Challenges facing ESL - High School students in acquisition of writing Essay

Challenges facing ESL - High School students in acquisition of writing and communication skills - Essay Example Challenges facing ESL- High School students in acquisition of writing and communication skills Challenges faced by ESL students differ depending on the above listed classification. The immigrants are considered to be likely to experience least amount of challenges because they have already received formal education in their native countries that included learning English as a foreign language. They usually visit English speaking countries out of their own personal choices hence more prepared for the challenges ahead. In most cases, they have decent family background marked by intact family units and financial stability. Despite these factors, such students still face challenges such as difficulties in adapting to the new culture, conflict of cultures in terms of what is learnt at home and what is learnt at the new school, varying abilities in the understanding of the English language and conflict in terms of what s learnt and practiced at home and the nee foreign schools. International students are characterized by the fact that they are in foreign schools for purpose of pursuing their studies on a temporary basis. They are driven by the passion to learn English and get integrated into the new culture. In most cases, they have already studied English as foreign language at their lower levels of study in their countries of origin and are usually well educated in other spheres of life.

Americas Free

Americas Freedom Essay Two hundred thousand people stood out in front of the Lincoln Memorial Monument on the 28th of August, 1963, lead by the tongues of musicians, artists, poets, and writers rather than politicians and leaders. It was the dawn of a new age in American history, a novel dawn of reason. Mostly young people, who were able to overcome religion, race, sex and all other physical aspects of the human kind stood in search of freedom and liberty, as was promised to their ancestors in the words of the Declaration of Independence. Ever since the great migrations at the beginning of the 20th century, when over 1. 2 million immigrants came rushing in through Manhattans doors in seek of a better life, Americas society has stirred and evolved more than that of any other nation on the planet. It was the harsh economic situation, which followed Napoleons defeat in 1815, and the stench which had foreshadowed the beginning of a new war which had forced the peoples of so many European countries to move out of their homes and settle into a new and more promising land. America was not only a new world in physical means; it was a world which had new, better rules. Freedom had been promised to all who were to step on its lands. Its constitution had spoken in a most loud and proud manner; All men are created equal. Unfortunately, this truth was not visible, even in the cracks and nooks of society. In that time the people did not give attention to problems such as discrimination. In Bob Dylans unpublished notes, he states; It was too cold to be rebellious. The weather had equalized everything. There was not much philosophy; and it was a more simple time. There was simply no idiom, or ideology to go against. However, the first step to fulfilling societys equality was on the horizon, for the first protests for womens equality had begun. It took a whole six decades before women gained the right to vote. The movement had been divided by fighting all until 1848, when pioneer feminists Elizabeth Cady Stanton and Lucretia Mott had organized the Seneca Falls Convention to push for womens rights, uniting in 1890 under the banner of the National American Woman Suffrage Association. The association later evolved into the League of Woman Voters, which still plays a significant role in the U. S. election process. Overall, the Nineteenth Amendment was the product of nonviolent organized effort of women suffragists, and it was much more than the welcoming of both genders at the poll. It was the beginning of a century long process known as the forming of a new and libelous America.

