Creative Problem Solving Essay Example | Topics and Well Written Essays - 500 words

Creative Problem Solving - Essay Example They are much more creative and would solve issues on their own. Category B of employees involves the individuals who face challenges and fairly offer solutions to these challenges. They always involve their fellow employees who they perceive could be having more experiences and expertise than them in finding solutions to their issues. They are less independent and rely on external solutions to some extent. Category C and D employees are hardly different exhibit almost similar characteristics as far as provision of solutions to their challenges. They have a habit of avoiding the challenges altogether. They would rather not face the challenges; instead they leave them to other stakeholders in the system. ____10_____ C. Assume other challenges and pretend as though nothing wrong has occurred in the system. They tend to be less concern and seem to expect others to be responsible in solving the challenges. The results indicate that half of all the employees have the capacity to face the challenges and provide solutions on their own. Thirty percent face the issues that come before them but would rather engage other individuals in the solving of these problems. Twenty percent of these individuals would either assume the challenges or avoid them completely. The paper under study is ‘conceptualizing assessment for employee performance in terms of problem solution’ and what the strategic managers think about this trend. In the recent past, there has been an increased number of strategic managers that have relied on this assessment style as a creative way to evaluating a larger number of employees as compared to the old style of evaluation. An analytical study conducted reveals that the growth of creative management practices has been captivated by the adoption of other systems of management. Creative skills can be improved through the training to expand the ways of categorizing the various events and

Health policy Essay Example | Topics and Well Written Essays - 250 words - 3

Health policy - Essay Example On the other hand through managed care more incentives would be put into place in order to effectively manage various critical ill patients. This is therefore viewed as an advantage of managed care to critical ill patients who need quality and special care. I agree with the article in the sense that managed care will bring a lot of benefits especially among the critical ill patients. This is due to the fact that more incentives will be allocated to provide quality health care to critical ill patients at minimal costs to them. Reduction of costs through managed care is important as critical ill patients require a quality health care policy that will safeguard their interests. Therefore in my own opinion managed care as a health policy should be encouraged not only within the context of United States but globally due to the benefits associated with the managed care policy. Managed care has an intention of reduction of health care expenditure through various forms of economic incentives (Melanie,

The Role of Diplomat and Functions

The Role of Diplomat and Functions INTRODUCTION Communication and technology has been the driving force of a new world order of globalization affecting areas of the international system bringing about certain developments and changes that affects statecraft and the roles of the professionals that carries out this functions for the state. The role of a diplomat has a tremendous impact on foreign policy decision which consequently finds expression through certain means such as communication and technology, with the primary motive of using information and representation as a vital instrument of diplomacy. Diplomacy therefore can be said to be defined â€Å"as the professional management of relations across sovereignty† (Melissen, 1999, p.1). Over time the growth in communication and technology has had major effect on how diplomats carry out their functions and the major roles they play bringing about certain changes from the diplomacy of the Ancient periods to the present day modern diplomacy. However, in examining how the changes in communication and technology has affected the role of the modern diplomat this essay is going to examine the historical context of diplomatic communication, the roles of the modern diplomat, the impact of communication and technology in diplomacy, how certain changes have affected the roles of the modern day diplomat and thereby concluding with certain solutions that would improve the negative effects of communication and technology on the roles of the modern diplomat. THE HISTORICAL CONTEXT OF DIPLOMATIC COMMUNICATION. Diplomatic communications in the past was basically done by non technological means through the use of very obscure methods such as signs, wooden tablets and the use of messengers. According to Melissen the first record of a diplomatic communication was in form of a letter written on a stone which was to be delivered by a messenger who walked 2000 kilometers to perform his roles.(1999,p.3). The use of the messenger symbolized representation of the country in communicating certain issues of foreign policy to the other country making sure that every information was confidential and delivered to the right person with total understanding of its content. During this period the method of delivering letters was one of the most effective ways to carry out diplomatic relations with the messenger as the professional who has the ultimate role of making sure the purpose of the representation is achieved and also responsible for giving his home government feedback on his diplomatic mission. The messenger served as a form of sovereign equality between the countries and was being sent because of certain qualities which he possessed and as the countrys confidant. (Melissen 199 9,p.4) Also elites in the society and men of very high reputations experienced in states affairs were also given roles of negotiating agreements on behalf of their state government. (Leguey-Feilleux 2009, p.25) The messengers served at different levels of state postings for a period of time reporting and collating many conversations with the king, palace officials and other foreign diplomats (Melissen 1999, p.4). They basically helped in carrying out major functions that facilitated the several achievements of their government. The messengers also engaged in several strategic activities such as forming alliances with neighboring countries and intelligence collation of political issues. (Melissen 1999, p.5). They were also used to foster trade negotiations between counties on behalf of their home countries. These messengers also had to be resident abroad to constantly perform duties because traveling was very dangerous and often difficult. (Leguey-Feilleux 2009, p.24). At this time there were no good road networks or viable transportation system in other words messengers traveled very long distances to perform roles in very unsafe conditions. Consequently Leguey-Feilleux emphasizes on the fact that, these messengers were been used as a source of contact between their countries and their neighbors playing roles of mediation and were also used to make preparation for court visits, served as agents on temporary and adhoc missions, engaged in crucial debates with other representatives over their governments policies and engaged in information gathering of both internal and external relations (Leguey-Feilleux 2009, p.31-36) Consequently diplomats also submitted protest, presented legal claims for review, made proposals, represented at social functions and tolerated diversity of civilizations (Melissen 1999, p.9) There was also the exchange of objects, drawings and gifts that clearly stated out the diplomatic intentions of the diplomats and the kind of relationship they want to maintain. (Bianca, 2009, No 1). Despite all these roles clearly stated there were some limitations that brought about the need for an improvement on the roles of the diplomat (messenger). Challenges such as animosity in a mission and bad behavior altered communications between states and made some representatives unfriendly with each other. (Eban, 1998, p.27). Governments were also in doubts of the representatives they sent on missions in other words they were not given total authority on certain issues of international politics considerably there was the problem of cultural and language differences which sometimes made missions not so productive and some times the messengers were captured for ransom.(Leguey-Feilleux,2009,p36-40). But with time things began to change especially as country moved from one political era to another and with the creation of improvised means of communication and the lingering evidence of interdependence which is today known as globalization coupled with the conscious growth of technology. Melissen confirms this by emphasizing on the growth of civilization as flourishing diplomatic practice (1999, p.7). According to Leguey-feilleux, the fourteen and the fifteenth century improvement on communications and technology intensified diplomatic practices and sharpened the roles of a diplomat marking the renaissance period the beginning of modern diplomacy which brought about significant diplomatic innovations. (2009, p.37) During this period slight changes were made to make the roles of the diplomat more efficient and specific. As regards this there were more diplomatic missions established abroad giving the instance of the first realistic resident embassy in Italy (Melissen1999, p.13) New forms of activities arrived; government started using couriers, ciphers, codes, telegrams, pomps and ceremonies were seen as being vital but traveling still remained difficult. (Leguey-feilleux, 2009, p. 42) In addition the nineteenth century brought an improvement to the roles of diplomat with the creation of multilateral diplomacy where by diplomats had a larger playing ground to perform their roles. (Leguey-Feilleux, 2009, p 43). THE ROLES OF THE MODERN DIPLOMAT. Gradually with the emergence of the twentieth century the roles of the modern diplomat increased in different dimensions and moved considerably to a global level with obvious changes in communication and a severe impact from technology. According to the Vienna Convention some of these roles are as follows; The representation of state socially, politically and ceremonially in other countries. The protection of states interest, overseas nationals and states commercial activities. Negotiations on behalf of government and signing of agreements. Information gathering of states activities externally, and in missionary cases, gathering information from host countries. The promotion of cordial and friendly relations in the international system. (Encyclopedia Britannica,2009, No.164602) Other major functions are as follows; which finds expression in political activities, trade activities and consular activities. This trade activities as to do with knowing about commercial developments, while the consular deals with the major local activities of its host country and political activities are majorly maintaining good political relationships abroad. (Eban 1998, p.33-39) Consequently the roles of the modern diplomat can extend to his family basically on the social aspect and morals of good behavior. According to Wood, the roles of a diplomat has a form of professional identity on their wives and family, giving the example of the wife of a Mexican diplomat who contributed to her husbands roles by writing a book on diplomatic identity.(2004,volume 25) Diplomats also play major roles such as being among a committee to draft a charter giving the example of Lord Gladwyn a British diplomat who took part in drafting the United Nations Charter. (Stout, 1996, p.2) Diplomats also create relationships and maintain good level of communication between external affairs and internal structures.(Watkins, 2008, No1). THE IMPACT OF COMMUNICATION AND TECHNOLOGY AND ITS EFFECT ON THE ROLES OF THE MODERN DIPLOMAT. Globalization is the major catalyst of the wind of change that has blown into the works of the modern diplomat. Starting from the consular diplomat to the political and all other areas, the issues of global interdependence and its continuation through technological means of communication as left little for the diplomat to function on but in no doubt there are some major achievements as a result of this change. Consequently technology as brought about faster means of carrying out diplomatic statecraft functions which can be seen according to Melissen â€Å"through the invention of devices such as telephone, technological transportation systems, telecommunications and the internet. (1999, p.171) As a result of this diplomats can do their works faster without fear of danger especially while traveling, there are better methods of communicating with friendly relations without walking long distances, there are more graphical technological instruments that describes complex economic and political situations that helps the diplomat to be effective in his work and also help the government of the day to whom he reports to. According to Melissen. The creation of the rail way transportation gave the diplomats a very good edge in performing their functions on land, also with the creation of electric telegraph and fax machines which has enabled faster communication between diplomatic relations.(1999,p.171) Leguey_feilleux also describes major technological innovations as substantially contributing to the evolving of new diplomatic methods that shapes the roles of the modern diplomat at the level of communication (2009, p.46). The impact of the media in fostering the roles of the modern diplomat are not underestimated as well, giving information and sometimes helps in relaying diplomatic intentions to the public creating a from of feedback process from the public to the government. The creation and the application of IT (information Technology) is no exception to the fostering of modern diplomatic roles with the increasing performance of hardware and software for information gathering (Melissen, 1999, p.171). With this development information is easily accessible and can be codified there by serving as a source of security for important documentations and intelligence finding. This would practically make the diplomat work more efficiently to accomplish missions. Looking closely all this impact on modern diplomatic roles finds expression in digitalization bringing new management tools, low cost on access to information and integrated resources of information. (Melissen, 1999, p.171) The use of media especially as regards public diplomacy has fostered the role of the diplomat in breaking down cultural barriers between its policy officers and the specified public. (Gilboa,2000,No. 3) This thereby creates a political atmosphere for better functioning. Despite all this major impact of communication and technology, there has been major changes that as served to displace the roles of the modern diplomat. Melissen confirms this by saying that, â€Å"the position of a diplomat is related to the sovereignty of a state which as a result of globalization as thrown into questions the viability of a state to manage social, economic and political affairs.†(1999, p.173) Looking closely as well, the creation of international organizations, such as ILO (international labor organization), United Nations and Commonwealth undertake certain functions diplomats carry out because of the states membership and inability to solve certain problems. (Leguey- Feilleux, 2009, p.45). Economic initiatives such as the Bretoonwoods system and GATT were majorly done out of the context of the roles of the diplomat, it was basically done and concluded by international organizational members (Leguey- Feilleux, 2009, p.45). Without any doubt, the use of telephones, media and satellite communication has weakened diplomatic representatives (Melissen, 1999, p.171) Heads of states now conclude on foreign relations via telephones without the representation of the diplomat and also hold conference meetings with other heads of state via video calls and internet conferencing. This gives the diplomat little to do because its role on representation is being replaced with some form of technological breakthrough. Also some international organizations perform major diplomatic assignments on their own by sending special officers on special missions, interfering in external dispute thereby altering the roles of the diplomat (Leguey-feilleux 2009, p.46) Further more there is the emergence of transnational actors whom as a result of technology have supporters around the world, yielding into political power itself without any form of representation. (Leguey-Feilleux 2009, p.46) For example looking at the connections between elites of a society with other elites outside its countries who basically have business relationships with each other and make decisions that affect states policies without official representative of the state. Consequently also the relationships between diplomats and their government is changing, when there are misconceptions on issues states actors just use the most effective technology to communicate.(Leguey-feilleux,2009,p.86) More so giving the fact that the concept of power as changed in the international system, there is no more clear distinction of the concept of diplomacy. (Melissen.1999, p.175). This simply refers to the obvious that major international organizations mediate the act of diplomacy on their own especially when it comes to war situations or peacekeeping without totally involving diplomats but involving state actors at some point. More over the source of information is regarded to be more powerful than even territory and physical resources. (Melissen 1999, p.175) According to Nye and Owen in this fast growth of an international political system aided by technology, information is seen as the ultimate weapon of state relations (Nye and Owen cited in Melissen, 1999, p.175). As a result of this states actors on their own hirer special officers to look into certain issues and bring viable information rather than leaving it to the diplomats. Nye and Owen further argue that; the importance of technology, education and institutional flexibility is increasing and its changing the roles of foreign policy actors and also their governments in managing and promoting national interest.(Nye and Owen cited in Melissen 1999,p.175). the understanding this gives is that supranational organizations are becoming more powerful in the international system which affects statecraft and consequently affects the works of the technocrats under its administration not making them effective as they use to be. Information technology is gradually making spatial concept irrelevant looking at the use of satellite in space to get first hand information which basically alters a diplomats role in gathering information (Melissen 1999, p.176). This basically implies that others especially the media already have the same information as well and can deliver the information even before the diplomat does. Another major effect of technology is the Media. According to Leguey-feilleux, The CNN factor makes information instantly known around the world which mounts pressure on state to find solutions in time which consequently gives diplomats very short time to deliberate, strategize and respond to issues. (2009, p.87). Eban in his book calls this â€Å"The Intrusive Media† (1998, p.75). The media is basically seen as an obstruction often which basically slows diplomatic duties and bring about inadequate decision making. But Eban points out to the fact that no matter the situation of the media the diplomat still as to put in to consideration his partner and his own public opinion.(1998,p.75) CONCLUSION Consequently the many changes in communication and technology has its major positives sides using the telephone as an example which can be used to carryout roles especially in warring situations without being in physical danger of any kind. Giving the example of the â€Å"mediation by telephone in the Israeli-Palestinian conflict which brought the signing of the Oslo peace process between the two countries in 1995† (Leguey-Feilleux, 2009, p. 89). Technology has also helped to facilitate the work of diplomatic intelligence with the creation of electronic spying, network power, early warning and crises management and cyber security.(Leguey-Feilleux,2009,p.92-94) Therefore the role of a modern diplomat can basically be managed with respective cooperation from the state actors, civil service and the Foreign Service itself. With each understanding the underlying factors of its functions without clashes of any kind as regards communication, information and technology. BIBLIOGRAPHY Leguey-Feilleux, J.(2009),The Dynamics of Diplomacy (Lynne Rienner Publishers Inc.). Eban, A. (1998), Diplomacy for the Next Century (Yale University). Melissen, J. (1999), Innovation in Diplomatic Practice (Macmillan Press Ltd.) Wood, M. (2004), â€Å"A Diplomats Wife in Mexico: Creating Professional, political and National Identities in the Early Twentieth century† A Journal of Women Studies Volume 25. Stout, D. (1996), â€Å"Lord Gladwyn, British Diplomat, U.N Leader (News) (Obituary)† Daily News Los Angeles CA,October 27.,pp.2. Gilboa, E. (2000), â€Å"Media coverage of International Negotiation: A taxonomy of levels and effects† International Negotiation Journal, Volume 5, NO.3 Bianca, C. (2009) â€Å"Digging for Antiquities with Diplomats:Gisbet Cuper (1644-1716) and His Social Capital† Republic of Letters : A Journal for the study of knowledge, politics and the arts Volume 1, No.1 Watkins J. (2008), â€Å"Toward a New Diplomatic History† Journal of Medieval and Early Modern Studies Volume 38, No.1. Encyclopedia Britannica, (2009). â€Å"Diplomacy†, Retrieved 07/01/10, from Encyclopedia Britannica online. Http://www.britannica.com/EB checked/topic/164602/Diplomacy. Melissen, J.(2009), â€Å"Americas Information Edge† in S. Nye and W.A. Owen, Innovation in Diplomatic practice. (Macmillan Press Ltd),PP. 175

