are sched- How should we be marketing our services? Right now we don't advertise directly to patients.We're uled for Saturdays or Sundays, although patients whose operations are scheduled late in the week remain in the hospital over the weekend. Or, with an investment of perhaps $4 million in new sPace/ we even afraid to send out this new brochure we' ve pu: together, unless a potential patient specificallrrequests it, for fear it will generate too much demand. Our records show that just under 1% of our EXHIBIT 4 Advertisement by a Shouldice Competitor could expand our number of beds by 50%, and schedule the operating rooms more heavily. On the other hand, given Sovernment regulation, do we want to invest more in Toronto?Or should we establish another hospital with similar design, perhaps in the United States? There is also the possibility that we could diversify into other specialties offering similar opportunities such as eye surgerf, yancose veins, or diagnostic services (e. 9. , colonoscopies). For now we're also beginnirg the process of groomirg someone to succeed Dr. Degani when he retires. He's in his early 60s, but at some point we'll have to address this issue. And for good reason, he's resisted changing certain successful procedures that I think we could improve on. We had quite a time changing the schedule for the admi nistration ofDemerol to patients to increase their comfort level during the operation. Dr. Degani has oPPosed a Satutday operating program on the premise that he won'tbe here and won't be able to maintain proper control. 500 Shouldice Hospital Limited (Abridged) Canadian Hernra Ctinic Hernias (Ruptures) Required Under local anesthesia as by Canadian method. No Overnight Hospital Stay, Co nsult atio n s Witho ut Char ge 23061St. Rd. 7 BOCA R{ION, FLA. 33433 482-7755 patients are medical doctors, a significantly high percentage. How should we capttahze on that? I'm also concerned about this talk of Saturday operations.We are already getting good utrltzation of this facility. And if we expand further, it will be very difficult to maintain the same kind of working relationships and attitudes. Already there are rumors floatirg around among the staff about it. And the staff is not pleased. The matter of Saturday operations had been a topic of conversation among the doctors as well. Four o f the older doctors were opposed to it. While most of the younger doctors were indifferent or supportive , at least two who had been at the hospital for some time were particularly concerned about the possibility that the issue would drive wedge between the two groups. As one put it, â€Å"I'd hate to see the practice split over the issue. † EruDNOTES Most hernias, knows as external abdominal hernias, are protrusions of some part of the abdominal contents through a hole or slit in the muscular layers of the abdominal wall which is supposed to contain them. Well over 90% of these hernias occur in the groin area. Of thes e,by far the most common are inguinal hernias, many of which are caused by u slight weakness in the muscle layers brought about by the passage of the testicles in male babies through the groin area shortly before birth.Aging also contributes to the development of inguinal hernias. Because of the cause of the affliction, 85oh of all hernias occur in males. 2. Ba sed on tracking of patients over more than 30 years, the gross recurrence rate for all operations performed at Shouldice was 0. 8%. Recurrence rates reported in 1†³. the literature f or these types of hernia varied greatly. However, one text stated, â€Å"In the United States the gross rate of recurrence for groin hernias approaches 70†³/†. † monet ary references in the case are to Canadian dollars. $1 US equaled $1. 33 Canadian on February 23, 3. A11 2004. n Exhibit 2 was prepared by the casewriter, based on conversations with hospital personnel. 4. The chart 5. This figure included a provincially mandated return 6. on investment. The latter figure included the bonus pool for doctors. SIUDY OuEsrtoNs L. What is the market for this seraice? Hout successful is 2. Shouldice Hospital? Define the seraice model for Shouldice. How does each of its elements contribute to the hospital's success? 3. As Dr. Shouldice, what actions, if any, would you take to expand the h ospital's capacity and how utould you implement such changes? Shouldice Hospital Limited (Abridged) 601

