A Summary of Cyert & March’s Behavioural Theory of the Firm Essay

SUMMARY Cyert and March are concerned with the business firm and the way the business firm makes economic decisions. The authors make detailed observations of the processes and procedures by which firms make decisions, using these observations as a basis for a theory of decision making in business organizations. They argue that one way to understand modern organizational decision making is to supplement the microeconomic study of strategic factor markets with an examination of the internal operation of the business firm-to study the effects of organizational structure and conventional practices on the development of goals, the formation of expectations, and the implementation of choices. At the very outsetset, the authors make four major research commitments: To focus on the small number of key economic decisions made by the firm To develop process-oriented models of the firm To link models of the firm as closely as possible to empirical observations To develop a theory with generality beyond the specific firms studied Cyert and March develop an empirically relevant, process-oriented general theory of economic decision making by a business firm. They present the rudiments of a behavioral theory of the firm that have proven to be relevant both to economic theory and to the theory of complex organizations. The authors then go on to lay out the antecedents to the behavioral theory of the firm. They discuss the theory of the firm, organization theory and certain questions in a revised theory of firm decision making regarding: Organizational Objectives Decision strategies Decision making within strategies To build the behavioral theory of the firm, Cyert and March develop four major subtheories concerning the following: Organizational goals A theory of organizational goals considers how goals arise in an organization, how goals change over time, and how the organization attends to these goals. The organization is described as a coalition of stakeholders, with some of these stakeholders organized into subcoalitions. In a business organization the coalition members also include managers, workers, stockholders, suppliers, customers, lawyers, tax collectors, regulatory agencies, and so on. Clearly then, organizational goals must deal successfully with the potential for internal goal conflicts inherent in a coalition of diverse individuals and groups. Since the existence of unresolved conflicts among organizational stakeholders is a key feature of organizations, it is difficult to construct a useful descriptively accurate theory of the organizational decision-making process if we insist on internal goal consistency. Such a decision-making process need not necessarily produce consistent organizational goals. An important mechanism for dealing with stakeholder conflicts is the sequential attention to conflicting goals. A consequence of this mechanism is that organizations ignore many conditions that outside observers see as direct contradictions. Decentralization of decision making (and goal attention), the sequential attention to goals, and the adjustment in organizational slack that acts as a cushion in down times permit the business firm to make decisions with inconsistent goals under many (and perhaps most) conditions. Organizational expectations A theory of organizational expectations considers how and when an organization searches for information or new alternatives and how information is processed through the organization. Expectations are by no means independent of hopes, wishes, and the internal bargaining needs of subunits in the organization. Information about the consequences of specific courses of action in a business organization is frequently hard to obtain and of uncertain reliability. As a result, both conscious and unconscious biases in expectations are introduced. Thus, local priorities and perceptions obtain. In addition, there is some evidence of more conscious manipulation of expectations. Communication in a complex organization includes considerable biasing and influence activities-and considerable bias correction as well. In addition, organizations often protect themselves from the worst effects of influence activities by focusing on verified data in lieu of uncertain estimates and   using easily checked feedback information. Organizational choice A theory of organizational choice needs to characterize the process by which the alternatives available to the organization are ordered and selected. Organizational decisions depend on information estimates and expectations that ordinarily differ appreciably from reality. These organizational perceptions are influenced by some characteristics of the organization and its procedures. Second, organizations consider only a limited number of decision alternatives. Finally, organizations vary with respect to the amount of resources that such organizations devote to their organizational goals on the one hand and suborganizational and individual goals on the other hand. The firm is considered to be an adaptively rational system in which the firm learns from experience. General choice procedures are summarized in terms of three basic principles: Avoid uncertainty: The firm looks for procedures that minimize the need for  predicting uncertain future events. One method uses short-run feedback as a trigger to achieve action; another accepts (and enforces) standardized decision rules. Maintain the rules: Once the firm has determined a feasible set of decision procedures, the organization abandons them only under duress. Simplify the rules: The firm relies on individual judgment to provide flexibility around simple rules. Organizational control A theory of organizational control specifies the difference between executive choice in an organization and the decisions actually implemented. Organizational control within an organization depends on the elaboration of standard operating procedures. It is hard to see how a theory of the firm can ignore the effect of such organizational procedures on decision-making behavior within the organization. The effects fall into at least four major categories: effects on individual goals within the organization, effects on individual perceptions of the environment effects on the range of alternatives considered effects on the managerial decision rules used. Cyert and March’s basic theory of organizational control assumes the following: Multiple, changing, acceptable-level goals An approximate sequential consideration of alternatives Uncertainty avoidance Cyert and March propose two major organizing devices: a set of variable concepts and a set of relational concepts. The variable concepts discussed previously are organizational goals, organizational expectations, organizational choice, and organizational control. There are also four major relational concepts: Quasi-Resolution of Conflict In keeping with numerous theories of organizations, Cyert and March assume that the coalition in an organization is a coalition of members having different personal goals. Members require some procedure for resolving conflicts, such as acceptable-level decision rules, sequential attention to goals, or both. Uncertainty Avoidance The authors submit that organizations typically try to avoid uncertainty. First, organizations avoid the requirement that they correctly anticipate events in the distant future by using decision rules emphasizing short-run reactions to short-run feedback, rather than anticipation of long-run uncertain events. Second, organizations avoid the requirement that they anticipate future reactions of other parts of their environment by arranging a negotiated environment. Organizations impose plans, standard operating procedures, industry tradition, and uncertainty-absorbing contracts on that environment. Problemistic Search Cyert and March’s behavioral models assume that search, like decision making, is problem directed. Problemistic search means search that is stimulated by a problem (usually a rather specific one) and is directed toward finding a solution to that problem. Such organizational search is assumed to be motivated, simple-minded, and biased. This bias may reflect training or  experience of various parts of the organization. This bias may reflect the interaction of hopes and expectations, and communication biases are expected to reflect unresolved conflicts within the organization. Organizational learning To assume that organizations go through exactly the same processes as individuals go through seems unnecessarily naive, but organizations exhibit (as do other social institutions) adaptive behavior over time. Cyert and March focus on adaptation with respect to three different phases of the decision process: adaptation of goals, adaptation in attention rules, and adaptation in search rules. They submit that organizations change their goals, shift their attention, and revise their procedures for search as a function of their experience. REVIEW In this book the authors adopt a problem driven way of analysis. For example, when there are conflicts, the authors let the firm to set these conflicts as constraints and solve out a possible solution. In the modern context, this could make organizations weak. Organizations must be dynamic in anticipating problems and mitigating them or adapt to them and benefit accordingly. Cyert and March have shown how to construct behavioral models of firm-level decision making and indicate the basic theoretical framework within which such models are embedded. Cyert and March’s behavioral theory of the firm can be applied to price and output decisions, internal resource allocations, innovations, competitive dynamics, and predictions of other organizations’ behavior. However, an underlying assumption of rationality has been made. Behavioral theory must also study the possibility of non-rational decisions or unpredictable outcomes of rational decisions. Reference: Cyert, R. M., & March, J. G. (1992). A Behavioral Theory of the Firm. _Cambridge, Mass_.

