Administrative Process in Nursing Free Essays

string(99) " at the same time become more knowledgeable about the overall scheme of things within the company\." Submitted by: Jennelyn M. Pondang Submitted to: Prof. Liwayway T. We will write a custom essay sample on Administrative Process in Nursing or any similar topic only for you Order Now Vallesteros †¢ Answer learning activities (page 14) nos. 3 and 4. †¢ Illustrate using a table a comparison of the ff leadership style: a. Democratic, Authoritarian, and Laissez-faire b. Transformational and Transactional †¢ Which of the above leadership styles do you think your immediate manager adhere to? Support your assumption. 3. Compare Theory X, Y, and Z. Which one would you prefer in your organization? Why? Theory X assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Theory X managers rely heavily on threat and coercion to gain their employee’s compliance, believe that everything must end in blaming someone and that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager’s job to structure the work and energize the employee. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. Usually these managers feel the sole purpose of the employee’s interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame. Theory Y assumes that people are creative and eager to work. Workers tend to desire more responsibility than Theory X workers, and have strong desires to participate in the decision making process. Theory Y workers are comfortable in a working environment which allows creativity and the opportunity to become personally involved in organizational planning. Creativity and imagination are increasingly present throughout the ranks of the working population. These people not only accept responsibility, but actively seek increased authority. In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. Theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers. Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human resource development. This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This theory is a positive view to the employees, meaning that the employer is under a lot less pressure than someone who is influenced by a theory X management style. Another theory which deals with the way in which workers are perceived by managers, as well as how managers are perceived by workers, is William Ouchi’s â€Å"Theory Z†. Often referred to as the â€Å"Japanese† management style, Theory Z offers the notion of a hybrid management style which is a combination of a strict American management style (Theory A) and a strict Japanese management style (Theory J). This theory speaks of an organizational culture which mirrors the Japanese culture in which workers are more participative, and capable of performing many and varied tasks. Theory Z emphasizes things such as job rotation, broadening of skills, generalization versus specialization and the need for continuous training of workers. Much like McGregor’s theories (Theory X an Y), Ouchi’s Theory Z workers have a high need to be supported by the company, and highly value a working environment in which such things as family, cultures and traditions, and social institutions are regarded as equally important as the work itself. These types of workers have a very well developed sense of order, discipline, moral obligation to work hard, and a sense of cohesion with their fellow workers. Theory Z workers can be trusted to do their jobs to their utmost ability, so long as management can be trusted to support them and look out for their well being. One of the most important tenets of this theory is that management must have a high degree of confidence in its workers in order for this type of participative management to work. Theory Z stresses the need for enabling the workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and continual training. In fact, promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training and more time to learn the intricacies of the company’s operations. The desire, under this theory, is to develop a work force, which has more of a loyalty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be able to use Theory Z management theories effectively on the newer employees. SUMMARY: McGregor’s Theory X and Theory Y managers seem to have a much more formal leadership style than do Ouchi’s Theory Z managers. McGregor’s managers seem to both have different views of the workers, while their views of the tasks remains the same in both cases: that is, one of specialization, and doing a particular task. Theory Y suggests that the workers would become very good at their particular tasks, because they are free to improve the processes and make suggestions. Theory Z workers, on the other hand, tend to rotate their jobs frequently, and become more generalists, but at the same time become more knowledgeable about the overall scheme of things within the company. You read "Administrative Process in Nursing" in category "Papers" Several parallels indeed exist between these two theorists. Namely McGregor’s Theory Y, and Ouchi’s Theory Z both see the relationship between managers and workers in a very similar light. They both are more group oriented than the Theory X assumptions, which seem to be more individual oriented. One of the most notable similarities between McGregor’s Theory Y and Ouchi’s Theory Z appears in the form of the type of motivation that makes the workers perform in a way that enables them to be more productive. While the Theory X worker is said to require coercion, threats, and possibly even disciplinary action, Theory Y and Theory Z workers are, again, self motivated. This allows them to focus on the task, and also their role within the company. Their desire is to be more productive and enable the company to succeed. Theory X workers, on the other hand, seem to have just enough self motivation to show up at work, punch the time clock, as it were, and do only that which is necessary to get the job done to minimum standards. I would prefer Theory Z in our organization because people in this theory are innately self- motivated to not only do their work, but also are loyal towards the company and want to make the company succeed. I like theory Z managers having a great deal of trust that their workers could make sound decisions. Therefore, this type of leader is more likely to act as â€Å"coach†, and let the workers make most of the decisions. The workers have a great deal of input and weight in the decision making process. Theory Z also emphasizes more frequent performance appraisals 4. Describe at least three factors that affect human behavior. Attitude is one of the factors that affect human behavior. It is a complex mental state involving beliefs, feelings and values and dispositions to act in certain ways. Another is Social Norms. This is the influence of social pressure that is perceived by the individual to perform or not perform a certain behavior. Perceived Behavioral Control is also factor that affect human behavior. This is defined as the individuals belief concerning how easy or difficult performing the behavior will be. Illustrate using a table a comparison of the ff leadership style: c. Democratic, Authoritarian, and Laissez-faire d. Transformational and Transactional C |Democratic |Authoritarian |Laissez-faire | | | | | | |Leadership style in which the leader ictates |Non-authoritarian leadership style. Laissez | | The people have a more participatory role in |policies and procedures, decides what goals are|faire (French for, allow to pass or let go) | |the decision making process. One person retains|to be achieved, and directs and controls all |leaders try to give least possible guidance to | |final say over all decisions but allows others |activities without any meaningful participation|subordinates, and try to achieve control | |to share insight and ideas. by the subordinates. |through less obvious means. They believe that | |Highly effective form of leadership. People are| |people excel when they are left alone to | |more likely to excel in their positions and | |respond to their responsibilities and | |develop more skills when they feel empowered, | |obligations in their own ways. |and people are empowered when they are involved| | | |in the decision-making process. | | | |Often lead to a more productive and higher | | | |quality work group. | | | D. Transformational |Transactional | |* Le aders arouse emotions in their followers which motivates them to act beyond |*Leaders are aware of the link between the effort and reward. | |the framework of what may be described as exchange relations. |* Leadership is responsive and its basic orientation is dealing with present | |*Leadership is proactive and forms new expectations in followers. |issues. | |* Leaders are distinguished by their capacity to inspire and provide |* Leaders rely on standard forms of inducement, reward, punishment and | |individualized consideration, intellectual stimulation and idealized influence to|sanction to control followers. | |their followers. |* Leaders motivate followers by setting goals and promising rewards for | |* Leaders create learning opportunities for their followers and stimulate |desired performance. | |followers to solve problems. |* Leadership depends on the leader’s power to reinforce subordinates for their| |* Leaders possess good visioning and management skills to develop strong |successful completion of the bargain.. |emotional bonds with followers. | | |* Leaders motivate followers to work for goals that go beyond self-interest. | | †¢ Which of the above leadership styles do you think your immediate manager adhere to? Support your assumption. Our manager adheres to transactional leadership style. She works through creating clear structures whereby it is clear what is required of her subordin ates and the rewards that we get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. Whenever our manager