1) Introduction
a) Capture the reader’s interest, provide context for the paper, and include a clear thesis statement
2) Purposes of the Articles
a) Article 1 purpose
b) Article 2 purpose
c) Article 3 purpose
d) Commonalities/shared themes between articles
e) Why is that interesting or important?
3) Research Questions
a) Article 1 research questions/hypotheses
b) Article 2 research questions/hypotheses
c) Article 3 research questions/hypotheses
d) Commonalities/shared themes between articles
e) Things to address in this section of the paper: What are the research questions and hypotheses asked by the authors? How do they compare to one another? Why might the differences and similarities be important?
4) Literature Reviews
a) Article 1 themes
b) Article 2 themes
c) Article 3 themes
d) Commonalities/shared themes between articles
e) Conclusions I can draw from the shared themes
f) Things to address in this section of the paper: What are the main themes of each article’s lit review? What do they share in common? What conclusions can you draw from that?
5) Research Participants
a) Article 1 sample
b) Article 2 sample
c) Article 3 sample
d) Commonalities/shared themes between articles
e) Things to address in this section of the paper: Who participated in this study? What is important about the participants? What do the articles have in common?
6) Limitations
a) Article 1 limitations
b) Article 2 limitations
c) Article 3 limitations
d) Commonalities/shared themes between articles
e) Things to address in this section of the paper: What limitations exist in this article? Consider issues with sample, generalizability of results, biases of researchers, etc.
7) Results/Conclusions
a) Article 1 results/conclusions
b) Article 2 results/conclusions
c) Article 3 results/conclusions
d) Commonalities/shared themes between articles
e) Things to address in this section of the paper: What are the results of the studies? What conclusions did the authors draw? What commonalities do you see between articles? Why might that be important? What might that mean?
8) Conclusion
a) What is your conclusion? If you consider all three articles to be a single entity, what conclusions can you draw from their combined research? What is the overall message of the articles? Why is this important? What suggestions might you have for future research, or practical application of this information
SAMPLE ANSWER
1) Introduction
Expanded comparison matrix is undoubtedly the widely used and the most important tool that is used to compare contents of different articles, especially the peer reviewed journal articles on a particular subject. The context of this paper is comparing socialization or networking in higher education. As a result, this paper compares all sections of the three considered articles in order to establish an appropriate comparison matrix.
The three articles considered in this comparison matrix are: Baker & Lattuca (2010); Visser, Visser & Schlosser (2003); and Weidman & Stein (2003) as article 1, 2 and 3 respectively.
2) Purposes of the Articles
a) Article 1: The purpose of this article is to examine how doctorate graduate students are prepared for academic careers, particularly focusing on their academic professional identity development.
b) Article 2: The purpose of this article is to assess current teaching practices and investigate the critical thinking knowledge among faculty, whilst undertaking the identification of exemplary practices in critical thinking teaching.
c) Article 3: The purpose of this article is to study how doctoral students socialize to the academic norms of scholarship and research.
d) The commonalities between the purposes of the considered articles is that they all target students at doctoral level in education, particularly with regards to socialization and networking.
e) The importance of the commonalities is that they allow easy comparison of the obtained results.
3) Research Questions/Hypotheses
a) Article 1: This article hypothesize that there is connection between developmental networks of doctoral students, their graduate experience learning and professional identity development.
b) Article 2: The research question in this article is that, are instructors and students (as lifelong learners and as reflective practitioners) helping our students to become critical thinkers?
c) Article 3: The research question of this article is that, how do doctoral students’ socialize to academic norms of scholarship and research?
d) The commonalities between the purposes of the considered articles is that, they all seek to establish a particular aspect of doctoral students’ socialization.
e) The similarities enable the researcher to compare and contrast the study results.
4) Literature Reviews
a) Article 1: In this article, sociocultural perspectives on higher education learning and network theories are examined with an emphasis on mentoring and social networking theories in addition to evaluating the intersection of sociocultural learning and developmental network theories.
b) Article 2: In this article, the literature is reviewed from the perspective of the factors that affecting integration of critical thinking to higher learning in distance and traditional higher education such as faculty factors, learner factors as well as learner environment factors.
c) Article 3: in this article, various aspects of how socialization theories are discussed in details in order to build up on the proposed theoretical framework.
d) The commonalities between the purposes of the considered articles is that, the three articles adopt the same theoretical or conceptual framework to build on the literature review.
e) The commonalities of the literature reviews is important in providing an overview of how the adopted theoretical or conceptual frameworks are developed.
5) Research Participants
a) Article 1: In this article, the research participants or sample size was 50 doctoral students who were interviewed and most of them have been engaged in various activities of their creativity to either partially or fully evade the need of analyzing, documenting or theorizing their work.
b) Article 2: In this article, the research participants included 66 universities in California (both private and public) from where the research study was carried out.
c) Article 3: In this article, all the 83 doctoral students were included in the study as part of research participants.
d) The commonalities between the purposes of the considered articles is that, the number of participants is almost the same among all the considered articles.
e) Since the number of research participants in all the three articles is relatively the same, it would be easy to compare the results.
6) Limitations
a) Article 1: The limitation in this article is that, the outcomes equation complexity is suggestive of a study that evaluate the influence of conflicting network values, goals and norms with regards to doctoral students without consideration of students at lower education levels or network partners and local contexts.
b) Article 2: In this article, the main limitation is inherent in the research design since the two groups considered in this study are not universally treated because the distance learning group can access all books, whilst the classroom group does not enjoy this privilege.
c) Article 3: In this article, the main limitation is concerned with how the sample size was collected since all the doctoral had to be included with an appropriate method of sampling.
d) The commonalities between the purposes of the considered articles is that, there are delimitations to most of the identified limitations.
e) Identification of the limitations is essential since it enables the appropriate delimitations to be devised.
7) Results/Conclusions
a) Article 1: in this article, the results indicate that oftentimes most of the doctoral students usually achieved a workable equilibrium between their aesthetic and analytic activities, which is envisaged to redefine conceptual and theoretical ideas previously considered as challenges towards inspiration resources.
b) Article 2: The results of this article found that while about 90% of the interviewed instructors claimed that in their instruction critical thinking constitutes the core objective, only 19% of them could succinctly explain the meaning of critical thinking.
c) Article 3: The results of multivariate analysis confirm that, social interaction is important among doctoral students and their departments.
d) The commonalities between the purposes of the considered articles is that, the results of the three articles affirms the need for students in higher education levels to socialize and network.
e) The results obtained in the three articles can be applied in other areas where social interaction or networking among higher education students is considered.
8) Conclusion
It can be concluded that a comparison of the three articles that are considered in this comparison matrix reveals a number of commonalities in almost all sections, particularly with regards to conceptual and theoretical frameworks as well as research designs. A consideration of the three articles combined, it is evident that socialization and networking among students is important for both distant and classroom students. Future research is recommended to determine the envisaged trends in student socialization and networking in future both for classroom and distance students.
Research authoritative articles using the news and the DeVry Online Library (http://library.devry.edu) for a recent case of antitrust investigation. You are
free to choose a case from any industry and any part of the world. Based on the case you have selected, answer the following questions.
Why was/were the firm(s) investigated for antitrust behavior?
Identify some of the costs (pecuniary and non-pecuniary) associated with the antitrust behavior (firms having power in the market). Additionally, note the specific antitrust act (Sherman Act, Clayton Act, etc.) under which the violation was investigated.
Given your research and findings, are monopolies and oligopolies (firms demonstrating power) always bad for society? Be sure to provide real world examples of where this may be the case to strengthen your position.
Provide at least one example of a case where having a monopoly or oligopoly may actually benefit the society.
Based on your findings to the questions listed above, write a report with a minimum of 300 words in essay format in APA style (use the APA template in Doc
Sharing), using correct economic terms covered in the discussions. If you ONLY write 300 words, you probably won’t be able to fully answer the questions.
Key concepts to include in your paper include the following.
Monopoly Market Structure
Oligopoly Market Structure
Barriers to Entry Into the Market
Natural Monopoly
Government Monopoly
Downward Sloping Demand Curve
Economies of Scale
Price Fixing
Collusion
Monopoly Pricing
Price Maker
Market Power
Economic Profits
Imperfect Competition
Rent-Seeking Behavior
X-Inefficiency
Deadweight Loss to Society
Marginal Cost
Marginal Revenue
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Research authoritative articles using the news and the DeVry Online Library (http://library.devry.edu) for a recent case of antitrust investigation. You are
free to choose a case from any industry and any part of the world. Based on the case you have selected, answer the following questions.
1. Why was/were the firm(s) investigated for antitrust behavior?
2. Identify some of the costs (pecuniary and nonpecuniary) associated with the antitrust behavior (firms having power in the market). Additionally, note the specific antitrust act (Sherman Act, Clayton Act, etc.) under which the violation was investigated.
3. Given your research and findings, are monopolies and oligopolies (firms demonstrating power) always bad for society? Be sure to provide real world
examples of where this may be the case to strengthen your position.
4. Provide at least one example of a case where having a monopoly or oligopoly may actually benefit the society.
Based on your findings to the questions listed above, write a report with a minimum of 300 words in essay format in APA style (use the APA template in Doc
Sharing), using correct economic terms covered in the discussions. If you ONLY write 300 words, you probably won?t be able to fully answer the questions.
Key concepts to include in your paper include the following.
Monopoly Market Structure’
Oligopoly Market Structure
Barriers to Entry Into the Market
Natural Monopoly
Government Monopoly
Downward Sloping Demand Curve
Economies of Scale
Price Fixing
Collusion
Monopoly Pricing
Price Maker
Market Power
Economic Profits
Imperfect Competition
Rent-Seeking Behavior
X-Inefficiency
Deadweight Loss to Society
Marginal Cost
Marginal Revenue
Antitrust
You must use at minimum at least one article from the DeVry Online Library. Note: Although your textbook is a good source of knowledge, it is NOT an article and cannot be the only source for the assignment. Cite all your references in APA format. You can use the Citations & Bibliography function of Microsoft Word, which is found under the References tab.
1. Write your individual answers to the questions listed above together not each minimum 300 words in essay format in APA style [use APA template in Doc
Sharing], using correct economic terms covered in the discussions. If you ONLY write 300 words, you probably won?t be able to fully answer the questions.
2. Some key concepts to include in your paper – Monopoly Market Structure, Characteristics of Pure Monopoly, Barriers to Entry into the market, Natural
Monopoly, Government Monopoly, Downward Sloping Demand Curve, Economies of Scale, Monopoly Pricing, Price Maker, Market Power, Economic Profits, Imperfect Competition, Rent Seeking Behavior, X-inefficiency, Deadweight Loss to Society, Marginal Cost, Marginal Revenue, Antitrust, Bundling.
You must use at least one article. Note: The textbook is not an article and cannot be the ONLY source for the assignments. Use the DeVry Library as a
resource for finding your references.
