Organization of learning experiences Essay

There are a number of issues with this approach to curriculum theory and practice. The first is that the plan or programme assumes great importance. For example, we might look at a more recent definition of curriculum as: ‘A program of activities by teachers designed so that pupils will attain so far as possible certain educational and other schooling ends or objectives [4]. The problem here is that such programmes inevitably exist prior to and outside the learning experiences. This takes much away from learners. They can end up with little or no voice. They are told what they must learn and how they will do it. The success or failure of both the program and the individual learners is judged on the basis of whether pre-specified changes occur in the behaviour and person of the learner. If the plan is tightly adhered to, there can only be limited opportunity for educators to make use of the interactions that occur. It also can deskill educators in another way. For example, a number of curriculum programs, particularly in the USA, have attempted to make the student experience ‘teacher proof’. The logic of this approach is for the curriculum to be designed outside of the classroom or school. Educators then apply programs and are judged by the products of their actions. It turns educators into technicians. Second, there are questions around the nature of objectives. This model is hot on measurability. It implies that behaviour can be objectively, mechanistically measured. There are obvious dangers here: there always has to be some uncertainty about what is being measured. We only have to reflect on questions of success in our work. It is often very difficult to judge what the impact of particular experiences has been. Sometimes it is years after the event that we come to appreciate something of what has happened. For example, most informal educators who have been around a few years will have had the experience of an ex-participant telling them in great detail about how some forgotten event brought about some fundamental change. Yet there is something more. In order to measure, things have to be broken down into smaller and smaller units. The result, as many of you will have experienced, can be long lists of often trivial skills or competencies. This can lead to a focus in this approach to curriculum theory and practice on the parts rather than the whole; on the trivial, rather than the significant. It can lead to an approach to education and assessment which resembles a shopping list. When all the items are ticked, the person has passed the course or has learnt something. The role of overall judgment is somehow sidelined. Third, there is a real problem when we come to examine what educators actually do in the classroom, for example. Much of the research concerning teacher thinking and classroom interaction, and curriculum innovation has pointed to the lack of impact on actual pedagogic practice of objectives. One way of viewing this is that teachers simply get it wrong as they do not work with objectives. The difficulties that educators experience with objectives in the classroom may point to something inherently wrong with the approach, that it is not grounded in the study of educational exchanges. It is a model of curriculum theory and practice largely imported from technological and industrial settings. Fourth, there is the problem of unanticipated results. The focus on pre-specified goals may lead both educators and learners to overlook learning that is occurring as a result of their interactions, but which is not listed as an objective. The apparent simplicity and rationality of this approach to curriculum theory and practice, and the way in which it mimics industrial management have been powerful factors in its success. A further appeal has been the ability of academics to use the model to attack teachers. There is a tendency, recurrent enough to suggest that it may be endemic in the approach, for academics in education to use the objectives model as a stick with which to beat teachers. ‘What are your objectives? ‘ is more often asked in a tone of challenge than one of interested and helpful inquiry. The demand for objectives is a demand for justification rather than a description of ends. It is not about curriculum design, but rather an expression of irritation in the problems of accountability in education. [5]

Why Obama Won the 2012 Election

Why Obama won the 2012 Election The American elections of 2012 was very competitive between the Democrat candidate Barrack Obama, who was the president then, and Mitt Romney, the Republican candidate. The campaigns and presidential debates were quite heated and as has been earlier mentioned, it was tight for each of them as polls clearly indicated that both Obama and Romney had more or less an equally high chance of winning the presidential elections.Demographics played a significant part in seeing Obama take the day. The groups of people that actually made the difference include groups of young women, African Americans, Hispanics and Asian Americans. Some of the states in which Obama won include New York, New Jersey, New Mexico, Maryland, Wyoming, Colorado, Florida, Ohio, Maine, Illinois, Massachusetts, Oregon, New Hampshire, Vermont, Pennsylvania, California, Washington DC and Rhode Island (Sherman, 2012).President Barack Obama significantly overcame a bad economy, a fractured poli tical landscape, high unemployment which gave him a great advantage over his challenger. When it comes to the states, it is seen that Obama took a number of key battlegrounds sates. As has been earlier pointed out, the Northeastern states remained loyal to Obama’s column by significant margins. In addition to this, he took no less than six of the nine swing states including Ohio. In the end, the fifty one year old president had more than the two hundred and seventy votes that would guarantee him a win.It is interesting to note that the New Jersey electorate, even with the major challenge of the Hurricane Sandy, showed their faith in the president emphasize and in addition to this, just to emphasize their solidarity for the Democrats, reelected Robert Menendez the Senator. He defeated the Republican Joe Kyrillos quite easily (Heavey, 2012). In my opinion, one of the major reasons why Obama won the 2012 presidential elections is that he had a unique campaigning strategy. It is seen that Barack Obama displayed great skill in micro-targeting voters, strategic planning, messaging, and raising funds to boost his campaign.Obama also got into the challenge with in-built advantages . Obama’s family remained increasingly popular, with Michelle Obama having succeeded in portraying a positive image of Obama’s administration. His appeal to a wide public caused him to be the preferred candidate over Romney. The federal government’s bailout of Chrysler and General Motors as well as Barrack’s union support was essential in winning the election. This was seen particularly in Ohion where out of every eight persons, one has a job in the auto industry.Across the upper Midwest from Ohio to Pennsylvania to Wisconsin to Michigan, the operations of the union’s voter turn out to a significant extent supplemented the efforts of Obama. Obama also used social media effectively to win the election. Analysts have states that Barack Obama campaign m ission was to involve people through empowerment. It is also said that his was the very first political campaign in history to ultimately harness the real power of social media to garner support spread the word and get people engaged and involved.Barack’s campaign succeeded in reaching five million supporters on fifteen different social networks during the campaign period (Heavey, 2012). He used social media to establish energy of participation as well as a sense of purpose in their supporters. He used the social media as the vehicle to connected real people in real time and enthusiasm as well as providing an easy and accessible platform to demonstrate their support for change through President Obama. There are important lessons which can be drawn from the 2012 American elections.For any presidential candidate, or political aspirant for that mat matter, it is crucially important to lay focus on the individual. People felt connected to Obama on an individual basis because he m anaged to think of one American as opposed to American citizens as a group. He focused on the teacher, health official, mother, child in his campaigns. Another significant lesson is the importance of authenticity. Because of his connection with people through thw social web, Obama managed to prove his authenticity to the voters.In his Facebook page for instance he indicated his favorite music, movies, interests and kept his followers updated on his campaign. It made him real and authentic. Every single bit of support ultimately counts. Obama acknowledged that everyone, despite their backgrounds or income, is equally important in driving the wheels of change. This is the attitude that ought to be carried along in political bids and campaigns (Sherman, 2012). A huge margin win was unexpected because as the results trickled in, Barack and Romney were hot on each other’s heels.This was clear right from the onset of the presidential debates that preceded the elections, where both parties gave a considerably good show. The impact of social media as has been earlier mentioned was profound. This was not expected because other previous political campaigns had not to a large extent been influenced by this technology. All the same, when Romney conceded to defeat, it was clear for Americans that it was quite difficult to make predictions as to who would take the day as both candidates had equally strong support from the American citizens (Heavey, 2012).References Obama wins 2012 presidential election, defeats Romney in tight race | NJ. com. (n. d. ). New Jersey Local News, Breaking News, Sports & Weather – NJ. com. Retrieved November 26, 2012, from http://www. nj. com/politics/index. ssf/2012/ Heavey, S. (n. d. ). Obama win shows demographic shifts working against Republicans| Reuters. Business & Financial News, Breaking US & International News | Reuters. com. Retrieved November 26, 2012, from http://www. reuters. com/article/2012/11/08/us-usa-campaign-diver sity-new-idUSBRE8A70QK20121108