The Merger of Ranbaxy and Daiichi

A REPORT ON Ranbaxy-Daiichi Deal 1/26/2012 Ranbaxy-Daiichi Deal Introduction: Daiichi Sankyo bought Ranbaxy for $4. 6 billion in June 2008. This report studies the implications of the merger between Ranbaxy and Daiichi Sankyo, from an intellectual property as well as a market point of view. There are many critical events happening in international pharma market including the growing preference for generics, increasing dominance of emerging markets such as India, fast approaching patent expiry etc. Also, this deal involves 2 major players who are the largest among their respective markets. Background: Daiichi Sankyo Co. Ltd. acquired 34. 8% of Ranbaxy Laboratories Ltd. from its promoters and increased its stake through preferential allotment, public offer and preferential issue of warrants to acquire a majority in Ranbaxy, i. e. at least 50. 1%. After the acquisition, Ranbaxy operates as Daiichi Sankyo’s subsidiary but supposed to manage independently under the leadership of its current CEO & Managing Director Malvinder Singh. Mr. Singh left the company in 2009 with a 4. 5 billion rupees severance package. Why: Daiichi Sankyo wanted to acquire a drug maker that specialized in generics after Japan eased its laws allowing sales of these cheaper versions of expensive drugs. The deal was a trendsetter in Indian market for future M&A deals. India's family-owned companies realized that it was not shameful to sell and profit from their businesses. Benefits Expected: Operational: The main benefit for Daiichi Sankyo from the merger was Ranbaxy’s low-cost manufacturing infrastructure and supply chain strengths. Ranbaxy gained access to Daiichi Sankyo’s research and development expertise to advance its branded drugs business. Expansion: Daiichi Sankyo’s strength in proprietary medicine complements Ranbaxy’s leadership in the generics segment and both companies acquire a broader product base, therapeutic focus areas and well distributed risks. Ranbaxy gains smoother access to and a strong foothold in the Japanese drug market. Financial: The immediate benefit for Ranbaxy was that the deal freed up its debt. Also, Ranbaxy’s addition elevated Daiichi Sankyo’s position from #22 to #15 by market capitalization in the global pharmaceutical market. Synergies: . A complementary business combination that provides sustainable growth by diversification that spans the full spectrum of the pharmaceutica l business. 2. An expanded global reach that enables leading market positions in both mature and emerging markets with proprietary and non-proprietary products. 3. Strong growth potential by effectively managing opportunities across the full pharmaceutical life-cycle. 4. Cost competitiveness by optimizing usage of R and manufacturing facilities of both companies, especially in India. † 5. Respective presence of Daiichi Sankyo and Ranbaxy in the developed and emerging markets 6. Ranbaxy’s strengths in the 21 emerging generic drug markets allow Daiichi Sankyo to tap the potential of the generics business. 7. Ranbaxy’s branded drug development initiatives for the developed markets significantly boosted through this relationship. 8. Daiichi Sankyo able to reduce its reliance on only branded drugs and margin risks in mature markets and benefit from Ranbaxy’s strengths in generics to introduce generic versions of patent expired drugs, particularly in the Japanese market. Post-acquisition objectives: Daiichi Sankyo’s focus was to develop new drugs to fill the gaps and take advantage of Ranbaxy’s strong areas ? To overcome its current challenges in cost structure and supply chain ? To establish a management framework that would expedite synergies ? To reduce its exposure to branded drugs in a way that it can cover the impact of margin pressu res on the business, especially in Japan ? In a global pharmaceutical industry making a shift towards generics and emerging market opportunities, Daiichi Sankyo’s acquisition of Ranbaxy signalled a move on the lines of its global counterparts Novartis and local competitors Astellas Pharma. Post acquisition challenges: Post acquisition challenges included managing the different working and business cultures of the two organizations, undertaking minimal and essential integration and retaining the management independence of Ranbaxy without hampering synergies. Ranbaxy and Daiichi Sankyo also needed to consolidate their intellectual capital and acquire an edge over their foreign counterparts. What went wrong? A lack of proper due diligence In its eagerness to tap the expertise of a generic drug maker, Daiichi took the risk of buying Ranbaxy for top dollar. Three weeks later, the US Food and Drug Administration banned imports of 30 of Ranbaxy's generic drugs, and later determined that the company was selling adulterated or misbranded medicine. It blacklisted two of the company's manufacturing units, limiting the company's ability to sell drugs made in those facilities. Ranbaxy then reported currency-exchange losses of nine billion rupees in 2008. This made Ranbaxy post losses in the same year. Ranbaxy Laboratories Cash Flow ——————- in Rs. Cr. ——————Dec '10 Dec '09 Dec '08 Dec '07 Dec '06 12 mths 12 mths 12 mths 12 mths 12 mths Net Profit Before Tax Net Cash From Operating Activities Net Cash (used in)/from Investing Activities Net Cash (used in)/from Financing Activities Net (decrease)/increase In Cash and Cash Equivalents Opening Cash & Cash Equivalents Closing Cash & Cash Equivalents 1565. 25 1168. 89 -2067. 8 991. 48 92. 57 69. 26 161. 83 1061. 92 -1619. 08 -665. 43 -599. 22 86. 12 -462. 91 -214. 14 2817. 2 -793. 46 1755. 07 862. 39 172. 14 68. 93 1927. 21 774. 41 442. 98 685. 77 315. 49 -708. 18 -2103. 74 132. 19 1739. 65 109. 78 -48. 6 62. 36 110. 96 172. 14 62. 36 What worked? Mr. Singh timed the sale of his family silver perfectly – he got a huge premium for the stake before U. S. regulatory concerns came to light. Daiichi, after the initial stumbles, seems to now be heading in the right direction and in the past year has integrated Ranbaxy's R&D unit in an effort to gain synergies. Daiichi also launched a generic version of Pfizer Inc. ‘s cholesterol drug, Lipitor in US recently. The verdict: Fail This is a classic example of an acquirer paying top price without looking too closely at the quality of the goods. Daiichi continues to pay for the huge risk it took in the deal. U. S. regulatory problems have slowed down the integration of Daiichi and Ranbaxy a lot more than expected. We can see that Daiichi is having similar level of operating expenses and yet to achieve anything special from Ranbaxy. US FDA said that, Ranbaxy had ‘numerous problems' at its facilities in US and India. The US DOJ has also filed the consent decree against Ranbaxy in the US district court of Maryland on 26th January 2012, which would further put pressure on the margins. â€Å"Daiichi is yet to realize anything concrete from this deal. â€Å"

AP Biology Photosynthesis Lab

Photosynthesis is affected by light intensity, water, and temperature. Plants grow more abundantly because the weather is warm. Carbon Dioxide given off by animals is consumed by plants that replace the oxygen animals take it. Experimentation will help understanding how plants are vital because of the oxygen they release. If leaf disks in the experiment release oxygen, they will undergo photosynthesis and float. If there is no temperature buffer of water, the higher temperature will cause more leaf disks to float at a faster rate. (Experiment Central)Methods:This lab required 100 ml of water, 3 grams of baking soda, several leaves, a single hole punch, a plastic syringe with a removable stopper, a beaker large enough to hold 100+ ml of liquid, a beaker large enough to block out the prior, a light fixture, and a thermometer.This experiment began by preparing 100 ml of bicarbonate solution for each trial. To do this, 3g of baking soda was dissolved into 100ml of water. The bicarbonate served as an alternate dissolved source of carbon dioxide for photosynthesis. Then 12 leaflet disks (leaf chads) were cut for each trial. Single hole punches were used to cut these out. The disks were then placed in the bottom of an empty syringe. As the syringe filled with the bicarbonate solution, the leaf disks were immersed in the solution. A finger was placed over the opening of the syringe, and as the plunger was pulled down it created suction. The goal of this step was to create a vacuum, so the empty air pockets in the leaf chads that made them buoyant were filled with water (so they would sink).The disks were poured into  the 100ml solution, and sank to the bottom. The temperature of the water was recorded. A heat buffer that consisted of a larger beaker filled with water was placed in between the solution and the light fixture, and the light was then turned on. Over the course of 8 minutes the leaf chads underwent photosynthesis and began to float back to the surface of the water. The number of floating disks was recorded each minute and then the process was repeated without the heat buffer. While being repeated without the heat buffer, the temperature was checked every minute and recorded.Data and Results:Conclusions:The rate of photosynthesis was measured by floatation of leaf disks when oxygen was released. The hypothesis was not supported because the leaf disks did not float at a higher rate when the temperature was slightly higher. Figure 1 shows this because the rate of floating leaf disks did not increase as predicted. The change in heat did not affect the amount of floating leaf disks, perhaps due to a large margin of error. The margins for error include the clumps of leaf disks, too much water in the buffer, too many air pockets in the leaves and not having stronger temperatures. A follow up experiment would test the same leaf disks with a stronger heat source. This follow up would most likely support the current hypothesis.

Classical Art and Renaissance Term Paper Example | Topics and Well Written Essays - 1250 words

Classical Art and Renaissance - Term Paper Example The qualities of Romanesque art were presented in the construction of Basilica of Paray-le-Monial in France. Further, a perfect case of Gothic Art was employed in the construction of the Notre Dame Cathedral in French capital, Paris. Renaissance The expression Renaissance implies "rebirth." It began in Italy in the twelfth and thirteenth centuries and was upheld for more than three successive centuries. It signaled a period when urban areas became very common. The Renaissance society witnessed the resurfacing of traditional art and structural design of buildings. It led to the growth of renewed education of immense work from antique Greco Roman cultural heritage (King, 2003). The Renaissance era also spawned the best artistic and philosophical accomplishments of the West. Moreover, it illustrated the manner in which individuals perceived themselves in the general civilization compared to the classical period. Individualism assumed a remarkable role in the wake of the Renaissance era. Individuals in the Middle Ages looked upon themselves as comprising a ethnic segment of the society, relations or other all-encompassing demography. They never held the opinion that their individual accomplishments were of any importance until the Renaissance came to be. According to King (2003), throughout the twentieth century in the history of Italian society, individuals’ perceptions transformed as they appreciated their individual uniqueness. They gauged their individual characteristics, both strengths and weaknesses. The Renaissance encompassed Renaissance art, culture, and reorganization art. It is notable that a large percentage of the Renaissance art was during the sunset years of the... The expression Renaissance implies "rebirth." It began in Italy in the twelfth and thirteenth centuries and was upheld for more than three successive centuries. It signaled a period when urban areas became very common. The Renaissance society witnessed the resurfacing of traditional art and structural design of buildings. It led to the growth of renewed education of immense work from antique Greco Roman cultural heritage. The Renaissance era also spawned the best artistic and philosophical accomplishments of the West. Moreover, it illustrated the manner in which individuals perceived themselves in the general civilization compared to the classical period. Individualism assumed a remarkable role in the wake of the Renaissance era. Individuals in the Middle Ages looked upon themselves as comprising an ethnic segment of the society, relations or other all-encompassing demography. They never held the opinion that their individual accomplishments were of any importance until the Renaissan ce came to be. According to King, throughout the twentieth century in the history of Italian society, individuals’ perceptions transformed as they appreciated their individual uniqueness. They gauged their individual characteristics, both strengths, and weaknesses. The Renaissance encompassed Renaissance art, culture, and reorganization art. It is notable that a large percentage of the Renaissance art was during the sunset years of the thirteenth century, through the early seventeenth century. Oil paint was mainly used by painters of the time.

Analyzing Arguments Essay Example | Topics and Well Written Essays - 250 words

Analyzing Arguments - Essay Example As such students dont necessarily take critical thinking. Based on this reasoning I believe the argument is invalid This is an example of a deductive argument because it products a â€Å"right or wrong answer. The logic is sound in this example insofar as all the premises seem to be true (Or at least seem to be true). Although I would make the argument that there is a degree of a non sequitur. The reasoning behind this is that although supposedly â€Å"All college students study† one could argue that this is not true and it is for this reason that many college students are expelled. So based on this premise and information provided in chapter ten of our book the argument is invalid. This again is an example of deductive reasoning because it does not pull on some degree of probability. However there is a problem with all of the assumptions in that one could argue that all college students do not necessarily attend class (For example distance education students). In the second premise, although it is the case that John attends class he does not necessarily attend college class. Based on these premises being weak I believe that the conclusion is weak and as such the argument is valid but very weak. Chaffee, J. (2009) Thinking Critically, 9th Edition. City University of New York. Chapter 10 & 11 online reading resources available at http://college.cengage.com/english/chaffee/thinking_critically/9e/chapters/chapter10.htm and http://college.cengage.com/english/chaffee/thinking_critically/9e/chapters/chapter11.html Accessed on August 13th