The image of the ideal wife in early modern Venice in art and text

1. The image of the ideal wife in early modern Venice in art and text. The Republic of Venice otherwise known as La Serenissima had a reputation for its security and political unity. It had a reputation for its ‘unsullied liberty, unwavering religiousity, social harmony and unfailingly peaceful intentions. ‘1 Art was used throughout the city to show and teach social and political virtues and expectations, according to Muir ‘artistic patronage became an arm of government. In consideration of this it was also a way of social propaganda, as high ranking members of the scuolas including the Dukes and Doges could depict them selves performing virtuous acts, thus promoting their reputation in the eyes of the republic. Venetian art depicting women at home gave a portrayal of what was expected from women in a domestic environment, and by their husbands. There was a strong family ethic within Venice promoting civic unity and strength, which was paramount in the running of the state. The images were all made how society expected the wife to be and what stereotypes were imposed upon women. All images of women were depicted through the eyes of men, and how they wished for others to perceive their household. Women were expected to provide their husbands with an heir to the household, their only other material contribution being a dowry which would add to the prestige and worth of the family name. Virtues such as faith, chastity and fecundity were required of a woman to contribute to the success of a household. A good wife would add to the familial reputation and allow for a higher social status for the man. If one originated from a good household he was a more stable member of the Venetian community which prided itself on unity and regulation. As the women were an essential component to the running of the household and domesticity there were often confined to running of a successful household. Wider more worldly concerns of the running of the republic were left to the patriarchal ruling of the state, as the women had absolutely no political power. Within the household women were separated from the men within the living space. Venetian writers advised that the mistress of the household should have their room separate from their husbands, but linked, and placed furthest away from the entrance of the household. 2 The domestic spaces of women and men were extremely separate. ‘The male servants never go into the women's apartments when they do not know for certain if there are daughters or marriageable damsels in the house, and likewise the young female servants do not appear, or do so rarely, in the apartments of their masters but they serve in the apartments of their mistresses†¦ and they go there through very secret staircases. Two ladies on a Terrace by Vittore Carpaccio (ca. 1500) is a demonstration of the literal differences in the spaces between men and women. The painting is divided into two halves, both gendered by traditional symbology. It is an allegorical representation of women and virtue as they are surrounded by symbols that support that. Two dogs represent fidelity; a peacock wanders through the painting showing the virtues of redemption, vanity and purity. The women represented are of a high social status as they are shown in the fashions of the time of women of a high social ranking. A Venetian bride is identifiable by her pearl necklace, and could possible be seen as the mother of the young boy in the picture. The allegorical symbols that surround her show what would be expected of her in marriage. The metaphorical representation of the separation of the two highly gendered worlds of the men and women lies in the inclusion of the balcony in the scene. Various symbols are placed on this division connecting the two worlds. Two turtle doves perched on the balcony show how the relationships between the men and women are linked by love and a union of two halves. The vases containing lilies and myrtle also act as symbols of purity and marriage. A little boy climbing between the gaps in the balcony shows a transition and connection between the two halves of the painting. Children up to a certain age were placed in the care of their mothers and the female servants, as the woman were expected to fulfil the role of nurturing the child. However, the little boy is growing up and obviously on the path to adulthood as he moves across to the world of men. In contrast to the domestic scene of the two women on the balcony, the men are out doors, in the background hunting a juxtaposition of the two worlds. This supports what Scamozzi was saying about the expectation of the women to stay in doors within the domestic space maintaining the household, and being in charge of the upbringing of the children. Piero della Francesca painted portraits of his patron Federigo da Montefeltro Duke of Urbino and his wife Battista Sforza (c. 1470). The subjects of the paintings are placed in such a way that they are facing each other, showing their faces in profile allowing us to see their costume. The couple are in traditional Venetian dress, showing their prestige and social status. His wife is shown in the fashion with her string of pearls and elaborate headdress, and he in the expensive clothes of a duke. The portrait of Sfora Battista demonstrates how a wife who had fulfilled her duties, with all of the virtues of ‘Two Ladies on a Terrace,' is honoured. Sfora Battista was married to the Duke of Urbino in 1460 at the young age of thirteen. After bearing him six daughters she died shortly after the birth of their first son and heir in 1472 at the age of 25. The portrait is therefore a posthumous portrait, allegedly based on her death masks or perhaps a previous portrait. 4 She was a good wife and fulfilled all of her duties sometimes acting as regent when the Duke was away. She was a pious woman and the portrait was painted in her honour. There are various aspects of the works that support this. She is placed on the dexter side5, however there is a claim that Federigo de Montefeltro had a facial deformity on the right hand side of his face, and was therefore always painted showing his best side. Apart from this, there are other aspects of the portrait that are Sfora Battista's favour. According to what was considered fashionable at the time her skin was very pale with hardly any shadowing. The pale sky is tonally very similar and brings out the pale colouring of her skin, emphasising its purity and clarity. In contrast to smooth texture of her skin the folds of the white cloth at the back of her head and the pearls hanging from her neck and the rest of her accessories are very detailed. The fact that our attention is drawn to her jewellery and clothing make us focus on her high ranking and social status. The two paintings come as a pair, however are linked and made whole by the contiguous background, and the matching triumphs painted on the other side. The backgrounds are subtly gendered in their content. Behind the woman there are small images of households. Behind her husband images of boats, similar to the background of Carpaccio's painting, showing more male activities. The honouring of his wife continues on into the thematic content of the Trionfi, which was painted in order to celebrate the virtues of a couple. Allegorical representations show Sfora Battista as a chaste woman, as her chariot is pulled by unicorns,6 and she is accompanied by the virtuous figures of Charity, Hope and Faith, who sit at the front of the carriage. Chastity and modesty stand behind Sfora at the back. She is surrounded by all of the virtues required in a perfect wife. Federigo is also shown wearing armour, surrounded by virtues that would show his status as a great ruler. However, as much as he is shown as a great ruler it is obviously the importance of his wife that adds to his success, as the two portraits are equal in content and importance of the subjects. Veronese's depiction of the mistress Guistinia Guistiniani Lady of the Barbaro Villa is a further celebration of a good Venetian wife. With a dowry of ten thousand duckets she brought fortune and a good name, and bore her husband four sons. Marcantonio Barbaro worked in conjunction with the architect Palladio, and the artist Veronese in creating the villa in Maser, with an ‘interdependance of themes that refer metaphorically to family, State and Church. These themes were mainly expressed through the artistry of Veronese's frescoes that are featured through out the villa. Symbols of eternity and the elements which are featured in other frescoes of the household contribute to an allegory of Love throughout the household. A collegue of Marcantonio Barbaro, Bendetto Varchi, speaks of the importance of love in a household: ‘Love still binds with firm friendships the villas and cities; it governs the marital knot and deticates its laws to faithful friends where all good resides. ‘ The goddess of Love herself surrounded by the other Olympian gods looks down on the mistress of the household Guistiniana and her son, who looks out to greet visitors into the house, reiterating her power in the household. An allegorical symbol of fecundity is above her reminding us of her fulfilled duty as a wife by providing a son and heir to her husband. Her status as a mother as well as mistress of the household is repeated and emphasised by the fact that one of her children is standing on one side of her and one of her servants on the other. An empty space in the group suggests the absence of Marcantonio Barbaro as the master of the household. The boy is separated from the two women in the image indicating a social gender difference, similar to that of Carpaccio's ‘Two Ladies on a Balcony'. Although he is tied to his mother at the moment in time, due to his young age, in time he will have to separate and become an absent influence, moving from the domestic world of his mother in the villa, to the outside world of men. In the interior world of the Villa Barbaro Guistiniana is clearly in control as she is placed high, like the gods depicted in the fresco, giving her a divine authority over the household, and the realm of her visitors below her. The iconography that surrounds the mistress of the household from her divine positioning ‘alludes†¦ to terrestrial love and concord, expressed in the nuptial rites of men and more particularly in Marcantonio's marriage to Giustiniana. ‘9 According to Reist a depiction of Juno, Hymenaeus, and Venus could be seen as a representation of a matrimonial scene along with the father of the bride. Other scenes also refer to the success of the household, with allegorical representations referring to the Villas wine production. The symbolism all refers to the gods and cosmos placing their blessings upon the villa Barbaro its wealth, and the fruitful union of Guistiniana and Marcantonio. The Miracle of the Speaking Infant by Titian shows a wife depicted in a negative attitude. The image depicts a Venetian noble woman unfairly accused by her husband of adultery – a unforgivable sin to be committed by a woman, as they were expected to be pious and loyal. During the time women who committed adultery could be deprived of their dowries,10 and the disapproval of her community, thus depriving her of her means to survive socially and financially. According to Venetian law the offence could be punishable by death, the woman's honour only being salvageable by her family, or kin, as it was their reputation that was effectively being tarnished by their association with the woman. Finally the child born of this situation was considered the lowest of all society, a mere bastard ‘contaminating the lineage. ‘ According to the myth, St Anthony asks the child who his father is. By a miracle the child responds by pointingg out his father in the crowd thus saving his mother from a terrible fate. The scene could be seen as an attempt to put women in a better light, as she has been wrongly accused, supported by no one apart from her child. In reality she is a good and faithful wife, and should be loved and honoured by her husband accordingly. Visually we are made to sympathise with the woman, as her side of the story as a victim is portrayed to us first, as the painting is read from right to left. The woman is depicted with two other women, one holding her own child so that she can directly be compared to the woman who is having her child taken away from her, making us more sympathetic to her case. Titian is effectively campaigning for the necessity of the mother in the family life, as the painting is ultimately in support of the accused wife. Women in Venice were an essential part in the running of the household and family life. Good wives were celebrated for their virtues, which were specifically expressed in portraits and representations of domestic scenes. Veronese shows a wife being honoured for her contribution to the family name, whereas Titian shows a wife disgraced for not performing her familial duties. However in both cases the importance of the women in the nurture and domestic environment is demonstrated in both images. Masters of the household who had wives that would effectively add to the prestige of their family ranking and lineage honoured their wives through their portraiture, thus making eternal the contribution and importance they had to the family.