Night World : Huntress Chapter 12

Jez kept one hand on the kid as they walked up the stairs under the dirty fluorescent bulbs. She could only imagine what Iona must be thinking as they shepherded her to the top. They came out on the roof into slanting afternoon sunlight. Jez gave Iona's shoulder a little squeeze. â€Å"See-there's the garden.† She nodded toward a potted palm and three wooden barrels with miscellaneous wilted leaves in them. Iona glanced that way, then gave Jez a sober look. â€Å"They're not getting enough water,† she said as quietly as she said everything. â€Å"Yeah, well, it didn't rain enough this summer,† Morgead said. â€Å"You want to fix that?† Iona just looked seriously at him. â€Å"Look, what I mean is, you've got the Power, right? So if you just want to show us right now, anything you want, be my guest. It'll make things a lot simpler. Make it rain, why don't you?† Iona looked right at him. â€Å"I don't know what you're talking about.† â€Å"I'm just saying that there's no reason for you to get hurt here. We just want to see you do something like what you did the night of the fire. Anything. Just show us.† Jez watched him. There was something incongruous about the scene: Morgead in his high boots and leather jacket, iron-muscled, sleek, sinewy, on one knee in front of this harmless-looking kid in pink pants. And the kid just looking back at him with her sad and distant eyes. â€Å"I guess you're crazy,† Iona said softly. Her pigtails moved as she shook her head. A pink ribbon fluttered loosely. â€Å"Do you remember the fire?† Jez said from behind her. â€Å"Course.† The kid turned slowly around. â€Å"I was scared.† â€Å"But you didn't get hurt. The fire got close to you and then you did something. And then the fire went away.† â€Å"I was scared, and then the fire went away. But I didn't do anything.† â€Å"Okay,† Morgead said. He stood. â€Å"Maybe if you can't tell us, you can show us.† Before Jez could say anything, he was picking up the little girl up and carrying her. He had to step over a line of debris that stretched like a diagonal wall from one side of the roof to the other. It was composed of telephone books, splintery logs, old clothes, and other odds and ends, and it formed a barrier, blocking off a corner of the roof from the rest. He put Iona in the triangle beyond the debris. Then he stepped back over the wall, leaving her there. Iona didn't say anything, didn't try to follow him back out of the triangle. Jez stood tensely. The kid's a Wild Power, she told herself. She's already survived worse than this. And no matter what happens, she's not going to get hurt. I promised her that. But she would have liked to be telepathic again just for a few minutes, just to tell the kid one more time not to be scared. She especially wanted to as Val and Raven poured gasoline on the wall of debris. Iona watched them do it with huge sober eyes, still not moving. Then Pierce lit a match. . The flames leaped up yellow and blue. Not the bright orange they would have been at night. But hot. They spread fast and Jez could feel the heat from where she was standing, ten feet away. The kid was closer. She still didn't say anything, didn't try to jump over the flames while they were low. In a few moments they were high enough that she couldn't jump through them without setting herself on fire. Okay, Jez thought, knowing the kid couldn't hear her. Now, do it! Come on, Iona. Put the fire out. Iona just looked at it. She was standing absolutely still, with her little hands curled into fists at her sides. A small and lonely figure, with the late afternoon sun making a soft red halo around her head and the hot wind from the fire rippling her pink-trimmed shirt. She faced the flames dead-on, but not aggressively, not as if she were planning to fight them. Damn; this is wrong, Jez thought. Her own hands were clenched into fists so tightly that her nails were biting into her palms. â€Å"You know, I'm concerned,† Pierce said softly from just behind her. â€Å"I have a concern here.† Jez glanced at him quickly. Pierce didn't talk a lot, and he always seemed the coldest of the group-aside from Morgead, of course, who could be colder than anyone. Now Jez wondered. Could he, who never seemed to be moved by pity, actually be the most sensitive? â€Å"I'm worried about this fire. I know nobody can look down on us, but it's making a lot of smoke. What if one of the other tenants comes up to investigate?† Jez almost hit him. This is not my home, she thought, and felt the part of her that had sighed and felt loved and understood wither away. These are not my people. I don't belong with them. And Pierce wasn't worth hitting. She turned her back on him to look at Iona again. She was dimly aware of Morgead telling him to shut up, that other tenants were the least of their worries, but most of her attention was focused on the kid. Come on, kid! she thought. Then she said it out loud. â€Å"Come on, Iona! Put out the fire. You can do it! Just do what you did before!† She tried to catch the child's eye, but Iona was looking at the flames. She seemed to be trembling now. â€Å"Yeah, come on!† Morgead said brusquely. â€Å"Let's get this over with, kid.† Raven leaned forward, her long front hair ruffling in the wind. â€Å"Do you remember what you did that night?† she shouted seriously. â€Å"Think!† Iona looked at her and spoke for the first time. â€Å"I didn't do anything!† Her voice, so composed before, was edging on tears. The fire was full-blown now, loud as a roaring wind, sending little bits of burning debris into the air. One floated down to rest at Iona's foot and she stepped backward. She's got to be scared, Jez told herself. That's the whole point of this test. If she's not scared, she'll never be able to find her Power. And we're talking about saving the world, here. We're not just torturing this kid for fun†¦. It's still wrong. The thought burst out from some deep part of her. Jez had seen a lot of horrible things as a vampire and a vampire hunter, but suddenly she knew she couldn't watch any more of this. I'm going to call it off. She looked at Morgead. He was standing tensely, arms folded over his chest, green eyes fixed on Iona as if he could will her into doing what he wanted. Raven and Val were beside him, Raven expressionless under her fall of dark hair; Val frowning with his big hands on his hips. Thistle was a step or so behind them. â€Å"It's time to stop,† Jez said. Morgead's head whipped around to look at her. â€Å"No. We've gotten this far; it would be stupid to have to start all over again. Would that be any nicer to her?† â€Å"I said, it's time to stop. What do you have to put out the fire-or did you even think of that?† As they were talking, Thistle stepped forward. She moved right up to the flames, staring at Iona. â€Å"You'd better do something fast,† she shouted. â€Å"Or you're going to burn right up.† The childish, taunting tone caught Jez's attention, but Morgead was talking to her. â€Å"She's going to put it out any minute now. She just has to be frightened enough-â€Å" â€Å"Morgead, she's absolutely terrified already! Look at her!† Morgead turned. Iona's clenched fists were now raised to chest-level; her mouth was slightly open as she breathed far too fast. And although she wasn't screaming or crying like a normal kid, Jez could see the tremors running through her little body. She looked like a small trapped animal. â€Å"If she's not doing it now, she's never going to,† Jez told Morgead flatly. â€Å"It was a stupid idea in the first place, and it's over!† She saw the change in his green eyes; the flare of anger and then the sudden darkness of defeat. She realized that he was going to cave. But before he could say anything, Thistle moved forward. â€Å"You're gonna die!† she shrilled. â€Å"You're gonna burn up right now!† And she began kicking flaming debris at Iona. Everything happened very fast after that. The debris came apart in a shower of sparks as it flew toward Iona. Iona's mouth came open in horror as she found fiery garbage swirling around her knees. And then Raven was yelling at Thistle, but Thistle was already kicking more. A second deluge of sparks hit Iona. Jez saw her put up her hands to protect her face, then fling her arms out as a piece of burning cloth settled on her sleeve. She saw the sleeve spurt with a tiny flame. She saw Iona cast a frantic look around, searching for a way to escape. Morgead was dragging Thistle back by her collar. Thistle was still kicking. Sparks were everywhere and Jez felt a hot pain on her cheek. And then Iona's eyes went enormous and blank and fixed and Jez could see that she'd made some decision, she'd found some way to get out of this. Only not the right one. She was going to jump. Jez saw Iona turn toward the edge of the roof, and she knew in that same instant that she couldn't get to the child in time to stop her. So there was only one thing to do. Jez only hoped she would be fast enough. She very nearly wasn't. But there was a two-foot wall at the roof's perimeter, and it delayed Iona for a second as she scrambled onto it. That gave Jez a second to leap through the fire and catch up. And then Iona was on the wall, and then she was launching her small body into empty space. She jumped like a flying squirrel, arms and legs outspread, looking down at the three-story drop. Jez jumped with her. Jez! The telepathic shout followed her, but Jez scarcely heard it. She had no idea who had even said it. Her entire consciousness was focused on Iona. Maybe some part of her was still hoping that the kid had magic and could make the wind hold her up. But it didn't happen and Jez didn't waste time thinking about it. She hit Iona in midair, grabbing the small body and hanging on. It was something no human could have done. Jez's vampire muscles instinctively knew how to handle this, though. They twisted her as she fell, putting her underneath the child in her arms, putting her legs below her like a cat's. But of course Jez didn't have a vampire's resistance to injury. She knew perfectly well that when she hit, the fall would break both her legs. In her weakened state it might well kill her. It should save the kid, though, she thought unemotionally as the ground rushed up to meet her. The extra resiliency of Jez's flesh would act as a cushion. But there was one thing Jez hadn't thought of. The trees. There were discouraged-looking redbud trees planted at regular intervals along the cracked and mossy sidewalk. None of them had too much in the way of foliage even in late summer, but they certainly had a lot of little branches. Jez and the kid crashed right into one of them. Jez felt pain, but scratching, stabbing pain instead of the slamming agony of hitting the sidewalk. Her legs were smashing through things that cracked and snapped and poked her. Twigs and branches. She was being flipped around as some of the twigs caught on her jeans and others snagged her leather jacket. Every branch she hit decreased her velocity. So when she finally crashed out of the tree and hit concrete, it merely knocked the wind out of her. Black dots danced in front of her eyes. Then her vision cleared and she realized that she was lying on her back with Iona clutched to her stomach. Shiny redbud leaves were floating down all around her. Goddess, she thought. We made it. I don't believe it. There was a dark blur and something thudded against the sidewalk beside her. Morgead. He landed like a cat, bending his knees, but nice a big cat. A three-story jump was pretty steep even for a vampire. Jez could see the shock reverberate through him as his legs hit concrete, and then he fell forward. That must hurt, she thought with distant sympathy. But the next instant he was up again, he was by her side and bending over her. â€Å"Are you all right?† He was yelling it both aloud and telepathically. His dark hair was mussed and flying; his green eyes were wild. â€Å"Jez!† Oh. It was you who yelled when I jumped, Jez thought. I should have known. She blinked up at him. â€Å"Of course I'm all right,† she said hazily. She tugged at the kid lying on her. â€Å"Iona! Are you all right?† Iona stirred. Both her hands were clutching Jez's jacket in front, but she sat up a little without letting go. There was a burned patch on her sleeve, but no fire. Her velvety brown eyes were huge-and misty. She looked sad and confused. â€Å"That was really scary,† she said. â€Å"I know.† Jez gulped. She wasn't any good at talking about emotional things, but right now the words spilled out without conscious effort. Tm sorry, Iona; I'm so sorry, I'm so sorry. We shouldn't have done that. It was a very bad thing to do, and I'm really sorry, and we're going to take you home now. Nobody's going to hurt you. We're going to take you back to your mom.† The velvety eyes were still unhappy. Tired and unhappy and reproachful. Jez had never felt like more of a monster, not even that night in Muir Woods when she had realized she was hunting her own kind. Iona's gaze remained steady, but her chin quivered. Jez looked at Morgead. â€Å"Can you erase her memory? I can't see any reason why she should have to remember all this.† He was still breathing quickly, his face pale and his pupils dilated. But he looked at Iona and nodded. â€Å"Yeah, I can wipe her.† â€Å"Because she's not the Wild Power, you know,† Jez said levelly, as if making a comment about the weather. Morgead flinched. Then he shoved his hair back with his knuckles, his eyes shutting briefly. â€Å"She's an extraordinary kid, and I don't know exactly what she's going to be-maybe President or some great doctor or botanist or something. Something special, because she's got that inner light- something that keeps her from getting mad or mean or hysterical. But that's got nothing to do with being a Wild Power.† â€Å"All right! I know, already!† Morgead yelled, and Jez realized she was babbling. She shut up. Morgead took a breath and put his hand down. â€Å"She's not it. I was wrong. I made a bad mistake. Okay?† â€Å"Okay.† Jez felt calmer now. â€Å"So can you please wipe her?† â€Å"Yes! I'm doing it!† Morgead put his hands on Iona's slender shoulders. â€Å"Look, kid, I'm-sorry. I never thought you'd-you know, jump like that.† Iona didn't say anything. If he wanted forgiveness, he wasn't getting it. He took a deep breath and went on. â€Å"This has been a pretty rotten day, hasn't it? So why don't you just forget all about it, and before you know it, you'll be home.† Jez could feel him reach out with his mind, touching the child's consciousness with his Power. Iona's eyes shifted, she looked at Jez uncertainly. â€Å"It's okay,† Jez whispered. â€Å"It won't hurt.† She hung on to Iona's gaze, trying to comfort her as Morgead's suggestions took hold. â€Å"You don't ever have to remember this,† Morgead said, his voice soothing now. Gentle. â€Å"So why don't you just go to sleep? You can have a little nap†¦ and when you wake up, you'll be home.† Iona's eyelids were closing. At the last possible second she gave Jez a tiny sleepy smile-just the barest change of expression, but it seemed to ease the tightness in Jez's chest. And then Iona's lashes were lying heavy on her cheeks and her breathing was deep and regular. Jez sat up and gently put the sleeping child on the sidewalk. She smoothed back one stray pigtail and watched the little chest rise and fall a couple of times. Then she looked up at Morgead. â€Å"Thanks.† He shrugged, exhaling sharply. â€Å"It was the least I could do.† Then he gave her an odd glance. Jez thought of it at the same instant. She was the one so concerned about the child-why had she asked Morgead to wipe her memory? Because I can't do it, she thought dryly. Out loud she said, â€Å"I'm really kind of tired, after everything that's happened today. I don't have much Power left.† â€Å"Yeah†¦Ã¢â‚¬  But his green eyes were slightly narrowed, searching. â€Å"Plus, I hurt.† Jez stretched, gingerly testing her muscles, feeling every part of her protest. The searching look vanished instantly. Morgead leaned forward and began to go over her with light, expert fingers, his eyes worried. â€Å"Can you move everything? What about your legs? Do you feel numb anywhere?† â€Å"I can move everything, and I only wish I felt numb somewhere.† â€Å"Jez-I'm sorry.† He blurted it out as awkwardly as he had to the child. ‘I didn't mean †¦ I mean, this just hasn't turned out the way I planned. The kid getting hurt-you getting hurt. It just wasn't what I had in mind.† The kid getting hurt? Jez thought. Don't tell me you care about that. But there was no reason for Morgead to lie. And he did look unhappy-probably more unhappy than Jez had ever seen him. His eyes were still all pupil, as if he were scared. I'm not hurt,† Jez said. It was all she could think of. She felt dizzy suddenly-uncertain and a little giddy, as if she were still tumbling off the roof. â€Å"Yes, you are.† He said it with automatic stubbornness, as if it were one of their arguments. But his hand reached out to touch her cheek. The one that had been hit by burning debris. It hurt, but Morgead was touching so lightly†¦. Coolness seemed to flow from his fingers, seeping into the burn and making it feel better. Jez gasped. â€Å"Morgead-what are you doing?† â€Å"Giving you some Power. You're low and you need it.† Giving her Power? She'd never heard of such a thing. But he was doing it. She could feel her skin healing itself faster, could feel his strength pour into her. It was a strange sensation. It made her shiver inwardly. â€Å"Morgead†¦Ã¢â‚¬  His eyes were fixed on her face. And suddenly they were all Jez could see; the rest of the world was a blur. All she could hear was the soft catch in his breath; all she could feel was the gentleness of his touch. â€Å"Jez†¦Ã¢â‚¬  They were leaning toward each other, or falling. It was that silver thread between them, shortening, pulling. They had nothing to grab on to but each other. And then Morgead's arms were around her and she felt his warm mouth touch hers.