Art history Essay Example | Topics and Well Written Essays - 500 words - 2

Art history - Essay Example The painting clearly shows the image of a young mother nursing a child and a man standing with a spear. On the background there is a river passing by and visible buildings on the river bank. The man is guarding the woman who has probably just given birth. Poesia describes the works of Italian Renaissance that were inspired by myths and fables. The painting has an elaborate use of light and color which is a hallmark characteristic of Venetian paintings. The author of the work also used canvas. The use of mannerisms to depict human beings in distorted poses is also evident of Venetian painting (Humfrey, 132). Meeting of Bacchus and Ariadne depicts the magnificence of art through the images of strong men and women in some small setting. On the other hand Botticelli’s Birth of Venus shows the sensual evocation as depicted by the impressive looking Goddess of love in Venus. An Apocalypse refers to a revelation of something with hidden meaning. In the Christian context, Apocalypse generally refers to the revelation of some things which are hidden from human beings. The second figure from the fore represents death as it is bigger and scarier than the rest. The painting is woodcut the relief images are cut onto the surface of the wood. DÃ ¼rer depicts himself in the self portrait as a God. The implied position of an artist is that of divine nature akin to that of God to create. An artist’s role in the society had grown in stature. This is because artists were able to create image that were subject to various interpretations by the audience. DÃ ¼rer painted this picture to portray the present conditions in terms of religion during his time. It should be noted that the title of the painting is misleading as there are actually three apostles in the painting. The painting was presented to the magistrates after the Reformation. The painting seems to appreciate the role of scripture in the society but warns against false teachings. In essence,

Economic Crisis In Cyprus Dissertation Example | Topics and Well Written Essays - 1500 words

Economic Crisis In Cyprus - Dissertation Example Researchable Context: The study is going to examine how competition and increased public and private debt contributed to the Cypriot financial crisis. It would also examine the rescue model that was used in Cyprus in the economic crisis, bail-in of the Cypriot banks imposed by Euro group, and what it could have been done by the government and banks to avoid this situation. It would also provide recommendations to avert the financial crisis. The rationale for the study: Over the last decade, the Greek government has borrowed greatly from international markets in order to pay for its trade deficits and budget. Investors became nervous that the public debt was soaring high, which drove up Greece’s borrowing costs. With the banking systems in Cyprus were experiencing intense pressure; they amassed â‚ ¬22 billion of Greek private sector debt. This increase in public and private debt reduced economic growth plunging the country into a crisis (Faustman and Kaymak, 2013). This market concern is what initiated the study to examine how public and private debt contributed to the Cypriot Eurozone crisis. Although Cyprus had been experiencing rising living standards before the commencement of the economic crisis in 2012, serious problems surfaced in the Cypriot banking sector as early as 2011. Cyprus borrowing costs slowly increased due to its exposure to the Greek debt (Theophanous, 2013). Furthermore, the public debt that was owned by the foreigners increased thus making the economy unsustainable thus creating the crisis. High public debt is very detrimental to economic growth.

Kantian Philosophy Term Paper Example | Topics and Well Written Essays - 1250 words

Kantian Philosophy - Term Paper Example Conversely, the standards were either only based on desire and the tools of rationality or were emphasized on sui generis rational instincts. Kant also approved the basic principles described by his predecessors that were an examination of the practical reasons which will disclose the obligation that the rational mediators must rely on to believe in instrumental principles (Guyer, 2006). However, he said that a non-instrumental principle called CI should be complied with to grasp the moral requirements there in, and should be visible to basic rational agency. The argument was based in the premise that outstanding doctrine must be considered as sovereign and self regulating, or free from the restrictions of self-sufficient will. Therefore, in Kant’s moral philosophy, the idea was to conceal the reason which outreaches the practical reasons that go beyond the Human ‘slave’ to his desires. Additionally, a self regulating reason in the life of every person could be based on the crucial grounds for reviewing the worthiness of equal respect and also equal importance. The most significant of Kant’s positions are compiled in The Groundwork of the Metaphysics of Morals’ which was later just called as ‘Groundwork’ but was a much more enriched and developed version (Wood, 2005). Later books such as ‘The Metaphysics of Moralsà ¢â‚¬â„¢, ‘The Critique of Practical Reason’ and many others were based on the principles of Groundwork, but in recent years many scholars have not been happy with the findings of Kant which will be described later in this text. Kant maintained a deontological view, one where individuals should be considered an end, rather than a means to an end. Kant believed that a legitimate act, one that is good, must meet with ethical imperatives to justify it. Thus, the highest good is to act from duty. Kant rejected a measure of conducting goodwill toward others when the motivation behind that act did not stem from moral constructs of legitimate and ethical principles. When an act is motivated by self-gain, regardless of the contribution to serving humankind, it is not justified morally by universal values (Guyer, 2006). The doctrine of responsibility of Kant began with the following perspectives: If the aim of aim was to get happiness, then all we will ask for will be gratificati on and pleasure and optimism that would lead our way to ultimate happiness. But, happiness is not in our control to accomplish, and happiness is basically a chance of luck. Furthermore, if we want to eschew skepticism and nihilism, and our ethics tell us to work that Kant believes that ethics must be universal, appropriate for all human race, and unconditional, which means no exceptions allowed (Wood, 2005). II. Opponents of Kant Philosophy The opponents of Kant’s Philosophy are many and are divided into three categories. The first and most important ones are the Ethical Relativists- who belief that there is no reason or logic that could be established for moral principles and universal ethics. These critics support the possibility that as Kant states virtue results from a realistic reasoning, it should not be the case. Schopenhauer and others believe that virtue has nothing in relation to rational life and on the contrary it can be based on emotions as the Machiavellian rati onal expediency believes in. (Janaway, 1999). The Utilitarianists are the people who consider providing utility as their first priority for the masses with little stress on the means to accomplish it. Kant began with the abstract concepts that in an attempt to know the real insights, he began from the abstract judgment

Marketing paper on brand equity, brand positioning and brand strategy Essay

Marketing paper on brand equity, brand positioning and brand strategy on Victoria Secrets - Essay Example dentity helps the company to remain one of the top competitors on a global level while continuing to expand the product line and amount of revenue that is available on a yearly basis. Victoria’s Secret is one of five companies under the name of Limited Brands. The other stores that follow this include Bath and Body Works, Pink, La Senza and Henri Bendel. The initial store began in 1963 in Ohio as a specialty realtor focused on lingerie, personal care and beauty products that are specific to women’s needs. The founder of the company is Leslie W. Wexner, a Russian immigrant that began to build a portfolio of fashion soon after graduating from high school. He grew the company from the founding store of his parents to lead into a segmented corporation. The mission of Limited Brands is to offer the world’s best fashion brands by providing high quality materials. This is followed by Limited Brands offering customer experiences that are unmatched in the industry followed by a focus on loyalty from customers and growth from both potential customers and stakeholders. There are four core principles that follow this, including the focus on the customer, passion that leads to success from the excellence of products, inclusion of new and innovative products for success and the belief to be fair in all business dealings. There are over 2900 stores in the U.S. and Canada and over 40 La Senza stores that are located across the globe. There is an average of $8.6 billion revenue in 2009 and 90,000 employees that are in the US (Limited Brands, 2010). The brand equity that is defined by Victoria’s Secret begins with the firm level that has been created. In 2009, the net sales of this branch were at $1,388,000 with a sales change increase of 9%. The comparable store sales are at 6% with an average of 6,063,000 square feet for sales. The stability of the store continues to remain the same, with potential for growth not only within the US and Canada, but also on a

Ownership Rights over Ones Person Essay Example | Topics and Well Written Essays - 2000 words

Ownership Rights over Ones Person - Essay Example However, quite a few pundits have believed that Locke's argument is only applicable in the state of nature but not in civil society, where property is decided not by one's work or effort but by laws. (Arneil 1996, p. 155) On the other hand, ownership is defined as "a particular type of property interest in which the person designated as owner is deemed, in some sense at least, to have the greatest possible interest in the thing." (Clarke 2005, p. 180) Another definition of ownership categorizes the owner as an individual who has ultimate control. (Waldron 1988, p. 47) But this theory cannot be said to be without any flaw. Although it has been said that ownership carries with it property rights and incidents, it is to be understood that ownership has a social aspect and the interest over it is not unbounded. The right to ownership is not absolute; there are some limitations to the enjoyment of one's right to property and ownership. Basic examples of these limitations include the prohibition of nuisance and injurious usage of a property; legal responsibility to taxation, execution and expropriation; State rules intended to regulate the use of property; and sometimes, imposition of certain obligations. While there are some limitations to the enjoyment of one's property a... In the incident of control, the right to possession, use and management are included. The right to possess is that inherent right to obtain physical control over the thing, while the right to use is characterized by the owner's personal use and enjoyment of the thing owned. Both of these rights include consumption and modification. The right to manage, on the other hand, is that right to choose and determine the manner and the person with which and with whom the thing owned shall be used. The income incidents, in contrast, include the right to income or the fruits, profits and rent produced by the thing owned. Other incidents consist of the right to capital, right to security, power of transmissibility, the absence of term, the prohibition of harmful use, liability to execution and the incident of residuarity. Being incidents of ownership, the foregoing rights are inherent in the concept of ownership of property. Now that the basic definition and concept of property and ownership have already been extensively discussed, let's go back to the earlier question with regard to the classification of body and/or its parts as "property". In his book Second Treatise of Government, John Locke wrote: Though the earth and all inferior creatures be common to all men, yet every man has a "property" in his own "person." This nobody has a right to but himself. The "labour" of his body and the "work" of his hands, we may say, are probably his. (Locke 2004, 17) The essential meaning of this connotation is that, a human being has all the right and ownership over his own "person." But does it mean he can have all the incidents of ownership over his person Can one appropriate and alienate his own person What about his own body The answer

