Can Britain retain ownership of its former imperial oil company – BP

Order Instructions:

Clear demonstration of rigorous research from recognised authoritative sources. Audience focus. Meeting the deliverables. 50% Rigorous use of the Harvard Methodology for citation and referencing; page numbering; correct display of direct quotations. 10 % Demonstration of a clear understanding of the issues. Use of academic models. Full articulation of ideas developed. Offering well-argued solutions and/or alternatives. 40% Assignment Task Can Britain retain ownership of its former imperial oil company – BP? BP was a member of the “Seven Sisters” collective of international oil companies in the 1970s, rubbing shoulders with Exxon and Shell as one of the top 3 oil giants of that era. Since then, it has encountered several troubles, not least of which was its involvement with the Texas City refinery fire and the Deepwater Horizon disaster in the Gulf of Mexico in 2010. The cost of the Gulf of Mexico debacle, at $43 billion and still counting, in fines, legal costs and clean-up has seen enter into asset sales of some $40 billion to help finance these gigantic bills. Whilst doggedly maintaining its generous shareholder dividends, on which many private and institutional portfolios rely on both sides of the Atlantic, BP shares have fallen by one-fifth in the past 10 years. This contrasts significantly with broader stock market indices which show growth of some 20% in the same period. Shareholders have become nervous, not only because the dividend returns are slightly negative, even if the yield remains good and attractive, but that BP is rapidly becoming a potential take-over target. Stock market capitalisation is still large at $107 billion, but in April 2010 BP’s market capitalisation was at a high of $190 billion. BP still has some strengths – its expertise in deep-water drilling and a 20% stake in Rosneft, Russia’s biggest oil company. More recent reactions by BP senior management to falling oil prices and the ongoing USA lawsuits have seen a 15% reduction in capital expenditure this year, and the announcement of a $1 billion restructuring programme. Is all this enough to keep BP independent, or will rivals seek to capitalise on BP’s weakness and make a take-over bid for it? In a 2,000-word essay, discuss both the attractions and disadvantages of BP as a possible take-over target, and identify the most probable bidders for BP. Give some examples of the problems that face these potential bidders in terms of political issues and managerial styles. Discuss whether a continuation of low oil prices, as seen in the first quarter of 2015, will accelerate any take-over bid, or would low prices be another barrier. Your own interpretations and conclusions from your researches are fundamental. Supporting your own arguments in a robust and objective manner will qualify for better marks than a simple re-statement of the data and opinion found in the research. Total marks for assignment: 100 Please take your time and read all instructions so that i can have highest marks.

SAMPLE ANSWER

Introduction

BP is in the league of “super major” oil and gas corporations in the world. This British multinational corporation is headquartered in the St. James area of London in the United Kingdom. The corporation is currently the sixth biggest oil and gas companies in the world as demonstrated by its 2012 financial performance. The corporation is vertically integrated which enables it to operate in all areas of oil and gas business (ADAMS, CROOKS and PARKER, 2015). The corporation is therefore involved in oil and gas exploration and production as well as in refining, distribution and marketing in all the markets it operates in. The corporation is also involved in the business of developing and trading in renewable energy which includes solar, wind and bio-fuels among others. The company also deals in petrochemicals, power generation and trading in oil and gas products (HENRY, 2015). The corporation produces 3.2 million barrels of crude oil per day from its wells. This oil is produced from oil wells located in about 80 countries where the corporation has exploration and production agreements. From current estimates, the corporation has proven oil reserves in its production blocks located in several countries of over 17.9 billion barrels. These unexploited oil reserves will enable the corporation to remain in the business of oil production for many years to come. The corporation’s distribution network consists of over 17, 800 petrol service stations’ located in several countries. Of the 17,800 petrol service stations’, the largest percentage of them is found in the United States of America which hosts the largest business operations of the corporation in the world (CROOKS, JOHNSON and SAIGOL, 2010).

The corporation is listed on the New York Stock Exchange in the United States of America and Frankfurt Stock Exchange in Europe. The two listings are classified as secondary listings as the corporation has its primary listing on the London Stock Exchange in the United Kingdom. The corporation is one of the blue chip companies that constitute the FTSE 100 Index of the London Stock Exchange. Founded in 1908 in the United Kingdom, the corporation was initially known as Anglo-Persian Oil Company. The corporation adopted many names as ownership and control changed since then and throughout its long history up to the current name of BP which is an acronym for Beyond Petroleum (CROOKS, JOHNSON and SAIGOL, 2010). In 2001, the corporation changed its name from British Petroleum, a name it adapted in 1954, to BP which is an acronym for Beyond Petroleum. This was after it made some important acquisitions and needed to assume a global identity (CROOKS, JOHNSON and SAIGOL, 2010). With a staff compliment of over 83,000 employees, the corporation is one of the largest employers in the world. The corporation holds 19.75% stake in Rosneft. Rosneft is a publicly traded Russian oil and gas company which deals in the production of hydrocarbons (CROOKS, JOHNSON and SAIGOL, 2010).

BP Group has over its history been involved in several large scale oil spills and disasters which have posed untold danger to the natural environment and incurred the corporation substantial costs inform of legal dues, fines, and compensation and clean up costs. One of the most recent and notable disaster, which happened in 2005, was the Texas City Refinery explosion which caused the death of 15 workers. The United States of America’s court that probed the disaster placed blame on BP and fined the corporation heavily for its contribution to the disaster (CROOKS, JOHNSON and SAIGOL, 2010). The next disaster was recorded a year later in 2006 in Alaska’s North Slope. In this disaster a BP’s oil pipeline burst resulting in the largest oil spill at the time. Once again a US court probed the matter and found BP liable for the accident. The corporation was fined the largest per barrel civil penalty fine in a US court in history at the time of $25 million. The next incident occurred four years later in 2010, which resulted in spillage of oil into marine waters in the Gulf of Mexico and loss of 11 lives (CROOKS, JOHNSON and SAIGOL, 2010). The corporation has up to date paid fines, legal fees, clean up costs and other miscellaneous costs to the tune of $ billion dollars on account of the Deep Horizon disaster in the Gulf of Mexico as it is referred to in various circles. However, there are still legal suits waiting to be heard while new ones keep on being filed by parties that feel aggrieved by the disaster. Analysts have estimated that BP will be forced to pay upwards of $46 billion dollars once all cases are concluded which puts the corporation’s future survival in jeopardy (LIND, 2010).

An analysis of the attractions and disadvantages of BP as a possible take-over target

The principle reason for existence for any business entity is to maximize shareholder wealth which is in line with contemporary financial theory. The financial interest of shareholders is met by making this principle reason the main objective of any organization (CROOKS, JOHNSON and SAIGOL, 2010). However, to maximize shareholder wealth corporations must also meet the interests of other stakeholders who are either affected or are interested in its activities (CROOKS, JOHNSON and SAIGOL, 2010). Despite these challenges, the corporation has continued to report profits and pay attractive dividends each financial year. The company is the mainstay of many private and institutional portfolios due to the reliable and generous dividends that it pays to its shareholders (LIND, 2010). Lately, investor discontent has started being witnessed due to various factors. One of the factors that are contributing to the rising discontentment among investors and shareholders includes the fact that the company’s shares have fallen by a fifth in the last 10 years. This fall has seen the company underperform the broader market and has resulted in slightly negative shareholder returns (LIND, 2010). The company’s share performance is illustrated in the diagram below.

The above diagram shows that the Deep water Horizon incident in the Gulf of Mexico which cost the company some $43 billion and which occurred in 2010 hugely impacted the corporation’s performance on the market.

One of the attractions for a takeover bid is that the corporation has since the incidence occurred sold off more than $40 billion of its assets to meet costs associated with the Deep Water Horizon incident in the Gulf of Mexico (LIND, 2010). This resulted in a reduction in size by one third; which in effect has reduced the price that possible takeover suitors will have to pay to take over the company. The corporation’s market capitalization has fallen from a high of $190 billion recorded in April, 2010 to $ 107 billion (NORMAN, 2015). This substantial fall is likely to convince takeover suitors that fall is a temporary occurrence and that market capitalization will rise once the Deep Horizon incident is solved conclusively. This is a driving force for suitors who are eager to make capital gains in the future (GROSS and SCHECK, 2015). The other factor that it making a takeover more likely is the possible impact on the company’s revenues and operations caused by the current fall in oil prices. The combined effect of these factors has seen BP reduce its capital expenditure budget and make substantial job cuts. As costs of the Deep Horizon incident and falling oil prices persist, BP may be forced to temporarily stop paying dividends and reduce its capital expenditure substantially. This would automatically reflect on market prices which would reduce the takeover strike price (GROSS and SCHECK, 2015). This scenario is likely to make the takeover of BP more attractive. The takeover will likely be supported by private and individual investors as it will also offer them an opportunity to exit the company by offloading the shares they hold to the company taking over. The fact that the company has reduced its capital expenditure budget is also another case for the takeover. Cutting capital investment budget is a sign that the company is reducing its ability to generate new growth (GROSS and SCHECK, 2015). This shows that the company is constrained financially and will not be able to compete on the international stage. Many investors are also projecting a situation where BP will start paying dividends in new shares or bonus shares instead of cash in the future. The likelihood that BP could be taken over are high as its weaknesses become more pronounced (LIND, 2010). Another reason for the takeover, apart from BP challenges, is the general gloom in the oil industry. The S&P Global Oil Index has performed marginally worse than BP since 2010. All big oil companies have been struggling with rising costs and falling reserves even before oil prices dropped. Mergers and acquisitions are a good avenue for struggling oil companies to cut costs and makes some savings (SAIGOL and JOHNSON, 2010).