PMS Financial Plan Essay Example | Topics and Well Written Essays - 1000 words

PMS Financial Plan - Essay Example The most important factor in our case is the continuous occupancy of the properties. Therefore, there is a need to develop an effective strategy to deliver the services such as repairs and maintenance.The following table details the assumptions that are made .These figures are annual and monthly assumptions that show the consistent growth of the company.Since the operation is on a monthly collection basis, it is assumed that the majority of the collections will be timely and in full.The following chart indicates our financial indicators for the first two years of operation. PMS foresees growth in both in customers who want their property to be managed as well as increase in the growth margin percentage.PMS cash flow depends on the monthly collection from property owners. A 25-day grace period is provided after which unpaid accounts will inhibit our cash flow. However, the monthly basis of cash flow should maintain the steady level of cash flow.The following table and the accompanying chart details the break-even analysis for this project. The projected fixed costs will be $6,000 per month with a variable per-unit cost of $200 which shall be ideally accounted for by 28 properties that is rented at $3,000 per month. The payment scheme of PMS using this rent figure will then be $1500 for the 1st month that the unit is occupied by a tenant or 50% of the rent. A 10% rent management commission or $300 fee starting from the first month until the tenant occupies the unit shall also be collected. To account for the fact that the $1500 will only be paid on the first month and that the break-even analysis is on a per month basis, the total fee collected by the PMS for each month would be $300 plus $ 125 ( $1500 / 12 months). Thus the total fee is $425 per month. The break-even assumes that all rent shall be paid in a timely manner such that the owner of the property can pay PMS also on time. This situation is ideal and as such, it is expected that the initial break-even per unit will likely be higher. Break-even Analysis: Monthly Units Break-even 10 Monthly Revenue Break-even $16,380 Assumptions: Average Per-Unit Revenue $200.00 Average Per-Unit Variable Cost $425.00 Estimated Monthly Fixed Cost $6,000 The projected profit and loss for PMS is shown on the following table. Management fees are increasing from about $624,000 in 2006 to above $701,000 after the second year. The net profit for the first year alone amounts to $160,000. The projected gross margin will be about 69% for the first year. The net profit for the second year is seen to be above 20% The planned projections are included in the attached Profit and Loss Table. Pro Forma Profit and Loss 2006 2007 Professional Fees $624,000 $701,000 Direct Cost of Fees $192,000 $205,000 Other $0 $0 ------------ ------------ Total Cost of Property Managing $192,000 $205,000 Gross Margin $432,000 $496,800 Gross Margin % 69.23% 70.87% Expenses: Payroll $120,000 $135,000 Sales and Marketing and Other Expenses $15,600 $16,000 Depreciation $3,815 $6,500 Leased Equipment $15,000 $15,000 Utilities $8,000 $9,000 Insurance $9,000 $10,500 Maintenance $8,500 $9775 Rent $3,000 $4,000 Payroll Taxes $18,000 $19,700 Other $0 $0 --

Property law Case Study Example | Topics and Well Written Essays - 750 words - 4

Property law - Case Study Example The general legitimacy of franchising allows the franchisee to organize the business in any of the appropriate options; a sole proprietor, corporation or a partnership. This is not a good option however, because the franchisor dictates the business model to the franchisee. This means, that the business that Betty wants may not give the impression of a Christian coffee house at the end. Again, Betty will have to pay loyally fees, an idea that is not good for a business of her kind. Franchising is therefore not an option both in legal basis and Christian basis as there will be many foreign dictatorial powers. On the other hand, this discussion agrees that Betty will gain the operational expertise should she opt to use this option. This is because franchising will attract a host of qualified investors to her limited liabilities, but will many foreign non-Christian behaviors and ideologies (Ibrahim and Angelidis, 2005). Secondly, concerning the option of sole proprietorship, it is import ant to note that this is the easiest option for Betty to start a coffee house. It is true that this option requires very little legal issues to look at. Betty will have the full control over her business idea. In business terms, this option has high risks associated with it. On the contrary, this discussion does not agree that welcoming many customers brings risk, but rather these customers are the source of income e and advertisement at the same time; it will be an opportunity to instill Christian values in the customers. However, it agreed that this option limits Betty`s abilities to expand the business through increase of capital. Thus, it is recommended that this is not a good option to consider for starting a coffee house. Thirdly, the best choice is that of a corporation; this allows investors as well as partners to take part in the business. Studies have shown that, legally, a corporation is a legitimate entity that allows a group of people to exist and act as a single legal person. This allows them to raise funds through shares. This discussion agrees that, a limited liability corporation suits the business idea for Betty (Ibrahim and Angelidis, 2005). This is because it gives owners corporate protection. This option will allow the Betty and her partners to come up with the details of management and operating agreements, legal application for the approval of the corporate name, and the creation of then article of incorporation. This serves the purpose as an option for Betty to take because it ha many advantages and it limit risks as they are shared among partners and investors. Other partners and investors To start with, Betty`s husband, John is a good partner as he offers the right financial support. The discussion agrees that Betty and John do not need to handle separate roles in the business or one should not be dormant because as man wife they are one and this is a family investment. Thus, Betty and john can seek for shares in the limited liability corporation and provide services in the end as an exchange for the shares. It is therefore recommended that they should work together to achieve and realize the goals of the business; they can be guarantors for a loan to their corporation. In addition, because this is a Christian coffee house, it entails to sustain the Christian values, thus the discussion agrees that Betty and her sister, Alice should be careful not to do things

Management Essay Example | Topics and Well Written Essays - 1250 words - 1

Management - Essay Example On the other hand oral communication takes place most commonly and informally all around organizations. This form is also time consuming and difficult to document but is more personal and gives immediate feedback. Non-Verbal communication is another important form of message conveyance by means of using elements and behavior that are not coded into words. It involves body movements and gestures (kinesics behavior), influence of proximity and space on communication (proxemics), tone & quality of voice (paralanguage) and object language that is using clothes, perfumes and furniture to communicate. Communication systems provide formal and informal methods for moving information through an organization so that appropriate decisions can be made (Werther & Davis, 2000). Downward communication system is information that begins at some point in the organization and cascades down the hierarchy to inform and influence, for example, announcements through employee bulletin boards & company newsl etters informing the employee of the latest development and direction in which the organization is moving or any new policy being introduced. An upward communication system involves getting information from the employees for example their feedback, suggestion or complaints. Grapevine communication also takes place which at times proves to be quite influential, it arises from social interaction between employees in the organization and is also used as tool to obtain off-the-record feedback from employees. Effective communication has increased importance nowadays as it motivates employees and improves relations with suppliers, helps take accurate and complete decision making, helps control and coordinates business activities. The primary functions of organizational communication is compliance-gaining, leading, motivating, influencing, problem-solving, decision-making, conflict management, negotiating & bargaining. Using effective communication as a tool to boost motivation ensures uni ty in working towards similar goals, gives employees the ownership of the goals, by asking for their feedback and suggestion they are involved in the decision making, hence putting into effect Hawthorne Theory into effect and increasing productivity. External communication with stakeholders and customers is also extremely important; it is done through meetings with stakeholders such as investors, business alliances, suppliers & dealers and customers, through written letters or through emails. Annual Report is a very effective tool distributed each year to give assessment of the company to its stakeholders. Further Websites are also an effective means of external communication these days. Annual General Meetings are also conducted to communicate company performance and key issues faced as well as future direction is discussed. Numerous theories are related to effective communication and impacts communication in an organization. Leon Festinger (1957) in his theory of cognitive dissona nce explains that people get an uncomfortable feeling, a psychological conflict from holding two or more incompatible beliefs simultaneously. Cognitive dissonance is a relatively straightforward social psychology theory that has enjoyed wide acceptance in a variety of disciplines including communication. There is a profound reluctance in corporate environments to acknowledge any kind of