Title page or name on paper
Introduction paragraph
Body of paper paragraph(s) with in-text citations provided for sources used
Conclusion paragraph
Reference(s)
SAMPLE OF APA template to be use is below:
Title page
Title of the paper
Name of the author
Email Address
Content
Price Controls
I do not support gas price controls, or more specifically, price ceilings on gasoline because they do not help the economy in the long run. The laws of
supply and demand dictate that the market itself should be the determining factor of prices, which change with the supply and demand of specific goods in the market. A couple factors such as the negative effects on the Law of Supply, and the hidden costs to customers make price ceilings an unpopular choice for most economies.
Within the Law of Supply, certain determinants are affected when price controls are imposed. Although it may not be apparent in the short-run, price ceilings
will limit the number of producers entering the market due to the increased difficulty of making a profit because of the prices imposed on their goods. In addition to limiting the number of producers, price ceilings reduce the need to be competitive, which leaves companies little incentive to increase
efficiency and innovative initiatives in the way they produce and procure their products to lower the prices themselves.
Price Ceiling on Oil
In the past, such as the price ceiling on oil during the 1970?s in the United States, price controls created disequilibrium between supply and demand which
resulted in a shortage of gasoline during that time. This meant that those that were willing and able to purchase gas could not do so. With the intent on
keeping prices down, customers often pay hidden costs that are not related to prices (Ellig, 2003). Long waits in line, increased stress through competitive
acquisition of the limited goods, and the inability to purchase those goods regardless of financial standing takes its own toll on the economy.
Conclusion
History has already showed us the results of price controls in the market. Although the long-term effects may not be apparent, such as companies shutting down because of its inability to maintain the controlled prices and the unemployment that follow it is real. Artificially changing the laws of supply and
demand and the additional non-monetary costs to the customers can lead to a bigger problem than just higher gas prices. The market should be allowed to
pursue it?s equilibrium without any interference.
Bibliography/References
[Type references alphabetically; format APA]
Last Name, First Initial. Middle Initial. (year). Name of article in sentence case: If there is a subtitle, it should also be in sentence case. Name of
Journal in Title Case, volume(issue), first page-last page. Retrieved Month Day, Year, from name of database (if applicable) and specific URL.
Ellig, Jerry (2003, January 28). Competition and Effects of Price Control. Retrieved May 2,
2016, from Federal Trade Commission Web site: http://www.ftc.
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The subject is remedies
Questioning the relevance of the rule in Hadley v Baxendale, Tettenborn concludes that “in practice liability as often as not depends on something other than foreseeability, and … this is demonstrated by the contortions the courts have had to introduce to the Hadley principle in order to deal with the difficulties arising under it. I have suggested that an alternative analysis, based on the parties’ agreement and the object of the broken promise, is a more promising way forward” Andrew Tettenborn, “Hadley v Baxendale Foreseeability: a Principle Beyond Its Sell-by Date?” (2007) 23 Journal of Contract Law 120 at 147.
Has the rule in Hadley v Baxendale outlived its usefulness? Do the decisions in Tabcorp Holdings Ltd v Bowen Investments Pty Ltd (2009) 236 CLR 272; [2009] HCA 8 and Clark v Macourt (2013) 304 ALR 220; [2013] HCA 56 support Tettenborn’s argument?
SAMPLE ANSWER
Introduction
Hadley v Baxendale (1854) EWHC J70 is one of the leading cases in the English law of contract. Its applied to set the basic principles for determining the consequential damages that may arise as a result of a breach of a contract by one of the parties involved. The breaching party is practically liable for all the losses that may occur and which the parties should have at the time of signing the contract foreseen. The other cases that may also be relevant to these case are 9 ExCh 341 (1854) 23LJ Ex 179 and 18 Jur 358 (1843-60) All ER Rep 461.
In the case of Hadley v Baxendale the claimants, who were Mr. Hadley together with another claimant were actually millers who were working in partnership with the owners of a Gloucester City Steam Mills and their core business involved cleaning grain, grounding it and packaging them in different brands. One of the Crankshafts of the machines malfunctioned and broke down and a new order for a new one was made to W. Joyce and Company who were operating in Greenwich. To manufacture a new Crankshaft, the broken sample had to be transported and delivered to the manufacturers factory premises. Baxendale were contracted by Hadley to transport the broken Crankshaft to the factory premises of W. Joyce & Co. in Greenwich for about £240 current value and they were to deliver it within a particular period of time. However, Baxendale delayed and failed to deliver as agreed causing Hadley huge losses in his business estimated at around £2500 at the current value which were awarded to Hadley after suing Baxendale for damages. Baxendale appealed claiming that he was not wasn’t aware that Hadley would suffer any loses as a result of any delay or late delivery. The question was whether a defender would actually be liable for any damages that he was not aware of and if they would amount to a breach f a contract. The court held that Hadley could not be compensated as the defendant was not aware of any special loses that may have resulted from the contract and Hadley failed to mention any foreseeable loses to the defendant that may result in a breach of contract. The court contended that the claimants demands for the spare part to be repaired did not on its own constitute any agency on the part of the defendant and that any loses that may have occurred as a result of the spare part being delivered late were actually unforeseeable at the time of making the contract.
The facts of the case of Hadley v Baxendale are similar to the ones of Transfield Shipping Inc v Mercator Shipping Inc (2008) UKHL 48 that relates to the remoteness of damage. The Mercator’s ship which was known as the Achilleas was hired by Transfield shipping company, a charterer for a period ranging from Five to seven months and it was to be returned before midnight of May 2 the year 2004. On that particular day the ship was booked for Cargill international another charterer from South Africa at cost of $39,500 per day for a maximum period ranging from four to six months but the Ship was returned on May 11 by Transfield charterers. Cargill agreed to take the ship late and but a lower rate of $31500 per day as the freight market rates had fluctuated negatively. The contentious issue was how much Transfield should compensate Mercator Shipping Company for the loss of profits. Transfield agreed to compensate the Mercator for the differences in rates i.e. $158,301 but Mercator insisted on the breach of contract and wanted the whole cost of the new contract to be charged to Transfield i.e. $1,364,584. The rule in Hadley v Baxendale was followed and Transfield was allowed to pay the amounts resulting in the differences in rates. The court held that liability was in the case of Transfield Shipping Inc v Mercator Shipping Inc was restricted and the actual differences in market rates would adequately compensate Mercator for the period that the ship was delayed.
The court of Appeal, under Judge Rix stated that
“…damages for late redelivery should be limited to the overrun period measure unless the owners can show that, at the time of the contract, they had given their charterers special information of their follow-up fixture, are both undesirable and uncommercial. It is undesirable because it puts owners too much at the mercy of their charterers, who can happily drain the last drop and more of profit at a time of raised market rates, taking the risk of late redelivery, knowing that they will never have to pay their owners more than the current market rate for the overrun period, a rate which will never in truth properly reflect the value to the charterers of being able to fit in another spot voyage at the last moment. It is uncommercial because, if it is demanded that the charterers need to know more than they already do in the ordinary course of events, when they already know that a new fixture, in all probability fixed at or around the time of redelivery, will follow on their own charter, then the demand if for something that cannot be provided. All that an owner will be able to tell his charterer in most cases is that he plans to fix his vessel anew at the time of redelivery. To which the charterer might reply: ‘well I know that already! But don’t expect that your telling me that is enough to put me on notice for the purpose of claiming loss of fixture damages, if I deliver the vessel late and you turn out to lose your fixture!’ Such an answer, however, reflects the uncommerciality and error of the charterers’ submission”
But the House of Lords totally disagreed with the Court of Appeal decision. While reversing the court of Appeal decision, Lord Hoffmann stated in the case of Hadley v Baxendale that;
“The case therefore raises a fundamental point of principle in the law of contractual damages: is the rule that a party may recover losses which were foreseeable (“not unlikely”) an external rule of law, imposed upon the parties to every contract in default of express provision to the contrary, or is it a prima facie assumption about what the parties may be taken to have intended, no doubt applicable in the great majority of cases but capable of rebuttal in cases in which the context, surrounding circumstances or general understanding in the relevant market shows that a party would not reasonably have been regarded as assuming responsibility for such losses?”
The test for rate of damage compensation in this case appears to be determined by the action that a reasonable person would have taken given the same circumstances that the defendant was in and the issues that were under consideration at the time of contracting (Llod’s Maritime and Commercial Law Quarterly, n, d). The defendant did not contemplate that in the event of a breach such facts would be considered and that he would be responsible for any losses that the plaintiff may suffer as a of the breach.
Lord Hoffman in the case of Hadley v Baxendale added that in the case of contemplation rule,
”I agree that cases of departure from the ordinary foresee ability rule based on individual circumstances will be unusual, but limitations on the extent of liability in particular types of contract arising out of general expectations in certain markets, such as banking and shipping, are likely to be more common. There is, I think, an analogy with the distinction which Lord Cross of Chelsea drew in Liverpool City Council v Irwin [1977] AC 239, 257-258 between terms implied into all contracts of a certain type and the implication of a term into a particular contract… It seems to me logical to found liability for damages upon the intention of the parties (objectively ascertained) because all contractual liability is voluntarily undertaken. It must be in principle wrong to hold someone liable for risks for which the people entering into such a contract in their particular market, would not reasonably be considered to have undertaken”
The above argument classifies losses into two; those that occur naturally as a result of a breach in the usual way and those that arise due to special circumstances and which were communicated expressively to the parties in the contract and also those that were reasonably contemplated by both parties as a probability upon breach of the contract.
The Hadley v Baxendale case initial judgment by Alderson J. declined to compensate the claimants as the only particulars that were communicated to the defendants was that they were to transport the spare part for repair. The second rule however the judge notes that its whether consequential damages would be recoverable as they are limited to special circumstances that must have been contemplated by both parties. Alderson J. stated in the case of Hadley v Baxendale (1854) EWHC J70;
“If special circumstances under which the contract was actually made were communicated by the plaintiffs to the defendants, and thus known to both parties, the damages resulting from the breach of such a contract which they would reasonably contemplate would be the amount of injury which would ordinarily follow from a breach of contract under the special circumstances so known and communicated. But, on the other hand, if these special circumstances were wholly unknown to the party breaking the contract, he, at the most, could only be supposed to have had in his contemplation the amount of injury which would arise generally, and in the great multitude of cases not affected by any special circumstances, from such a breach of contract. For, had the special circumstances been known, the parties might have specially provided for the breach of contract by special terms as to the damages in that case; and of this advantage it would be very unjust to deprive them”.
The rules in Hadley v Baxendale have been modified by the case of Victoria Laundry (Winsor)
Ltd v Newman Industries Ltd where a reasonable foresee-ability test is required in all types of damages in the law of contract.
