a summary on the danger of depression, the symptoms, why teens get depression, and the treatment for depression.

a summary on the danger of depression, the symptoms, why teens get depression, and the treatment for depression. Teenage depressionAbout 4 out of 100 teenagers get seriously depressed each year. Sure, everybody feels sad or lonely now and then. But if you're sad most of the time, and it's giving you problems with your grades, your relationships with your family and friends, alcohol, drugs, sex, or if it's controlling your behavior in other ways, then the problem may be depression.Clinical Depression is a serious illness that can affect anybody, including teenagers. It can affect your thoughts, feelings, behavior, and health. Depression also increases the risk for suicide or suicide attempts. Most people with depression can be helped with treatment. But, most depressed people don't ask for help they need. And, when depression isn't treated, it can get worse and last longer. This really sucks because you're only a teenager once.First, there are two kinds of depression: The sad kind, called major depression, or dysthymia, and manic-depression or bipolar illness, when feeling down and depressed swi tches with being speeded-up and all hyper.Overview of biological circadian clock in humans. ...If you think you're depressed you should talk to someone. If you are worried about depression in yourself or a friend, you con talk to someone who can help. There are many people who you can talk to like a psychologist, school counselor, parents, a trusted family member, family doctor, or a professional at a mental health center.SYMPTOMSLife seems pointless or like nothing good is ever going to happen again.have a negative attitude a lot of the time, or it seems like you have no feelings.don't feel like doing a lot of the things you used to like like music, sports, being with friends, going out and you want to be left alone most of the time.feel sad or cry a lot and it doesn't go awayIt's hard to...

All About the French Expression Avoir une faim de loup

All About the French Expression Avoir une faim de loup Expression: Avoir une faim de loup Pronunciation: [ ah vwah roon feh(n) deu loo] Meaning: to be ravenous, famished Literal translation: to have a wolfs hunger Register: informal Notes The French expression​ avoir une faim de loup indicates great hunger. Its a bit like the English expression to wolf something down, except the approach is different: avoir une faim de loup describes how you feel, while the English expression indicates what you might do when feeling that way. Avoir une faim de loup and its synonyms can be translated by any of these English equivalents: to be able to eat a horse (I could eat a horse!)to be (absolutely) famishedto be ravenousto be ravenously hungryto be starving, starved Example Je nai pas pris mon petit dà ©j ce matin, du coup jai une faim de loup  !Translation: I didnt have breakfast this morning, so Im starving! Synonyms avoir lestomac / le ventre creux- literally: to have an empty stomachavoir une de ces faims- literally: to have one of those hungersmourir de faim (je meurs de faim)- literally: to be dying of hunger (Im dying of hunger)​ More Expressions with avoirFood in French

Business simulation Assignment Example | Topics and Well Written Essays - 1500 words

Business simulation - Assignment Example Computer Repair business averages ?8,900 in gross monthly profits. The owner/manager believes that it can achieve ?12,000 in gross monthly profits, through promotions and expansion of product lines. Currently, the business employs two part time sales staff and one full time book keeper/receptionist. Though the space currently available for formatting new machines is adequate, nearly one third of it is used to store inventory, which includes new product models for resale. With expansion of services and the need to utilise space more efficiently, the business must consider alternative supply chain processes, such as JIT systems. It must also consider the types of products to offer, such as business machines with networking capabilities. Aside from increase monthly gross sales, the business has identified objectives of greatly increasing its individual customer base and greatly increasing the number of business customers, so that dividing the products into separate business units is fea sible. A thorough analysis of the business environment will allow the computer sales business to make decisions about expansion that are most suitable and to develop a marketing and promotions programme that aligns with expansion of product lines. ... Political Business tax rate remains 21% at projected profit increase, according to Adam & Brown (1999, p.13). Employee vs. Self employment (2 National Insurance taxes for self-employed, affects pool of applicants. Relationship with nearby University critical for technician. Environmental concerns of policymakers and citizens. Consumers want ‘green business’ initiatives. Costs of ‘going green’? Economic Consumers tightening budgets, spending less on new products or choosing more affordable products. Costs for fossil fuels may influence supply costs. Social Social networking for younger users (teens and young adults) may offer an additional channel for promotion. Consumers want value and personal relationship in product sales. Technical Requirements for networking and customization rely on technical knowledge. Use of JIT inventory systems reduces inventory related costs. The SWOT analysis helps the computer sales business determine the type of growth strategy and promotions strategy to be developed, by conducting an honest assessment of the organizations physical and financial assets, its potential capabilities, current shortcomings and potential future challenges. The SWOT analysis table below provides management with greater insights, to develop a successful business strategy. The analysis considers the most important and influential factors in expanding Computer Sales. Strengths Located in business centre of city, exposure can be greatly increased. Relationships with suppliers already established (Dell and Hewlett Packard). Weaknesses Lack of promotions plan, currently relies on word of mouth. Too much physical inventory takes up space and increases costs. No technical expertise for customization. Opportunities Increase awareness through

Consolidation of an ERP system on a global standard to enhance Research Proposal

Consolidation of an ERP system on a global standard to enhance visibility - Research Proposal Example Another pointer to the need for an ERP is when the existing system is unable to support the needs of the organization or when many resources are required to maintain and support the organizational activities. Growth of an organization leading to incompatibility of the various information systems used is also a driving force towards adoption of ERP. Lastly, when organizational employees are unable to respond to questions from their key suppliers and customers, it is time to implement an ERP system (Awad and Nassar 3). In the current world, the main question is not whether to implement an ERP system, but what system they should implement (Awad and Nassar 2). Consequently, once an organization has decided to implement an ERP system, the next step should be deciding on how such project would be undertaken and the goals of such a venture. At this stage, the organization determines the functionalities and modules to be included into the new system. According to Awad and Nassar, installatio n of ERP system demands that companies be able to match its business process to the functioning of the ERP systems (3). Additionally, in implementation of ERP there is a need for the organization to fully understand all the requirements which come with such an initiative. The top management must be willing to support the installation of ERP even after completion of the project by offering education to all employees (Carter et al. 23). According to Jitpaiboon, consolidation of the enterprise resource plan in an organization is critical for its global strategy (2). Consolidation of enterprise resource planning is critical in automating all the functions needed for managing the various local operations. The most critical activities supported by ERP include customer relationship management (CRM), supply chain management (CRM) and accounting systems. Data stored in ERP system is critical in enabling the employees to gain visibility into consolidated and accurate information about busines s performance (Fawcett and Magnan 24). Furthermore, a well implemented ERP system is a key performance indicator (KPIs) needed by organizations to ensure achievement of the corporate objectives. Moreover, Awad and Nassar explain that an ERP solution can enhance transactional interoperability (3). Organizations can choose to implement ERP solutions for each business division or the entire business can adopt a single ERP system to standardize and centralize its key operations. The chosen configuration can have a significant impact on the ability of an organization to enhance visibility and ensure that they achieve all the operation functionalities envisioned during its development. For globalized organizations such as Thermo Fisher, it is critical to consolidate their business operations into a fewer ERP systems. Problem Statement Thermo Fisher is an international organization dealing with scientific equipment and reagents required for research, diagnostics, analysis and discovery. Th e company has annual revenue of around 11 billion USD and has about 37,000 employees (Thermo Fisher Scientific Inc.