Critical Appraisal of Pereira Da Silva; SS Obesity Meanings Essay

Critical Appraisal of Pereira Da Silva; SS Obesity Meanings - Essay Example Therefore, the study explored the expectations and the beliefs regarding the exigencies and the impacts of bariatric surgery (Bowling, 2009:56-58). The methods included a study population comprised of 30 morbidly obese patients. The results were based on three core themes namely: eating behavior, treatment, and obesity. Critical appraisal is an integral process in the evidence-based practice. The aim of critical appraisal is aimed at identifying the methodological flaws in the literature besides, providing the consumers of research evidence with the opportunity to make informed decisions regarding the quality of the research evidence (Trinder & Reynolds, 2000:69-72). The critical appraisal for both the quantitative and qualitative research is appropriate. Developing a critical appraisal framework for healthcare services allows for the need to have competent healthcare treatment for obesity. Therefore, health professionals are required to be intelligent consumers of research, and this entails the ability to publish research something which Pereira da Silva has accomplished. According to Benton and Cormack (2000) argue that there have been tendencies to evaluate qualitative research against the appropriate criteria against the quantitative research. This has led to attempts by various individuals to analyze the qualitative research within a quantitative framework thus raising the questions of credibility, reliability, dependability, and transferability. Hamers and Colison (2005) state that â€Å"there have been various frameworks that have been reviewed and the common features that are related to quantitative and qualitative research established† Generally, the guidelines tend to reflect upon the respective approaches, whereby the guidelines for quantitative research tend to be in the form of checklists, the guidelines for qualitative research tend to be more discursive. Sajiwandani is of the view that there must be a checklist that covers all the points a ppropriate for covering the points appropriate in treating obesity. They must include the hypothesis, operational definitions, reliability, and validity of any questionnaires (Sajiwandani, 1996). According to Sackett et al. (2002) assert that evidenced-based research is the â€Å"integration of the best research-based evidence with clinical expertise and patient’s value.† The evidence-based practice as described in the work of Pereira da Silva gives an equal emphasis on the situation of the patient, the best available research evidence, the patient’s values, wishes, and goals, and the clinical expertise of the practitioner, in this case, those dealing with obesity cases. The Literature Review The researcher uses contemporary material about the topic being discussed; and the meanings of experiences associated with awaiting bariatric surgery. The research on obesity uses a lot of high-quality material of the obesity topic being researched on (Fried, Hainer, & Basd evant, 2007:267). This led to the development of the research question thus allowing the hypothesis testing and identification of the appropriate method of data collection. Data collection involved the use cognitive interviews, questionnaires, open-ended questions, and the focus groups. The interviews were audio-taped, transcribed, and the coded according to the ground analysis methodology.  

Hewlett-Packard Case Study Essay Example for Free

Hewlett-Packard Case Study Essay Carly Fiorina was hired in Hewlett-Packard as Chairwoman, CEO and President of Hewlett-Packard in 1999 but before that, she earned recognition being one of the most powerful women in America.   Her career in H-P was a combination of ups and down leaving the company with a lot more controversy. Carly Fiorina’s performance at HP caught the attentions of the people in America and the world. Was CEO Carly Fiorina an example of internal or external succession at H-P and why? Carly Fiorina’s appointment in Hewlett-Packard is an example of external succession because she was not a former H-P employee or member of the board; her expertise and renowned popularity made the H-P Board to hire her service.   Specifically, her achievements at Lucent and ATT impressed the executives of H-P, which at that time was at a point of â€Å"downslide† (Boldman Deal, p. 111), who thought that Fiorina could bring â€Å"drastic action and new leadership to shake things up† (ibid). Describe the changes made at Hewlett-Packard under CEO Fiorina. Carly Fiorina obviously was really smart and an innovator as evident in her achievements in her former companies.   However, her true ability was tested in Hewlett-Packard that left her torn-apart caused by the consequences of the massive scale she imposed on H-P.   She succeeded in some ways and failed in some aspects. Nevertheless, Fiorina made three changes in HP in her six-year term that greatly affected the HP culture according to Craig (2008).   First, she redirected the spending of the company from â€Å"nurturing employees to financial performance† (Craig) that resulted to growth in earnings and revenues during her term.   Secondly, she changed the reward system given to employees from profit-sharing to an incentive program.   The last change she made was restructuring the whole company by merging similar units to one resulting to having only four units from the original 84 units.   Reduction of smaller independent businesses of HP resulted to job losses of many employees but improved the communication and internal transaction of the company. Likewise, the merging of Hewlett-Packard and Compaq caused Fiorina’s strategy brought more negative consequences than positive ones.   Though she got what she expected, but the fact that people were hurt by her aggressive action they all retaliated against her.   Unbelievably, only during her term that HP experienced so many job losses and employee apprehensions. These changes damaged the company as employee dissatisfaction grew further until 2005 and the stock reduced by half while its competitors such as Dell and IBM continued soaring high. What is your opinion of what ultimately happened to her at HP, as illustrated by the second article? Fiorina lost her credibility at HP which was contrary to her previous achievements she made prior to her appointment at HP.   I think she was overwhelmed by the shining glory of her achievements during that time that she promoted herself rather than the company’s future.   She failed to understand what the company really needed; instead she went on her way without fully analyzing what correct actions to take. Basically, she relied to herself totally that she never noticed the cultural forces that raged against her.   She lost her focus as many turned into opposition to her plans; in the first place, she never got to the heart of the problem of HP that she misunderstood many of the remarks and words of expectation she received at the time she was appointed at HP. How would you describe the most recent succession that occurred at H-P? External succession with Fiorina was the first attempt made by the company and I think that experience gave them a great lesson to ponder on because the succession brought chaos to the company, which was opposite to what they expected.   HP was quite stable though some downslides occurred already when Fiorina was hired in 1999.   Fiorina was appointed as chairwoman in order to enhance further its competitiveness in the market but her leadership style did not meet the expected changes that she promised to them. In the first place, HP became irrational by associating the success of Fiorina at ATT and Lucent to Hewlett-Packard.   It failed to see competent and able leaders within the company who could replace the parting person.   Getting the right person for a very sensitive position must be done with care. Monk and Wagner suggested that in line with succession, it is important that a company create a succession plan that â€Å"incorporates every level of the organization† (2008, p. 174). The succession plan will guide the company in cases like Fiorina. Conclusion In the case of Carly Fiorina in HP, it is appropriate to assume that succession must be according to the plan and besides the company must set a ruling regarding succession.   Fiorina could be the right person in HP but the lack of clear vision and orientation of the culture and expectation of the company; she developed her own approaches that only harmed the people in the company.

Language Attitudes And Ideologies English Language Essay

Language Attitudes And Ideologies English Language Essay In a contemporary society especially in a diverse country such as South Africa, language plays an important role in defining identity. As a result of the many diverse cultures, South Africans are exposed to a vast amount of different languages. These languages form part of identity and thus are accompanied by certain language ideologies and attitudes. Language ideology may be defined as shared beliefs about language forms and practices embedded in social conflicts over power (Volk and Angelova, 2007:177). Attitudes on the other hand are closely related to ideologies, and are described as learned reactions toward a person or situation (Steinberg, 2007). This essay aims to research the effects of a multilingual university (UWC) community on language use and ideology. It will also provide reasons for these effects and how attitudes relate to language ideology. To begin the study my research population consisted of a UWC male student, age twenty five and his first language is Setswana. In order to conduct the research I first posed a question to this student. The question was as follows; Given that you have been at UWC for at least two years, what effect is your membership of a multilingual university community having on your language use and ideology? The student answered that being at UWC has changed his ideology of different languages, because of the diverse language speakers and the formation of strong friendships he has been forced to become familiar with other languages. I then used this response as a framework to begin the research. As this is a qualitative research study I have made use of the survey-questionnaire method to gather my data. I have particularly applied the Linkert Scale style questionnaire that consists of statements and of which the participants answers are among the following; strongly agree/ agree/ unsure/disagree/ strongly disagree. The participant would then provide the reasons for their answers. The statements on the Linkert Scale questionnaire were as follows: I am happy with English as the main medium of instruction at UWC I would be more successful in my academic studies if my home/first language could be used in lectures and tutorials The other languages are sufficiently developed for use at tertiary level, and should not only be used for informal communication Its a good thing that we have a common language here at UWC to help us communicate across linguistic boundaries Im pleased that Ive picked up some words and expressions in other languages here at UWC The other part of the questionnaire asked for reasons for answers and provided writing space for the students response. In this case the student then provided reasons for his response to the above statements which made up the full data which I have made use of in this essay. The findings consisted of the responses to the above statements and the reasons for the response. The participants response to statement one was that he strongly agrees with English being a medium of instruction at UWC. His reason for his response was as follows Since different students come from different backgrounds/cultures and languages its only fair to have English as a lingua Franca common to all. Thus in this case I have found that the participant feels that English is a language spoken by all students at UWC. He also suggests that it is fair to have English as a medium of instruction, because all students at UWC share the common understanding of English whether it be a first, second or third language acquisition. This explains English as a lingua franca, the term lingua franca describes a language serving as a regular means of communication between different linguistic groups in a multilingual speech community Holmes (1997:86). The participant in this case is happy with the f act that English is used as a medium of instruction. The students response to statement two was that he disagrees that he would be more successful academically if his first language was a medium of instruction. The students reason for this is as follows No, I am more competent in English than my mother tongue when it comes to reading and writing as I last stopped using my first language for reading and writing in standard 3. It is clear, judging by the participants response, that he has lost proficiency in his first language in reading and writing due to being educated in English for so long. As a result of being educated in English for such a long time the student seems to feel more competent with English. This evidence gives rise to the notion that English may be the predominant language for educating a multilingual society due to its global recognition. The participants response to statement three was that he strongly disagrees with the assumption that, other languages are sufficiently developed for use at tertiary level and should not only be used for informal communication. The students reason for this is When it comes to Afrikaans and Xhosa I understand because these are the languages predominantly spoken in the Western Cape, but if its other languages it would not be fair to the other 11 official languages which are not used in tertiary education. The student in this instance feels as that English, Afrikaans and Xhosa are the only three languages developed at tertiary level as there is predominance in the amount of speakers of these languages. However, the participant disagrees that other languages should be used as a medium of instruction at tertiary level because it would be unfair to those who cannot understand the language. The student also feels that should one language, other than English/Afrikaans or Xhosa, be used as a m edium of instruction at tertiary level it would be unfair to the other eleven official languages that are not used in this way. The students answer to statement four was that he strongly agrees that its a good thing that we have a common language at UWC to communicate across linguistic boundaries. The students reason for this is as follows; If it wasnt for English as a lingua franca we would all be lost unless we share a 1st language, So it very good that we have a lingua franca as we connect/communicate well. In this case it is evident that the participant feels generally pleased that there is a language that can break through linguistic boundaries. The student in this case feels that English has the power to do so as a result of its wide range of speakers. It is also clear that the student agrees that English as a lingua franca helps us to communicate with other students from different linguistic backgrounds. The last statement the partaker responded that he agrees that he is pleased he has picked up some words and expressions in other languages. His reason for this is Yes I am this helps to communicate better with student who I do not share the same 1st language with, helps to build friendships and more, it brings people together. With regard to this response it seems that the student is pleased that he is able to pick up words form other languages that help to form relationships. To conclude the findings it is apparent that language attitudes form part of ideologies. Judging by the data I have gathered the participant provided insight of his attitude toward different languages especially English. It is obvious that English is a medium of instruction that the participant is pleased with as he would not have chosen UWC as an institution for higher education if this was not the case. The participant thus has a positive attitude towards English and the ideology (shared beliefs of language forms and practices) that English is a lingua franca common to all, increases this positive attitude. In this instance it brings to mind the assumption that we attain our attitudes from our ideologies. In essence it is apparent that our ideologies influence our attitudes toward various languages and it is these components that constitute as part of our identity. Language thus forms part of identity and in a modernised multilingual society the choice of identity is open to all. To elaborate one can side with the post-modern researchers who suggest that Post-modern accounts of identity have reacted against traditional and essentialist views by proposing an almost unlimited range of identity choices (Wallace, 2008:61). We as South Africans may be faced with the challenge of the battle between predominant and minor languages in a diverse country that consists of many different languages. Yet it is still astonishing to see that an institution such as UWC is able to bring people together even if it is through the use of English as a medium of instruction.

