Referring to academic theory and drawing on examples of practice Essay

Referring to academic theory and drawing on examples of practice provide a detailed discussion on Learning and and demonstrate how it relate to the context of entrepreneurship - Essay Example This paper will explain the theory based approaches to seek clarity of custom subject-object relation. The paper will also exhibit practical applications of agnosticism and a list of differences. The narrative based theory presents a structure where a given business individual’s perception is the entrepreneurship role. The theory’s practical application justifies that an individual’s perception transforms to a reality. Another approach of the same theory reveals that given experience and expertise is significant for identifying opportunities within a community to form ventures of beneficial influence. The third application focuses on the exchange of labor, ideologies and capital investments among individuals (Scheer, 2009). Other reflective entrepreneur fields view the learning process as platform to exercise individual learning to seize opportunity and employ the same for critical decision-making. The collective learning is also a fundamental pillar of entrepreneur learning. This involves generating certain behaviors to sensitize a given entrepreneur who later incorporates available resources within a network system. The general view is to implement ski lls and expertise within disposal to improve a business entity. Entrepreneur learning is a difficult field without embracing entrepreneurial identity. The area of study requires pragmatic engagements from the theoretical approach. This concept entails establishing businesses for the applicable concepts. Entrepreneur learning equips individuals by use of tactical approaches to sustain different organization or business entities. Entrepreneur learning requires investigational or reflective phases to build an individual’s attitude for effective change and management within a business premise. Team working emerges as a major pillar to incorporating entrepreneur pillars. The overall approach to entrepreneur learning originates from the individual perspective,

Analysis on the role of women and men in vanity Essay Example for Free

Analysis on the role of women and men in vanity Essay Victorian era literary has produced many different masterpieces from many different writers who focused mainly on the emergence of interpersonal issues involving love, money and social status, usually backdropped by a historical event with national relevance at the time of the story telling. Vanity Fair is one of these types of this kind of work. And even until today, Vanity Fair is one of the materials referenced by critics during literary analysis involving the role of women in the society, the role of patriarchal influence in the Victorian era social politics and the presentation of different women stereotypes in literature. Vanity Fair is a serialized literary material written by William Makepeace Thackeray, published initially in the pages of Punch Magazine in the United Kingdom, beginning at the start of the year 1847, the final instalment appearing a year later in July. The initial title of this masterpiece was Vanity Fair: A Novel without a Hero. A popular saying describes vanity as the favorite sin of men and women, a line of thought which will be heavily discussed and supported in this particular paper through the analysis of the presence of vanity and the role of men and women inside the society on the propagation and existence of vanity. Vanity Fair is a very interesting book that attacks personal and societal illnesses that causes the corruption and corrosion from the inside of what was believed to be a socially-shared moral right. The author attacked the issues and the personal and social crises by pointing out the role of individuals as well as the role of the structure of the society that influences the lives of the individuals in the story. â€Å"Almost every sin in Vanity Fair can be traced, beyond personal weakness, to the fundamental laws of money and class The poison in Vanity Fair infects the bottom rungs of the social ladder as well as the top (Dyson, 1973, p. 86). † The role of women in William Thackeray’s â€Å"Vanity Fair† There are many different women found in the novel Vanity Fair. But there are some key female characters that provided significant roles in the story so that the novel can depict the real life situation in the Victorian era and in the process provide whatever moral lesson it can about the aspects of life that it managed to discuss and tackle. The list of key female characters that require scrutiny and analysis is topped by the three women characters that possess any or all of the traits that made them important, like personality, influence, cunning and power: Miss Crawley and the contrasting Becky Sharp and Amelia Sedley. Becky Sharp – In a novel without a hero, Becky Sharp was the heroine, even if for some she is the anti-heroine. Becky was one of the two lead women characters who are central to the story. The two girls are opposites in many different ways, and their lives continue such path, with Becky becoming the most villainous of the two and Amelia Sedley her exact opposite. Indeed, the character of Becky Sharp was the catalyst for social abrasion. Some might feel that Becky represents everything that is morally bad and undesirable in the society inside Vanity Fair. Sharp’s character also reminds the readers that people cannot ignore people like her and the characteristics that she displays, dismissing it as a characteristic that is a mere product of a fictional character. Her character represents a type of individual who is alive in the real world. In some twisted consideration, Becky can be considered as the source of â€Å"life† – if life means the presence of constant conflict and the consistent surfacing of anything unexpected – inside a society because Becky does not let social norms get in the way of what she wants. â€Å"The woman who goes after money and status but finds that they do not satisfy her a woman like Becky Sharp is allowed to be at least morally interesting (Garson, 2007, p. 99). † Whether readers admit it or not, Becky’s character is an important pull to the consciousness of the readers; she provides the intrigue and sin that readers on the outside condemn but diligently follows through in the next episodes of the novel. Becky seduces and elicits the feeling of scorn and hate so much that she makes the readers always eager to know what happened to her, largely because real life readers are as vain as her. Becky taunts the devil in the readers, making them think and reconsider the â€Å"what ifs,† the things that Becky is not afraid to do which the readers are having second thoughts of doing. Becky triggers the fantasies. For the women readers, it is the fantasy of being able to pull of seduction and gain worldly possessions, to bed many different men and feel a different kind of power, to be free from the shackles and restraints the patriarchal society placed upon women and to be largely free and unaccountable to anything. For male readers, the fantasy is to be seduced by a Becky Sharp, to be offered body and lustful obedience in exchange for money and power that not every man can have in his lifetime. Becky made the world go around inside Vanity Fair, even if the sad part is that as a whole, she is still a mere part of the patriarchal society that used her as much as she used it to her advantage. â€Å"And what else creates change in Vanity Fair if not Beckys subversive sexual behavior? It is she deprives Amelia of a loving husband well before Thackeray has him killed off on the battlefield at Waterloo (Armstrong, 1990. p. 178). † Amelia Sedley – Amelia contradicts Becky in comparison in many ways. Amelia always opts to live in the past and is tied with the memory of past while Becky is always looking ahead into the future. Amelia is always passive and easily contented, while Becky is always on the move, always hunting or scheming so that she can get what she wants. Amelia is the prototype for the docile and meek domestic housewife, during and after her married life with George, while Becky was â€Å"anything but. † Amelia gives the readers hope that there are still people who walk the straight path of morality, while Becky is jumping up and down, always falling far from where morality wants her to be. Amelia’s role in the novel is more than just as an individual who represents everything that Becky is. Amelia, to some extent, was also the symbol of the ills of the life of being meek and sulky. She is the anatomy of the unknowing victim, the unwitting casualty to the moral massacre that poverty, indebtedness, puritanism and being overly morally upright undertakes in everyday life. She was an angel all right, but Thackeray made sure that even with wings it is easily discernable that Amelia is far from being in heaven largely because of her personality. Amelia, as a character, lived a life that was far from being the ideal married life, and the story was as unkind to her as the critics of the symbolism of woman to which she stood for. â€Å"Late-Victorian women writers contributed to the fight for womens rights by creating representations of women that confronted the self-abnegating, submissive, housebound image of middle-class Ideal Womanhood. This ideal was epitomized at mid-century by William Thackerays Amelia Sedley from Vanity Fair (Mangum, 1999, p. 2). † Becky and Amelia: The analysis and profiling of the real heroine The heroine in the story can either be Becky or Amelia, depending on the reader and the readers perspective and moral standpoint. This is because the identification of the heroine type between the two female characters in the novel speaks a lot about the personal characteristics of the person making the difference between the two. The reader would be placed in a dilemma wherein the reader has to choose which personality she would approve between the polar characteristics of Becky and Amelia. â€Å"Plot in Vanity Fair is primarily the histories of two women: one, the shrewdly competent Rebecca Sharp, consistently exploits the conventions of high society to rise within it; the other, the compassionate but vulnerable Amelia Sedley, is exploited by Rebecca and others in their campaign to achieve social prominence (Lund, 1992, p. 23). † The author was consistent with what critics call as rule in the creation of fictitious married female characters. The story divides the desire for love and for materials goods between two individuals who are vaguely antagonists or protagonists in the story. The clear idea to the readers is the priorities of the women as human characters, looking at them outside the scope of gender. As a human character, Becky was the one who puts material things above all, while the character of Amelia puts love above all providing not just a state of realism but also a sense of balance to the presence of contrasting but significant roles in the novel. With this the reader, male or female, would knowingly or otherwise pick one of the two to become his/her heroine largely on the identification of the same grounds where the character and reader stands. A reader will hardly choose both because like the rule of the fiction writing, the reader will only empathize with the predicament of the character with whom he or she relates the most. â€Å"The rule in fiction is that a female character cannot want both love and luxury. Rare indeed is the novelistic heroine who genuinely loves her husband but who at the same time desires and frankly enjoys the goods that he is able to buy her (Garson, 2007, p. 99). † Thackeray makes it more difficult for the readers to pick which is the heroine between the two opposite characters because an important characteristic of the difference between the two is that the author created characters which are neither white nor black. Becky and Amelia are both neither strictly good nor straight-out bad. The differences of the two candidates for heroine-ism also made implications that altered their state of being good or bad as their state of lives moves forward in the story. There is a sense of goodness in Becky as much as there are some things in Amelia which may merit disapproval from the readers. Because the story is centered on domestic life of couples and the complexity that the society and the personalities of the people in it contribute to the lives of married individuals, the personalities of Beck and Amelia as wives are just as important pieces of consideration as much as their own personal characteristics are in the pursuit of defining who is the more suitable heroine between the two. And like their personalities as single individuals, how they were as wives is just as complicated, Thackeray became consistent with the idea of ending up with having no real defined hero (or heroine for that matter). It forces the reader to take a very good look at real life before finally judging who between Becky and Amelia deserved to be raised in the pedestal as the ideal woman and wife. â€Å"The role she plays perhaps most productively is that of the faithful and charming little wife to Rawdon Crawley. Ironically, as long as she finds it advantageous to play this role, she is a much more effective domestic angel than Amelia Osborne, whose devotion to her husband George is heartfelt but sterile, who maternal affection is positively destructive, and who is quite unable to repay Dobbin for his years of devotion. In contrast to Amelia, Becky brings out the best in her husband, transforming Rawdon from a randy roue to a contented husband and a devoted father (Garson, 2007, p. 99). †