The Strategic Management Process Essay Example for Free

The Strategic Management Process Essay Introduction Strategic management process can be defined as â€Å"a managerial process that involves matching organizational capabilities to market opportunities† (Stevens, Sherwood, Dunn, Loudon, 2006, p. 15). The process can be either done on a corporate level involving whole companies or divisions or at an individual level involving a single product or service. First, the company’s strategic division analyzes the opportunities in the market and then matches the company’s resources to these opportunities. The major decisions taken by the strategic managers are whether a company is ready to take advantage of the opportunities in the market place, and set a broad plan to achieve it. To ensure that the strategic planning in a company is successful, the top management and line managers need to be closely involved in the process, and not just the strategic planners who facilitate the process. This paper discusses the strategic planning process in general as it applies to a company. The various elements of the process are analyzed first, in addition to the roles of the various managers in the process in the literature review section. The practical aspect of planning, the issues that can arise in various situations are covered next in the analysis. The problems arising from incorrect or incomplete planning process are also discussed in this section. The explosive rate of globalization has affected the strategic management process in a big way, and so has the computerization of business due to the advent of Internet. The affects of these changes on the strategic management process are discussed in the subsequent section. Finally a summary of the paper is given which highlights the main points of the discussion in the previous sections. Strategic Management Process Strategy defined by Armstrong (cited in McCourt, Eldridge, 2003, p. 25), is â€Å"a statement of what the organization wants to become, where it wants to go and, broadly how it means to get there†. Mc Court and Eldridge have also described strategic management as a simple process, and have given the following figure to mention the various components associated with it. Fig: 1 Strategist Management Process (McCourt, Eldridge, 2003, p. 25) According to the figure given above, the strategic management process begins with a mission, which is essentially the intention of a company’s existence and its purpose in general. Companies usually have a well-defined mission statement towards this purpose. The next element i.e. objectives define a company’s specific targets under the scope of the mission. The objectives are usually a set of statements that define the targets of the company. While mission is generic, objectives are specific and in many cases even quantified. The next element of the strategic management process is strategy, which is the broad plan or approach followed to achieve the objectives. The strategy merely defines the role of various departments or level of managers; it is not specific and acts merely as a guideline. Finally the implementation can be a tactical plan or exact roles and responsibilities along with set target dates for achieving a particular objective. Strategic management process hence adds strategic planning and implementation by adding ongoing attention to budgeting, to performance measurement, management and evaluation, and to feedback relationships among these elements (Hutzschenreuter, Kleindienst, 2006, p. 678). Poster and Streib (cited in Peters, Pierre, 2003, p. 40) present a framework for thinking about strategic management as a process. Their framework incorporates seven elements: values, mission and vision; strategic planning; results-oriented budgeting; performance management; strategic measurement; assessment of the internal and external environment; and feedbacks relationships among these elements. The first element in their framework comprises of values, mission and vision which are seen as a central organizing force for the strategic management process. The next stage i.e. strategic planning can be used to help the organizations get their values, mission and vision and to develop strategic initiatives to realize in practice. Result-oriented budgeting helps to organize the resources needed to fulfill the initiatives. Performance management involves strategies and mechanisms for assigning the responsibility for strategic initiatives to specific units and individuals and holding them accountable for results. Strategic measurement involves identification and tracking of valid measures of the organization’s attempts as it to achieve its strategic objectives. The next element as the name suggests analyzes the various pertinent factors in the internal and external environment of the organization, and their corresponding effects on the environment. Finally the element of feedback from the client helps in assessing the process of effective learning, adaptation and leadership (Peters, Pierre, 2003, p. 40). The strategic management process is a complex one and as suggested by Hutzschenreuter, Kleindienst, (2006, p. 677), it is also shaped by the environmental and organizational context. Business strategy development was due to a purely practical requirement’s perspective Post the world war in 1950s, the world for the first time became aware of the business opportunities that existed by considering rest of the world as markets, rather than production places. This brought about a very complex business structure, which became even more complex to manage financially. Thus formal business strategies were first built in 1970s to focus on planned diversification of companies. Hence, corporate planning, which was the norm of the business units till then, shifted to business strategy (Farjoun, 2001, p. 580). Strategy is essentially a deliberate search for a plan of action which will bring competitive advantage and compound it. Any company begins making its strategy by making an analysis of where it is presently, and what resources it has. The next is an analysis of the competition of the company in present market as well as the market where it wishes to expand. The competition in the new market gives an idea about the present competitive advantages of the company. The new markets are as a result of careful analysis of the places where the company would most increase the scope of its advantage.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The theories of building strategy started to emerge soon. However, even in the present day there is no clear cut path for the formulation of strategy especially concerning long-term business development, new products, technologies or investments, because of the ever changing business environment at an ever increasing pace. Theorists have divided strategy itself into three: corporate business and functional strategies. Corporate strategy gives the macro level decisions which companies need to take such as investment in diversification, vertical integration, acquisitions, and new ventures. The allocation of resources to different business units of the organization and divestments are also covered by this strategy. Business strategy is concerned with how the firm competes within a particular industry or market. That is to say the decision of how a company should compete in the market is answered by this strategy. Functional strategies are the elaboration and implementation of business strategies through individual functions such as production, RD, marketing, human resources, and finance. When the concept of strategy emerged, it was an implicit understanding that the senior managers of an organization are able to objectively appraise the enterprise and its environment and formulate a strategy that maximizes the company’s chances of success in an uncertain future. However, all the theories of strategic management agree on one thing that the formulation and implementation of strategy cannot be separated. A well-formulated strategy must take into account the way it would be implemented and through this implementation the strategy is continuously refined and formulated. Types of planning involved in a Strategic Management Process – The strategic management process is an amalgamation of different elements. Planning in any form is one of the most important process elements. Planning involves an assessment of an organizations mission and goals in relation to its external environment and internal capabilities, projected into the future by several years.   Organizations go in for strategic planning when they perceive that they are sensitive to external environment, which by nature is volatile (Alkhafaji, 2003, p. 5). Planning focuses on understanding changing stakeholder needs, technological developments, competitive position, and competitor initiatives. Any decisions taken after considering the long term strategic plan are more realistic and goal-oriented. There are different types of planning involved in a strategic management process which will be discussed in this section: Strategic Planning Strategic planning is the process of developing and analyzing the organizations mission, overall goals, general strategies, and allocating resources. It usually has long-term goal, vision and mission. These are usually prepared by top level management of the company. These strategies are usually prepared for a period of 5 or more years. This time frame, however, is arbitrary and is dependent on the long-range planning capabilities of the company’s executives, based on its resources. It lays a lot of emphasis on the future implications of a present decision, and hence aids in the organization’s adaptation in an ever-changing environment. The factors which influence the strategic planning are external environment, market dynamics over a period of time, financial, operational and process stability of the company. The SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the company is critically important in the formulation of its strategic plan. After this strategic goals are made to show a path of reaching the vision of the company with its present capabilities (ORegan, Ghobadian, . 2007, p. 12). Tactical Planning Tactical planning is the continuous process of translation of broad and many a times ambiguous strategic plans, into specific goals and plans that are aimed at a specific division of the organization. Hence, it can be said that tactical planning deals with the implementation part of the planning process. It has a shorter time frame than a strategic plane, usually 1-2 years, and is also narrower in scope. The factors influencing tactical planning are the annual budget, project reviews, quality evaluation processes, target turnovers, market dynamics, government policies, consumer needs, available expertise and finally an evaluation of possible alternative solutions Operational Planning Operational planning is the planning done at the lower levels of the organization. It is used to detail specific processes and procedures used in a department. It primarily focuses on the daily routine tasks and is usually made for a short period of time. Operational plan is generally derived from a tactical plan to achieve one or more operational goals. The factors influencing an operational plan hence are the intra-departmental structure of an organization and efficiency of the manager. Another factor is the time-period for which an operational plan is made. Since the operational goal is either a single-time or a repeatable goal, some factors which effect the planning are the policies, reward system, and even the goal itself or the lack of a specific goal. To take care of such factors, the goal setting and planning should be collaborative (ORegan, Ghobadian, . 2007, p. 15).. Contingency Planning – According to Macneil (cited in Mayer and Berkowitz, 2008, p. 151) contingency relationships ensure some within relationship flexibility thus facilitating adjustments when conditions change Regardless of how carefully strategies are formulated, implemented and evaluated, unforeseen events always can make a strategy obsolete. To counter this, organizations should develop contingency plans, as a part of their strategic planning process, in the evaluation stage. Only high-priority planning areas require contingency planning, which should be as simple as possible. The prime factor influencing contingency planning is the degree of volatility of the present environment. That is to say, the frequency and magnitude of occurrence of unforeseen events like strikes, boycotts natural disasters, government instability and even at times arrival of foreign competitors etc. In case if company’s strategic plan is to expand, the above factors apply to the newer environment in question. Also, the possible affect of the present market environmental fluctuations should be taken into consideration while making the contingency plan for newer markets (Sadgrove, 2005, p. 258).                            