Macro Environment Analysis of General Motors (GM)

Macro Environment Analysis of General Motors (GM) In reflecting the macro environment, it is vital for us to identify the factors that might affect the number of variables which can influence the organizations supply and demand levels and the costs as well. The drastic changes in society day by day will create an impact on the function of the whole organization (Allaya, 2008). The political environment is basically the laws and regulations that a particular business has to follow in order to make sure the business owners do not get arrested or being fined for not following the regulations. The domestic market of General Motors in USA has played an important in the political environment of the country. In the last election, the company has contributed almost $802,500 dollars with 52% of that amount given to the Democrats. The company congratulated President Barack Obama on his election by displaying the Detroit Auto Show 2009 as the first African- American president of the United States (Hardigree, 2009). This contribution has improved the reputation of the company. However, the company were declared bankrupt in 2009 and has affected thousands of jobs, shuttering dozens of assembly and parts plants and closing more than 1000 car dealerships worldwide (White, 2010) But with the help of the new President, he promised that these company will not face such problem in the future and the government will contribute almost $30 billion to reorganized the company. 1.2 Economical Environment The domestic economic environment in each country is highly integrated with other countries as well. The understanding of economic environments of foreign countries and markets may help the managers in your company to predict how the trends and events in their environment can take effect of the respective companies future performance (Witiger, 2010). Due to the recent bankruptcy issue, the new Obama policy has caused the company to fall into the governments hand with 62% of ownership. Besides that, the company is making a drastic change which is affecting at least 20% of the salaried workforce to be cut off. Moreover, assets are sold at $4 to $7 billion and halting its quarterly dividend payout (Chubb, 2008). In a recent research, the first quarter of 2009, the Gross Domestic Product (GDP) decline of -5.7% which is considered as the worst performance of the company in 60 years of business. But personal consumption expenditures offered a positive contribution. It increased 1.5% in quarter compared to 4.3% in quarter four (Wall Street, 2009). 1.3 Socio-cultural environment The social and cultural differences can influence the business from country to country. General Motors creates environmental principles to serve the society in United States by dedicating protection for human health, natural resources and global environment. The company is aware of the impact on the products and manufacturing facilities when integrating with environment. In order to follow the trend, the company is constantly improving the performance of the new vehicles and also the processes used to manufacture those vehicles. The initiatives to help the environment are fuel economy, reduction of green house gas emission, recycling and reduce air pollution. Moreover, contributions in monetary and intellectual to the education community are one of the socio-cultural as well. This initiative is designed to help the young people to ensure their involvement in thinking smart and provide workable solution for their future challenges (GM, 2010). 1.4 Technological Environment Technology is highly reputable amongst various sources on strategic management. It is widely used in organizations and industry part of model which creates competitive advantage. Currently, technology that is creating impact in the US market is electric cars. These cars are expected to have major impact in the present and future auto industry as it can provide reduction in city pollution, less dependence on oil and expected rise in gasoline prices (Macalister, 2010) The company have launched the latest Chevrolet Volt which is an electric car that can operate under the range of weather climates and driving conditions which will not cause problem by a minimal battery level (GM, 2010) This new advanced technology innovate consumers to purchase one because it will help to improve the environment and to live a healthy lifestyle. Moreover, spending more money on research and development can help the company to provide the latest product for their consumers base on the new trends and brand type. 2.0 International Consideration General Motors is a company with diverse brands and choices. The company sells over 7.5 million vehicles in over 120 countries worldwide and are confident to be the number one choice for the consumers and able to provide the latest technology that can benefit their customers. 2.1 Operations General Motors have expanded their business to international market in North America, South America, Europe, Africa, Australia, and Asia/ Middle East as well. As we know, General Motors do not only manufacture and sell vehicles but the company also provide other product and services such as GM mobility which can help those people with special needs and disabilities, GM OnStar provide a comprehensive in-vehicle safety, security and communication service, and GM Cardmember Services. Besides that, genuine parts and accessories of General Motors are sold through GM Goodwrench and AcDelco brands to suppliers which is authorised by General Motors itself and to be distributed worldwide (GM, 2010). 