The Influence of Stress on Dopamine Levels :: Biology Essays Research Papers

The Influence of Stress on Dopamine Levels In the quest to survive, every living organism is equipped with the armor to withstand the impacts of stress. The African savanna leaves the zebra in an anxiety-ridden position of vulnerability to predators. Stress may can be as basic as the lack of food, habitat, or reproductive success. Humans are especially aware of the impacts of stress due to the nature of todayà ¢s contemporary lifestyle. Too many daily demands can give a person anything from insomnia to indigestion to depression. Every person is equipped to naturally deal with large amounts of stress, but when these amounts exceed what the body can handle, discomfort is considerable. Besides the qualitative approach to coping with stress, what bodily mechanisms are responsible for dealing with anxiety? The nervous system is almost solely credited with this task. The complex interaction system between billions of individual neurons facilitates large number of behaviors that result due to inputs originating inside and outside the organism. Spaces between neighboring neurons are called synapses, and one way in which they communicate is by sending chemical signals called neurotransmitters across the presynaptic membrane to the postsynaptic membrane. Years of nervous system research have determined that stress activates the neurotransmitter, dopamine. The functions of dopamine are numerous, but in general it inhibits transmission of nerve impulses. This transmitter is found throughout the body, though mainly housed in the brainà ¢s interior basil ganglia, in the frontal lobe of the information-processing center of the brain, or in the limbic system (1). Many chronic diseases result from the overproduction or underproduction of dopamine. The dopamineà ¢s inability to move into the frontal lobe of the brain results in the inability to control fine motor movement and is familiarly called Parkinson Disease(1) . If the flow of dopamine throughout the nervous system is not allowed to circulate as usual, then schizophrenia follows (1). Now that the extreme abnormalities of dopamine have been discussed, letà ¢s look at how dopamine affects the average person who is subjected to a stressful environment. One study maintains that the chewing behavior of mice is a response to stress, and therefore it serves as a coping device. The body responds to stress by the activation of the cerebral dopaminergic (DA) system. The study shows that when given the option of chewing, the activation of mouse DA system is drawn out (2) In other words, when allowed to chew, a mouseà ¢s body will have prolonged the presence of stress-managers; this coping mechanism reduces the impact of the stress.

National Westminster Bank Essay

Q1. Analyse the customer contact process during the account opening procedure. What aspects of the branch’s operation impact on each stage? From analysing the branch’s operation it is clear to see which parts of the banks operation impacts each stage of the account opening procedure. Firstly the customer arrives into the bank, usually customers go to the cashiers section, they are then referred over to the enquiries counter, where they are greeted by enquiry personnel who find out which of the banks service the customer requires. If the customer wishes to open a new account, a member of the records staff comes to administer the account opening procedure. It is the records staff who deals mostly with new customers. The records staff must to have a good basic knowledge of all the banks operations to be able to advise the new customer which account is best suited for them. They must find out if the customer wishes to invest money or if they wish to avail of the banks credit facilities. The records staff would not have an in depth knowledge of the investments available to new customers so more often than not a member of the investment section is called over to advise the new customer. Read more:  Banker’s Draft Natwest For credit facilities, the new customer is referred to the lending section for processing, as this operation is outside the record section staff jurisdiction. Once they account type has been established, the â€Å"formalities† begin (processing of customer details). Records staff go through forms to ensure that all key information has been gathered. This is probably the longest part of the account opening procedure with the customer as a lot of details need to be processed. Once all the details have been gathered by the records staff, the direct customer contact finishes. Customer details are then passed onto the administrative section and the machine room to finalise the opening of a new account and the paper printing (cheque books, log books, ATM cards etc.) How the different operations interact upon the Records section: Q2. How would you improve the process? Once the bank identified their problems the set out an improvement plan. They key areas identified for improvement were identified: > Signage > Inexperienced Staff > Limited staff for rush hours > Uneven flow of walk-in customers at peak times From a recent survey customers identified the following problems: > Account opening forms were not properly explained > Bank’s standard account pack was not sent out to customers > Some customers waited more than the standard 9 days to receive cheque book and bank card > Customer personal details were recorded incorrectly > Staff seemed uninterested in the customers needs > Customers wouldn’t recommend the bank to others All of the above points were taken into account in the banks improvement plan. Firstly the signage issue was tackled. This issue was clearly a problem when we visited the bank, see fig.1 It was evident from this, that the enquiries desk wasn’t clearly noticeable or signposted. To eliminate the problem of new customers queuing at the cashier’s desk (adding to queue delays in the bank) new signage was positioned around the bank clearly highlighting where the new customers were to go. While it was unfeasible to move staff permanently from section to section, records staff who are generally young and junior members of staff could be temporarily move around each of the banks operations. This would add to their training knowledge and enable them to give more specialised advice to customers. By doing this staff will get to know each others jobs, they will become more confident in their work, giving the sense of importance to the banks operation. This increases staff motivation which reduces boredom as boredom leads to mistakes. To assess the overall performance of staff’s training and progress, the bank could introduce ‘mystery shoppers’, a member of staff from another of the banks branches comes to open an account, goes through the whole procedure and at the end evaluates the staffs performance, identifies areas for improvement etc. As it was, the cashiers would go for their lunch, and it was the job of the records section to cover the cashier positions during lunch. This however was the busiest period for new customers wishing to open accounts. During the lunchtime rush customers could feel they were been rushed, inevitably resulting in mistakes occurring. To deal with this issue, lunch time for the bank staff could be divided up more evenly. Only a set amount of cashiers go for lunch at any one time, these cashiers do not take their lunch until the first group comes back, this way there is always somebody covering the records section to deal with new potential customers if they arrive during the lunch time period. To ensure the records section were not over burdened by new customers during the lunch time period, a system of ‘appointment only’ during the lunch time rush was set up. This way the records section could easily deal with walk-in customers in the mornings and afternoons, and during lunch time they knew how many customers to expect and spend the required time needed with each customer opening an account. This way the customer feels more at ease and the records section staff do not feel under pressure and rushed, reducing the amount of mistakes made. Customers felt that the account opening forms were not properly explained to them. This issue was tackled by more staff training and the ‘mystery shopper’ also helped by giving feedback. This helps the junior staff in training to interpret the forms better and be much more capable of explaining the forms to customers. In terms of the bank’s standard account pack not been sent out to customers, the bank set up a system of having all the leaflets on hand so the member of staff dealing with the new customer could make up a package there and then to suit the customers needs. It was identified that some customers waited more than the standard 9 days to receive their cheque books or ATM cards. This waiting period was improved by a more clear line of communication set up between the records staff, administration staff and the machine room. This was also helped as now there were fewer mistakes and the records staff had more time to process the forms during the day as the ‘by appointment only’ and not having to cover the cashier positions fully during lunch had clearly freed up some extra time for them. To deal with the problem of customers personal details not been recorded properly, the customer was asked to fill in a form which clearly legible showing how to spell their name address etc. Once all the forms had been filled out, it was advised that the supervisor provided an extra check on the forms before they were sent for processing. To assist with the implementation of this system a sort of a Kanban system could be set up, â€Å"In-Kanban†, â€Å"Out-Kanban† this way everything was fully completed before it was sent for processing, and there would be no mix ups, on what was processed and what has to be processed. Also as part of this kanban system to finalise the last step, approval by the manager must be signed on the form. The problem of the customers feeling rushed was solved when the records section were released from other duties such as fully covering the cashiers during lunch. If all of the above points are implemented successfully, the bank will be back on track to a successful and complimentary word of mouth.