Divisibility Argument :: essays research papers

DIVISIBILITY ARGUMENT This paper will discuss the dualism’s Divisibility Argument. This argument relies on Leibniz’s Law and uses a different property to prove the distinctness of brain states of mental states. Mary, who is a materialist, presents several objections to that argument. Her main objection corresponds to the first/third-person approach. She believes that Dave presents that argument only from the first-person approach, which is introspection, and totally disregards the third-person approach, which is observation of another mind. Mary’s objections will follow by the Dave’s response on them from the dualist’s point of view. The purpose of the Divisibility Argument is to prove that mental states are different from the brain states. My body, which includes my brain, is divisible. However, I cannot conceive of my mind as divisible. Therefore, my mind is distinct from any part of my body. Descartes was the first who established the Divisibility Argument. He held that the two components which constitute man had an independent origin and are of a fundamentally different nature. The body is divisible, since it can be separated for example, my leg or my hand can be cut off; my brain can be cut on half. However, the idea of the divisible mind is inconceivable. This argument relies on the Leibniz’s Law. It is a principle about identity, which says, â€Å"if an object or event X is identical with an object or event Y, then X and Y have all of the same properties.† So if X and Y have any different properties, then X can not be identical with Y. Divisibility Argument uses a different property to prove the distinctness of brain states and mental states: the property of being indivisible. In this case, the mind has a property and brain lacks it. The body can be divided, however, it cannot be done with the mind. Mary has several objections to this argument. First, she believes that the mind is an entity, which is composed of several mental states: thoughts, beliefs, memories, desires, etc. Mary strongly disagrees with Descartes’ claim that the mind employs itself in its different properties: willing, desiring, understanding, and so on. Secondly, she clarifies the meaning of the word â€Å"conceive† in the Dave’s argument. The term â€Å"conceive† might mean either â€Å"imagine† or â€Å"understand.† Imagining literally involves â€Å"forming an image of† or â€Å"picturing† in one’s mind, whereas understanding is more â€Å"conceptual† and does not require the ability to picture something.

Empowerment supports organisational objectives at the expense of the individual worker Essay