Explain three (3) world arguments for birth control and two (2) world Essay - 2

Explain three (3) world arguments for birth control and two (2) world arguments against birth control - Essay Example The pills further prevent ectopic pregnancies due to the fact that they are able to suppress ovulation which makes them the most preferred contraceptive alternative for women especially those who are at the risk of having ectopic pregnancies which is a great threat to life (Sanger, 2013). The birth control methods reduces the risk of contracting ovarian cysts which is a fluid-filled growth developing in the ovary. This is possible because the pills prevent ovulation. The methods further prevent pelvic inflammation diseases which are caused by bacteria that infect the fallopian tubes as well as the uterus and can cause infertility under extreme conditions. They also reduce the spread of acne which cannot be cured by other forms of medications. Birth control methods such as the use of pills lead to blood clots or venous thromboembolism especially in the legs and lungs. Recent studies have indicated that the chances of blood clot are six times high in women who use oral contraceptives in comparison to nonusers. The use of pills may not require the use of other drugs such as antibiotics, anticonvulsants, antifungals as well as herbal medicines which can affect the amount of contraceptive hormones that the can be absorbed by the stomach and other metabolic processes. It has been established that women who use birth control pills have increased systolic as well as diastolic blood pressure hence they need to keenly monitor their blood pressure so that they do not exceed the expected limit. Closely linked to blood pressure problems is heart attack condition which arises due to birth control pills and is more prevalent among those women who smoke cigarettes. This is highly witnessed among women who are 35 years and above hence those who use birth control pills at this age bracket should not smoke as that will increase chances of developing

Attitude Towards Different Age Groups Essay Example | Topics and Well Written Essays - 1750 words

Attitude Towards Different Age Groups - Essay Example This essay will discuss peoples attitudes when treating those in different ages in different cultures (Baumeister et al 33). In most European Countries, most young people treat the old harshly. Young people assume that older people are more prone to accidents, slow learners, slow thinkers, and have a rapid physical deterioration. This is an unfair assumption since statistics from the world health organization, show that road traffic deaths involving young people under the age of 25 years are more compared to those involving the older people. In fact, one out of three road accidents involve the younger people. It is unfair for the younger people to assume that the older are slow learners and slow thinkers since there is no evidence to show that a person’s intellect decreases, as one grows older. There is also an assumption among the young people in Europe that older people are always sick. They believe the common myth that diseases are synonymous with aging, which is false sinc e there are many older people who have perfect health and do not look frail or old (Diller 47). Outright prejudice and discrimination towards the old are not only in Europe. In many developed Western countries, the majority treats the youth as the backbone of the future. This has created the image that the old no longer hold their place in society. There is brainwashing of the media, to view the old as people who should not serve anymore. This has, in turn, instilled a negative public image towards the old. Most professions exclude the old and leave them out in essential programs that could benefit them. It is a general view among most doctors that older people are too late for preventive care. This has led to late response to medical conditions in older people. Most receive inferior medical care, particularly when facing minor medical problems such as loss of teeth; hearing loss, loss of vision among others.

Theories of Management Essay Example | Topics and Well Written Essays - 500 words

Theories of Management - Essay Example Informal networks tend to be personal, voluntary, and have fluid boundaries. Participation in informal networks is not formally governed or officially recognized. Informal personal and social network activities are with organizational members who share, for instance, common social interests and are often used as a means to socialize among colleagues and to participate in activities they enjoy. Organizational issues are often discussed unofficially. (Ibarra, 2003, 58) Both engagement in formal and informal networking activities and career satisfaction can be expected to be dependent on the availability of time. Being scarce of time may diminish the amount of time that employees interact with their coworkers and this can be reflected in their network characteristics. Individually, a network whether it is an acquaintance, business partnerships and the likes is an advantage on the person who has it against a person who has no network at all. A certain network could be utilized for advancement of an individual in dealing instances such as selling of goods, interaction with others and promoting one's self. Knowing these premises, it is very important to build networks.

Identify the main sources of foreign currency risk confronting an Essay

Identify the main sources of foreign currency risk confronting an international firm and evaluate different techniques that you think may be most appropriate i - Essay Example It can be seen that due to the volatile and unpredictable nature of the forex markets during times of political or economic crisis both these markets carry a considerable risk for the multinational firms. The preceding discussion will assess the types of strategies which can be used to avoid these risks and their feasibility in the short and long term. This involves the transfer of the transaction exposure to another company through the technique asking them to pay for a product in your currency so that they have to bear the transaction exposure resulting from forex uncertainty on their own. Another technique would be to price the export in the local currency of the other firm and demand payment immediately in which case the current spot rate will determine the value in your own currency of the export.4 A second way of minimising transaction risk is "netting out", and this technique is very helpful for foreign multinationals with large business concerns who do frequent and sizeable amounts of foreign currency transactions. In this way unexpected exchange rate charges will essentially "net out" over many different transactions. This is mainly because when payments and receipts are in many different currencies as this will spread the risks and there might even be a chance of profit.. Although transaction exposure cannot be completely netted away ,the company is better off making a small in one area of trade that a large loss overall if it literally "puts all its eggs in one basket". Compared to hedging this may even be a safer way of avoiding forex risks. Hedging strategies (aimed at reducing short-term transaction exposures of roughly less than a year.5) Forward Contracts This is probably one of the most direct methods of handling hedging risks. The obvious advantage of this is to prevent the company from suffering any loss through a depreciating or appreciating currency because the payment has already been made to a bank. The problem however is that small businesses are often discouraged by banks in this option because of the increased risk that the banks in collecting back the money Futures contracts Another option of hedging transaction exposure is with futures market hedge which is a lot similar to the above method .The difference begins when a short sale of a future contract puts the business in a position opposed to that of a business owning the futures contract. This happens because an increase in the value of the contract causes a loss to the company. 6When the futures contract decreases in value, it gains that amount. Another problem is that any losses in

Bible Studies Essay Example | Topics and Well Written Essays - 2500 words

Bible Studies - Essay Example a historical one or a literal one, it is clear that many of the themes of the individual stories are themes or problems that communities still deal with today. The Old Testament story of Ruth is one such Bible story that relates a serious community problem that is prevalent today, and a story that has several important themes that serve as the lesson learned for the community. It serves some purpose here to discuss interpretation. The Bible is replete with metaphors which serve to enlarge the stories and intrigue the reader and to demonstrate the pros and cons of faith, the moral of the story, and the â€Å"I told you so† concepts. â€Å"For example, when the Bible speaks of the arm of God, it is not suggesting that God has limbs in the sense that you or I have them.1 It is, rather, suggesting rather the arms of God are conceptually large, that they can extend from the heights of heaven and, metaphorically, embrace or release a person of faith, or of little faith respectively. The interpretation of the Bible has been debated since the time of the Bible. â€Å"The highly subjective school of Alexandria insisted that the Biblical writers were literalists; the more objective school of Antioch held, and showed, that these expressions are figures of speech.†2 For example, many of the individual Bible stories reflect on Jesus feeding the multitudes with a loaf of bread and a single fish. What this might suggest, from the perspective of the school of Antioch, is that Jesus satisfied the hunger of the multitudes, which were spiritually starved. That he did so with a single loaf of bread and a single fish, is metaphorically referring to the sustenance of faith. The school of Alexandria, however, would have us believe that Jesus indeed served the multitudes with but a loaf of bread and a single fish, and sustained their physical hunger. This serves the notion of the miraculous abilities of Jesus, who was the embodiment of God among mankind. Modern scholars and