I Don; T Know Essay

Why or why not? All personal and confidential information should be limited to the bare amount of health care professionals. Only to carry out medical treatment (MLAE). 2. In this case, how would you be able to correct your error and provide the missing documents to the patient while still protecting patient confidentiality under HIPAA? You should contact the patient inform them you still have the documents, and ask if they ould like to come to get them (MLAE). 3. Besides a HIPAA Patient Release of Information form, list 4 other items that are found in the medical record. A privacy notice, acknowledgment that the privacy notice was received, a trading partner agreement, and an agreement reached with a healthcare professional business associates (MLAE). 4. Legally, does the patient or the physician/healthcare facility own the medical record? Why? The healthcare facility, but the patient can access them any time as long as the physician feels it will cause no harm to the patient (MLAE) . 5. List 3 ways patient confidentiality is maintained in the reception/waiting area of a medical office. Not discussing patient information in the lobby. Making sure computer screens are out of patients sight. Also making sure patients files are not left open (MLAE). 6. A breach of confidentiality can result in what consequences for a health care professional? This could result in possible termination, or possible civil action being taken (MLAE). 7. From the list of Interpersonal Ethics (found in Chapter 1 of the Fremgen text), please describe how any of those traits were demonstrated in your actions in this case scenario? Respect by looking to make sure you could access his information (MLAE). Unit 8 Project Questions: Part II 1. Would the action taken in this second scenario be within your scope of practice for your chosen field? Why or why not? No only physicians should be giving out prescriptions, and they should have never even looked in the file. They should have just taken a message for the doctor (MLAE). 2. What determines your scope of practice for your chosen career? What you study, and what the office you are working in tells you to do (MLAE). 3. Would Respondeat Superior apply in this case scenario? Why or why not? I would not think so, because this person was not acting within their scope of Employment (MLAE). 4. Would the Good Samaritan Law apply in this case scenario? Why or why not? No because this was not any emergency situation (MLAE). 5. What role does the Food and Drug Administration (FDA) play in regards to prescription medication? The FDA is responsible for protecting and promoting public health through the regulation and supervision of food safety, tobacco products, dietary supplements, prescription and ver-the-counter pharmaceutical drugs (medications), vaccines, biopharmaceuticals, blood transfusions, medical devices, electromagnetic radiation emitting devices (ERED), and veterinary products (MLAE). 6. What role does the Drug Enforcement Agency (DEA) play in regards to prescription medication and a physician’s ability to prescribe narcotics? Physicians must have a DEA license to write prescriptions, and i t must be for the state they are practicing in (MLAE). References Bonnie F Fremgen, Ph. D. (2009). MEDICAL LAW AND ETHICS. New Jersey : Pearson Education Inc.

Good Health Essays

Good Health Essays Good Health Essay Good Health Essay Physical appearance: A topic of little concern? In recent years our society has identified the importance of being healthy with being beautiful. Moreover, lifestyle, diet and exercise have been shown to have a profound impact on people’s health, both in the short term and over the course of a life time. In their pursuit of physical attractiveness, human beings think immediately of good health and shapeliness. For some, appearance is a superficial matter and a topic of little concern as they believe there are more important matters in their lives, whereas for others, the importance of one’s good appearance is – or should be – and important short-term goal. According to a survey report based on the matter of how important physical appearance is, it was confirmed that for a good number of people having a positive physical image is a topic not worthy of undue discussion. Although they are aware that being beautiful has an advantage professionally or socially, they can clearly distinguish their body image from their personal characteristics. : Thus, working out all day long in the gym and going on weight-reducing stressful diets have become the most important rule of what not to do. Accordingly, they define beauty as every quality that a person has, which not only includes physical qualities but inner qualities, too. This includes treating the body, mind and spirit as a whole. Physical attractiveness, then, is not a topic to be ignored but just a component to be taken into account. On the other hand, there is an opposite attitude towards one’s appearance. In comparison with the less attractive, some people seem obsessed about their body image since they believe that a person with good looks is liked more, is attributed more socially desirable characteristics and receives better jobs. In a recent survey of Psychology Today, doctors state that people who are happy with their bodies may be more confident and likeable than those who have a negative body image. Unfortunately, they also explain that for some people having a good look is seen as a crucial aspect in their lives and that instead of having a healthy life they may prefer to become slaves to their own bodies. In conclusion, people will have to reassess their way of living and question whether having almost a perfect look is acceptable. At the same time we have to say that it is true that people look for a good-looking appearance but it is also true that their intellectual abilities are equally important. Personally, I believe that people should try to keep an appropriate balance between being healthy and being beautiful. Although it is terribly negative to be obsessed with one’s appearance, it is very important to be well-groomed and especially careful about one’s health.

The Challenge of Young Man Gro essays

The Challenge of Young Man Gro essays The Challenge of Young Man Growing towards the World of Adults The story A by John Updike is a tale of a young man who is compelled to figure out the difference between cruel reality and obscure fantasy. Using the first person point of view, Updike gives an inside look into the adolescent mind of Sammy, the narrator and main character. The young man feels discontent with his ordinary adult surroundings and tries to get out of the intolerant social atmosphere to seek unconventionality. The setting of A a small grocery store, represents an intolerable society. In addition, the characters, such as the insensible customers, Stokesis and Lengel, add to the feeling of unbearable strictness and monotonousness in this conservative society. On the other hand, the fascinating girl, Queennie, symbolizes longing for the future to the growing young man. Through the main characters conflict between the two types of opposing characters, Updike says that despite fearful uncertainty, Sammys youthful aspirations to be free of tradition make him unwilling to try to meet the unrealistic expectation of society. In this story, the A ...the women generally put on a shirt before they get out of car into the street... (608). So there is no room for stepping beyond the normal and the proper. Sammys life is a tiresome monotonous routine of a checker-board green and cream rubber tile floor (607), regularly ordered and neatly arranged aisles, and the constant noise of the check out slot machine. Furthermore, he is repressed by the electric eyes not allowing anything to escape and by a cash-register-watcher always tripping him up. Such setting o ...

Airline Management (Analysis of the ‘four pillars’)