allocates work to us, we are considered to be fully responsible for it. When things go wrong, then we are considered to be personally at fault, and were punished for our failure just as rewarded for succeeding. Our manager makes clear of what is required and expected from us. The contract specifies fixed salary and the benefits that will be given. Rewards are given to us for applied effort. She sometimes uses incentives to encourage us for greater productivity. MODULE 2 †¢ Answer any 2 learning activities on page 21. †¢ Submit 1 reading related to this module. Include your comments/ reaction and source. †¢ Submit requirements as instructed Leaning activities 1. Differentiate a leader from a manager; management from leadership? A leader is defined as one who guides or is in command or one in a position of influence or importance. A person who guides others toward a common goal to achieve the objectives set for certain purpose. Interested in risk-taking and exploring new ideas and relates to people personally in an intuitive and emphatic manner. A leader have no official appointment to a position in the organization while a manager is a person appointed officially to the position whose function is to plan, organize, lead and control. Manager is a person tasked with overseeing one or more employees or departments to ensure these employees or departments carry out assigned duties as required, relates to people according to their roles, has the power and authority to enforce decisions. Subject |Leader |Manager | |Essence |Change |Stability | |Focus |Leading people |Managing work | |Have |Followers |Subordinates | |Horizon |Long-term |Short-term | |Seeks |Vision |Objectives | |Approach |Sets direction |  Plans detail | |Decision Facilitates |Makes | |Power |Personal charisma |Formal authority | |Appeal to |Heart |Head | |Energy |Passion |Control | |Culture |Shapes |Enacts | |Dynamic |Proactive |Reactive | |Pe rsuasion |Sell |Tell | |Style |Transformational |Transactional | |Exchange |Excitement for work |Money for work | |Likes |Striving |Action | |Wants |Achievement |Results | |Risk |Takes |Minimizes | |Rules |Breaks |Makes | |Conflict |Uses |Avoids | |Direction |New roads |Existing roads | |Truth |Seeks |Establishes | |Concern |What is right |Being right | |Credit |Gives |Takes | |Blame |Takes |Blames | Management controls or directs people/resources in a group according to principles or values that have already been established, the process of obtaining, organizing resources and of achieving objectives through other people while leadership is setting a new direction or vision for a group that they follow. It’s a process of empowering people through persuasion and one of the function of management. Leadership is â€Å" the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. † 2. Observe a nurse manager in your workplace and note the different management activities she performs identified by Tappen. As I observed our nurse manager in our workplace I noticed that she does the following activities of the effective manager as noted by Tappen: 1. Assumes leadership of the group. 2. Actively engages in planning the current and future work of the group. 3. Provides direction to staff members regarding the way the work is to be done. 4. Monitors the work done by staff member to maintain quality and productivity. 5. Recognizes and rewards quality and productivity Our nurse manager perform the following 5 ( leadership, planning, directing, monitoring and recognition ) out of 7 components of effective management by Tappen. I was not able to observe the other 2 components; a. fostering the development of every staff member b. ) represents both administration and staff members needed in discussions and negotiations with others. Submit 1 reading related to this module. Include your comments/ reaction and source. The 7 Habits of Highly Effective People is a popular book, published by Simon S chuster, and written by Stephen R Covey. It provides a useful, sequential framework for understanding much about the process of Personal Development. Many highly successful people seem to have naturally developed these principles of effectiveness. Stephen Covey’s principled approach is not a quick-fix prescription for personal growth. But, says Covey, if you work hard at acquiring these principles, if you learn them well, think about them deeply and teach them to others, they will eventually become internalized. They will lead to fundamental change because they will affect who you are – your character – for the better. Your personality was formed as the result of specific behaviors you internalized as you grew up. These behaviors are not things we need to think about, they represent little success strategies or ways of coping with life that we have found to be helpful. If you take a look at what Seneca said about human character, you will see how acquiring new habits leads to a fundamental change of character. Sow a thought, reap an action Sow action, reap a habit Sow a habit, reap a character Sow a character, reap a destiny. – Seneca [pic] Stephen Covey Stephen Covey was born in 1932. He lives with his wife, Sandra, and their family in Utah; in the Rocky Mountains. Covey achieved international acclaim, and is perhaps best known, for his self-help book The 7 Habits of Highly Effective People which was first published by Simon ; Schuster in 1989 and has sold around 12 million copies word-wide. Covey has a Harvard MBA and has spent most of his career at Brigham Young University, where he was professor of organizational behavior and business management. In addition to his MBA, he also has a doctorate which he completed whilst at Brigham Young University. Dr. Stephen R Covey has received the Thomas More College Medallion for continuing service to humanity and has additionally been awarded four honorary doctorate degrees. Covey is also a co-founder of the Franklin-Covey organization, which specializes in the application of Covey’s principle-centered approach to leadership and management. He is widely acknowledged as one of the world’s leading authorities on the subject of time-management. Thousands of organizations across the world, including many of the Fortune 500 companies, have adopted his innovative techniques on leadership, teamwork, and customer-focused service. His best-selling book on time-management, First Things First, co-authored with A. Roger ; Rebecca R. Merrill, according to Simon ; Schuster is the best-selling time management book ever. The seven principles he presents in the 7 Habits are not original thoughts – he does not claim to have originated the ideas but simply to have found a framework and a language for articulating the time-less principles embedded into the seven habits. The 7 habits are to be found, he says, in all the major world religions. He believes the principles themselves to be ‘self-evident’, that is, ‘you cannot really argue against them’. His view is that all highly effective people, and enduringly effective organizations, have utilized the 7 habits, to a greater or lesser extent, to sustain their success. Covey says that the 7 habits are ‘common knowledge’ but, he adds, are not necessarily ‘common practice’. In fact, it could be argued that the habits actually run counter to basic human nature. By our nature, we are reactive creatures and we are inclined to act mainly out of self-interest. But we are also as human beings capable of much higher thoughts and actions and by working hard to internalize the 7 habits we are able to develop a proactive attitude. By so doing, we can take charge of our own destinies and we are capable of exerting influence on other people for the collective good. Summary Stephen Covey is an excellent speaker and so his audio books, in addition to his written books, are well worth obtaining. A full list of relevant resources appears at the foot of this page. In this section, however, we examine what Stephen Covey says about his work. Here are a number of brief quotations which are taken directly from the book which provide a useful summary. Be Proactive â€Å"Taking initiative does not mean being pushy, obnoxious, or aggressive. It does mean recognizing our responsibility to make things happen. † Begin With the End in Mind â€Å"(This habit)†¦ is based on imagination — the ability to envision, to see the potential, to create with our minds what we cannot at present see with our eyes†¦ † Put First Things First â€Å"Create a clear, mutual understanding of what needs to be accomplished, focusing on what, not how; results not methods. Spend time. Be patient. Visualize the desired result. † Think Win-Win Win-Win is a frame of mind that constantly seeks mutual benefit in all human interactions. Win-Win means that agreements or solutions are mutually beneficial and satisfying. † Seek First to Understand, Then be Understood â€Å"‘Seek First to Understand’ involv es a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand; they listen with the intent to reply. They’re either speaking or preparing to speak. They’re filtering everything through their own paradigms, reading their autobiography into other people’s lives. † Synergize (Synergise) â€Å"Synergy works; it’s a correct principle. It is the crowning achievement of all the previous habits. It is effectiveness in an interdependent reality – it is teamwork, team building, the development of unity and creativity with other human beings. † Sharpen the Saw â€Å"This is the habit of renewal†¦ It circles and embodies all the other habits. It is the habit of continuous improvement†¦ that lifts you to new levels of understanding and living each of the habits. † COMMENTS/REACTION: Each chapter is dedicated to one of the habits The First Three Habits surround moving from dependence to independence †¢ Habit 1: Be Proactive Take initiative in life by realizing your decisions are the primary determining factor of what kind of life you will have in the future. We are