We Should End War in Middle East Essay Example for Free

We Should End War in Middle East Essay â€Å"American soldiers killed in attack. † This is the latest headline out of Iraq, yet stories like these are all too common, even while the armed forces do their best to censor the reality of the war from reaching the home front. The brutal realities of the war in Iraq cannot be sufficiently censored to prevent Americans from finding out the horrible toll our soldiers pay each day, losing their humanity by killing and losing their minds by having to see their friends’ arms or legs blown off. The American public has finally started to voice its opposition to the protracted war in Iraq, as recent polls and presidential approval ratings show that the public is increasingly upset with the direction the war has taken, even though support for the troops continues to remain high. As it stands, opposition to the war also continues to grow and the polarization that marked the early days of the war is diminishing, as citizens, politicians, members of the armed forces, and even those in the Bush administration are realizing the errant decisions that led to and sustained the war have cost far too muchin billions of taxpayers’ dollars, international economic and political status, and most importantly the lives of tens thousands of Americans and many more Iraqis. Few issues have polarized the political community and general population in the United States as the sustained war in Iraq. While most of the country agreed that invading Afghanistan was necessary to combat terrorism, the decision to invade Iraq was met with mixed feelings at best. At the time, the Bush administration used everything in its power to convince the American public and the world of the righteousness in attacking Iraq. The many reasons, with varying degrees of honesty and accuracy, ranged from the threat of weapons of mass destruction to Iraq’s participation in terrorism to the plain fact that Saddam Hussein was a bad man. Unfortunately, many Americans who would normally be in the middle of the road on such issues were blinded by the administration’s continued propaganda about having to support a president during wartime, regardless of the terrible decisions or unexplained actions he takes, and many also believed that Iraq was involved in the terrorist attacks of September 11, 2001. A Washington Post poll of 1,003 adults taken in August of 2003 found that nearly 70% of Americans polled believed that Saddam Hussein was personally involved in Al Qeada’s attacks on the United States; a Time/CNN poll conducted around the same time found Americans more closely split on whether the military action in Iraq was worth the price in America lives, taxpayer dollars and other costs — 49% said yes, 43% no and 8% were unsure (â€Å"Poll: 70% Believe Saddam, 9-11 Link†). With its aims justified in the eyes of the misinformed American public, in March of 2003 the Bush administration got its wish to expand the war in the Middle East to include Iraq. This initial invasion was a showcase for the massive military industrial complex that provided scores of new technological advances in recent years designed to maximize death. Memorable images from the invasion include the â€Å"shock and awe† campaign of large bombs and missiles tearing up Baghdad, the famous toppling of the Saddam Hussein statue by Iraqi civilians, and President George Bush landing in a fighter jet upon an aircraft carrier, only to give a speech in front of a large banner that read â€Å"Mission Accomplished! † The tragically comedic irony of that banner can only be understood in hindsight, and only by those fortunate enough not to have been in Iraq. Over four years later, the mission has not been accomplished, unless the mission was to create the highest possible revenues for international oil companies at the expense of young American lives. Additionally, the Bush administration’s decision to invade Iraq eroded much of the international good will created by the September 11 attacks. Many countries that supported the U. S. invasion of Afghanistan see the invasion of Iraq as unnecessary and nothing more than the act of a bully, the world’s lone superpower. However, most Americans chose to dismiss the loud opinions of the international community as being shortsighted and not relatable. The economic impact of the war in Iraq is felt by all Americans each time they pump gas. In the four years since the U. S. invaded Iraq, Iraqi oilfields and associated infrastructure have sustained 400 attacks, and oil production in the country has fallen from 1. 95 barrels per day during the first quarter of 2007, short of the U. S. goal of 2. 5 million barrels per day and the previous mark of 3. 7 million under Saddam Hussein (Miller). It is also highly reported in the media and amongst citizens that companies like Haliburton, associated with Vice President Dick Cheney, have benefited immensely from the reconstruction contracts in Iraq, leading many to believe that the war is solely for oil. The fact that oil companies are now making record profits seem to reinforce these ideas. But, another consequence of U. S. action in Iraq is that the dollar is losing its international value. The dollar has weakened against the euro, gold, copper, and other assets, and when Bush came in to office, a dollar equated to . 987 euros while now it is at . 5 (Miller). While oil gets more expensive, the dollar weakens, in large part due America’s overwhelming dependence on it and the massive expenditures of oil, resources, and money on the war in Iraq. The business side of the war in Iraq seems to have little benefit for common Americans, who are really the ones paying the most for it in terms of dollars. Top economists estimate that the total costs for the war will exceed $2 trillion. The Bush administration predicted in 2002 that the war would cost between $100 billion and $200 billion, but according to a 2006 study by Nobel Prize winning economist Joseph E.  Stiglitz and Harvard lecturer Linda Bilmes, after factoring in long-term healthcare for wounded US veterans, rebuilding a worn-down military, and accounting for other unforeseen bills and economic losses, the total could reach far above the $700 million it has so far cost for the war effort alone (Bender). With so many domestic issues requiring effort and money to rectify, this extended war does little to provide health care for the millions of Americans without it, or maintain the country’s infrastructure. A former economic advisor to President Bill Clinton, Stiglitz based the study on past conflicts, the current war’s impact on the ballooning federal deficit, its ripple effects on overall economic growth and investment, and losses in productivity (Bender). The increasing economic costs, combined with the economic downturn experienced during Bush’s time in office is borderline catastrophic, but actually compares little to the greatest cost of the war, which is the cost of human lives. As this speech is being written, the war has cost a total of 4,000 U. S. oldiers’ lives according to the latest body counts, and the violence continues to not on maintain its horrible pace, but even shows signs of increasing, as daily reports of not only American casualties but Iraqi civilian casualties roll in. In the same report the daily violence against civilians included a suicide truck bomber in the Sulaiman Bek city hall, a predominantly Sunni area of northern Iraq, which killed at least 16 people and wounded 67; add to this at least 21 other Iraqis that were killed or found dead in attacks nationwide and life in the U. S. -occupied country becomes more apparent (Gamel). While it is impossible to say that Iraq was a peaceful country under the regime of Saddam Hussein, it is easy to say that it is not at all peaceful under the regime of George W. Bush. This has led to a negative view of the United States by many of the Iraqi that are supposed to be helped. According to Iraqi author, Abdul Hadi al-Khalili, who was kidnapped in broad daylight by gunmen and forced to pay $30,000 to be released, this is a product of American occupation: â€Å"Crimes like carjacking, murder, and kidnapping were nearly unheard of during the years of Saddam’s repressive police state. The United States successfully dismantled Saddam’s government but completely failed to bring a sense of law and order to the nation of Iraq† (Al-Marashi and Hadi al-Khalili). It is apparent that the war in Iraq is bad for Americans, Iraqis, and creates a world in which countries are afraid of what the next unilateral action of the U. S. will be. An invasion of Iran, perhaps? There has been discussion along these lines, but one can only hope common sense prevails over fantastical dreams of hawks in the government. One of the quietest statistics from the war is the number of servicemen and women wounded in action. Because the armed forces keep such firm control on media and personal reports by the soldiers, the American public is largely unaware of the sheer numbers of soldiers that come back from Iraq gravely wounded. According to the latest reports by the Department of Defense, the total U. S.  Iraq War casualties stand at over 56,000; this figure includes the nearly 28,000 wounded by hostile action and almost double that amount for soldiers who were evacuated for illness and non-hostile action, a blanket description that also includes soldiers who commit suicide (White). The thing that differentiates the war in Iraq from previous wars is that the fatality rate is misleading and the casualty rate is significantly higher than Vietnam and Korea, which experienced fewer than three people wounded for every death, and the World Wars, in which there were less than two (Bilmes). Some of this can be attributed to better medical technology and the use of body armor, but the overall theme is that there are and will continue to be a large amount of wounded veterans, both physically and psychologically, coming back to the United States needing treatment on an already grossly understaffed and under-funded Veteran Affairs administration. So far, more than 200,000 veterans from Iraq and Afghanistan have been treated at VA medical facilities — three times what the VA projected, according to a Government Accountability Office analysis; of these veterans, more than a third have been diagnosed with mental health conditions, and thousands more have crippling disabilities such as brain and spinal injuries (Bilmes). The Veterans Benefits Administration has 400,000 pending claims, some which will never be honored, and of the 1. million service members involved in the war from the beginning, 900,000 are still on active duty, which will only lead to greater problems when their time is up (Bilmes). The conservative estimate of the price wounded veterans will cost the U. S. taxpayers in between $300 billion and $600 billion, not to mention the price the veterans themselves have already paid. No matter what the reasons for fighting the war in Iraq may be it is apparent that those who fought it and those who paid for it will continue to pay for years to come. There is little to suggest that the war in Iraq is justifiable or will have a positive outcome. It has created ill-will towards America from the rest of the world that may last for generations; it has killed possibly hundreds of thousands of humans, and maimed many more; it has left a country in complete shambles with little hope to pull out of it anytime soon; and, it will end up costing far more than it is worth in time, money, and lives. As Americans continue to learn the truths about Iraq and the administration that led us there, it will continue to oppose the poor decisions. As the elections of 2006 showed, Americans are ready for a change. The only thing that remains to be seen is if the American public is ready to initiate that change or blindly maintain the status quo. Their decision is more important than they could ever realize.