Even though BP market capitalization has fallen from a high of $190 billion as at April 2010 to a low of $107 billion presently, it is still costly to many suitors. The list of buyers is therefore small and includes Exxon Mobil, Shell, Chevron and some state firms in Saudi Arabia, Qatar and Kuwait. However, even though these state firms are big enough as to afford BP they have not shown any interest in the corporation (ELDER, 2014). The most likely buyers are Chevron, Exxon Mobil and Shell whose market capitalizations are $196 billion, $380 billion and $197 billion respectively. There are several reasons as to why each firm may or may not pursue a takeover with BP. Exxon Mobil could take over BP to strengthen its presence in the USA. Exxon Mobil has small American business when compared to its operations internationally and would be willing to take over BP to increase its presence in the American market (SAIGOL and JOHNSON, 2010). Exxon Mobil has a low leverage position and is awash with cash which can be channeled to finance the takeover of BP. The corporation is also experienced in the takeover of similar oil companies as it took over Mobil in 1999 without major challenges. The corporation also has low borrowing costs which will enable it to obtain adequate funds to take over BP. Exxon Mobil is also known to have unrivalled political clout which would come in handy in handling the outstanding BP lawsuits (GROSS and SCHECK, 2015). BP is known to have handled American court cases shoddily and would benefit from Exxon Mobil’s political clout to turn around the outcome of the remaining cases. Another reason that would push Exxon Mobil to consider taking over BP is BP’s stake of 20% in Rosneft. Rosneft is the biggest and well-connected oil firm in Russia. Taking over BP would in effect give Exxon Mobil a foothold into Russian oil fields. The Exxon Mobil exit Russia after sanctions were placed on Russia by western powers (SAIGOL and JOHNSON, 2010). The fact that Rosneft is heavily indebted is an opportunity for Exxon Mobil to increase its stake in the company and acquire a bigger say in the company’s strategic direction. Russia’s oil and gas reserves cannot be ignored by any keen oil and gas company and the fact that Rosneft is cut from western capitals due to sanctions on Russia, offers another incentive for Exxon Mobil to bid to take over BP (SAIGOL and JOHNSON, 2010).

It is however, unlikely that Exxon Mobil would be able to help solve the outstanding BP lawsuits if it takes over the corporation. The remaining lawsuits are to be heard in Louisiana. Outsiders tend to fare poorly in Louisiana which makes it more difficult for BP to get the cases adjudged in its favor. In one of Barrack Obama’s well-circulated statements, he referred to BP as “British Petroleum” which is viewed as having set the stage for the unfavorable view of the company’s interests. This might influence the outcome of the remaining cases and the view that the US courts can be influenced by money and influence is somewhat unjustified. Exxon Mobil’s board may be unwilling to approve a takeover of a company embroiled in legal suits (DENNING, 2010).

Shell seems unlikely to take over the company as it is facing challenges of its own. Even though Shell has a solid balance sheet, and there are attractive synergies and cost savings that can be realized by the merger, Shell is known to shy away from hostile bids as it is simply not its style. Shell is also not doing well on its drilling projects’, including its Alaskan drilling project and had to scrap a huge petrochemicals’ project that was based in Qatar. Shell and BP are said to have two separate cultures that would be hard to align (LIND, 2010). BP’s culture still stinks of imperialist tendencies whereby employees are afraid to convey bad news to their bosses’ whereas at Shell culture is flatter and more collaborative and the corporation sees itself as being engineering-driven. The only probable merger would be by Chevron which would mainly be a “white knight” merger to keep away Exxon Mobil and Shell (LIND, 2010).

A takeover from any of these companies is also likely to face strong headwinds from the British government. In recent statements, the UK government has expressed their disapproval of any takeover of BP by outsiders. BP has strong links with the top bureaucracies in the UK government and has a long history with the government. The UK government is likely to make it difficult for any potential suitor to take over BP (PARKER and ADAMS, 2015). All indications point to BP remaining as an independent company judging from recent statements made by top bureaucrats in the UK government. Top current and past advisers and directors such as include Lord Brownie are known to be very influential and possess deep and powerful connections within the government. This cabal of powerful people is known to favor BP remaining independent and British (CROOKS, JOHNSON and SAIGOL, 2010).

References

ADAMS, C., CROOKS, E. and PARKER, G., (2015, Apr 27). UK government says it will stand in the way of any BP takeover attempts. Financial Times, 1. ISSN 03071766.

CROOKS, E., JOHNSON, M. and SAIGOL, L., (2010, Jun 03). Talk of takeover swirls around BP. Financial Times, 19. ISSN 03071766.

DENNING, L., (2010, Jun 12). Is BP Stock a ‘Buy’? — Investors Review the Scenarios, and See Some Hope. Wall Street Journal. ISSN 00999660.

ELDER, B., (2014, Nov 08). BP pushes higher after talk of potential takeover resurfaces. Financial Times, 22. ISSN 03071766.

GROSS, J. and SCHECK, J., (2015, Apr 26). U.K. Tells BP it Would Oppose Foreign Takeover of the Company; Government wants oil giant to remain a British company with global clout. Wall Street Journal (Online).

HENRY, C., (2015, Apr 28). Lib Dems: Blocking a BP takeover would be a massive Tory U-turn. City A.M., 4.

LIND, S., (2010). BP kicks off post-Deepwater review of UK adviser roster. Legal Week, 12(41),1.

NORMAN, T., (2015). Government warns BP over foreign takeover. Money Marketing (Online), .

PARKER, G. and ADAMS, C., (2015). UK government warns BP over potential takeover. FT.com, .

SAIGOL, L. and JOHNSON, M., (2010). Talk of takeover swirls around BP. FT.com, .

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Asthma Research Term Paper Available

Asthma

Order Instructions:

Asthma is a respiratory disorder that affects children and adults. Advanced practice nurses often provide treatment to patients with these disorders. Sometimes patients require immediate treatment making it essential that you recognize and distinguish minor asthma symptoms from serious, life-threatening symptoms. Since symptoms and attacks are often induced by a trigger, advanced practice nurses must also help patients identify their triggers and recommend appropriate management options. Like many other disorders, there are various approaches to treating and managing care for asthmatic patients depending on individual patient factors. One method that supports the clinical decision-making of drug therapy plans for asthmatic patients is the stepwise approach, which you explore in this Assignment.

To prepare:
•Consider drugs used to treat asthmatic patients including long-term control and quick relief treatment options for patients. Think about the impact these drugs might have on patients including adults and children.
•Review Chapter 25 of the Arcangelo and Peterson text. Reflect on using the stepwise approach to asthma treatment and management.
•Consider how stepwise management assists health care providers and patients in gaining and maintaining control of the disease.

To complete:

Write a 2- to 3- page paper that addresses the following:
•Describe long-term control and quick relief treatment options for asthma patients, as well as the impact these drugs might have on patients.
•Explain the stepwise approach to asthma treatment and management.
•Explain how stepwise management assists health care providers and patients in gaining and maintaining control of the disease.

SAMPLE ANSWER

Asthma

Introduction

Asthma disease is a global health concern as it affects about 25.7 Americans. The healthcare complication is reported to be the leading cause of hospitalizations and childhood mortality. Asthma pathophysiology involves the alterations of the normal immune response of the respiratory system. The immune response is often triggered by allergens such as pollen, mould, dust, spores, cold, and preservatives. When a trigger is inhaled, it causes allergic reaction such as inflammation and activation of cells to overproduce mucus. This makes it hard to inhale or to exhale. The asthmatic attack is usually mild, but it could be fatal in some cases. The treatment focuses on effective ways to relieve the health complication and to improve the patient quality of life (Simon, 2013).

Quick relief of asthmatic attack

The respiratory system is very vital for survival. The quick relief treatment is mainly used to clear the airways to improve inhalation process. The main medication used for this purpose is the short acting beta 2 agonist administered through inhalation. The medication causes the respiratory tract muscles to relax and to open up. The medication causes reduction of cytokines and cellular level adhesion. Intravenous corticosteroids can also be administered, and have been found to be effective in reducing the rate of inflammation. People diagnosed with asthma should take the quick relief medication once they notice first symptom. Additionally, the pMDI inhalers should be carried everywhere they go, because one cannot predict the environment or weather condition (Barclay, Jeffres, & Bhakta, 2011).

Long-term medication

This type of medication is taken daily to manage the asthmatic attack symptoms. The most common medication is inhaled corticosteroids including Asmanex and Fluticasone. The mechanism of this medication is that it relaxes the muscles and reduces the excessive production of mucus. The side effects include dizziness, nausea, and vomiting. Other types of long-term medication include oral medication Leukotriene such as Montelukast as well as Zafirlukast. However, this medication is not commonly used due to its side effects such as hallucinations and anxiety. The combination inhalers are also used as long-term medication. These medication involved combination therapy of corticosteroids and beta agonists. The medication counteracts the effects of allergens, which lead to blockage of lung airways. The major side effects is oral thrush, skin rash and hormonal disturbances (Bonagura, 2013)

Stepwise treatment

Patient healthcare condition determines the stage or type of treatment:

Step 1 refers to mild and intermittent stage. The clinical manifestation is managed using the short-acting bronchodilator or beta2 agonist. If the condition is not stable within two weeks, the physician could consider using the second line of therapy. Step 2 is also referred to as second line therapy. This stage, the attack is persistent but mild. The medication recommended is low dose corticosteroids, which is usually inhaled, taken once per day, and according to the disease symptoms. The alternative medication is leukotriene modifiers and theophylline. Step 3 also refers to persistent symptoms, which present daily. Evidence based research indicates that the combination therapy of low dose corticosteroid and long acting beta2 agonist improves the patient quality of life. The outcome has also been shown to improve with use of combination therapy of theopylline or leukotriene modifiers with low dose of inhaled corticosteroids. Step 4 includes health care condition that is continual. The recommended medication is high dose of long acting beta 2 agonist. Inhaled corticosteroids also improve lung function effectively. If necessary, the oral corticosteroids can be used but under the instructions of a specialist (Simon, 2013).