In the case of Tabcorp Holdings Ltd v Bowen Investments Pty Ltd (2009) 236 CLR 272; [2009] HCA 8, the court held that the damages for breach were the actual cost that the repair work would amount to and the attempts to compel the defendants to renovate was actually an equitable remedy compared to compensation for damages but performance of a contract is preferable than equitable remedies (Diamond & Foss, 1994). The reservation of the building in the same state that it was without any kind of alterations would have been preferable but loss is the actual cost of returning or restoring the building back to the position that it would have been if the contract was performed as agreed.
To conclude, the argument in Hadley V Baxendale as stated by Tottenborn (2007) is reasonable but not on its entirety. The precedent in the case of Hadley v Baxendale applies in some cases but not all special cases that may involve special circumstances that have not been mentioned. The case is still applicable and it’s not well past its sell date. It’s still relevant in certain specific instances (Kramer, 2004). The aggrieved party should be compensated or be allowed to recover the loss that was reasonably foreseeable by the other party that breached the contract hence liable for the breach. Hadley v Baxendale provides a reasonable test for remoteness and the two cases supplement the rule in Hadley v Baxendale.
References
Diamond, T.A. & Foss, H. (1994) Consequential Damages for Commercial Loss: An Alternative to Hadley v. Baxendale, 63 Fordham L. Rev. 665.
Kramer, A. (2004) An Agreement-Centred Approach to Remoteness and Contract Damages’ in Cohen and McKendrick (ed), Comparative Remedies for Breach of Contract, p. 249-286
Horror zombie genre film posters design and content
Horror zombie genre film posters design and content
A practice led research about horror zombie genre film posters design and content. The result of the research is creating 2 film posters and why did you do
these posters ( these posters will be provided in the uploads). The methodology of the research is searching for the horror zombie genre posters and what are the difference between them and doing some content analysis.
The research must be in this structure:
Introduction
Literature review
Methodology
Results ( The film posters I will design and provide them in the uploads section)
Conclusion
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Directions: Submit a minimum of 2-3 pages APA format with a minimum of 3 references
Answer the following questions about your profession:
Where are we?
Where do we need and want to be?
What is the best way to get there?
How do we evaluate our progress?
SAMPLE ANSWER
The State of the Nursing Profession
As it has always been, the nursing profession is highly competitive. There is a growing need for more nurse practitioners day-in-day-out. The growing global population requires more nursing personnel to provide service to them. Hospitals are also being established all over the world creating job opportunities for nurses. The issue of insufficiency of health care services has been a concern in most countries. As most of these countries advance economically, they are able to improve the sector by the construction of hospitals of different categories to ensure that the basic need is accessed by all citizens. The need to equip the hospitals with health care professionals especially nurse practitioners and doctors has been prioritized by most present governments. Generally, the profession is at a good condition and there are unlimited job opportunities for nurses. Unlike several other professions, nursing allows graduates to practice in different environments all over the world, offering them a wide range of market. However, as De Milt, Fitzpatrick and McNulty noted, some practitioners experience discomforts in their job, just as they do experience satisfactions. Particularly, a good population of the practitioners is dissatisfied with the lack of collegiality in the profession, insignificance of intra-practice partnerships as well as the questionable growth of the profession, (DE MILT, FITZPATRICK, & McNULTY, 2011, pg. 87).As a result of such occurrences; some nurses consider the working environment unfavorable.
Nurses need to gain confidence with their profession. Though nurses are still needed in abundance, securing employment has been a challenge to some of them. National Students Nurses Association (NSNA) noted that new graduates in nursing face unemployment due to flooding of the registered nurses field by old experienced nurses (NSNA, 2012, Pg. 38). It is the wish of every nurse to get employed. It would be a disappointment, if after undergoing the intensive training in nursing, one would still have to take a long while to secure a job.Usually, most firms require experienced nurses, which is probably right for them. The question now comes in: how and where should the new nurses earn experience if they are not employed in the first place?
NSNA advised on the ways that would enable fresh young nurses overcome unemployment. New nurses are advised to first enroll as Certified Nursing Assistants (CAN) as a means of introducing themselves into the field where they would concurrently gain experience (NSNA, 2012, Pg. 58). While new nurses are not discouraged, they are advised that experience is crucial considering the nature of the profession. It is therefore an important thing to seek for them to become competitive. Nursing graduates are also advised to advance their education while still working as CNAs. Those with diplomas and associate degrees are advised to pursue RN (Registered Nurse), while those with RN are advised to pursue masters programs (NSNA, 2012, Pg. 38).
To improve the working environment for nurses, American Nurses Association (ANA) offered a guideline that constituted of six mechanisms. The six were ability to communicate in a skilled manner, team work orientation in service provision, making of sound and effective decisions, adequacy of staff, mutual recognition among nurses and pursuit of an authentic leadership style (ANA , 2010, Pg. 14).
Progress Evaluation
Achievements in nursing would be translated in the satisfaction seen among members of the profession. The more the unaddressed challenges are, the high the likelihood of nurses to feel insecure. The ease with which nursing graduates get employed is also likely to relate directly with achievements of the entire profession. If proposed methods to improve the status of the profession are implemented, a spirit of collegiality would be felt in the interactions among nurses. Generally, progress would be evaluated by the extent to which confidence in the profession is maintained.
Bibliography
ANA. (2010). Nursing: Scope and Standards of Practice. Maryland, MD: Silver Spring
DE MILT, D. G., FITZPATRICK, J. J., &McNULTY, R. (2011).Nurse Practitioners’ Job Satisfaction and Intent to Leave Current Positions, the Nursing Profession, and the Nurse Practitioner Role as a Direct Care Provider. NCBI, 23(1):42-50. doi: 10.1111/j.1745-7599.2010.00570.x.
In this context, an ‘expert system’ is an information system, or application, that dynamically simulates the advice that would be given by a human
expert when asked about a ‘problem’ related to their field of expertise. For example, an expert HR consultant might be asked how much severance needs to be paid to an employee being dismissed. The HR consultant would ask the ‘client’ a series of questions such as … is there a union contract? Is the
company governed by provincial or federal employment standards? How long has the employee worked for the company? How much money does the employee make? What is their job title or level? Why are they being let go? … and so on. At the end of the series of questions, the human expert would answer the question. He or she, for example, might say … “Well, given the circumstances you’ve indicated, I would recommend a severance payment of six months salary.” A good expert system would ask a user the same kind of questions and provide the same answer as a human expert.
In doing this assignment you should start with a problem to be solved. It should be the kind of problem someone might discuss with an expert. For example:
What kind of skateboard should I buy? (ask a expert skater)
i.e. Purpose of skating, weather, street or park, etc.
What make-up or fabric colours look best on me? (ask a fashion consultant / expert)
i.e. Skin tones, shape of face, body, etc.
How should I dress for a meeting with the Queen? (ask an expert in etiquette or protocol)
i.e. Is is a dinner or ceremony, morning or evening, formal or informal, etc.
Assume that a human ‘user’ will ask this question of your ? ‘expert system’. Your job, then, is to create a series of questions that will result in the system answering the question. The ‘answer’ of course, will vary depending on the answers provided by the user. That is, the expert solution will change if different users answer the questions differently.
Steps:
1. Design and build a web-based expert system as a series of hyperlinked pages. You can use HTML, XML, MS Word … or any other tool you know how to use (e.g.,
Adobe Dreamweaver, CorelDRAW, iWeb, etc.) to develop your web-based expert system. Each individual question or outcome must be on a separate page. The minimum number of webpages required is 80. The pages should be linked and organized in a file or folder (e.g. a USB memory stick) that can be easily read by a web browser.
2. During the second-to-last class (the last class prior to the final exam). Prepare a six-minute class presentation during which you will explain what your
expert system does … and what problem it is designed to solve. You will be expected to demo your system using members of the audience as ‘users’ and
answer questions.
3. Immediately before you deliver your class presentation and do your demo, submit a written report.
The report should be double spaced and follow the following format:
• Cover page – the template is attached – see below
• Executive Summary – an overview and summary of your report
• Introduction – What is the problem you are trying to solve? Why did you pick that problem? Where did your idea come from? Is it an important or series
problem? Why? Do other expert systems exist which are similar to yours?
• Knowledge Engineering – Who was the human expert whose knowledge you used to create your system? How did you go about documenting this knowledge? Did you need to do any additional research? How do you know your expert’s solutions are correct? Did you test them or validate them in any way? Did you talk with more than one expert?
• Methodology – How did your team manage the project of creating the system, preparing the presentation and writing this report? Include a work breakdown summary, a GANTT Chart and a PERT diagram.
• Technical Overview Provide an outline of your system. How was it built? What tools were used? How was it tested? If there were problems, how were they
fixed?
• Benefits -What are the pros and cons of your system? That is, its strengths and weaknesses?
• Next Steps – If you continued this project, what would you do to make your system better? How would you improve it?
• Conclusions – What did you learn? What are your observations and conclusions about developing an expert system? What advice do you have for anyone else doing a similar project? What is likely to happen with expert systems in the future?
• Works Cited – This is an academic assignment.
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SAMPLE ANSWER
Berkshire Hathaway International Insurance Company
Abstract
Berkshire Hathaway International has succeeded in branching itself enormously since its beginning. The company started as a textile company, and currently is has been able to dominate almost every sector in the business world. The focus of this paper is to address the impacts that can result when a new CEO replaces Warren Buffett. The paper will address how the new CEO will ensure that the success of Berkshire Hathaway is sustained. The paper conclude by emphasizing that a succession plan is a crucial aspect to ensure that investments are fostered as well as making sure that subsidiary companies are controlled effectively. The succession plan will revolve around HR branding, selection for the future, and creating a culture for the future.
Introduction
Who will become the next CEO (chief executive officer) at Berkshire Hathaway remains one of the million-dollar questions being asked by many corporatists. This is after Warren Buffett (the now CEO of Berkshire Hathaway) announced in 2010 that his position will be succeeded by team composed of senior CEO and approximately four key investment managers. He critically pointed out that, the newly selected managing team would have each of its members being responsible for an impeccable part of the company’s investment portfolio (Avolio, Fred, & Todd 2009). By the fifth month after Warren announced the statement, Berkshire Company gave that Todd Combs, who was then manager at Hedge Fund Castle Point Capital, would become one of the investment managers. Four months later, the company suggested that the fifty years old Ted Weschler (from Peninsula Capital Advisors) would also join the team of investment managers. The bigger question was who was to become the CEO, and Warren gave a slight relief to most Americans by giving a suggestion that, the CEO had been internally chosen, but was publicly unnamed. This was a suggestion that received a lot of criticism from business analysts who contended that the succession plan by Buffett lacked an exit-strategy, and that it often leaves a firm with lesser long-term alternatives. Therefore, the critics try to recommend successful CEOs should not be allowed to choose their successors. Therefore, the following paper will engage in portraying how a succession plan for Berkshire should look like by discussing several issues involving business process. A flow chart demonstrating an organizational chart with possible development career paths from a low-/entry-level position will conclude the discussion.