Strategic Planning Organizations involve in the process of strategic planning in order to respond to the challenges and opportunities presented by marketplace. Strategic planning can be defined as â€Å"a process that describes the direction an organization will pursue within its chosen environment and guides the allocation of resources and efforts† (Peter, Donnelly, 2002, pp. 5). Strategic planning includes all the activities that lead to the development of a clear organizational mission, organizational objectives and appropriate strategies to achieve the objectives of the entire organization. In the strategic planning process the organization gathers information about the changing elements of its environment. The output of the strategic planning process is the development of a strategic plan. In the discussion that follows, a case study is used as a means for understanding the elements mentioned above (Short, Ketchen, Palmer, Hult, 2007, p. 150)). This would give a practical demonstration of how a company translates these theoretical principles for use in their case. Strategic Planning Process – Strategic planning process is concerned with long term broad marketing mix decisions and the implications of these decisions. It is designed to ensure a systematic approach to planning. Hence, the strategic marketing planning process must be consistent with circumstances. The strategic marketing planning process occurs at multiple levels of the organizations and hence the plan represents the implementation of the organizational strategy. This follows the guidelines of the overall strategic planning process. The strategic planning process is considered essential when the increasingly hostile and complex environment where companies operate is considered. It is basically a series of logical steps that have to be worked in order to arrive at a marketing plan (Gilligan, Wilson, 2003, pp. 44). An extension of strategic planning process is the Strategic marketing planning process, which is concerned with the development of strategies that are based on the planning team’s assessment of the market and perceptions of managerial expectations and organizational capability. This process is used by the organization to formulate its strategy provided that it is adapted to the organization and its environment. Strategic marketing planning consists of ten steps: Mission, Corporate Objectives, Marketing audit, SWOT analysis, Assumptions, marketing objectives and Strategy, Estimate expected results, Identify alternative plans, Budget and First year detailed implementation program (Baker, 2003, pp. 91).                                           Management’s function in Strategic Planning Strategic planning involves an assessment of an organizations mission and goals in relation to its external environment and internal capabilities, projected into the future by several years.   Organizations go in for strategic planning when they perceive that they are sensitive to external environment, which by nature is volatile (Alkhafaji, 2003, p. 11). Strategic planning focuses on understanding changing stakeholder needs, technological developments, competitive position, and competitor initiatives. Any decisions taken after considering the long term strategic plan are more realistic and goal-oriented. Organizations should consider strategic planning as an essential management function. Any organization wishing to have long-term growth should infuse a culture of competitive focus throughout all the hierarchical levels.   Hence, every employee in the company, especially the managers compete, with their company’s competitors in their work (ORegan, Ghobadian, . 2007, p. 17).. Roles of various managers in the Strategic Management Process – Planning is a basic function of management which determines the objectives and the course of action required to attain them. Planning is done at every level of management, hence is done by all managers from the highest to lowest in the management hierarchy. Managers in an organization have a primary role in strategy-implementation. Managers use strategic planning as a management function to allocate resources to programmed activities, which is calculated to achieve a set of goals in a dynamic and competitive environment.   Management changes are even more extensive when the strategies to be implemented move a firm into a major new direction. Hence, their inputs while the formulation of a strategic plan becomes extremely important (ORegan, Ghobadian, . 2007, p. 18).. Equally important is the involvement of strategists in the strategy-implementation activities. There are four main types of planning – corporate, strategic, management and operations, each of which is carried out at different management levels, covers a different time-span and has varying levels of short and long-term impact on the working of the organization (Boone, Kurtz, P. 271). Needless to say, the planning activities of various managers at different levels are different. Senior management usually does the corporate and strategic planning activities. Strategic planning details the goals and objectives of the company while corporate planning decides how the organization would operate to achieve these objectives and goals. The resource allocation for achieving the goals is also done during the corporate and strategic planning stage. Strategic planning is usually long term covering about three to five years (Dixon, 2003, p. 29, 30). The plan charts out the path of the organization during the period and the various activities which need to be done for achieving the objectives set. An example of strategic planning is of General Motors and Dell’s business strategy related to their spare parts given in the book by Muckstadt (2005, p. 2) . In Dell’s case, there is no need to maintain an exhaustive inventory regarding its old products sales parts, while this is an important element of General Motor’s strategy. Hence, GM as a part of its business strategy maintains a huge storage space where hundreds of thousands of storage parts are stocked. The location of the storage space must also take into consideration its supply chain partners like either individual car dealers as well as its suppliers, when designing such a strategy. Change is the most certain part in any environment, and business and markets are guided by various factors, which might necessitate a change in strategy. It is the job to the senior managers to ensure that a new strategy ensures sufficient plans for the acceptance of the strategy by people working in the various levels of the organizations. An example is given in the book by Murray and Richardson (2002, p.5) about the Canadian industrial supply company Acklands-Grainger which in less than a span of twelve months moved from a 4% growth rate to a 20% growth rate and higher profitability. The authors mention in their book (p. 24), that within 100 days of launch of a new strategic plan for the company several major steps like a new communications initiative to involve more people in the decision making process, were successfully implemented. This ensured that the employees of the company were by and large impressed by the strategy and were enthusiastic to take part in the strategy. Many people working in the frontline were however skeptical about the strategic change within the company, as they could see little change in their own work areas. To ensure the front-line people, the Strategy team committed to five deliverables at the end of 200 days of the launch of the new strategy to assure its front-line employees that things were really changing. These included specific changes to branch operations, improvements in logistics and improvement in training. Although the delivery of the five tasks was not perfect the outcomes ensured that the employees felt that there was a definite change and had specific development points which they could identify with and discuss. The example above, details how a change in strategy was successfully implemented within a company. It highlights an important point that while a strategy change is being developed by a company, the strategy must be flexible and should include detailed plan for implementation to being about the change from the point of view of the line-employees (Parnell, Lester, 2003, p. 295). Management planning is done by middle level management who divide the task into different smaller units and ensure that proper execution of the task would take place by making a effective integration plan. This planning is of a comparatively shorter time span than the strategic planning and usually lasts for a single project or a set of similar projects. They also cover only a partial division of the organization. Operational planning is done by the line managers and is of a shorter time span than the management planning. It usually refers to the day-to-day planning addressing the specific time-tables, task and measurable targets that managers in each different unit of the project make and maintain to ensure that the task get done in-time. Hence, operational planning deals with developing and implementing tactics in specific functional areas. The managers allocate time and teams consisting of a specific number of employees to perform a particular task (Dixon, 2003, p. 31). Strategic goals are achieved by setting and achieving tactical objectives. Hence, it is very important that the plans at different levels complement each other. Managers at different levels must have proper and effective communications, such that goals at every level are understood as well as the objectives behind these goals. Senior and higher-levels of management must ensure that there information flow s efficient and the line-managers are aware and clear about their roles and responsibilities. The job of the middle managers is to ensure that the objectives are understood by the line managers and proper goals are set to achieve these objectives (Nadkarni, Narayanan, 2007, p. 263). It is often seen that many times the organizations fail to achieve their objectives, despite the fact that the senior management is clear about their vision and strategies and line-management is skilled at their work. The problem in this case lies with the middle management who fail to translate the objectives into tactical goals for the various functional groups (Boone, Kurtz, P. 271). Following figure shows a sample organization chart which gives the level of managers and the strategic business decisions they can take. Fig: 2 Strategic Decisions taken by various Managers (Grant, 2002, p. 24)                      Strategic Leadership and Decision Making As an organization prepares itself for future success, by using its strategic planning, no other internal factor is more critical than the strategy formulation and leadership. For a successful strategy formulation and implementation leadership is a necessary factor. The term leadership encompasses visioning, developing, motivating communicating and involving. The book by Scott (2005) defines the terms as explained by Peter Drucker, who gives three essentials of leadership as â€Å"Defining, communicating, and establishing a sense of mission in a way that is understandable to others; Treating leadership as a responsibility rather than a rank and; Earning and maintaining the trust of others† (p. 108, 109). The book further gives that opinion of Drucker on leadership, who says that it should be based on being ethical and consistent in word and deed rather than being clever and deceiving. Strategic leadership is a newly developed type of leadership and is needed to initiate and direct the strategic management process. Strategic leadership covers five aspects of leadership: technical leadership, human leadership, political leadership, cultural leadership and educational leadership. These aspects contribute directly to environmental analysis, planning and structuring, staffing and directing, implementing, monitoring and evaluating the strategic management process. Strategic leadership can be defined as encapsulating entrepreneurial processes (Slater, Olson, Hult, 2006, p. 1225) Strategic leadership is also seen as a concerned with strategy development and change. Essentially strategic leadership refers to the top management team, and strategic theory has evolved from upper echelons theory. Strategic leadership concerns developing the organization’s vision, mission, strategies, and culture and monitoring progress and changes in the business environment to ensure that strategies are focused. Strategic leadership concerns monitoring how well organizational culture, including values is supporting the organization’s vision and mission (Brower, Fioi, Emrich, 2007, p. 70). It also concerns with the monitoring of human capital and organizational structure and systems. Strategic leaders posses the following capabilities which is the actual difference between managers and leaders also. These are given as below: Visionary/ Strategic – An abstract vision of where the firm might want to be in the future is of limited use without its translation into an executable competitive strategy. Hence, strategic leaders must have both the vision and the means to achieve the vision. Systems Thinker – Strategic leaders create organizational and operating practices that carefully coordinate the interactions and dependencies between different operating areas. Hence, a characteristic of strategic leader is that they can see the connections between individual parts of the firm and its competitive strategy, but do not concern themselves with individual practices or procedures. Effective Motivator/Communicator/Teacher – Strategic leaders can see the firm’s strategy and can see the requisites to deliver the strategy, in addition to being equipped to build the hiring, compensation, and coaching systems in accord with the firm’s competitive strategy. Obsessive – Strategic leadership is not a part-time activity and hence strategic leaders need to be obsessed with the execution of the strategy in each act within the firm. Strategic leaders are driven to align all the activities in the firm with the delivery of the value proposition. (Brower, Fioi, Emrich, 2007, p. 69, 70) It is clear from the above discourse that strategic leaders, more than anything else, need to believe in their strategy. For the success of a strategy, strategic leaders should be prepared to endure short-terms costs and dips in performance, to facilitate making investments for future. These tradeoffs are managed with a commitment to the strategy and there is no major change between different