Disease Management

The patient should be educated on the various systems of inhaled medication such s roto-systems, inhalers and nebulizers. The patient should advise on ways to maintain hygiene of the medication administration tools, and ways to monitor the drug level so that the patient does not run out. The patient should also reduce exposure to asthma attack. This includes installation of air conditioner to control allergens in the house such as pollen, dust, spores, or weeds. The patient should exercise frequently and maintain healthy diet to maintain healthy weight. The diseases associated with exacerbation of asthmatic attack include gastro-esophageal reflux disease (GERD). Research indicates that the acid reflux normally cause inflammation of airways, making them more susceptible to allergic attack. These measure controls the troublesome symptoms, avoid recurrent and exacerbations of asthma, improves lung function, causing reduction of cost of care (Clayton, 2014).

References

Barclay, S., Jeffres, M., & Bhakta, R. (2011). Educational Card Games to Teach Pharmacotherapeutics in an Advanced Pharmacy Practice Experience. American Journal Of Pharmaceutical Education, 75(2), 33. https://ww.doi:10.5688/ajpe75233

Bonagura, D. (2013). The Importance of the Asthma Control Test in Asthma Management. Journal Of Asthma & Allergy Educators, 4(3), 138-139. doi:10.1177/2150129713486898

Clayton, S. (2014). Adherence to asthma medication. Nurse Prescribing, 12(2), 68-74.

Simon, L. (2013). Urban Youth’s Perspectives on Asthma and Asthma Management: Educational Implications. Journal Of Asthma & Allergy Educators, 4(3), 103-111. doi:10.1177/2150129713475362

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Chronic Venous insufficiency (CVI) Assignment

Chronic Venous insufficiency (CVI) vs. Deep Vein thrombosis (DVT)

Order Instructions:

Advanced practice nurses often treat patients with vein and artery disorders such as chronic venous insufficiency (CVI) and deep venous thrombosis (DVT). While the symptoms of both disorders are noticeable, these symptoms are sometimes mistaken for signs of other conditions, making the disorders difficult to diagnose. Nurses must examine all symptoms and rule out other potential disorders before diagnosing and prescribing treatment for patients. In this Assignment, you explore the epidemiology, pathophysiology, and clinical presentation of CVI and DVT.

To prepare:
•Review the section “Diseases of the Veins” (pp. 585–587) in Chapter 23 of the Huether and McCance text. Identify the pathophysiology of chronic venous insufficiency and deep venous thrombosis. Consider the similarities and differences between these disorders.
•Select a patient factor different from the one you selected in this week’s Discussion: genetics, gender, ethnicity, age, or behavior. Think about how the factor you selected might impact the pathophysiology of CVI and DVT. Reflect on how you would diagnose and prescribe treatment of these disorders for a patient based on the factor you selected.
•Review the “Mind Maps—Dementia, Endocarditis, and Gastro-oesophageal Reflux Disease (GERD)” media in the Week 2 Learning Resources. Use the examples in the media as a guide to construct two mind maps—one for chronic venous insufficiency and one for venous thrombosis. Consider the epidemiology and clinical presentation of both chronic venous insufficiency and deep venous thrombosis.

To complete:

Write a 2- to 3-page paper that addresses the following:
•Compare the pathophysiology of chronic venous insufficiency and deep venous thrombosis. Describe how venous thrombosis is different from arterial thrombosis.
•Explain how the patient factor you selected might impact the pathophysiology of CVI and DVT. Describe how you would diagnose and prescribe treatment of these disorders for a patient based on the factor you selected.
•Construct two mind maps—one for chronic venous insufficiency and one for deep venous thrombosis. Include the epidemiology, pathophysiology, and clinical presentation, as well as the diagnosis and treatment you explained in your paper.

This Assignment is due by Day 7.

Please use the writer who did my last mine map if possible. Thank you.

SAMPLE ANSWER

Chronic Venous insufficiency (CVI) vs. Deep Vein thrombosis (DVT)

Chronic Venous insufficiency occurs when the valves in the venous system malfunction. This is facilitated by various incidences such as age, smoking, and increased physical inactiveness. When the valves are damaged, they cause the blood to flow back. This forms blood clot in the vein found along the hind limb, causing a disease condition known as Deep Vein Thrombosis (DVT). The clinical manifestation of the disease includes swelling of the ankle if the patient stands of sits for a long period. The swelling is sometimes painful and causes flaking of the skin and itchiness (Davies, Lumsden, & Vykoukal, 2011). Deep Vein Thrombosis (DVT) is a cardiovascular complication that results when the venous valves located at the hind limb becomes damaged. The venous system transports deoxygenated blood from the rest of the body to the heart for oxygenation. During this cycle, blood flows upwards from legs to the heart. For this to occur, the muscles of the feet and the calf contract, squeezing the veins which then propel blood upward towards the heart. The vein has valves are aligned in one direction and facilitate blood transportation. Consequently, blood circulation is disturbed, making it difficult for blood to circulate effectively and blood pools in these veins (Kibbe, Pearce, & Yao, 2010).

CVI and DVT compare in that the diagnostic process is similar and includes use of duplex ultrasound technology to check the blood circulation process. The technique applied is as follows, the transducer part of the machine is normally placed on the site that s directly above the vein in question, the waves on how the blood is flowing together with a 3D formulation of the vein anatomical structure is displayed on the monitor. This diagnosis is important because it is able to diagnose early enough, and the disease gets treated using the appropriate medication. The pharmacological medication is often coupled with on pharmacological medication, such as weight loss, exercises, and the reduction of environmental stressors such as standing for a long period. Other measures include compression stockings and taking antibiotic (Huether, & McCance, 2012).

Evidence based research indicates that the CVI and DVT prevalence illustrate healthcare disparity. This is mainly due to the interactions of healthcare determinants such as genetic, environmental factors, ethnic background, and socioeconomic status. The prevalence rate is high among the African American, Hispanics, and Caucasians as compared to White. Literature associates these findings with environmental exposures and socio economic background. For instance, the white population has high rates of educated people and low rates of low household income (Kibbe, Pearce, & Yao, 2010). This implies that they are able to access the hospital routinely and are treated early before the disease clinical manifestations become worse. On the other hand, these other communities have the highest number of dropouts. The children are more susceptible to drugs and poor living condition at a tender age. Additionally, the high hospital cost act as an obstacle to accessing quality care. Therefore, these people will really on alternative therapies and over counter drugs for a long period, and will only access care during the last stage of the disease. These communities have the highest rates of obesity, which is a main risk factor to DVT and CVI (Murphy & Lloyd, 2013).

References

Davies, M., Lumsden, A., & Vykoukal, D. (2011). Chronic venous insufficiency. Minneapolis: Cardiotext Pub.

Huether, S. E., & McCance, K. L. (2012). Understanding pathophysiology (Laureate custom ed.). St. Louis

Kibbe, M., Pearce, W., & Yao, J. (2010). Venous disorders. Shelton, Conn.: People’s Medical Pub. House—USA.

Murphy, J., & Lloyd, M. (2013). Mayo Clinic cardiology. Oxford: Mayo Clinic Scientific Press/Oxford University Press.

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Letter on My Plan for Success in the Graduate Program

Letter on My Plan for Success in the Graduate Program to the dean of students

Order Instructions:

1page typed letter addressed to the Graduate Dean detailing their plan for success in our graduate program.

P.S. I want to letter to be very precise and stay on focus.
I want you to write a plan for me telling the dean why I will successful in the graduate program, and the plan for my success

SAMPLE ANSWER

Letter on My Plan for Success in the Graduate Program

THE DEAN OF STUDENTS,

ENTER INSTITUTIONS NAME,

P.O.BOX ………,

STATE;

01 JULY 2015.

Dear Sir/Madam;

My Plan for Success in the Graduate Program

I would like to appreciate this opportunity awarded to me by this institution. It is my pleasure to prove to the Dean of Students through this letter that this opportunity has given me an avenue to pursue my dreams passionately. Education remains the most significant element in my life. Entering the Graduate program is a dream come true for me, an opportunity that I would never let go unfulfilled. In proving to the administration through the Dean of Students that I am out to make a difference, I would like to present my success plan on completing the graduate program.

Many people pursue education for head knowledge; a factor that latter affects their performance in the application of what has been learned through the graduate program. This depicts my focal area that is designated in not pursuing A’s but my passion. I may not present the highest scores in tests that will be undertaken during the program, but my zeal, curiosity, passion, interest and fascination will be the main elements that will drive me to achieve success. My ambitions and innovative desires into the program will be my primary points in making my dreams.

Second to this, I will take the challenge as a motivator in making progress in different aspects of the learning module. I believe the Graduate program will open up my mind, and the manner in which I see things. With this, I assure this institution that the end product that will come out of me will determine the success levels I have achieved through the program. I will commit myself to making positive efforts geared towards connecting my dreams with the institution’s goals and objectives.