Mentor Impact on Student Nurse Experience

Mentor Impact on Student Nurse Experience Explore the impact of the mentor on the learning experience of the student nurse The current study reports the findings of a systematic literature review of research regarding the mentorship of student nurses. Mentorship was evaluated in terms of its development, implementation, outcomes and wider effects and the identified research was presented and critically analysed with reference to each of these areas. It was found that although mentorship was based on policy and standards, the mentor role and mentorship relationship still remain unclear and requires further clarification. A need was also identified for the supervision and monitoring of both mentors and student nurses to be expanded with mentors being more available and the whole process being more regularly audited. Mentorship was found to indirectly enhance skill development through support, socialisation and the provision of opportunities to gain clinical experience. By creating appositive learning environment and mentorship relationship the mentor can maximise the probability that their student nurses will acquire the skills necessary to be an effective nurse. The effect of mentorship on patient care was identified as a complex issue with it being difficult to make confident conclusions regarding the size of any effect. It does appear that mentors can indirectly improve patient care by enhancing nursing skills in their students. Finally, the mentor can play a role in creating the learning environment and mentorship relationship which can help to ensure that the student nurses have a positive learning experience. The limitations which are associated with the methodology which was employed within this research are discussed along with the implications of the findings of this research for practice and future research projects in this field. It is concluded that mentorship has the potential to have a number of benefits for student nurses but that further research and improvements are required in each of the evaluation areas such that the effectiveness and feasibility of student nurse education can be maximised along with the quality of the care which is subsequently provided to patients. 2.0 Introduction The world of nursing has gone through a period of significant change over the last ten years. In the acute nursing environment, nurses arousing increasingly more complex health care interventions and have to incorporate the use of advances in both medical technology and disease management. Within primary care, nurses are required to face the burden of chronic disease and to facilitate patients beginning to self-manage their own health. S uch changes have been made as a result of Governmental policy and strategic approaches. For example, a Governmental economic review conducted by Winless (2002 and 2004)advocated changes to how services are organised and delivered. Such changes have resulted in there being a range of extra demands being placed upon the nurse, both during and after their training. The Royal College of Nursing (2004a and 2004b) acknowledged the change which is occurring and stated that nurse education needs to be assessed and adapted to meet the changing role of the nurse. Nurses are now required to undertake tasks which were traditionally performed by doctors. These developments have ensured that the issue of the effectiveness of a nurse’s training is of up most importance. Through these changes the need for effective mentorship within nursing has become ever more salient. As a result of the potential effects which mentor/student nurse relationship can have on the student’s learning, their experience of training, their subsequent performance on the training course, their future effectiveness as a nurse and ultimately on the quality of the care which is provided by the nurses, it is an important topic to consider within the field of adult nursing. Thus the mentor/student nurse relationship needs to be evaluated. People have been interested in relationships throughout history. As far back as the ancient times, Aristotle and Cicero were commenting and theorising about relationships (Poulakis 1997). In more recent years, novelists, play-writes, biographers and clinicians have all been interested in the study of relationships in terms of why they matter, how they work and how one can improve their effectiveness and efficacy(Wood and Duck 1995). However, it has only been in the last 50 years that researchers have started to empirically investigate inter-relationships between people. Such work has been undertaken from wide variety of perspectives including anthropology, child development, cognitive science, communication, social psychology, sociology, psychiatry and psychotherapy to mention just a few (Hinde1997). The focus of such researchers has started to address the issues regarding relationships between staff within the health care industry. This systematic review will focus on addressing the relationship between a mentor and a student nurse. Whenever one is considering these of a given intervention within a health care setting, any conclusions must be based upon the scientific research which has investigated its effectiveness and efficacy via methodologically sound techniques. Any such analysis will need to consider four key aspects, each of these will be the focus of this systematic review. The first key element of evaluation concerns the development of the intervention. Therefore this review will consider research which has assessed the theoretical and conceptual foundation of mentorship within nursing. This section will include a discussion of whether the mentoring of student nurses is based on policy or a set of standards. The second area of focus for this review relates to the implementation of the intervention. Clearly whenever one is analysing the effectiveness and efficacy of an intervention, one must consider the way in which the intervention is operationalized and implemented as this will be likely to significantly affect the ultimate success of the intervention. This section will address the way in which mentorship is employed for student nurses and whether or not sufficient measures have been put into place to ensure that the benefits of mentorship are maximised and that any potential drawbacks are minimised. The extent to which this mentoring is adequately supervised, monitored and audited will be assessed and critically analysed. The third key aspect of any evaluation process concerns the outcome of an intervention. Clearly an intervention can be assessed with regards to a wide range of outcomes such as economic factors, staff perceptions and customer perceptions. With regards to mentorship, it is important that it is evaluated in terms of the perceptions of the mentors, the student nurses and the patients such that a comprehensive evaluation of its outcomes can be achieved. As well as the perceptions of those involved, this section will address whether or not mentorship improves nursing skills and hence whether it helps to improve the care which is received by patients. The fourth and final area of evaluation which will be addressed by this systematic review concerns the wider impact of the intervention. As well as focussing on the direct effects of a strategy, it is also important to consider the effect which the intervention has on other relevant issues. In terms of mentorship in nursing, this will relate tissues such as whether or not a rewarding learning experience is related to the quality of the relationship that a student nurse has with their mentor. Although the focus of mentorship may be on improving the student nurses’ skills, it is important to critically evaluate the effect which mentorship has on the student nurses’ experiences of their training programme as this could influence their subsequent career choices. The following review will first provide some background information regarding the topic of mentorship and student nurses. The methodology which was employed within this systematic review will then be outlined. The findings of the systematic review will then be critically analysed in terms of the key evaluation aspects of development, implementation, outcomes and wider impacts The main findings of this research will then be summarised before the limitations which are associated with this research project are outlined and discussed. Finally the implications of the findings of this research will be considered along with the areas which should be the focus of future research projects within the field of mentorship and student nurses. 3.0 Background A significant amount of research has Been conducted regarding adult learning and mentorship within nursing (Bernard 1990). The teaching of student nurses has undergone significant changes in the past 20 years. These changes have particularly taken place as a result of Project 2000which changed the education of pre-registration nurses (United Kingdom Central Council for Nursing, Midwifery and Health Visiting 1986). The previous diploma level system was replaced by the Common Foundation Programme which is comprised of the four branches of Adult, Child, Learning Disability and Mental Health. Through this process, registered nurses took responsibility for the learning of student nurses. The role of the nurse is adapting to incorporate these responsibilities with the Royal College of Nursing (2004a and 2004b) calling for a particular focus upon Quality, Flexibility and Diversity. Much has been written about the practitioner as facilitator, supervisor, assessor and role model, and the overlay of role functions (Bailey 1992, Clarke et al1986, Heron 1977, Mason 1987, Myrick and Wane 1988, Windsor 1987.Despite this, there is still a lack of consensus within the literature in terms of a clear definition of what is meant by the term ‘mentor’(Hearty 1986, Morel 1990 and Phillips et al 1996). It has been argued that the task of defining the term mentor is made more complicated byte fact that other terms are used, such as assessor, facilitator and supervisor, to describe the same role (Phillips et al 1996). As result of the wide range of aspects of the role which is played by mentor, it can be stated that a definition of mentor can only be general description as anything more specific would run the risk of excluding important elements of the position (Davies et al 1994). Forth purposes of the following review, the definition of mentor which was provided by Woolskin (1982) will be adopted: ‘Mentorship is a relationship which is aimed at guiding the novice towards an established place within the profession’ (Woolskin 1982) In the nursing profession the aims of the mentor will be to form relationship with their student nurses which helps the student to be successful in their training programme and to go on to be effective nurses in the future. Jarvis (1995) emphasised that it is important to focus on the mentor’s role as a function and as a relationship with the student nurse rather than being about them as a teacher or practitioner. Through this role the mentor can help to narrow the gap between theory and practice (Arbitrage and Bernard 1991). Indeed some have argued that mentor is in fact the wrong term to use within the health care industry as it is not equivalent to other industries in which the term mentor is used (Donovan 1990). However one conceptualises mentorship, the benefit of having a good mentor has been reported by student nurses within previous research. Ina longitudinal study, Gary and Smith (2000) interviewed 10 student nurses at five different points throughout their three year training programme. The participants also kept a diary as part of the research. It was reported that the students noted the importance of having mentor which represented a good role model. They also thought that it was important to recognise the likes and dislikes of the mentor as this had the potential to significantly impact on their assessment outcomes. The role of the mentor was found to be particularly beneficial at the beginning of the training process. As the training progresses the students felt that they grew in confidence as they became more competent. This ensured that they were more independent and that they placed a reduced demand on their mentor. Although their continued support was said to help the students finish the course and to choose longer term career in nursing. Therefore it does appear that through effective mentorship, the chances that a student nurse completes their training programme can be increased. Research has investigated the reasons why student nurses fail their training programmes. Two key areas of reasons have been identified. The first relates to the student nurse’s inability to cope with the demands and standards required by the course (Ehrenfeld et al1997 and Fulbrook et al 2000). It could be that a mentor can help to provide support and guidance for the student nurse to improve the chances that they can meet the requirements which are placed upon them and hence complete the training course successfully. The second key area of reasons for failure are those relating to personal factors(MORI 2003 and Royal College of Nursing 2001). This includes a range of possible factors such as financial, health or a change in circumstances. The mentor could also play a role here to help the student nurse manage their problems and to cope with them more effectively. The methodology which was employed within this research will now be outlined. 4.0 Method A systematic review aims to integrate existing information from comprehensive range of sources, utilising a scientific replicable approach, which gives a balanced view, hence minimising bias (Clarke Oman 2001, Hart 1998, Muldrow 1994, Oman and Goat 1993). Another words, a scientific approach will help to ensure that research evidence is either included or excluded based upon well-defined and standardised criteria. This should ensure that the possible effects of researcher bias should be kept to a minimum. Berkley and Glenn (1999)also states that systematic reviews provide a means of integrating valid information from the research literature to provide a basis for rational decision making concerning the provision of healthcare. 