How hrm contributes to the achievement

How hrm contributes to the achievement 1. Investigate how HRM contributes to the achievement of organizational objectives? A. Running a business of any size is the most challenging aspect to identify the best strategy for the organization to achieve the desired objectives. We usually prefer objectives such as increase in sales make money, start up with offers. All these need clarity in organizations intensions. The success of organization depends on clarity of vision, measurable targets, specificity, achievable, and challenging, executable, growth oriented and consistency. Human Resource Management plays a major role in the organization to perform maximum capability in a highly fulfilling manner. Human Resource Management is the main approach for the organizations. The people working individually and collectively together contribute for the achievement of the objectives in the business. It is also termed as personnel management as the process is involved in managing people. Human Resource Management employees people, develop their resources, utilize, maintain, and compensate their services in relation to the organizational requirements. Organizational objectives are typical and require multiple years not less than 3-5 years to achieve the outcome based on annual operations that coincide similarly with a calendar year and organizations operating cycle. Operations objective run under business units, departments, functional areas, teams and individuals etc. Often a combination of financial and non–financial measures. When the objectives define goa ls and sub – goals, targets will be the larger objectives. Before an organization is setup it needs to examine all the aspects of business equation to reach organizational objectives. The link between organization system and structure is necessary to understand the impacts, effectiveness and efficiency. By setting al the objectives to all the levels of the organization it is possible to get maximum returns on resources and operations. The opportunities presented must be clear, measurable, specific and consistent. The features of Human Resource Management include: 1. Organizational management 2. Personal administration 3. Manpower management 4. Industrial management / Employee Relations. The positive view of the employees virtually contributes to the enterprise productively for the achievement of organizational goals. Human Resource Management is more innovative at work place than the traditional approach. Its unique to express the goals with specificity and provide the resources needed to accomplish the task. Activities take priority in setting the communication of objectives and targets wherein the guidelines and boundaries play a important role. The constraint of an organization requires tradeoffs and evaluation options to determine the capabilities to achieve the specified outcomes. Objectives of an organization depend on core competencies and competitive advantages, current and projected influence on the industry in different environments, Current and future constraints on resource and operations, possibilities, capabilities, probabilities, negativity in opportunities, opportunities that work, needs of an organization, financial position relationship with the cl ients. To develop an organization, the objectives are to be supported by clear understanding of capabilities of the organization, growth of the organization, focus on processes, people, infrastructure, change in environment, completion and other economic factors. Human Resource Management techniques properly practices, can reach the goals and operating process in an organization. It plays a key role in risk reduction within organizations and comprises several processes which can be performed in an HRD when effectively integrated they provide significant economic benefit to the organization. Workforce planning, recruitment, induction, and orientation, skills management, training and development, personal administration, wages, time management, payroll, employee benefits, cost planning, performance appraisal, financial control, client management, should be performed well in advance so that the Human Resource Management contributes its performance towards the objectives for a successful organization. The Human Resource Management should function in every activity and should play a key role in deciding the organizational objectives to fulfill the basic needs ensuring they are on high performance. Dealing with performance issues, independent contractors, hiring employees, are also a part of the above. The activities also include approach to the employee benefits and compensation, employee records and personnel policies. It should always ensure, aware of personnel policies which confirm current regulations in the form of HR manuals. Characteristics are observed in Human Resource Management while developing policies which relate to objectives, functions, physical factors and company matters. Policies should be easily defined, positive, clear and understandable. The different modules in Human Resource Management refer to the system and process at an intersection between Human Resource Management and information technology. The functions of HRM are generally administrative and common i n all organizations. Organizations having formalized selection, evaluation, and payroll process build the company. Efficient and effective management of human capital is a successful way to imperative and complex process. To reduce the manual workload of the administrative activities HRMS – Human Resource Management System is introduced. It enables higher administrative control in an organization. The some of the modules are linked below: 1. The payroll module automates the pay process by gathering all the employee data i.e. time, attendance, deductions, taxes, reports. 2. Work time gathers standardized time and work related efforts. This is the most advanced module flexibly provided in data collection methods, cost analysis and efficiency metrics. 3. Benefits and administration modules provides a system for organization to administer and track benefit programs like insurance, compensation, profit sharing and retirement. 4. Human Resource Management module covers many other HR aspects. It addresses Data, Selection, training and development, capabilities, compensation and other related activities. Human Resource Management function involves business based information system. The significant cost incurred in maintaining an organized recruitment effort, cross posting within and cross general competitive exposure developed in a dedicated module called – ATS, Applicant Tracking System. Many Organizations develop HRMIS Human Resource Management information system which support recruitment, section, training, job placement, performance appraisal, employee benefit analysis, health safety and security, leadership style, task structure all the factors should be favorable under extreme situations. The aim of Human Resource Management process are typically concerned in managing people which will assist in the achievement of organizational objectives within the strategy formation process. The senior management believes the policies which contribute to the organizational performances. In particular to the HR strategies the outcome of emergent plays a sensible role along with the perceptual understanding of organizational members. Organizational objectives and aims may be interrupted to gain a competitive advantage for an organization by which managerial actions can be combined to peruse important organizational aims. Human R resource Management started with an idea that specific organizational objectives demand appropriate HR strategy responses. Effective Human Resource Management is important for organizational performance and for the experience of employees by means of special line managers and the contribution of Human Resource Management to organization performance. Human Resource Management in large organizations grows larger and technology becomes more advanced in an enterprise. So, a sophisticated procedure has to be implemented. Human Resource Management is a process which provides the knowledge of the key HR levels which are important to key business success, compassions with better performance. Ways of using information to improve HR processes. Organizations are regarded as people management system. They range from hierarchies to complex networks depending on Human Resource Management to adopt strategies which effects both cost effectiveness and employee commitments. Networks and networking have a different number of distinct meanings in Human Resource Management. Organizational Human Resource Management doesnt necessarily have any physical or permanence presence. They can be firmed and reformed to meet the new projects from a HR perspective in a company. Organizational Human Resource Management flexibility includes regular employees in relatively low skill, routine work, low pay who can be trained and utilized their skills for the development. Human Resource Management contributes each of its objectives to every department in the organization for the success. 