Why does Socrates, according to Plato's think that knowledge of the Essay

Why does Socrates, according to Plato's think that knowledge of the 'form of the good' is the higest sort of knowledge Is Socrates correct Defend your answer - Essay Example The Good in its entirety is beyond being and is the absolute measure by which justice can be measured. The philosopher notes that the Idea of the Good is knowledge’s ultimate object. True knowledge in his view is conversant and seeks to investigate the nature of more perfect and purer patterns after which all created beings are modeled (Santas 47). Socrates’ argument that knowledge of the form of the good is the highest sort of knowledge is relevant considering the notion that true knowledge seeks not imperfect intelligences. As such when one understands the form of the good, they are in a better position to explain why things happen as they do. Furthermore, it may be established that beauty, equality, justice and truth and other good things come from the Form of the

Week 5 Discussion and Participation Questions Essay - 1

Week 5 Discussion and Participation Questions - Essay Example The fast food industry is an example of an industry that is facing a red ocean. There are over 160,000 fast food restaurants in the United States serving over 50 million people daily in an industry generates approximately $165 billion in revenues each year (Numberof, 2011). The red ocean characteristics of the industry mean that the industry is every saturated. A way to create a blue ocean within this industry is by formulating a niche strategy. A good niche strategy would be to form a pizza fast food chain that specializes in Neapolitan pizza. Neapolitan pizza is an Italian pizza style that cooks pizza at high temperature which enables the pizza to be ready in three minutes. I see how your specialized talents could help a person in a niche within a marketplace. I have a family member that recently graduated from psychiatric school. She has on offer on the table to work in Laredo Texas. She is trilingual. She speaks fluent English, Spanish, and French. In Laredo Texas there is a high population of Latino people especially a lot of Mexicans because Laredo is located near the border of Mexico. Looking back at history Texas used to be a part of Mexico. My cousin has a great chance in the future to create her own niche psychiatric practice based on the fact that she speaks three languages. I respect the fact that you might not be interested in pursuing a niche strategy for yourself as far as not wanting to start your own business, but as a future MBA graduate it is in your best interest to study and learn how niche markets work. As a future manager you might be faced with a scenario in which you might have to perform a product launch for the company you are going to work in the future based on a product positioned in a niche market. In the educational field you might be able in the future to formulate a niche market strategy. For instance you could start a business that provides

Cultural, Spiritual And Psychosocial Health Assessment Essay

Cultural, Spiritual And Psychosocial Health Assessment - Essay Example This essay discusses that cultural, spiritual and psychosocial assessment of a patient occurs after the health assessment where the nurse determines the possible causes of the patient’s condition. If the situation is an emergency, little or no social assessment of the patient is carried out as the health assessment is always the first priority of the nurse and the doctors. During a health assessment, asking the patient of their past medical condition is the first thing that nurses must do so as to find any possibilities of a recurrent health condition or relation of the current illness to the previous ones. The patient’s health is more important than their background or beliefs. An example is pain assessment where the nurse determines the location and amount of pain then he or she can prescribe pain drugs. After treating an urgent condition, the nurses then conduct the other parts of their assessment which now includes the cultural, spiritual and psychosocial aspects. T his only occurs after the patient is stable to conduct a conversation.This paper highlights that  the assessment of the patients’ health and general condition involves a number of questions. The answers given by the patient give the nurses a clear insight of the life of their patient and this enables them help them in any way possible to improve not only their health status but also their well being. Each question that a nurse poses to their patient must have boundaries and must be in line with the code of ethics of a nurse.... However, the main tools that nurses must put in use are good virtues and a sense of understanding of the patient. Virtues that give the patient comfort and trust when conversing with the nurse are tools used to guide through the assessment. A cultural assessment on a patient is mainly carried out through a series of questions and this may involve both the patient and the family so as to get a clear approach during the patients care. A nurse should have special guesses of the background of their patent so as to develop a sense of reasoning with the patient and to avoid getting shocked while the patient answers questions. The first question involving culture must be on if the patient has used any form of traditional treatment before and if the patient is comfortable with the whole treatment given to them. This question allows the nurses and the doctors to conduct their work without any conflict from the patient regarding some forms of treatment. For instance asking a patient if he or s he is okay with surgery before hand is important as some culture do not permit any surgery. (Giger, & Davidhizar, 2004) Moreover, spiritual assessment is a vital part of any health assessment of a patient. This form of assessment is mostly observed and conducted in patients who have serious illnesses especially those with no definite cure or to patients who have gone through traumatizing experiences that landed them in hospital. The purpose spiritual assessment serves is to provide the nurse with a person who they can relate and pour their troubles and thoughts to. Spiritual assessment must involve physical presence of the nurse and a form of good communication where the patient can discuss deep issues and get relief through the nurse.