Introduction Companies today are designed in someway, at some level, to develop individuals either for their own sake, the company’s sake or hopefully for both. The team has become a sophisticated structure. I t is ‘finely engineered, maintained to a high standard, and when running smoothly it is highly productive’ (Cole, G, A, 1997: 63). It provides an environment in which energy can be maximised towards corporate needs, which also allows the individual to satisfy his or her own needs within work, rather than only outside of it. So often seemingly dull unimaginative and uncreative employees surprise their companies when they reveal the depth of their energy outside work. However it is the ‘corporate attitudes’ (Legge, K, 1995: 104) that stifled them, and when released companies recognise they have a pool talent, a wealth of resources, at their fingertips. In the ‘1980s and 1990s rationalisation and downsizing’ (Legge, K, 1995: 53) were very much the order of the day therefore empowerment became a business necessity. Empowerment has been in the ‘forefront of quality improvement efforts’ (Cole, G, A, 1997: 23). Several businesses worldwide have been and still are currently closely watching quality the ability to produce superior and distinguished goods and services to meet customer needs. The commitment to quality today is very present in ‘service industries, non-profit organizations, government agencies, and educational institutions’ (Mabey at el, 1998: 48). Total Quality, also known as Total Quality Management (TQM), is seen differently by different people. Organizations are reportedly introducing ‘soft and hard’ (Cole, G, A, 1997: 67) employee relations policies associated with the shift to human resource management (HRM). Softer aspects of HRM, based on the encouragement of employee commitment in support of management aims, have received particular attention given their proposed linkage with ‘improved organizational performance’ (Cole, G, A, 1997: 67). This has, in turn, led many organizations to adopt schemes designed to encourage employee involvement. The concept of empowerment has been identified as a ‘recent and advanced manifestation of employee involvement’ (Cole, G, A, 1997: 68). Empowerment has been defined in different ways. Some have claimed it is ‘a fundamentally different way of working together’ (Spencer & Pruss, 1992: 271) and ‘quite different from the traditional notion of control’ (Cole, G, A, 1997: 94). Cole (1997) is able to define the concept of empowerment as an application to ‘none managerial roles’ such as team members. However, he argues there are several possible meanings. These can range from having ‘increased authority’ (Cole, G, A, 1997: 53) and therefore their ability exercise a wider range of choices at work and to be given a more varied and interesting job in the form of job enrichment. At best empowerment increases individuals discretion over how they do their work. It may also provide additional opportunities for group problem solving on operational issues. Empowerment is seen as ways of giving people more opportunity or ‘power’ (Mabey et al, 1998: 38) to exercise control over, and have responsibility for, their work. It is intended to encourage individuals to use their abilities by enabling them to take decisions. According to Potterfield (1999), empowerment will be best defined as a way of bestowing upon employees ‘the power to use more judgment and discretion in their work and to participate more fully in decisions affecting their working lives’ (Legge, K, 1995:84). Others are more sceptical. Armstrong (1996) points out that ‘Empowerment, for example, may mean little more than giving employees the opportunity to make suggestions for change’ (Armstrong, 1996: 76). In practice, empowerment is intended to release active employee engagement only so long as it falls within the parameters for which it was selected as a strategy. In most organisations it is ‘management which defines and adjudicates and ultimately exercises control’ (Armstrong, 1996: 78). The concept of empowerment ‘is based on the belief that to be successful, organisations must harness the creativity and brain power of all the employees not just a few managers’ (Graham & Bennett, 1995: 3). The idea that everybody in the business has something to contribute represents a radical shift in thinking away from the old idea that managers managed and the workforce simply followed orders. The fact that empowerment does represent a radical shift in thinking explains why, in many organisations, the initiative has failed. Empowered organizations are composed of empowered persons, although it is not necessarily true that a group of empowered persons automatically creates an empowered organization. Organizations that are ‘truly empowered have moved out of the old paradigm of competition and beliefs in limitation and scarcity’ (Sparrow & Marchington, 1998: 291). The face of the contemporary workplace is drastically changing. More and more companies are realising the value of more ‘flat democratic organisational structure’ (Mabey et al, 1998: 23) over the traditional autocratic, hierarchical management styles. In contrast to empowered workplaces, disempowered workforce suffers from poor self-esteem, lack of a personal vision and a feeling of hopelessness. These ‘attitudes and beliefs form inner barriers that block growth and proactive development’ (Legge, K, 1995: 63) and manifest in the worker in the form of reluctance to accept responsibility, hesitance to communicate openly, lack of commitment and ownership and, ultimately, in below average performance. Such employees ‘become passive passengers who are more focused on having their personal needs met than on contributing fully’ (Sparrow & Marchington, 1998: 82) so that the company can grow. Because they feel afraid, uncertain and insecure, they will unconsciously sabotage new interventions and approaches. An example of this is the resistance management often experience when implementing a ‘quality management system’ (Sparrow & Marchington, 1998: 82). In this way employees become a stumbling block to progress instead of much-valued assets. In companies where managers make a concerted effort to delegate and share power and control, the ‘results are not always impressive’ (Graham & Bennett, 1995: 93). The reason for this is either a lack of understanding of the nature of empowerment, or a greater focus on applying a set of managerial techniques than on creating conditions that are essential for empowerment to thrive. Where empowerment does not work it is because ‘people do not think it through’ (Mabey & Salaman, 1997: 83). To avoid such failures it is important to gain commitment for the senior management team, and then to cascade this down to other levels of management. The hardest group to convince about empowerment are ‘middle managers’ (Spencer & Pruss, 1992: 92), because it is their jobs that are most likely to be affected. It is because these managers often have the most to lost that they may have a tendency to undermine or delay implementation of a new policy. The implementation of empowerment in organisations instead of the traditional hierarchies means a ‘flatter organisational structure’ (Cole, G, A, 1997: 57), which can give rise to considerable resentment and individual resistance. There are, naturally, many problems that can arise in the empowerment process. Many workers may ‘resist these new responsibilities’ (Mabey et al, 1998: 23); they in fact like having their decisions made for them and will resent the extra burdens (and work). There still may be those workers who resent the implications of greater self-direction, possibly even arising from an obvious fear. There is an interesting theory underlying this reaction. Maslow has called this the Jonah Complex, ‘the fear of one’s own greatness’ (Maslow, 1971: 34). While Maslow discussed this term in a more mystical, spiritual context, it is associated as a sort of classic block to self-actualisation. Since empowerment speaks to the same sort of needs as self-actualisation, it could be drawn that there is the possibility of a collective sort of Jonah Complex at the heart of many conflicts in organizational transitions. Employees may also be ‘cynical and suspicious of this approach’ (Gennard & Judge, 1997: 235, Hitchcock and Willard, 1995:27) as another way to get more work out of them for less money. However allowing employees to take an active part in the change process from the very beginning, and showing them that their organization is truly changing will remove some of their wariness. There is also the danger of the ’employees feeling too empowered’ (Legge, K, 1995: 57); in feeling so independent of other facets of the organization that there might also be troubles in transitioning to teams. Empowerment supports organisational objectives at the expense of the individual worker to ‘speed up the decision making processes and reducing operational costs’ (Sparrow & Marchington, 1998: 293) by removing unnecessary layers of management such as staff functions, quality control and checking operations. In retrospect empowerment is usually advocated to ‘release the creative and innovative capacities of employees’ (Armstrong, M, 1996:386), to provide greater job satisfaction, motivation and commitment and giving people more responsibility enables employees to gain a great sense of achievement from their work therefore. The reasons for ’empowerment emerging as a concept for our time’ (Armstrong, M, 1996:385) is the need to generate energy release in employees by providing them with visionary leadership and a supporting environment and by treating them as a valuable asset to be invested in rather then as a cost despite the fact that organisatio ns are driven by profit generating, cost reduction and market pressures. Empowerment at workplace level has ‘greater justification for management in HRM terms’ (Beardwell & Holden, 1994:582). Management needs to decide how much power to delegate to employees while controlling their levels of creative energies and at the same time ‘not undermining managerial prerogatives’ (Beardwell & Holden, 1994: 582). TQM (total quality management) ‘suggests a system whereby worker empowerment is restricted very much within the boundaries set by the management’ (Beardwell & Holden, 1994: 582). Training can provide ‘an opportunity to empower and motivate employees’ (Honold, L, 1997). Empowering workers in this small way (i.e., schedule the training sessions) during the actual implementation of the organizational change can provide workers with a small degree of control over what is essentially a change in process over which they have no control. Empowerment can be argued ‘as an objective in its own right as a means of extending worker satisfaction’ (Gennard & Judge, 1997: 211). This can be related to the concept of Quality of Working Life (QWL). It refers primarily to how efficiency of performance depends on job satisfaction, and how to design jobs to increase satisfaction, and therefore performance. The early psychological basis of QWL and of justifications of empowerment relating to increased worker motivation was Herzberg (1968). Herzberg developed a theory called the two-factor theory of motivation. Herzberg argued that ‘job factors could be classified as to whether they contributed primarily to satisfaction or dissatisfaction’ (Spencer & Pruss, 1992 : 64). There are conditions, which result in dissatisfaction amongst employees when they are not present. If these conditions are present, this does not necessarily motivate employees. Second there are conditions, which when present in the job, build a strong level of motivation that can result in good job performance. Management very rarely discusses the practical problems in attempting to apply empowerment through ‘quality management’ (Mabey & Salaman, 1997:34) therefore employee views and feelings are unheard. The argument in supporting quality management requires an increase in ‘workers skills and results in genuine employee empowerment’ (Mabey & Salaman, 1997:34). However, in contrast to the optimistic approach is the argument that empowerment through quality management results in the ‘increasing subordination of employees in return for little or no extra reward’ (Mabey & Salaman, 1997:35). Recently, empowerment has become ‘an important Human Resource Management tool’ (Graham & Bennett, 1995: 93) in many organisations. It has been portrayed as the ultimate tool to access unleashed potential and help leaders get the best from their people. In reality, however, organisations that are trying to empower people may be fighting an uphill battle. Managers who harbour a fear that affirmative action may jeopardise their jobs, may be more worried about keeping their jobs than about empowering others. With the rationalization of layers of management, promotion is becoming less realistic and, therefore, middle managers share with non-managerial employees ‘growing feelings of cynicism as well as a heightened sense of estrangement from the predominant goals and values of their employing organizations’ (Denham, N et al, 1997). According to Maslow (1998), people need a sense of ‘self-determination, autonomy, dignity, and responsibility’ (Legge, K, 1995: 221) to continue to function in a healthy, growth-motivated way. When placed in an environment where any or all of these qualities are removed from them and they are instead ‘forced to submit to another’s will and think and act under constant supervision’ (Legge, K, 1995: 221), their sense of esteem and self-worth is robbed from them. The implementation of empowerment can be used successfully as a HRM tool as it provides a competitive advantage ensuring ‘organisational survival’ (Mabey & Salaman, 1997:25) and at the same time protecting employees jobs. However, employee’s maybe compelled to work harder and more flexibly ‘for their own good’ (Mabey & Salaman, 1997:25) otherwise they might be made redundant for the greater good. The aim of empowerment is to ‘enable employees to actually have to deal with problems to implement solutions quickly and without recourse to supervisors’ (Gennard & Judge, 1997: 71) and or higher levels of management. This is increasingly necessary as large and bureaucratic organisations ‘delayer’ (Beardwell & Holden, 1994: 91) management hierarchies in the search for administrative efficiency and lower costs. Employee empowerment is a very important aspect when considering human resource management. The failure of employers to give employees an opportunity to participate in decisions affecting their welfare ‘may encourage union member ship’ (sparrow & Marchington, 1998: 53). It is widely believed that one reason managers begin employee involvement programs and seek to empower their employees is to ‘avoid collective action by employees’ (Cole, G, A, 1997: 83). Employee empowerment offers the employers and the employees the chance to be on the same level, so to speak. Empowerment allows them to help make decisions that affect themselves, as well as, the company. Basically, through empowerment, employers and employees are in a win-win situation. The ’employees feel like they are needed and wanted, while the employers gain satisfaction through their prosperity’ (Mabey & Salaman, 1997: 64). Employee empowerment can be a powerful tool. The now advanced leadership style can ‘increase efficiency and effectiveness’ inside an organization (Graham & Bennett, 1995: 13). It increases productivity and reduces overhead. Overhead expenses are those needed for carrying on a business, i.e. ‘salaries, rent, heat and advertising’ (Mabey & Salaman, 1997: 39). It gives managers the freedom to dedicate their time to more important matters. Managers can highlight the talents and efforts of all employees. The leader and organisation take advantage of the ‘shared knowledge of workers’ (Beardwell & Holden, 1994: 64). Managers at the same time ‘develop their own job qualifications and skills attaining personal advancements’ (Spencer & Pruss, 1992: 38). Empowered employees can make decisions and suggestions that will down the line improve service and support, saving money, time and disputes ‘between companies and their customers’ (Gennard & Judge, 1997: 291). Empowerment of qualified employees will provide exceptional customer service in several competitive markets; therefore it will ‘improve profits through repeated business’ (Beardwell & Holden, 1994: 76). Customers prefer to deal with employees that have the power to manage arrangements and objections by themselves, without having to frequently inquire of their supervisors (Beardwell & Holden, 1994: 76). Empowerment is a strong tool that will increase ‘revenue and improve the bottom line’ (Sparrow & Marchington, 1998: 280). Empowerment is also the best way to ‘promote a good long-lasting employee-customer relationship’ (Sparrow & Marchington, 1998:32). Empowerment also brings benefits to employees. It makes them feel better about their inputs to the company; it promotes a greater productivity, and provides them with a ‘sense of personal and professional balance’ (Cole, G, A, 1997: 91). It exercises employees’ minds to find alternative and better ways to execute their jobs, and it increases their potential for promotions and job satisfaction. It results in ‘personal growth’ (Mabey at al, 1998: 174) since the whole process enlarges their feelings of confidence and control in themselves and their companies. It is a process that makes workers utilize their full potentials. This enables them to stay behind their decisions, assume risks, participate and take actions. It is a ‘win-win situation’ (Wilkinson, A, 1998); customers benefit from sharp employees; organizations benefit from satisfied customers and sharp employees; and employees benefit from improving their confidence and self-esteems. Benefits come with changes in the organization’s culture itself. Benefits require ‘changes in management and employees’ (Mabey at al, 1998: 54). For empowerment to succeed, the ‘management pyramid’ (Mabey et al, 1998: 54) must be inverted. Old-fashioned managers must take a step back and for the first time serve their subordinates and give up control. Old-fashioned employees must also agree to changes. They could see ’empowerment as a threat’ (Spencer & Pruss, 1992: 147), especially if they became use to the convenient old style of management structure where the ‘rules and decisions always came from above’ (Legge, K, 1995: 94). Employee involvement and participation schemes are to ‘enhance job responsibility’ (Legge, K, 1995: 24) by providing individuals with more influence over how they perform their tasks (employee empowerment). Each individual can make a personal decision on how to perform his or her task instead of being instructed on how to do so by management. When employees are involved, they have some influence on how they perform their job. This in turn is likely to ‘increase their contentment with the job’ (Mabey at al, 1998: 134), the probability that they will remain in that job and their willingness to except changes in the task that make up the job. Individual employees are more likely to be ‘effective members of the workforce’ (Sparrow & Marchington, 1998: 76) if management taps into their knowledge of the job by seeking their opinion on how the job should be performed and how it can be organised better. For employees, the greater empowerment and control given to frontline staff and to their teams has meant a great degree of freedom than ever before in controlling their own working lives (Sparrow & Marchington, 1998:166). The power that managers have, the capacity that managers have to influence the behaviour of employees and work responsibilities, must be ‘now shared with employees’ (Gennard & Judge, 1997: 73) through the creation of trust, assurance, motivation, and support for competitive needs. Work-related decisions and full control of the work is being pushed down towards the lowest operating levels (Armstrong, M, 1996: 58). Self-conducted teams have also emerged, which are groups of empowered employees with no or very little supervision. These groups are able to ‘solve work problems, make choices on schedules and operations, learn to do other employees’ jobs, and are also held accountable and responsible for the quality of their outputs’ (Beardwell & Holden, 1994: 12) Guest (1987) argued under ‘high commitment management’ workers would be committed to management’s vision, and that management would favour individual contracts over collective agreements as a mean of furthering worker commitment and dependence, thus making unions redundant. Employees who feel they are in a stable work environment ‘will feel more secure and empowered’ (Cole, G, A, 1997: 94). Advancement opportunities and rewards/incentive programs should also be implemented, as they feed into how committed and employee feels to making positive contributions and whether or not they are recognised for their efforts. Morale, too, provides a good measure of the culture of the organisation. Organisations with a ‘restrictive, secretive environment where information is tightly controlled’ (Beardwell & Holden, 1994: 162) will have less informed less empowered employees. Organisations with a more open environment, where ideas are encouraged from all levels will have a freer flow of information, better-informed employees, and thus higher empowerment. Through the process of employee empowerment, ’employees feel more valued’ (Beardwell & Holden, 1994: 40) because they are able to participate in the planning process and the decision making process. Empowerment gives employees the opportunity to contribute to the company’s overall success (Beardwell & Holden, 1994: 40). This helps an employee feel that he/she is truly valued, rather than that they are just a back to be stepped upon by those trying to reach the top. All in all, if the employee is happy with their job, than a paying customer will see that and want to return. Empowerment allows an employee to find ‘new ways to express their creativity’ (Armstrong, M, 1996: 161). Through creativity, employees are able to make sales or transactions an unforgettable and pleasurable experience for customers, thus ensuring the customers return. Employee empowerment can have a ‘profoundly beneficial impact on the bottom line if used correctly’ (Mabey et al, 1998: 18). Empowerment allocates responsibility to an employee and creates the motivation to surpass customer expectations. In order to keep customers for life, employers must empower their employees to make their own decisions. Empowerment gives ’employees the opportunity to make decisions and suggestions’ (Cole, G, A, 1997: 39) that will down the line improve service and support, saving money, time and disputes between companies and their customers. Empowerment is an aspect, which must be considered in ‘negotiating an effective team contract’ (Spencer & Pruss, 1992: 69) .The team must be empowered to seek and find information across the existing management structures. The communication aspect of empowerment means that the team must be clearly shown where their work adds value to the company, where their effects will show results and where their work fits in with the company’s objectives. ‘Organizations wishing to instil a culture of empowerment must find a way of establishing systems and processes that do not restrict employees. By concentrating on what behaviour is considered optimal for the employees and what they do well, management can adapt, develop and change the organizational structure to produce the sought after behaviour’ (Erstad, M, 1997). Culture changed programmes are ‘commonly promoted’ (Mabey et al, 1998: 132) to increase the power of the worker, through empowerment. However, critics have argued empowerment is a means of increasing work intensity and gaining greater managerial control over labour (Brambell, 1995, Legge, 1989). Conclusion Work place attitudes such as ‘praising teams for success and punishing teams for failure are inherent in our society’ (Mabey et al, 1998: 32) where winning and survival have become synonymous. Businesses are installing empowerment into their organisations to ‘give people more responsibility and asking them to test the corporate boundary limits’ (Graham & Bennett, 1995: 91). A t the same time, organisations are asking staff to be more entrepreneurial, and take more risks. It can be argued employees who empower themselves can be called troublemakers and those who take entrepreneurial risks and fail are referred to as failures. The business ethic which condemns failure as a bad thing is going to ‘restrict its best people’ (Beardwell & Holden, 1994: 12), force them to avoid taking risks that may one day be beneficial and will prevent the team experiencing the excitement of the empowerment which is vital to motivation and team dynamics. The advantages gained through empowerment are numerous. Employee empowerment allows an organization to unleash the vital, untapped forces of employee creativity and motivation to solve business problems (Legge, K, 1995: 50). Empowering employee also allows them to make decisions on the spot. This is very important when you work in an industry where you work directly with a paying customer. When employees are empowered, the employer enables them to offer full service to their clients and protect them from the competition. ‘The rewards of empowerment outweigh the risks of losing the employees themselves’ (Spencer & Pruss, 1992: 203). The retail industry is a perfect example. Managers are ‘learning to give up control’ and employees are learning how to be responsible for the actions and decisions (Cole, G, A, 1997: 34). It is fundamental that management shares information, creates autonomy and feedback, and trains and creates self-directed teams for empowerment to work properly. Managers often prefer not to ‘communicate with employees, and not to share some extremely important information’ (Beardwell & Holden, 1994: 247) with them, but an effective leader must have no hidden agendas. They must treat employees as ‘stakeholders for the road of success’ (Beardwell & Holden, 1994: 247). Employees must have a clear vision of success, because if they are not aware of what success means to the company and where the company is heading, there is no way they can feel empowered to help accomplish this success. ‘Empowerment is not something, which can be passed over from management to employees as a pen is handed from one person to another. It is a complex process, which requires a clear vision, a learning environment both for management and employees, and participation and implementation tools and techniques in order to be successful’ (Erstad, M, 1997). Â   Bibliography Armstrong, M (1996) ‘A Handbook of Personnel Management Practice’, Sixth Edition, Kogan Page Beardwell, I & Holden, L (1994) ‘Human resource Management- A contemporary perspective’, Pitman Cole, G, A (1997) ‘Personnel Management’, Fourth Edition, Letts Denham, N, Ackers, P & Travers, C (1997) ‘Doing yourself out of a job? : How middle managers cope with empowerment’ , Employee Relations; Volume 19 No. 2; Erstad, M (1997) ‘Empowerment and organizational change’, International Journal of Contemporary Hospitality Management; Volume 9 No. 7; Gennard, J & Judge, G (1997) ‘Employee relations’, Institute of Personnel & Development Graham, H, T &Bennett, R (1995) ‘Human Resources Management’, Eight Edition, M+E handbooks Honold, L (1997) ‘A review of the literature on employee empowerment’, Empowerment in Organisations; Volume 5 No. 4 Legge, K (1995) ‘Human Resource Management-Rhetoric’s & Realities’, Macmillan Business Mabey, C & Salaman, G (1997) ‘Strategic Human Resource Management’, Blackwell Business Mabey, C, Skinner, D & Clark, T, (1998) ‘Experiencing Human Resource Management’, Sage Sparrow, P & Marchington, M (1998) ‘Human Resource Management-The New Agenda’, Pitman Spencer, J & Pruss, A (1992) ‘Managing your team’, Piatkus Wilkinson, A (1998) ‘Empowerment: theory and practice’, Personnel Review; Volume 27 No. 1