4.1 Reviewing Process Whenever one reviews or compares research reports, it is important that clear set of criteria are established upon which the evaluations can be made. Table 1 below outlines the global process which was used to conduct the literature review. This process was based upon that employed by Berkley and Glenn (1999). Each selected article was reviewed with reference to a number of different issues using a Table which was also based on Berkley and Glenn (1999). This review table is displayed in Appendix 1. Once obtained each article will be filed and stored appropriately. A computer-based list will be maintained of the articles which had been reviewed. Table 2: Core Principles Used in Reviewing Selected Research Articles (adapted from McInnis 2004) Systematic reviews Adequate search strategy Inclusion criteria appropriate Quality assessment of included studies undertaken Characteristics and results of included studies appropriately summarized Methods for pooling data Sources of heterogeneity explored Randomised controlled trials Study blinded, if possible Method used to generate randomisation schedule adequate Allocation to treatment groups concealed All randomised participants included in the analysis (intention to treat) Withdrawal/dropout reasons given for each group Cohort All eligible subjects (free of disease/outcome of interested) selected or random sample 80% agreed to participate Subjects free of outcomes on interest at study inception If groups used: comparable at baseline Potential confounders controlled for Measurement of outcomes unbiased (blinded to group) Follow-up sufficient duration Follow-up complete and exclusions accounted for ( 80% included in final analysis) Case control Eligible subjects diagnosed as cases over a defined period of time or defined catchment area or a random sample of such cases Case and control definitions adequate and validated Controls selected from same population as cases Controls representative (individually matched) 80% agreed to participate Exposure status ascertained objectively Potential confounders controlled for Measurement of exposure unbiased (blinded to group) Groups comparable with respect to potential confounders Outcome status ascertained objectively 80% selected subjects included in analysis Cross-sectional/survey Selected subjects are representative (all eligible or a random sample) 80% Subjects agreed to participate Exposure/outcome status ascertained standardized way Qualitative Authors position clearly stated Criteria for selecting sample clearly described Methods of data collection adequately described Analysis method used rigorous (i.e., conceptualised in terms of themes/typologies rather than loose collection of descriptive material) Respondent validation (feedback of data/researchers interpretation to participants) Claims made for generalizability of data Interpretations supported by data 4.2 Sources of Data The methodology employed within the research will involve obtaining data from three key sources: Computerised searches, Manual searches, and the Internet. Each of these data sources will now be considered in more detail. 4.2.1 Computerised Searches The methods used in this research will include a detailed computerised literature search. Multiple databases, both online and CD–Rom will be accessed to retrieve literature because they cite the majority of relevant texts. (Loy 2000 Ford 1999) The computerised bibliographic databases are:- †¢ MEDLINE †¢ EMBASE †¢ CINAHL †¢ PSYCHINFO †¢ British Nursing Info BNI †¢ Cochrane †¢ Science Direct (All Sciences Electronic Journals) †¢ Asia †¢ DETOC †¢ HMIC However because articles may not be correctly indexed within the computerised databases, other strategies will be applied in order to achieve a comprehensive search (Sindh Dickson 1997). 4.2.2 Manual Searches A manual search will be performed to ensure that all relevant literature is accessed. The manual searches will include:- †¢ Books relevant to the topics from university libraries and web sites†¢ Inverse searching- by locating index terms of relevant journal articles and texts †¢ Systematically searching reference lists and bibliographies of relevant journal articles and texts 4.2.3 The Internet The internet will provide a global perspective of the research topic and a searchable database of Internet files collected by a computer. Sites accessed will include:- †¢ Department of Health †¢ National Institute of Clinical Excellence †¢ English National Board of Nursing, Midwifery and Health Visiting †¢ Google 4.3 Identification of Key Words The selection of key words is an important task as it will have significant impact on the articles which are identified in the search. One must choose appropriate words which maximise the chance that the most appropriate research evidence can be found. Databases use controlled vocabulary of key words, in each citation. To assist direct retrieval of citations techniques Boolean logic will be applied using subject indexing, field searching and truncation to narrow the topic focus (Loy 2000, Hicks 1996, Goodman 1993). As part of this approach, key words will be based on the components of the review question. An imaginative and resourceful technique of searching electronic databases will be used including recognising the inherent faults in the indexing of articles. Misclassification and misspelling will be included in the searches with searches utilising keywords and the subheadings, (Hicks 1996). Based on these principles, the following search terms will be used in different combinations: †¢ Mentorship †¢ Mentor †¢ Student †¢ Nurses †¢ Training †¢ Evaluation Further search terms may be used within the methodology if they are identified within some of the initial search items. Whenever one is searching literature ‘sensitivity’ and ‘’specificity’ are important issues when conducting searches of research on a database. The searches need to be as ‘sensitive’ as is possible to ensure that as many of the relevant articles are located. This may be a particularly salient issue with regards to the evaluation of mentorship in student nursing as the number of appropriate entries may be limited. Thus an attempt to locates many of these articles as possible becomes a more relevant and important objective. Furthermore, the search needs to be ‘specific’ Another words, it needs to be efficient where appropriate so that higher number of the articles identified through a database search can be included and hence the time allocated to reviewing articles which are ultimately of no relevance, can be kept at an acceptable level. 4.4 Inclusion and Exclusion Criteria In order that a manageable quantity of pertinent literature is included in this study, it is essential that inclusion and exclusion criteria are applied. In order that a diverse perspective of the topic is examined broad criteria will be used. (Benignant 1997). However, it is important to note that a balance needs to be achieved through which the scope of the inclusion criteria is sufficiently wide to include relevant articles whilst also being sufficiently specific such that the retrieval of an unmanageable set of articles is avoided. 4.4.1 Inclusion Criteria The articles which are highlighted within the proposed searches will be assessed in terms of whether or not they meet the following criteria. Each article will need to be viewed as appropriate with regards to all of these constraints if they are to be included in the final analysis.>From the pool of data which is obtained, the most appropriate articles which meet these inclusion criteria will be selected for use within the review. †¢ A literature review encompassing all methodologies will be applied ( Pettigrew 2003) †¢ International studies will be included †¢ Available in English †¢ Relate to the evaluation of mentorship within health care †¢ Relate to the training of student nurses †¢ Centre on the elderly population 4.4.2 Exclusion Criteria The articles highlighted by the searches will also be assessed in terms of whether or not they fulfil the following exclusion criteria. If a potential relevant article meets one or more of these criteria then they will be immediately excluded from the data set and will not be included within the analysis stage of the methodology. †¢ Articles relating to mentorship in industries other than health care will not be included †¢ Literature in a foreign language will be excluded because of the cost and difficulties in obtaining translation. †¢ Research reported prior to 1985 will not be included within this review. 4.5 Consideration of Ethical Issues Any research involving NHS patients/service users, carers, NHS data, organs or tissues, NHS staff, or premises requires the approval of ankhs research ethics committee (Department of Health 2001) A literature review involves commenting on the work of others, work that is primarily published or in the public domain. This research methodology does not require access to confidential case records, staff, patients or clients so permission from an ethics committee is not required to carry out the review. However, it is essential to ensure that all direct quotes are correctly referenced. Permission must be sought from the correspondent before any personal communication may be used. All copyrights need to be acknowledged and referenced. The researcher will also act professionally when completing this report and ensure that research is identified, reviewed and reported accurately and on scientific basis. The following set of chapters will now outline the research which has addressed the different aspects of the debate regarding mentorship and student nurse education. The following analysis will be conducted regarding the four different aspects of evaluation. As outlined by Kirkpatrick (1979) it is important to address each stage of any training intervention when conducting an analysis. Therefore, the development, implementation, outcomes and wider impacts of mentorship in student nurse education will all be considered. The most appropriate research regarding each of these four aspects will be critically analysed and compared to other relevant research findings. 5.0 Evaluation of The Development of Mentorship Programmes Whenever one is evaluating a health related intervention, it is important to first consider the policies, standards and theoretical perspectives which underpin the approach. In terms of mentorship, one must address the questions regarding the framework and structure which they are developed in conjunction with and to determine whether or not the approach was developed in an appropriate way. The policies and structures which underpin pre-registration nurses’ education has undergone significant changes in the last twenty years. This was particularly as a result of the introduction of Project 2000 (United Kingdom Central Council for Nursing, Midwifery and Health Visiting1986). The transformation was centred around the introduction of a Common Foundation Programme which was comprised of four different branches: Adult nursing, Child nursing, Mental Health nursing and the nursing of people with learning disabilities. This replaced the previously used diploma level education system. Through these policies, a set of standards were established for the preparation of people who are going to teach nursing, midwives and specialist public health workers. A booklet which outlines these standards was produced by the United Kingdom Central Council for Nursing, Midwifery and Health Visiting (2004). This also sets out the guidelines for the qualifications which are recommended and required for these teachers. The English National Board has suggested that mentorship should be key part of the Project 2000 courses (An forth 1992). It is also suggested that there should be a policy to emphasise five key aspects of the role of a mentor in their relationship with their student nurse. These are Assisting, Befriending, Guiding, Advising and Counselling(An forth 1992). They also argue that the role should not include supervising, assessing or facilitating. The following discussion within this section will now move on to consider the mentorship role which has been derived based on these relevant policies and standards. The extent to which this derivation was appropriate and how the mentorship role is subsequently perceived will be outlined and critically analysed. This evaluation will now be conducted from the perspectives of theorists/researchers in this field, the student nurses and the mentors involved. In broad terms, these policies and standards appear to be appropriate in terms of providing a framework to govern mentorship within student nursing. However, one needs to look past the theoretical perspective and address the practical aspect of the development of mentorship. The extent to which these policies and standards are adequate when viewed during their application merits consideration. Researchers and theorists in this field have argued that despite these policies and standards, the role of mentor remains unclear as there are a number of models and frameworks which exist and which can be applied (Andrews and Wallis 1999). Furthermore, Andrews and Wallis (1999) also go on to suggest that many mentors attend short, local training courses which are not standardised. Although they may adhere to the appropriate standards, there still remains sufficient scope for mentors to receive different types and levels of training when becoming mentors of student nurses. Also, as a result of the continued use of the terms mentor, supervisor and assessor to describe similar roles, it is argued that this continues to contribute to the confusion within this field(Wilson-Barnett et al 1995). The policies and standards require a more specific focus such that more standardised definitions, roles and training programmes can be established and agreed by all of the key stakeholders in this debate. One of the more obvious stakeholders to consider are the student nurses themselves. The extent to which the mentorship of student nurses is appropriately grounded in policy and standards needs to also be assessed from the student nurses’ perspective. It needs to be seen to have logical foundations such that the students can have confidence in the system and that they can understand the purpose and objectives of the relevant policies and standards. One study which has addressed this topic was conducted by Watson (1999). A sample of 35 student nurses were interviewed using a semi-structured approach. The student nurses reported to key findings. Firstly they reported that the mentorship process was not sufficiently defined by the English National Board. They stated that although there were standards in place, they did not result in there being a clear understanding of what the role and purpose of a mentor actually was designed to be. The second key finding was that the student nurses perceived that the mentorship process was not clarified within their internal organisation. Irrespective of the over-riding standards outlined by the English National Board, the internal organisation could have put into place a clear structure and understanding of mentorship to ensure that its role was understood byte student nurses. Therefore, from the student nurses’ perspective, the presence of the appropriate policies and standards was not accompanied by an appropriate application and implementation of such guidelines. Having said this, the sample used in this study was relatively small and so the extent to which the findings can be generalised to the UK as a whole is questionable. Other similar explorative research has been conducted which has focused on the perspectives of the mentors The introduction of Project 2000 has placed a responsibility on many registered nurses to mentor student nurses. Although the relevant standards provided by the English National Board do address this area, again they do not appear to be standardised across the country. For example, Cahill (1996) found that there were a range of mentor selection procedures as well as a range of preparation and function definitions. Further research was conducted by Near (1997 and 2000).It involved collecting data from 155 mentors. They reported that these of the terms mentor, assessor and supervisor did result in them being confused over their role as a mentor. They were also unclear regarding their relationship with their student in terms of the nature which it should take and the extent to which they were supposed to help them. This in turn was said to lead to difficulties with regards to competency assessment as they were not sure what was expected of them and their students. Therefore, this section has demonstrated that policies and standards regarding mentorship have been provided by the English National Boards part of Project 2000. However, questions still remain regarding the extent to which these policies and standards have