responsible for all the choices we desire and the consequences implied on it †¢ Habit 2: Begin with the End in Mind Self-discover and clarify our deeply important character values and life goals. †¢ Habit 3: Put First Things First Doing task based on importance rather than urgency. The Next Three have something to do with working with others (Interdependence) †¢ Habit 4: Think Win-Win Genuinely striving for mutually beneficial solutions or agreements in our relationships. Valuing and respecting people by understanding a â€Å"win† for all is ultimately a better long-term resolution than if only one person in the situation had gotten his way. Habit 5: Seek First to Understand, then to be Understood Using empathetic listening to be genuinely influenced by a person, which compels them to reciprocate the listening, take an open mind to being influenced by you, which creates an atmosphere of caring, respect, and positive problem solving. †¢ Habit 6: Syner gize Combining the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. The Last habit relates to self-rejuvenation; †¢ Habit 7: Sharpen the Saw The balancing and renewal of your attitude, principles, beliefs and practices to create a sustainable long-term effective lifestyle. There is a gap between stimulus and response, and the key to both our growth and happiness is how we use that space. The ability to use wisely the gap between stimulus and response, to exercise the unique endowments of our human nature, empowers us from the inside out. To achieve unity with ourselves, our loved ones, our friends, and our working associates, is the highest, best, and most delicious fruit of the Seven Habits. Building a character of total integrity and living the life of love and service that creates such unity isn’t easy. If we start with the daily private victory and work from the inside out, results will surely come. SOURCE: http://www. whitedovebooks. co. uk/7-habits/summary. htm MODULE 3 : †¢ Answer any 2 learning activities on page 31. 1. Analyze the different phases of planning. The first phase of planning according to Tappen is DEVELOPING THE PLAN. The first step in developing the plan is to establish its purpose. The purpose should be clear to avoid confusion and may be stated in broad terms until a broad thorough assessment of the situation is done. The second step is analyzing the situation which includes problem verification, identifying situational variables and the anticipated response to change. Formulating objectives is the third step. Objectives are formulated when the problems are already assessed. The objectives should be written as measurable outcomes so that they can later serve as guidelines for evaluation. The fourth step is generating alternative solutions. The last step in developing the plan is analyzing alternatives and selecting course of action. The second phase of planning is PRESENTING THE PLAN. Plans for projects are usually presented to administration or management for approval. The plan must be presented in an organized manner, delivery of the presentation must be done convincingly and professionally, planner needs to be persuasive, concise and direct to the point in order to obtain approval and acceptance by administrators IMPLEMENTATION AND MONITORING is the third phase (last phase) of planning. It includes the following steps: Organizing the implementation of a plan includes; 1. Identifying and arranging activities according to sequence 2. Setting target dates for completing each activity 3. Assignment of responsibilities to particular individuals and 4. The allocation of resources Techniques have been developed to organize and monitor implementation of proposed plans such as Schedules which is easy to make and use, Gantt charts which is a highly developed schedule that specifies in detail the task to be performed and the time they are expected to be completes, program evaluation and review technique (PERT) graphically illustrates the sequence of events and their interrelationships using circles for events and arrows for activities and the critical path method (CPM) that’s very similar to PERT of which one can have a realistic estimate of when the project can be completed. 2. Differentiate strategic planning from operational planning. Give example of each. Strategic planning and operational planning involve two different types of thinking. Strategic decisions are fundamental and directional. Operational decisions, on the other hand, primarily affect the day-to-day implementation of strategic decisions. While strategic decisions usually have longer-term i mplications, operational decisions usually have immediate (less than one year) implications. Strategic Planning is defined as continuous, systematic process of making risk-taking decisions today with greatest possible knowledge of their effects in the future. Views future as unpredictable, planning as a continuous process, expects new trends, surprises and changes. It considers a range of possible futures emphasizes strategy development based on assessment of the organization’s internal (strength and weaknesses) and external (opportunities and threats) environment. In strategic planning one of the keys example is something called SWOT. SWOT stands for strengths, weaknesses, opportunities and threats. Everyone in the strategic planning group makes up a list of the company’s SWOTs. This gives the company/organization a picture as to where the weaknesses and strengths lie and what opportunities and threats face them. This helps with planning in several ways. First by knowing their strengths they can work to enhance them. The weaknesses can be ignored, but a way of managing or lessening their impact can be developed. Opportunities are analyzed and the best ones chosen. Finally threats: the economy, government regulations and competition are addressed. Strategic Planning ask this question: â€Å"Based on our current understanding of environment, are we doing the right thing? How can we best use our resources to achieve our mission? † [pic]EXAMPLE OF STRATEGIC PLANNING while Operational Planning views future as something that needs to be implemented now. Focuses on setting short-term (less than one year) objectives and assumes much more detailed planning regarding who and how activities will be accomplished Operational planning ask this question: â€Å"What do we need to be doing for the upcoming year/immediately to best accomplish our mission. † EXAMPLE OF OPERATIONAL PLANNING Operational Plan Terra Engineering The following section will identify the proposed operational plan for Terra Engineering. Included are the general operating procedures, human resources, insurance, and working capital requirements of the business. Also included is a table outlining the office space requirements, asset acquisition and an outline of Terra Engineering’s operational workflow. General Operating Hours Terra Engineering intends to operate Monday thru Friday from 9 am to 5 pm. Terra Engineering will be operational year round. Human Resources Mr. Johnson and Mr. Smith will be the sole employees of Terra Engineering for the first two years of operation. When additional human resources are needed, Terra Engineering has identified the persons qualified and able to assist on a contract basis for the same rate as the owner. They include: Mr. Wes Aaron, and environmental engineering technician will be sub-contracted to complete work as needed. It is estimated that Mr. Aaron will eventually be hired full time by Terra Engineering once demand warrants growth. Mrs. Leanne White holds a Masters in Environmental Engineering and will also be sub-contracted to perform work for the company. Eventually, Terra Engineering intends to hire Mrs. White full time. Mr. Charles Pearson holds a Bachelors of Science Degree in Environmental Engineering and has a vast technical experience base in the environmental assessment area and will be retained when needed. Once the business reaches 60% of its operational capacity this will represent 1300 hours, Terra Engineering will offer the above environmental professionals full time positions. Also at this time, an administrative assistant will be sought. A professional user of Auto Cad will be sought to perform various jobs for the company. It is unknown at this time who will fill this position, however, job advertisements will be put in the local papers and organizations to attract a good pool of respondents. Once hired, all employees will be covered by the Workers Safety and Insurance Board and covered for Employment Benefits. Insurance Requirements Terra Engineering will have to incur costs for business liability insurance. The estimated cost for this requirement is $4,000 per year. Operating Capital Requirements Due to the demands imposed at start up, Terra Engineering will require that the business have sufficient working capital to meet all operational responsibilities of the business for the first three months. It is estimated that the business will need approximately $20,000 in working capital to sustain and ensure the business meets all opening and on-going financial obligations. Also, throughout the year there tends to be periods of low activities. Consequently, the company will experience financial pressures during these months. While much of this time will be spent developing proposals and marketing strategies, there will be a need to maintain sufficient working capital to cover these periods. A long term strategy to maintain a positive cash flow during these periods will be to diversify the company and develop environmental training programs for certain communities. These training programs will be given during these months. Office Requirements and Asset Acquisitions Terra Engineering will lease office space on located at: 459 Duncan Avenue, Suite 1003 Detroit, Michigan The office space is leased and will accommodate the necessary office equipment such as computers, fax machine, photo