2.2 Involvement in international business The companys recent involvement in global market is with South Korea with majority shareholders investing in GM Daewoo Auto and Technology Co. of South Korea. The GM Powertrain product has a purchasing collaboration with Suzuki Motors Corp, and Isuzu Motors of Japan. Big giants such as Toyota, Daimler, Chrysler and BMW collaborate with General Motors for its advanced technology in manufacturing vehicles (GM, 2010). As one of the top automotive manufacturer, it is best for us to have a better relationship with other countries because it will help to expand the companys business and brand reputation. In order to expand our business internationally, we need to consider about the country that the company want to export or start a business, the cost, type of customers, and the competitors in that country which will be our rivals. It will not be an easy task for the company to globalise their business because we need to get licence from the government to start the business and we need to m eet their requirement in order to sell our products. 2.3 Internationalization Method There are several internationalization methods the company used in international business which are by export based consists of direct exporting and indirect exporting, acquisitions, joint ventures and strategic alliances . We are already exporting our products to China. Base on pass results, the company have managed to export $ 1billion worth of vehicles, component kits, machinery and equipments (Chinadaily, 2008). Besides that, General Motors have acquisition with AmeriCredit Corp and it is named as General Motors Financial Company. This acquisition is formed to help customers on their vehicle financing especially in US and Canada (GM, 2010). On the other hand, General Motors acquisition with Chrysler worth $5 billion turned into disaster as there were no sales to raise cash and the company lost $2.5 billion. New United Motor Manufacturing Inc(NUMMI) was once run by General Motors, due to internal problems such sex, drugs and well known for producing defective vehicles, Toyota agreed to joint venture with General Motors to solve these problems. There were misunderstandings occurred between the Japanese and American because of differences in culture and behaviour. Some of our employees at NUMMI were not happy with the management, they sabotaged the vehicles, and they put coke bottles into the door panels to annoy customers. The reason why Toyota agreed to joint venture with our company is because they were facing import restrictions from US Congress and with this help they can start building small cars in US. But they decided to terminate the agreement due to lack of improvement in our management (Langfitt, 2010). 3.0 The Growth of Business To potray alternative corporate growth strategies, Igor Ansoff created a market matrix that focuses on the companys present and future products in the market. There are several ways to grow the firms existing product and new products along with existing markets and new markets. In order to achieve this strategy, there are four product market combinations in Ansoff Matrix which can help to establish the growth of business of General Motors. 3.1 Market Penetration The first growth strategy the company should use is market penetration. This strategy is used to achieve growth in our existing products in our current market segment in order to increase the market share of this company. By maintaining the market share in a growing market will improve the growth of the product and we may have opportunities to increase our market share when our competitors have reach their capacity limits in the market (Botten, 2009). In todays world, more people are conscious about the environment therefore we should produce hybrid vehicles to meet the current market and increase our market share as well. As consumers are more concern about the rising of fuel prices that lead them to require alternative fuel sources, we should create a variety of hybrid cars base on consumers affordability (Gray and Pawlovski, 2007). In our current market, there are several hybrid vehicles which allow consumers to choose what type of vehicle they require. They can either choose Buick Lacrosse Hybrid, GMC Yukon Denali Hybrid, Cadillac Escalade Hybrid, Chevrolet Silverado Hybrid, Chevrolet Tahoe Hybrid, GMC Sierra Hybrid or GMC Yukon Hybrid. These vehicles are designed to efficiently boost their travels in busy city, streets or open highway (GM, 2010). 3.2 Market Development Market development is the second growth strategy we should consider using. This strategy enables us to market our current existing products into a new market segment. Venturing this existing product into a new place will not be easy for us because we will have competitors in that new market. There are many possible ways in approaching to this strategy (Botten, 2009). One of the strategies is by exporting our products to our branch in Shanghai GM, China. Previously, our company have raised its stake in a joint venture with Wuling Group in China which is the manufacturer for small passengers vans in Chinese market. Raising its stake in this company has helped us to generate profit in China because commercial vehicles in that country have a lower unit of profit (Schepp, 2010). Shanghai GM sold almost 1.8 million cars and trucks in China alone which is just below what we have sold in USA during that year (Mucha, 2010). As the second top seller of General Motors Co., we should start selling hybrid vehicles in this country so that the Chinese citizen will start practising this culture to be an environmentally-friendly. The Buick Lacrosse will be the best choice to start our first hybrid vehicle. This vehicle will go into mass production of Shanghai GM plant and we should not expect a high volume of sales in short period of time but we are able to bring this new technology into Chinas new market that will support sustainable growth and lead consumers into the right direction to save the environment (Baker, 2008). 