Lastly, I will also ensure that I have made a personal connection with my studies. I will use every single opportunity to utilize the resources provided by the institution for my benefit. Through this, I will develop relations with my lectures for the sole reason of getting insights into areas I may have problems in understanding. I believe I have all it takes to make a successful student in this institution. As I pen off, I would kindly ask for your support in achieving my dreams.

Yours Sincerely

Insert Name….

Signature.

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Selecting a CP Plan at Dow AgroSciences

Order Instructions:

Dear Admin,

Please read the following case study then answer the questions bellow:

CASE STUDY ((Selecting a CP Plan at Dow AgroSciences))

Dow AgroSciences LLC, based in Indianapolis, Indiana, is a global leader in providing pest management and biotechnology products that improve the quality and quantity of the earth’s food supply and contribute to the health and quality of life of the world’s growing population. Dow AgroSciences employs approximately 6,000 people in more than 50 countries and has worldwide sales of approximately US$ 3 billion. Dow AgroSciences is a wholly owned subsidiary of the Dow Chemical Company.

Consider the following information about Dow AgroSciences:

•Mission. Dow AgroSciences delivers innovative technology that exceeds market needs and improves the quality of life of the world’s growing population. We do this through responsible pest control, aiding the production of an abundant, nutritious food supply, and the use of plants as a renewable agricultural resource to produce new and improved agricultural outputs.

•Vision. We are a premier company applying chemical, biochemical, and genetic solutions to agricultural and specialty market needs.

•Core Values. To ensure the prosperity and well-being of Dow AgroSciences employees, customers, and shareholders, cumulative long-term profit growth is essential. How we achieve this objective is as important as the objective itself. Fundamental to our success are our core values we believe in and practice:

o• Employees are the source of Dow AgroSciences’ success. We communicate openly, treat each other with respect, promote teamwork, and encourage personal initiative and growth. Excellence in performance is sought and rewarded.

o• Customers receive our strongest commitment to meet their needs with high-quality products and superior service.
289 290

o• Products are based on innovative technology, continuous improvement, and added value for our customers and end users.

o• Our conduct demonstrates a deep concern for human safety and environmental stewardship, while embracing the highest standards of ethics and citizenship.

In light of the Dow AgroSciences’ mission, vision, and core values, what type of CP plan is likely to be successful? Explain the rationale behind your choice.

Source: This case study is based, in part, on information available online at http://www.dowagro.com/about. Retrieval date: March 15, 2007.

Then answer the following questions:

1)Evaluate the mission, vision, and core values of the organization as presented in the case study.

2)Based on what you have learned this week, recommend a CP plan for Dow Agrosciences and explain why you think it would be successful.

3)What are the benefits of implementing a contingent pay plan? Would such a plan be accepted in all cultures?

4)How does an MNC resolve this with their subsidiaries?

Also,

1) The answer must raise appropriate critical questions.

2)Do include all your references, as per the Harvard Referencing System,

3)Please don’t use Wikipedia web site.

4)I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

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SAMPLE ANSWER

Business organizations focus on providing good services to ensure customer satisfaction. The result of the organization effort is reflected in the form of growth and organization sustainability. Organizations ensure that the employees are motivated and are working towards achieving of the organization goals and achievement. Unlike the traditional pay where wage and increase in remuneration depend on position and seniority, contingent pay salary and salary increase is based on job performance (Carson, 2012). The payment plan should be developed in a way that the pay motivates the employee of an organization to work towards achieving organization goals. On the same note, the payment system should reflect the organization core values and should be in line with the organization culture. Contingent pay schemes attempt to make a company more effective in attaining organization goals. The aim of contingent pay plans is to help in improving organization performance.

The purpose of this case study is to develop a contingent pay (CP) plan for Dow AgroScience based on the organization mission, vision and core values. Further, the paper discusses the benefits of implementing a contingent pay plan. And discusses how multinational corporations resolve issues relating to contingent pay and different cultures.

Dow AgroScience is a multinational corporation providing biotechnology products and pest management. The organization focuses on delivering innovative technology that help improve the quality of living for the world ever-growing population. Dow AgroScience is committed to corporate sustainability and product stewardship (Corporate Values, n.d.). Dow AgroScience mission statement is clear and understandable to the company’s employees, customers, and other stakeholders. Dow AgroScience mission statement is brief and clearly specifies the organization business of pest control and assisting in the production of food supply amid using plants as a renewable agricultural resource to develop innovative products.

The company has a clear vision of being a premier company providing an agricultural solution and specialty market needs. Dow AgroScience core values define the acceptable behavior; it compels the employees of the organization by stating what the organization opts to achieve and why it wants to achieve these objectives. The company’s core values inspire the employees and involve them in the organization. Ideally, the company core values hold the organization through shared values and standard behavior. It is good for the organization to introduce contingent pay to achieve these goals and ensure that there is prosperity. This is because contingent pay makes performance management more effective since rewards are tied to outcome.

Before selecting a CP plan it is important to consider the culture of the company and strategic direction of the organization (Armstrong & Taylor, 2014). Dow AgroScience culture focuses in developing talents and leadership abilities of their employees. The company focuses on achieving organization goals through motivation and employee development. It is imperative to note that Dow AgroScience values diversity and work-life balance.

Therefore the best contingent Pay system that is likely to be successful for Dow AgroScience is a plan that enhances strategic direction and employee development so as to achieve the organization goals. The contingent pay that ideally fits Dow AgroScience is a skill-based pay to enhance development. To improve customer service, Dow AgroScience contingent pay should encompass a competency-based pay with gains sharing (Chen et al., 2012). The company should give sales commissions the company employees working in the sales department to add value to the company customers. The company can also enhance teamwork by giving team sales commission, gain sharing and competency-based pay.

Contingent Pay plans that help to enhance strategic directions is likely to be successful because it encourages positive behavior. Employees will also be motivated to develop new behavior that may produce better results and enable the organization realize its goals (HENEMAN, 2002). This can be achieved by defining and measuring performance before allocate rewards. The company should give both financial and non-financial rewards.

Implementing contingent pay plan has quite a number of benefits. Performance management becomes more effective when using contingent plan because rewards are tied to outcome. Contingent pay enables an organization to clearly define effective performance and determine factors that are indispensable to achieve performance (Warwas, 2015). Contingent pay also enables managers, supervisors and employees understand what is required of them. On the same note, Contingent Pay boosts employee motivation to work and achieve goals that are in line with organization desires.

However, Contingent Pay may not be accepted in all cultures. Effective organization put a lot of emphasis on job performance and consistency. In a multicultural organization, cultural rules can drive behavior and expectations. In such organization, contingent pay may not be effective in improving job performance if it is not aligned with cultural values of the community (Cowling, 2013). An efficient organization culture should encourage employees to share problem-solving ideas and knowledge. To achieve this, the contingent pay plan should be developed to respect cultural values of the community and payments should be made in such a way that makes the employees identify with the community.

Multinational corporations can help align contingent pay with the cultural values of the community where the company operates to resolve cultural difference in its subsidiaries. This can be achieved by developing clear and open communication challenge that makes employees voice their opinions regarding the contingent pay plan. Multinational organization need to identify and respect cultural norms. If the contingent pay plan is not in line with the cultural rules, it may not effectively achieve the main goal of motivating employees to improve performance (HORNE, 2013). Being in a position to share challenges that hinders optimal performance and the consistency required to achieve performance can be prevented by disregarding cultural norms. Therefore, Dow AgroScience should put into consideration cultural norms of the communities they operate in and develop a contingent pay scheme that is tailored to fit with cultural norms of the community.

In conclusion, developing a contingent pay scheme is paramount in motivating employees towards achieving organization goals. The contingent pay plan should be consistent with the organization values and goals. The contingent plan adopted should motivate employees to optimize their work performance and work towards achievement of organization goals.

References

Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Carson, R. (2012). Contingent valuation: a comprehensive bibliography and history. Edward Elgar Publishing.

Chen, C. X., Williamson, M. G., & Zhou, F. H. (2012). Reward system design and group creativity: An experimental investigation. The Accounting Review,87(6), 1885-1911.

Cowling, A. (2013). Appraising and rewarding performance. Managing Human Resources,197.

Corporate Values. (n.d.). Retrieved June 29, 2015, from http://www.dowagro.com/about/values/

HENEMAN, R. L. (2002). Linking pay to performance. Greenwich, Conn, Information Age.

HORNE, M. S. (2013). Contingent workforce: business and legal strategies. [S.l.], Law Journal Seminars Pr.

Warwas, J. (2015). Principals’ leadership behaviour: values-based, contingent or both?. Journal of Educational Administration, 53(3), 310-334.

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Dealing with employee defensiveness Essay

Dealing with employee defensiveness

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Read the following:

CASE STUDY 9-3 Preventing Defensiveness

Spencer, Jeff’s manager, needs to talk to Jeff about his poor performance over the previous quarter. Jeff enters the room and sits across the desk from Spencer.

Jeff:Spencer, you wanted to talk to me?

Spencer:Yes,Jeff, thanks for coming by. I wanted to talk about your performance last quarter.

(Spencer’s phone rings and he answers it. Five minutes later Jeff is still waiting for Spencer. Jeff finally gets frustrated and Spencer notices Jeff looks at his watch several times.)Sorry for the interruption Jeff, I know it is frustrating to be kept waiting.

Jeff:I am very busy. Can we get on with this?

Spencer: Yes, absolutely. As you know you had some problems meeting all of your goals last quarter.

Jeff:Now wait a second. I met the most important goal.

Spencer: Yes, you did, but you missed the other four.

Jeff:Just by a little, and it wasn’t my fault.