copier, and other engineering equipment. This facility will require an estimated $5,000 to renovate in a style that is aesthetically pleasing to the clients as well as the owners. These facilities will be leased at $500 per month. In addition, Terra Engineering will require specialized environmental equipment. These are the estimated costs associated with those investments: Office Renovations $5,000 Office Equipment and Furniture $6,000 Specialized Field Equipment $27,000 Specialized Software $10,000 Total Capital Costs $48,000 The above noted capital purchases will increase work effectiveness, enhance professionalism and will prepare the business for the forecasted demand for services. Further, the equipment may be leased out to partner associates during times of low activity. Operational Workflow As with any consulting firm, the operational workflow for the business is quite uniform and simple to follow. The following is a step by step outline of how contracts are completed on a regular basis: Step 1 Terra Engineering will respond to a request for proposal (RFP) with a professionally prepared proposal for service; Step 2 At this point, the potential contract is awarded to either Terra Engineering or other companies which submitted proposals for services. Therefore, communication is made by the contract to the successful consulting firm. If Terra Engineering is successfully selected to perform the work, the contract is then triggered to begin; Step 3 Terra Engineering will collect a deposit from the client and will begin the project. Deposit values vary depending upon the size and location of the project; Step 4 Terra Engineering will go ahead and start the project while keeping communication with the client. Once the project reaches 60% – 70% completion, funds will be given to the business by the client to complete the rest of the work; Step 5 Once the work is completed to the satisfaction of both, Terra Engineering and the client, the final payment for the contract will be made. The above operational workflow is very standard, easy to understand and within industry’s norm. Terra Engineering will accept cash, cheque and visa payments. These payments are well within industry standards. The business will provide credit to larger account holders. It is estimated that the length and terms of payments are net 30 for all clients. This will allow the business to avoid cash flow problems. Late payment charges are 2% of the projects outstanding balance. †¢ Get a sample copy of different types of planning and give your analysis as to their contents. A Tactical Plan Here is what a tactical plan might look like. Note how we begin by showing how the tactical plan relates to the Marketing plan. It is the tactics that will execute that strategy. Too often, firms do not have a proper marketing plan and instead go directly to tactics. [pic] New Product Plans Our strategy assumes that we will launch new products throughout the year to maintain our image of leadership in the meal solutions market. Our marketing strategy is to provide consumers with tasty, nutritious, quick-to-prepare meals. Objectives: We will launch four new products over the plan year, each of which will: 1. Score an average of 7. 5 or more in consumer taste panels (10 = excellent taste, 1 = very unappetizing) with three test groups. 2. Include two vegetables and one meat or meat substitute item. 3. Contain no more than 450 calories per serving. 4. Require no more than six minutes per serving microwave cooking time. Procedure: Lab staff will develop meal solutions which meet the above criteria such that one new product is ready to market every three months. Only products which meet the last three criteria should be taste tested. At least one of the new items must be meatless, but no more than two should be. Controls: Lab staff are to submit monthly progress reports to the marketing manager indicating the number of items under development and data on all four criteria, as available, for each item. The key goal is that there must be four marketable items by the end of the plan year. How to cite Administrative Process in Nursing, Essays

Advantages of Participative Leadership Style Are Discussed Below

Question: Discuss About the Advantages of Participative Leadership Style? Answer: Introducation: While the course curriculum my university has conducted a Big Five Personality Test in which I had participated. My career goal is always to lead a group of motivated people. Therefore, participation in the personality test has been encouraging for me to get an insight of my leadership potentials and myself confidence. I always believed that I have always polished by expertise to be a successful leader in the near future; therefore, the test can be an effective tool that would mirror my both positive and negative qualities before me. Depending on the result of the personality test, I can take my further decisions. During my internship program, I had been grouped up with three other members from my university. We were assigned to a specific territory and asked to visit all the stores of the specific company. Our primary responsibility was to supervise the operations and employees behaviours towards the customers. On the other hand, our secondary responsibility was to make a presentation of the findings we derived from the store visits. Since we were fresher, thus, none of us had any knowledge in this field. I took the imitative to lead the team with the approvals of every other member. Initially, I conducted a short session with my team to explore their area of expertise, based on which I have taken further decisions. I am an extrovert person, thus always opt for public interactions and site visits. Moreover, the session further helped me to identify other members who had alike qualities of me. The rest of the members were specialised in the content domains, thus, were comfortable with the presentation part. Thus, I and my fellow partner used to visit the stores and supervised in the working environment and the employees' attitude towards customers. At the end of the day, the primary data were forwarded to the presentation team and the team prepared a professional PPT based on the delivered data. In this project, I ensured that all of our work as a team and eliminated all negative aspects that could hamper our projects quality. My leadership techniques have helped us to receive appreciation from the management and based on our presentation, the organisation had taken further action to improve its in-stores working environment. I was fortunate to get another chance to confidently help my team with my leadership abilities. In our university, we have been assigned with an NPO (non-profit organisations) project, where I along with 5 other members was clubbed in a group. Herein, we had to conduct certain activities to raise funds for the NPO stakeholders. Once again, I have taken the initiative to lead the team confidently. Two of the team members in my team were skilled artist. Therefore, I planned to utilise their skills to the maximum. I planned to purchase raw bases from the market and sell it to the customers after painting it. Myself and another member took the responsibility of exploring markets from where we could purchase the bases at minimum costs. One of the members has been assigned with the finance and book-keeping responsibilities and while another had a proficient understanding of using social media platforms. We used social media sites to promote our concept and receive valuable feedback. I plan ned to sell the product through an exhibition. Thus, the fourth members made a brilliant job in promoting each of the activities and made our concept famous amongst the social networking users. Moreover, the artists were excellent in parting the crafts. I managed to maintain coordination among the team members, which helped us to sell all the products at the maximum rate and donate the amount to the NPOs. The result of my personality test shows that I am an authoritarian leader, which characterises my traits with a high focus on tasks and less on relationships. I would like to disagree with the result of the test. While conducting both the projects, I have well-coordinated with my team members and also looked into the issue each of the members was facing with individual responsibilities. In the initial project, I had taken a firm and collective decision to explore the expertise qualities of my team members and assigned them responsibilities as per their comfort area. Whenever the team members faced the issue in their projects, I always have taken initiatives to conduct one and one session with the individual members and resole their issues. Therefore, at the end, I managed to receive appreciation from each of my team members for myself confidence. Similarly, in the second project as well I planned put task that has fit into every member specialised skills. As per the statement of Green (2016), authoritarian leaders are extremely task oriented and expect people to work as per the leaders instructions. But my leadership style in entirely different from the task result. I always have given preferences to the wills and expectations of my fellow team members. Based on the strength and potential of every member, I have confidently designed our project, which has motivated every member to show the positive and unified attitude towards the team. Therefore, I believe that my leadership qualities are categories under Team Leader" since I emphasise the equal focus on tasks, myself confidence and relationship with the fellow members. The areas I need to improve are: Sometimes, I lack in coming up with effective ideas. Sometimes, I get stressed and anxious about my performance and matching up to the expectations of my team members. Therefore, I think I tend to invest a lot of time and energy into thinking about the what-ifs rather than channelling them into productive work. This lowers