Paradise Lost by John Milton :: Paradise Lost John Milton Essays

Paradise Lost by John Milton John Milton divided the characters in his epic poem Paradise Lost into two sides, one side under God representing good, and the other side under Satan representing evil and sin. Milton first introduced the reader to the character Satan, the representative of all evil, and his allegiance of fallen angels that aided in his revolt against God (Milton 35). Only later did Milton introduce the reader to all powerful God, leader and creator of all mankind (John). This introduction of Satan first led the reader to believe acts of sin were good, just like Eve felt in the Garden of Eden when she was enticed by Satan to eat the fruit off of the Tree of Knowledge (Milton 255). The later introduction of The Almighty had the readers change their feelings towards sin, as the ways of God were introduced to them and these ways were shown to be the way to feel and believe. This levy of good vs. evil carried on throughout the poem with the interaction of Satan and his fallen angels with God and his so n in Heaven.   Ã‚  Ã‚  Ã‚  Ã‚  The common representation of sin and evil came from the lead character in the battle against God, Satan. His name means "enemy of God." He was a former high angel from Heaven named Lucifer, meaning, "light bearer" (John). Satan became jealous in Heaven of God's son and formed an allegiance of angels to battle against God, only for God to cast them out of Heaven into Hell (Milton 35). This did not bother Satan at first since he became the leader in Hell rather than a servant in Heaven. Satan believed that it was, "Better to reign in Hell than serve in Heaven" ( I-l. 263). Much of Satan's reliance on getting things accomplished came from his ability to lie and deceive. He lied to the fallen angels about the Son and his "vice-regency" in Heaven in order for them to follow him instead of The Son. He also concealed his true self by hiding in the body of a serpent when presenting himself to Eve in the Garden of Eden (Blessington 32). She would not have been as easily te mpted into sin had he not concealed his true form. In addition, Satan showed the reader a large amount of anger and destructiveness when he planned his revenge on God (Milton 62). Satan even found pleasure in the pain and destruction of other people and things, "To do aught good never will be our task, / But ever to do ill our soul delight" (qtd.

The Rise of Ideas and the Fall of the State Essay -- Social Revolution

Social revolutions are swift and violent transformations, carried out by the lower classes, which ultimately transform the political, social, and socioeconomic structures of the government (Skocpol, 4). Revolutions do not easily occur and are not inevitable. In fact, there must be certain variables simultaneously present in order for the current regime to collapse and be replaced by a new system. In the following paper, I will illustrate how the simultaneous presence of two variables leads to the social revolutions in France in October of 1789, Russia, in February of 1917, and China in 1949. The first variable describes how wars can cause economic strain that leads to the neglection of the military, which causes defections. The second variable is the rise of radical ideologies resulting in the creation of political parties, which mobilize the peasants. Note that the Chinese Revolution of 1949 is chosen as the social revolution because it adheres to Skocpol’s definition as a r evolution by the lower classes and results in a total transformation of the state, whereas the revolution in 1911 does not. I will also discuss why social revolutions did not occur in the negative cases of the Prussian Reform, the Japanese Meiji Restoration and Russia in 1905. There are no current theories that explain why, how, and when revolutions occur. The volcanic model states that revolutions occur when the demands of the people are not met by the state and the eventual frustration of the people will mobilize the masses, resulting in a transformation of the system (Aya, 7). This theory neglects to identify the actors and the connection between mass frustration and social change. It also fails to identify the ultimate spark that motivates people to c... ...Meiji Restoration, there was no mobilization of the lower people, and the Samurai conducted the reforms from above. In Russia, radical ideas were present in 1905 and did mobilize the peasants, however, the military was present and therefore since both variables need to occur concurrently, there was no revolution in Russia in 1905. The collapse of the army alone would not cause a revolution; neither would protests or riots alone. However, it is the combination of both the collapse of the military as well as the uprisings against the state that results in a revolution. The collapse of the forces of the state allows for the uprisings to become powerful and therefore have the opportunity to attack the state when it is at its weakest point. The two variables that I have discussed show that it takes both variables at the same time in order for a revolution to occur.