3.3 Product Development Product development will be our next strategy which is to market a new product into our existing market. This strategy will be appropriate to our existing customers and it will not be an easy task for the company because we are implementing a new product and we do not know whether this product will generate profit to this company (Botten, 2009). This new product will help us to have a better environment. Likewise, hybrid vehicles are created to save fuel and to have a cleaner environment. Chevrolet Volt will be the best option for us to market our new product. This car is powered by electricity and runs with gas and emission free. The advantage of having this car is it only commutes gas free on electric for an average of USD 1.50 per day. This product should be priced reasonably in order for us to impress our customers with our low price on electric cars (Evarts, 2009). If we set the price at a very high rate then it will damage the companys reputation and endanger our financial future by taking us far behind from our competition in the industry. 3.4 Diversification Finally, the fourth strategy is diversification and it is considered as the most risky among the four growth strategies of Ansoff matrix. This strategy requires us to create new products into a new market. However, diversification may tend to be less risky if we have the opportunity to generate high rate of return. As one of the top automotive manufacturers in the world, we should take advantage in any opportunity that we can get in this growing market (Botten, 2009). General Motors can expand business in South American countries such as Brazil, Argentina and Paraguay. We need to spend at least $500 million to finance the manufacturing and this centre will be responsible in developing small cars of General Motors in order to support and boost our operations in General Motors Daewoo in Korea (Klum, 2010). There are six latest car models that we can sell in the new market. The models are Celtic, Classic, Corsa, Prism, Malibu, and Agile (General Motors, 2010). We need to have promotion for these cars to impress consumers to buy our product. Our competitor Honda will be releasing their latest Honda Accord in the market so our best product that can compete with Accord is Malibu (Klum, 2010). 4.0 New Venture In order to venture our business in a country, we need to consider the economic strength of the country and whether the consumers have the capabilities in purchasing our products. As the new venture in the automotive industry, we might face risk in pure competition in rates of return across other firms and industries. To obtain a good business and strength we can use Porters Five Forces as our guideline to achieve this. 4.1 Rivalry There is rivalry in every business industry and it is the main hub of porters five forces. Although at times rivalry amongst companies brings many positive factors, the negative should not be looked upon lightly. Competition constantly influences prices of automobile to drop. However, in Brunei rivalry takes place amongst imported brands such as Toyota, Nissan and Proton where car are priced at a cheaper rate compared to neighbouring countries. Thus, quality control plays an important role in the sales of cars. Besides that, the elimination of taxes also ensures that prices of cars are cheap. (Too, 2007) The automobile industry in Brunei is a thriving industry because although it is populated by approximately 400,000 people, sales of cars average at a thousand passenger vehicle a month (Too, 2010). Thus, Brunei provides a suitable market for our company to market our products. 4.2 Threats of Substitutes Besides that, threats by new entry substitutes should also be considered. Generally, when a company starts up, they have price elasticity and this forces price down. However, this is only a small threat as entry barriers protect established companies. Buyers would always be inclined to purchase automobiles based on personal liking. Therefore, marketing of products play an important key in ensuring that sales of cars increase. The entry of Proton in the Brunei market for example, showed that buyers doesnt necessarily buy new products based on promotion but rather the quality of vehicle at hand (BruneiTimes, 2009). Thus, as new ventures ourselves, we need to ensure that promotion of our product runs smoothly without any glitch to ensure establishment of our firm. 4.3 Barriers to Entry Being a company interested in venturing our company into Brunei, barriers to entry must be taken into account. Barriers such as government policies, capital requirement and brand identity may hinder the set up of our company in Brunei. The government of Brunei will waive 20% of import duty however they would incur a 20% tax on excise duty (Brunei Times, 2008). In order for our company to venture in Brunei we would need a firm financial foundation. The capital requirement to start up the business must ensure that our operational cost to facilitate research and development, globalisation and flexible manufacturing is possible. (Beaudette, Fitzgeraldand and Morath, 2009) Lastly, the identity of our brand must be known to consumers. The attributes of a car is very important in promoting. The first attribute that is looked upon is the style and appearance of the vehicle. (Karolefski, 2003). Branding of our products should also concentrate on safety and performance of the vehicle to ensure satisfaction among users. 