Spencer:Jeff, you need to accept responsibility for your own performance and not push blame onto others. You need to meet your goals this coming quarter or I will have to take more serious action.

Jeff:One bad quarter, and you threaten to fire me? I can’t believe this!

Spencer:Just meet all of your goals, and I won’t have to take that action.

Then answer the following questions:

1)Identify and evaluate the actions that the individual could have taken to handle the issue of defensiveness, as presented in the case study.

2)As managers and leaders, we understand the importance of a good coaching relationship, the central role of the employee as the source and director of change, understand employees as unique and whole, and realizing that the coach is the facilitator of the employee’s growth. Yet barriers are present. Moving beyond the obvious, how does a coaching relationship affect cultural transvergence?

Also,

1)The answer must raise appropriate critical questions.

2)Do include all your references, as per the Harvard Referencing System,

3)Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached or sent by email.

Appreciate each single moment you spend in writing my paper

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SAMPLE ANSWER

Dealing with employee defensiveness

Managers as well as business leaders in general encounter myriads of unusual behaviors from employees which they ought to handle carefully. Such behaviors include defensiveness which is demonstrated in the case involving Jeff and Spencer, his manager. Lloyd (2010) acknowledges that; it is crucial that managers understand the common causes of such behavior for them to be able to handle them when they arise. In the case of Jeff, Spenser should be able to understand the cause of the defensive behavior demonstrated by this employee. Besides this, it is evident that, even the behavior of the leaders can fuel the defensiveness or the other behaviors associated with employees with defensiveness tendencies. For instance, Spencer, the manager, takes long in taking the call while he keeps Jeff waiting. This is not acceptable as he keeps the employee tensed on what could be the cause of the need to talk.

The manager should have created good environment for talk without interruptions, for instance by putting the phone on silent mode or by keeping the calls on hold. In case the call was very important, he could have considered requesting the caller to wait for some moment so that he attends to Jeff first. Gan & Chong (2015) suggests that; the manager should aim at creating a better environment for the talk such as extended salutations and invoking the employee to know more about them before indulging into the issue at hand. This view emanates from the view that; Jeff’s defensive behavior has been fueled by the kind of behavior demonstrated by the manager which denotes little regard for the employee.

For individuals to be able to handle employees with defensiveness, it is crucial that they understand the root causes of the defensiveness. When this is understood, it becomes easy to incorporate in coaching such that defensiveness is reduced or prevented. This view is based on the understanding that, employees do not develop defensive behavior the moment they encounter confrontation or when they are faced with the issue at hand. The defensiveness is a deep rooted behavior which only manifests when the circumstance arises. It is therefore easy to tame the behavior when it is earlier noticed and measures of controlling it taken. To detect the behavior, individuals have to interact well with the targeted people. Nowack (2014) discloses that; when the weak areas of the persons that are likely to develop defensiveness are identified, the individual embarks on coaching that aims at preventing such behavior. For instance, defensiveness is associated with people who have little self esteem or a negative one. When such is detected, the individual embarks on efforts of ensuring that the person improves in their self esteem level. When the level of their self esteem improves, or when the person achieves positive self esteem, it becomes possible for them to live a life that is not full of defensiveness.

It is understood that; such achievements cannot be reached in a short while. It is therefore crucial that individuals cultivate a culture of interacting with the employees so as to mentor then in ways that are able to prevent defensiveness as the one demonstrated by Jeff. In the event that an employee has already demonstrated defensiveness, like in the case of Jeff, it is crucial that the individual involve show understanding despite the fact that they are supposed to exercise authority of the employee, thus they should not take offence for the defensiveness, rather they should deal with the issue at hand and focus on how to help the person to improve in their behavior especially when confronted with an issue.

In the couching relationship, it is crucial that individuals understand the essence of cultural transvergence. This aspect denotes the situation whereby, the individuals are able to understand their own culture, that of the firm and the culture of other people related to the organization in one way or the other, for instance, understanding the culture of the fellow employees as well as the clients. Burris (2012) notes that; the bottom line is not just about understanding, rather, here should e an aspect of being able to integrate the different cultures in the firm such that everyone feels appreciated despite their different culture. This view emanates from the realization that; difference in culture is a positive element in business which should help in improving performance if it is articulated in a viable manner.

On the other hand, if the aspect is not deliberated on well and in the right manner, there lies a potential of destroying the operations of the business. According to Kim & Kuo (2015) it is crucial that the coaches understand the aspects of cultural transvergence, and inculcate it in the coaching relationship such that businesses are able to achieve maximum performance. This is because; if the coaches do not articulate the aspects of cultural transvergence well in coaching relationship, there ought to be little or no progress in the productivity of the organization. When the issues of cultural transvergence are articulated in coaching, there is bound to be fewer issues especially of unhealthy behaviors such as defensiveness.

Dwivedi, Kaushik & Luxmi (2014) maintain that; in the wake of globalization, there is increased need of coaches to understand the perspectives of coaching in line with cultural transvergence. This view emanates from the understanding that; globalization has come with increased diversified cultures in the workplace. In as much as this is a potential factor of increased profitability, if there is no articulation of understanding and taking of the right measure in coaching relations, there is bound to be downfalls associated with poor incorporation of different cultures. The coaches therefore have to portray understanding of different factors in their coaching relationships in regard to cultural transvergence. Hough (2011) asserts that; in the articulation of the coaching relationship, the coach must understand that the employee is the root of change in the organizations. There should therefore, be provision of room for the employee to give their views on intended changes. This way, there will be little resistance in the implementation of changes in which the employees have feelings of ownership.

In the coaching relationship, the coaches must cultivate a tendency of taking the employees as individuals and not generalizing them. The coach ought to understand that the employees are individuals who have unique qualities as well as needs. On this note, it is crucial that the coach aims at maximizing on the strong sides of the employee and helps them to improve on their weak areas. This is done, not in a general manner but in an individualized manner such that every employee is taken care of. This is achievable only with realization that the coach is the facilitator of the employee’s growth and therefore, endeavors to help the employees tackle the barriers which they encounter.

References

BURRIS, ER 2012, ‘THE RISKS AND REWARDS OF SPEAKING UP: MANAGERIAL RESPONSES TO EMPLOYEE VOICE’, Academy Of Management Journal, 55, 4, pp. 851-875, Business Source Complete, EBSCOhost, viewed 29 June 2015.

Dwivedi, S., Kaushik, S., & Luxmi. (2014). Impact of Organizational Culture on Commitment of Employees: An Empirical Study of BPO Sector in India. Vikalpa: The Journal For Decision Makers, 39(3), 77-92.

Gan, G, & Chong, C 2015, ‘Coaching relationship in executive coaching: a Malaysian study’, Journal Of Management Development, 34, 4, pp. 476-493, Business Source Complete, EBSCOhost, viewed 30 June 2015.

Hough, K 2011, The Improvisation Edge : Secrets To Building Trust And Radical Collaboration At Work, San Francisco: Berrett-Koehler Publishers, eBook Collection (EBSCOhost), EBSCOhost, viewed 29 June 2015.

Kim, S, & Kuo, M 2015, ‘Examining the Relationships Among Coaching, Trustworthiness, and Role Behaviors: A Social Exchange Perspective’, Journal Of Applied Behavioral Science, 51, 2, pp. 152-176, Business Source Complete, EBSCOhost, viewed 30 June 2015.

Lloyd, J 2010, ‘Effective Feedback Reduces Defensiveness: Help employees succeed’, Receivables Report For America’s Health Care Financial Managers, 25, 4, pp. 8-10, Business Source Complete, EBSCOhost, viewed 29 June 2015.

NOWACK, KM 2014, ‘take the sting out of feedback’, TD: Talent Development, 68, 8, pp. 50-54, Professional Development Collection, EBSCOhost, viewed 29 June 2015.

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Not All Teams Are Created Equal Essay Paper

Not All Teams Are Created Equal

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Dear Admin,

Review Case Study “Not All Teams Are Created Equal”.

Then answer the following questions:

1)In order to make the system described more effective, identify possible revisions and/or additions to each component of the PM process.

2)Keep in mind that revisions and/or additions are meant to solve a problem that needs to be identified.

3)The literature is split on the issue of team performance measures. On one hand, it argues performance should be focused on team members such as the use of personal development planning and how to be a good team member; yet that seems an individual focus.

4)On the other hand, a team is the unit of analysis and the team’s performance should be measured. Consider that In this case, what would be the assessment of team process versus task?

5)What should receive importance in the performance management system?

Also,

1) The answer must raise appropriate critical questions.

2)Do include all your references, as per the Harvard Referencing System,

3)Please don’t use Wikipedia web site.

4)I need examples from peer reviewed articles or researches.

5)Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached or sent by email.

Appreciate each single moment you spend in writing my paper

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SAMPLE ANSWER

PM.DISC.W6

In order to increase the efficiency of the performance management system, Public Service Works, there are various possible revisions and additions that the Company could undertake to each component of the PM system.

Training

A number of studies related to performance management have established that training the users of a performance management system plays a significant role in enhancing its success. Tan and Lau (2012, p. 59) note that employees should be aware of what is expected of them during the appraisal exercise and what they should work towards to ensure that they achieve the desirable outcome. Raters on the other hand require training to ensure that they are familiar with what is expected of their subordinates. This will help them in rating them fairly while guiding them towards achieving the set objectives during the year (Smither and London, 2009, p. 54).