me confidence. Thus, I believe that I need to increase my focus to channelize my energies in the positive and productive directions. This can effectively help me to overcome the issue of restricted ideas and help my team with productive strategies. As already discussed in the above section that I am an extrovert by nature, thus, prefer communication with people to the utmost. Sometimes, I fail to resist myself from speaking unproductive things in public. Thus, I believe that due to my extrovert nature, I remain very exposed in a public platform. Brief of the subject In the opinion of Chapman (2017), it can be identified that leadership is the significant aspects, which helps a business to maximise its efficiency and attain the future goals. In the similar context, Clark Beatty (2016) asserted that the most important skill of a leader is to have the ability to think strategically and enhance me confidence. According to Skelton (2016), a leader needs to have a concrete knowledge of the internal as well as the external scenario of organisations. The internal structures of organisations are designs based on the demands of the target customers. Therefore, the primary responsibility of a leader is to maintain a strong connection with its team members and motivate each of the members to work as per the organisational structure confidently. Areas to be developed to be a successful leader Maintaining positive attitude In the context of the present statement, Crowther Lauesen (2016) mentioned that positive tends to increase the production benchmark in an organisation. It has been identified that employees are the followers of leaders; therefore, it is highly essential for the leaders to maintain a positive attitude to imbibe the same quality amongst its team members. In the similar context, Singh et al. (2017) determined in the majority of organisations the employees are instructed to feel positive about the working environment. Therefore, in case of leaders fail to carry optimistic attitude, the same would reflect on its subordinates. Therefore, it is significantly essential for leaders to maintain its positive attitude and self-confidence to ensure that the followers remain well motivated and help the organisations to attain its future objectives. Team motivation ability In the circumstance of the present statement, Singh et al. (2017) asserted that with the passage of times, industrial competition is increasing. This is automatically increasing pressure within every organisation. According to Badewi (2016), customers are getting wider choices in the market, which is enhancing the pressure for the exiting organisation to survive the fierce competition of the market. Therefore, automatically, organisations are experimenting with in different activities and pressuring its employee for overtime. With reference to the previous context, Tacon Walters (2016) stated that the level of employee fatigue is increasing with time. It has been identified that organisations are getting more profit-centric; therefore, employees are often exploited and are not provided with the deserved payments. Thus, employees in major organisations are found demotivated, which adversely affects its final productivity margin. Therefore, the primary responsibility of a leader is to retain its employee motivation and ensure that the employees can utilise its expertise skills and self-confidence at the right places. Developing employee skill sets As per Bornman Puth (2017), employees are willing to serve organisation when management show a concerning attitude towards employee growth and development. It has been assessed that the employees can be retained in organisations where the hard works and dedications are valued. According to Haque Aston (2016), financial reward is not the only motivating factor that encourages employee retention. However, recognition appreciation, self-confidence and growth are also essential for an employee to serve an organisation with a long-term intention. Employees always expect a steady development and growth within organisations, therefore, it is the significant responsibility of a leader to make sure that each of the employees receives proper training session to polish their expertise and work with satisfaction and potential future prospects (Giles Bills, 2017). Relevant theories to develop leadership qualities In the consideration of Robertson Byrne (2016), it can be identified that participative leadership would be the best possible framework to develop leadership qualities. Participative leadershipis considered as a managerial style that tends to invite input from internal resources on the company decision making process. Herein, the staff provides relevant information regarding company issues, based on which the final decisions are taken by the management. According to Heystek (2016), the initial stage of participative leadership style is to facilitate conversations, in the second sage, the employees are allowed to share individual information and knowledge about the concerned areas (Ferreras Mndez et al. 2017). In the third stage, the employees are further encouraged by management to share ideas. In the fourth stage, all the available information is synthesised (Giles Bills, 2017). In the fifth stage, the management takes the final decision and lastly, the final decisions are communi cated back to each internal group. Figure 1: Participative leadership theory (Source: Giles Bills, 2017) The advantages of participative leadership style are discussed below: Acceptance In the participative leadership style staff readily accepts strategies and decisions that are reached by general consensus (Tian et al. 2016). This decreases the resistance, which new organisational policies might experience and speed up the procedure of implementing fresh ideas. Employees are provided with a personal stake in the success of the companies strategies for being involved in the decision-making process and helping the firm to attain its future notions (Giles Bills, 2017). Morale The staff that are allowed to have a voice in the decision-making process of a company feel personally accountable for the success of the business. The employee morale remains at a higher level as there can be an appreciation for being a part of the companys decision-making process (Ferreras Mndez et al. 2017). This automatically encourages employees to take greater responsibility on behalf of the organisation and show further commitment. The above approach increases employee retention ratio and self-confidence. Retention A participative leadership style provides employees more than just the prospect to progress its income through superior performance. It offers internal staff with the chance to be proactive in shaping the future success of the business (Ferreras Mndez et al. 2017). Thus, the chosen style allows employees to remain active in the expansion of the organisation and also encourages the potential employees to confidently serve with a long-term motive. This would lead to improve employee retention and eliminate the costs of turnover. Conclusion Remain focused It is very important for a leader to remain focus in its individual jobs. In the similar context, Robertson Byrne (2016) determined that the primary responsibility of a leader ensure that all its team members utilise its expertise in the right place. Bornman Puth (2017) mentioned that team members often react negatively due to the excessive pressure of the organisation, however, it is the sole responsibility of the leader to remain focused on the positive sides and guide each f the leaders to carry a positive attitude within the organisation. As per Robertson Byrne (2016), leaders need to be focused on its professional responsibility and remain confident to increase the productivity of the organisation. Therefore, the specific context can be an effective action plan that can help a leader to be successful in the near future. Leaders always need to have creative ideas. It has been discussed in the above context that leaders often get pressurised by the negative attitude and reactions of its subordinates. Therefore, in the maximum percentages of times, leaders are often found to follow the traditional techniques, which tend to serve little advantage towards organisations (Ferreras Mndez et al. 2017). In the statement of Bornman Puth (2017), it can be identified that creative thinking is effectively important for an organisation to survive the competitive scenario and enhance the self confidence of resources. Bornman Puth (2017) mentioned that leaders shall always encourage employees to get creative through to the business. Since most organisations adopt traditional techniques, therefore, the probability to reach stagnancy is high. Against the latter context, Stanley Carvalho (2016) mentioned that leaders often get suppressed by the external pressure of the market; therefore, in the majority of times, the leadership styles are progressed as per the flow of the traditional method. Hence, it has been identified that initially leaders emphasise on creative solutions, but with the passage of time the level of pressure increases. Thus, since traditional methods are implemented by peers in the industry as well, thus, the leaders find it safe to resolve its operational issue through the well acceptable methods. Empathy A leader needs to have an empathetic attitude towards its team members. As per Lorincov et al. (2016), leaders can form a strong bond with its team members, when the issues and problems of the subordinates are felt. In a similar manner, the employees tend to follow the instructions of leaders, when the leaders tend to understand employees' issues and work on behalf. Display loyalty, confidence and commitment In the circumstance of the present statement, Domingues et al. (2017) mentioned that successful leaders always remain committed to its vision and values. The leaders always need to maintain