Plea Bargaining Essay Example | Topics and Well Written Essays - 500 words

Plea Bargaining - Essay Example Sometimes evidence, prior history, wealth and family can lure someone in power to change the way they may feel about prosecution others. The prosecuting attorney is the one who would decide whether a plea bargain is suitable. This should not be the case. A prosecuting attorney can decide to let someone whom is convicted to accept a plea bargain. Sometimes the plea bargain is given to the wrong person. Plea bargaining should be abolished under certain circumstances. Crimes that are a felony offense should not be able to accept a plea bargain. If the charge is damaging enough to qualify as a felony, the charge should not be able to be lessened. Those who are guilty of a certain crime should be held responsible for the crime committed. To give an example of why plea bargaining should be abolished in some cases is important. If a man in convicted of a felony rape charge, the charge can put the man in jail. In jail he will be forced to serve time for a crime that he committed. While in ja il, he can no longer hurt anyone else. If the man is offered a plea bargain and this plea bargain will keep him out of jail, he will be free to be out on the streets again. In this case, he may commit another crime. This can allow taking another victim. It is easy to see how this could have been avoided. On the other hand, there is a good side to offering a plea bargain.

Marketing research for apple company Paper Example | Topics and Well Written Essays - 500 words

Marketing for apple company - Research Paper Example According to the recent history, behavioral trends, and industry expertise, particular experiences will drive the uptake of Apple Watch. Apple sold nearly 5 million iPad units in the first two quarters of release and Apple Watch is no exception. According to a study by ABI Research on wearables and smart accessories market research, it was found that iOS will gain a 35% share in the universal smartwatch segment by 2015, just behind Android at 42%.   Studies have indicated that Apple has a track record for developing products which have revolutionized people’s lives. With regard to marketing data, the smart watch will be able to locate the location of consumers. As the wearables become increasingly popular, market research analyst firm has predicted that, in 2015, Apple will successfully dominate the smart-watch market. The shipments of the wearable brands will increase by 129% with 28.2 million of the 43.2 million sold being smart brands, whilst 15 million will be basic brands (Vasanth, 2014). The sources of primary data include surveys and in-depth interviews. According to an in-depth interview conducted on Ryan Raffaeli, an assistant professor at Harvard Business School, he affirms that Apple Watch is certainly the most advanced smart watch on the market currently. Ryan further points out that Apple Watch introduces various incremental innovations which enhance and combine several technologies which have been evolving in the wearables market in the last few years (Harvard Business School, 2014). From the in-depth interview, it can be deduced that Apple Watch brings the greatest functional value to the consumer. The smartwatch brings forth user integration within their existing ecosystem. Apple Watch can track biometric and personal data. By forming partnerships with the health care industry, it can improve consumer health and wellness. It

Supply chain Assignment Example | Topics and Well Written Essays - 3000 words

Supply chain - Assignment Example The success of the company relies on a strategy of volume rather than margin through the reinvestment of productivity gains in the form of lower prices. A special feature of the company is that it does not seem to take the paths agreed by its competitors. In the late 1970s, company undertook a radical revision of the distribution system and 20 years later, it became one of the first profitable company in the field of nutrition (Collinson, 2007). Sir Jack Cohen founded the company in 1929 and named it as Tesco. This acronym combines the letters of the tea supplier and partner (TE Stock well) with those of Sir Cohen. The group opened its first grocery store in the suburbs of London, and it was during the 1930s that it began its growth by adding a hundred outlets, mainly in the British capital. After a visit to the United States, Mr. Cohen returned to England with the aim of importing the model of self-service supermarkets. He developed the formula Tesco â€Å"put products into a high pile and sell low" (Pile it high and sell it cheap). This formula has been the philosophy of the company for several decades. It has gained its success and accomplishments based on this formula in the right way. After World War II, the company continued its growth in the targeted segment of the working class. Through a series of acquisitions, the company had more than 800 outlets by the late 1960s. Moreover, the regulation of time prevented some items to be sold at a loss (in the price agreed with the suppliers) to attract customers in the retail sale. Only large chains were subjected to this regulation that excluded independent stores. To overcome this limitation, the Tesco management decided to launch a system of tradable stamps (trading stamps). The customer who purchases at Tesco can accumulate stamps. When it has a certain number, it can be exchanged against a sum of money or gift product. This system has proved to be very popular and has increased sales. In 1964, regulations o n price controls were abolished and Tesco has launched a strategic price reduction while maintaining its stamp system. Now, Tesco is an international distribution group which represents 14 countries in all. In 2008, its market capitalization was $ 34.84 billion Euros and its turnover reached 80 billion Euros, which placed the group at the forefront in UK and fourth in the world behind Wal-Mart & Carrefour. The headquarters of this global group is located near Chesnutt, London where Sir Terry Leahy is CEO since 1997 (Christmann, 2006). Discussion Internationalisation Internationalisation is the process by which relations over greater distances are contracted, and thus extend over national borders. The parent organisation opens its branches all around the world to increase its level of sales and profitability. This is a result of both globalisation and regionalisation. Organisations tend to gain strong advantages by operating on an international mode. As a result, national governments are bound by their policy to international agreements and developments

Violence Against Women (CASE) Essay Example | Topics and Well Written Essays - 500 words - 1

Violence Against Women (CASE) - Essay Example The bystander program on violence against women emphasizes all members within the community play a role in ensuring violence against women does not occur. A bystander is the person who witnesses a situation and is neither the victim nor the perpetrator but in someway the person could make a difference if involved in the situation (Postmus, 2013). In many different cases, the bystander program has been found to prevent possible cases of different forms of possible violence. However, in prevention of violence against women, the bystander program has not produced effective results. Most cases of violence against women mainly occur at family level and therefore any bystander would find it difficult to into family matters. In most communities, the family setting recognizes the male as the head of the family and thus is some way justifies the m beating their wives (Davis, S. (2012). Despite this being a form of violence, which is illegal, the bystanders may find it difficult to interrupt or prevent it due the cultural justification in it and the respect for a family. Violence on women is often characterized by ill behavior and is seen as disciplinary action to the woman and hence it is difficult to differentiate between a violence case and intended disciplinary action on a wife (OToole, 2005). It is therefore in appropriate to consider a bystander program as a solution to curb violence on women. Bystander programs could be implemented effectively in other cases such as control of violence among students in a school. It could be effective in such as situation since all the people in the school are at an equal level. It could also be effective in a prevention of sexual violence in universities and college it could be effective in such cases since all the people belong to a similar level and sexual violence is easily identifiable. Various adjustments need to be made

Rhetorical Analysis Essay Example | Topics and Well Written Essays - 1000 words - 25

Rhetorical Analysis - Essay Example journal was written to identify auditing of books of account of any business as an important activity for every stakeholder of any business organization to always remain updated. The author insists that every stakeholder of any business has the right to be informed about the statement of account in order to know whether the business is of any benefit to the society. Moreover, the author brings out the importance of auditing the inventory of the business to is keep track of the company’s products and merchandise. There is the use of exclamatory of the sentence when he orders the manager and company shareholders to perform the procedure of auditing typically to gain valuable information that would help them avoid overstocks and shortfalls. This makes his rhetorical strategies strong as processes such as auditing, and staff satisfaction has a correlation in the operation and performance of a business to the satisfaction of customer’s satisfaction. However, there is need to examine the accountability of those responsible for process and staffs satisfaction and their outcome to customer’s satisfaction in order to determine the effectiveness of Ballou and Heighter argument. The author targets all business organization stakeholders because they play vital roles in the running an organization such as translating strategies into desired behaviors and results. He uses the illustrations such as monitoring progress, providing feedback via use of auditing system and motivating staffs through performance –based rewards and sanctions and says that their results have a positive or negative impact on the customers. After auditing, the business management has the responsibility to publish ther audited report providing a statement of account to the government in order the latter can calculate the amount of tax that the business organization should be paying. The magnitude of tax will depend with the income realized after every accounting period as provided by the statement

The Qualities of a Friend Essay Example for Free

The Qualities of a Friend Essay Friends can come in different personalities, shapes, and forms. Someone could have a friend that is shy or outspoken. But to be a friend one must have certain qualities to be considered a friend. A friend must be trustworthy, honest, and loyal. One of the main qualities of a friend is to be trustworthy. To be trustworthy means that one would be able to tell the other secrets without worrying, that the friend would go and tell someone else the secret. Without trust, a friendship would not last. There would be drama and issues between the two where the friendship would crumble and would make the two hate each other. For a friendship to have trust and it lasts is one of the best things one could ask from a friend. Another quality a friend should have is honesty. Honesty means to be honest and to never tell a lie. If a friend has this quality one should keep them close by because they are dependable. An honest friend would not keep someone in the cold; they would always tell the other the truth. For example, if one asked the other about a decision that the other made if it was the right or wrong choice, that friend would give an honest answer. So being honest is one key factor of being a friend. Lastly, another quality is to be loyal. To be loyal means to never turn one’s back on the other; he or she would never leave the other behind. A loyal friend will always be on the side of the other and never leave the other behind. One could have done something selfishly, but if that friend has loyalty then he would still be a friend. Loyalty is a must if one would like to be considered a true friend. When people gain a friend in life that person will not be perfect. He will have many flaws just as anyone else. But for that person to be a great friend he or she would have these three qualities: to be trustworthy, to be honest, and to be loyal.