Promote collaboration

Any organization that seeks to promote profitability will foster collaboration between employees and the management. In essence, there is need to have open lines of communication to ensure that two-way communication is encouraged. Melnik, Petrella and Richez-Battesti (2013, p. 1304) notes that performance management is more likely to prosper if there is freedom of discussion and expression within the organization that when employees are unable to communicate openly with their seniors. This is because issues affecting performance can be addressed effectively before they escalate; thus leading to effective performance overall.

Employee feedback

Integrating employee feedback into the performance management system is one of the most effective criteria of establishing whether the plan is effective or not. The performance management system should give employees a chance to give their input on the system and also provide a framework through which the issues raised can be responded to by managers.

In addition, the system should allow for regular feedback to ensure that the positive and negative aspects of the system can be identified and corrected to reduce negative impact (Smither and London, 2009, p. 59). Feedback, which may be formal or informal could also take on a 360^o feedback approach where comments from customers, peers and supervisors can be included.

A majority of literature suggests the use of performance measures for teams in order to promote achievement of organizational objectives. It is however, notable that the performance measures taken often include individual personal development training on how to become an effective team leader; yet these appear like measures aimed at improving individual performance. Given this information, the observable question would be, “if the team is considered a unit, how can performance be measured based on the team performance? Gottlieb (2003, p. 16) notes that a team consists of individuals and that their collective actions are what leads to team results. Developing individuals within the group therefore directly links to better team performance because it means that the team members are likely to bring in the desired knowledge and skills. Fostering team work and encouraging team members to work together is however encouraged; with emphasis that each individual has a role and contribution to the group’s success (Smither and London, 2009, p. 169)

In measuring performance of the team as a unit of analysis, the management should effectively differentiate team process and task. In assessment of the team process, the most imperative questions to ask include:

how is the work divided among the team members? What is the process of decision making?
What is the procedure for information sharing?
How is the emotional climate following member interactions?
Are there conflict resolution mechanisms?
And how is the group’s leadership executed or expressed?
(Hulse-Killacky, Jim and Jeremiah, 2001, p. 109-114). Once the team process is considered to be working, the team task can then be assessed by answering the following questions. Is there goal clarity – what is expected, why it is expected and what will be done to achieve it?
What do the team members need to know and how will they get the information?
Are tasks clear for team members?
What is the plan for implementation?
Is the group able to achieve the set objectives?
What is the process of review and evaluation of the outcomes?
What are some of the challenges being faced and how can they be resolved? (Gottlieb, 2003, p. 56-63).

What then should be given priority in the performance management system? Melnik, E, Petrella, F, & Richez-Battesti (2013, p. 1311) note that the satisfaction of users of the performance management system is among the most important consideration for any successful performance management system. It is imperative that the ratees are well informed of what the company expects from them and that the set objectives are reasonable in accordance with their qualifications.

The raters and ratees must also be well trained on how their personal objectives are aligned with the organizational objectives and how the performance measurement system should guide their work. Raters on the other hand require training to ensure that they understand what to expect from the ratees and how to go about the performance measurement procedures to ensure that they do not affect the morale of the employees. Training also ensures that the managers, who are also the raters, are in a position to guide employees in achieving set goals throughout the year.

References

Gottlieb, M 2003, Managing Group Process, Praeger Publishers, Goleta, CA.

Hulse-Killacky, D, Jim K and Jeremiah D, 2001, Making Task Groups Work in Your World, Merrill Corporation, London.

Melnik, E, Petrella, F, & Richez-Battesti, N 2013, ‘Does the professionalism of management practices in nonprofits and for-profits affect job satisfaction?’, International Journal Of Human Resource Management, 24, 6, pp. 1300-1321, Business Source Complete, EBSCOhost, viewed 18 June 2015. Retrieved from http://eds.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a5a7b3cd-7490-4a01-afbb-10d62688606a%40sessionmgr198&vid=1&hid=117

Smither, J.W. & London, M. (2009). Performance Management: Putting Research into Action. John Wiley & Sons, New York.

Tan, S, & Lau, C 2012, ‘The Impact of Performance Measures on Employee Fairness Perceptions, Job Satisfaction and Organisational Commitment’, Journal Of Applied Management Accounting Research, 10, 2, pp. 57-72, Business Source Complete, EBSCOhost, viewed 18 June 2015. http://eds.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4d50f915-59d4-48f9-aa5b-66c623d6f711%40sessionmgr110&vid=1&hid=117

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Communication in a multi-generational workforce Project

Communication in a multi-generational workforce: draft small-scale qualitative project write-up

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MY DOCTORAL STUDY TOPIC AND PAPER THUS FAR CAN BE VIEWED IN ORDER#112783. Please complete assignment in accordance to paper/ topic !!!!!!!!

Small-Scale Qualitative Project Write-Up

For this Discussion Question, please be sure to visit the Application area before completing this Discussion.

Throughout this course, you completed various components of your Small-Scale Qualitative Project. The primary purpose of this assignment is to provide you with firsthand experience for conducting qualitative research.

• For this Discussion, you will attach your initial draft small-scale qualitative project write-up by Day 4 and final draft by Day 7 draft, be sure to also post a 5-sentence narrative abstract of your interview.

SAMPLE ANSWER

Communication in a multi-generational workforce: draft small-scale qualitative project write-up

Background: Of late, there has been an increase in the number of multigenerational workforce and this has complicated communication in the place of work. The current American multi-generational workforce compasses employees from four dissimilar generations/eras, with each having their own particular perspectives and needs, as well as styles of communication. One of the main difficulties experienced by multi-generational workforce is communication among the diverse age groups (Brown, 2012).

Problem statement: in many workplaces nowadays, people of diverse generations are working side by side. This multi-generational workforce comprises individuals in the following generation groups: Generation Y aged 25 years and under, Generation X aged twenty-five to forty five years, Baby boomer generation aged forty-five years to sixty-five years, and lastly the Traditionalist or Silent generation who are aged above 65 years (Cekada, 2012). Dissimilar communication styles is what really represents the main difference between the younger generations – Generations X and Y – and the older generations, Silent and Baby Boomers, in the place of work. Members of the younger generations have been in the workforce for a relatively short period of time and are less experienced in comparison to their older baby boomer and silent generation workmates (Brown, 2012). It is of note that members of the younger generations are inclined to using a form of communication that involves abbreviations, informal language as well as colloquialisms that need to be seriously broken down for better understanding. On the other hand, older generations’ workers are accustomed to communicating using appropriate formal language and this happens with high formality that has to be followed to the latter. In essence, the past homogenous human capital administration may not work successfully for the current working environment that consists of individuals from diverse ages (Rajput et al., 2013).

Purpose statement: thanks to increased multigenerational workforce, the general problem is that each generation has a unique and preferred communication/motivational style that challenge the leaders and the supervisors of multigenerational workforce. The main focus of this qualitative research study is to find out how communication can be a challenge within the multigenerational workforce and what needs to be done to improve the situation. The focus of this qualitative multi-case study is to explore strategies that managers use to communicate with a multigenerational workforce and eliminate any obstacles that impede effective communication with a multigenerational workforce. A survey methodology that employs the use of case study can best be used to answer the research questions related to communication in a multigenerational workforce.

Research questions: effective communication styles that can be used by company leaders and supervisors when communicating with a multigenerational workforce has not been fully established. The ability of the people in the multigenerational workforce to enhance their communication is very important as it will enhance proper relationships and improve the productivity of employees in the workforce (Jora & Khan, 2014). The research questions which this research seeks to answer are as follows:

How is effective and proper communication a challenge amongst a multi-generational workforce?
What strategies and communication styles can managers make use of to ensure effective communication with a multi-generational work force?

Theoretical framework: the theory that is applicable to this research study is certainly the social constructionist theory. This theory considers communication as a perfect transaction of message that comes from the sender to the receiver as a product of information sharing and creation of social meaning. The social constructionist theory essentially claims that how somebody says something will determine the meaning of the message by assuming that the ideas are constructed though the social process.

Significance of study: the data for this study would be gathered from three human resource managers within New York City. The data and the result from this study might significantly contribute to the social change by increasing communication and the overall productivity within the multigenerational workforce environment. This study will basically look into how communication amongst the multigenerational workforce could actually be a major challenge in an organization and what could possibly be done in order to address this crucial issue. In addition, this study is significant since the results would help organizations in addressing the issue of poor communication amongst staff members from different generations, which a problem that becoming increasingly common in more and more business organizations. Improved communication with staff members of diverse generations will certainly result in increased satisfaction with job and reduce the rates of employee turnover (Jora & Khan, 2014).

Members of staff usually feel empowered if they appreciate their multigenerational differences in the context of communication between them. Hiriyapa (2009) reported that the effectiveness of communication flow is of major importance to staffs given that employees often feel secure whenever they are able to receive truthful, understandable and clear information from their leaders as well as their co-workers. All in all, enhanced communication skills would help in reducing the impediments in the multigenerational workforce and improve understanding amongst the general employees.

References

Brown, S. E. (2012). Attracting, challenging, and leading a multigenerational workforce-A perspective. Frontiers of Health Services Management, 29(1), 29-33.

Cekada, T. L. (2012). Training a multigenerational workforce. Professional Safety, 57(3), 40-44.

Hiriyappa, B. (2009). Organizational Behavior. New Age International, New Delhi.

Jora, R. B., & Khan, S. (2014). Motivating multigenerational human resource. International Journal of Organizational Behaviour & Management Perspectives, 3(4), 1276-1281.

Rajput, N., Marwah, P., Balli, R., & Gupta, M. (2013). International Journal of Marketing and Technology, 3(2), 132-149.