Part 1
Berkshire Hathaway HR branding
Recruitment strategy
HR branding involve all those processes aiming at altering human resource practices of company such as training recruitment, and compensation to perfect succession planning. Based from the stressed indication that the next CEO will come from the top-most portfolio companies, the most indispensible recruitment strategy for this position as well as for the investment managers is the use of poaching. Poaching can only be perfected if referrals are used together. Already, candidates for the position of Berkshire Hathaway’s next chief executive embrace the leaders of GEICO, and BNSF BNSF, and Berkshire Hathaway Reinsurance,. Considering this factor, what remains is just to confirm the best among the three to succeed Buffett. Using referral on poaching, several qualitative aspects of the candidate will be given by those who know each one of them. Even before interviews are scheduled to capture the personalities of the candidates, getting their attributes from the board at Berkshire will guarantee that next CEO of the Berkshire Hathaway will be of the employee’ most preferred candidate (Sosik & Jung 2010). Borrowing from the fact that Buffett is one of the most inspirational leaders, the next CEO therefore ought to have extra personal values. Such characters as longevity, frugality, and benevolence can only be observed and given by those nearest to the person (candidate). These qualities, which have made Buffett, excel in insurance, selling cars, and selling houses ‘are needed by the incoming CEO to exemplify the same’ (Bennis & Joan 2010). The efficacy of poaching is that it reflects the generic skill set of an applicant, which is not specific to the company. Poaching is more readily productive to the apprentice model (which gives promoting somebody within the organization to CEO level) as it is disastrous in practice. This is because the former CEO keeps mentoring the new CEO. Bennis & Joan (2010) and Sosik & Jung (2010) gives that the apprentice model creates the impression that the new CEO is still incompetent to handle the position thereby undermining his authority. The other reason why poaching is the best recruitment strategy is that Berkshire Hathaway is changing its business to consumer branding. Berkshire Hathaway under Buffett’s management has been re-branding the energy companies, certain insurance holdings, and real estate brokerages using the Berkshire Hathaway name. Therefore, launching a consumer brand with a global target will attract celebrity endorsement. The rationale behind celebrity endorsement on Berkshire products is meant to assist consumers to absorb that the brand is all about borrowing some qualities from their celebrities.
Diversity and legal consideration
Although poaching seems to be the best strategy for recruitment at the Berkshire Hathaway for the excellent succession planning, the method most of the times lead to lack of diversity and management issues at the workplaces. This is because practices such nepotism, which is the preference for hiring a relative of the current employee and decrease diversity in an organization is felt. Diversity at Berkshire therefore should aim at getting the right candidate who can add intellectual diversity and cultural opulence to personal attributes correlated to the HR branding. This condition of non-diversity is most likely to develop at Berkshire Hathaway as it is projected that Buffett is more likely to pick his son (Howard Buffett) as his successor (Sosik & Jung 2010). Taking into focus that Warren is eying his son to be his successor, it might raise many legal issues. Therefore, legal considerations have to be put in place to promote diversity at Berkshire Hathaway as far as HR branding is concerned. Relevant employment laws and standards strive to ensure that human rights are protected at work places irrespective of color, race, religion, or any other personal attributes. The laws also aim at guaranteeing equal treatment of candidates during recruitment with outlining legal rights of employees.
It can be stressed that legislations does not necessarily entails compliance to the laws, but nurturing a culture of acceptance in the workplace. Therefore, any appointment and recruitment should be approved and welcomed by all the concerned parties. Considering that there are mild conflicts with Berkshire of who will be the next CEO and investment managers, legal considerations have to be taken with keen. The Employment Equity Act, for instance, can help Berkshire to see that it gets the right candidate to be the CEO of the company (Sosik & Jung 2010). Other ACTS that can work for Berkshire Hathaway comprises of Equality Act 2010, Work and Families Act 2006, and Equality Act 2006. These Acts unanimously gives provisions that underline the prohibition of discrimination in employment (comprising recruitment and selection methodology) to aspects of race, nationality, sexual orientation, and religion and belief. Talking about sexual orientation is a sensitive matter towards Berkshire HR branding. This is because it clearly gives that the next CEO will automatically be a man (Avolio, Fred and Todd 2009, p. 432). This is against legislation regarding recruitment, which prohibits such kind of selection. Both males and females should be treated fairly and equally. For that reason, Berkshire can attract and retain the best candidate who is most competitive during this process of HR branding. Moreover, to fulfill a responsibility to treat candidates ethically and confidentially, the company should make available a search environment that respects the dignity and rights of all people. Berkshire should also put aside all personal agendas, biases, or political statements to give a justified evaluation to each candidate. Taking into account there is rivalry at the company regarding the successor of Warren Buffett, all the recruitment members should disclose all conflicts of interest to each other. Berkshire Hathaway can only achieve its goal in getting the right candidate by its members representing the company as a whole rather than group stakeholder.
Part 2: Selecting for future legal and ethical concerns in succession planning development
Selecting for future entail consolidating those products from HR branding to a common pool where a company will have ample time to pick the next successors easily. A successful succession planning will promise that the board at Berkshire Hathaway will have a better understanding and absorption of the skills and competencies mandatory to lead the company. Apart from this importance, the board will also enjoy a massive position in deciding whether to choose an insider or an outsider to head the company. On top of that, succession planning will assist in determining the ideal qualifications that are needed one to be the next CEO of Berkshire Hathaway international (Bennis and Joan 2010). In short, a successful succession planning provides the board with insights in making informed decisions among prospects and dilates its portfolio of alternatives. However, legal and ethical issues arise during succession planning. One of the ethical issues that arises is that a lack of board preparedness.
The lack of board preparedness Bennis and Joan (2010) can be correlated to the emotions prevail during succession planning. By now, there are minor conflicts and disagreements over who will be the next CEO to succeed Warren Buffett. Although there is an announcement that the CEO has been determined, failure to name him has raised many confrontations between board members. Some of the board members feel that Warren is making his appointment based on emotions or feelings rather than on competencies. The board also suggests that Buffett might be silent all this period about his successor due to the main precipitation of his son becoming his successor. Warren Buffett on his side feels that immediately he leaves his position and hands it to another person, detrimental effects will prevail (Avolio, Fred and Todd 2009, p. 445). That is why he is reluctant to quit his position. The board has been trying acting in response to non-ending media pressures and financial analysts’ inquiry. Therefore, out of emotions, the members will end up choosing a famous person rather than engaging in a holistic examination of particular traits, experiences, and competencies related for the post.
The second ethical issue that can arise from succession planning is a critical lack of knowledge regarding what works and what does not work. This can be given by the actions of Berkshire Hathaway projecting that the next CEO will come out of their portfolio companies. These types of CEO are known as prior CEO. What the board believes is that prior CEOs have massive experience during their tenure as heads of other companies. The board also has in mind that prior CEOs have a perpetual excellence in creating shareholder value, and have already established communication connections with investors and security analysts. However, the ethical issue that can arise from such picking is that rather than prior CEO performs better as expected, they result to become worse and act no better. On the other hand, Bennis & Joan (2010) legal issues present themselves in succession planning. One of the legal issues involves employment contracts. In simple terms, any existing employment contract at Berkshire Hathaway must be honored to avoid any employment law disputes after succession. Considering that Berkshire is going to a management alteration, which is one CEO and three to four investment managers, it must take into considerations the provisions given in contracts. Another legal issue, which can also be mirrored in the mirror of unethical factor, is unlawful age discrimination. From a legal perceptive, succession planning should be based on merit. Avoidance of unlawful age discrimination promotes diversity. The tendency of companies filling their replacement with people based on gender race, and nationality can lead to allegations of discrimination.
Skills and talent for a CEO at Berkshire Hathaway
Getting the impeccable replacement for Buffet remains a difficult task for Berkshire Hathaway’s board to decide. Investors, suppliers, customers, and every member of the company focus on the outgoing Warren. Therefore, there is need to capture a CEO with outstanding qualities to perfect the position held by Buffett (Lombardo & Robert 2009). Not only should the board focus on getting the right candidate at this current time, but also to set grounds at which future leaders should encompass. The skills and talents for a successful succession planning should comprise both short and long-term objectives, but not on replacing position. One of the distinguished skills that can be also a talent is the ability to be innovative. This skill is needed in the long-term, as the world today is becoming more and more globalised. Taking into account that Berkshire Hathaway is turning to consumer brands, the next CEO ought to have the skills needed to market these brands in the form of celebrity endorsement as this has become the more stylish, recommended, and accepted forms of advertising consumer brands (Weldon 2008). The modern globalised business is characterized with ‘increasing inflation and robust technological improvement’ calling Berkshire Hathaway to be faced by the rapidly business setting (Birdi, Clegg, Patterson, Robinson, Stride, Wall & Wood). The next CEO and investment managers at Berkshire Hathaway must exemplify the skills and talent to innovate on a continuous basis and deliver a variety of characteristics in the upcoming consumer brands and services in the field of insurance and house as well as car selling. The CEO will demonstrate the skills to anticipate the future and design a set of unsullied methodologies to affectively and efficiently address change and realize profitability in the long-term.
Being an indispensible risk taker is another skill needed for the short term and long-term realization of Berkshire Hathaway international goals. This entails that the prospective CEO must exemplify the ability to calculate risks after engaging in a deep evaluation of probabilities correlated with the profit and losses’ realizations of the decisions made. The next CEO of Berkshire Hathaway must dance to the tunes of the company developing the quest of owning the full of a company. Failure to possess this skill will make the company to lag behind against its competitions (Birdi, Clegg, Patterson, Robinson, Stride, Wall & Wood 2008, p. 469). However, a point of concern is that the ability to take risks should not jeopardize the survival or the overall profitability of an organization, but should be twisted toward increasing the profits of a firm.
The most essential skill that guarantees that a CEO will be productive at this time and in the future is being optimistic by nature. Being optimistic by nature is itself a talent. A CEO therefore must demonstrate the ability to think outside the box and design and formulate strategies that can efficiently solve the problems faced by Berkshire Hathaway. At the same time, the optimistic CEO must inspire the juniors and struggle hard to get through harder times. The ability to take action goes hand in hand with being optimistic (Sosik & Jung 2010). This is because it is when chasing a positive impact that CEO results to unleash an action. Taking action entails taking timely calculated action based on environmental aspects at work. However, this skill is restrained to impulsiveness. Therefore, the next CEO or investment managers at Berkshire Hathaway must not be impulsive, and an action must be constructed after careful thought and analysis. On other explanation, the action should not only be designed strategically to address change, but also on accepting those strategies in a way that they collectively foster the profitability of the company.
The prospective CEO at all cost must exhibit communication effectiveness. No business whatsoever can excel if there exist no convivial communication between CEO, employees below him, investors, and customers. Therefore, a CEO must effectively demonstrate the ability to communicate effectively with fellow employees while at the same time expands ideas and suggestions put forward by his associates. Having excellent communication skills is being correlated to inherence. Birdi, Clegg, Patterson, Robinson, Stride, Wall & Wood (2008) argue that CEO must be an open-minded person with ideas, and accept proposals fronted by the team members, rather than entirely focusing on proposals designed only by him. Communication with diverse people such as investors and other varied stakeholders requires an excellence in vocabulary skills. Having excellent vocabulary promises effective communication with employees that have diverse cultural values as in Berkshire Hathaway.