Thematic Independent Study Of Recruitment Proposal Form Management Essay

Thematic Independent Study Of Recruitment Proposal Form Management Essay The title of essay one is Impact of ICT on recruitment and selection. The aim of this report is to identify traditional methods of recruitment and how they have been revolutionized by the emergence of the Internet. In the past few years, the Internet has dramatically changed the face of HR recruitment and the ways organizations think about the recruiting function. Presently, Information Communication Technologies (ICT), which provide enabling technologies to assist Human Resources (Hers) professionals in the delivery of services, have also simultaneously increased the expectations that employees, managers, customers, and regulators have for the HR functions. The feedback I received from essay one is that Internet recruitment is viewed as an important additional tool and traditional methods are continued to be used in recruiting process. The pros of e-recruitment were to identify and reach large of qualified candidates advertise with dispersed location, provide cost effective method, save the recruiting process time and increase image of organizations. The cons of e-recruitment were the discrimination issue forward to Internet non-user, difficult to recruit executive-level talents on the Internet, the digital divide gap between computer literate and illiterate and the risk of overload of resumes. Analysis of Viva process: The viva process went very well and that was after I submitted my both essays to my supervisor. When it came to the Viva (oral defense), I really wanted to do it well. I spent quite more than enough time preparing the viva in the way that I have seen others make similar preparations. After having been informed that I will be required to defend my second essay, I decided that a good presentation comes from good planning and having at hand all the information that anyone might request, so I spent a long time in the preparation and I went feeling confident. As soon as I arrived at the conference where the presentation was taking place, I became nervous when I realized they were all waiting for me to speak and my nerves made me tremble. I did not know how to stop it. later on, I noticed that panelists seemed not to understand what I was saying despite all the preparations I had made. I suddenly calmed myself down, and in no minutes time I found myself flowing and everybody in the room un derstood I had gained momentum. I did it so well and this happened when I decided talking more slowly without trembling. It was interesting because everyone saw a change in my attitude after a very short time, and from there, I personally started seeing things differently. I regained sufficient confidence and was able to discuss matters in greater depth, thus, I felt more positive until the end of the Viva. Title of essay and aim: The title of essay two is Impact of ICT on recruitment and selection, and the main question is whether E-recruitment is an efficient tool for recruitment, and analyzing how beneficial e-recruitment is to organizations implementing it. The aim of this paper was to: Identify what e-recruitment methods are being used, and what are experiences of organizations trying to implement e-recruitment. Establish how organizations are evaluating the success of their e-recruitment initiatives, and establish the level of success being experienced This paper will help to establish a baseline on the use of e-recruitment by organizations, thereby enabling the on-going monitoring of progress and developments in this area. How essay 2 builds on essay 1 Essay two builds on essay one by analyzing the benefits of e-recruitment to organizations implementing it. However, e-recruitment is an efficient method of recruitment due to a number of reasons, most notably for cost reduction, increases the efficiency of the process, reduce time to hire and provide access to a larger and more diverse candidate pool. The most notable benefits reported by organizations having introduced e-recruitment are the cost savings, which have mainly been due to reduced advertising cost, a reduction in the resources required to process applications and a reduction in recruitment agency costs. Other benefits include more efficient management of communication with candidates and the ability to easily report on key performance metrics as a result of internet based tracking systems. It also shows that online recruitment is an improvement but cannot totally replace the traditional recruitment. Thus, increased use of e-recruitment methods and systems is helping to facilitate this trend by removing much of the routine administration involved in recruiting allowing HR to more easily monitor and track recruitment related activities. What I did well or could have done better: What I did well was planning and researching. I came up with really good research based on what I had planned. The communication and listening skills I acquired during the course made me to respond to questions very well and with full confidence. I gathered all the materials and data that I wanted, compiled it before coming up with the final report. Though during report writing, I was not sure whether I was going the right direction as far as the flow was concerned. I kept doing what I thought was right from my own perspective. What I learned: I have learned that planning and preparing for a Viva does not guarantee someone from trembling, but makes you have the information you need at hand. I also noticed how important it is to go back over things I have written about before presenting, for this could make me familiar with what I had written down. There were things I did not know at the time of questions and answer session, and I recognized there were some areas in which I went wrong. This made me realize that the panelists did not understand what I was saying. I have learned that I was not confident enough to present what I had prepared for. I need to think from the beginning about the process of giving a good Viva, as well as being sure about my reliance on what I have prepared/planned in order to have the best Viva. Conclusion: In order to prepare a good Viva or any presentation, good planning is required as well as doing enough research (have enough information at hand). On top of planning, being confident is another important aspect that can lead a person to present a good Viva. If I was confident enough, I am sure I would not have trembled and my oral defense would have been perfectly done from the time I entered the room. I, therefore, would like to encourage students to make sure they have full confidence in mind before attempting any presentation, which for my case was an oral defense (Viva). Mind maps Essays 1 2 Impact of ICT on Recruitment and Selection TIS Essay 1 Introduction Definitions of terms Human Resources information Systems Recruitment methods Traditional Recruitment methods E-recruitment Advantages of E-recruitment Disadvantages of E-recruitment Selection tools for Recruitment Assessment Centers Internet Testing Psychometric Tests Aptitude and Ability Tests Technologies used in Recruitment and Selection Internet Boards Resume Database and Applicant Tracking Technology Online Testing and Assessments Combined Technologies assisting the recruiting and selection process Conclusion TIS Essay 2 Introduction E-recruitment Technology The rise of E-recruitment Personalizing the process The application process Applicant Tracking System Screening Testing Role of Recruiting Agencies Benefits of online recruitment over traditional recruitment Problems/Risks/Limitations of online recruitment Management of information and validation of online recruitment systems Recommendations Conclusion Database Time Spent Search Terms Results (# of records) Evaluation of material (how/what will it contribute to your essay or support your argument?) Grout J and Perrin S Recruiting Excellence: An Insiders Guide to Sourcing Top Talent (McGraw Hill, 2002) ISBN 0077099680 10 Recruitment and Selection Arundhati Ghosh, Junior Faculty Member, E- Recruitment: The Recent Trend of Recruitment Practices, Icfai National College, Garia, Kolkata 10 Impact of ICT on Recruitment and Selection http://www.ehow.com/about_5463606_technologies-used-recruitment-selection.html 10 Technologies used in recruitment and Selection, Get to know technologies used in Recruitment and Selection, and their impact to HR functions (function() { var scribd = document.createElement("script"); scribd.type = "text/javascript"; scribd.async = true; scribd.src = "https://www.scribd.com/javascripts/embed_code/inject.js"; var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(scribd, s); })() Recruitment and Selection Get definitions for Selection and Recruitment http://www.recruitmentcareers.co.uk/Selection-tools-for-recruitment-jobs.htm 20 Selection tools for recruitment Identify selection tools and what they do. Journal10 Personnel Today (Reed Business Information) are a useful journal which often has up-to-date and relevant articles on selection and recruitment practice. 20 Lai, V.S. and Mahapatra, R.K. (1997): Exploring the Research in Information Technology Implementation, Information and Management, Vol.32 pp.187-201. 20 Information technology implementation CIPD (2005) Online Recruitment, [online] (cited 7 December 2005) Available fromhttp://www.cipd.co.uk/subjects/recruitmen/onlnrcruit/onlrec.htm?IsSrchRes=1 20 Online recruitment Advantages and disadvantages of E-recruitment http://www.hr-guide.com/data/G318.htm 10 Assessment centres What assessment centers are and what they do Database Time Spent Search Terms Results (# of records) Evaluation of material (how/what will it contribute to your essay or support your argument?) www.onrec.com 12 The growth of E-recruitment Statistics showing how e-recruitment has grown www.hrmguide.co.uk/recruitment/introduction_to_online_recruitment.htm 13 Introduction to online recruitment www.jobsgopublic.com 18 Survey of Disability Discrimination in Employment www.personneltoday.com Flexibility is vital for the future of web recruitment http://www2.monster.ie/casestudy/ibm 15 IBM case study http://www.taleo.com/research/pdf/TaleoResearch_Global500_03_Report.pdf, 20 Website recruiting Recruiting survey Lievens F., Harris M. M. (2003) Research on Internet Recruiting and Testing: International review of Industrial and organizational Psychology, Vol. 18, John Wiley and Sons. 10 Internet recruiting and Testing Bartram D. (2001). Testing through the internet: Mapping the issues for managing the future. A practitioner workshop. Practitioner forum at the Division of Occupational Psychology Conference, Winchester, UK. 20 Testing through the Internet Leavy N., Canny M., Heywood S., Parker B., (2005). Catching talent with the Web; The Impact of an Online Application Process on Candidate Pools paper presented at the Psychological society of Ireland Conference, Derry, Northern Ireland 20 The impact on online application process Kerrin M., Kettley P. (2003). E-recruitment: is it delivering? The Institute for Employment Studies, Report number 402. 20 Is E-recruitment delivering? Wolfe H. Hartley V. (2005). The changing role of Recruitment intermediaries, the Institute for Employment Studies, Report 420. 12 Changing role of recruitment intermediaries Nigel Fielding, Raymond M. Lee, Grant Blank.(2008) The SAGE handbook of online research methods P274, SAGE Publications Ltd 10 Online research methods