This should be included into a broader package of measures including new aircraft technology, more efficient operations and better use of infrastructure, (ICAO, 2013) [Online]. The industry determined that a carbon-offsetting policy would be the best method, giving carriers the opportunity to tailor their response to their business development; in effect, ensuring that carriers feel the plan still allows for expansion to meet rising demand, (IATA, 2013) [Online]. The meeting concluded with the following, (ATAG, 2013) [Online]: Agree a roadmap for development of a single global MBM for aviation to be implemented from 2020 that can be adopted at ICAO’s next Assembly in 2016. Agree the principles for development of a global MBM, including: o The goal of carbon-neutral growth from 2020; o That aviation emissions should only be accounted for once; o That a global MBM should take account of different types of operator activity. This report will evaluate the progress made on ONE of the four pillars to reduce emissions from the aviation sector; whilst also paying attention to the barriers that carriers face in achieving these targets. The first section will provide a brief introduction to the four pillars as well as reasoning behind the choice in evaluation. A discussion will then follow answering the requirements of the report, before a conclusion summarises the findings. FOUR PILLARS The four pillars cover the entire scope of feasible methods to improve efficiency and reduce emissions. The pillars are technological process, improved infrastructure, operational measures and economic measures. Table 1 below provides a summary: This report has chosen to focus on the development of operational measures; the decision was driven by an interest in the development of fuel efficiency, business optimisation and carrier integration in a bid to reduce emissions from an industry that has always been labelled a major global polluter. With demand for air travel booming on the back of global urbanisation and emerging economies, more attention is being paid to carbon emissions from air travel. According to data from the Air Transport Action Group [ATAG] (2014), global emissions from air travel total 689mt, against a total of 34Billion tonnes of CO2 produced annually from human activity. With these figures, CO2 emissions from air-travel total 2% of annual emissions; in terms of transport, aviation is responsible for 12% of total emissions, compared with 74% from road transport. OPERATIONAL MEASURES As mentioned above, there are a number of factors, which with improvement can lead to a reduction in emissions. This section will concentrate on fuel efficiency, which will touch upon optimal aircraft use, new aircraft design and route optimisation. Also mentioned with be business optimisation, paying attention to carrier ‘load factor’, optimisation on ground-operations and also integration between carriers, which has included MA activity and also the introduction of alliances in the industry. The discussion will touch upon carrier cost reduction, which has become a major supporter of reduction on CO2 emissions given its link to fuel usage and so exposure to high oil prices. FUEL EFFICIENCY In terms of achievements so far, the issue of fuel efficiency has supported in recent years by the economic downturn and high oil prices. Carriers have look to reduce their fuel bills to stay profitable, focusing on a number of methods which also support fuel efficiency. To start, carriers have invested heavily in new aircraft after developments from both Boeing and Airbus support greater fuel efficiency. Airbus experienced its biggest year in 2011, receiving net orders for 1,419 new aircraft, buoyed by the launch of its A320neo, (Morrow, 2013) [Online], with similar success from Boeing, (BBC Business, 2014) [Online]. USA EXAMPLE Figure 1 shows that out of U.S. carriers Alaska Airlines came out as the most fuel efficient airline; what is most surprising is that the company has increased its business and routes by 33% 2000-2010, however has reported no increase in fuel use/emissions as investing in new planes has improved fuel efficiency greatly. The report also found that the fuel-efficiency gap between the best/worst airlines was 26%, (ICCT, 2013); the report also found that about one-third of the variation in efficiency likely comes from the deployment of different technology; for example Allegiant operates a fleet of McDonnell Douglas aircraft that date back to the 1970’s, while Alaska Airlines uses new Boeing planes that have technologies like ‘winglets’ to reduce fuel burn. These finding bode well for Boeing and Airbus as they continue to offer newer models. Recent additions such as Boeings 777X, a more fuel efficient version of the 777 Jumbo and Airbus’s A320 family have been well received; according to Boeing (2013) [Online], customers for the 777X include Gulf carriers along with Cathay Pacific and Lufthansa, with record breaking orders of 259, while Airbus (2013) [Online] confirmed its backlog of orders for the A320’s at over 10,000. These new planes will reduce both emissions and n oise pollution, allowing for negative externalities to be controlled as expansion continues. BUSINESS OPTIMIZATION Carriers have adopted a number of methods to optimise their operations. One factor has been the adoption of alliances between carriers, allowing for them to effectively ‘share’ their capacity. This has reduced the need for such aggressive expansion by some, which would have created too much competition on some routes. Furthermore, airlines have invested in newer aircraft to meet the needs of routes, such as smaller aircraft for new, short-haul routes and larger aircraft, such as the Airbus A380 for busier, long-haul routes. Emirates currently have orders for 90 A380’s as the carrier looks to expand capacity on a number of routes, (Wall, 2013) [Online]. FUTURE PROJECTS FOCUS (VIRGIN ATLANTIC) As more attention is paid by governments and consumers onto CO2 emissions and other negative externalities, company’s such as Virgin Atlantic (2013) have put more into reporting their impact on the environment from sustainability reports; in some continues such as the UK, reporting into emissions and environmental impact are becoming mandatory for listed companies, (UK Government, 2013), which will only increase the amount of information that the aviation sector will make public, (Sustainable Aviation, 2014) [Online]. According to Virgin Atlantic (2013), through its Sustainability Report 2013, the company focuses on a number of programs to improve sustainability. These include: Reducing CO2 emissions by 30% between 2007 and 2020. Improving the fleet of aircraft – currently Virgin Atlantic are taking delivery of 10 Airbus 330-300, which will replace the older Airbus 340-600 and be 30% more fuel efficient. Implementing technology to monitor aircraft fuel-use and routes to identify further carbon savings. PESTEL ANALYSIS This section will touch upon PESTEL analysis to look into the future possibilities to meet operational measure targets. In terms of driving-forces, a number of carriers will look to improve operational performance in a bid to lower costs and remain profitable as low-cost carrier reduce market prices and higher oil prices affect carrier margins. However, it has been noted that each carrier will take a differing approach, designed to also meet the requirements of current expansion plans. For example, take British Airways (BA); currently the carrier is involved in its ‘One Destination’ initiative, with a number of schemes underway to make the carrier carbon neutral from 2020, (Brittlebank, 2012) [Online]. According to British Airways (2013) the international community’s aim is to cut net CO2 emissions by 50% by 2050 (relative to 2005 levels). Figure 2 below provides a graphic to the proposal, identifying some of the key factors which will support the reduction. As mentioned prior, one of main drivers will be the continued improvement and market adoption of new aircraft. For example, British Airways (2013) estimates that the new Airbus A380 will have a 16% improvement in fuel efficiency compared to the aircraft it will replace, mainly down to the capacity of the aircraft, which can be used on longer routes, such as Hong Kong and Los Angeles. Improvements such as these will continue to drive down CO2 emissions per passenger kilometres, a metric widely used in the airline industry to measure efficiency. In 2012, BA aircraft emitted 101.9g/CO2 per passenger kilometre, while Emirates emitted 100.6 (Emirates, 2013), Lufthansa 109.3 and EasyJet 95.6 (EasyJet, 2013) [Online]. One factor that each airline has in common is major deliveries of new aircraft. While new aircraft will continue to benefit both the environment and also the airline in terms of lower fuel bills, headwinds will appear in the long-term. While the current spate of aircraft order s has been supported by growth opportunities and profitability in the industry, long-term risks to demand could dampen the need and justification to purchase new aircraft. Furthermore, it has also been noticed that the recent rise in airline purchases has been fuelled by expansion projects from carriers in the Middle East and Asia, while European airlines seen less reluctant to purchase than previously as profitability has waned. Given this, the risk is that in the long-term, order may decline, which would impact on carriers ability to further reduce emissions. For example, British Airways (2013) are targeting efficiency of 83g/CO2 per passenger kilometre by 2025, which will require the support of capital expenditure. Given the current reduction in the carriers profitability over the year, continued weakness may make current expenditure plans un-obtainable. Figure 2 also highlights the potential for low-carbon fuels to support the four pillars. Both BA and Cathay Pacific (2013) among other have highlighted development into biofuels as a future growth area. The process involves inputting commercial/ residential organic waste into a boiler, where extremely high pressure plasma breaks down the waste into gases. These gases are then cooled and cleaned, before the Fischer-Tropsch process re-forms the gas into low-carbon jet fuel, (British Airways, 2013). BA is currently involved in a UK-based project with Solena Fuels Corporation to construct a waste-to-fuel plant, which at its peak will convert 500,000 tonnes of water into 50,000 tonnes of jet fuel each year, (British Airways, 2013). Cathay Pacific (2013) also remained optimistic on biofuels, implementing a number of projects itself. While development will be buoyed by social/ political acceptance of biofuels in the future and the green-credentials it provides, there are also factors, such as the costs involved and its competitiveness with current kerosene supplies. Another driver to mention will be the potential for demand. Figure 2 highlights that in the long-term, BA see a reduction in demand as one support for lower emissions; however this may not be the same for carriers such as Emirates, or others in Asia, Africa. Emirates recently reported a 4.5% in aircraft movements given new routes and higher demand, (Emirates, 2013). Given this, the need for a streamline of global initiatives is needed as emerging airlines increase slights to meet increased demand. Another driver identified is the purchase of emission reductions, or ‘carbon offsets’, with the money invested into initiatives to reduce emissions in other areas, which could be seen to offset the emissions from carrier operations. For example, Cathay Pacific (2013) has used money raised to invest in hydropower/ wind power projects in China. These programmes are now run by over 35 airlines, however require voluntary donations from passengers, IATA (2014) [Online]. The main risk is that the projects rely on the social responsibility of customers; an over reliance on these programmes to reduce emissions could back-fire if customers do not share the view; PriceWaterhouseCoopers (2013) suggests that carriers may need to purchase an extra ˆ1.1Billion of carbon offsets annually by 2030 to reach targets. PriceWaterhouseCoopers, hereafter PWC, (2013) backs up the above in its latest report. After mentioning the halving on aviation emissions by 2050, PWC shows its scepticism, saying that reaching the target will not be easy and would require improvements in carbon intensity of 5.1% every year. Ultimately, advances in fuel efficiency would need to be accelerated along with adoption of biofuels. To add, the report mentioned that a global consensus on sustainable aviation was needed before acceleration in improvements can be seen. The fear is that any improvement from airlines operating in advanced economies could be offset on a global scale by less-efficient emerging airlines from China and India etc., who may not have the financial means to invest heavily in the newest aircraft. GROUND OPERATIONS As mentioned in the Four Pillars, efficiency in ground operations will also support a reduction in emissions. Easyjet (2013) [Online] mentioned that they avoid ‘congested hubs’, such as Heathrow and Frankfurt, to help reduce taxiing and holding patterns, which will use less fuel and so emit less carbon. Furthermore, low-cost airlines have also been known for quick turnaround, allowing for greater efficiency from their current fleet, (Barrett, 2009). SUMMARY The report chose to focus on operational management as a tool to reduce emissions, focusing on fuel efficiency, new aircraft, and route optimisation. The report found that fuel efficiency, driven by new aircraft models has become a high priority; while the decision will have been impacted by a move to reduce emissions, there is also the thought that the trend of high-oil prices, coupled with lower earnings over the economic crisis would have pushed a number of carriers to seek cost-reductions and efficiency drives. Given this, past improvements in efficiency have been strong; however, strong growth in demand from emerging economies has led to a marketable rise in flights, pushing overall emissions higher. For example, Emirates, seen as one of the fastest growing carriers could be used as a barometer. While the carrier has reported improvements in fuel efficiency, due to new aircraft and routes, the carrier reported a 15.9% increase in overall CO2 emissions to 22.4Million tonnes, (Emirates, 2013). Looking ahead into the future, the report has highlighted a number of factors for improvement; being higher adoption of new aircraft, increased adoption of biofuels and purchase of emission reductions. Carriers will continue to place attention on new aircraft/ biofuels as focus remain firmly on cost-reductions; however, the level of long-term success will depend upon profitability, which will impact directly on future capital expenditure plans. To add, not all carriers may share the same plans as emerging carriers may focus on growth and profitability over the environment. To combat this, PWC (2013) identified that a global consensus is needed; currently regulation in the USA/ Europe is much higher than seen in Asia/ Middle East/ Africa, creating unfavourable discrepancy to airlines, such as BA. Carbon offsetting was also identified as a major growth initiative, however as mentioned this currently relies on customer donations; as so both social and political attention on the effects of emissions need to be heightened to encourage offsetting by the public. Operational measures provide great opportunities to further reduce emissions; however, carriers need to ensure they have the funds available for capital expenditure, and the public support/ donations to move ahead with carbon offsetting plans. Finally, it is important to mention that while fuel efficiency will continue to improve, strong increases in demand may lead to overall emissions increases as flight numbers/routes are increased by emerging airlines. This has been seen with data from Emirates; under these circumstances carriers would need to accelerate all initiatives in a bid to meet targets that would seem ambitious. All four pillars will need a global consensus to support target achievement. REFERENCES Airbus (2013) [Online]: Orders Deliveries, Available at http://www.airbus.com/company/market/orders-deliveries/, Accessed 12/01/2014. Air Transport Action Group (2014) [Online]: Facts and Figures, Available athttp://www.atag.org/facts-and-figures.html, Accessed 12/01/2014. ATAG (2013) [Online]: 38th ICAO Assembly, Available at http://www.atag.org/our-activities/38th-icao-assembly.html, Accessed 22/03/2014. Barrett, S (2009): Deregulation and the Airline Business in Europe, EU, Routledge. BBC Business (2014) [Online]: Boeing reports record orders and deliveries for 2013, Available at http://www.bbc.co.uk/news/business-25622236, Accessed 22/03/2014. Boeing (2013) [Online]: Media Releases; Boeing launches 777X with record-breaking orders, Available athttp://boeing.mediaroom.com/Boeing-Launches-777X-with-Record-Breaking-Orders-Strengthens-Partnerships-in-the-Middle-East-at-the-2013-Dubai-Airshow, Accessed 12/01/2014. British Airways (2013): Corporate Responsibility Summary, London, British Airways. Brittlebank, W (2012) [Online]: British Airways aims for carbon neutral growth, Available at http://www.climateactionprogramme.org/news/british_airways_aims_for_carbon_neutral_growth/, Accessed 22/03/2014. Cathay Pacific (2013): Sustainability Matters, Hong Kong, Cathay Pacific. EasyJet (2013) [Online]: In the air, Available at https://www.easyjet.com/EN/environment/green_in_the_air.shtml, Accessed 22/03/2014. Emirates (2013): The Emirates Group Environment Report 2012-13, UAE, Emirates Group. IATA (2013) [Online]: IATA Carbon Offset Program, Available at https://www.iata.org/whatwedo/environment/pages/carbon-offset.aspx, Accessed 22/03/2014. IATA (2014) [Online]: Fact Sheet: Carbon Offset, Available at http://www.iata.org/pressroom/facts_figures/fact_sheets/pages/carbon-offsets.aspx, Accessed 22/03/2014. ICAO (2013) [Online]: 38th Assembly Session, Available at http://www.icao.int/Meetings/a38/Pages/documentation-wp-presentations.aspx, Accessed 22/03/2014. International Council of Clean Transportation (2013); U.S. Domestic Airline Fuel Efficiency Ranking 2010, USA, ICCT Publications. Morrow, D (2013) [Online]: Airbus close to setting new order record, Available at http://www.flightglobal.com/news/articles/airbus-close-to-setting-new-order-record-393827/, Accessed 23/03/2014. PriceWaterhouseCoopers (2013): A sustainable future for aviation; the future of international aviation emissions could be determined in the next 12 months, London, PWC. UNFCCC (2008): The right flight path to reduce aviation emissions, USA, UNFCCC. Virgin Atlantic (2013); Sustainability Report 2013, UK, Virgin Atlantic. Wall, R (2013) [Online]: Emirates orders additional 50 airbus 1380’s to expand fleet, Available at http://www.bloomberg.com/news/2013-11-16/emirates-said-in-talks-to-order-50-airbus-a380-superjumbos-1-.html, Accessed 22/03/2014. Airline Management (Analysis