a transparent communication with its subordinates. Since the employees tend to follow each of the qualities and instructions of its leaders, therefore, the leaders need to be transparent with its ideas, self-confidence and objectives. This can help the employees to decide whether to supports the leaders strategies or not. The leaders also need to show commitment towards its team and the organisation. It has been determined that a leader always needs to maintain a balance between its responsibilities towards organisations and relationship with its fellow members (Ferreras Mndez et al. 2017). The balance can help a leader to successful convey the organisational objectives to its team and motivate the members to align its career motives with the organisational goals. References Badewi, A. (2016). The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework.International Journal of Project Management,34(4), 761-778. Bornman, D. A. J., Puth, G. (2017). Investigating employee perceptions of leadership communication: a South African study.Journal of Contemporary Management,14(1), 1-23. Chapman, T. (2017). Journeys and destinations: using longitudinal analysis to explore how third sector organisational governance helps to navigate sustainable futures.Voluntary Sector Review,8(1), 3-24. Clark, K., Beatty, S. (2016). Making hospital governance healthier for nurses.Asia Pacific Journal of Health Management,11(2), 27. Crowther, D., Lauesen, L. (2016).Accountability and Social Responsibility: International Perspectives. Emerald Group Publishing. Domingues, A. R., Lozano, R., Ceulemans, K., Ramos, T. B. (2017). Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability.Journal of Environmental Management,192, 292-301. Ferreras Mndez, J. L., Sanz Valle, R., Alegre, J. (2017). Transformational leadership and absorptive capacity: an analysis of the organisational catalysts for this relationship.Technology Analysis Strategic Management, 1-16. Giles, D., Bills, A. (2017). Designing and using an organisational culture inquiry tool to glimpse the relational nature of leadership and organisational culture within a South Australian primary school.School Leadership Management,37(1-2), 120-140. Green, M. (2016). Organisational Governance and Accountability: Do We Have Anything to Learn from Studying African Traditional Societies?. InAccountability and Social Responsibility: International Perspectives(pp. 75-100). Emerald Group Publishing Limited. Haque, A. U., Aston, J. (2016). A relationship between occupational stress and organisational commitment of IT sectors employees in contrasting economies.Polish Journal of Management Studies,14(1), 95-105. Heystek, J. (2016). Educational Leadership and Organisational Development and Change in a Developing Country.South African Journal of Education,36(4), 1-2. Lorincov, S., Hitka, M., BalÃ… ¾ov, Ã… ½. (2016). CORPORATE CULTURE IN SLOVAK ENTERPRISES AS A FACTOR OF HRM QUALITY-CASE STUDY.International Journal for Quality Research,10(4).56 Robertson, G., Byrne, M. (2016). Getting gender balance'unstuck': Taking action with a new strategic approach.Governance Directions,68(2), 79. Singh, S., Naeem, T., Darwish, T. K., Batsakis, G. (2017). Corporate Governance and Tobins Q as a Measure of Organisational Performance.British Journal of Management.2(1), 89. Singh, S., Naeem, T., Darwish, T. K., Batsakis, G. (2017). Corporate Governance and Tobins Q as a Measure of Organisational Performance.British Journal of Management. 5(3), 78. Skelton, C. (2016). Chartered secretary: NDIS: Is your approach to governance ready for the new environment?.Governance Directions,68(8), 458. Stanley, D., Carvalho, S. (2016). Organisational Culture, Clinical Leadership and Congruent Leadership.Clinical Leadership in Nursing and Healthcare: Values into Action, 109. Tacon, R., Walters, G. (2016). Modernisation and governance in UK national governing bodies of sport: how modernisation influences the way board members perceive and enact their roles.International Journal of Sport Policy and Politics,8(3), 363-381. Tian, M., Risku, M., Collin, K. (2016). A meta-analysis of distributed leadership from 2002 to 2013: Theory development, empirical evidence and future research focus.Educational Management Administration Leadership,44(1), 146-164.

Strategic Human Resource Management Meaning and Benefits

Introduction In the late 1970s for the first time strategic human resource management started getting attention from the researchers. The focus of the modern human resource practice shifted from personnel management or administration to other newer concepts that can help the organization to manage their human resource is a much better manner. Strategic planning process in human resource management in short HRM contributes in several different ways to the organization like evaluation of performance, planning, selection, training and wage management of the employees (Armstrong 2007). In many organizations today strategic implementation process is integrated with HRM systems. The human resource departments today are learning modern strategic and proactive planning methods and thus has helped the organizations to unmitigated the function of the employees beyond their traditional activity limits. It is now believed both in the world of business as well as in the academic that a strong, motivated and well trained human resource of an organization can give them competitive edge over the others but the human resource planning should be well aligned with the strategic planning of the company (Ulrich 2007). The success of the strategic plan of any organization greatly gets reduced when all the initiatives related to growth, merger or acquisition or providing customer services do not considerably take care of the human resource practices like that of staffing, training, rewarding, motivating and having proper communication between the employees and management (Ulrich 2007). Consistent employee performance aligned with objectives of the organization of capabilities of the organization for future to meet those objectives is not considered while looking into human resource supply demand forecast might adversely affect the company in the market. Planning is a crucial part of strategy because it helps the company to find out the gaps that exist in the present capabilities that might affect the company to successfully implement all its strategies in the market or if there is surplus in the capabilities found it helps to enhance the efficiencies and also help to check whether the valuable resou rces within the organization are underutilized due to inappropriate human resource practices. Thus it is quite clear that organizations today link human resource management practices with strategy in order to develop and implement the right kind of organizational initiatives and objectives (Butenski Harari 2004). Some authors have urged that human resource practices are critical for HR planning of an organization and are an important aspect to have clearer focus and help to understand the areas that are critical for attaining success. Several methods of HR planning have been developed and some organizations have customised them according to their requirements to attain success. It should be noted that effective planning in HR depends on the context of its usage (Ansoff 2009). The diverse methods of proper HR planning are suitable only in the light of the specific objectives. Functional objectives look for existing capabilities and extrapolate active trends, with scrupulous stress on impending work needs. These objectives highlight the organisation s skill to manage implementation, using past and present HR costs to add to budgets and other organizing mechanisms. A second group of objective falls in the rubric of what textbooks classically refers to as HR planning. The principal objective of conventional HR planning is to integrate forecasts about the kinds and numbers of workforce who will be required to meet up longer-term demands, including a variety of programmes such as career development, executive training, external recruiting, succession plan, employee assessment and departure programmes (Butenski Harari 2004). Functional data enable HR planners to precisely forecast the costs and possibility of HR initiatives on the basis of acknowledged parameters. These data can be engaged inside HR planning to ground forecasts about demand and supply. In totting up, HR planners call for precise operational information about the employees in order to comprehend the future implication of meticulous projections. For instance, a deficit or a surplus of a particular type of ability means slight with no knowledge of how that expertise contributes to the resource transfer practice, what it overheads are and whether other expertise or technologies can be used in that place (Schuler 2009). Both these kinds of objectives and its detailed knowledge helps the organization to successfully do its strategic planning and implement it is various ways within the realm of the organization. For instance, if a company lack in HR planning then the strategies that it has planned to adopt while there are changes in the environment like it the organization have employees with obsolete skills due to change in technologies will force the company to spend extensively in acquiring the right kind of expertise through dicey training and recruitment activities. Similarly, functional data related to the outcomes of the HR performances, appraisal practice are essential in determining whether changes are required to find potential individuals with leadership capabilities that will be required in the future if any change occur in the business environment (Ulrich 2007). The HR strategic planning process also helps the organization to determine whether with the existing resources in hand is it pos sible to achieve the set strategic objectives of the company. It helps the company to identify or reconsider