high and low periods, since the focus is on the long-term direction. Despite the fact that strategic leadership is generally concerned with the upper echelons of management, the qualities themselves are not limited to the top management group. This fact must be understood by the senior managers of the firm so as to create an environment, to make sure that these qualities are recognized, expressed and nurtured within all the levels of the organization (Hitt, Ireland, Camp, Sexton, 2001, p. 482) Strategic leadership and decision making – Management is usually concerned with the following functions in some or the other way: Planning, organizing, staffing, and decision making (Parnell, Lester, 2003, p. 298). Decision making is the heart of management. Any function performed by managers at any level of management involves decision making. Managers at all times are faced with a various alternate solutions of a problem, and their task is to choose the most optimum solution from amongst these and implement it. Decision making process consist of: identifying the problem, analyzing the problem, developing alternate solutions, comparing alternate solutions, choosing the best solution and implementing and finally verifying the solution. During the decision making process is where a manager continuously tries to achieve a state of stability by implementing a course of action, while all the time dealing with the possible consequences of his actions. A key competency in strategic leadership is decision making about whether and when to act (Elbanna, Child, 2007, p. 435) Consistency of decision making in accord with the firm’s value proposition is important for a strategic leader. It allows the members of the organization to see the connection between their daily responsibility and the delivery of the firm’s strategy. Strategic leadership hence involves building a coherent set of original beliefs and practices that are aligned with the requirements of the seller’s value proposition. All have responsibilities for their own beliefs and for the performance of their coworkers, and hence strategic leadership is needed for all the levels of the firm. Effects of business environmental changes on strategy   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Theorists and business strategists consider the most important recent trends in the macro environment as the forces the new economy. The new economic era started at the advent of the 21st century, but the factors which led to the change had already been felt and observed at least two decades back. The new information and communication technologies restructured the global markets, and whole industry sectors, by challenging the conventional economic thinking and hence redefining how business is done. The New Economy is almost a revolution in the way business works, economic wealth is generated, so cities are organized and individual exist within them (Grant ¸2003, p. 504). The figure below shows the key features of new economic environment that impact on business strategy, as compared to the key features of old economic environment. Old Economy New Economy Key industries Oil, Mining, Steel, Vehicles, Railways, Shipping Computers and Software, biotechnology, personal and financial services, Entertainment Key Resources Energy, Labor Information Knowledge and Talent Technology Power Trains, Machine Tools Information Technology Product Life Cycles Measured in decades Measured in Years or months Trade Patterns International Global Working Day 8 hours 24 Hours Communication Media Letters, Telephone, Fax Mobile devices, E-mail, Internet and Intranet Organization Structures Centralized Hierarchical, Functional Devolved, Flat, Functional Workforce Characteristics Mainly male semi-skilled or skilled No gender bias, high proportion of graduates    Fig -3 Key features of old and new business environments (Sadler, Ryall, Craig, 2003, p. 29) Key elements that have effected the environment to bring these changes are: Globalization: The globalization as we know it has happened in two stages. The first stage was post world war, when other countries came to be seen as new markets rather than colonial acquisitions. This brought about a change in the business organization. The second phase was in the late 1980s, when the internet emerged to be a n option where people could display their wares or even sell them, for instance in case of paid music downloads. Presently globalization is not only an advantage; it has become a must for any company wishing to enter the business domain (Pitt, 2005, p. 316). Small-World with reduced distances – The world as we know it is getting smaller everyday with the emergence of new technologies in wireless communication. People can now communicate visually and effectively with anyone across anywhere in the world at the same time. This has brought about a lot of new requirements which were heretofore quite unknown Knowledge Economy – A bye-product of the shrinking world is the awareness people have about other cultures and economic conditions in various parts of the world. The awareness of the new technologies is also increasing among people at a rapid pace, and is no longer confined within a select few number of people. Impact of new technology – People in the present day world are so used to rapid changes in technology that they almost expect smarter, cheaper and better performance devices almost every day. Hence, the importance of RD among the various industries has increased and is no longer an option but a necessity. (Pitt, McAulay, Sims, 2002, p. 159, 160) In the light of these discontinuous, large-scale changes facing the world, organizations might be required to undergo major, strategic reorientations.   These reorientations may involve changes in products, services, markets, organizational structure and human resources. A change can be viewed either a technical problem, political problem, or a cultural problem. However, strategic change views the problem as a varied amalgamation of all the three problems. Strategic change refers to the non-routine, non-incremental, and discontinuous change that alters the overall orientation of the organization, and/or the components of the organization. (Hà ¥konsson, Obei, Burton, 2008, p. 65)   However, the exact boundary between a strategic and a non-strategic change is blurred. Sometimes it depends on the magnitude of change and at other times the time frame of the impact of the change is in question. Conclusion The paper gave a general discourse on strategic management processes. The process consists of various elements, and each of which is equally important to the process. The planning stage is the most critical out of these processes, which was described in the next section along with different types of planning. The nature of strategic planning was discussed in detail which also covered the strategic planning process. The subsequent section discoursed upon the role of various strategic managers on strategy building. After this the discussion shifted to strategic leadership and the power of decision making. Finally the effects of business environmental changes on strategy making was discussed, which gave the critical factors involved in strategic decision making in the present day world. A comparison of this was done with the economy just a decade or two past, and can be seen that there are few if any common factors between the two economies. Hence, the strategy making process has undergone a massive change in the recent times. Till then the strategy formulation process was an evolutionary one, with one element being added over another. But the present day world calls for revolutionary strategies since the success factors too have undergone changes. The paper hence gives an idea about the direction companies of the present day world need to take in order to be successful. While the topics covered are generic, and do not give a situation-level analysis for the choice of a strategy, there is enough information here to help strategic theorists understand the dynamics of the business environment and act accordingly.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   References Journal Articles Brower HH, Fioi CM, Emrich CC, (2007), â€Å"The language of Leaders†, Journal of Leadership Studies, Pages 67-80, Wiley Periodicals Inc, 20th November 2007, Volume 1, Issue 3, DOI 10.1002/jls.20026 Elbanna S, Child J, (2007), â€Å"Influence of Strategic Decision Effectiveness: Development and Test of an Integrative Model†, Strategic Management Journal, Strat. Mgmt. J. 28:431-453 (2007), DOI10.1002/smj.597 Farjoun M, (2001), â€Å"Towards an organic perspective on strategy†, Strategic Management Journal, Volume 23, Issue 7, John Wiley Sons, Ltd., Pages 561-594, 28th March 2002, DOI 10.1002/smj.239 Grant RM, (2003), â€Å"Strategic planning in a turbulent environment: evidence from the oil majors†, Strategic Management Journal, Volume 24, Issue 9, John Wiley Sons, Ltd., Pages 491-517, 14th April 2003, DOI 10.1002/smj.314 Hà ¥konsson DD, Obei B, Burton RM, (2008), â€Å"Can Organization Climate be managed? Making Emotions Rational†, Journal of Leadership Studies, Pages 62-73, Wiley Periodicals Inc, 28th February 2008, Volume1 Issue 4, DOI 10.1002/jls.20033 Hitt MA, Ireland RD, Camp SM, Sexton DL, (2001), â€Å"Strategic entrepreneurship: entrepreneurial strategies for wealth creation†, Strategic Management Journal, Volume 22, Issue 6-7, John Wiley Sons, Ltd., Pages, 479-491, 6th June 2001, DOI 10.1002/smj.196 Hutzschenreuter T, Kleindienst I, (2006), â€Å"Strategy-Process Research: What Have We Learned and What is Still to be Explored†, Journal of Management 2006; 32; 673, DOI: 10.1177/0149206306291485, SAGE Publishing Mayer KJ, Berkowitz J, (2008), â€Å"The Influence of Inertia on Contract Design:   Ã‚   Contingency Planning in Information Technology Service Contracts†, Managerial   Ã‚   Decision and Economics, Wiley InterScience, DO: 10/1002/m.d.e. 1390 Nadkarni S, Narayanan V K, (2007), â€Å"Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed†, Strategic Management Journal, Volume 28, Issue 2, John Wiley Sons, Ltd., Pages 240-270, 30th January 2007, DOI 10.1002/smj.576 ORegan N, Ghobadian A, (2007), â€Å"Formal strategic planning: annual raindance or wheel of success?†, Strategic Change, Volume 16, Issue 1-2, John Wiley Sons, Ltd., Pages 11-22, 2nd April 2007, DOI 10.1002/jsc.777 Parnell JA, Lester DL, (2003), â€Å"Towards a philosophy of strategy: reassessing five   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   critical dilemmas in strategy formulation and change†, Strategic Change, Volume 12, Issue 4, John Wiley Sons, Ltd., Pages 291-303, 8th October 2003, DOI 10.1002/jsc.639 Pitt M, (2005), â€Å"A dynamic model of strategic change in growth-oriented firms â€Å",   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Strategic Change†, Volume 14, Issue 6, John Wiley Sons, Ltd., Pages 307-326, 31st October 2005, DOI 10.1002/jsc.721 Pitt M, McAulay L, Sims D, (2002), â€Å"Promoting strategic change: playmaker roles in Organizational agenda formation†, John Wiley Sons, Ltd., 7th May 2002, Pages 155-172, Volume 11 Issue 3, DOI 10.1002/jsc.586 Short JC, Ketchen DJ, Palmer TB, Hult GTM, (2007), â€Å"Firm, strategic group, and   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   industry influences on performance†, Strategic Management Journal, Volume 28, Issue 2, John Wiley Sons, Ltd., Pages 147-167, 20th December 2006, DOI: 10.1002/smj.574 Slater SF, Olson EM, Hult GTM, (2006), â€Å"The moderating influence of strategic orientation on the strategy formation capability-performance relationship†, Strategic Management Journal, Volume 27, Issue 12, John Wiley Sons, Ltd., Pages 1221-1231, 30th October 2006, DOI 10.1002/smj.569 Reference Books Alkhafaji AF, (2003), â€Å"Strategic Management: Formulation, Implementation and Control in a Dynamic Environment†, Published: Haworth Press, New York Baker, MJ, (2003), â€Å"The Marketing Book†, Published: Butterworth Heinemann,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Massachusetts Boone LE, Kurtz DL, (2006), â€Å"Contemporary Business 2006†, Published: Thomson   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Southwestern, Ohio Dixon R, (2003), â€Å"The Management Task†, 3rd Edition, Published, Butterworth- Hienemann, Massachussetts Gilligan C, Wilson RMS, (2003), â€Å"Strategic Marketing Planning†, Published:   Ã‚  Ã‚   Butterworth Heinemann, Massachusetts Grant RM, (2002), â€Å"Contemporary Strategy Analysis: Concepts, Techniques,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Applications’, Published: Blackwell Publishing, Massachusetts Muckstadt JA, (2005), â€Å"Analysis and Algorithms for Service Parts Supply Chain†, Published: Springer, New York McCourt W, Eldridge D, (2003), â€Å"Global Human Resource Management: Managing   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   People in Developing and Transitional Countries†, Published: Edward Elgar Publishing, Massachusetts Murray EJ, Richardson PR, (2002), â€Å"Fast Forward Organizational Change in 100 Days†, Published: Oxford University Press, New York Peters BG, Pierre J, (2003), Handbook of Public Administration, Published: SAGE Peter JP, Donnelly JH, (2002), â€Å"A Preface to Marketing Management†, 9th Edition,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Published: McGraw-Hill Professional, New York Sadler P, Ryall MJ, raig JC, (2003), †Strategic Management†, 2nd Edition, Published:   Ã‚  Ã‚   Kogan Page, London Sadgrove K, (2005), â€Å"The Complete Guide to Business Risk Management†, 2nd Edition, Publishing: Gower Publishing Ltd., Burlington Stevens RE, Sherwood PK, Dunn JP, Loudon DL, (2006), â€Å"Market Opportunity Analysis:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Text and Cases†, Published: Haworth Press, New York