Disaster mitigation in Naga City

The city of Naga is located in the Isle of Luzon in the Philippines. Situated at about 377 km south of Manila, Naga City lies at the center of Camarines Sur, which is the biggest province in the Bicol region. The city has a total area of 77. 5 sq. kms. The city is located along the typhoon belt and therefore prone to tropical storms and typhoons throughout the year. It is also deemed vulnerable to floods, and earthquakes (Pineda & Buan, 1998). In the Naga City area, there are different kind of floods which periodically plays havoc in the city.Apart from floods from the major river Bicol, flash flood from Naga River too devastates the region. Besides river floods, there are periodic storm surges from the sea as well. Frequent inundation of the city and loss of agricultural land is a common phenomenon in the region. 1 Disaster management plan When natural disasters occur, the rate of survival and rescue of property would depend upon how efficient the emergency response operation is. Th e region is expanding very fast and the same trend will continue in the future as the Naga city is the center for commercial, educational, and industrial sectors in Bicol region.Disaster management plan is all the more relevant for this disaster prone city, because with tremendous growth rate, the likelihood of causality figures is expected to go up, if planned measures is not undertaken (Westen, 2007). Delayed and poor management of disaster could result in great deal of loss, both of human and property. Naga city has a much thought out disaster management and mitigation plan to cope up with the threat of natural calamities, which plagues the region (Pineda, & Buan, 1998).In seeking to ensure that their community could grow and prosper in a sustainable manner, Naga city officials sought to ensure a close link between hazard mitigation and land use planning. Following a study to determine the priority areas of attention, they crafted a strategy to manage hazards and to prevent envir onmental degradation in order to uplift the quality of urban life. A coordinated set of activity was formulated in the Naga City Disaster Management Project (NCDMP). NCDMP became the focus of the city’s evolving disaster risk management initiatives.It’s major concern was to identify risk reduction measures that could help the residents, while also promoting the importance of awareness and city planning for potential hazards that could threaten the city. As the first model city in the Philippines, Naga City used its projects to help strengthen the capacity of its citizens to develop and implement disaster mitigation standards and practices (United Nations, 2004).Diasater reduction initaitives Naga City authority realized that losses and damages to properties due to disaster 1. http://library. witpress. com/pages/PaperInfo. sp? PaperID=14311 could be avoided with proper planning, and attention towards relocating centers of. economic activity and settlements in safer area s. Through the development of community based surveys, with technical data provided by the weather service flood forecasting division, hazard mapping was carried out. In their planning for disaster risk reduction measures, the local authorities maximized the use of GIS. GIS also helped them determine which areas of the city would most likely become flooded. Accordingly, city officials targeted specific households for evacuation.After the identification of the vulnerable areas, the Naga City local authority made plans to shift the economic activities from low lying flood prone areas to elevated and less risky areas of the city. The local authority promulgated a five year developmental plan, whereby new land use laws and economic incentives have been made and new areas have been developed into growth centers. Coping strategy after Durian Durian is the fourth typhoon that hit Philippines within a span of three months. Worst hit by the typhoon was the areas near Mayon volcano, located a t the south east of Manila. The typhoon wrecked havoc in Camarines, Sur, Albay, and other provinces in the region.Termed as super typhoon, it submerged the provinces of Albay, and caused several villages near the Mayon volcano to be completed buried due to mudflows and landslides. Immediately after the typhoon, the Provincial Disaster Coordination Council (PDCC) together with pertinent agencies, and individuals initiated relief operations on war footing for the affected families. The persons affected by flood were moved to the evacuation centers and essentials and food items were distributed in a coordinated manner.The Provincial office along with regional center for health development coordinated the work of vaccination, drinking water testing, regular health assessment, deployment of environmental health sanitation team, and needed supplies of essentials and medicines. Rehabilitation of water and electricity infrastructures was implemented with speed and efficiency. 3 Conclusion T he typhoons in Philippines in 2006 wrought havoc in Naga City and nearby areas. The massive destructions caused by these typhoons were an eye opener for the authorities. The government has leant a lesson, albeit in a bitter way.Precautionary measures have been taken now on a massive scale, and not later. The typhoon Durian in Philippines could have caused less causality if there were timely intervention of the authorities to move the people of flood prone area to safer elevated area. As there is the possibility of disasters happening any time, people near the Mayon volcano have been shifted several times right after the warning of some impending disaster, which is perhaps the only way to prevent causality and loss of property. In this the city has set an example.