Procurement And Inventory Management At Green Chilly Management Essay

Procurement And Inventory Management At Green Chilly Management Essay The Company GREEN CHILLY is a restaurant chain operating in the UK. It runs several restaurants for takeaway meals and for people that will stop and sit down for lunch or during any other time of the day. The special approach of that restaurant chain is that to a high extend they source healthy food from local suppliers so pointing out their environmental responsibility. On the other hand they use a lot of other products that will be sourced by the central procurement organization. The company has 53 restaurants all over the UK. Altogether they serve around 16.000 meals every day. In addition they have around 23.000 customers stopping for smaller snacks. The restaurant chain is facing certain seasonality due to holiday seasons and weather conditions influencing customer preferences. Green Chilly faces some issues due to their successful growth in recent years: There is no structured procurement process in place. Quality issues with some fresh products (e.g. salads, vegetables) due to different local supplier performance have been identified. Prices for raw materials are assumed to be significant above the average. Shortages of some promotion meals have been identified. 1. Procurement Process Develop a structure for the sourcing process that the company will define for the procurement process. Which processes are especially relevant for production material (e.g. supplier selection, volume forecasting). Give examples. Discuss which processes of the strategic procurement process would be very relevant for either for food or for non-food (e.g. MRO, restaurant equipment, facility management) supply categories. 2. Supplier Selection Develop a decision making example of the selection of a supplier for one supply category. Discuss the differences between monetary and non-monetary criteria and include this in your decision problem. Describe the steps of your calculation and discuss, how sensitive is your solution against changing supplier performance. Set up the data for potential suppliers. 3. Supplier Qualification How could the company improve supplier co-operation and what would you consider as a program for supplier relationship management. Thinking of the food business what could be done by the restaurant chain to qualify suppliers and create closer relations. Try to investigate and illustrate best practices e.g. from fast food chains. Table of Contents Procurement and Inventory Management 2 COMPLETION DATE 2 PLEASE NOTE 2 CASE GREEN CHILLY 3 The key facts are: 3 Green Chilly faces some issues due to their successful growth in recent years: 3 1. Procurement Process 4 Develop a structure for the sourcing process that the company will define for the procurement process. Which processes are especially relevant for production material (e.g. supplier selection, volume forecasting). Give examples. Discuss which processes of the strategic procurement process would be very relevant for either for food or for non-food (e.g. MRO, restaurant equipment, facility management) supply categories. 4 2. Supplier Selection 4 Develop a decision making example of the selection of a supplier for one supply category. Discuss the differences between monetary and non-monetary criteria and include this in your decision problem. Describe the steps of your calculation and discuss, how sensitive is your solution against changing supplier performance. Set up the data for potential suppliers. 4 3. Supplier Qualification 4 How could the company improve supplier co-operation and what would you consider as a program for supplier relationship management. Thinking of the food business what could be done by the restaurant chain to qualify suppliers and create closer relations. Try to investigate and illustrate best practices e.g. from fast food chains. 4 Table of Contents 5 Question 1 6 Introduction 6 1 Procurement/ Sourcing Process 7 Kasavana (2004) stated, that the procurement process is a demanding, elaborate process, which requires knowledge buyers, capable sellers and thorough set of inventory and audit procedures. This is especially true in restaurants where the procurement function should ensure JIT (just in time) deliveries and high quality standards since its primary product (raw materials) have a short life cycle. 7 2 Strategic Procurement Process and Production Material Processes 9 2.1 Procurement Strategy and Organizational Development 9 2.2 Make or Buy, Segmentation of Supply Categories and Strategic Planning of the Procurement Volume 10 Figure 3. Pareto Analysis 11 2.3 Supplier Selection Process 12 2.4 Strategic Alliances/Closing Contracts 13 2.5 Strategic Supplier Relationship Management 13 2.5 Supplier Qualification and Development 14 The sub processes include identification of strategic suppliers, gap analysis of requirements expected by suppliers, a program for training and improving suppliers and monitoring the performance of the suppliers. 14 2.6 Procurement Policies and Guidelines Definition, Organizational Effectiveness/Efficiency Improvement 15 3 Strategic Procurement Processes that are relevant for either food or non food supply categories 16 Conclusion 17 References 18 Bibliography 19 Question 3 19 Introduction 19 1 Improvement of Supplier Cooperation and Supplier Relationship Management Program 20 2 Supplier Qualification and Creation of Closer Relationships 26 Conclusion 27 References 28 Bibliography 29 Question 1 Introduction Purchasing has evolved in the past years from a passive buyer of goods and services to an active contributor that is essential to an organizations competitive advantage (Cavinato 1999). Procurement is viewed by organizations as the activity of purchasing goods/materials and services at minimum cost, transporting them and moving them towards the production process. Procurement also covers a wider area, and may include activities such as material supervision and management as inventory control, traffic receiving, incoming inspection, and salvage operations (Laakmann and KÃ ¶hler 2010). Procurement in organizations has evolved from its traditional transactional function towards a role that incorporates strategic partnerships, cooperative alliances and supply network planning. Therefore procurement strategies can be seen as means in achieving comparative advantage and long-term strategic goals (Tassabehji and Moorehouse 2008). The procurement process incorporates both primary and a support activity, such as the procurement of direct and indirect material and at the present time also involves strategic planning (Simchi-Levi and Kaminsky 2003). Consequently, procurement processes have developed in to strategic procurement process that aids the organization to achieve strategic and operational objectives. In the next section Green Chillys structure of its sourcing process that will be used by the organization as its procurement processes will be developed and elaborated as which processes of the strategic procurement process are relevant for either food or non food supply categories. 1 Procurement/ Sourcing Process Kasavana (2004) stated, that the procurement process is a demanding, elaborate process, which requires knowledge buyers, capable sellers and thorough set of inventory and audit procedures. This is especially true in restaurants where the procurement function should ensure JIT (just in time) deliveries and high quality standards since its primary product (raw materials) have a short life cycle. In order to maintain costs and increase productivity, purchasing practises in restaurants need to be controlled. An inefficient purchasing order could lead to inflated costs of goods that could have a negative effect on the organizations bottom line (Kim and Shunk 2003) For these reasons, Green Chilly should structure a procurement process that may result in the improvement of effectiveness and efficiency and also cost savings. Activities that are usually involved in the procurement function and could be incorporated by Green Chilly include (Monczka, Trent and Handfield 1998): Commodity analysis Market research Purchase order tracking and follow up Determination of needs and specification for inter -firm customer Transmitting forecast of future needs to suppliers Supplier performance measurement Management of suppliers quality Contract management and negotiation Management of inbound/outbound transportation Price cost analysis Employing best practices in procurement certifies that Green Chilly shall make the correct decisions. In order to do so Green Chilly should align the procurement process with the organizations strategic goals and objectives. These objectives if suitable, can be achieved by sourcing strategies that rely on a clear set of tactical procedures to ensure implementation (Sollish and Semanik 1999). The focus of the organizations sourcing strategies is to integrate supplier capabilities with the organizations process in order to achieve comparative advantage. The activities that are associated with sourcing strategies include (Monczka, Trent and Handfield 1998): Supplier identification Supplier evaluation and selection Supplier management Supplier development and improvement Supplier integration to ongoing processes Consequently, the procurement function covers both the operational procurement of materials and services and the administration management of sources of supply. Therefore, Green Chilly should take into consideration the critical importance of the links between the strategic and operational tasks of the procurement process, as indicated in figure 1 (Laakmann and KÃ ¶hler 2010). Figure 1. Strategic and Operational Procurement The strategic procurement system is based on two main pillars that are the sourcing system and the strategic partnerships. These pillars are the framework for the operational sourcing process that shall be based in developing the sourcing process which will later be expanded in Green Chillys procurement process, as indicated in figure 2 (Laakmann and KÃ ¶hler 2010). Figure 2. Main Pillars of Strategic Procurement 2 Strategic Procurement Process and Production Material Processes The strategic procurement process is adapted from Laakmann and KÃ ¶hler (2010) for the use of this report and the steps of the process that is proposed for Green Chilly to incorporate for its procurement process are further expanded in the following sections. All of the below processes are relevant for the production of materials as each of the processes such as supplier selection, evaluation, procurement strategy and so on, as shall be indicated, play a critical role in the decision making and execution of producing materials. 2.1 Procurement Strategy and Organizational Development The first step in the development of Green Chillys procurement process is the establishment of a procurement strategy. In order for Green Chillys procurement strategy to be successful it has to incorporate the needs of the organization and to be in consistency with their internal capabilities as well as the competitive advantage that is to be achieved through the overall business strategy (Monczka, Trent and Handfield 1998). Therefore Green Chillys procurement/purchasing activities need to be consistent with the business strategy and make a proactive contribution the creation of corporate values and plans. The sub processes that fall under this category are the identification of needs, the definition of the procurement task, and the purchasing business system. As already established, procurement arises when the organization recognizes the need for materials/services and so on. When the need is recognised the organization should then release a material requirement to its supplier. The organization should make sure that inventory is always restocked. An issue has already been identified, where Green Chilly is experiencing some shortages in its promotional meals. In order to solve this issue a more accurate forecast of demand could be embedded based on historical trends. Various procurement strategies are employed by organizations to deal with different situations. In the case of Green Chilly, based on the information given by the case study, where quality issues with some fresh products and above average prices on raw materials are experienced, the organization could take under consideration two types of procurement strategies: long term supplier relationships and the total cost of ownership. In accordance to the first strategy (which shall be further expanded in the following sections) Green Chilly could establish long-term relationships with selected suppliers following a supply base optimization process. The outcome of this strategy is the it could enable Green Chilly to increase volumes of raw materials to reduce product cost, improve quality (by cooperating with suppliers) increase delivery performance etc. (Monczka, Trent and Handfield 1998). In accordance to the second strategy, total cost measurement could lead to better decision making as it identifies all the cost associated with purchasing decision and with supplier non performance. Cost variances can be analyzed such as in the case of Green Chilly, increase in prices and quality issues and try to find solutions (Monczka, Trent and Handfield 1998). The output of this process is the functional procurement strategic objectives, definition of the procurement tasks and policies, where procurement tasks can involve supplier selection and negotiation of contracts, specifications of the quality and delivery arrangements and price for inventory for a given volume or period time etc (Bradbury et. al. 2010), supplier cooperation model, and the decision requests for the general management. 