2. HR Planning and development methods: A. HR planning is about the pattern of planned activities and intends to enable the organization to achieve its goals. Its a vital function that looks at strategy and then deploys the necessary human capital in the organization. It falls into wider area of employee resourcing, planning for acquiring and allocating employees for the organization. Organizations to be more efficient, productive and profitable must promote their goals. It means that the organization must undergo change in the design of the work to be performed in the organization, selection, management and training of the employees to work. Human Resource strategy is the activity focused on the frame work for the change process which will be line of success. Human resource planning process is a stage that has to be established and implemented which is dynamic, iterative and serves to integrate all plans and the component of change process. HR Planning and tracking is constantly updated, analyzed and reports are prepared to support the process of selection, training, development and motivation. Human resource planning details about the strategy needs of the organization assessing the supply of the relevant employee to fulfill the staffing needs. The strategic objectives needs to be clearly distinguished followed and processed in realistic and congruent way in order to achieve targets. The strategic planning process should be in chain reaction from objectives, analysis, strategy formulation, implementation, control. For large corporations, strategy is related to the portfolio of business. Organizations are effected by labor demand; therefore formulating a strategy should be enhanced for the strengths and weakness of the workforce. Strategic plans can be implemented if the organization is staffed with number and a type of HRs to provide necessary skills, knowledge, abilities etc. Human resource planning is involved in implementation as the major risk will be on reallocating the employees. Successful planning in companies can make and implement better strategies. Human resource planning with many HR practices is done by central HR department, line managers who will do a large part of planning for their requirement towards the workforce. A central HR department is involved in the process in varying degree of different levels. The Human resource planning process is comprised of three broad keys: 1. Strength and weakness of current workforce in regard to number and skills of the employees. 2. Get a clear strategic plan. 3. Alterations in the current staff if required. The Human resource planning process is of four steps: 1. Strategic plans and resultant design of the organization to be decided. 2. Organizations determination towards labor demand in short and long terms. 3. Effective and continuous filling and staffing needs. 4. Staffing plans implementation. The Objective of Human resource planning is employee needs at every level. The design of the company will determine the production orientation if necessary. Autonomous work teams require multi skilled staffing in hierarchical organizations. Human resource planning framework requires forecasting. Human resource planning includes forecasting labor demand arising from strategy objectives and its methods, organizational supply capabilities, accessing adequacy of current staff, strategy staffing goals and plans, affirmative action plan which requires designated employees to achieve employment equity, employment affirmative action measures in group teams. The so called man power planning is one of the most important step in Human resource planning. Forecasting and prospective studies are the recent trends in Human resource planning concerning employment and skills. A comprehensive economic planning process is to achieve a certain balance between the manpower needs. A forecast is a assessment made with certain degree of probability planning consists of desired future and the achievement of goals. Human resource planning is in right number people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives. In corporate and business level strategies Human resource planning is a process of analyzing an organizations human resource and developing its plans, policies and system, setting human resource objectives and planning how to meet them is crucial for smooth functioning. HR should ensure the supply of demands to be classified and performed. HR process interfering with strategies planning and scanning process has to be implemented. HR should be examined, Huma n resource demands should be forecasted and the supply of HR from within the organization in the external labor market also needs to be concluded. Later forecast of demand and supply has to be compared in accordance to actions needed to deal with anticipated shortage of overages. All the above info needs to be stored in the strategic planning process. Basic Human resource planning model describes below: Organizational objectives HR Requirements HR Planning Feasibility analysis. HR objectives are linked to Organizational objectives and planning and designed to ensure consistency between organizations strategic planning process and Human resource planning process. Objective of strategic plans are feasible and require HR goals. Need to ensure that the Human resource planning process are coordinated and allowed to meet its HR requirements in the organization. The major demand to be determined is labor requirements which involves forecasting HR needs based on organizational objectives. It also involves consideration of alternative ways of organizing job designs. The other factors that has to be examined is determination of HR supply i.e. availability. It involves forecasting or predicting effect of various HR programs for employees flowing into the organization. It has to be determined how the existing programs are performed. It needs to know the capability of various programs and its combinations. The determination should also be capable of doing knowledge requ irement of the programs that fit together in external environment constraints labor unions, technology skills and internal environment constraints like skill shortages within the organization, financial resources, managerial attitudes, culture, and work environment. The difficulty in quantifying costs and benefits has to be checked while planning and has to be revised as per requirement. Oversimplification of planning process doesnt normally proceeds till first acceptable plan for the best HR goal. The benefits of planning has value and is usually less rational and may omit or lack knowledge required for forecasting incorrect assumptions about effectiveness of HR programs shouldnt engage in strategic planning. Though the present HR system has changed it should have the capability of change resistance. Human resource planning should be as a guide and co-ordinate all HR activities to work together and support overall strategy. Human resource planning should be representative to internal and external environment as mentioned in advance. The process of Human resource planning comprises of HR forecasting which is a process of projecting the organizations future, HR needs and how it meets in ordinance with organizations policies and environmental conditions which it operates. Without forecasting Human resource planning cannot access the difference between supply and demand. The internal supply may be in the form of staffing capabilities, productivity changes, promotions, demotions, transfer and turn over. External supply may be employees, requirements, mobility, entry level openings, recruitments, compensation. Human resource planning when planned, the following needs to be carefully planned: Organizational and unit strategy plans Size of the organization Staff and managerial support Organizational design Sophistication Time frame Objective Organization size ( Large organizations require more complex forecasting syatems and require skill staff) Complexity ( Diverse career path and skill requirements) Organizational objectives (greater the difference between current HR system and desired HR system) Plans and Strategies ( Complex plans the complex forecast system) Factors creating uncertainty Factors promoting stability Lack of expertise Inadequate HR data Available objective methods Regression analysis Programming Succession planning Human Resource Development is one of the main pillar considering both the scope and position of a company for its professionalism. The companies aspire to create development by training which meets economic requirements of the organization. It is necessary for an organization to develop every sector by means of considerable changes for the projects to end up with profits. Development of Human resources means opportunity never occurring before, at the same time new challenges. Human Resource Development is a framework which helps employees develop their organizational and personal skills, abilities. Human Resource Management includes opportunities in employee training, career development, planning, employee identification, and organizational development. The main focus is on superior workforce and individual employee to accomplish the task. Healthy organizations conduct trainings for better work environment by means of: 1. OJT – On Job Training, where a employee learns while doing job. It is also called as hands on training. Team lead is responsible for training the employee on knowledge and skills. OJT can be cost effective. The feedback during the training is immediate so that the employee may experience faster growth and carry on the task work. 2. Off the Job Training – The employee location will be outside the business are to learn skills and knowledge. It includes demonstrations, role plays, self study, external courses. The employee is temporarily sent for the training from routine work place. 