4.4 Buyer Power The buying power of consumers in Brunei should be analyze before a venture takes place. In a country with more than 400, 000 citizens it would appear that sales would not be as promising but according to statistics, the average of car sales in Brunei is at a thousand passenger a month. Besides that, Brunei is ranked one of the top in the world when it comes to the Gross income per capita at $26,325.00 per personin the year 2009 which is one of the highest in Asia. (World Bank, 2009) This shows that with the right marketing strategy, buyers would definitely purchase our cars. The amount of supplies must correspond with the amount of buyers. Being one of the smaller nations, this would probably be a setback in our set up. The product differentiation is also a factor when it comes to buyers. As some companies produce eco-friendly vehicles, our hybrid car would definitely be a competition to other companies. The first green car in Brunei which is Toyota Prius, would not be an issue if we can bring in a better product into Brunei such as Chevrolet Volt which is fully ran by electric compared to Prius which is only a Hybrid car. (Bahar, 2010) 4.5 Supplier Power Lastly, before venturing our business in Brunei we should consider the supply power to ensure that we could meet the demand. The demand for smaller car has definitely increased due to the increase in fuel prices. Thus, it is crucial that our company has the supply to meet the demand of the consumer in Brunei. (Henry, 2008) Our company would do well in Brunei by marketing an eco friendly car as the only car in the market are hybrid cars. The differentiation would boost business as most consumers are more eco friendly. The presence of substitute input also lowers the power of the suppliers. For example in the automotive industry fuelled powered cars can be substituted with hybrid cars. This lowers the power of the petrol fuelled cars (Simerly, 2002). The lack of substitutes in the eco-friendly environment would guarantee an increase in supply and hence an increase in demand. As consumers are more willing to purchase new vehicles, the supply should always be balanced with the demand of consumers (Cristello, 2009). The availability of credit as well as the low prices fixed would determine the amount of demand that is created and as a new venturing company; our supply should meet the target.

Justice and Revenge in The Spanish Tragedy by Thomas Kyd Essay

Justice and Revenge in The Spanish Tragedy by Thomas Kyd Throughout 'The Spanish Tragedy', by Thomas Kyd, there is a constant theme of justice and revenge. Justice is the supreme law of the land; without justice, a country would fall into disrepute and those who are readily concerned with the status of society would have no grounds to stand upon. Therefore, those in power venerate justice. Revenge, however, upsets the delicate balance that holds Spanish society together. Hieronimo does his best to maintain a civil attitude towards incrimination and justice, but his plans for revenge lay waste to the very law he professes to adore. A series of carefully plotted steps, coupled with thoughts of revenge, reveals the descent of Hieronimo into madness and thereby fueling his rejection of justice. As Hieronimo contemplates his actions, he begins arguing with himself and the gods over the death of his son. He brings his case before the heavens questioning the effective nature of justice. This is the first instance where Hieronimo is doubtful of justice. Hieronimo states: If this inhuman and barbarous attempt, If this incomparable murder thus Of mine, but now no more my son, Shall unrevealed and unrevenged pass, How should we term your dealings to be just, If you unjustly deal with those that in your justice trust? (3.2.6-11) These lines provide the foundation for Hieronimo to seek out revenge instead of allowing the courts to decide the fates of the murderers of his son. Hieronimo is clearly angry and infuriated that the murderers have yet to be discovered. This is the moment ... ...l a facility of Hieronimo, he would have realized that killing others does not achieve a resolution, but propagates even further confusion and chaos. Revenge is a maliciously deviant instrument that seeks to redefine an imbalanced society, but ultimately fails due to its irrational nature. Hieronimo was unable to achieve justice for his son, Horatio, so he turned to the grim specter of revenge. Without justice, the Spanish society was unable to sustain itself and Hieronimo only further exacerbated this tension. In the end, Hieronimo was a victim of the very crime he pursued to bring to justice throughout the play: murder. By retracing the steps of Hieronimo, one can see that revenge eventually swallowed Hieronimo whole leaving him bereft of any moral fiber. Bibliography: Kyd, Thomas. The Spanish Tragedy. Ed. Philip Edwards. London: Methuen, 1959.