of the ‘four pillars’) This should be included into a broader package of measures including new aircraft technology, more efficient operations and better use of infrastructure, (ICAO, 2013) [Online]. The industry determined that a carbon-offsetting policy would be the best method, giving carriers the opportunity to tailor their response to their business development; in effect, ensuring that carriers feel the plan still allows for expansion to meet rising demand, (IATA, 2013) [Online]. The meeting concluded with the following, (ATAG, 2013) [Online]: Agree a roadmap for development of a single global MBM for aviation to be implemented from 2020 that can be adopted at ICAO’s next Assembly in 2016. Agree the principles for development of a global MBM, including: o The goal of carbon-neutral growth from 2020; o That aviation emissions should only be accounted for once; o That a global MBM should take account of different types of operator activity. This report will evaluate the progress made on ONE of the four pillars to reduce emissions from the aviation sector; whilst also paying attention to the barriers that carriers face in achieving these targets. The first section will provide a brief introduction to the four pillars as well as reasoning behind the choice in evaluation. A discussion will then follow answering the requirements of the report, before a conclusion summarises the findings. FOUR PILLARS The four pillars cover the entire scope of feasible methods to improve efficiency and reduce emissions. The pillars are technological process, improved infrastructure, operational measures and economic measures. Table 1 below provides a summary: This report has chosen to focus on the development of operational measures; the decision was driven by an interest in the development of fuel efficiency, business optimisation and carrier integration in a bid to reduce emissions from an industry that has always been labelled a major global polluter. With demand for air travel booming on the back of global urbanisation and emerging economies, more attention is being paid to carbon emissions from air travel. According to data from the Air Transport Action Group [ATAG] (2014), global emissions from air travel total 689mt, against a total of 34Billion tonnes of CO2 produced annually from human activity. With these figures, CO2 emissions from air-travel total 2% of annual emissions; in terms of transport, aviation is responsible for 12% of total emissions, compared with 74% from road transport. OPERATIONAL MEASURES As mentioned above, there are a number of factors, which with improvement can lead to a reduction in emissions. This section will concentrate on fuel efficiency, which will touch upon optimal aircraft use, new aircraft design and route optimisation. Also mentioned with be business optimisation, paying attention to carrier ‘load factor’, optimisation on ground-operations and also integration between carriers, which has included MA activity and also the introduction of alliances in the industry. The discussion will touch upon carrier cost reduction, which has become a major supporter of reduction on CO2 emissions given its link to fuel usage and so exposure to high oil prices. FUEL EFFICIENCY In terms of achievements so far, the issue of fuel efficiency has supported in recent years by the economic downturn and high oil prices. Carriers have look to reduce their fuel bills to stay profitable, focusing on a number of methods which also support fuel efficiency. To start, carriers have invested heavily in new aircraft after developments from both Boeing and Airbus support greater fuel efficiency. Airbus experienced its biggest year in 2011, receiving net orders for 1,419 new aircraft, buoyed by the launch of its A320neo, (Morrow, 2013) [Online], with similar success from Boeing, (BBC Business, 2014) [Online]. USA EXAMPLE Figure 1 shows that out of U.S. carriers Alaska Airlines came out as the most fuel efficient airline; what is most surprising is that the company has increased its business and routes by 33% 2000-2010, however has reported no increase in fuel use/emissions as investing in new planes has improved fuel efficiency greatly. The report also found that the fuel-efficiency gap between the best/worst airlines was 26%, (ICCT, 2013); the report also found that about one-third of the variation in efficiency likely comes from the deployment of different technology; for example Allegiant operates a fleet of McDonnell Douglas aircraft that date back to the 1970’s, while Alaska Airlines uses new Boeing planes that have technologies like ‘winglets’ to reduce fuel burn. These finding bode well for Boeing and Airbus as they continue to offer newer models. Recent additions such as Boeings 777X, a more fuel efficient version of the 777 Jumbo and Airbus’s A320 family have been well received; according to Boeing (2013) [Online], customers for the 777X include Gulf carriers along with Cathay Pacific and Lufthansa, with record breaking orders of 259, while Airbus (2013) [Online] confirmed its backlog of orders for the A320’s at over 10,000. These new planes will reduce both emissions and n oise pollution, allowing for negative externalities to be controlled as expansion continues. BUSINESS OPTIMIZATION Carriers have adopted a number of methods to optimise their operations. One factor has been the adoption of alliances between carriers, allowing for them to effectively ‘share’ their capacity. This has reduced the need for such aggressive expansion by some, which would have created too much competition on some routes. Furthermore, airlines have invested in newer aircraft to meet the needs of routes, such as smaller aircraft for new, short-haul routes and larger aircraft, such as the Airbus A380 for busier, long-haul routes. Emirates currently have orders for 90 A380’s as the carrier looks to expand capacity on a number of routes, (Wall, 2013) [Online]. FUTURE PROJECTS FOCUS (VIRGIN ATLANTIC) As more attention is paid by governments and consumers onto CO2 emissions and other negative externalities, company’s such as Virgin Atlantic (2013) have put more into reporting their impact on the environment from sustainability reports; in some continues such as the UK, reporting into emissions and environmental impact are becoming mandatory for listed companies, (UK Government, 2013), which will only increase the amount of information that the aviation sector will make public, (Sustainable Aviation, 2014) [Online]. According to Virgin Atlantic (2013), through its Sustainability Report 2013, the company focuses on a number of programs to improve sustainability. These include: Reducing CO2 emissions by 30% between 2007 and 2020. Improving the fleet of aircraft – currently Virgin Atlantic are taking delivery of 10 Airbus 330-300, which will replace the older Airbus 340-600 and be 30% more fuel efficient. Implementing technology to monitor aircraft fuel-use and routes to identify further carbon savings. PESTEL ANALYSIS This section will touch upon PESTEL analysis to look into the future possibilities to meet operational measure targets. In terms of driving-forces, a number of carriers will look to improve operational performance in a bid to lower costs and remain profitable as low-cost carrier reduce market prices and higher oil prices affect carrier margins. However, it has been noted that each carrier will take a differing approach, designed to also meet the requirements of current expansion plans. For example, take British Airways (BA); currently the carrier is involved in its ‘One Destination’ initiative, with a number of schemes underway to make the carrier carbon neutral from 2020, (Brittlebank, 2012) [Online]. According to British Airways (2013) the international community’s aim is to cut net CO2 emissions by 50% by 2050 (relative to 2005 levels). Figure 2 below provides a graphic to the proposal, identifying some of the key factors which will support the reduction. As mentioned prior, one of main drivers will be the continued improvement and market adoption of new aircraft. For example, British Airways (2013) estimates that the new Airbus A380 will have a 16% improvement in fuel efficiency compared to the aircraft it will replace, mainly down to the capacity of the aircraft, which can be used on longer routes, such as Hong Kong and Los Angeles. Improvements such as these will continue to drive down CO2 emissions per passenger kilometres, a metric widely used in the airline industry to measure efficiency. In 2012, BA aircraft emitted 101.9g/CO2 per passenger kilometre, while Emirates emitted 100.6 (Emirates, 2013), Lufthansa 109.3 and EasyJet 95.6 (EasyJet, 2013) [Online]. One factor that each airline has in common is major deliveries of new aircraft. While new aircraft will continue to benefit both the environment and also the airline in terms of lower fuel bills, headwinds will appear in the long-term. While the current spate of aircraft order s has been supported by growth opportunities and profitability in the industry, long-term risks to demand could dampen the need and justification to purchase new aircraft. Furthermore, it has also been noticed that the recent rise in airline purchases has been fuelled by expansion projects from carriers in the Middle East and Asia, while European airlines seen less reluctant to purchase than previously as profitability has waned. Given this, the risk is that in the long-term, order may decline, which would impact on carriers ability to further reduce emissions. For example, British Airways (2013) are targeting efficiency of 83g/CO2 per passenger kilometre by 2025, which will require the support of capital expenditure. Given the current reduction in the carriers profitability over the year, continued weakness may make current expenditure plans un-obtainable. Figure 2 also highlights the potential for low-carbon fuels to support the four pillars. Both BA and Cathay Pacific (2013) among other have highlighted development into biofuels as a future growth area. The process involves inputting commercial/ residential organic waste into a boiler, where extremely high pressure plasma breaks down the waste into gases. These gases are then cooled and cleaned, before the Fischer-Tropsch process re-forms the gas into low-carbon jet fuel, (British Airways, 2013). BA is currently involved in a UK-based project with Solena Fuels Corporation to construct a waste-to-fuel plant, which at its peak will convert 500,000 tonnes of water into 50,000 tonnes of jet fuel each year, (British Airways, 2013). Cathay Pacific (2013) also remained optimistic on biofuels, implementing a number of projects itself. While development will be buoyed by social/ political acceptance of biofuels in the future and the green-credentials it provides, there are also factors, such as the costs involved and its competitiveness with current kerosene supplies. Another driver to mention will be the potential for demand. Figure 2 highlights that in the long-term, BA see a reduction in demand as one support for lower emissions; however this may not be the same for carriers such as Emirates, or others in Asia, Africa. Emirates recently reported a 4.5% in aircraft movements given new routes and higher demand, (Emirates, 2013). Given this, the need for a streamline of global initiatives is needed as emerging airlines increase slights to meet increased demand. Another driver identified is the purchase of emission reductions, or ‘carbon offsets’, with the money invested into initiatives to reduce emissions in other areas, which could be seen to offset the emissions from carrier operations. For example, Cathay Pacific (2013) has used money raised to invest in hydropower/ wind power projects in China. These programmes are now run by over 35 airlines, however require voluntary donations from passengers, IATA (2014) [Online]. The main risk is that the projects rely on the social responsibility of customers; an over reliance on these programmes to reduce emissions could back-fire if customers do not share the view; PriceWaterhouseCoopers (2013) suggests that carriers may need to purchase an extra ˆ1.1Billion of carbon offsets annually by 2030 to reach targets. PriceWaterhouseCoopers, hereafter PWC, (2013) backs up the above in its latest report. After mentioning the halving on aviation emissions by 2050, PWC shows its scepticism, saying that reaching the target will not be easy and would require improvements in carbon intensity of 5.1% every year. Ultimately, advances in fuel efficiency would need to be accelerated along with adoption of biofuels. To add, the report mentioned that a global consensus on sustainable aviation was needed before acceleration in improvements can be seen. The fear is that any improvement from airlines operating in advanced economies could be offset on a global scale by less-efficient emerging airlines from China and India etc., who may not have the financial means to invest heavily in the newest aircraft. GROUND OPERATIONS As mentioned in the Four Pillars, efficiency in ground operations will also support a reduction in emissions. Easyjet (2013) [Online] mentioned that they avoid ‘congested hubs’, such as Heathrow and Frankfurt, to help reduce taxiing and holding patterns, which will use less fuel and so emit less carbon. Furthermore, low-cost airlines have also been known for quick turnaround, allowing for greater efficiency from their current fleet, (Barrett, 2009). SUMMARY The report chose to focus on operational management as a tool to reduce emissions, focusing on fuel efficiency, new aircraft, and route optimisation. The report found that fuel efficiency, driven by new aircraft models has become a high priority; while the decision will have been impacted by a move to reduce emissions, there is also the thought that the trend of high-oil prices, coupled with lower earnings over the economic crisis would have pushed a number of carriers to seek cost-reductions and efficiency drives. Given this, past improvements in efficiency have been strong; however, strong growth in demand from emerging economies has led to a marketable rise in flights, pushing overall emissions higher. For example, Emirates, seen as one of the fastest growing carriers could be used as a barometer. While the carrier has reported improvements in fuel efficiency, due to new aircraft and routes, the carrier reported a 15.9% increase in overall CO2 emissions to 22.4Million tonnes, (Emirates, 2013). Looking ahead into the future, the report has highlighted a number of factors for improvement; being higher adoption of new aircraft, increased adoption of biofuels and purchase of emission reductions. Carriers will continue to place attention on new aircraft/ biofuels as focus remain firmly on cost-reductions; however, the level of long-term success will depend upon profitability, which will impact directly on future capital expenditure plans. To add, not all carriers may share the same plans as emerging carriers may focus on growth and profitability over the environment. To combat this, PWC (2013) identified that a global consensus is needed; currently regulation in the USA/ Europe is much higher than seen in Asia/ Middle East/ Africa, creating unfavourable discrepancy to airlines, such as BA. Carbon offsetting was also identified as a major growth initiative, however as mentioned this currently relies on customer donations; as so both social and political attention on the effects of emissions need to be heightened to encourage offsetting by the public. Operational measures provide great opportunities to further reduce emissions; however, carriers need to ensure they have the funds available for capital expenditure, and the public support/ donations to move ahead with carbon offsetting plans. Finally, it is important to mention that while fuel efficiency will continue to improve, strong increases in demand may lead to overall emissions increases as flight numbers/routes are increased by emerging airlines. This has been seen with data from Emirates; under these circumstances carriers would need to accelerate all initiatives in a bid to meet targets that would seem ambitious. All four pillars will need a global consensus to support target achievement. REFERENCES Airbus (2013) [Online]: Orders Deliveries, Available at http://www.airbus.com/company/market/orders-deliveries/, Accessed 12/01/2014. Air Transport Action Group (2014) [Online]: Facts and Figures, Available athttp://www.atag.org/facts-and-figures.html, Accessed 12/01/2014. ATAG (2013) [Online]: 38th ICAO Assembly, Available at http://www.atag.org/our-activities/38th-icao-assembly.html, Accessed 22/03/2014. Barrett, S (2009): Deregulation and the Airline Business in Europe, EU, Routledge. BBC Business (2014) [Online]: Boeing reports record orders and deliveries for 2013, Available at http://www.bbc.co.uk/news/business-25622236, Accessed 22/03/2014. Boeing (2013) [Online]: Media Releases; Boeing launches 777X with record-breaking orders, Available athttp://boeing.mediaroom.com/Boeing-Launches-777X-with-Record-Breaking-Orders-Strengthens-Partnerships-in-the-Middle-East-at-the-2013-Dubai-Airshow, Accessed 12/01/2014. British Airways (2013): Corporate Responsibility Summary, London, British Airways. Brittlebank, W (2012) [Online]: British Airways aims for carbon neutral growth, Available at http://www.climateactionprogramme.org/news/british_airways_aims_for_carbon_neutral_growth/, Accessed 22/03/2014. Cathay Pacific (2013): Sustainability Matters, Hong Kong, Cathay Pacific. EasyJet (2013) [Online]: In the air, Available at https://www.easyjet.com/EN/environment/green_in_the_air.shtml, Accessed 22/03/2014. Emirates (2013): The Emirates Group Environment Report 2012-13, UAE, Emirates Group. IATA (2013) [Online]: IATA Carbon Offset Program, Available at https://www.iata.org/whatwedo/environment/pages/carbon-offset.aspx, Accessed 22/03/2014. IATA (2014) [Online]: Fact Sheet: Carbon Offset, Available at http://www.iata.org/pressroom/facts_figures/fact_sheets/pages/carbon-offsets.aspx, Accessed 22/03/2014. ICAO (2013) [Online]: 38th Assembly Session, Available at http://www.icao.int/Meetings/a38/Pages/documentation-wp-presentations.aspx, Accessed 22/03/2014. International Council of Clean Transportation (2013); U.S. Domestic Airline Fuel Efficiency Ranking 2010, USA, ICCT Publications. Morrow, D (2013) [Online]: Airbus close to setting new order record, Available at http://www.flightglobal.com/news/articles/airbus-close-to-setting-new-order-record-393827/, Accessed 23/03/2014. PriceWaterhouseCoopers (2013): A sustainable future for aviation; the future of international aviation emissions could be determined in the next 12 months, London, PWC. UNFCCC (2008): The right flight path to reduce aviation emissions, USA, UNFCCC. Virgin Atlantic (2013); Sustainability Report 2013, UK, Virgin Atlantic. Wall, R (2013) [Online]: Emirates orders additional 50 airbus 1380’s to expand fleet, Available at http://www.bloomberg.com/news/2013-11-16/emirates-said-in-talks-to-order-50-airbus-a380-superjumbos-1-.html, Accessed 22/03/2014.