Prisoner :: essays research papers

The courage and human compassionate that Daru showed towards the Arab prisoner is commendable on all levels. Some people might have considered Daru justified in neglecting and even abusing the prisoner. Instead he treats the man as a guest. He provides him with adequate food and shelter and even comfortable amenities. The two men live in friendly cohabitation for the prisoner's entire stay at Daru's house. One would assume that the prisoner was reasonably terrified at his capture and was extremely uncomfortable being away from his home and his family. Instead of making the situation worse by treating the prisoner as an animal, Daru made the prisoner's captivity almost comfortable (if imprisonment could be called such a thing.) Instead of punishing the prisoner for his past wrongs, which might have made him bitter and violent, Daru rehabilitated the prisoner. He taught him values such as patience, kindness, and generosity from example. His success in doing so was illustrated through the prisoner's decision to attend his trial instead of going to live freely with the nomads. Daru treated the prisoner as a man, with dignity, and not as an animal; thus, this was exactly how the man acted. He made the right moral choice because he had learned good morals from the schoolteacher.   Ã‚  Ã‚  Ã‚  Ã‚  In the end of the story, Daru's life is threatened by the kin of the very person he protected; it appears as if his kindness has gone unmerited. This, perhaps, is true in an earthly sense. However, there are martyrs for every cause, and it is said that martyrs hold a special place in heaven. In a sense, Daru can die with the satisfaction of knowing that he made a difference in the life of one person. While some may consider this a minuscule consolation in the face of death, it is exactly the kind of thing that would be most important to someone with such high moral standards as Daru. He was taking a risk in treating a prisoner with kindness; he was taking a greater risk in giving the prisoner the option to go free.

Nursing and Theory

Theories and models of nursing practice Dr. Sabah Abbas Ahmad College of Nursing university of Baghdad Sabah. [email  protected] com COMPETENCIES 1. Definitions of theory, concept, model, proposition. 2. Explain the relationships of concepts and propositions to theory 3. Discuss the purpose of theory. 4. Explain the USE OF theories from other disciplines: . .5. Explain the interdependent roles of nursing practice, nursing theory, and nursing research. .6. History and evolution of nursing theory 7. Identify m Common concept in nursing Theories. 8.Identify the three categories relating to the scope of theories. .. – Theories and models of nursing practice Introduction: Nursing theory provides a perspective from which to define the what of nursing, to describe the who of nursing (who is the client) and when nursing is needed, and to identify the boundaries and goals of nursing’s therapeutic activities. Theory is fundamental to effective nursing practice and research. Th e professionalization of nursing has been and is being brought about through the development and use of nursing theory.The basic elements that structure a nursing theory are concepts and propositions. In a theory, propositions represent how concepts affect each other. A concept is the basic building block of a theory. Definitions – A concept : Is a vehicle of thought? According to Chinn and Kramer (1995, p. 78), the refers to a â€Å"complex mental formulation of †¦ our Perceptions of an observable fact that term concept the world. † A concept labels or names a phenomenon, can be perceived through the senses and explained.A concept assists us in formulating a mental image about an object or situation. Concepts help us to name things and occurrences in the world around us and assist us in communicating with each other about the world. Independence, self-care, and caring are just a few examples of concepts frequently encountered in health care. Theories are formulat ed by linking concepts together. -A conceptual framework or Model: is a structure that links global concepts together and represents the unified whole of a larger reality.The specifics about phenomena within the global whole are better explained by theory. By its nature, a concept is a socially constructed label that may represent more than a single phenomenon. For example, when you hear the word chair, a mental image that probably comes to mind is an item of furniture used for sitting. The word chair could represent many different kinds of furniture for sitting, such as a desk chair, a high chair, or an easy chair . It is important to remember that the same concept may be used differently in various theories.For example, one nursing theory may use the concept of environment to mean all that surrounds a human being (the external environment), whereas another theory may use this concept to mean the external environment and all the biological and psychological components of the person (the internal environment). – What Is a Proposition? A proposition: (another structural element of a theory) is a statement that proposes a relationship between concepts. An example of a nonnursing proposition might be the statement â€Å"people seem to be happier in the springtime. This proposition establishes a relationship between the concept of happiness and the time of the year. A nursing propositional statement linking the concept of helplessness and the concept of loss might be stated as â€Å"multiple and rapid losses predispose one to feelings of helplessness. † Propositional statements in a theory represent the theorist’s particular view of which concepts fit together and, in most theories, establish how concepts affect one another. What Is a Theory? A theory: is a set of concepts and propositions that provide an orderly way to view phenomena.In the scientific literature, Nursing theory is developed to describe the phenomenon (process, occurrence, or event) called nursing. Nursing theory differentiates nursing from other disciplines and activities that in that the purposes of describing, explaining, predicting, and controlling desired outcome of nursing care practices. – â€Å"The purpose of a theory: in scientific disciplines is to guide research to enhance the science by supporting existing knowledge or generating new knowledge†. A theory not only helps us to organize our thoughts and ideas, but it may also help direct us in what to do and when and how to do it.The use of the term theory is not restricted to the scientific world, however. It is often used in daily life and conversation. For example, when telling a friend about a mystery novel you are reading, you may have said, â€Å"I have a theory about who committed the crime. † -USE OF theories from other disciplines: In addition to using theories specifically constructed to describe, explain, and predict the phenomena of concern to nursing, the nursi ng profession has long used theories from other disciplines. A discipline : is a field of study.Theories from biological, physical, and behavioral sciences are commonly used in the practice of nursing. For example, nonnursing theories such as Maslow’s Hierarchy of Basic Human Needs, Erikson’s Theory of Human Development, and Selye’s General Adaptation Syndrome have been and continue to be useful in nursing practice. These nonnursing theories are often incorporated into nursing practice together with specific nursing theories. – – Importance of nursing theories ;in clinical practice: Nursing theories provide a framework for thought in which to examine situations.As new situations are encountered, this framework provides a structure for organization, analysis, and decision making. In addition, nursing theories provide a structure for communicating with other nurses and with other members of the health care team. Nursing theories assist the discipline of nursing in clarifying beliefs, values, and goals, and they help to define the unique contribution of nursing in the care of clients. When the focus of nursing’s contribution is clear, then greater professional autonomy and, ultimately, control of certain aspects of practice are achieved.In the broadest sense, nursing theory is necessary for the continued development and evolution of the discipline of nursing. Because the world of health care changes virtually on a daily basis, nursing needs to continue to expand its knowledge base to proactively respond to changes in societal needs. Knowledge for nursing practice is developed through nursing research that, in turn, is used to either test existing theories or generate new theories. Nursing Practice Nursing research Nursing theory Process of knowledge development. Nursing practice, theory, and research are interdependent.Nursing theory development and nursing research activities are directed toward developing nursing practi ce standards . Nurses may use a specific nursing theory to help guide their practice or may choose a more eclectic approach and adopt ideas from several theories. Both of these approaches are valid. Furthermore, nurses may find some theories more appropriate for certain situations. In that case, one theory can be used with a client in a home health care setting, whereas another theory may be more applicable to a client in an acute care environment.Regardless of the approach chosen, nurses will recognize the value and usefulness of nursing theory as a tool for effective nursing practice. Common concept in nursing Theories: Four concepts common in nursing theory that influence and determine nursing practice are: 1-The person (patient) 3- Health and 4- Nursing Each of these concepts is usually defined and described by a nursing theorist, and although these concepts are common to all nursing theories, both the definition and the relations among them may differ from one theory to another .Of the four concepts, the most important is that of the person . The focus of nursing, regardless of definition or Theory, is the person. Relationship of theory to nursing process: Professional nurses use theories from nursing and from the behavioral sciences to collect, organize, and classify patient data and to understand, analyze, and interpret patients' health situations.Theoretical concepts and theories guide all phases of the nursing process, including planning, implementing, and evaluating nursing care, while also describing and explaining desired responses to and outcomes of care. The major concepts of a chosen model or theory guide each of the nursing process . The concepts serve as categories to the nurse in determining what information is relevant and should be collected to make assessments and to formulate nursing diagnoses.The concepts also suggest the appropriate types of nursing interventions and patient outcomes to be included in the care plan. Types of theories: â €Å"Although theories address relatively specific and concrete phenomena, they vary in scope. Scope refers to the relative level of substantive specificity of a theory and the concreteness of its concepts and propositions† three different categories relate to the scope of theories: grand theories, middle-range theories, and micro-range theories.This classification is applicable to both nursing and nonnursing theories. 1- A grand theory is composed of concepts representing global and extremely complex phenomena. It is the broadest in scope, represents the most abstract level of development, and addresses the broad phenomena of concern within the discipline. Typically, a grand theory is not intended to provide guidance for the formation of specific nursing interventions, but rather provides an overall framework for structuring broad, abstract ideas (Fawcett, 1993).An example of a grand theory is Orem’s Self-Care Deficit Theory of Nursing. 2- Middle-Range Theory : A theor y that addresses more concrete and more narrowly defined phenomena than a grand theory is known as a middle-range theory. Descriptions, explanations, and predictions put forth in a middle-range theory are intended to answer questions about nursing phenomena, yet they do not cover the full range of phenomena of concern to the discipline. A middle- ange theory provides a perspective from which to view complex situations and a direction for interventions (Fawcett, 1993). An example of a middlerange theory is Peplau’s Theory of Interpersonal Relations. 3- A micro-range theory is the most concrete and narrow in scope. A micro- range theory explains a specific phenomenon of concern to the discipline (Fawcett, 1993), such as the effect of social supports on grieving and would establish nursing care guidelines to address the problem. History and evolution of nursing theory The work of early nursing theorists in the 1950s focused on the tasks of nursing practice from a somewhat mechan istic viewpoint. Because of this emphasis, much of the art of nursing—the value of caring, the relationship aspects of nursing, and the esthetics of practice—was diminished. During the decades of the 1960s, 1970s, and 1980s, many nursing theorists struggled with making nursing practice, theory, and research fit into the then prevailing view of science.Reflecting changes in global awareness of health care needs, several contemporary nursing theorists have projected a new perspective for nursing that truly unifies the notion of nursing as both an art and a science. Noted nursing theorists such as Leininger, Watson, Rogers, Parse, and Newman have been urging the discipline of nursing to embrace this new emerging view that is seen as more holistic, humanistic, client focused, and grounded in the notion of caring as the core of nursing.Since the early 1950s, many nursing theories have been systematically developed to help describe, explain, and predict the phenomena of conc ern to nursing. Each of these established theories provides a unique perspective and each is distinct and separate from other nursing theories in its particular view of nursing phenomena. REFERENCES Leahy,j. ,Kizilay,P. : Foundations of nursing practice; Nursing process Approach, New York, W. B. Saunders, 2005 White, L. : Foundations of Nursing: Caring the Whole Person, NewYork, Thomson Learning, 2001