Humility as well as controlled emotion forms one of the immaculate skills for an effective CEO. Although CEOs should be aggressive in achieving goals, it should not be extended in losing temper when unpleasant issues arise in an organization. Nevertheless, a CEO should not remain rigid in behavior and fall short in pointing out failures that may arise. In short, a CEO should be placed at equilibrium when emotions are on focus (Saba & Martin 2008). This means that the officer should not be angered by small mistakes, but on the other hand, the CEO should not be overexcited by small wins. Rather, the CEO should exemplarily know how to appreciate employees and head them toward the right direction, which ultimately allows them to achieve the corporate aim of Berkshire Hathaway.
How interviews will be conducted
Interviews for a CEO are distinct to those conducted to any other employee of an organization. This is because CEOs are the top-most employees to oversee the operations of a firm. Hence, a comprehensive interview that will address personality issues, cultural richness, and intellectual multiplicity should be enhanced. Getting an excellent CEO at Berkshire Hathaway can only be perfected if structured interviews are conducted. The benefit of conducting this type of interview is that it gives precision and accuracy. This is because the questions asked during the interview are connected to job-related competencies, thereby enabling prediction on the job performance of the candidates (Caldwell. Dixonl, Joe Jonathan & Gaynor 2012, p. 178). Berkshire also ought for a structured interview due to legal considerations associated with it as when they are conducted; they are more likely to be legally defensible. Asking the same questions to all candidates during the interview enhances objectivity. Fairness is also enhanced as one of the ethical considerations as finally consensus on a final evaluation is reached. The following steps give insights about how an interview should be conducted:
Before the interview-, the interviewer should decide what kind of questions to be asked during the interview. Job descriptions, competency profiles, as well as merit criteria should be reviewed at this step (Lombardo & Robert 2009). Information should be made available to the candidates before the interview, giving the location for the interviews, welcoming interviewees for the interview, and arrange matters of accommodation if needed.
During the interview-, the interviewer introduces the interviewer not limited to the format of the interview, expected questions, and recording of the responses. Follow-up questions should be used question after question to enable the interviewer to elicit more data necessary to assess the applicant’s qualifications (Sosik & Jung 2010). Thanking of the interviewee after the interview comes last at this step, as well as giving an opportunity for the interviewed person to ask question.
After the interview- interviewer (s) analyses each candidate’s performance against the qualifications required to perform at that position. By reviewing the responses, interviewers are able to reach a consensus that the best candidate fits the vacancy.
Job descriptions and the flexibility needed for succession planning
Job descriptions provide the flexibility needed for successful succession planning. Job descriptions aim at bringing together the right people and the right job in which possibilities are endless. One of the ways in which job descriptions lead to flexibility in succession planning is by providing comparative analysis. Job descriptions aim at getting the right person for the complete understanding of its supply chains. This can only be realized if the recruiters exhibit the availability of talents and through the organization’s ability to attract these talents. Another avenue in which job descriptions achieves flexibility in succession planning is by talent planning (Chopra & Kanji 2010). Job description has to make a company to be engaged in talent planning whether at division, a unit, or corporate level. Job description aims at retaining good talents in an organization because in the modern day scarcity of talent and cost prevails. The first part of talent planning is talent identification, which mainly deals with looking for skills and competencies necessarily for a transfer. The second part engages the combination of comparative analysis and talent identification to show that the more the scarcer a talent is, the more effort should be garnered to retain and train internally. The third part of talent planning that is an amicable factor in flexibility in succession planning is scenario planning, primarily indispensible to future planning. The more possible future directions given to managers, the more talents are identified and nurtured in a pool of talents (Cameron & Robert 2011). The third way in which job description leads to flexibility in succession planning is by the creation of a pool of talents. Because a company cannot be able to detect and establish what kind of talents it needs over a period, it needs to emerge itself in construction, maintenance, and modification of a pool of varied candidates with a variety of skills. Therefore, the three approaches will make sure that job description satisfy its role in making succession planning flexible.
Part 3: Establishing a Culture and Structure for the Future
Training programs that must be in place and will they be conducted by internal or external providers
After a company has selected the best for future, the remaining thing to do is to establish a culture that there is a repetition of such practice. This is done by considering such aspects as training programs, performance appraisals, and compensation methods. For Berkshire Hathaway, the type of training program depends on the position of the employee. Taking into focus that the trending topic now is on CEO and investment managers, the type of training needed is of concerned. Types of training programs that is appropriate for this group is leadership and management training programs. Leadership training programs will be most appropriate for the next CEO of the company. Having Warren Buffett as a mentor to the upcoming CEO will encompass internal training with internal providers. Internal providers will act as a supervisor to the new CEO to train him or her to identify employee-training needs. Management training programs are also mandatory to the new CEO. The coming CEO, if coming out of the portfolio company, has the skills on how to manage an organization (Connors & Smith 2011). What remains is just introduction to the existing HR departments at Berkshire Hathaway. Management training programs should be provided by internal providers to ensure that the newly recruited CEO have an orientation to the general Human Resources Department in order to continue with the already started succession planning.
How performance reviews can be used for succession planning and training?
Performance reviews, succession planning, and training are intertwined. What this point means is that performance review/appraisal provides a suggestion of employees with leadership prospective as well as with development demands. Therefore, a CEO at Berkshire Hathaway ought to develop programs and interventions, which either offers employees with training or an opportunity to regenerate their skills. Thus, Chopra & Kanji (2010) performance appraisal works as an input to succession planning by spotting those employees with varied or specific competencies that Berkshire Hathaway knows that it will need in the future due to actions of turnover or retirement. In addition, performance appraisal strives to highlight the external factors influencing the demand of new skills. One recommendation to perfect performance appraisal on succession planning is by standardizing the appraisal, to be reviewed, assessed, and analyzed to underline competencies and development demands across all departments at Berkshire Hathaway (Jones-Burbridge 2012, p. 47). On matters of training, performance appraisal gives the CEO with an indication of the gaps between training and development by giving specifics where employees are scoring low on matters concerning the misapplication of technology. This immediately becomes the target area for creation and implementation of training programs, which progressively strive to amplify employee competencies and output.
Which performance review methods would best support succession-planning strategies?
Future oriented performance appraisal method is best for succession planning strategies. One of the methods under this group is management by objectives, which predominantly rates performance against the achievement of goals set by management. It has an advantage of evaluating managerial positions as those of CEOs. Apart from management by objectives, psychological evaluation comes vital when the future target of a company like Berkshire Hathaway is concerned. It is normally done on terms of unstructured interviews, psychological tests, or a depth discussion with supervisors. This type of performance evaluation method majorly focuses on emotional, motivational, intellectual attributes affecting performance of employees. The final performance evaluation method that is useful in succession planning is 360-degree feedback (Martin & Lombardi 2009). The future of Berkshire Hathaway is very important and CEO can implement this method with summarizing performance information on an individual from such stakeholders as supervisors, peers, customers, and team members. The advantage of these appraisals is that every employee is an appraiser to his or colleague. Inter-personal skills, team building capabilities, and customer satisfaction are some of the attributes analyzed by 360-degree feedback.
Compensation strategy and succession planning
Apart from training, compensation strategy becomes one of the indispensable tools in succession planning. Compensation strategy helps to create the effective and competitive firm, and the wrong setting of it destroys a company within the shortest time possible. Direct financial compensation is the ultimate compensation strategy that can best suit succession planning. Increase in direct financial compensation help to induce employees to stay longer in a company. Pay on performance falls under this group and it calls for an increase performance (Lombardo & Robert 2009). Non-financial compensation strategy can also work best for succession planning. This is because, even though there is no monetary value connected to it, the employee feels appreciated by the company. Berkshire Hathaway, for instance, in implementing its succession plan, should create job responsibilities that hold importance to the employees. Employees on this type of scheme are provided with more autonomy as well as provision of prompt and constructive feedback to the employee.
How might affirmative action considerations affect training and development strategies?
A diversified workforce is known to be the one that comprise three principles: affirmative action, equal employment opportunity, and diversity. A company as Berkshire Hathaway will find its training and development strategies being affected by affirmative action considerations. Berkshire Hathaway may be compelled to observe affirmative action to create diversity at the workplace (Algera and Marjolein 2012). Affirmative action will force Berkshire to introduce more training or complex development strategies to accommodate affirmative action. Training and development strategies that can be used to train and develop male trainees cannot work the same to their female counterparts. Therefore, a diverse workforce means diverse training and development strategy (Luthans & Bruce 2009, p. 293). The process of hiring a strong pool of women, minorities, and people with disabilities calls for extensive training and development requirement. This is opposed to well-trained personnel who will only need orientation to the setup of an organization, and start working. Apart from training programs, follow up after training also become expensive when affirmative action is put into consideration.
Summary
Succession planning has been seen as the process by which a business prepares for the unknown future. The future can in some of the times be emergency as the when death of a CEO occurs or a CEO becomes disabled. Hence, there is need to nurture skills and talents and assemble them in a pool so that when such emergencies occur, a company is not caught unaware. Training of employees is very important, and above all, compensation strategy conquers all in motivating and retaining employees. What brings lagging behind in succession planning is the issue of affirmative action, which dictates equality to all people including people with disabilities and women. However, when a smooth succession planning is perfected, a company is promised development.
Berkshire Succession plan
Business and succession detail
Business name: Berkshire Hathaway international
Business structure: Corporation
Current Owner: Warren Buffett
Planned succession type: a CEO who will work together with four other investment managers will replace Warren Buffet. He will be partially removed from the business, and will act as a mentor to the new CEO.
Successor details: the successor will come from one of the portfolio companies. Another prospective successor of warren Buffett will be his son.
Succession timeframe: immediately
Restrictions: the successor will be restrained by Berkshire Hathaway’s principles and policies
Proposed organization structure
Warren Buffett’s successor (CEO)
Todd Combs (investment manager)
Ted Weschler (investment manager)
Vacant (investment manager)
Vacant (investment manager)
Donald Wurster Senior executive management
Randy Zuke (manager)
Bev ward (office manager)
Dick Dalzell (operation manager)
Rob Cunningham (director information and technology)
Forrest krutter (secretary)
Kevin Jackson (network support)
Jennifer Tselentis (assistant controller)
Joe Rieck (treasurer)
Joahnne Manhart (executive assistant tax and internal)
Rebecca Amick (director internal audit)
Skill retention strategies:
The new administration employees will be introduced in a concept of skill retention atmosphere by mentoring and coaching. Roles and responsibilities will be allocated on the type of skills one possesses. Performance appraisal will be done to ensure that current skills still match with the business.