3. In House Training – It depends on the quality and skills of an employee which improve performance and productivity that business requires. 4. Management Training – It includes workshop training, training on managing skills, guidance on communicating and motivating employees, interview and selecting, retention strategies, employment law issues, performance evaluation. 3. Analyze ways in which performance of HR may be enhanced. A. Every organization has an operations function, the goal and purpose of most organizations includes production of its output. It has to produce resources, convert them into outputs and distribute in the market for the users. It comprises of all the activities required to create and deliver an organizations clients and customers. Operations are usually a major functional area where people are specifically designated of their responsibilities for managing all or part or all of the organizations management. It plays a crucial role in determining a well organization with satisfactory measures. In private sector companies the operation function is expressed in terms of profits, growth and competitiveness. Its also concerned with design management and improvement of the system that reaches the organizational goals. Finance and HR should be strong enough for a successful organization. Performance of HR is enhanced by many factors. Performance Appraisal: It is also called as employee appraisal in which the job performance of an employee is evaluated in terms of equity of work, quantity of work, cost effectiveness, time frame. It is a part of development of career. Performance appraisals are regular reviews done once in 6 months or twice a year or once a year depending on the organizations capability and policies. The aim of performance appraisal is to give feedback on the employee performance, identify employee training needs, organizational rewards, salary increase, promotions, discipline etc., provide opportunity on organizational development, communication between employees and administration, equal employment opportunity requirements. Performance appraisal is assessed on a numerical or scaling rating system, PMS – performance management system where the managers were asked to fill in the PMS form which shows the roles and responsibilities of an employee with that of its rating. The managers were also asked to score an individual against a number of objectives, roles and responsibilities performed during the given tenure. Employees receive self assessment forms from the managers, peers, subordinates which is know as 360 degree appraisals The methods that are used in Performance appraisal are: 1. Management by objectives: Performance appraisal in this method depends on objectives in which the management and employees agree and understand. 2. 360 degree appraisal: Performance appraisal depends on the feedback provided by superiors, managers and peers. 3. Behavioral observation scale: Performance appraisal depends on the behavior of an employee versus observation of the supervision and rating given. Judgment made by senior management and reports made by students are also valuable sources of information in many areas of learning and development. Peer judgment are especially useful in assessing personal – social development and self report methods. The appraisal system consists of: Student judgment and reports Peer recognition Self report techniques Attitudes measurement Interest inventories Personality measures Basing on Appraisal system job evaluation is done by three basic methods: 1. Ranking Method: This is the simplest method of job evaluation. Jobs are arranged from highest to lowest merit in the organization. The jobs are examined as a whole rather than basis of important factors in the job. Top level jobs have the highest value bottom level the lowest value. Ranking is done in each department and then organizational ranking is performed. As per ranking method the variation in the salaries of employees is seen depending on variation of the nature of the job performed by the employees. It is best practiced in small organizations and big organizations. It is highly objective in nature and is more scientific and fruitful way. Example: Array of Jobs according to the Ranking Method Rank Monthly salaries 1. Accountant Rs 3,000 2. Accounts clerk Rs 1,800 3. Purchase assistant Rs 1,700 4. Machine-operator Rs 1,400 5. Typist Rs 900 6. Office boy Rs 600 The variation in payment of salaries depends on the variation of the nature of the job performed by the employees. The ranking method is simple to understand and practice and it is best suited for a small organization. Its simplicity, however, works to its disadvantage in big organizations because rankings are difficult to develop in a large, complex organization. Moreover, this kind of ranking is highly subjective in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for. 2. Job Classification method: A predetermination of job groups is established and jobs are assigned according to the classification. It may include office, clerical, managerial, personnel etc. The below is the description: Class I: Executives, Office managers, Deputy Office managers, Office, superintendent, department superiors etc. Class II: Skilled workers Class III: Semi skilled workers Class IV: sub semiskilled workers This method is less subjective and easy to practice. It takes into account all the factors of a job. The weaknesses of the job classification method are: Even when the requirements of different jobs differ, they may be combined into a single category, depending on the status a job carries. It is difficult to write all-inclusive descriptions of a grade. The method oversimplifies sharp differences between different jobs and different grades. When individual job descriptions and grade descriptions do not match well, the evaluators have the tendency to classify the job using their subjective judgments. 3. Factor comparison method: It is more systematic and scientific method and is consistent and appreciable. Under this method each job is ranked according to a series of factors which include mental effort, physical effort, skill needed. Supervisory responsibility, working conditions and other relevant factors. Below are the factors: Job representing wages, salary levels across the organization according to the department. Job evaluation factors are to be examined. Selected jobs should be ranked. Determination of wages. 4. Point Method: This method is currently used and expressed in terms of key factors in order of importance. Jobs with similar point totals are placed in similar pay grades. The factors are below: Identify the factors such as skill, effort, responsibility. Divide each major factor as sub factors. The merits and demerits are: Merits: Analytical and objective. Reliable and valid as each job is compared with all other jobs in terms of key factors. Money values are assigned in a fair way based on an agreed rank order fixed by the job evaluation committee. Flexible as there is no upper limitation on the rating of a factor. Demerits: Difficult to understand, explain and operate. Its use of the same criteria to assess all jobs is questionable as jobs differ across and within organizations. Time consuming and costly. Maximum number no points assigned to each job help in finding the relative worth of a job and therefore the total points are expressed which are converted into money value according to wage rates. The point method is widely used in evaluating jobs and it is superior. It looks into all key factors and sub factors of a job. It is systematic and reliable way. Job evaluation is an internal equity that assesses and rewards the goals of the organization. It is not based on the credentials or contributions made by the employee but systematic process is determined. Job evaluation involves: Job analysis – collecting and evaluating; Job documentation – Job content is recorded; Job rating – compares job and evaluation methodology; and Job hierarchy – Depends on the ranking list of employees in the organization for each position. Motivation and job satisfaction are two important factors that affect the work environment of an employee. Motivation is from or within the drive to excel. Job satisfaction is the pleasure desired, appreciated and valuable. The strategies of addressing underperformance are unlikely that management, in an organization states that these are no subsidiaries, plants, outlets underperformance. The underperformance and length of time that is used before is addressed to determine the share price and future plans. The range of options open are to be understood which involve exiting from market subsidiaries refraining options need to be considered and evaluated to avoid breakdown in communication. Employee satisfaction is important. It has to be considered so that the employee working for organization is satisfied with the options and opportunities given to them. It is a terminology used to describe whether the employees are happy and fulfilling their desires, needs at work. This is measured by surveys periodically in areas such as management and team work.