Organic Foods in India Essay

Purpose – The purpose of this paper is to investigate the consumers’ decision-making process for purchase of organically produced foods in India Design/methodology/approach – Using already existing research model and scale, forming hypothesis, and testing its validity in Indian context. Using convenient sampling (Tier 1, 2 B school Graduates) to gather data for factor loading. Type of Research – Descriptive Research Introduction Organic production system is a system that produces organic foods in harmony with nature and the environment. In other words, this is a unique system which ensures that the â€Å"best practices† in the area of production are utilized to ensure that the output is a healthy and safe apart from having a positive symbiotic effect with the environment. Thus, one can say in lay man’s terms that an organic food product is one that has been produced using only natural agents in the production process. For the vast majority of human history, food has been produced organically. It was only during the 20th century that new synthetic chemicals were introduced to the food supply. Under organic production process, the use of conventional non-organic pesticides, insecticides and herbicides is heavily regulated. In the case of livestock, they are reared without the routine use of antibiotics and growth hormones. Scenario in India Organic foods are fast changing from a fad to a serious proposition in India. Today, the reach of organic foods is expanding to gradually find its way into the average Indian household. An indicative reason for the same is the rising health consciousness among Indian consumers. Pegged at Rupees 6. 5 billion in 2010, the organic food market is witnessing the shift from being an elitist to a healthy product. Although production and consumption figures for organic food in India are way behind the world average, the market is now showing signs of a strong growth trend. Slowly the deterrent of high price is being out-weighed by nutrition, quality and a chance to shape a safe environment. The organic food products market has been continuously facing the issue of absence of recognizable brands, small range of products, high prices and faulty government policies and a general lack of retail presence which has translated to low demand in the domestic market. In spite of this industry players are optimistic about the future prospects, as they are of the opinion that this industry holds a lot of promise. The export industry remains undeveloped with most producers being either small or marginal farmers, small cooperatives or trade fair companies. The small farmers, scattered across the country, offer an incomplete product range that are mostly available as a local brand. This is especially an issue in developed countries where the shelves of an average supermarket is stocked with a large range of certified organic foods. Problem Statement The question on everyone’s mind is where exactly is the organic food industry falling short? What are the main factors that influence a consumer’s decision to purchase organic foods? The fact of the matter is that this area has suffered from lack of interest/attention and a very low level of research. Thus, our Problem Statement is as follows â€Å"What influences the decision to buy organic food products in India? † Research objective The purpose of this assignment is to understand the primary influencers that motivate our target study group of individuals belonging to the upper middle-class category in their decision to buy organic foods products in India. Since the students of the top B-Schools either belong to or will be a part of the aforementioned category and will be starting new families, they are part of core prospective customer segment for this market. Hence, we have decided to focus our research on them. Literature Review Scope This research study focuses on understanding the primary influencers motivate our subjects (individuals from the upper middle class category) to buy organic foods. Students of B-Schools are from diverse backgrounds and origins. Most belong to the upper middle class category and we can safely assume that those that aren’t will be a part after they graduate. Moreover, they are also in that stage of life where they start a family of their own and assume additional personal responsibilities. This makes them appropriate subjects for this study. This study will analyse their responses with respect to knowledge about and attitude towards organic food, and their sensitivity to the health and environmental benefits associated with it. Sources and their Details: Honkanen, P. (2006), â€Å"Ethical values and motives driving organic food choice†, Journal of Consumer Behaviour , 5, pp. 420-430 The paper tries to investigate the role of ethical motives in consumers’ choice of organic food. The relation between ethical food choice motives, attitudes and intention to consume organic food was studied by estimating a structural equation model. We were able to comprehend ethical motives better and were thus able to incorporate it under environmental Consciousness. Donovan, P. , McCarthy R. (2002), â€Å"Irish Consumer preference for organic meat†, British Food Journal, Vol. 104 No. 3/4/5, pp. 353-370 The paper tries to examine Irish perception of organic meat. It identified three consumer groups. Beliefs and purchase intentions of consumers and non-consumers were differentiated. Proposed factors leading to purchase intention were Health Consciousness, Perceived value, Income and environmental concern. After validation checks they had had to make the constructs less abstracts due to low values. Aertsens, J. , Verbeke, W. , Mondelaers, K. , and Huylenbroeck, G. V. (2009), â€Å"Personal determinants of organic food consumption: a review†, British Food Journal, Vol. 111 No. 10, pp. 1140-1167 It uses theliterature concerning personal determinants of organic food consumption. This is the ? rst paper providing a comprehensive overview and linking the literature on organic food consumption to the values theory and the theory of planned behaviour, including the role of personal norm and focusing on emotions. The proposed integration of mental processing in an organic food consumption model leads to interesting hypotheses and recommendations for policy makers, researchers and stakeholders involved in the organic food market. Padel, S. , Foster, C. (2005), â€Å"Exploring the gap betweenattitudes and behaviour, Understanding why consumers buy or do notbuyorganic food†, British Food Journal, Vol. 107 No. 8, pp. 606-625 Its results show that most consumers associate organic at ? rst with vegetables and fruit and a healthy diet with organic products. Fruit and vegetables are also the ? rst and in many cases only experience with buying organic product. The decision-making process is complex and the importance of motives and barriers may vary between product categories. The motives and barriers provided herein helped us in adapting the survey questionnaire. Baker, S. (2004), â€Å"Mapping the values driving organic food choice, Germany vs the UK†, European Journal of Marketing, Vol. 38 No.8, pp. 995-1012. This study explores the reasons why the behaviour of consumers in the UK and Germany has been so divergent despite both groups of consumers holding similar attitudes about organic foods. This was done by investigating the underlying values driving food choice behaviour using means-end theory and Laddermap 5. 4 software. The dominant means-end hierarchies were uncovered and the cognitive process mapped. {draw:frame} Makatouni, A. (2002), â€Å"What motivates consumers to buy organic food in the UK? , Results from a quantitative study† , British Food Journal, Vol. 104 No. 3/4/5, pp. 345-352 Its main objectives are to identify beliefs, with respect to organic food, of parents who buy and do not buy organic food; the positive as well as negative attitudes towards organic food of those who buy and do not buy organic food; the impact of those attitudes on food choice for parents who buy and do not buy organic food; and to model the food choice behaviour of parents with respect to organic food. It employs both qualitative and quantitative methods. This paper also uses the means-end chain approach. The key idea is that product attributes are a means for consumers to obtain desired ends. It provides a very detailed means end chain which helped us finalize some aspects of our questionnaire. Magistris, T. , Gracia, A. (2008), â€Å"The decision to buy organic food products in Southern Italy†, British Food Journal , Vol. 110 No. 9, pp. 929-947 Its findings provide more evidence on consumers’ underlying motivations to buy organic food to the already existing evidence in Europe to evaluate the future implementation of the Regulation (EC) no. 834/2007 of 28 June 2007 on organic production and labelling of organic products. In addition to this the empirical results would help local policy makers to establish appropriate market strategies to develop the future demand for these products. It indicates that consumer’ attitudes towards organic food, in particular towards the health attribute and towards the environment are the most important factors that explain consumers’ decision-making process for organic food products. It has been found that larger information on the organic food market, which drives to a higher consumers’ organic food knowledge, is important because it positively in?uences consumers’ attitudes towards organic food products. It also that consumer who try to follow a healthy diet and balanced life are likely to have more positive attitudes towards organic food products and towards the environment, inducing a more likely intention to purchase organic foods. This paper provided with the adequate Structural equation model. It also possessed the relevant constructs and variables which could be easily adapted to Indian requirements. Since for the target segment of our paper income is not an issue, it proved easy to adapt to the theoretical model according to our needs. The questionnaire has been validated, which has been duly adapted by us. Outcome Through this study we hope to drawing links between knowledge about and attitude towards organic food, and their sensitivity to its health and environmental benefits and the decision to buy it. Also, we can gauge as to which are the primary contributors to the purchase decision. This can go a long way in helping a player in the organic food industry understand the market and position himself appropriately to achieve success. Research framework and hypothesis specification A study on the food choice is a complex phenomenon that represents one of the most important parts of human behavior, where several cognitive and behavioral factors can vary sharply between individuals. In other words, whether the consumers intent or decide to purchase organic foods is a difficult task because it depends on many factors that cannot be directly observed. Thus based on the above mentioned paper by Magistris, T. , Gracia, A.