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Can Innovation be Lean Assignment

Can Innovation be Lean

Can Innovation be Lean Assignment

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Can Innovation be Lean? (Browning and Sanders, 2012)

Source: California Management Review Vol 54, No 4. (Summer 2012) pp5-19: available at http://www.jstor.org/stable/10.1525/cmr.2012.54.4.5)

Your task is to read the case study noted above and provide a report containing the following points;

1. Discuss the development of Lean taking into account the process, principles and philosophy of Lean
2. Using the case as background, critically analyse whether Lean is applicable in
complex and innovative areas
3. Critically reflect on the five caveats to Lean implementation and discuss whether your own organisation;
1. Understands the complexity of their systems
2. Improves processes/activities in isolation
3. Understands the concepts of flow and waste and how these are applied

Accessing the case study:

1. Open Library Search and Type in the name of the Journal ‘California Management Review (online) – open the view it box and then click on the 2nd “Off campus” link – Use your University login (see below) Full text available at: JSTOR Business Current: Available from 2008 volume: 50 issue: 2.

2. Click on JSTOR Business Current and then use Napier login details and then search for :Vol. 54, No. 4, Summer 2012 ‘Can Innovation be lean’

Report Specifications

Your report should be a maximum of 4000 words excluding title page, references, and appendices. Sticking to a strict word limit is difficult and an important skill for you to acquire, so make sure that you write in a concise and focused manner. It should be typed font size 12 and 1.5 line spacing and must be presented in portrait format, not landscape. You should not be able to complete this task in any less than 3000 words minimum. Please provide an Executive Summary and Contents Page. This report is worth 45% of your total grade for this module *

An essential feature of the report is to illustrate how theoretical constructs or models can be critically analysed and applied to organisations in practice. You are therefore advised to read widely. In fact, unless you have read and referenced at least 10 discrete references, it is unlikely that you have done sufficient reading. Beware of sources from the Internet (no Wikipedia): apart from reputable and academic references that can be downloaded through the Internet (commonly via the library catalogue); most Internet references are not considered reliable for an academic piece of work. Academic journals generally offer a better source than textbooks.

You must use the Harvard referencing system. This requires you to state the surname of the author(s) in the text of your report, followed by a comma and year of publication e.g.: “Kraljic (1983) states that….” If you use direct quotes, then the page number should follow e.g.: Kraljic (1983: 112) “The profit impact of a given supply item can be defined in terms of volume purchased, percentage of total purchase cost or impact on product quality or business growth”. Failure to reference properly constitutes a violation

SAMPLE ANSWER

EXECUTIVE SUMMARY

Lean implementation involves a collection of actions and procedures beginning from organizing the reforms, elaborating on the agenda and explaining the reform strategy. It is very important that the progress is assessed in terms of its effectiveness. The changes that are being implemented and the tools being used ought to be very realistic and yielding results. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system.

Table of Contents

EXECUTIVE SUMMARY.. 1

Development of Lean. 3

Application of lean in complex and innovative areas. 5

Five caveats to Lean implementation. 6

Implementing lean when disruption is very minimal 6
Analyzing a system before implementation of the concept 8
No activity should be improved in Isolation. 8
Redefining value and waste. 9
Lean should not be pushed to the Point of Negative Returns. 10

Conclusion. 10

References. 11

Development of Lean

The concept of implementing a lean process within an institution entails a collection of ideas that guide the whole process. The main aim of incorporating these tools and techniques in the process of manufacturing is to make maximum utilization of time, people, tools and production process. Similarly, the process focuseson quality of the products being produced for the clients (Bhasin & Burcher, 2012,234). Lean philosophy is a very vital concept which assists businesses become more competitive in the field of doing business around the world. In addition, lean production is a practice that incorporates the production process which involves utilization of resources for any other work besides creating value for the final consumer. Lean manufacturing is a multi-faceted management concept that includes time management, processes that enhance quality, working groups, suppliers among others (Carter, 2011,34).Despite the fact that most companies began implementing this concept, a few companies were very successful in its implementation in terms of practices that guide the manufacturing process. In the current world, even the technological aspects that are entailed in the process of lean production are changing. Those companies which have tried to incorporate some of these practices have failed to succeed in their operations.The process of implementing these principles and concepts involves several actions and activities. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system

The concept began by Toyota Company in terms of its production processes in Japan. The main goal of launching this idea was to reduce wastage, reduce amount of work and also enhance quality using little amount of money. This was to involve making of quality management decisions which is a very important part in any business. The idea of lean management of businesses therefore originated from the Toyota Company so as to solve the specific challenges especially in times of economic problems. The concept of lean management considers expenditure as the most vital organ of any business. The concept proposes measures to ensure that resources are maximized without any wastage so as to meet the needs of the client. It can sometimes be looked at as a collection of principles. The idea has currently been embraced by various companies. The main reason for ease of adoption is its ease of replication and transferability (Holweg, 2013,56). Due to the fact that the concept reduces wastage of resources, both manufacturing and processing companies have successfully implemented it. Examples of these companies include the health, automotive and construction industries. The concept drastically reduces the cost of doing business. The Toyota Company has been able to implement the process efficiently through various amendments. Companies always strive to innovate and own any new discovery.Adoption of this concept in such kind of an environment without a thorough understanding can result into problems. Consequently, such an approach may definitely lead to huge losses. Therefore in such form of environment, the leadership has to put in mind several caveats to shield against any losses.

Lean implementation involves a collection of actions and procedures that ensures that the process of adoption is successfully implemented. In addition, the process ought to entail implementation and evaluation of the whole exercise. So as to experience a successful lean process implementation, one has to plan. Planning entails defining the reason why change is very necessary. It is very important to understand and appreciate why reforms are needed in any form of business in terms of lean reforms. This ensures that every person within an organization is well informed of the intention of the whole process. Similarly, the highest level of management has to support and also get committed to the process of reforming an organization. The moment employees see a very serious commitment from top management, they get involved in the entire process. On the other hand, the most critical areas that are targeted have to be identified. This should therefore involve coming up with a plan which spells out the processes and areas that need change. The whole process has to be sequential (Emiliani & Stec 2014,79).

Another aspect is the factors that enhance success of the implementation process. The process has to be prepared in terms of encouraging people. This should include thorough communication and also clarification of information for the people. In addition, the leadership has to remain very active. People have to be involved and consulted in order to have a smooth implementation process. Furthermore, all the methods which are involved in the process of bringing change have to be incorporated. The environment within which the implementation process is taking place has to be conducive. This has to entail a mutual understanding and creation of trust among all the subjects.

The implementation and evaluation of the lean process is very critical. It is very important that the progress is assessed in terms of its effectiveness. The changes that are being implemented and the tools being used ought to be very realistic and yielding results. For every stage of implementation, various indicators can show the performance. The implementation process of the whole idea should therefore result into reduced expenses, constant enhancement of the whole process and continuous flow of information. The levels to which the objectives are met indicate that the process is being successful. The moment all the tools are incorporated in the whole process of implementation, the indicators act as control parameters upon which improvement process is scored (Duque & Cadavid, 2007,33).

Application of lean in complex and innovative areas.

Complex and innovative areas enhance each other in terms of lean aspects. The effects of implementing lean concepts in a complex and innovative environment complement each other. In cases where one has to adopt a lean process, various aspects have to be put into consideration. Coming up with new processes or ideas in terms of discoveries is enhanced and reduced through gaining knowledge. Similarly, studying helps in solving the most complex issues or processes and their interactions. This is despite the fact that this kind of learning is unique.

Studies differentiate between various aspects of learning. One form of learning is informal where people gain experience on how to do things through constantly working on the same thing. In addition, new ways of conducting business is done through carrying out experiments. Another form of learning is through training. People invest in new technologies or even reform policies in terms of how business is conducted. In addition, the design in which products are produced is redesigned.The informal way of learning how to conduct business only happens in a very peaceful environment which is very stable with processes that are very continuous. On the other hand, the other form of learning requires investment in terms of resources.

Learning through experience has been developed mainly with learning concepts that involve reducing costs so as to increase the outcome. The moment volumes being produced are increased, the learning curve tends to go down. On the other hand, low volumes of production are associated with very sophisticates and new innovations. Both novelty and complexity processes are characterized by low volumes of production. The process of learning assumes that the whole process would be stable hence the production process would benefit from the continuous process of production (Deming,2011,99).

The process of implementing a lean aspect in terms of complexity and new innovative environment is well associated with the concept of investment. The concept of investment involves investing in technology, enhanced process and changing the way production is done so as to reduce on costs while at the same time maximizing of quality. Whereas experience intents to do away with novelty, investment in the way one does business embraces innovations and complexity. Investment in the way one does business is very disruptive. Sometimes, the process of reforming the way one does business ends up bringing negative effects in terms of performance to the organization. This is simply because, at some point, the employees can become unaware of the technologies, processes or even the tools being introduced within the organization. Thus adopting a technology that is common to employees can have direct effects to the performance of a given organization. The reforms resulting from a lean process are expected to cover up the losses incurred. However, this is sometimes not the case. This is mostly often especially when the disruptions caused by the changes and discoveries are so huge.

In cases where there is low complexity, learning through experience can discourage new discoveries. This mostly occurs after realization of the previously unknown tasks. The simplest processes gives chance for learning through experience hence creates some level of stability. The moment complexity is so high whereas novelty is so low, investment in the way business is done ensures that lean implementation is very successful. This is due to the fact that disruptions in this case are very minimal hence creates some level of stability. However, the moment both novelty and complexity are too high, learning cannot be enhanced through experience. Investment creates too much interference in this case due novelty and complexity. The moment stability is not consistent, implementation of lean concept is not possible (Anchanga,2011,32).