Training programs:
The possible successors will be introduced to leadership and management training programs. External providers will be invited to add more skills on the ones acquired internally through coaching and mentoring. Rather than the company has one vice person, that four investment managers will replace position.
Analysis of the chart
CEO is the top-most officers who make decisions affecting the whole of the firm. In addition, they set goals for the firm and direct the company to achieve its goals on top of managing the daily-to-daily activities of the firm (Chopra & Kanji 2010). The best form of recruitment on this level is internal as due to succession planning, the person to succeed CEO is already chosen or projected. The type of skills and training required for the CEO is both leadership and management training. This form of training should be reinforced by communication skills to perfect the roles at this position.
Investment managers, on the other hand, have the responsibility to carry out the goals set by the CEO. They also have the mandate to assist and motivate the first line mangers to accomplish the objectives of the firm. Middle level managers still need leadership and management skills and training (Luthans & Bruce 2009). They can be poached from other firms or being promoted from first-line managers. Due to succession planning, middle level managers strive to become CEOs one day.
First level managers or first line managers foresee the daily management of line workers. They interact with employees on a daily basis and report to middle level managers. It is very advisable to do internal recruitment to first line managers. They can be promoted from line positions such as clerical and production levels. The production level comprises those employees who execute roles from first line managers. The best avenue to recruit members of this level is by external recruitment (Lombardo & Robert 2009). College recruitment, use of professional bodies, and use of Social media can be used to absorb the qualified personnel to do clerical and production jobs at this level.
Annotated bibliography
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Abstract: Recently, in response to ethical challenges and loss of meaning within business, leadership theory and research has seen a proliferation of literature on ‘Authentic Leadership’. In this paper we argue that Authentic Leadership (AL), in the way it is currently theorized, is in danger of not reaching its stated objectives. We systematically address the “paradoxes” and shortcomings in current theory and suggest an extended focus Leadership Annotated Bibliography Page 18 of study. To do so, we draw on four existential authenticity themes: 1) inauthenticity is inevitable; 2) authenticity requires creating one’s own meaning; 3) authenticity does not imply goal and value congruence, 4) authenticity is not intrinsically ethical. We systematically pursue the implications of these themes for the future b of Authentic Leadership theory and propose a more radical form of AL in which the focus of study shifts from the individual leader to understanding the conditions under which all members of the organization behave authentically. We suggest this is more likely to achieve the objectives of Authentic Leadership theory. [Copyright by Elsevier]
AVOLIO, BRUCE, J., FRED, O. WALUMBWA., AND TODD, J. WEBER. (2009). Leadership: Current Theories, Research, and Future Directions. TheAnnual Review of Psychology 60/1: 421-449.
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article. [ABSTRACT FROM AUTHOR]
BENNIS, W., AND JOAN, G. (2010). Learning to Lead: A Workbook on Becoming a Leader. Philadelphia, PA: Basic Books.
Leading an organization is different from managing it. Managers want to be efficient. Leaders want to be effective. If you want to develop your leadership skills, the first step is Learning to Lead … Using wisdom from the world’s best leaders, helpful self-assessments, and dozens of one-day skill-building exercises, Learning to Lead invites you to discover the joy of leadership”. From www.Amazon.com
BIRDI, K., CLEGG, C., PATTERSON, M., ROBINSON, A., STRIDE, C. B., WALL, T. D., & WOOD, S. J. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61, 467‐501.
Authors investigated the merits of human resource and operational management practices with 308 companies over 22 years.
Empowerment positively impacts organizational productivity, as well as the adoption of teamwork and extensive training (beyond simply job training).
Operational practices (e.g., TQM) did not did not relate to organizational productivity.
CALDWELL. CAM, ROLF, DIXON., LARRY FLOYD., JOE CHAUDOIN., JONATHAN, POST. AND GAYNOR, CHEOKAS. 2012. “Transformative Leadership: Achieving Unparalleled Excellence.” Journal of Business Ethics 109/2: 175-187.
The ongoing cynicism about leaders and organizations calls for a new standard of ethical leadership that we have labeled ‘transformative leadership.’ This new leadership model integrates ethically-based features of six other well-regarded leadership perspectives and combines key normative and instrumental elements of each of those six perspectives. Transformative leadership honors the governance obligations of leaders by demonstrating a commitment to the welfare of all stakeholders and by seeking to optimize long-term wealth creation. Citing the scholarly literature about leadership theory, we identify key elements of the six leadership perspectives that make up transformative leadership. It also suggest leaders who exemplify each perspective, describe the ethical foundations and message of each perspective, and offer ten propositions that scholars and practitioners Leadership Annotated Bibliography Page 6 can use to test the dimensions of this new transformative leadership model. [ABSTRACT FROM AUTHOR]
CAMERON, KIM, S., AND ROBERT E. QUINN. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisco: Jossey-Bass/John Wiley & Sons.
The Third Edition of this key resource provides a means of understanding and changing organizational culture in order to make organizations more effective. It provides validated instruments for diagnosing organizational culture and management competency; a theoretical framework (competing values) for understanding organizational culture; and a systematic strategy and methodology for changing organizational culture and personal behavior. New edition includes online versions of the MSAI and OCAI assessments and new discussions of the implications of national cultural profiles.
CHOPRA, PARVESH, K., KANJI, GOPAL, K. (2010). Emotional intelligence: A Catalyst for Inspirational Leadership and Management Excellence. Total Quality Management & Business Excellence 21/10: 971-1004.
Although a centuries-old phenomenon, emotional intelligence has received an enormous amount of attention and popularity in various academic and non-academic circles during the last two decades. Emotionally intelligent abilities, capacities and skills are increasingly becoming significant and inevitable almost in all works of life ranging from effective leadership, building teams, to the globe-spanning network of communication, development of human potential and performance, social skills and economic and political life. In this dynamic and complexly integrated international economic system, tomorrow’s leaders will have to facilitate others to develop their own leadership, skills, and potential with the help of emotional intelligence. Nevertheless, there still exists continuing debate among researchers pertaining to the best method for measuring this construct of emotional intelligence. Keeping this in view, the present paper aims to introduce a new measure, based on a holistic and system modeling approach, to conceptualize and measure the phenomenon of emotional intelligence. It develops, constructs, and validates a model that conceptualizes and measures the phenomenon of emotional intelligence by constructing and using a latent variable structural equation model within the certain boundaries of the psychosocial system. It will provide us with a measurement or index of emotional intelligence at individual level. An emotional intelligence index will indicate the extent to which a particular individual or a group of people is emotionally intelligent and which areas lack this intelligence, if any. Strengths and weaknesses of various components of the model will also indicate characteristics at a certain level in order to pinpoint what exactly an individual or group of individuals requires to improve its emotionally intelligent capabilities. [ABSTRACT FROM AUTHOR]
CONNORS, ROGER., AND TOM, SMITH. Change the Culture, Change the Game. (2011). (Roger Connors & Tom Smith.)
Based on an earlier book, Journey to the Emerald City, this fully revised installment captures what the authors have learned while working with the hundreds of thousands of people on using organizational culture as a strategic advantage.
JONES-BURBRIDGE, JO ANN. (2012). Servant Leadership. Corrections Today 73/6: 45-47.
Participants usually walk away with an awareness of the values of servant leadership and develop skills to practice the principles of servant leadership. Since research has shown that servant leadership actually works for individuals and for group settings, how does one ask followers and subordinates to display the characteristics of a servant leader? […] the notion of servant leadership has evolved over time to mean that the servant leader not only cares about what he or she does, but also about his or her followers.
MARTIN, K., SABA, J. & LOMBARDI, M. (2009 December). The 2009 HR Executive’s Agenda: Driving Business Execution and Employee Engagement. Aberdeen research report available online at www.Aberdeen.com
The data from this report is a compilation of surveys and interviews with more than 400 HR Executives and line of business managers. This report compares Best‐in‐Class companies, which is based on employee performance, engagement and retention, to Laggards in those areas. Some highlights include:
42% of Best‐in‐Class (BiC) organizations expect a budgetary increase for HCM (includes processes, programs, and technology) in 2009.
BiC are 55% more likely than all other organizations to anticipate a budgetary increase for HCM in 2009.
Core competencies have been defined for all job roles in 59% of BiC compared to only 26% of laggards.
79% of BiC formally review or assess the effectiveness of the organization’s HCM strategy at least once a year compared to 55% of laggards.
48% of BiC utilize executive/leadership development services compared to 28% of laggards.
LOMBARDO, MICHAEL, M., AND ROBERT, W. EICHINGER. (2009). FYI: for Your Improvement: A Guide for Development and Coaching, 5th ed. Los Angeles, CA: Korn/Ferry Company.
FYI For Your Improvement™ 5th Edition is an easy-to-use development tool that features a chapter of actionable tips for each of 67 Leadership Architect® Competencies, 19 Career Stallers and Stoppers and 7 Global Focus Areas. (PUBLICATION ABSTRACT)
LUTHANS, FRED AND BRUCE J. AVOLIO. (2009). The Point of Positive Organizational Behavior. Journal of Organizational Behavior 30(2): 291-307.
SABA, J. & MARTIN, K. (2008 October) Succession Management: Addressing the Leadership Development Challenge. Aberdeen Group research report available online at www.Aberdeen.com
This report was compiled from a survey of over 310 organizations looking at how they develop their leadership pipeline and how they implement best practices to improve leaders in key positions. The study breaks the participants into 3 specific groups (Best‐in‐Class, Average, and Laggards) based on Percentage of key vacancies filled by internal candidates, job performance successors, bench strength, and employee engagement.
Best‐in‐Class organizations are 40% more likely to focus on developing a leadership pipeline across all levels of the organization.
Best‐in‐Class are 64% more likely than the industry average and more than twice as likely as laggards to have a formal process for identifying high potential workers.
59% of Best‐in‐Class organizations have established clear linkages between leadership development programs and overall business objectives.
Best‐in‐Class organizations are 178% more likely than other organizations to utilize gap analysis or competency variance tools to compare candidates when determining promotion readiness.
SOSIK, J.J. AND JUNG, D.I. (2010). Full range leadership development: pathways for people, profit, and planet. New York: Psychology Press.
The Full Range Leadership Development (FRLD) model has become the premier leadership research paradigm. This book is written with the objective of demonstrating how ordinary people in all walks of life have used FRLD to achieve extraordinary results of developing people to their full potential, boosting company profits, and creating sustainable business practices. [FROM PREFACE]
WELDON, D. (2008 August) Strategies in Workforce Planning: Using Talent Acquisition and Performance Management Programs to Meet Tomorrow’s Business Needs. Aberdeen Group Research Report available online at www.Aberdeen.com
The data in this report was compiled from survey responses from over 200 organizations from various industries and geographies. The organizations were broken into 3 classes (Best‐in‐Class, Average, and Laggard) based on employee retention, workforce capacity utilization, employee performance, and skills ability.
Best‐in‐Class companies are two times more likely than Laggards to form partnerships with local colleges, universities, and other training institutions to help develop worker’s skills and capabilities.