(2008), it can be conclude that the more favorable health and environmental attitudes consumers have, the more likely they will buy organic food product. In accordance with this, the first hypothesis of the proposed model is defined as follows: Hypothesis1: When consumer’s attitudes towards organic food (H1-a) and towards the environment (H1-b) are positive, consumers’ intention to buy organic food products will also be more likely to be positive. Hypothesis 2: When a consumer has higher organic food knowledge, he/she will be more likely to have positive attitudes towards organic food products. Hypothesis 3: Consumers’ lifestyles related to healthy diet and balanced life influence internal factors of consumers, such as, attitudes towards organic foods (H3a) and attitudes towards the environment (H3b) during the decision process to buy organic food products. Proposed Research Model {draw:rect} {draw:rect} {draw:rect} Explanation of factors and observed variables Intention to purchase organic foods Intention is the cognitive representation of a person’s readiness to perform a given behaviour, and it is considered the immediate antecedent of behaviour. Findings from many studies reveal that consumers’ attitudes towards different organic food attributes (human health, safety, etc. ) and towards the environment are the most important factors that explain consumers’ decision-making process for organic food products. Organic knowledge Knowledge It indicated the knowledge the consumer possesses about organic food Definition Does the consumer know that, â€Å"_Organic foods are produced without the use of conventional pesticides, arti? cial fertilizers, human waste, or sewage sludge_†? Healthy diet and balanced life Exercise Processed food. Fruits and vegetables Red meat Additive free Health check ups Balanced life The observed variables are self-explanatory Environmental attitudes Pollution Belief that the current developmental path and consumeristic culture will end up destroying the environment Damage It quantifies the feeling that unless we do something the damage to the environment will be irreversible. Conservation Describes whether one performs conservatory tasks. Recycled Preference for consuming recycled products Recycling Whether one partakes in recycling of products Attitudes towards organic food products. Health Does on believe that organic products are healthier? Quality Do organic products have superior quality? Taste Are organic products are more tasty? Research Methodology Data will be collected from a survey conducted across the top B-Schools of the country. It is our opinion that the budding managers from these institutions are (or will be) part of our target group of affluent customers for organic food products. The ? nal sample will include 200 students selected through convenience sampling. This method has a reputation of being less reliable but it is the best suited due to its convenience and low cost. Moreover, it is known to work with a sample that contains students. A questionnaire will be designed to analyze the knowledge of organic food, attitudes towards organic foods and purchase behavior of the selected students. The ? rst question was related to their knowledge on organic food products. The second set of questions comprised of those related to organic food consumption (consumption level, intention) purchase, frequency of purchase, perceived quality, place of purchase, etc.). The third and final question includes several questions on consumers’ attitudes towards organic food products and environmental aspects. The questionnaire also contains questions on socio-demographic characteristics (i. e. sex, family size and composition, age, education, income and lifestyles). The questionnaire format will be validated using a small pilot survey before being administered to the students. Questionnaire Would I buy organic food products? How will you rate your knowledge on organic food products? What is your opinion on â€Å"Organic foods are produced without the use of conventional pesticides, arti?cial fertilizers, humanwaste, or sewage sludge â€Å"? I do exercise regularly I avoid eating processed food I often eat fruit and vegetables I avoid eating food products with additives I take regular health check-ups I try to have an organized and methodical lifestyle Is the current development path is destroying the environment? Unless we do something, environmental damage will be irreversible I practice environmental conservation tasks I prefer consuming recycled products I partake in product recycling Organic products are healthier Organic products have superior quality Organic products are more tasty Activity and time based plan Data Analysis/ The Data analysis will be carried out on the valid survey responses obtained from the respondent pool to which the survey is administered to. We will be using SPPS 17. 0 to carry out various correlation tests to figure out what factors affect the ‘intention to buy organic foods’ and also what sub-factors affect them. This will also allow us to point out which all factors show strong correlations and which all show less correlations. Bibliography Honkanen, P.(2006), â€Å"Ethical values and motives driving organic food choice†, Journal of Consumer Behaviour , 5, pp. 420-430 Donovan, P. , McCarthy R. (2002), â€Å"Irish Consumer preference for organic meat†, British Food Journal, Vol. 104 No. 3/4/5, pp. 353-370 Aertsens, J. , Verbeke, W. , Mondelaers, K. , and Huylenbroeck, G. V. (2009), â€Å"Personal determinants of organic food consumption: a review†, British Food Journal, Vol. 111 No. 10, pp. 1140-1167 Magistris, T. , Gracia, A. (2008), â€Å"The decision to buy organic food products in Southern Italy†, British Food Journal , Vol. 110 No. 9, pp. 929-947 Padel, S. , Foster, C. (2005), â€Å"Exploring the gap between attitudes and behaviour, Understanding why consumers buy or do not buy organic food†, British Food Journal, Vol. 107 No. 8, pp. 606-625 Baker, S. (2004), â€Å"Mapping the values driving organic food choice, Germany vs the UK†, European Journal of Marketing, Vol. 38 No. 8, pp. 995-1012 Makatouni, A. (2002), â€Å"What motivates consumers to buy organic food in the UK? , Results from a quantitative study† , British Food Journal, Vol. 104 No. 3/4/5, pp. 345-352 Zanoli, R. and Naspetti, S.(2002), â€Å"Consumer motivations in the purchase of organic food: a means-end approach†, British Food Journal, Vol. 104 No. 8, pp. 643-53. Yiridoe, E. K. , Bonti-Ankomah, S. and Martin, R. C. (2005), â€Å"Comparison of consumer’s perception towards organic versus conventionally produced foods: a review and update of the literature†, Renewable Agriculture and Food System, Vol. 20 No. 4, pp. 193-205. 10. Soler, F. , Gil, J. M. and Sanchez, M. (2002), â€Å"Consumer’s acceptability of organic food in Spain: results from an experimental action market†, British Food Journal, Vol. 104 No. 8,pp. 670-87. 11. Connor, R., Douglas, L. (2001), â€Å"Consumer attitudes to organic foods†, Nutrition & Food Science, Vol. 31, Issue: 5 12. Grunert, S. C. and Juhl, H. J. (1995), â€Å"Values, environmental attitudes, and buying of organic foods†, Journal of Economic Psychology, Vol. 16, pp. 39-62. 13. Chinnici, G. , D’Amico, M. and Pecorino, B. (2002), â€Å"A multivariate statistical analysis of the consumers of organic products†, British Food Journal, Vol. 104 Nos 3/4/5, pp. 187-99. 14. Shepherd, R. , Magnusson, M. and Sjoden, P. O. (2005), â€Å"Determinants of consumer behaviour related to organic foods†, Ambio, Vol. 34 Nos 4-5, pp. 352-9.

These famous people failed at first, then found success

These famous people failed at first, then found success Ever get discouraged because you feel like nothing’s going your way? Or maybe you’ve been at it for a few years and just feel that you aren’t where you should- or want to- be. Chances are, you’re being too hard on yourself and not allowing for the normal ebb and flow of failure that leads to most success. Don’t believe it? We have proof. Here are 10 people who totally failed at first and then went on to achieve great success, fame, and fortune! Use them for inspiration when next you’re getting down on yourself.1. R.H. MacyYou probably don’t know this guy by name alone, but chances are you’ve shopped at one of his stores. That’s right, the founder of Macy’s department stores managed to fail at seven early business attempts before landing on the perfect breakthrough with his first NYC store.2. Bill GatesFirst, he dropped out of Harvard. Then, his first business was a failed company you’ve likely never heard of called Traf-o-Data. But his next company, Microsoft, did much better. Much,  much better.3. Albert EinsteinAs a kid, Einstein didn’t speak until he was four years old. In fact, he couldn’t read until the age of seven- his parents and teachers thought he might not be very bright at all. He was expelled from school and denied admission to Zurich Polytechnic. But then he went on to become such a success in his field that his name is now used as a synonym for â€Å"genius† all over the world.4. Steven SpielbergSpielberg was rejected from USC’s School of Theater, Film, Television three times, then dropped out of Cal State, Long Beach. He eventually went back and finished school in 2002, but only after becoming the big-budget award-winning smash success he is today.  5. J.K. RowlingThe billion dollar empress of the Harry Potter franchise? She was a divorced, depressed, and penniless single mother attending school while on welfare. Now she’s one of the richest women in the world.6. Tyler PerryFrom a rough abusive childhood, high school expulsion, and two attempted suicides, Tyler Perry went on to work several jobs and try to build his career. At one point, he sunk everything he had into his first film, which flopped spectacularly. He kept at it, though (even sleeping in his car) and now he’s one of entertainment’s most respected and highest paid men.7. Emily BluntThe award-winning acclaimed actress had a terrible stutter until the age of 14. But Blunt was encouraged to do theatre, which changed everything. Through hard work and gigs that asked her to play different characters and use different accents, she was able to overcome her stutter and become an international film star of the first degree.8. Vera WangFashion designer Vera Wang failed first at figure skating when she didn’t make the 1968 Olympic team. She then became a Vogue editor, but was passed over for a coveted promotion. At the age of 40, she s tarted designing wedding gowns and, well, the rest is history. She’s now worth over a billion dollars. She’s even come full circle by designing costumes for Olympic figure skater Nancy Kerrigan.  9. Lucille BallEveryone loves â€Å"Lucy,† but before this sitcom star was tearing it up with husband Desi Arnaz on cable, she was considered the â€Å"Queen of B Movies† because the only work she could get was on second-tier films people found silly. She’s now remembered as one of the funniest and most accomplished comediennes of all time.