Ancient Persian Rulers Timeline (Modern Iran)

Ancient Persian Rulers Timeline (Modern Iran) In ancient history, there were 3 main dynasties that controlled ancient Persia, a western name for the area that is modern Iran: Achaemenids, Parthians, and Sasanids. There was also a period when the Hellenistic Macedonian and Greek successors of Alexander the Great, known as Seleucids, ruled Persia. Early mention of the area is from Assyria c. 835 B.C., when the Medes occupied the Zagros Mountains. The Medes gained control of an area extending from the Zagros Mountains to include Persis, Armenia, and eastern Anatolia. In 612, they captured the Assyrian city of Ninevah. Here are the rulers of ancient Persia, by dynasty, based on Dynasties of the World, by John E. Morby; Oxford University Press, 2002. Achaemenid Dynasty 559-530 - Cyrus the Great529-522 - Cambyses (son)522 - Smerdis (Bardiya) (brother)521-486 - Darius I, the Great485-465 - Xerxes I (son)464-424 - Artaxerxes I, Longimanus (son)424 - Xerxes II (son)424 - Sogdianus (brother)423-405 - Darius II, Nothus (brother)404-359 - Artaxerxes II, Mnemon (son)358-338 - Artaxerxes III (Ochus) (son)337-336 - Artaxerxes IV ( Arses) (son)335-330 - Darius III (Codomannus) (great-grandson of Darius II) Macedonian Conquest of the Persian Empire 330 Seleucids 305-281 B.C. - Seleucus I Nicator281-261 - Antiochus I Soter261-246 - Antiochus II Theos246-225 - Seleucus II Callinicus Parthian Empire - Arsacid Dynasty 247-211 - Arsaces I (conquered Parthia c. 238)211-191 - Arsaces II (son)191-176 - Priapatius (son)176-171 - Phraates I (son)171-138 - Mithridates I (brother)138-128 - Phraates II (son)128-123 - Artabanus I (son of Priapatius)123-87 - Mithridates II, the Great (son)90-80 - Gotarzes I80-77 - Orodes I77-70 - Sinatruces70-57 - Phraates III (son)57-54 - Mithridates III (son)57-38 - Orodes II (brother)38-2 - Phraates IV (son)2-AD 4 - Phraates V (son)4-7 - Orodes III7-12 - Vonones I (son of Phraates IV)12-38 - Artabanus II38-45 - Vardanes I (son)45-51 - Gotarzes II (brother)51 - Vonones II51-78 - Vologases I (son or brother)55-58 - Vardanes II77-80 - Vologases II78-110 - Pacorus (son of Vologases I)80-90 - Artabanus III (brother)109-129 - Osroes112-147 - Vologases III129-147 - Mithridates IV147-191 - Vologases IV191-208 - Vologases V (son)208-222 - Vologases VI (son)213-224 - Artabanus IV (brother) Sasanid Dynasty 224-241 - Ardashir I241-272 - Shapur I (son; co-regent 240)272-273 - Hormizd I (son)273-276 - Bahram I (brother)276-293 - Bahram II (son)293 - Bahram III (son; deposed)293-302 - Narseh (son of Shapur I)302-309 - Hormizd II (son)310-379 - Shapur II (son)379-383 - Ardashir II (nephew)383-388 - Shapur III (son of Shapur II)388-399 - Bahram IV (son)399-420 - Yazdgard I (son)420-438 - Bahram V, the Wild Ass (son)438-457 - Yazdgard II (son)457-459 - Hormizd III (son)459-484 - Peroz I (brother)484-488 - Balash (brother)488-497 - Kavad I (son of Peroz; deposed)497-499 - Zamasp (brother)499-531 - Kavad I (restored)531-579 - Khusrau I, Anushirvan (son)579-590 - Hormizd IV (son; deposed)590-591 - Bahram VI, Chbn (usurper; deposed)590-628 - Khusrau II, the Victorious (son of Hormizd IV; deposed and died 628)628 - Kavad II, Shiroe (son)628-630 - Ardashir III (son)630 - Shahrbaraz (usurper)630-631 - Boran (daughter of Khusrau II)631 - Peroz II (cousin)631-632 - Azarmedukht (daughter of Khusrau II) 632-651 - Yazdgard III (nephew) 651 - Arab Conquest of the Sasanid Empire At the end of the ancient period, war with Heraclius of the Byzantine Empire weakened the Persians enough that the Arabs gained control.

Neighbourhood Nursing Essays

Neighbourhood Nursing Essays Neighbourhood Nursing Essay Neighbourhood Nursing Essay The ethos of a report by Cumberledge, Neighbourhood Nursing A Focus for Care (DOH, 1986), was to introduce nurse prescribing from a limited formulary to improve the care of patients in their own homes, and it identified that district nurses wasted valuable time requesting prescriptions from general practitioners (GPs) when they had seen and assessed the patient themselves with no medical involvement (Baird, 2003). Nurses as prescribers need to be aware of the influences on prescribing and the need for bias to be controlled in the information sources that they use, as patients receiving prescriptions from nurse prescribers will assume the product prescribed is safe and appropriate for them (Parker, 2000). In order to demonstrate the principles of safe, effective, appropriate and cost-efficient prescribing, the author will analyse the critical incident described in Appendix 1, and using the prescribing pyramid (NPC, 1999) to assist decision-making, explore the most appropriate course of action in terms of treatment. Consider the Patient Before prescribing, a thorough assessment of the patients medical and social history should be taken (NPC, 1999). A leg ulcer has been defined as the loss of skin below the knee, which takes more than six weeks to heal (Dale et al, 1983). Mr X had injured his leg six weeks prior to his referral to the DNs, therefore a leg ulcer assessment was conducted that incorporated a Doppler ultrasound, assessment of previous medical history and assessment of the limb and wound to determine the underlying cause of the ulcer and any associated diseases. This assessment will influence decisions about prognosis, referral, investigation and management (RCN, 1998). Lack of appropriate clinical assessment of patients with limb ulceration has often led to long periods of ineffective or inappropriate treatment (Stevens et al, 1997). The Doppler ultrasound revealed an ankle-brachial pressure index (ABPI) of 1.1 and 1.0 in the left. This gave an indication that Mr X had a vascular problem rather than arterial. The wound bed was sloughy, with slight inflammation around the edge, indicating a localised infection, which could delay healing; the wound was also malodorous again indicating infection was present. Chronic venous insufficiency of the lower extremities is a complicated disorder, affecting the productivity and wellbeing of millions of people worldwide (Donaldson, 2000; de Araujo et al, 2003). It is also a major cause of morbidity among patients in hospital and community settings (Nelson, 2001) Venous disease is the most common cause of leg ulcers. Identification of the risks of venous ulceration is important, as is optimal therapy, which requires control of abnormal venous physiology combined with adjunctive treatments to correct secondary skin ulceration, infection and lymphoedema (Donaldson, 2000). Which Strategy? Having established that the reason the ulcer was not showing signs of healing was due to venous insufficiency to the affected limbs and a localised infection to the wounds, the options for treatment needed to be considered. Liaison with his GP was essential to discuss pain management strategies with Mr X to control any pain he was suffering along with any anti-biotic therapy regarding the localized infection. However, the role of bacteria in chronic ulcers is a matter of debate and many authors have contradictory views regarding the use of antibiotic therapy (Tammelin et al, 1998). Within the local trust, guidelines suggest that if the patient is not showing signs of clinical infection such as pyrexia, friable, bleeding granulation tissue or cellulitis, antibiotics are not indicated. Furthermore, routine swabbing is not recommended as this is thought to be neither helpful nor cost-effective (Gilchrist, 2002). All chronic wounds contain bacteria and often represent either secondary colonisation or merely contamination, therefore not actually causing clinical infection (Morison et al, 1999). Consider the Choice of Product Short-stretch compression bandaging has been shown to be equally efficacious when compared to other compression systems in healing venous ulcers independent of associated factors (Scriven et al, 1998; Nelson, 1996; Vowden, 1998). This has directed a trend towards the use of short-stretch bandaging as a cost-effective and proven method of reversing venous hypertension and enhancing the wound repair process in some patients (Charles, 1998). Short-stretch compression bandages are fairly inelastic because the weave allows for minimal stretch and recoil (Charles, 1998). When applied to a leg at 90-100% stretch with a 50% overlap the inelastic nature of the bandage allows it to form a firm tube. When the muscle of the calf contracts, it reflects or rebounds from the wall of the tube, which increases the action of the calf muscle pump, thereby promoting venous return to the heart. It also has an effect on the microcirculation with an overall improvement in the function of the skin (Klyscz et al, 1997; Coleridge-Smith, 1997). The combination of increased calf muscle pump activity and an improved microcirculation as a result of short-stretch compression therapy therefore has the potential to correct venous incompetence and promote healing in venous disease. Non-compliance is a recognised problem in the use of compression therapy (Mayberry et al, 1991; Taylor, 1992). There are a number of reasons why this is the case, including factors such as forgetting instructions, difficulty managing the bandages and discomfort caused by the bandages for example, finding them too hot (Samson and Showalter, 1996). Mr X had experienced leg ulcer in the past and had not felt happy with four layer bandaging as he had complained of them making his legs too hot and also they felt bulky. Negotiate a Contract To ensure concordance it is important that the patient plays a central role in the decision-making process (NPC, 1999). If the patient is not consulted and does not understand the rationale for dressing choice, compliance with the treatment may be affected (Cole, 2004). A nurse prescriber has to balance dressing cost with nursing time, together with patient acceptability and concordance (Edwards, 2000). Mr X had experience of other wound care products used on his leg in the past, and had strong opinions about which ones he was willing to accept the use of. It is important to be aware of influences that may affect the way treatments are prescribed however, such as patient pressure or drug companies promotional advertising (Brew, 1994). Autonomy is grounded in respect for patients ability to choose, decide and take responsibility for their own lives (Randers and Mattiasson, 2004), but had his decisions been inappropriate, unsafe or not based on best evidence, agreeing to prescribe them could be deemed maleficent (Pridmore, 1998). Providing information on the benefits of the treatment proposed, in addition to the drawbacks enabled him to make an informed choice. Ultimately, negotiation ensures that the patient receives the most appropriate evidence-based care, which is safe, and which he agrees on. Review the Patient Twice weekly visits were agreed with Mr X to monitor the effectiveness of the bandaging and ensure that it was not causing a reaction, was helping to debride the slough, reduce the localised infection and absorb the exudate. Mr X was informed of the signs of an adverse reaction to the dressing, such as itching, increased localised pain and irritation at the site of the dressing, and advised to ring the DN if at all concerned. If the dressing used caused a reaction to Mr Xs leg and it was not picked up soon enough and the dressing removed, the effects could be deemed maleficent (Pridmore, 1998). Ongoing evaluation of the prescribed treatment should always be undertaken, as modifications may need to be made if conditions change (Morison et al, 1999). Once the primary objective has been achieved, the assessment process needs to be repeated in order to identify the next treatment objective until the wound has healed (Collier, 2002). After one week the inflammation surrounding the ulcer had gone and there was evidence that the slough was beginning to lift. Mr X had not reported any discomfort or irritation to the ulcer or surrounding tissue, which suggests that the dressing prescribed, was suitable for him. Record Keeping As a registered nurse one has both a professional and legal duty of care, therefore all nurses have a responsibility to keep accurate and up-to-date records that should be an accurate account of treatment, care planning and delivery that provides clear evidence of the decisions made (NMC, 2002a). This form of communication ensures that all members of the healthcare team involved in the care of the patient are fully informed, and ensures changes in the patients condition are detected at an early stage (NMC, 2000b). Details of the prescribed treatment were entered into Mr Xs assessment notes with a clear rationale for the choice of treatment. The trust has a specific form to complete that informs the GP of the treatment prescribed, which was completed and handed to Mr Xs doctor. Reflection Utilising a structured model of reflection by Driscoll (2000) has provided a useful means of reflecting on the incident described and analysing the decisions made. Although Mr X had expressed strong opinions about the choice of treatment he was willing to accept on his ulcer, negotiation had enabled a decision to be made that was safe, appropriate and cost-effective, in addition to being acceptable by him, thus ensuring concordance. Using the prescribing pyramid (NPC, 1999) provided a systematic, structured method of decision-making in relation to the choice of treatment, therefore ensuring that all essential aspects that needed to be considered were included. Conclusion Many district nurses have expertise in the different causes and manifestations of leg ulceration and wound care, thus most GPs tend not to interfere in the treatment, preferring to take advice from the experts in this field. So it makes sense that district nurses should be able to prescribe the most appropriate choice of dressing themselves. A good knowledge of wound healing mechanisms in relation to venous ulcers, in addition to a knowledge of treatment choices that reflect local policy, their suitability, contradictions and adverse reactions based on evidence not influence, ensured that Mr X received a dressing that proved successful in reducing the bacterial load, healing of the ulcer and comfort. The dressing did not cause any reaction or deterioration, therefore was safe and effective.