Law (International Business) Essay Example | Topics and Well Written Essays - 2500 words

Law (International Business) - Essay Example To answer the legal questions at hand, let us look into the different principles of law involved in this case. b. Legal Principles Before we can determine as to whether or not there was a passing of property between the seller and the buyer, we need to establish first the existence of the contract. According to Section 3 of the Sale of Goods Act 1895, a contract of sale can be â€Å"made in writing†¦. or by word of mount, or partly in writing and partly by word of mouth†¦Ã¢â‚¬  There are three important elements needed to make a valid contract, namely, a valid cause or object offered, acceptance of the offer and consider. According to the court in the case of Grainger & Sons v Gough1, an offer must be made with the intention of entering into contract with the buyer and not merely an invitation to treat. When it comes to acceptance of the offer, the court ruled in the case of Entores Ltd v Miles Far East Corporation2 the acceptance must be communicated to the seller in ord er for the acceptance to be bidding upon the seller. The acceptance of the offer may be made in writing or through word of mouth. According to Denning LJ in this case, the acceptance must be made unequivocally and such unequivocal acceptance must be communicated clearly to the seller. For instance, if the acceptance was made through telephone, the buyer should see to it that the seller heard the acceptance. Acceptance and counter offer are two different things so it is important to determine as to whether or not what was communicated to the seller is an acceptance of the offer or merely a counter-offer. Note that acceptance give rise to a contract while a counter-offer does not. Also, in acceptance, the buyer accedes to the terms of the seller while in counter-offer; the buyer proposes different terms to the seller. When a counter-offer is accepted by the seller, such acceptance will be binding upon the parties. In international transactions, the place of acceptance is very importan t as this will determine the law applicable to the contract. In the case of Entores Ltd v Miles Far East Corporation3, the court ruled that the place of acceptance is the place where such acceptance is communicated. This means that if the offer was made in UK and the acceptance was made in Australia, the laws of Australia shall govern the transaction since the acceptance of the offer was made in Australia. Acceptance is not absolute in the sense that the parties can revoke the acceptance when the terms agreed upon are not met. According to the court in the case of Grainger & Sons v Gough4, the buyer may withdraw his or her acceptance anytime before or after the contract has been perfected. If the buyer withdraws his or her acceptance before the contract has been perfected, there contract is deemed inexistent. An accepted offer needs to be accompanied by valuable consideration in order for a valid contract to materialize. According to the court in the case of Currie v Misa5, consider ation is not limited to money but also include rights, interest, profits and the like. As stated by the court in the case of Dunlop Pneumatic Tyre Co v Selfridge & Co Ltd6, the valuable consideration can be a â€Å"benefit to the promisor or a detriment to the promisee†. The intentions of the parties

Codfish market Essay Example | Topics and Well Written Essays - 1250 words

Codfish market - Essay Example There has been a decline in the production of codfish from the staggering 810,000 in 1968 to the 750,000 of 2008. The pricing per block of codfish has increased over that period because of the decreased supply of cod fish in the market. 4. Based on the (limited) information available in the posted sources, and your general economic knowledge, what factors have probably shifted the demand (curve) for cod, up or down, between 1968 and 2008? The demand of cod has been affected by the Canadian government policy on its production. The 1992 ban that closed the Northeast fishing beds affected the availability of cod in the fish market ultimately becoming inexistent until two decades later. 5. Based on the data in Figure 3 in the 1973 article, identify years in which the demand for cod must have shifted (compared to the year before) and which way it must have shifted. Looking at the entire twelve-year period, rather than year-by-year, is it clear what happened to demand between 1960 and 1971? The years where demand shifted include 1960-1962 the demanded of cod shifted upwards. From 1963-1965 the demand shifted upwards while 1965-1967 the demand shifted downwards. From 1969-1971 the demand for cod shifted upwards. Newfoundland, in 1968, produced 810, 000 metric tons of Atlantic cod. This figure represents the world’s total of cod at the time. The area produced 100% of all the Atlantic cod in the world. In 1992, Newfoundland produced almost zero metric tons of Atlantic cod. 7. One normally expects a competitive market to generate efficient levels of production. Do you think Canadian cod production was efficient from 1948-68? If a single firm had owned exclusive rights to the fishing grounds, then would this have likely led to the same or different levels of production? Would that solution have been more or less efficient? Which market failure(s) apply to this

Homework Assignment Example | Topics and Well Written Essays - 250 words - 46

Homework - Assignment Example The evidence tallied to the same observation. The world had enough reason to believe the earth was round (Magan pp. 8). Since then, the shape of the earth was under constant investigation with many scholars drawing endless observation that showed the earth was round indeed. Some of the evidences include; when two sailors are on the ocean, one in front and another one right behind. The observer standing at the beach starts to see the smoke of the ship of the first sailor and then the other one emerges. If the earth was flat, then the two sailors would have been seen at the same time in their relative position. If a traveler would be heading southern part of the earth, the group of stars appears to rise higher above the horizon. This could only mean the earth is round. Similar observation was made in that; some stars could be seen when one is at a particular location but disappear when one move to another

Membership of the Eoropean Community and the effects of the Human Essay

Membership of the Eoropean Community and the effects of the Human Rights Act 1998 has had little impact on the approaches to statutory interpretation practiced - Essay Example e provisions of the European Convention of Human Rights could not be used for purposes of statutory interpretation.4Parliamentary sovereignty means that UK law can override international law7, however, the Communities Act of 1972 and the Human Rights Act have raised the question of supremacy of EU law over national law and its application within the country. In the case of FitzPatrick v Sterling8, the Courts had denied statutory rights to a same sex surviving spouse. In the case of Ghaidan v Mendoza9 Mr. Mendoza’s application for statutory tenancy on grounds of discriminatory violation of his Convention Rights under Article 14 and Article 8 on the basis of his sexual orientation, were allowed, in order to protect his freedom to choose his own sexual lifestyle. The case of Bellinger v Bellinger10 deals with the issue of the freedom of a transsexual man-to-woman to his private life and the right to marry, and the Parliament in UK is legislating on the issue of making national law compatible with that laid down by the ECHR in the case of Goodwin v UK11 in which a transsexual’s right to marry was upheld by the Court, thereby upholding the individual’s right to privacy and a normal life. In the Ghaidan case, Mr. Mendoza contended that the House of Lords should exercise its interpretative power to read and give effect to Para 2(2) on statutory rights to make it compatible with Convention rights that guarantee fundamental human rights, including succession rights, which prohibit discrimination on grounds of sexual orientation. The grounds that were offered in support were the provisions of Section 3 of the Human Rights Act, which states that Parliament legislation must be read and given effect to in a way that will be compatible with Convention rights â€Å"so far as it is possible to do so.†12 Further more the Human Rights Act of 1988 incorporated the goals of the European Convention of Human Rights13 within the framework of national law, by including a provision