Side Hustle How to Make Money on the Side

Side Hustle How to Make Money on the Side The side hustle. Moonlighting. Freelancing. Whatever you call it, it means extra money†¦and extra work. It can be a great way to pad your bank account and build experience (or even your own business). But it’s not for the faint of heart†¦or the faint of organizational skills. Let’s look at what’s involved in developing and maintaining a side gig, and what you can do to make money on the side. Traditionally, a side hustle (whatever you call it) has been a way to earn extra money on the side, in addition to your regular job. It’s different from regular freelancing or working from home for your main source of income. For example, teachers might work summer jobs, or wait tables on weekends for extra cash. Or even going back decades, for stay-at-home parents, companies like Avon and Tupperware helped homemakers become home entrepreneurs and savvy salespeople while bringing in extra money for the household.These days, with so many options for extra inc ome opened up by the internet (and I’m not talking about those scammy â€Å"I make $7500a week werking from home!!1!† ads online), just about anyone can find a way to make extra cash on the side- if they have the time, energy, and skills.And I’m hoping I don’t need to say this, but just in case: a proper side hustle is always something legal, aboveboard, and non-sketchy. Basically, if you wouldn’t feel comfortable telling your mom about it, think twice. (Or at least be prepared to explain when your cousin’s roommate finds out about it and tells everyone.)Is a Side Hustle Right for Me?Maybe! Before you accept a new job, or go gung ho down your new side path, there are some key questions you need to ask yourself.Am I prepared for double everything?Think double the schedules, double the work hours (possibly), double the obligations.What are you willing to sacrifice to make your side job work?This could be social plans, family time, or sleep. It ’s important to see realistically how this will cut into your existing routine.What do I want to achieve here?Is it just an extra paycheck? Or is it a tentative toe dipped into new career waters?Should I Tell my Full-Time Employer?Some companies have a specific policy requiring employees to disclose other employment. Others don’t- and if yours doesn’t, it’s entirely up to you. If you know there might be conflicts between Job A and Job B, it could be better to be up front with your boss. If you take this route, make sure he or she knows that your priority is Job A, and you’ll use vacation or personal time to address such conflicts. If you don’t see any conflicts coming up, you can keep it off the radar.What Will I Need to Do to Keep My Life in Balance?When you take on more work, some things are going to slip- it’s inevitable. Before you get started, be honest with yourself about what it will take to make sure that you’re not put ting all of your time and energy into work while letting everything else slide. At some point, your long-suffering family or significant other will want to see your face, and takeout pizza for dinner gets tiresome. Set your non-work priorities, and make sure that you’ll have time to meet those obligations even with your increased workload.Speaking of Avon, one of the early home entrepreneur companies can help you figure out if a side gig is right for you.Another major factor in the decision is financial. Are there any startup or maintenance costs associated with your new side gig? If so, make sure to come up with a budget. According to Kimberly Palmer, author of The Economy of You: Discover Your Inner Entrepreneur and Recession-Proof Your Life, you probably don’t need an ironclad business plan in the early stages- but if there are costs for materials, website building, etc., it’s important to be realistic about those.If you have space in your life and a tentativ e plan for how you can rejigger your everyday life to make room, then it’s time to figure out what you want to do, and how to do it.What Can I Do?Side Hustle Nation is a guru in your journey to a second income. It’s also a good jumping-off point if you think you’ll want to make this your primary career at some point. But even if you don’t, there are resources to help you get started.There’s a good chance you already have an idea of what you’d like to do. But if not, don’t worry- there’s an easy starting point! Start with your skills and interests.What are you passionate about doing, even if it’s not your main career path?What talents do you have that aren’t being utilized by your day job- or are underutilized?MoneyPeach offers a pretty comprehensive list of options for side jobs, ranging from â€Å"I need cash fast† to â€Å"I want to build a new career.†If you’re crafty or artsy†¦Conside r selling your goods and designs, either through your own website or an established vendor like Etsy, Handmade at Amazon, eBay, or Zazzle.If you’re a designer†¦Sites like 99Designs link up willing designers with potential clients.If you’re internet-savvy†¦Blogging is a great way to start building a brand using your writing skills.Upwork connects freelance professionals with clients for jobs like web design, IT consulting, customer service, and digital photography.If you’re a teacher or academically inclined†¦Tutoring, either online or in person, is a very flexible way to earn extra money and keep those brain cells in good working order.Online teaching is another flexible option, allowing you to teach classes around your schedule.If you have elbow grease to burn†¦Odd job sites like Handy and TaskRabbit help customers find professional chore-doers willing to run errands and handle household tasks.Professional organizing is a highly in-demand se rvice these days, so if your living space is ordered and feng shui’d to the limit, you could offer that skillset to others who need it.If you’re a wordsmith†¦You can be a freelance writer or editor. Sites like Mediabistro and The Write Life are hubs for the literary lifestyle, whether it’s full time or part time.If you’re an artist with butter or sugar†¦Baking or cooking can be the way to go. You can start small, usually out of your own home (though you should check local food handling regulations before you start selling those cupcakes). Plus, your friends and family will probably be very willing test subjects for new recipes.Basically, you know yourself, your interests, and your capabilities better than anyone else.How Do I Juggle My Jobs?Once you’ve started down the path of setting up a side job (or business), the most important part will be making sure it doesn’t overtake your main job and life responsibilities.Maximize your d aily routine.If getting up a half-hour or hour earlier than usual lets you get more done in the morning, do it. If setting boundaries and leaving work at the same time every day gives you more flexibility in the evening, do it. If bringing a bag lunch and turning a sad desk lunch into a productive desk lunch gets you out the door quicker at the end of the day, do it.Identify your priorities.Here’s where the side hustle may be less fun†¦when you have to start turning down social invitations and spur-of-the-moment plans because you need to put in your time. As you’re getting started with your new mini-career, make sure you know what’s high-priority, quality non-work time, and what can be skipped with minimal fuss or hurt feelings.Make sure Job A gets the priority.This is, after all, your bread and butter still. Your side job may someday turn into a full-time opportunity, but even in the honeymoon period of your new side deal where everything is fun and produc tive, make sure you’re not bailing on core work responsibilities to take on†¦other work responsibilities. If things start to slip too far at Job A, you may find yourself making a career out of Job B sooner than you thought (and not necessarily because you’re ready to make the leap yet).The best thing about a side job is that if it doesn’t work out, you still have your main career. If life as a part-time artisanal goat cheese maker turns out to be too much trouble after a few months, you can let your business fade as a goat-scented lesson learned. Alternatively, if you do follow your interests and your skills and find yourself flourishing, you might just find that you’re creating a new professional world for yourself. A totally different career path could open up for you- or maybe this will just be an enjoyable, (hopefully) profitable entrepreneurial hobby for the long term. Whatever the case may be, go forth and entrepreneur, because you don’t know until you give it a shot.

Insurance And Joint Law Commission Proposals Essay

Insurance And Joint Law Commission Proposals - Essay Example In order to uphold such contracts, insurance is guided by Insurance Contract Law that defines the relationship between an insured and insurer. Insurance contract law in the United Kingdom has for a long time been considered outdated (Netherway, 2012). For instance, the Marine Insurance Act (MIA) was created and passed in 1906 and has not been reviewed. Nevertheless, there are major developments in motor and aviation insurances, business globalization, development of the property, and the recent natural disasters have demanded serious and extensive reforms, especially within the insurance contract law. In order to appraise the Joint Law Commission proposals for the reform of the law relating to business insurance, considering further the case for differential treatment of Micro-businesses, the following discussion demonstrates solid understanding of the theory and practice of insurance. In addition, the discussion demonstrates sound understanding of key issues pertaining to the law of the insurance. Lastly, the paper provides a critical appraisal of Joint Law Commission proposals before winding up with a summary of the main points. Insurance is a contract where risk financing is attainable through pooling of risks. Insurance is a form of risk management practices within firms, entities, and amongst various individuals (Lawcommission.justice.gov.uk, 2012). Insurance services, though auxiliary, are aimed at reducing the adverse financial impact that firms, entities, and individuals meet in the event of an occurrence of risks (Smith, 2012). Therefore, insurance within the global arena is a vital element especially with respect to financial planning. UK insurance law that defines and regulates contracts between insured and insurers made several proposals (Hamilton, 1995).