2.2 Make or Buy, Segmentation of Supply Categories and Strategic Planning of the Procurement Volume In this category the sub processes include analysis of products, value chain and sourced volumes, make or buy strategy and strategic forecast of purchasing demand. Make or buy can apply to Green Chilly on the grounds that if the company would prefer to buy for example ready made packages of raw materials (salad package of various greens) or make it, based on whether it is financially profitable. Green Chillys forecasting demand can be based on historical volume trends and quantity as well as taking under consideration the seasonality that the restaurants operates, forecasts can additionally be made in accordance to last years sales to establish a pattern, when possible, of seasonality. As already established, Green Chilly is experiencing an issue with higher prices of raw materials and quality issues. In order to solve this issue, higher volumes of raw materials can be ordered (or based on the long term suppliers relationships better prices can be negotiated and quality standards) to decrease the unit cost. Since Green Chillys primary product are raw materials that have a short life expectancy the cost of carrying inventory is not advisable. Green Chilly could use the central procurement organization to negotiate better prices for such products. In regards the environmental responsibility the company wishes to maintain, it could attempt to source from local suppliers where economically affordable. In this category Green Chilly should take into account supply categories, demand forecasts, make or buy strategy, sales plan and product portfolio. The organization could use the Pareto analysis (figure 3) (Bradbury et. al. 2010) to aid them prioritise procurement activities and create a product portfolio by classifying products into A B C categories, and also decide which products can be sourced from the central procurement and which from the locals suppliers. Figure 3. Pareto Analysis Class A products are one-for-one basis, class C items can be ordered in large batches and class B products are somewhere in between. Green Chilly could for example, purchase class A products directly from local suppliers in order to ensure delivery and negotiate prices and let the central procurement organization purchase class C products to ensure better prices and vice versa. By using the Pareto analysis the organization can classify all its products and create a product portfolio that will aid Green Chilly in its decision making. The output of this process is that supply categories are defined, a structure is set, a make or buy decision is formulated and purchasing is forecasted as is the sourcing of demand. 2.3 Supplier Selection Process The sub processes of this category include supplier identification, supplier pre-selection, supplier selection and supplier contract. Figure 4 shows the funnel model of supplier identification and selection by Laakmann and KÃ ¶hler (2010) that Green Chilly could use. Figure 4. Funnel Model of Supplier Identification and Selection In this procurement process consideration should be applied to the supply market, the sourcing and procurement strategies/policies, suppliers cooperation models as well as the evaluation and audit of the results. Firstly, Green Chilly has to evaluate the requirements that are needed and also try to evaluate its sourcing requirements from suppliers that can include supplier quality (Green Chillys quality issues), cost competitiveness (increase in raw materials cost), potential delivery performances and technological capabilities (Zenz 1994). Then, Green Chilly has to gather and analyze information about potential suppliers. There are various methods to locate potential suppliers such as business directories, online search engines and many more. With the growing efficiency and increased interactivity provided by the web Green Chilly could establish e-procurement for a more effective product search, rapid data interchange from e-market places and e-hubs (Kasavana 2004). Once the research focus is established and suppliers are identified, a candidate list is created as well as a database with the information about the supply markets for future reference. A first cut based on the preliminary evaluation can then be performed to narrow the list of potential suppliers before conducting an in-depth evaluation. This can be based on criteria such as financial risk analysis, evaluation of previous and current supplier performance (Sollish and Semanik 1999). Additionally a further evaluation can be carried out based on criteria such as price, quality, delivery, responsiveness, capability and competitive value and many more (Zenz 1994; Lamming and Cox 1999). Suppliers ability to respond to specifications or the scope of the work can be investigated by an on site visit to inspect the suppliers facility and establish if the supplier qualifies to meet requirements. Additionally the suppliers operational capacity, technical capability and financial ability should be taken under consideration (Solish and Semanik 1999). Once the suppliers are selected and audited then negotiations can be conducted and agreements could be executed depending on the success of the negotiations and by providing performance feedback. 2.4 Strategic Alliances/Closing Contracts To create strategic alliances Green Chilly has to clarify its supply category and determine the required degree of cooperation. Establishing close ties with suppliers and increasing investment in value chain partners encourages trust, dependability and cooperation amongst the supply chain partners. Strategic alliances could lead to competitive advantage by revenue gains and cost savings (Chen, Paulraj and Ludo 2004). Furthermore, once the requirments are determineed, agreements should be negotiated and developed and measures of performance should be established. 2.5 Strategic Supplier Relationship Management The sub processes of Supplier Relationship Management (SRM) include the types of relationships the organization has to decide, definition of the organizations processes for SRM and establish a communication system and IT solutions for collaboration. Working closely with a few selected suppliers and establishing collaborative relationships Green Chilly can gain performance advantages. By sharing information with suppliers and communicating knowledge competitive advantage can result. Buyer-seller communication could establish trust for Green Chillys supply base, which can result in minimizing suppliers costs (raw materials) due to better negotiations of prices because of long-term contracts, an increase in quality standards and better evaluation of performance to increase quality as well as technological insights (Chen, Paulraj and Ludo 2004). Green Chilly can use IT collaborative solution software to improve communication with suppliers and gain new revenue while reducing operational cost (Kim and Shunk 2003). By automating more SRM functions, Green Chilly could reduce the levels of transactional activities and gain efficiency. The output of this process is to establish the types of relationships with suppliers, the activities for SRM, availability of sourcing/supplier information and collaborative processes for procurement planning. 2.5 Supplier Qualification and Development The sub processes include identification of strategic suppliers, gap analysis of requirements expected by suppliers, a program for training and improving suppliers and monitoring the performance of the suppliers. Effective supplier development for Green Chilly could begin by determining the appropriate numbers of strategic suppliers; by performing a supply base optimization Green Chilly could identify those suppliers (Monczka, Trent and Handfield 1998). This should be an ongoing process that shall help the organization to evaluate the best suppliers and try to develop strategic alliances with. Additionally, by establishing a supply network Green Chilly could qualify the appropriate suppliers that it wishes to do business with and by setting appropriate performance indicators decide which suppliers are suitable for their development program. A development program for suppliers that Green Chilly could incorporate is to work directly with suppliers to improve performance since the organization is experiencing quality problems with the performance of suppliers. By working closely with suppliers Green Chilly could assist in quality improvements and measurement techniques on how to identify and eliminate problems. Additionally, performance improvements that could be established are cost reduction (raw materials), delivery and scheduling improvements (shortfalls in promotional meals. For example Green Chilly could work with suppliers to develop a JIT purchasing and manufacturing system since the primary product of the organization is raw materials that have a low life expectancy such a development will be beneficial. The outcomes will be a better understanding from both parties, improved processes and delivery performance. 2.6 Procurement Policies and Guidelines Definition, Organizational Effectiveness/Efficiency Improvement In this category the sub processes that Green Chilly should follow are the evaluation of the procurement tasks and processes as well as the corporate policies and the development of a standard for operating procedures by giving a detailed description of the functional duties or steps for a specific task. Additionally a continuing improvement program should be established, a skill matrix for staff should be developed and an internal and external communication. Significant procurement policies for Green Chilly are for example the quality issues it experiences from local suppliers performance and the above average cost with raw materials. For a restaurant quality issues are critical in maintaining the restaurants credibility and customer loyalty (Zenz 1994). As already mentioned by collaborating with selected suppliers Green Chilly can deal with such issues by development programs or cooperation and selection of new suppliers. The outcome of this process will be the operational policies and management ethics, training and continuous improvement structures and the established sourcing process. Figure 5 indicates based on the above already discussed Green Chillys sourcing process that will be used as its procurement process. Figure 5. Green Chillys Procurement Process 3 Strategic Procurement Processes that are relevant for either food or non food supply categories Green Chillys procurement can de divided into the procurement of direct and indirect products. Indirect products/services are commodity items that are used in the day-to-day operations (MRO, IT equipment, services, capital equipment, facility management etc), direct goods include raw materials that are used to create finished products (http://www.clarity-consulting.com Accessed: 01/03/10). In this section the above processes of the strategic procurement process relevant for food and non-food supply categories of Green Chilly will be indicated. In the procurement strategy process where the organization requirements are identified and policies and tasks of the procurement process are formulated, it does not seem to be very relevant for food and non-food supply category. However the procurement strategy is the base for the purchasing strategy and it is where Green Chily shall make decisions on sourcing, whether to pursue contracts versus spot buying and suppliers recruitment plan and model. Therefore it can be argued that it is relevant for both the supply categories. In the make-or-buy and strategic planning of procurement and volume Green Chilly has to decide which materials is going to produce in house or source, and at what volumes by forecasting demand, thereof it is the organizations sourcing strategy. This process is the most relevant for both food and non-food categories. Make-or-buy decisions are usually very simple. Most organizations source production equipment, MRO supplies, capital equipment and services because they cannot manufacture them as well as raw materials where in the case of Green Chilly the primary (direct) products is the latter. Furthermore, the suppliers selection process and the strategic alliances process are considered very relevant for the food supply category. This is due to the fact that in these sub processes Green Chilly has to select the appropriate suppliers based on performance requirements such as quality cost effectiveness, delivery performance etc and establish cooperative relationships and strategic alliances with the selected suppliers. Due to the fact that Green Chillys primary product is raw materials price, quality and availability are of critical importance and this is dependent on the suppliers. Moreover, supplier relationship management process and qualification and development of suppliers process where the company has to develop trust relationships where open flow of information should be established in aiding the organization achieve comparative advantage by developing and qualifying suppliers that would provide Green Chilly with quality products and no replenishments based on contingency supply plans, this sub process is considered very relevant for food supply categories. Finally the procurement policies and organizational improvement process is considered very relevant for both food and non food supply categories as it is the stage where the organization evaluates its processes and tries to determine if good practices were applied or if improvement of the processes is required. Conclusion Green Chillys issues with suppliers quality, above average prices of raw materials and shortfalls in promotional meals could be resolved with the appropriate procurement process as established above. By creating a procurement policy where the sourcing process can establish efficiencies and effectiveness to select, develop and control partnerships with suppliers and thus create strategic alliances and overcome the issues as well as decisions on which is the most appropriate solution for sourcing, either it be form the central procurement organization or directly from local suppliers, shall aid Green Chilly in accomplishing its strategic objectives and goals. Thus, a strategic procurement process is vital to the successful performance of the organization. Furthermore by clarifying which supply categories, food or non-food, are relevant to the sub processes of the strategic procurement process shall assist Green Chilly to improve operational performance by making procurement tasks more uncomplicated and repeatable. It is highly advisable that Green Chilly should engage in e-procurement to enjoy online economies such as effective product search process, improved needs matching, rapid data interchange, lower transaction costs, enhance productivity, vendor relations, improved pricing and customer relationship management (Kasavana 2004). References Bradbury, K., Hill, J., Whicker, L., and Malins,M. (2010), Logistcs and Operation Management, Module Notes, WMG Cavinato, L.J. (1998), Fitting purchasing to the five stages of strategic management URL:http://www.sciencedirect.com/science?_ob=ArticleURLHYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0_udi=B6VGR-3WRBWC0-2HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/199 9_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0_user=10HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_urlVersion=0_coverDate=06%2F30%2F1999HYPERLINK http://www.sciencedirect.com/science?_ob=ArticleURL_udi=B6VGR-3WRBWC0-2_user=10_coverDate=06/30/1999_rdoc=1_fmt=high_orig=search_sort=d_docanchor=view=c_searchStrId=1238910197_rerunOrigin=google_acct=C000050221_version=1_u