Discovering Professional Resources Essay Example | Topics and Well Written Essays - 1250 words - 2

Discovering Professional Resources - Essay Example The current paper makes use of three different journal publications and uses the articles within them to study the perceptions and conclusions of various researchers on the specific issues pertaining to school administration. This will include the management of time and stress and the various methods of dealing with conflicts and the challenges of working in teams. In addition to discussing the points provided in the chosen journals with respect to each of these topics, the paper will also focus on ways to implement them in practice and express opinions on their positive and negative traits. The latest issue of the Education Administration Quarterly published in August 2009 contains publications discuss issues such as the need to foster leadership within school administration and the need to address the issues of conflict in Schools. The articles are mostly based on maing inferences through numerical and statistical interpretation and the journal is associated with the University of Utah, Salt Lake City, USA. The information is available as a paper publication in addition to being accessible in online research portals. Given the broad range of issues that the journal discussed in the bvarious issues pertaining to School administration, this is a resource which I would refer to frequently. as the name suggests, Education week is a weekly journal publication that adopts the approach more of a magazine. The latest edition pertains to the preceding week that ended August 15th, 2009. Education week can be considered as a semi-scholarly resource as it contains a whole lot of other content in addition to containing academic discussions on School Administration. Further, the magazine discusses a wide variety of other issues pertaining to Education in general. the magazine is available online through a web portal that can be reached at www.edweek.org. given its generalized

Homework Assignment Example | Topics and Well Written Essays - 250 words - 46

Homework - Assignment Example The evidence tallied to the same observation. The world had enough reason to believe the earth was round (Magan pp. 8). Since then, the shape of the earth was under constant investigation with many scholars drawing endless observation that showed the earth was round indeed. Some of the evidences include; when two sailors are on the ocean, one in front and another one right behind. The observer standing at the beach starts to see the smoke of the ship of the first sailor and then the other one emerges. If the earth was flat, then the two sailors would have been seen at the same time in their relative position. If a traveler would be heading southern part of the earth, the group of stars appears to rise higher above the horizon. This could only mean the earth is round. Similar observation was made in that; some stars could be seen when one is at a particular location but disappear when one move to another

Discovering Professional Resources Essay Example | Topics and Well Written Essays - 1250 words - 2

Discovering Professional Resources - Essay Example The current paper makes use of three different journal publications and uses the articles within them to study the perceptions and conclusions of various researchers on the specific issues pertaining to school administration. This will include the management of time and stress and the various methods of dealing with conflicts and the challenges of working in teams. In addition to discussing the points provided in the chosen journals with respect to each of these topics, the paper will also focus on ways to implement them in practice and express opinions on their positive and negative traits. The latest issue of the Education Administration Quarterly published in August 2009 contains publications discuss issues such as the need to foster leadership within school administration and the need to address the issues of conflict in Schools. The articles are mostly based on maing inferences through numerical and statistical interpretation and the journal is associated with the University of Utah, Salt Lake City, USA. The information is available as a paper publication in addition to being accessible in online research portals. Given the broad range of issues that the journal discussed in the bvarious issues pertaining to School administration, this is a resource which I would refer to frequently. as the name suggests, Education week is a weekly journal publication that adopts the approach more of a magazine. The latest edition pertains to the preceding week that ended August 15th, 2009. Education week can be considered as a semi-scholarly resource as it contains a whole lot of other content in addition to containing academic discussions on School Administration. Further, the magazine discusses a wide variety of other issues pertaining to Education in general. the magazine is available online through a web portal that can be reached at www.edweek.org. given its generalized

Cultural Influence on Human Development Essay Example for Free

Cultural Influence on Human Development Essay It is important to understand why culture affects and is an integral part of human development and should not be overlooked. Demographic experts predict that the human population will reach 9 billion by 2050, but the rise will not occur equally around the world. The existing demographic divide between the wealthy developed countries and the poor developing countries will only widen because majority of the increase will occur among the developing countries whilst that of the former will actually decline progressively. As it is, the combined population of developed countries only make up 18% of the total world population, and 9 of 10 individuals living here are in the top 20% of the global income distribution. In contrast, about 40% of the world’s population lives on less than two dollars per day (Arnett, 2012). Variations in human development occur because of differences in cultural settings, which in turn are significantly impacted by socioeconomic status (SES) of a group. Educational level, income level, and occupational status are all parameters within the SES. It pervades all aspects of human development, from risk of infant mortality to quality of education and job prospects to affording healthcare in old age. It is no surprise that differences in SES are sharp between developed and developing countries. Like SES, gender and ethnicity are strong drivers of culture and are key factors in development. The dichotomy is blurred now, but throughout our history cultural expectations of men and women have been vastly different. The Hunter-gatherer way of live evolved because our Homo ancestors needed to adapt to the long infant dependency to the mother, who remained in a stable home base caring for the offspring and gathering edibles within reach while the males ventured out to hunt for food. An extreme example of women assuming a secondary role occurred in Imperial China (10th or 11th century) where young women of the wealthy elite who did not need them to work were subjected to painful foot binding to prevent further growth. This was a display of status and became the symbol of beauty in Chinese culture. So deep-seated is the gender difference in Antiquity that it manifested in the ancient conceptions of human development that the three ancient religions – Dharmashastras (Hindu), G reek (conceived by the philosopher Solon), and the holy Talmud (Jewish) – were all written by and for men only. Women were excluded from areas such as religious leadership and philosophy. Religion,  along with race and language, is a component of ethnicity. Recent scientific conceptions of human development also hinge on the influence of the social environment. Urie Bronfenbrenner’s ecological theory (Bronfenbrenner, 2005) draws attention to the broader cultural environment beyond the mother-child relationship that people experience as they develop. He distinguishes an exosystem of social institutions school, religion, and media – that have indirect but pivotal influences on development. His more encompassing macrosystem of cultural beliefs and values form the foundation of economic and governmental systems. Middle Eastern countries possess governments and economic systems that are based on Islam. Conversely, developed countries believe in the value of individual freedom and this is reflected in their capitalist economy and democratic government. No matter how we look at it, every aspect of human development be it biological, psychological or social, is invariably intertwined with culture. Moreover, a study on human development that focuses on the 18% of the world’s population living in developed countries that can fund major research undertaking is both inadequate and unfair. Poor developing countries have rich and complex cultural systems that have legitimate impact on human development. Therefore it is vital that we learn about human development as it is experienced around the world.