A Guide to Power Relationships in The Tempest

A Guide to Power Relationships in The Tempest The Tempest includes elements of both tragedy and comedy. It was written around 1610 and its generally considered Shakespeares final play as well as the last of his romance plays. The story is set on a remote island, where Prospero, the rightful Duke of Milan, schemes to restore his daughter Miranda to her proper place using manipulation and illusion. He conjures up a stormthe aptly named tempestto lure his power-hungry brother Antonio and the conspiring King Alonso to the island. In The Tempest, power and control are dominant themes. Many of the characters are locked into a power struggle for their freedom and for control of the island, forcing some characters (both good and evil) to abuse their power. For example: Prospero enslaves and treats Caliban badly.Antonio and Sebastian plot to kill Alonso.Antonio and Alonso aim to get rid of Prospero. The Tempest: Power Relationships In order to demonstrate power relationships in The Tempest, Shakespeare plays with master/servant relationships. For example, in the story Prospero is master to Ariel and Caliban although Prospero conducts each of these relationships differently, both Ariel and Caliban are acutely aware of their subservience. This leads Caliban to challenge Prospero’s control by taking on Stefano as his new master. However, in trying to escape one power relationship, Caliban quickly creates another when he persuades Stefano to murder Prospero by promising that he can marry Miranda and rule the island. Power relationships are inescapable in the play. Indeed, when Gonzalo envisages an equal world with no sovereignty, he is mocked. Sebastian reminds him that he would still be king and would therefore still have power – even if he did not exercise it. The Tempest: Colonization Many of the characters compete for colonial control of the island – a reflection of England’s colonial expansion in Shakespeare’s time. Sycorax, the original colonizer, came from Algiers with her son Caliban and reportedly performed evil deeds. When Prospero arrived on the island he enslaved its inhabitants and the power struggle for colonial control began - in turn raising issues of fairness in The Tempest Each character has a plan for the island if they were in charge: Caliban wants to â€Å"people the isle with Calibans, Stefano plans to murder his way into power, and Gonzalo imagines an idyllic mutually controlled society. Ironically, Gonzalo is one of the few characters in the play who is honest, loyal and kind throughout – in other words: a potential king. Shakespeare calls into question the right to rule by debating which qualities a good ruler should possess – and each of the characters with colonial ambitions embodies a particular aspect of the debate: Prospero: embodies the all-controlling, omnipresent rulerGonzalo: embodies the utopian visionaryCaliban: embodies the rightful native ruler Ultimately, Miranda and Ferdinand take control of the island, but what sort of rulers will they make? The audience is asked to question their suitability: Are they too weak to rule after we have seen them manipulated by Prospero and Alonso?

Historical Documents Essay Example | Topics and Well Written Essays - 750 words

Historical Documents - Essay Example Most economists attribute the 1929 stock market crash in the United States as the trigger for the great depression. 4Trade and incomes experienced a dramatic drop. This led to a dip in tax collection for the treasury. At the peak of the great depression, unemployment rates stood at 25% in the United States. Other developed nations had unemployment rates of over 30% of the working age population. Many historians and economists believe that there are two theories that best describe the cause of the Great Depression. 5 The Demand theory argues that service and products were being over produced while the demand was not keeping up with the supply. Companies were over investing in products that had no matching demand meaning the companies were spending more than they were making6.This led to huge losses and companies going out of business leading to high unemployment rate. The monetarist theory believes that the depression was minor problem that was compounded by poor decisions and mistakes by financial institutions7. These institutions inflated debts causing people to stay indebted for much longer period8. Whatever triggered the great depression is still subject to debate but it cannot be denied that its effects were felt globally10. I used the online library to get my sources specifically Google books section. I opted for this source since it was the easiest way to access some books which the local library may not have .Hence it is convenient and can be accessed 24 hours a day. The books have various strengths and weaknesses which led me to choose them after evaluation. The secondary sources though have are recently published books and rely mostly on previously published works whose accuracy may not be easily verified. Their main advantage over the primary sources is that they may tap into more studies and research works that may not have been possible hence provide a more comprehensive and

Philip's vs. Matsushita Essay Example | Topics and Well Written Essays - 2000 words

Philip's vs. Matsushita - Essay Example Both brothers and their father worked hard and by 1900, Philips was the third largest light-bulb producer in Europe. Philips concentrated only on light-bulb technology development. Company policy was to scrap old plants and use new machines or factories whenever advances were made in new production technology. It also established hi-tech laboratories for R&D and it developed a tungsten metal filament bulb that was a great commercial success (Bartlett, 2006, p. 1). In 1899, Philips initiated its offshore business and within a decade it expanded its sales network across Japan, Australia, Canada, Brazil, United State and Russia. In 1919, Philips made an agreement with Genera Electric, giving each company the use of the other's patents. In 1918, Philips introduced the electronic vacuum tubes; eight years it lunched its first radios to market, capturing a 20% world market share within a decade; and during the 1930s, Philips began producing X-ray tubes (Bartlett, 2006, p. 2). During World War II Allied and German bombing had targeted and damaged most of Philips’ manufacturing facilities in the Netherlands, the management board decided to build the postwar organization on the strengths of the national organizations (NOs). The independent NOs had a great advantage in being able to sense and respond to the local market demands and differences. These NOs were also free in financial, legal, and administrative matters, and also to built their own technical capabilities and product development.

Aviation Systems Blogs and Wikis Essay Example | Topics and Well Written Essays - 250 words

Aviation Systems Blogs and Wikis - Essay Example Most of these blogs contain excellent materials that an individual can never get enough, especially with the current trend where people acquire most of the information and learning materials from the online resources. For these reasons, I would recommend the Second Life Aviation from the wiki site for students seeking online aviation materials and other related resources (Second Life Aviation, 2015). These sites have invaluable materials and articles that provide immense information on the topic. Personally, I consider the site as the favorite because of the ease of getting information and materials related to aviation. The site resembles a blog, it is well managed by the wikia website, one of the largest wiki platforms online, with huge fan base contributing to the concepts and asking questions that draws discussions and forum indulgence. Such approach makes it easy to learn and acquire additional insight on aviation. Additionally, its simplicity nature makes it easy for anyone to use the information and contribute to the existing knowledge base. Simplicity here is available from various aspects of materials, the website has several sections that are easy to access and select. First, the language in use is clear, simple, and precise. Also the tabs are well arranged and one can easily know where to find what they are looking for. For instance, if you want to know more on Aircraft, it brings you to it and offers you an array of information on it. Further to that, is the design, theme is well thought of and appealing. Also the tabs are well labeled out with each topic having a sub-topic on an under t ab, once you click on the main tab. With all of these features and the immense knowledge related to aviation and others items, it is only fair to say that this would be a site suitable for students to increase their knowledge on matters related to aviation. I therefore highly recommend it, for any student who requires in-depth and informative online platform about