Marketing Information Systems (MkIS) Support for the Marketing Management Process :: essays research papers

Marketing Information Systems (MkIS) Support for the Marketing Management Process Introduction More and more, companies are faced with the need to control an ever larger and rapidly changing marketing environment. The information processing requirements of companies are expanding as their competitive environment becomes more dynamic and volatile (Child, 1987). To handle the increasing external and internal information flow and to improve its quality, companies have to take advantage of the opportunities offered by modern information technology (IT) and information systems (IS). Managing marketing information by means of IT has become one of the most vital elements of effective marketing. By collecting and sharing marketing information and by using it to promote corporate and brand image, IS offer new ways of improving the internal efficiency of the firm. IS allow dynamic marketing communication between personnel in corporate planning, accounting, advertising and sales promotion, product management, channels of distribution and direct sales. These systems also relate to marketi ng strategy, marketing planning and the entire marketing management process. IS span the boundary between the organization and its environment by connecting the customers and partners to the firm ¢s warehouse, factory and management. Today interorganizational relationships and interorganizational information systems (IOS) have become a common form for processing transactions and there are many examples of IOS that create electronic linkages between firms (see Bakos, 1991; Cash and Konsynski, 1985). IT has a key role in new flexible organization forms such as strategic partnerships and cross-functional networks. New organizations will be designed around business processes rather than functional hierarchies (Rockart and Short, 1989) and we will face the need for new kinds of IS in marketing. In fact, IS will be the cornerstone of new approaches to marketing. Management and systems designers should therefore be better aware of the avenues available to integrate marketing and management processes in new innovative ways. The objectives of this empirical survey among Finnish wholesale companies are threefold. First, we evaluate which information included in marketing information systems (MkIS) has been important in providing support for the marketing management process. Second, we analyse what improvements in marketing and sales have been realized by implementing MkIS to support the marketing management process. Third, we investigate, in more detail, what operational MkIS sub-systems have contributed to improved effectiveness for implementing and controlling marketing efforts. In order to answer these questions we first develop the analytical framework, and then we describe the survey of 50 marketing organizations in Finland.

The Gender Struggle in A Streetcar Named Desire by Tennessee Williams E

     Ã‚  Ã‚  Ã‚   After two world wars, the balance of power between the genders in America had completely shifted. Tennessee Williams’ A Streetcar Named Desire is a harsh, yet powerful play that exposes the reality of the gender struggle. Williams illustrates society’s changing attitudes towards masculinity and femininity through his eloquent use of dramatic devices such as characterization, dialogue, setting, symbolism, and foreshadowing. Stanley, the protagonist, is a symbol for society’s view of the stereotypical male. He is muscular, forceful, and dominant. Stanley’s domination becomes so overwhelming that he demands absolute control. This view of the male as a large animal is revealed in the opening of the play where Stanley is described as â€Å"bestial.† His power and control throughout the play are foreshadowed in the opening stage directions. [†¦She cries out in protest†¦Her husband and his companion have already started back around the corner.] Stanley does not take notice of his wife’s concern, but instead continues on his original course, asserting his own destiny, without any thought to the effect it may have on those around him. This taking blood at any cost to those around him is foreshadowed in scene one, with the packet of met which he forces upon his wife. It is through actions such as these that Stanley asserts power, symbolic of the male dominance throughout patriarchal society. He also gains a s... ...iking play, Tennessee Williams poses a question to society, as to whether or not these representations are accurate.    Works Cited and Consulted Bloom, Harold. Introduction. Tennessee Williams. Ed. Harold Bloom. New York: Chelsea House, 1987. 1-8. Londre, Felicia Hardison. "A Streetcar Running Fifty Years." The Cambridge Companion to Tennessee Williams. Ed. Matthew C. Roudane. New York: Cambridge UP, 1997. 45-66. Nelson, Benjamin. Tennessee Williams: The Man and His Work. New York: Ivan Obolensky, 1961. Williams, Tennessee. "Tennessee Williams Interviews Himself." Where I Live: Selected Essays by Tennessee Williams. Ed. Christine Day and Bob Woods. New York: New Directions, 1978. 88-92.

Ethical Issue on Do Not Resuscitate/Do Not Intubate Essay

In cases of cardiac or respiratory arrest, doctors, nurses, and other healthcare professionals conduct resuscitation, which is a medical procedure meant to restore cardiac function in such cases (The Cleveland Clinic Department of Bioethics, 2005). DNR, or â€Å"do not resuscitate† is an order that prohibits resuscitation to individuals who gave the order (The Cleveland Clinic Department of Bioethics, 2005). DNR orders are often executed by patients, whether in a hospital or nursing home (NYS Department of Health). Wherever a patient may be, the DNR order prohibits medical practitioners from performing cardiopulmonary resuscitation or CPR to attempt to restore the heartbeat and breathing of a patient whose heart has stopped beating (NYS Department of Health). Similar to a DNR order is a DNI order, or a â€Å"do not intubate† order. This is a separate order because essentially, resuscitation is different from intubation (WebMD, Inc. , 2007). Intubation involves the insertion of a tube through the nose or mouth to into the trachea so that the patient can breathe (WebMD, Inc. 2007). Intubation could prevent respiratory arrest or heart attack (Caring Connections & National Alliance for Hispanic Health). A person’s need for either intubation or resuscitation may differ depending on the circumstances, and it is possible that a person gets difficulty breathing even though his heart functions well (WebMD, Inc. , 2007). Thus, a DNR order does not always include a DNI order, and vice versa. All adults can execute or ask for a DNR order (NYS Department of Health). In certain instances, family members, friends, or representatives may also execute the DNR in behalf of the patient (NYS Department of Health). The main consideration for having a DNR ready is the fear or possibility of the failure of CPR or intubation (NYS Department of Health). The success or failure of CPR or intubation depends on many factors, including the general state of health and age of the patient (NYS Department of Health). Less healthy and ageing patients may have other conditions and frailties that could hinder the success of CPR or intubation (NYS Department of Health). Cardiac arrest can sometimes signal the shutting down process of the body, and CPR or intubation could only serve to interrupt such natural process (Caring Connections & National Alliance for Hispanic Health). Therefore, a failed resuscitation or intubation could lead to worse cases, such as brain damage (NYS Department of Health), dependency on a ventilator, or broken bones from the compression of the chest (Caring Connections & National Alliance for Hispanic Health). Thus, patients, particularly the older ones, prefer to die in relative peace rather than undergo aggressive resuscitation or intubation procedures. DNR/DNI orders are widely accepted as ethical practice (NYS Department of Health). Thus, healthcare professionals are mandated to respect such orders and refrain from giving treatment even though they feel CPR or intubation could still save the patient’s life. Thus, healthcare professionals, nurses, and doctors are left with few options when they face the dilemma between honoring a DNR/DNI order or his medical instinct (NYS Department of Health). First, he must follow the DNR/DNI order. Second, if he cannot follow the order, he must transfer the patient’s care to another doctor who would do so. Lastly, he could try to settle the dispute the soonest possible time (NYS Department of Health). There are many ethical issues relating to the execution of DNR/DNI orders. Working in acute health care setting as a nurse, this issue is an ever-present one that needs resolution. Ethical issues on this aspect revolve around the question of the right or authority to decide whether to discontinue life or prolong it. The justifications for the favorable ethical standing of DNR/DNI orders lie in the medical possibilities that are present in the given circumstances. Given the above-discussed considerations relating to health and old age, there are medical cases where CPR or intubation becomes an unwise option. The possibility of a fate worse than death, such as permanent brain damage, may not be worth pursuing, and the case might just be nature’s way of ending a person’s life (NYS Department of Health). Another justification for DNR/DNI orders from the ethical standpoint is freedom of choice. Pursuant to Kantian philosophy that gives premium on human reason and free will, the ultimate choice and control over a person’s life lies in himself alone, except in certain cases where he is no longer equipped with the necessary faculties to make such decisions on his own. Nursing care is directly involved with the ethical issues on this respect because they are the ones who are often faced with the dilemma between honoring a patient’s DNR/DNI order or following the medically justified path. Given the existing laws and rules on the matter, nurses can do nothing but follow protocol, and respect such orders when present. Ultimately, the law and the rules do not place the decision in their hands, but on the patient’s.