Five caveats to Lean implementation

Implementing lean when disruption is very minimal

The rate at which cost is reduced when lean is implemented will vary based on the time at which implementation process is carried out. This is even sometimes extended to the point where this the benefits sometimes become expenses. The main reason is that the process of realizing and implementing lean in itself is a cost. Lean is an expense due to the disruption that is cause. The process enhances and promotes innovations but at the same time enhances and introduces other disruptive aspects to the organization. Perhaps, the time at which the process of implementation of the whole concept of lean is very critical in whatever environment. However, when the process of implementing the lean concept occurs in an environment that is new and very complex, the time of implementation is very essential. This is due to the fact that recovery from such a state is very challenging in such an environment. As such, implementation concept has to be planned very carefully so as to address all factors that can hinder its success.

The most appropriate time of implementation has to be at the product design. This should be immediately after a product has stabilized in terms of its processes. The process of implementation should not occur the moment the product design process is still happening. The interaction between the new process and the existing process result into disruption. The implementation activity becomes more dynamic and complex hence increases production costs. The moment the process of production in terms of interaction become unstable, any attempt to make them lean is very costly hence very expensive.

Despite the fact lean main objective is stability, the time upon which the whole process is implemented is very critical. The process does not enhance an existing process. Sometimes a new concept does not automatically lead to efficiency and cost reduction. However, the improved and new process sometimes prevents the realization of the expected cost reduction in the organization. The lean process therefore directly contributes to the instability in an organization due to wrong timing of its implementation process. It is therefore very important to optimize any concept before its implementation to avoid any backlash in the process of implementation. The right activity for the whole concept has to be determined before implementation so as to offer the appropriate solution. The moment lean concepts are implemented at the wrong stage; the whole activity becomes too expensive (Fujimoto, 2012, 456).

Analyzing a system before implementation of the concept

In a complex scenario, a very small change in one sector could result into a very large change in the whole system. Sometimes changes might result into instability of the entire system. The number of products being produced and the people involved, interaction between various tools and techniques are very critical to any institution. Due to this fact, even slight changes might result to poor functioning of the entire system.

A sophisticates and complex idea might enhance the complexity of the whole process within an organization. Complexity has a lot of consequences to the operations of an institution. First, complexity leads to high cost of doing business. These are costs incurred to carry out a complicated exercise unlike the well-defined process. The complexity can also increase uncertainty and unpredictability of doing business. The moment activities appreciate in terms of complexity and operations, and also as they increase complexity in terms of interaction, employees are not sure about the outcome from the whole process. Moreover, the moment processes are very difficult to be predicted due to their complications, it becomes obvious that some process will be neglected (Deming, 2011, 89).

No activity should be improved in Isolation

Most managers assume the fact that implementation process can be performed in isolation. Inputs involved in the process of implementation are sometimes assumed. However, it is important to note that what works at the activity level does not necessarily work at the process stage. The level of measurement is very important at every stage during implementation. Sometimes, lean is not very essential throughout the whole process. The process of investment in the entire process is very essential. It is important to invest in areas like technologyand production processes. Every stage in the process of implementation is of great importance. This is simply because each stage depends on the other in terms of functioning. Through enhanced procedures and interaction of the same processes, an institution is assured of reduced costs and efficiency (Duque & Cadavid, 2014, 45). Thus the benefits of the whole process of implementing lean depend on the level of interaction of each and every aspect within the entire system. Furthermore, working and changing the low level process within an institution does not automatically bring change within an institution. Unless the low level processes are almost collapsing or rather are affecting the entire production process. Improving such processes in terms of their efficiency may result to an improved process (Cua,McKone,& Schroeder,2011,66).

Redefining value and waste.

In the concept of novelty and complexity, value and waste have to be redefined differently. In such circumstances of novelty, it is challenging and very difficult to define waste. In many instances, waste is related to the interaction of various processes and not only the activities. Both novelty and complexity enhance waste and value. It is very dangerous to label some activities as wastes while others are labeled as of great value. Doing so would result to a total mess in an organization.

The essence of lean is to reduce on the wastes. However, sometimes it is difficult to establish what is not needed within an institution. Continued interaction in terms of the complex processes brings change in a certain area which in turn affects a larger process. To assume that some processes are wasteful in a complex and novel system it would mean a disaster. This is simply because complex and novel processes contain various stages with a lot of backups. Doing away with some of these processes would mean enhancing the ability of that process to interfere with other processes due to their interdependence (Hino,2010,102).

Interaction on its own does not clearly explain value or waste in the entire process of production. Doing away with some process does not guarantee reduced costs within an institution. The moment lean implementation incorporates the concept of agile production the value of production could be enhanced. The system of production ought to be designed so as to enhance accountability in terms of markets and clients. These two activities accompany each other when it comes to lean implementation. The most outstanding aspect of agile is that it entails inclusion rather than removal and also provides the capacity to enable accountability. In the case of complexity and novelty, there are high chances of confusion hence agility is very necessary. Any activity added within a system that is able to sort out problems before they cause any damage is very important. This process enhances production process despite their definition as valueless by the implementation process. It is therefore very important to measure the value of any activity as an individual rather than as a sum total of the entire process. This is simply because individual performance matters most to the whole process in any given system (Hopp & Spearman, 2014,345).

Lean should not be pushed to the Point of Negative Returns

The process of Lean implementation is an investment. The implementation process is therefore expected to yield good results in terms of reducing the cost of doing business. However, the moment one relies more on lean practices might end up incurring more costs than benefits. Some of the processes that appear to be of great impact might end up being wasteful. One should never believe that implementing a lean concept is a simple process. This is simply because it took Toyota several years to implement the entire program. Implementing lean without good reasons might lead to chaos within an organization. Top management should therefore always ask questions as to why the process of implementation is being performed (Anchanga,2011,321).

Conclusion

The five caveats discussed in the article are relevant to any form of organization. Lean implementation can therefore be looked at differently. It is a philosophy comprised of principles that dictate how an institution conducts itself so as to reduce on costs. The process of implementing these principles and concepts involves several actions and activities. The process begins with reforming the entire system and also defining the activities before carrying out the implementation process. Lean implementation requires a well-established environment which supports all the other elements of production within a particular system. A favorable environment ensures that the employee feels part of the whole reform process rather than feeling threatened. Successful lean implementation is therefore measured in terms of reduced costs and constant improvement of the whole system.

Reference list

Anchanga,P.(2011).CriticalsuccessfactorforleanimplementationwithinSMEs.JournalofManufacturing Technology Management.

Bhasin, S. & Burcher, P. (2012). Lean Viewed as a Philosophy. Journal of Manufacturing Technology Management.

Carter,P.(2011).7 wastes. Retrieved March2,2012,from http://cisystemltd.blogspot.com/2011/03/7-wastes- transportation.html

Cua,K.O.,McKone,K.E.,&Schroeder,R.G.(2011).Relationships between Implementation of TQM,JIT,and TPM and Manufacturing Performance .Journal of Operation and Management.

Deming,W.E.(2011).Out of the Crisis. MIT Press: Cambridge.

Duque, D.F.M. &Cadavid, L.R.(2014). Lean Manufacturing Measurement: The Relationship between Lean Activities and Lean Metrics. E studios gerenciales.

Emiliani,M.L.&Stec,D.J.(2014).Leaders Lost in Transformation. Leadership and Organization Development Journal.

Fujimoto,T.(2012).The Evolution of a Manufacturing System at Toyota. Oxford University Press: New York.

Hino,S.(2010).Inside the Mind of Toyota. Productivity Press:New York.

Holweg,M.(2013).The Genealogy of Lean Production. Journal of Operation and Management,25(2),420-437.

Hopp, W.J. & Spearman,M.L.(2014).To Pull or not to Pull:What is the Question?Manufacturing & Service Operations Management.

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Home-School Partnerships

Order Instructions:

One of your most important roles as an early childhood educator will be to foster home-school partnerships. Discuss what you believe are the benefits of home-school partnerships. Also, share one positive experience you have had (either from your own schooling or from your work with children) that relates to home-school partnerships. Finally, share one idea you plan on using to establish home-school partnerships.

SAMPLE ANSWER

Home-School Partnerships

Home-school partnerships have proven to have many benefits to the students. According to scholarly research, the establishment of effective partnerships between communities, families and schools results in children developing better socio-emotional, cognitive, and academic outcomes. Furthermore, collaboration enables schools and families to have a better understanding of the challenges that come with educating and raising children. Another benefiting arising from home-school partnerships is that teachers are put in a better position to understand the background knowledge of the learners and to use this information in connecting it to the new knowledge being imparted on the learners (Madison, nd).

One positive experience that I had from my working with the children in regards to home-school partnerships came up when I involved parents to help me better understand the children in my class. I was a new teacher in a new environment and I worked closely with the parents in order to understand the cultural and social factors that affected the performance of the children in my class. I appreciated the fact that collaboration with parents can help a teacher understand the manner in which the children perceive the world and things around them. By collaborating with their parents, children will appreciate the fact that learning is a lifelong concept.

To establish a home-school partnership, I intend to encourage parents and children to participate in evening activities which will involve exploration of scientific ideas and projects. In the process of exploring, I will act as a facilitator and allow parents and children to look at familiar things from different perspectives. Accordingly, I will encourage them to discover something new, using simple equipment. The aim of the partnership project is to ensure that the notion that we are all scientists is inculcated.

Reference

Madison, L. (nd). Home-School-Community Partnerships. Retrieved from: http://www.eduplace.com/science/profdev/articles/madison.html

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