Research design Essay Example | Topics and Well Written Essays - 1750 words

Research design - Essay Example Implication to professional application is included. RCT potentially prevents bias and reduces confounding Dauphin et al. (1999) were able to come up a significant result concering the bias and precision in visual analogue series (VAS) while successfully employing the RCT. In this study, they were able to investigate the characteristics of VAS especially in the measurement of symptoms’ intensity or frequency. Prior to finding this, the research investigation included study samples under a prevention trial involving supplementation by antioxidant vitamins and minerals of respondents who were 35-61 years gathered from the general population in France. There was inclusion of randomisation from samples prior to investigating the actual point of the study. the same process was initiated during the first and second trials. This means that the actual general data were assumed to represent the entire information obtained from the entire samples. This is a remarkable strength of the st udy because this will eventually reflect on the kind of data that will be used for the VAS. Thus, the study of Dauphin et al reflects the actual framework involved in RCT research design. The RCT in general is trying to create an inference of a particular intervention by randomly employing samples from the entire study sample from a population that should therefore be randomly identified as the treatment or intervention groups and control groups respectively (Bonita et al., 2006, p.50). Below is the actual diagram or framework showcasing the general flow involved in the RCT research design (Evidenced-Based Dentistry, 2013). One important strength in employing RCT as found in the study of Dauphin et al. (1999) is the presence of consistent result, as depicted by the... In some clinical studies, researchers may be looking forward to a specific treatment response of some certain illnesses to a given drug. In this reason, they may be able to compare treatment groups with control groups not receiving the medication. In employing a particular clinical study, the reliability of a certain drug may be proven effective or not because of the associated empirical evidence that one could generate thru the employed research design. Furthermore, there are some studies that would require precise measurement of the actual empirical evidence, so minimising the allocation of bias and other predictive factors has become necessary. One of the most important drawbacks in some studies is the inclusion of probable bias especially in generating data prior to the actual analysis and presentation of results. There are many statistical methods that could try to prevent this from influencing the reliability of the study. However, one common logical approach in statistics is to initiate random trials in response to selecting or acquiring of data. The RCT has relevant advantages and weaknesses, but the bottom line boils down to the skills of the users on how they should properly initiate the research design including its associated process. The RCT is so powerful research design for as long as it tries to represent a general idea about the impact of a certain prevention or treatments applied in a certain population. As a result, it could help determine a generalise conclusion of the general case. Although individual cases cannot be entirely determined, the RCT still proves to be an efficient research design that could be freely integrated within the clinical studies especially in ensuring precision of results and warding off probable bias.

Create a Project Proposal Assignment Example | Topics and Well Written Essays - 1000 words

Create a Project Proposal - Assignment Example ..7 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 ABSTRACT The focus of this project proposal is the development of a new paging system that will be both efficient and effective for the needs of Tufts Health Plan. The proposal is an overview of what is required for the project research. It justifies the choice of this project and sets the objective for the research. The proposal identifies the most suitable approach towards achieving the aims of this project. The proposal, in order to be complete, draws out an estimated timeline for the proposed research and development of the entire paging system. NEW PAGING SYSTEM PROJECT DESCRIPTION The new paging system project seeks to create a new system for Tufts Health Plan that is network based and managed through use of servers. The new software will be installed on servers whereby clients who are authorized by the systems administrator will be able to page support staff and key heads of the department in case of trouble OBJECTIVE OF THE RESEARCH The objective for the research into the new paging system project is the development of a network based paging system that will enable fast efficient paging of staff members. The project aims to enable fast and agile communication among staff members of the Tufts Health plan. The project research seeks to solve the problems posed by the stand alone system. These problems include inefficient communication, slow response to emergencies. Time wastage brought about by needing to access the support desk in case of an event so that they can page the relevant parties. JUSTIFICATION OF THE STUDY The reason for choosing this project is to provide a system that can aide in the saving of lives and treatment of the sick. Therefore the new paging system will provide for users in the Tufts health plan a better means of com munication and paging framework for its staff. Cases of unattended emergency situations due to the standalone system will be reduced. Staff will be able to be notified from different points in the organization and thus work faster and more efficiently. It will enable the different departments in the organization to be able to deal with its own issues rather than try access the single point paging system at the support desk. APPROACH TO THE STUDY The approach to this project will be based on existing software development methodologies. The most suitable methodology will be determined with more in depth research into the problem. The beginning point of the project will be gathering requirements for the new system at the Tufts health plan and research on the exact needs of the different departments in the organization. The next step will be to analyse the requirements and develop feature lists for ease of development of use cases the system. After establishing a proper foundational sys tem analysis I will move into system design and develop the class diagrams and the whole design of the system accompanying them with appropriate logical diagrams. The next phase of the project will be the implementation and testing of the system, which will finally lead us to successful deployment of the system.(Pressman,2010) The presentation of the system will be the endpoint for the

Research design Essay Example | Topics and Well Written Essays - 1750 words

Research design - Essay Example Implication to professional application is included. RCT potentially prevents bias and reduces confounding Dauphin et al. (1999) were able to come up a significant result concering the bias and precision in visual analogue series (VAS) while successfully employing the RCT. In this study, they were able to investigate the characteristics of VAS especially in the measurement of symptoms’ intensity or frequency. Prior to finding this, the research investigation included study samples under a prevention trial involving supplementation by antioxidant vitamins and minerals of respondents who were 35-61 years gathered from the general population in France. There was inclusion of randomisation from samples prior to investigating the actual point of the study. the same process was initiated during the first and second trials. This means that the actual general data were assumed to represent the entire information obtained from the entire samples. This is a remarkable strength of the st udy because this will eventually reflect on the kind of data that will be used for the VAS. Thus, the study of Dauphin et al reflects the actual framework involved in RCT research design. The RCT in general is trying to create an inference of a particular intervention by randomly employing samples from the entire study sample from a population that should therefore be randomly identified as the treatment or intervention groups and control groups respectively (Bonita et al., 2006, p.50). Below is the actual diagram or framework showcasing the general flow involved in the RCT research design (Evidenced-Based Dentistry, 2013). One important strength in employing RCT as found in the study of Dauphin et al. (1999) is the presence of consistent result, as depicted by the... In some clinical studies, researchers may be looking forward to a specific treatment response of some certain illnesses to a given drug. In this reason, they may be able to compare treatment groups with control groups not receiving the medication. In employing a particular clinical study, the reliability of a certain drug may be proven effective or not because of the associated empirical evidence that one could generate thru the employed research design. Furthermore, there are some studies that would require precise measurement of the actual empirical evidence, so minimising the allocation of bias and other predictive factors has become necessary. One of the most important drawbacks in some studies is the inclusion of probable bias especially in generating data prior to the actual analysis and presentation of results. There are many statistical methods that could try to prevent this from influencing the reliability of the study. However, one common logical approach in statistics is to initiate random trials in response to selecting or acquiring of data. The RCT has relevant advantages and weaknesses, but the bottom line boils down to the skills of the users on how they should properly initiate the research design including its associated process. The RCT is so powerful research design for as long as it tries to represent a general idea about the impact of a certain prevention or treatments applied in a certain population. As a result, it could help determine a generalise conclusion of the general case. Although individual cases cannot be entirely determined, the RCT still proves to be an efficient research design that could be freely integrated within the clinical studies especially in ensuring precision of results and warding off probable bias.

Cesim Global Challange Report Essay Example | Topics and Well Written Essays - 2750 words

Cesim Global Challange Report - Essay Example This situation made it extremely difficult for the company to be attractive to investors and thereby limiting shareholder participation. It would be admitted that the efforts of Team Ochre has clearly brought some levels of improvement but it has not totally solved the situation. Team Ochre’s success can be attributed to a relatively impressive fixed asset which stood at $766,581. Even though this could be higher, it is generally better than what most other groups recorded. A number of factors can be given to explain this, including the production based investments which have already been referred to. Team Ochre is focused on maximizing shareholder value through the provision of massive global representation. Using the unit sales volumes as an indicator for market shares for the company, it was found that the company recorded positive market share in three technologies globally. Unlike its competitors, Team Ochre’s financial performance was spread across three major technologies. These were Tech 1, 2 and 3 with 0.00% market share in Tech 4. Team Ochre is also able to achieve consistent performance by effective future forecasting of its market demands. For example for Tech 1, the total available products were 8,552,000, all of which were produced in the USA with 0 manufactured in Asia. Meanwhile the demand for both markets was only 1,799,000. For Tech 2 also, the situation was not different with 0 products manufactured in Asia with 5,975,000 USA manufacturing against 1,285,000 demands. This certainly shows the effect of poor forecasting on by Team Ochre, the result of which was overproduction. Looking forward, Team Ochre plans to continue to focus its attention on efficient and lean production. The reason for saying this is that even though the company has become marketable and lucrative to customers and thus attracted some improved levels of sales, profits are still low. As of round 9, the

Human Population and the Environment - Urbanization Essay Example for Free

Human Population and the Environment Urbanization Essay Urbanization can simply be seen as the movement and concentration of large populations upon an urban area at the detriment of the rural populous. This is due to a complex set of economic, demographic, social, cultural, technological, and environmental processes (P. Knox, 2009). Our topic narrows down to the correlation of urbanization and the environment. To start with, a number of environmental benefits can be realized due to urbanization; For instance urban areas concentrate large populations in a relatively small area thus there is more free forestry land. Plus a compact, concentrated urban area means more people walking and less number of cars on the road, consequently fewer carbon emissions from usage of cars. Conversely, there are a number of challenges posed to the environment due to urbanization. The mass exodus of people into urban areas have had a strain on infrastructure and led to poor sanitation and housing that leads to environmental degradation. Poor planning leads also leads to air, water and noise pollution due to industries and community settlements. We see this issue addressed in the Moroccan Shelter upgrading in Agadir. Faced with substandard housing and shanty towns inhabited by an ever increasing populous, three projects are set up, one of which is the Tikiouine project that comprises of three housing areas being developed and integrates community participation and responsibility concerning their sewer lines and tertiary water. In addition, the Tilburg city management model offers a sustainable five step integrated approach to administration of social, economic and environmental policies in a city. The Tilburg model implements these policies up to the neighborhood level. Thus ensures that a â€Å"Basic Quality† is maintained and thus minimizing environmental deprivation.