71% of Best‐in‐class companies understand the core competencies required in key job roles compared to 55% of industry average companies.
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there are 3 case studies. I prefer to do case study 1. please find attached information. you need to follow marking criteria(assessment task 2) on page number 15-16 of unit outline. for my university database, just google, acu leo page and login with details as follows :I normally use CINAHL database, or MEDLINE. REference style APA. font size 12, double spaced line.
Password : ranokiran.
SAMPLE ANSWER
Medicine case study
Q.1. Congestive cardiac failure due to digoxin toxicity
Causes: Congestive cardiac failure (CCF) is caused by conditions that damage the cardiac muscle. This includes cardiac complications such as coronary artery disease (CAD) which causes the arteries to be blocked or narrowed severely; affecting the circulation of blood. Other disorders associated with overworking of the heart such as hypertension, cardiomyopathy, diabetes and kidney diseases are leading causes for congestive heart failure. In this context, Sharon McKenzie causes of congestive cardiac failure are attributable to digoxin toxicity. This could have deteriorated his renal function due to the electrolyte disturbances and hypertension. Additionally, digoxin toxicity also caused the alterations in heart rate and rhythm, irregular respiratory rate that had crackles in both lungs (Hosenpud & Greenberg, 2013).
Incidence: CCF is a lethal disease that affects about 3.5 million people by 2007-08. Despite the technological advancement, CCF is still the leading cause of death in Australia; and the most expensive accounting close to $5.2 billion. One of the key causes for CCF is digoxin toxicity which accounts for 10-20% of patients who are on long term use of digoxin therapy- more common among the elderly (National Heart foundation of Australia, 2011).
Risk factors: Digoxin toxicity risk factors vary with individuals attributes. To start with, individuals use of diuretics –the stronger the diuresis effect of furosemide the greater the risk for digoxin toxicity. This is also influenced by individual’s ability to regulate electrolyte disturbances. Other risk factors include age due to age related kidney and thyroid complications. CCF due to digoxin toxicity is also influenced by the concomitant medications such as herbal remedies taken by the patient which increases the concentration of the serum digoxin (Hosenpud & Greenberg, 2013).
Impact on the family and the patient: Other than the physical impact, the patient may become psychologically affected and could feel like their dignity is reduced- particularly when they have to become dependent on other people. The major impact of CCF to the family is financial burden. Although there is no precise data existing on the economic burden of the disease at family level, a rough estimate indicated that approximately $411 million is spent annually to cater for hospitalization costs and nursing home costs. The family members are psychologically affected to see their loved ones suffer. In most cases, the family members may undergo grief period because they fear that their loved ones could die- especially if the person is aged. The CCF patient needs care all the time, which could be a challenge, especially if the family members are working ((National Heart foundation of Australia, 2011).
2. CCF pathophysiology
Signs & symptoms
Pathophysiology
Shortness of breath and increased heart rate
This is a systemic response aimed at compensating hearts inability to pump blood. This response is aimed at increasing the cardiac output and stroke volume. This is mainly due to calcium overload which affects the afterload, which further affects cardiac contractility resulting to increase in myocardial expenditure causing myocardial cell apoptosis; this causes heart failure (Patel & Deoghare, 2015).
Increased fatigue & Chest pain radiating from the body
Increased fatigue is due to reduced blood supply to the vital body organs. The chest pain is an indicator of heart attack, which could result to due structural changes in the cardiac muscle (Patel & Deoghare, 2015).
Swelling of the periphery organs- ankles, feet legs
This is due to activation of the norepinephrine which results to augmentation of the myocardial contractility. This causes activation of renin-angiotensin- aldosterone system (RAAS) and the sympathetic system; making neuro-humoral adjustments that are required for maintaining arterial pressure and perfusion (Patel & Deoghare, 2015).
Wheezing and cough that comes with crackles congested lungs
Additionally, the activation of RAAS causes fluid retention. The fluids retained are collected in vital body organs such as the lungs, making the lungs get congested. This causes the crackles and wheezing sounds (Patel & Deoghare, 2015).
Changes in skin colour
Indicates that the body is depleted off oxygen. This is because the heart is unable to adequately supply the oxygen demand (Patel & Deoghare, 2015).
3 Common classes of CCF drugs
Cardiac glycosides have been used to treat CCF for over 3000 years. This group comprises of Digitoxin (crystodigin), Deslanoside (Cedilanid-D) and Digoxin (Lanoxin). The natural extracts main mechanism of action is by increasing the pressure for cardiac contraction. Cardiac glycosides increase the concentration of intracellular electrolytes- mainly sodium- using Na+ K+ ATPase; an enzyme that cleaves ATP to ADP. The energy releases from this metabolic hydrolysis drives the Na+ K+, thereby increasing the force and the the velocity of the muscle contraction. The second mechanism is through the rise in intracellular calcium. The rise in calcium ions also increases the contraction velocity and force. Consequently, the heart rate is slowed, increased filling volumes because contraction is stronger/ greater, the velocity of the AV node conduction is reduced and the AV nodal refractory duration is increased. However, these drugs side effects include EKG changes, anorexia, vision disturbances and headaches (Katz & Konstam, 2012).
Angiotensin Converting Enzyme Inhibitors (ACE inhibitors) drug group members include Captropril (Capoten), Lisinopril (Prinivil) and Enalapril (Vasotec). The ACE inhibitors main mechanism is through regulation of the blood pressure using Renin Angiotensin Axis. Renin is produced by kidney and released to the blood when Bp is low. Once released in blood, it is converted to angiotensin I, then to angiotensin II- which is potent vasoconstrictor. Angiotensin II causes vasoconstriction and causes disturbances in the homeostasis balance causing water retention. High blood pressure resulting due to vasoconstriction results to the overload of the left ventricle, and if untreated the ventricle will fail. ACE inhibitors work by blocking the conversion of Angiotensin I to II, by inhibiting the enzymatic activity of the enzyme responsible for the conversion, this way; it reduces he systemic blood pressure and consequently improves the the cardiac function. The reduced blood pressure lowers the oxygen demand by the myocardial, reduces the preload and afterload. Other studies indicate that ACE inhibitors also work by widening the blood vessels, thus improves the blood flow reducing the work load of the heart and thereby reducing the blood pressure. However, there are side-effects include distress in the gastro intestines, dizziness and skin rashes (Katz & Konstam, 2009).
4. Nursing care interventions for CCF digitalis toxicity
Despite the advancement in CCF management, digoxin toxicity is reported. In this case study, it is most likely that the patient was prespribed a dose that is high than the renal function. The main post admission nurse intervention is to a) stop digoxin toxicity, b) control disease symptoms, and c) monitor the patient’s levels of digoxin. In this context, the nurse must assess the severity of the toxicity. The nurse should also assess the etiology of the toxicity i.e. is it accidental ingestion of more than recommended dosage, was the overdose deliberate or is is due to reduced metabolism of the digoxin due to drug interaction or due to other prevailing medical complications such as diminished renal function. Other factor that must be put into consideration is the patient age, ECG changes, the chronicity of the intoxication and patient’s medical history. The findings from this assessment will guide the nurse when making clinical decision on the treatment (Wang Et al., 2010).
To stop the toxicity, the patient will have to be discontinued from taking the digoxin therapy. Instead, the patient will be given digoxin fab fragments to reduce the toxicity. In some cases, activated charcoal can be used for an acute overdose. The patient results indicate the possibility of renal failure; the best approach is to administer binding resin, which has been found. Other supportive care includes hydration of the patient using IV fluids, support of the ventilator function using oxygenation. Potassium supplements can be used to raise the potassium supplements. The nurse should continue monitoring the digoxin levels until the ideal levels for digoxin (0.5-0.8ng/ML is reached. Simultaneously, other function such as renal function and potassium levels should be done. Calcium and magnesium supplements should be used to correct the electrolyte imbalance. If the patient is acidotic, sodium bicarbonate can be administered to reduce hypertension, the patient should be treated using other groups of medicines including ACE inhibitors. This remedy reduces vasoconstriction and fluid retention (Yang Et al., 2012).
The patient should indicate relief of symptoms. The nurse will ensure that toxicity symptoms such as shortness of breath, irregular heartbeat and peripheral oedema are reduced. The nurse will monitor the apical-radial pulse after every medication administration in order to monitor changes in cardiac rhythm. Additionally, patient serum level will be monitored regularly to determine the therapeutic activity on toxicity. This will include monitoring the levels of magnesium, calcium, potassium and creatinine. From the report findings, the nurse can evaluate the effectiveness of the medical intervention. The patient should be discharged only when the expected outcome (relief of the symptoms and reduction of digitalis toxicity) is achieved (Wang Et al., 2010).
To prevent toxicity in the future, there is need to regularly monitor the levels of digoxin in the blood. Additionally, the patient and their family should be empowered to ensure that they are aware of indicators of digitalis toxicity. The patient should be encouraged to reduce stress, have adequate sleep, regular exercise and eat balanced meal, particularly the Mediterranean diets. The patient should be instructed to report any changes in their body such as depression, weakness, vomiting or general body weakness (Wang Et al., 2010).
References
National Heart foundation of Australia. (2011). 2011 addendum to the National Heart Foundation of Australia/Cardiac Society of Australia and New Zealand guidelines for the management of acute coronary syndromes (ACS) 2006. Heart, Lung And Circulation, 20(8), 487-502. doi:10.1016/j.hlc.2011.03.008
Hosenpud, J., & Greenberg, B. (2000). Congestive heart failure; pathology, diagnosis and comprehensive approach to management. Philadelphia: Lippincott Williams & Wilkins.
Katz, A., & Konstam, M. (2009). Heart Failure: epidemiology, molecular biology and clinical management. Philadelphia: Lippincott Williams & Wilkins.
Patel, C., & Deoghare, S. (2015). Heart failure: Novel therapeutic approaches. Journal Of Postgraduate Medicine, 61(2), 101. doi:10.4103/0022-3859.153104
Wang, M., Su, C., Chan, A., Lian, P., Leu, H., & Hsu, Y. (2010). Risk of digoxin intoxication in heart failure patients exposed to digoxin-diuretic interactions: a population-based study. British Journal Of Clinical Pharmacology, 70(2), 258-267. doi:10.1111/j.1365-2125.2010.03687.x
Yang, E., Shah, S., & Criley, J. (2012). Digitalis Toxicity: A Fading but Crucial Complication to Recognize. The American Journal Of Medicine, 125(4), 337-343. doi:10.1016/j.amjmed.2011.09.019
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Your task is submit your final Project Report. The completed report should be properly presented with a title page, table of contents, and references where necessary.
For this project, you will have studied the Philips Electronics model of business excellence through speed and teamwork (BEST). You will find this model described Project Study in the attachment.
You will also have read the following brief but important journal article: TQM and business excellence: is there really a conflict?
Also, read project proposal, project outline, and project case study all of them in the attachment before you start to write the project.