Plc, Bcg Matrix, Product, Services Etc of Mahindra Scorpio

Customer Needs , Wants & Demands Needs are the basic human requirements. People need air, water, food, clothing and shelter to survive. People also have strong needs for recreation, education and entertainment. These needs become Wants when they are directed to specific objects that might satisfy the need. Wants are shaped by our society. Demands are wants for specific products backed by an ability to pay. Needs are of five types – ?Stated needs ?Real needs ?Unstated needs ?Delight needs ?Secret needs The SUV, â€Å"Mahindra Scorpio† comes under Real needs.Real need is a need where a customer wants a 4 wheeler whose operating cost , its initial price is low. A customer opts for a Mahindra Scorpio because †¢It has a combination of pulling capacity. †¢It is a safer vehicle because of its larger and heavier built and some people like a vehicle with broader seat arrangement with proper thy support. †¢It has a very good cargo capacity. †¢It's an All Terra in Vehicle made for rocky roads and smooth glass like roads for a comfortable journey. †¢It has very powerful CRDE Engine with a higher torque full on capacity to drag itself with ease when the throttle is fully pressed.SWOT Analysis of Mahindra Scorpio SWOT analysis stands for Strengths ,Weaknesses, Opportunities and Threats . It’s a way of monitoring the external and internal marketing environment. The analysis is as follows- Strengths Analysis :- oIt has a very low maintenance cost with a gracefully tough masculine look . oIt has an extremely smooth performance in the rural, hilly, city and highway roads. oHas a well designed seating arrangement. oExcellent performance in case of covering long distance. oA very well impressed loyal brand positioning with good numbers of service centers.Weakness Analysis:- oIt has a very limited International market. oThere are no airbags for protection Opportunities Analysis:- oHard work of the R department to innovate some new attrac tive featured models. oIncreasing the purchasing power and attraction towards heavy cars of common people. oMaking the models more fuel efficient models and try to introduce CNG models. Threat Analysis:- oIncreasing competition with global players. oIncreasing fuel prices. Porter's Generic Strategy Of Mahindra ScorpioFive forces model of Porter's generic strategy of Mahindra Scorpio is as follows – Threat From Buyers – Mahindra Scorpio is a low and favorable SUV available in the market as in comparison with other car manufacturing companies. Threat From Suppliers – Mahindra is in collaboration with some leading foreign car parts company for delivery of the car parts. Threat From Competitors – There are competitors of Mahindra Scorpio in the market but no one has a SUV at this price range of Mahindra. Threat From New Entrants – There is a threat from the new entrants as Government has approved FDI , so foreign players may come .Threat From Substitut es – The main substitute of Mahindra Scorpio are the low range luxury cars. BCG Matrix in terms of Mahindra Scorpio Here in the BCG matrix the product which has a low market growth rate with low market share showed as Dog , the product which has a low market growth rate with high market share showed as Cash Cow , the product which has a high market growth rate with low market share showed as Question Mark , the product which has a high market growth rate with high market share showed as Dog . The Mahindra Scorpio comes under Star. The Value Delivery Chain In Respect of Mahindra ScorpioA value chain is a chain of activities. Products pass through all the activities of the chain in order and at each activity the product gains some value . As the picture shows above first the firm infrastructure is developed. Mahindra and Mahindra was already a giant automobile house when they launched Scorpio. Mahindra Scorpio is being developed at its Nashik plant. The primary value chain acti vities which are used in Mahindra Scorpio are: Inbound Logistics i. e the receiving and warehousing of raw materials and their distribution to manufacturing. Mahindra’s inputs primarily comprise raw materials and purchased components.Now it's time for assembling the raw material which is called as Operations , makes a car complete. In the next section that is in Outbound Logistics section the car is delivered to the various dealers located across India as their requirement. Now comes the most important part Marketing and Sales portion for which Mahindra has a qualified team and at last it's time for the after sales services. In maximum urban areas of India Mahindra has a service center. Customer Value & Satisfaction Customer satisfaction is the perception of the customer which comes after using the product .When the customer uses the product he compares between the products actual performance and the assurance provided by the company during the purchase. In case of Mahindra S corpio, they give the actual stated features and specifications to the customers along with a very good after sales service. It makes people delightful and influensive to purchase Scorpio. Marketing Plan Of Mahindra Scorpio Mahindra being a Indian company always kept in mind the price along with fuel efficiency . Now they targeted the