Case Study Analysis on an Organisation Essay

Organisational change is something that occurs throughout an organisation’s life cycle and effects the entire organisation rather than one part of it. Employing a new person is one example. Change is increasing due to a number of forces including globalisation led by rapidly advancing technologies, cultural diversity, environmental resources and the economy; therefore the ability to recognise the need for change as well as implement change strategies effectively, in a proactive response to internal and external pressures is essential to organisational performance. Internal changes can include organisational structure, process and HR requirements and external changes involve government legislation, competitor movements and customer demand (Wood et al, 2010). Change does not need to be a painful process, as it may seem when observing the amount of failed change management initiatives with reports as low as 10% of researched success rates (Oakland & Tanner, 2007), when successful change management strategies are utilised and planned, including effective communication strategies, operational alignment, readiness to change and implementation, which all lower and overcome resistance (Wood et al, 2010). There is a great amount of literature on the negative aspects and difficult management with employees resisting change, however Wood et al (2010) challenge this notion by questioning the change management process as people do not resist change itself but aspects of the change that affects them personally such as fear of the unknown, status, remuneration and comfort. Resistance to these changes is a healthy reaction and can be managed effectively in the beginning by ensuring communication and using one of the change initiatives described here. Background Information Truelocal is based in Sydney, with small sales branches in Brisbane and Melbourne. It employs over 150 staff, an increase of approximately 50% over the past two years. It was founded in 2005 by NDM as part of an expanding operation of online websites to provide across the board consumer services, including news and magazine websites; online sport and weather information; and shopping comparison search engine, web-based recruitment, and travel search engine solutions [http://www. ewsdigitalmedia. com. au, accessed 25/08/2010]. As the world shifted into what is often referred to as the ‘digital info age’, consumer demand for online media as a way to source information significantly increased and demand for printed media decreased putting pressure on newspaper companies to expand to producing news and information online in digital format. This included News Corporation which decreased its newspaper operations and increased its digital expansion. As an employee at Truelocal for over six years, I have acquired this information presented here through interviews with management, company information and my own observations internally within the organisation’s sales department working in the roles of sales executive, account manager and senior retention account manager. The Need for Change – Management & Structure Truelocal needed to align its culture, values and structure with the parent company in order to meet strategic growth goals not long after it was founded. Wood et al (2010) describe the work of an author, Noel Tichey on managing strategic change. Experts use three fundamental sets of change in their approach; technical design, political allocation and culture/ideological mix problems. It is one of these problems that become a pressing issue at any one time of which then initiates the change. In Truelocal’s case there were a number of changes evolving and at this time it was culture problems. NDM has been growing in size since its establishment in 2006 with a number of acquired website operations, each operating as a separate business unit with the support of HR, Finance, IT, Commercial Operations and other support services provided by the parent company (NDM). A decision was made to align the organisation in terms of operations, culture and strategy so it could concentrate on innovation and performance to achieve its goal of becoming the number one provider of online information in Australia. As a result NDM redesigned its organisational structure as Truelocal and most of the other business units merged together in one location. Not long after this relocation, Truelocal began flattening out the company structure lead by a new management team and CEO. It has since been under constant change to achieve it’s goal to continue growth (both in number of staff and performance) and excel as a high performing and innovative company with an agenda of being the second largest online directory service in Australia after it’s competitor Sensis (Yellow pages online). Wood et al (2010) explain the performance gap is a desire to move from one less desired state to another. This can be seen by the increased performance after the change occurred and culture change was implemented. What changed Fundamental changes that occurred were a shift from the existing vertical, bureaucratic structure to a horizontal structure and change in specialist functioning of divisions creating a professional, corporate environmental culture that was customer focused. The existing culture was a casual attitude towards dress requirements, starting and finishing times, breaks, informal communication expression and channels and many staff were employed as friends of existing staff rather than based on competency and job skills. Some managers had their partners working for them and a few were family members. There didn’t appear to be any dress code and people came and left work at varying times. Additionally management employed more skilled staff, retrained existing staff and created processes of which procedures were then put in place. One of the ways these objectives were achieved was by the reduction of management layers resulting in more direct reporting. Wood et al (2010) explain as organisational size increases, the more interconnections and less direct communication between people takes place (Wood et al, 2010). Change Process When management at Truelocal uplifted existing management and reporting structures, staffs were initially left without direction, reporting channels, processes and goals were not clearly communicated causing a lot of uncertainty. Consequently many staff resigned as they felt upset and confused about what was happening. Truelocal however, retained some of the more experienced staff with new career development propositions and new managers were encouraging and open about future improvements that were to take place within the organisation. One of the ways Truelocal could have managed this change is by using the Freeze/Unfreeze concept; Wood et al (2010) explains Kurt Lewin, a famous organisational Psychologist’s three-force phase, which is needed for any organisation to be motivated to bring about the change of which are; 1) Unfreezing focuses on preparing people for change. This is a critical part of the change phase prior to implementation by analysing and influencing resistance and need to change. A common tool that is used at this stage is called Force Field Analysis, this measures these forces. ) Changing of people; tasks; structure; technology. Ideally the organisation will be completely unfrozen, ready for change and its goals made clear. It is recommended that staff are not perceived to have a sense of high or low security at this stage in order to avoid resistance. 3) Refreezing is the evaluation and reinforcement of the changes that took place. The new managers were recruited by Truelocal for their exp erience in organisational transformation within the type of professional, high performing, corporate environment the organisation desired and who worked at their competitor company. These managers were expected to manage the entire change process themselves. Change agents are people or groups who take responsibility for the change of behaviours and existing patterns in a supportive manner (Wood et al, 2010). The perceived risks however, are the responsibility of the organisation’s leader who decides on the direction of the change (Oakland & Tanner, 2007). Planned changes that took place were; Structure – change in organisational design by reporting systems, operational processes and size of teams, while roles were redefined by definition, job title and remuneration. Tasks – Most jobs were redesigned including more responsibility for staff in management roles and multi functional tasks for other staff. One of these job designs is called job enrichment, which is the increase and deepening of motivating factors built into a job (Wood et al, 2010). Some of these enrichments used by new management were increased responsibility and accountability, less control and more freedom in the job and more recognition. People – improvement of recruitment and selection process by advertising formal job vacancies on the organization’s intranet and incentives for staff to nominate candidates who were then formally interviewed by a number of managers. Additionally training sessions for new staff, coaching and certification courses were made available. Carless (2005) describes her research on the compatibility of job-person-organisation-environment fit. She believes a person must assess their attributes and personality with the job and organisational characteristics, which is likely to improve job satisfaction and adjustment to the environment. Culture – organisational values and beliefs were communicated from the parent company of which staff was rewarded when their behaviour displayed these values. Recognition was given in addition at meetings and performance appraisals. This is the observable culture, however as Wood et al (2010) explain, shared meanings and stories are other powerful aspects of culture and this can be observed at Truelocal by the high turnover of staff by both stories and norms that communicate the need to work hard to perform in the job or leave. Cultural symbols include trophies for ‘employee of the month’ awarded to the highest performer. These symbols serve to transmit cultural meaning (Wood et al, 2010). In the sales department a large subculture can be observed. Wood et al (2010) explain strong subcultures are often found in high performance task forces where people share similar values and backgrounds. This subculture included men between the ages of 22-30 yrs that have no formal education, drink alcohol excessively, and are passionate about technology, highly materialistic and view women as sex objects, which can often be observed by their language and behaviour. Moreover this culture is likely to be influenced by the national culture of which the organisation is embedded (Wood et al, 2010). In fact this subculture existed in the old culture before the restructure of which the company held ‘diversity training’ focused on discrimination and fairness within the workplace resulting in terminations. According to The Economist (2008), in the economic downturn companies need ‘Generation Y’ as hungry 25-35 year olds without commitment, for marketing and product innovation with emerging technologies, able to put in the time and energy to help them deal with recession hazards, especially in sales. Strategy – operations and planning were clarified at monthly and quarterly meetings including product changes. These were addressed by department managers regularly and CEO meetings irregularly, to engage staff. Wood et al (2010) explain leadership has changed from the traditional trait and behaviour approaches to transformational, charismatic, visionary focus and is separate from management. The leadership team at Truelocal formally includes the CEO and parent company (NDM) leaders. Their leadership function can be observed by their language and behaviours they use a transformational and visionary change approach. Objectives – specific performance targets were set allowing staff to earn a higher commission by overachieving set targets, recognition and prizes to increase motivation consistently. Purpose – both the CEO and the parent company made organisational goals clearly communicated vision and clarified progress regularly. Recognition was given for the contribution of each department and each business unit to the overall success of the organisation. These changes were managed by senior staff using a combination of change strategy approaches as explained by Wood et al (2010) that include a forced approach of top down command, one way communication, coercive reward and punishment approach, rationalisation approach and shared decision making, empowered approach. Of these approaches no single approach was concluded best by researchers on organisational change and it is advised that more commonly a combination will occur, however guidelines are offered to change agents and managers (Wood et al, 2010); – consider use of expert consultants – communicate the need for change feedback from employees – avoid changing for the sake of change – study organisational change and structures From this perspective Truelocal management took the right approach by varying the way they managed the change. Change Results The facilitation of clearer and faster communication channels enabled staff to work more efficiently and g et things done faster, along with improved technology. Further benefits of this structure were people collaborating in teams, using initiative and increased spontaneous communication while rules, procedures and close supervision were reduced as described in (Tushman, Anderson & O’Reilly, 1997). Wood et al (2010) describe the matrix structure is common in large organisations wanting to improve customer responsiveness. Truelocal’s reporting structure utilised this organisational design as part of the change, for example the finance manager reports to the CEO of Truelocal and to the Commercial Director of NDM, however Wood et al (2010) note each organisation’s structure is unique and there is no single observed design. This change is described by Wood et al (2010) as radical. Radical changes are fundamental reorientations and transformational, often initiated by the arrival of a new CEO. Culture & Performance Change Since the change occurred, Truelocal’s sales department recorded a growth rate of 15% per full time employee (FTE). Some strategies used were; – Performance appraisal review (PAR) – staff are asked to grade themselves on their performance and their use of company values of which are discussed by their managers. For example one of the values is ‘Impact’ and an employee is asked how much impact they contributed to the organisation since the last performance review and they are required to give examples of this behaviour. These PARs are held quarterly and annually. Reward and remuneration – staff are given targets according to their job level and experience with incentives to over achieve. These targets are called Key Performance Indicators (KPIs). The person’s job is broken into task components of which each component consists of a target behaviour that is rewarded. Remuneration is based on the overall percent age of KPI achievement. – Recognition – employee of the month award was created by encouraging staff to use an online submission for their preferred co-worker who had gone over and above their job requirement displaying one of the company values. In addition the company awards the sales department with the person with the highest dollar value in sales and yearly a larger reward of which one year was a new car. Similarly a newsletter recognises new sales people who achieve early in their job. All of these reinforcements are called extrinsic which are rewards given to someone by another person’s valued outcome and because they are environmentally impactful are valued in influencing behaviour through the law of effect (Wood et al, 2010). Cultural change can take years according to Wood et al (2010); however effective cultural change strategies can be used to shorten the timeframe. One of which is explained by Oakland & Tanner (2007), it is important to align the culture to support the desired change in behaviour. For example Truelocal needed a professional, customer focused culture which required staff to develop professional skills and behaviour. The result was all departments undertook a full training programme designed to increase awareness in communication, with a focus on questioning and empathy. Conclusion Truelocal is a young company and part of the larger and still relatively new parent organisation, NDM, operating under the global News Corporation. The industry it operates in, digital media is one of the fastest growing and changing environments globally. It changed from a structure and culture of casual, unprofessional work practices managed within a more bureaucratic structure that was under performing to a transformational, high performing, innovative and professional culture that is customer focused. Truelocal achieved its goal of growth, productivity and change in culture, however many staff were lost in the process and not much planning appeared to be in place. It is unclear as to the lack of planning, communication or use of external consultant in the case of radical change that occurred. One assumption might be due to budgetary restrictions as the company has been running at a loss since it started, reporting a loss this year of over one hundred million. Apart from the successful change management strategies that were used by the change agents, in particular the motivational strategies used by nominated change managers, numerous other approaches were identified that may benefit the organisation for managing future changes more effectively. Reference List Carless, S. A. (2005). Person-job fit versus person-organisation fit as predictors of organisational attraction and job acceptance intentions: a longitudinal study. Journal of Occupational and Organisational Psychology. 78 (3), 411-429. Generation Y goes to work (2008, December 30). The Economist (US). Retrieved from http://www. economist. com/business/displaystory. cfm? story_id=12863573 Oakland, J. S. , & Tanner, S. (2007). Successful change management. Total Quality Management, 18 (1-2), 1-19. Tushman, M. L. , Anderson, P. C. & O’Reilly, C. (1997). Technology cycles, innovation streams and ambidextrous organisations: organisaiton renewal through innovation streams and strategic change. Managing strategic innovation and change. Oxford University Press, NY. 2-23. Wood, J, Zeffane, R. , Fromholtz M. , Wiesner R. , Creed A. , Schermerhorn J. , Hunt J. , & Osborn R. , (2010). Organisational Behaviour, Core concepts & applications. 2nd Ed. John Wiley & Sons, Australia, Ltd. Milton Qld.