the core functional competencies of the organization. This might also have primary implications on the overall strategic direction of the organization. A refined HR planning process can be annoying if it does not match with the overall strategic planning of the company. Thus it helps to bring the entire organizational focus to set a whole new set of objectives that are associated with the strategic HR planning process. It also involves the managers in developing and evaluating all the existing HR practices of the company. It also provides the HR planners with all the significant and constructive information that has been collected via forecasting and functional HR evaluation. This might contribute valuable insight for overall strategic planning of the organization. It also helps to have a regular communication flow with the organization between the management and the employee s and helps them to keep themselves updated with the requirements of the changing environment and also seek commitments from the staffs to attain the said objectives of the companies and check priority issues (Schuler 2009). Key challenges faced by Researchers and Practitioners Strategic Human Resource management and organizational performance is not as easy as it seems. The challenge of recruitment, retention, motivation, and training the employees more often than not becomes very challenging. In the case of the industry that is service oriented the onus is on the employees. Therefore the employees are expected to give service in a manner that will increase the customer base. In case of the organization that is linked with marketing, the challenge is to bring the value to the end user (Lado Wilson, 1994). It has also been seen in researches that the HR managers find it difficult to allocate the budget on for the strategic activities and keep the pace with the finances of the organization. This is because the training and development programmes are created from the finances of the company that affects the bottom line profits in return (Simons, 2002). Now a days the challenges for the HR managers are double edged, on one hand they are expected to show the o rganization the worth of strategic HR activities, on the other hand they are to create the value for the investments made. This is possible with the help of the effective employee practices that create value. It is often a challenge that the organization creates efficiencies and creates competitiveness even in the industry that has lean margins. Some of the researches on the SHRM and the Organizational performance have mentioned that the biggest challenge is the retention of the employees. The employees are often lured to new avenues for growth however retaining them is very cost effective for the company. Another challenge that is often faced by the organization is the creation of leaders and leadership qualities in the firms. The leader is a motivator and can get the work done from the employees. In the absence of the leader the vision and organizational objectives gets missed. The role of the SHRM is to develop the future leaders. Training and development of the employees is equally critical as is recruitment and selection of the employees. The recruitment and selection is the process of finding right employees meeting the organizational targets while there development is beneficial for the organizational performance. Conclusion It can be concluded that strategic human resource planning not only recognise the organizations capabilities in terms of resources to fulfil all the set objectives but also helps the organization to have its contingent plan ready if there is any change in the business environment. It also helps the organization to have a strong and performance focused human resource that will act as a added advantage to the company along with the other resources that the company have. It also helps to identify the gaps that are present and might act as a barrier in the path of successful implementation of the strategies and also keep the HR planner ready with all the tools and methods that are crucial for the organizations success. It should also be noted that a proper and appropriate strategic human resource planning also helps the company to fight competition in the market and stay ahead of competition in this highly dynamic and completely volatile marketing environment (Butler et.al. 2005). References Ansoff, I. (2009). `Critique of Henry Mintzberg the design school: reconsidering the basic premises of strategic management. Strategic Management Journal, Vol. 12, pp. 449-461. Armstrong, J. S. (2007). `The value of formal planning for strategic decisions: review of empirical research. Strategic Management Journal, Vol. 3, pp. 197-211. Butenski, C. F. Harari, O. (2004). `Models vs reality: an analysis of 12 human resource planning systems. Human Resource Planning, Vol. 6, pp. 11-17. Butler, J. E., Ferris, G. R. Napier, N. K. (2005). Strategy and Human Resource Management, Cincinnati: South-Western Publishing Co. Lado, A. A., Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19, 699-727. Schuler, R. S. (2009). `Repositioning the human resource function: transformation or demise? Academy of Management Executive, Vol. 4, no. 3, pp. 49-60. Simons, T. (2002). The high cost of low trust. Harvard Business Review, 80(9), 18-19. Ulrich, D. (2007). `Strategic human resource planning: why and how? Human Resource Planning, Vol. 10 (1), pp. 37-56.

The #1 Left-Handed Scholarship

The #1 Left-Handed Scholarship SAT / ACT Prep Online Guides and Tips You’ve struggled all your life with scissors. You felt distinctly discriminated against during handwriting classes in grade school. And shaking hands feels downright unnatural. In short, you’ve suffered. And everyone knows that for every challenge out there, there’s a college scholarship to reward those who have struggled through it. Read on to hear about scholarships for you long-suffering lefties. Unique Scholarships for Unique People Did you know that one of the top search terms for scholarships is â€Å"left handed scholarships†? There is certainly a lot of demand, and many students have heard rumors of scholarships that will reward them for interesting physical attributes that they were born with. In fact, there are several scholarships out there for tall people, short people, fat people, healthy people, disabled people, and people who are visually impaired. And it’s true – there’s also a scholarship out there for you lefties! Congratulations! But let me emphasize that: there is A scholarship out there for you lefties. As in singular. One. And it’s from a college you’ve probably never heard of. You’re Just Not That Special Just kidding. You are special. Really. â€Å"But why only one?!† I can hear you shouting despairingly. I hate to be the bearer of bad news, but left-handed people are just not that special. The government doesn't consider left-handed people to be handicapped. Left-handed people haven't really suffered in any significant way. And they haven’t been discriminated against apart from in the relatively minor ways mentioned at the beginning of this article. In fact, about 10percent of the population is left-handed. There are approximately 700 million of you in the world. I’ll repeat: You are just not that special. (At least, not because of your dominant hand. Otherwise, you're a snowflake! Promise!) The good news is now that you know this, you can move on and start finding better scholarships. If you're determined to get an unusual scholarship, check out our list. There are alsothousands of scholarships out there and you are most likely qualified for at least some of them already, and others you can work to get qualified for. In short, the sooner you stop looking for left-handed scholarships, the better. The Only Left-Handed Scholarship But in case you're not convinced that you should seek money elsewhere, read on to hear about the only scholarship in the country for left-handed people. The Frederick and Mary F. Beckley Scholarship is awarded to one or two left-handed students each year at Juniata College in Huntingdon, Pennsylvania. Never heard of Juniata? According to a press release on their web site, this is quite common. Many students only learn about the college when they are looking for a left-handed scholarship. In case you would like to learn more, Juniata is a quite strong liberal arts college with about 1,600 students. In addition to offering the country’s only left-handed scholarship, they are unique for having â€Å"Programs of Emphasis† instead of majors, a very eco-friendly campus, and accomplished men’s and women’s Division III volleyball teams. They also host some fun annual events, including a Pig Roast and the Mr. Juniata Pageant. So How Did This Scholarship Come Into Being? Back in 1919, students Frederick Beckley and Mary Francis were paired together in their tennis class because the coach thought that left-handed people couldn’t play tennis as well as the other students. Though they ended up married because of this, Frederick and Mary apparently took the discriminative act to heart and set out to help future generations of Juniata students who might also be unfairly treated because of their unusual dominant hands. The final question on the Juniata’s financial aid questionnaire asks if students are right or left-handed, but students who choose the â€Å"left-handed† option don’t have to prove it. From this, demonstrated financial need, and academic record at the college (the award is only for sophomores and above), a few students are chosen every year for the award. Once students receive the scholarship, they continue to receive the scholarship yearly until they graduate. In case it isn’t obvious, you cannot receive this scholarship unless you attend Juniata College. And seeing as there is no application process, even if you do choose to attend Juniata College to be awarded for your left-handedness, you can’t do much to ensure you get this scholarship except do well academically. The awards range between $1,000 and $1,500. Juniata’s estimated cost of attendance is $51,740 per year. In conclusion, Juniata may be a great fit for you – for a lot of reasons that do not include this scholarship. But if money is a big consideration, and being left-handed is your only distinguishing feature, it seems like a gamble to choose this school on the off-chance that you will get awarded a minor scholarship for three of the four years. What’s Next? As I’ve said, there are hundreds of thousands of scholarships out there. Check out our list of crazy scholarships if you would like to be unique. Many of them are open to all students willing to put in a bit of effort. If you can't get a full ride, don't give up! There are a lot of otherscholarships out there based on extracurriculars, such as community service, instead of academics. Not sure how much college would cost without a free ride? Check outthe real cost of attending college. Have you heard about a left-handed scholarship that we missed? Let us know in the comments. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