Your task is:
1.To assess the BEST model, with particular reference to the importance of teamwork in a company like Philips Electronics.
2.To evaluate the model against Adebanjo’s proposition that ‘business excellence and quality can and need to complement each other to provide organisations with the operational and business success they aspire to and which is necessary for survival in today’s market.’
3.To show how BEST tools and competencies could be applied to the pursuit of business excellence in your company or another company you think could benefit from using the model.
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
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Chronic Obstructive Pulmonary Disease
This is a serious lung condition that manifests with emphysema coupled with chronic bronchitis. It is mainly prevalent in patients that are 40 years and above, especially cigarette smokers (Cherney, 2014, Pg. 50). These patients present with symptoms of coughing, production of sputum, or breathlessness. Owing to emphysema, the patients frequently experience shortness of breath, a situation where they have to make an extra effort to inhale sufficient oxygen by maintaining a high speed of breathing. In emphysema, the lungs of patients can only accommodate small volumes of air. There is also a notable deficiency in the amount of oxygen that reaches most body tissues. Old age is a predisposing factor to the disease and more so if associated with excessive smoking (Hanania, Sharma, & Sharafkhaneh, 2010, Pg. 600). It is therefore relevant for gerontological care nurses to give special attention to the condition. This paper not only discusses COPD in details, but also explores further into other secondary conditions associated with the condition. Selected mechanisms applied by nurses in handling COPD patients are also explored in detail. Such methods relate to COPD assessment as well as evaluation. Issues are addressed from the perspective of the nurse as well as from the patient’s perspective.
Assessment of COPD Patients
Just like in most other health care set ups, assessment of COPD requires collection patient’s history, from which an evaluation is made and appropriate medical measures taken. Health officials are expected to conduct history examinations on their patients and eliminate differential diagnoses to zero in to the patient’s status with regard to COPD. A complete history collection usually offer details whether patients or their close relatives have ever been diagnosed with respiratory abnormalities, and more so emphysema, bronchitis or COPD at large. Childhood lung infections and atopic illnesses relate directly with the likelihood of COPD diagnoses on patients. In addition, history collection investigates on the living conditions of the patients, both in the past as well as in the present. In most cases, environment is a significant player in the aetiology of not only COPD, but also other common respiratory disorders. Such experiences as livingor working in dusty places plays are generally a threat to one’s respiratory health (Dweik & Mazzone, 2015, Pg. 10). When attending COPD patients, knowledge on the patient’s exposure to such conditions serves to enhance competence among nurses.The best techniques when attending patients involves nurses’ optimal knowledge on their patients from varied life aspects.
Miller’s Theory
Miller made remarkable contributions in the nursing profession by designing a theory that would guide nurses when attending aged patients. The theory is still widely applied in most health institutions in the world today. The theory has been subjected to constant modifications by its implementers in nursing care. It therefore offers up-to-date guidelines making it very relevant and appropriate for nurses who attend old people. In the present, Miller’s theory is commonly termed as “the functional consequences theory of promoting wellness in older adults” (Hunter, 2012, Pg. 37). He theory offers scientifically supported ways of improving the life quality among the aged populations, in addition to expanding their lifespan. It also relates all aspects of care in an integrated manner. A relationship is developed between nurses and patients with regard to the environment. Its incorporation of factors that affect health lure nurses to its application and to them, the theory just simplifies their day-to-day work. The theory emphasizes on important matters in the care for the aged, such as the risk factors that accompany aging, diminished body functionality as a result of old age and the linkage between one’s mind, body and spirit (Hunter, 2012, Pg. 38). In addition to problem identification, the theory suggests on appropriate ways of handling the challenges. It for instance suggests that care for the aged be directed toward alleviation of the negativity of functionality, the most predominant consequence of risk predisposition. The preferable outcomes achieved with the theory see to it that old people retain their body functionality to the best possible extent.In the care of an old OCPD patient like Kathleen, Miller’s theory is a first-hand instrument for a nurse. Despite the many challenges in her life, like being unable to cook for herself, Kathleen can still restore fun in her life with the application of Miller’s suggestions.
Age-Related Changes in COPD
As a COPD patient ages, like in the case of Kathleen, the ability to maintain wellness is decreased, patients become more prone to respiratory, cardiovascular, musculoskeletal and neurological among other disorders. Kathleen experience depression, which prompts her to seek solace by isolating herself from the community. Such a situation is common with COPD patients following neurological disorders. Again, the lady is observed to express musculoskeletal impairments when her mobility is reduced. The most conspicuous effect of COPD on Kathleen is the impairment of her respiratory system, where she developed shortness of breath as a result of emphysema.
Consequences of negativity in body functionality are also evident in Kathleen case when she fails for instance to cook for herself. Malnutrition is a serious problem and would make life more terrible for the COPD patient. It often results into increased risk to infections (NHS, 2015, Pg. 82). Usually, old people require energy to maintain basic body processes. Other matters of living affected by diagnosis with COPD among old people include physical life: environmental and social; as well as psychological life. To overcome problems associated with COPD, nursing care would involve educating the patients as well as practising the techniques that are suggested to achieve high results, such as the ones provided in Miller’s theory.
Care for COPD Patients
There has been improved research in the field of aetiology and pathophysiology of COPD in the last 50 years. There used to be a mistaken belief that little could be done on the progressive and irreversible nature of COPD. Since COPD is closely related to smoking many patients may feel as if they are not treated well due to a “self-inflicted illness.” It is this view that has commonly evoked an unsympathetic response from the patients’ relatives and unfortunately, some clinicians. Mostly, COPD affects individuals that cannot demand high standards of care such as the elderly and the poor (Bellamy & Booker, 2011, Pg. 89). Nurses should therefore, work toward attaining realistic aims of care provision such as slowing down or stopping the progression of the condition, reducing disability through achieving best possible symptom relief, and decreasing the number and severity of exacerbations.
The Role of Nurses in Care Provision
Early diagnosis is an essential step to attaining the above- stated objectives. Health officials also need to carry out regular reviews in order to make sure that necessary interventions are provided, information and education needs are attained, and signs and symptoms are well managed. The long-term management illness such as COPD is suited well to nurse-led care, so long as the nurse is trained well. COPD has a complex diagnosis and management procedure especially for elderly patients that have co-morbidity. For quality healthcare delivery, nurses should have high-quality training, continued improvement of professional development and work as a team with their colleagues.
Progression of COPD
The only effective intervention that has been identified in the slowing down of COPD progression is smoking cessation. Smoking quickly accelerates the decline of FEV1. However, this can be slowed down to an FEV1 of anon-susceptible smoker or a non-smoker at any level of COPD. Early cessation ensures that a patient acquires better outcomes, but it is not too late.
According to Roach, Bronner and Oreffo, healthcare professionals should create awareness on the subject of smoking cessation at every encounter (Roach, Bronner& Oreffo, 2011, 57). By so doing, they can prompt a smoker that is committed to thinking twice about smoking and its associated consequences. They may also encourage individuals that could be contemplating quitting make a serious cessation.
Some pharmacological medicines have also been developed to help patients quit smoking. Some of these medications include bupropion, varenicline, and nicotine replacement therapy (Kon, Hansel& Barnes, 2011, Pg. 67). Therefore, clinicians should prescribe these medications to smokers that want to quit since they may improve their chances of success. There are some smokers that would like to quit and at the same time require special support. Such smokers should be referred to specialist services.
Reduction of COPD Symptoms
Breathlessness and a persistent cough are disabling and distressing. The primary clinical methods of managing these symptoms are;
Long and short-acting bronchodilators
Mucolytics
Pulmonary rehabilitation
Bronchodilators
These medications only have an effect on FEV1 in COPD. However, they can also reduce the tone of bronchomotor, decrease hyperinflation of the respiratory system and improve the efficiency of respiratory muscles. COPD patients that take bronchodilators breathe efficiently and more comfortably. They also have an improved tolerance to exercise. The main categories of bronchodilators used are beta agonist and anticholinergic bronchodilators.
Mucolytics
These are drugs that aid in reducing sputum viscosity. As a result, they make it easier for patients to clear the sputum. Recent studies have shown that mucolytics can also reduce exacerbation number and improve the symptoms associated with coughing and production of sputum (Lee-Chiong, 2010, Pg. 362). Carnocisteine and mecysteine are some of the mucolytics used for long-term management of COPD.
Pulmonary Rehabilitation
Many COPD patients choose to live with breathlessness by shunning exercises. Patients lose their confidence, self-esteem, feel depressed, and isolate themselves from others. Pulmonary rehabilitation is aimed at reversing this. Patients should focus mainly on aerobic training so that they can condition their muscles once more and their endurance to exercise. Continued exercise also aids in reducing breathlessness. However, for successful pulmonary rehabilitation, patients should be committed and motivated as well. The patients should also be able to exercise as this will co-morbid cardiovascular related diseases and musculoskeletal problems that prevent the patients from exercising accordingly.
Reducing Exacerbations
According to MacNee, ZuWallack & Keenan, patients should be educated on self-management in order to reduce the worsening of exacerbations (MacNee, ZuWallack & Keenan, 2009, Pg. 134). Patients should also be provided with clearly written advice and also taught about when they should seek medical attention. Nurses should also ask patients about the number of exacerbations they experience afterwhich they will prescribe long-acting bronchodilators to those that have frequent exacerbations.
Conclusion
Tremendous progress has been achieved in comprehending the management of COPD. However, COPD is still a considerable burden on some patients and the caregivers but its prospects are quite promising (Bernhardt & Kasko, 2011, Pg. 36). COPD has been has been branded the “Cinderella” disease of the respiratory system, but the chances of “Cinderella” approaching the ball are improving.
Bibliography
Bellamy, D., & Booker, R. (2011). Chronic obstructive pulmonary disease in primary care: All you need to know to manage COPD in your practice.
Bernhardt, N. E., & Kasko, A. M. (2011). Nutrition for middle aged and elderly. New York: Nova Biomedical Books.
Bernhardt, N. E., & Kasko, A. M. (2011). Nutrition for middle aged and elderly. New York: Nova Biomedical Books.
Hanania, N. A., Sharma, G., & Sharafkhaneh, A. (2010). COPD in the Elderly. Medscape, 31(5), 596-606
Hunter, S. (2012). Miller’s Nursing for Wellness in Older Adults. Lippincot Williams. 35-45
Kon, O. M., Hansel, T. T., & Barnes, P. J. (2011). Chronic obstructive pulmonary disease: (COPD). Oxford: Oxford University Press.
Lee-Chiong, T. L. (2010). Sleep Medicine Essentials. New York, NY: John Wiley & Sons.
Lötvall, J., & Busse, W. W. (2011). Advances in combination therapy for asthma and COPD. Chichester, West Sussex: John Wiley & Sons.
MacNee, W., ZuWallack, R. L., & Keenan, J. (2009). Clinical management of chronic obstructive pulmonary disease. Caddo, OK: Professional Communications.