Coaching And Mentoring For The Leadership And Management Management Essay

Coaching And Mentoring For The Leadership And Management Management Essay Both coaching and mentoring are procedures that facilitate together corporate and individual customers to attain their complete prospective. Coaching isà ¢Ã¢â€š ¬Ã‚ ¦ A process that enables learning and development to occur and thus performance to improve. To be a successful Coach it requires a understanding and knowledge of progression as well as the diversity of styles, abilities and procedures that are suitable to the framework in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor 1999 page 8 The communal cord tying all kinds of coaching mentoring is that these facilities offer a vehicle for investigation, consideration and accomplishment that finally allow the consumer to attain success in one more areas of their work or life. Mentoring isOff-line benefit by individual person to another in making substantial changes in knowledge, work or thinking. Clutterbuck, D Megginson, D, Mentoring Executives and Directors 1999 page 3 Coaching and Mentoring have many features in common that we can outline the similarities that coaches and mentors perform irrespective of the services offered in a paid (professional) or free (philanthropic) role. Simplify the investigation of desires, inspirations, requests, talents and thought processes to assist the individual in making genuine, lasting change. Implement interrogative methods to expedite clients own views in order to classify solutions and actions relatively than takes a wholly directive methodology. Support the client in setting suitable methods and objectives of evaluating progress related to these goals Be observant, attentive and ask relevant questions to recognize the clients position. Utilize tools and techniques creatively which includes, simplifying, counselling networking. Encourage the assurance to development and action of lasting personal change growth. Maintain unqualified optimistic respect to the client, that means the coach will be at all times non-judgmental and supportive of the client, their views, aspirations and lifestyle. Ensure clients have healthy dependencies with coaching and mentoring relationships develop personal competencies. Evaluate the consequences of the procedure, using objective procedures where possible to ensure the flourishing relationship and the client is succeeding their personal goals. Encourage clients to constantly progress capabilities and to improve new progressive pacts where essential to achieve their goals. Work within their range of particular capability. Possess recommendations and capability on the areas where skills-transfer coaching is provided. Administer the correlation to confirm the client accepts the suitable level of facility and there are neither too short, nor too long programmes. Difference between coaching and mentoring: We now know there are lots of similarities between Mentoring and Coaching. Mentoring: An Older or wiser colleague can pass on his experience, knowledge which enables an individual to follow his path to gain good opportunities. Coaching: Unless it is Client-specific/skill based, coaching may not directly focus on the direct experience of Clients formal occupational role. Executive Coaching Mentoring: Many times people overlap the terms Executive Business coaching or Mentoring and call themselves Executive/Business Coaches and Mentors in the marketplace. Coaching and mentoring should not just be seen as a luxury enjoyed by a few managers in large, well-funded development agencies, but something that has genuine value at all levels and all types of organisations. Hailey 2006:22 Executive Coaches and Mentors should basicallyà ¢Ã¢â€š ¬Ã‚ ¦. à ¢Ã¢â€š ¬Ã‚ ¢ Have a track record in executive professional roles à ¢Ã¢â€š ¬Ã‚ ¢ Work with those who are high-flyers or with those who have potential to be one. à ¢Ã¢â€š ¬Ã‚ ¢ Work on board at CEO level with high profile or blue-chip organizations à ¢Ã¢â€š ¬Ã‚ ¢ Maintain complete confidentially à ¢Ã¢â€š ¬Ã‚ ¢ Work with business leaders and potential captains of industry Business coaching mentoring: Catalysts that inspire companies to implement Mentoring Coaching is to provide employees key support through career or role changes, mergers acquisitions changes and Organizational development changes. Coaching and Mentoring were mainly done by Senior Managers and company directors. These are now available as professional tool linked closely with company initiatives to help the staff to adapt changes which is consistent with their personal values and goals. Ad Coaching mentoring focus on client, improves morale, motivate individuals to enhance their productivity reduce staff turnover because it makes individual feel valued adapt to organizational changes. This role may be taken up by internal coaches, mentors or by any professional coaching agencies. Skills coaching and mentoring: Skills coaching is similar to one-one training. Coaches and Mentors have a holistic approach to individuals personal development with the capability to focus on the fundamental skills and requirements of an employee. They should be highly competent and experienced to outperform the skills they mentor or coach. Todays job market is changing and traditional training program is often inflexible or generic to deal with this fast pace of change. A one-to-one skills coaching allows much adaptive, flexible and on time approach to skills development. We can apply skills training in live environments instead of taking people into a classroom away from the job, where it is less effective to simulate real job environment. One-to-one skills training is not the similar to sitting next to Nelly approach to on the job training. The fundamental difference is that like any good personal or professional development intervention this is based on need assessment related to job roles that generates measurable learning and performance outcomes. This type of Skills training is likely to focus mainly on skills required to perform job function instead of telling or directive style. Personal coaching mentoring: Personal or life coaching is increasing considerably in the UK, Europe and Australia. Personal coaches may work in person along with the email and telephone based relationships. These coaches are mentors work in highly supportive roles to those who desire to make some form of significant change within their lives. Coaches propose their clients an encouraging and motivating environment to discover what they aspire in life and how they might achieve them to fulfill their needs. By being friendly and committed to action, coaching allows an individual his personal space and helps client to support themselves to grow and develop in their experiences. Coachs key role is often to help the client maintain the enthusiasm and dedication needed to accomplish their goals In many scenarios personal coaching is differentiated from completely with the focus and context of the programme. Business coaching is conducted always within the limitations placed on the individuals context or the organizational group. Personal coaching on the other hand is taken completely from a individuals perspective. The objectives, costs and benefits of a coaching scheme being introduced in an organisation: Between late 1930s and 1960s, coaching literature mainly focused on Internal triaining with Supervisors and Managers acting as coaching in the organizations. Paper by Gorby (1937) explains how the senior employees are trained to coach new employees. Another 1938 Publication by Bigelow discusses the advantages of Sales coaching. Mold in 1958 reported on the benefits of Manager acting as Coach and Maher(1964) identified the difficulties in Managers becoming effective coaches. Gershman in 1967 produced his doctoral research thesis that Supervisors/Managers who were trained as successful coaches helped to improve employees attitude and job performance. The cost/benefit analysis: The costs of a fully implemented coaching culture can be high, including some or all of the following: à ¢Ã¢â€š ¬Ã‚ ¢ Fees of external coaches. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of internal coaches and continuing fixed costs. à ¢Ã¢â€š ¬Ã‚ ¢ Lost chargeable time while individual coaching/mentoring is undertaken. à ¢Ã¢â€š ¬Ã‚ ¢ Training costs of professionals who wish to coach/ mentor in their management and client roles (both in the cost of training them and in the loss of time given up to coaching). à ¢Ã¢â€š ¬Ã‚ ¢ Increased time in using coaching as a learning tool (learning is a two-way process and takes longer). With such easily measured costs there will always be a challenge as to the benefit. This is a significant challenge for many organisations but as Bridget Allen, head of coaching at KPMG said: KPMG is a highly successful commercial organisation and does not adopt strategies and actions lightlywhile we may not measure the benefits of the coaching culture on a scientific basiswe wouldnt do it if it didnt work. How should organisations measure the benefits of a coaching scheme more systematically? The organisation could start with one-to-one coaching and individual performance (or possibly performance of their division/department). Success could be defined as a return on their expectations, which would be to achieve their coaching objectives. A complementary piece of research was undertaken by the Chartered Institute of Personnel Development recently. It asked a number of leading global companies the simple question Does coaching really work? (Chartered Institute of Personnel Development (2006)) 96% of respondents thought internal and external coaching were highly effective. Yet again, only 32% suggested that this conclusion could be based on KPI improvements; the remaining respondents agreed their conclusions were more subjective. Nonetheless, a more systematic way of measuring benefits from coaching programmes is possible and the results are compelling. In 2001, a US entity, Manchester Consulting Inc (Manchester Consulting Inc (2001), Coaching the ROI) undertook a return on investment exercise (using Fortune 1000 entities), comparing the costs of introducing a coaching programme with the benefits, as measured by increased revenue, cost savings and estimated financial gains from better relationships and improved KPIs. The overall return on cost (ROI) investment was calculated at some 600% as shown in the following table: It is easier to identify the impact of coaching/mentoring on individuals than it is to observe and assess impact at the organisational level. The learning histories illustrate, however, that changes at the individual level can, and sometimes do, permeate more widely through the organisation through improved styles of leadership, management and communication. Below are the tangible benefits from organisational changes that arose from a leadership coaching and mentoring: Time management and planning would be much improved. Individual staff working on issues such as communication skills and consciousness would rise in separating issues from people, to avoid personal attacks and conflict. The senior management would increase confidence in their roles and feel motivated by the coaching process. Awareness would be raised of potential pitfalls in cross-cultural communication. Efforts would be made to develop and finalise policies, systems and procedures. Understanding of internal staff politics and how to work effectively across an organisation in a leadership capacity, Influencing and negotiating more effectively. Investing time and effort in learning through coaching/mentoring helps to encourage a wider learning environment within an organisation and to develop an appreciation of the importance of learning for organisational change and development. I find, therefore, that while some organisations believe coaching gives a return on investment and measurable benefits, the overwhelming majority believe the benefits are not capable of such precise measure. The perceived benefits of coaching are strongly felt by our global respondents. Identifying what benchmarks you would use to judge the success of a coaching and mentoring scheme; Performance coaching derives its theoretical benchmarks and models from business, psychotherapy and sports psychology. It is an on-going process where a coach guides or encourages continuous improvement of the individuals effectiveness. Below are some of the industry proven methodologies/processes for benchmarking the success of coaching and mentoring scheme: GROW Model STEER OSKAR Model The GROW Model of Coaching: One of the first performance coaching models developed the GROW model continues to be the most popular. It is a simple yet powerful framework to guide coaching sessions (Dembkowski and Eldridge 2003). Coaches ask a series of questions relating to the persons Goal, their Reality, their Options and their Will. G Goal. The persons goal should be as specific and measurable as possible, enabling the coach to ask: How will you recognize that you have accomplished that goal? What are the anticipations of others? Who else needs to recognize about the plan? How will you notify them? R Reality. The current situation the person is experiencing needs careful analysis. Sometimes, simply by seeing the situation clearly (rather than what was imagined), the resolution becomes obvious. Coaches can ask: What has been stopping you reaching your goal? Do you know anybody who has achieved their goal? What learning they got from them? O Options. Once you know wherever you are and wherever you want to go, the next step is to explore the options you have for getting there. Coaches can question: What can you do as a step one? What else could you do? What would happen if you did nothing? W Will. To change and improve performance, motivation is necessary. The anticipated result from this stage is a assurance to action. The following questions can direct coaches: Where does this goal apt in with your individual significances at the instant? What complications do you assume to meet? How will you overawed them? How committed are you to this goal? What steps are needed to achieve this? The STEER Model The STEER model which is (Spot, Tailor, Explain, Encourage and Review), similar to GROW, is duty concerned with and also has its base in the domain of game. But it varies from GROW model, and from other prototypes, in that it includes the coach signifying how a particular task must be done. S Spot training requirements T Tailor training content to meet the needs of individuals E Explain and determine how the duty would be completed E Encourage the individual however he/she is learning R Review progress during and on completion of learning. Solution-focused Coaching: The OSKAR model As with other models, the OSKAR model is a series of suggested questions to help guide both individual sessions and the overall process. This model makes use of a scale (0-10) so that participants can visualise where they are, where they want to be, and with the support of the coach work out how they could reach where they would like to be on a linear image. This style of questioning is designed to stimulate the coachee/mentee to analyse their own situation for themselves, and articulate how they can change according to their own experiences. O- Outcome What is the objective of this coaching? What do you want to achieve today? S Scaling On a scale of 0-10, with 0 representing the least it has ever remained and 10 the preferred future, where would you put the situation today? Describe your position in life now (lets call it n) whatever organized you ensure to get this far? How would you know you had get to a better situation than you are at now (n+1)? K Know-how and resources What helps you perform at the level you are at now (n on the scale), rather than at the worst it has ever been (0 on the scale)? When does the consequence at present happen for you even a tiny bit? What did you do to make that transpire? How did you do that? A Affirm and action What is already going well? What is the next small step? You are now at the position you just described (n), what would it take to get to a better situation (n+1)? R Review: whats better? What did you do that made the change transpire? What effects have the changes had? What do you think will change next? What changes adopting such a system might have on the organisations culture and knowledge management system CEOs and leadership teams are exciting with the supervision of people in complex organizations. Great leaders construct a philosophy in their businesses that initiatives the effects they want to accomplish. It is the leader of an association who is in the finest position to inspire culture change.   No one person, nevertheless, can change an entire culture. Impelling culture involves obtaining the trust and enhancing the capabilities and motivation of those who follow.   The leader has the potential to create the situation that becomes a powerful source of recognition and commitment for employees (Schein, 1992). The assumptions, beliefs and attitudes that monitor a companys distinguishing way of doing business outline a companys culture. Organizational culture can be a foremost aspect in a companys success or failure over time. Cultural individualities and values may be clear or not so clear.   Occasionally they are the least understandable to those who are drive in within the companys way of doing and observing things.   Also, culture in great associations has sub-cultures which are complex that activate in diverse parts of the corporation.   On an individual level, it is not constantly deceptive to leaders how their own behaviour (or that of their supervisors) teaches, models and emphasises the enterprise culture.    A companys culture affects bottom line financial outcomes and in some scenarios cited as the key factor determining the failure of a merger. In a large-scale survey (Galpin Herndon, 2000, p. 236) 57% of enterprises quoted risk of confrontation to change to their mergers success. 73% quoted leadership as being the aim for the accomplishment of their merger and acquisition 35% cited cultural compatibility as actuality the purpose for the victory of their merger and acquisition.   Other facts (Denison, 1990) advises that assured cultural manifestations, such as mission (a meaningful long-term direction), adaptability (responsiveness to the business environment), consistency (values and systems) and involvement (strong capability/ownership) are ominously related to a companys customer satisfaction, return on investments, sales growth, return on assets and other consequences. Knowledge Management Coaching and Mentoring: You know the value of Knowledge Management. You know that if you can introduce a system of knowledge transfer and re-use, you can help your company reduce costs, risk and rework, and deliver secure business success. You need to implement an approach that enables staff facing a new and unfamiliar problem to find valid, tried and tested knowledge based on long experience, which can help provide solutions. You need to implement Knowledge Management. However implementing Knowledge Management may itself be a new and unfamiliar problem something you have never done before. Where can you find valid, tried and tested knowledge and solutions? Where can you find sound practical advice, which you know is based on long experience? If Knowledge Management is of real business value, then knowledge about Knowledge Management is of even greater value. You need to find mentors: people you can trust and from whom you can learn about implementing Knowledge Management. People who can help you reduce costs, risk and rework, and deliver the secure business success of your Knowledge Management program. Finding a mentor in the current Knowledge Management world is not easy. There are a wealth of consultants out there, and it can be difficult to know which ones can really help you. Cost is not a valid guide you need to look at depth of relevant experience. This experience can be gained through, ongoing coaching and mentoring. Conclusion For coaching and mentoring to make a significant contribution to leadership development requires more mentors and coaches. Many capacity-building efforts that include a coaching and mentoring component fail simply because there are too few good quality local coaches on hand to provide follow up. There is a need to invest in the development of local coaches and mentors. The range of experiences of coaching/mentoring within CSOs highlight various issues and considerations. Whereas the overriding principles remain constant, particular considerations relating to context emerged from ur research. From the earliest stages of designing coaching/mentoring processes, practitioners need to bear these considerations in mind to pre-empt particular issues that may arise. Key Considerations for Coaching and Mentoring: The person has to be committed to change. The person should be able to choose their mentor/coach. All parties should prioritise and plan for coaching/mentoring. They should be seen as a core activities, rather than an add-on. The organisation and manager (if applicable) need to provide support for the process. The organisation needs to allocate sufficient time and funds. Patience is needed especially with difficult leaders and in situations of internal conflict: it is a long-term process. Post-conflict situations throw up particular problems of weak capacity. While enthusiastic, we must also remain realistic about mentoring and coaching. They cannot solve all problems in organisations and leadership. If the wrong person is in post, mentoring may not help; if the person is not committed to improving their own performance, coaching will not add value; if the person wants technical recommendations from outside, mentoring will be frustrating for all. In short, we first need to understand the context clearly, and then work out with the client the most appropriate capacity-building solution.