How to Make Homemade Gel Air Fresheners

How to Make Homemade Gel Air Fresheners You can buy gel air fresheners, but if you make your own, you can choose your own scent, color, and decorations. Its easy, fun and takes less than an hour to make! For holiday appeal, consider layering different colored gels or using seasonal fragrances (e.g., pine or cinnamon for Christmas). Ingredients 2 cups distilled wateressential oil/fragrance4 packages unflavored gelatinempty jarfood coloring (optional)mold inhibitor (optional) How to Make a Gel Air Freshener Heat 1 cup of distilled water to boiling.Stir in 4 packages of unflavored gelatin (e.g., Knox) until dissolved.Remove the mixture from heat and stir in the other 1 cup water.Add 10-20 drops of essential oil or other concentrated fragrance. If desired, add food coloring to tint your gel. You may also wish to add a mold inhibitor, such as 1-2 T salt OR a small amount of potassium sorbate OR a splash of vodka.Pour the gel into clean baby food jars or other small, decorative containers.The gel will set at room temperature, although you can place the air fresheners in the refrigerator for a quick set (and scented fridge).Decorate your jars as desired and enjoy! Useful Tips This project requires heat, so adult supervision is required.Feel free to scale the recipe up or down to make the amount of gel you need (e.g., 1 cup water to 2 pkg gelatin).If you wish, you can (carefully) dissolve gelatin in concentrated liquid potpourri (no other ingredients needed) to make your air fresheners. Use a ratio of 1 cup liquid to 2 packages gelatin.You can make multi-colored gels by pouring a new color over one which has already set up (like making a layered gelatin dessert).

Marketing Research- Report on service encounters Assignment

Marketing Research- Report on service encounters - Assignment Example Based on the textbook learning about service marketing, the experiences will be categorised and aging theories will be related to the encounters. The study will be divided in two parts, in this part experience of the service encounters will be highlighted and in the second part, the theories and classifications will be done. Along with that a suitable conclusion and recommendations will also be provided. Service Encounters This section of the report covers the description of the various service deliveries I have encountered in the last week. Although I have come across various service encounters in the recent past, only six of them will be described. The service encounters ranging from banking to tourism services. I have decided to only highlight those service encounters that actually offered something to learn from that experience. Also it should be noted that each of the service encounter that I proposes to shed light on are from different sectors. The entire segment of my service encounters can be found in the appendix section of this study (Refer to Appendix section). PART II Introduction Service marketing is considerably a new concept of marketing and is often dubbed as the subfield of marketing. Service marketing typically refers to the business to business (B2B) and business to consumer (B2C) services (Storbacka, Strandvik and Gronroos, 1994). The notion and real life application of services marketing are evident in sectors such as travel, telecommunication, health care and financial services to name a few. The study is meant for the purpose of understanding the nature of services and to test the viability of the statement ‘service customers is a core competency that marketing managers must develop’. In the section of the study, I will reflect upon my experience of service delivery and will try to relate the same with the theories portrayed by scholars across the world. Lastly, suitable conclusion to the study will be drawn and along with th at recommendation will be provided. Service Classification It is an imprudent act to generalise the concept of services because the services offered by the companies greatly differs. The differences in the services of two companies become more visible when these companies belong to different industries. According to industry experts and academicians, one of the wisest approaches to segment the services of the firms is to use marketing relevant characteristics (Lovelock, Patterson, and Wirthz, 2010). In general, the services are classified on the basis of various factors such as the strategic implication of the characteristics of the services by considering the fact that customers are involved in the production process. The services can be classified as the tangibility/intangibility of the service process, on the basis of the direct service recipients, the place in which the service is being delivered, on the basis of customization and standardization, relationship with the customer, discrete and continuous services, and high & low contact services. In the context of my personal service encounters, I will choose the degree of tangibility or intangibility involved in the process of service delivery. This basis of classification describes the fact that whether the services being offered by the company involves anything physical or the process is more intangible. In my cases, all the services are intangible and but involves different

Answers to 6 questions Essay Example | Topics and Well Written Essays - 1500 words

Answers to 6 questions - Essay Example Majority of the business oriented network sites have the profile of its members optimized for search engines and this has several benefits for the social network members. The member has the ability to control the business profile including the listing that will appear on the search engine results of the company. A business with a link is able to benefit from the authority especially if the business oriented social network has Google or any other search engine. On the contrary, enterprise social networks mainly focus on the various social networks for businesses and individuals that have the same business interests. An ESN is enterprise social software and in most circumstances regarded as an Enterprise 2.0 component used by various businesses for commercial purposes. ESN has corporate intranet alterations and various classic software stages that many large companies use to organize message sending and receiving, collaboration among other intranet features. ESN are thought to include standard social external service network which is essential in generating visibility for an organization (Thaw, 2013, p. 907). Popular mobile gambling has become popular after the business started to collect and send unwanted contents; the business has become a legitimate business especially in small islands. The reason behind this is that the carriers of the business have set guidelines and best practices for the mobile industry; this has been fruitful in developing these regions. Mobile gambling sites located in Small Island are considered to have a lot of integrity and this is evident from its history, trustworthiness and the security they put on a customer’s money (Yani-de-soriano et al., 2012, p.481). The online sites are similar to that of the real casinos while the services of others are much better, majority of this casinos offer the clients the opportunity to win cash easily as compared to the brick and mortar casinos. The mobile gambling sites offer a variety of sof tware features to its large users and this serves the work of satisfying the different types of customers. The mobile casinos are currently favorable because they have the best genres of real money casino games represented in the mobile gambling site. All that is required is to have the desired game downloaded and one can play it from any portable gaming device, such games include video poker, and many of these games come with bonuses that are designed the gamer enjoys a unique mobile experience. Botnets have the ability of turning computers into zombies they used as attackers for various sites, spreading email spam or stealing information that is important. When the PC is turned into a zombie, the malicious nature of the bots will be hidden from the owner. It is possible to cultivate thousands of botnet networks to thousands of computers and this is by commanding a bot herder who guides the computers to commit crimes, spams, and accessing a single site in order to shut it down rapi dly; this creates false traffic to the site which eventually inflates standing, adware spyware while spreading botnet to other PCs. Botnets evil forms of work distributed over computers and the power of processors are awesome forces botnet herders seek for new ways to use this power in gaining money and clout (Young et al., 2007, p. 281). Computers are becoming more powerful and prevalent and this creates more opportunity for the