Hofstedes cultural analysis framework and explores

Hofstedes cultural analysis framework and explores Executive Summary This report briefly explains the main concepts of Hofstedes cultural analysis framework and explores the ways in which it helps to understand different cultures. Using a simple analytical style it applies the main concepts of Hofstedes theory to the two different countries of Saudi Arabia and UK. From this analysis it attempts a comparison between the two cultures and tries to suggest some modest advice for a UK based manager who is going to work for a local organization in Saudi Arabia. This report is not a very detailed research and uses some limited secondary research from the internet and the books to attempt this analysis. The resulting conclusions and recommendations are therefore in the nature of broad generalisations and not a detailed training module on cultural adaptation which could require much more detailed and rigorous research. Introduction This paper attempts to apply Hofstedes analytical framework to the two countries of Saudi Arabia and the UK to determine the main differences and similarities between them. Cultural differences make a significant impact upon business styles and processes in any country and therefore studying these allows a business to enter and function successfully in a new country. Therefore, a model of the type evolved by Hofstede is extremely useful to help in understanding and implementing any businesss strategy in a new country. This paper is organized into 4 main sections. Section 1 is the discussion of the theoretical contents of Hofstedes model. It describes the main features of the model, explains their application and also critically analyses them. The section further suggests the utility as well as the limitations of the model. Section 2 of the paper describes and evaluates the culture of Saudi Arabia using the model framework as a basis. Each element of Hofstedes model is applied to the Saudi Arabian work place. Using the analysis derived from the model application an overall picture of the Saudi Arabian economy is drawn within this section. Section 3 of the paper describes and evaluates the culture of the UK using the same model framework of Hofstede. Analyzing the main characteristics of the UK culture the section once again attempts a summation of the work culture within the country. Section 4 of the paper is the conclusion section that attempts to summarize the main cultural similarities and differences between UK and Saudi Arabia and the implications of the same for business. Section 5 of the paper is the recommendations section which attempts to build a small toolkit that could be relevant for the young British Manager called James who is going to work for a local organization in Saudi Arabia. Using the main conclusions from previous section this part of the paper tries to develop a blue-print to help this new manager survive in the new culture and society. Discussion of the model Geert Hofstede (1967- 1973) worked extensively in the field of cultural studies across different countries across the globe. Studying different cultures and their work related characteristics, this researcher developed a four dimensional model of intra country culture. Towards his later years he developed a fifth element within this model but the importance of the main elements remains undiminished to date. According to Hofstede country cultures can be broadly ranked along the following five main dimensions. Power Distance Index This focuses on the degree of power/wealth/influence inequality among the people within any country. Countries that rank high on this index have hidden caste systems that effectively differentiate between rich and poor and privileged and under-privileged. The poor are unable to better themselves easily in this society as they are blocked at various levels by the rich and influential. The culture within the work place favours the rich and many subtle laws, rules and regulations hinder the easy upward mobility of the poor. On the other hand countries that rank low on this index have societies that are more equal and where power wealth and influence does not determine access to many services and facilities. Individualism Individualism is the one side versus its opposite, collectivism, that is the degree to which individuals are integrated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself. On the collectivist side, we find societies in which people from birth onwards are integrated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for unquestioning loyalty. For example, Germany can be considered as individualistic with a high score (89) on the scale of Hofstede compared to a country like Guatemala where they have strong collectivism (6 on the scale). Masculinity This dimension focuses on how extent to which a society stress achievement or nurture. Masculinity is seen to be the trait which emphasizes ambition, acquisition of wealth, and differentiated gender roles. Countries differ in terms of the importance given to the male ideal of work related achievement and ambition. In countries with high masculinity scores the male is often given a much higher status in the work place than the female. On the other hand gender based discrimination is very low in the countries where masculinity scores are low. Uncertainty avoidance This dimension focuses on how cultures adapt to changes and cope with uncertainty. Emphasis is on extent to which a culture feels threatened or is anxious about ambiguity. Uncertainty tolerance and risk taking ability differ within different societies. In countries where this index is high, entrepreneurial activity tends to be widespread across society. On the other hand in countries where this index is low, people tend to move away from risk bearing and governments also tend to over legislate and restrict entrepreneurial activity. Long Term Orientation Long-Term Orientation is the fifth dimension of Hofstede which was added after the original four to try to distinguish the difference in thinking between the East and West. Long-Term Orientation (LTO) focuses on the degree the society embraces, or does not embrace, long-term devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do not become impediments to change. Applying Hofstedes model to Saudi Arabia The Geert Hofstede analysis for Saudi Arabia is almost identical to other Arab countries their Muslim faith plays a large role in the peoples lives. The Large Power Distance (PDI) (80) and Uncertainty Avoidance (UAI) (68) are predominant Hofstede Dimension characteristics for the countries in this region. These societies are more likely to follow a caste system that does not allow significant upward mobility of its citizens. They are also highly rule-oriented with laws, rules, regulations, and controls in order to reduce the amount of uncertainty, while inequalities of power and wealth have been allowed to grow within the society. The high Uncertainty Avoidance Index (UAI) ranking of 68, indicates the societys low level of tolerance for uncertainty. There is both a rigid and subtle hierarchy within society with very little scope for people to avoid their designated role or status in life. People also fully accept this role in life as a part of their cultural heritage. The masculinity scores within Saudi Arabia are not very higher than average across the world. According to Michael Wolfe (1998), the author of The Hadj : An Americans pilgrimage to Mecca this suggests that the inferior role of women in Saudi society can be traced to religious roots rather than cultural roles. There are extensive rules of etiquette while in business meetings and other social interactions both between men as well as between men and women. This tends to often be more onerous for women than for men. Still one could argue that women are often protected from male over exploitation by religious injunctions that forbid various acts. Silence is often considered to be a symbol of understanding wisdom and power. The most powerful people at business meetings a re often the silent observers and as underlined by the most active communicators could be the least influential. The individualism scores for Saudi Arabia are clearly among the lowest nations of the world suggesting that the society is very communistic with a great preference for long term tribal and familial loyalties. There is much evidence that Saudi Arabia is a long term orientated culture. Applying Hofstedes model to UK The UK represents a radically different society when analyzed using Hofstedes framework when compared to Saudi Arabia. The UK has very low uncertainty avoidance, power distance and long term orientation scores highlighting the fact that the country is modern and progressive in its outlook with few rules and regulation. The low power distance scores illustrate the long tradition of UK as a nation where people expect to be ruled by consent and prefer leaders who consult extensively and allow participation by the staff. . In this sense the UK is very different from Saudi Arabia. The UK scores 89 for Individualism. This is high and therefore points to that fact that British culture values and promotes individuality. On a macro level we see that the nuclear family is the more predominant form of basic social structure. On a micro level, in the business environment the individual may be more concerned with themselves rather than the team. There is great emphasis placed on individualism wit h almost every part of society rewarding individual achievement .There are very few familial links that continue through the life of the individual and people do not in general belong to clans or tribes which reward loyalty like in Saudi Arabia.. The UK scores 66 which indicates that it is somewhere in the middle. This may reflect the fact that British society and culture aims for equality between the sexes, yet a certain amount of gender bias still exists underneath the surface. The moderately strong masculinity scores reflect a male oriented society but still not as male dominated as Saudi Arabia. The low uncertainty avoidance scores of the UK reflect the general comfort of the population in the work place as well as in the social arena. The existence of a religious police in the latter country is a clear example of the uncertainty avoidance scores of the country. In the UK people in general social life are not expected to express emotions and stay rather phlegmatic. Different religious beliefs and cultural values are expected to stay in tolerant harmony side by side without any conflict unlike in Saudi Arabia. Conclusions and Recommendations Clearly the above discussion illustrates how even a simple application of Hofstedes framework to the cultures of Saudi Arabia and UK result in considerable wealth of information about the relative aspects of the cultures of the two countries. It is quite clear that for a manager from the UK working within the culture of Saudi Arabia will be a great challenge. The entire cultural experience would be very different given the constraints within that country. The power distance would imply that the manager would need to keep his distance from the subordinates and ensure that at all times he is in line with the cultural etiquette. Similarly he would also need to ensure that given the large number of social rules and regulations he does not offend any of his hosts. The decorum must always be maintained and he must never go against the social customs of the place both in the office and society interactions. He should also keep in mind the collective nature of the society and the fact that he should never offend the tribal loyalties and be aware of the various cultural attachments of his subordinates as well as his peers. Once again either talking too much or talking too little would not be optimal particularly in conferences and meetings. There is also the need to appear masculine and in control to an even greater extent than in the UK. He must ensure that nobody in the work place in particular views him to be less than in complete control partly because of the need to appear to be in control and partly due to the masculinity aspect. The fact that there is much greater need for uncertainty avoidance within Saudi Arabia implies that the manager should ensure that he is always taking decisions and directing his employees and subordinates to a much greater extent than he was used to in UK. The employees in Saudi Arabia will not respect a boss who delegates his decision making to the extent that is quite common in the UK. Also there needs to be greater clarity about who does what unlike in the UK where employees can be expected to take decisions as well as add value in decision making of their own accord. In all these issues the manager also needs to be alive to the peculiar and unique cultures within the specific organisation that he intends to work in within Saudi Arabia. Overall it is clear that the manager from England will have to learn a great deal apart from the local language. He will need to master the local cultural etiquette, social idiom as well as the various rules and regulations. At all times he will have to display a modesty and cultural adaptability in order to meet the approval of his seniors as well as his peers.