urban areas along with hilly roads and promoted for that with the help of the brand name Mahindra.The distribution network of Mahindra was too much strong with distributors available across India and service centers followed by it. The car first launched in the metro cities and then entered in the smaller cities as per the awareness and promotion goes on. The Marketing Environmment Of Mahindra Scorpio Marketing environment consists of the two parts one is internal environment and another is external environment. Micro Environment :- The micro environment consists of the attributes such as – †¢The company that includes all the departments, à ¢â‚¬ ¢ Suppliers, Marketing intermediaries, †¢Customer markets, †¢Competitors †¢Publics Macro Environment:- The Macro environment consistes of †¢Demographic, †¢Cultural forces, †¢Economics, †¢Natural, †¢Technological, †¢Political, The micro environment is the environment which is related to the company's internal matters as the company. Here if we check Mahindra Scorpio we can see that it has strong company profile along with that a well design supply chain and suppliers from all around . Along with this company profile the mahindra still has its compititors in the market such as Toyota , Honda who also has SUV.And now the attribute is Publics or the customers who actually buy the car and uses it. The Macro environment is the external environment . Here we can see that the Demographic stands for the classification in terms of age and income . The Scorpio is mainly used by middle aged persons with a higher income than middle income group. Now the cultural forces which actually not affects Scorpio. Scorpio overcame the Natural obstacles and launched a product which is as preffered as on the hilly roads also preffered in the noraml highways for a long drive. Market ResearchMarket research often refers to either primary or secondary research. Secondary research involves a company using information compiled from various sources, which is about a new or existing product. Primary market research involves qualitative research as well as field tests or observations conducted for or tailored specifically to that product. Primary research, which is also called field research or original research, is useful for findings new information and getting customer’s views on products. now as we defined in earlier we did it in terms of Scorpio .Having defined the competitive framework, the next task undertaken was that of analyzing the consumer. Consumer segments of B and C category car buyers were analyzed in terms of their expe ctations from a car, their perceptions about cars and their relationship. Proprietary techniques of research, of the advertising agency Interface Communication, like Mind &Mood, ICON and VIP were used to understand this consumer. Segmentation , Targeting & positioning Segmentation :-A market segment consists of a group of customers who share a similar set of needs and wants.There are four different dimensions used to describe a product’s market segmentation. These four things are ? Demographic ?Behavioral ?Psychographic ?Geographic The Demographic segmentation includes ?Adults ?Male & Female ?Mostly middle aged people ?Mostly higher income group Behavioral segmentation is the most powerful approach because it uses ? Actual consumer behavior ?Product usage to make distinctions among market segments. Behavioral segmentation consists of some decision role attributes like Initiator ,Influencer, Decider, Buyer & User . Initiator buys it in his own decision.Influencer influences pe ople to buy the product such as a person using Mahindra Scorpio will influence other people to their near and dear ones to buy it. The decider here could be someone who is the head of the family and decides for his family to buy it. Behavioral Variable consists of Occasions , Benefits , User Status , Usage Rate , Buyer – Readiness , Loyalty Status , Attitude . Mahindra Scorpio is a car which can be used in all the occasions from family programs to daily life. A user uses it very frequently. In Geographic Segmentation we can say that it is good on the hilly roads as well as on the highways for a long drive.For the Psychographic segmentation the higher class is commonly purchased among people who have a family, since it’s a SUV. Reasons for its use are ? Safety ?By being a SUV it gives you a certain status among society. By being a SUV it gives you a certain status among society. Targeting M&M strategized to target a wider target audience, beyond UV customers – C class and B class, but would cut across rural and urban customers. It wanted to avoid the taxi trap that Indica and Qualis had fallen to it and did not offer color of white. Targeting was for those who wanted a lifestyle product that assured style, performance and ruggedness.The ruggedness appeal came from the parent brand itself. Class was more of the growing upper middle class. Positioning M&M built an innovative positioning around the theme of an SUV with a `car plus' package. The positioning communicated that the vehicle was better than competition in terms of any of these cars and is a better buy in terms of money. The commercials intentionally used foreign models to give an international look and feel to the product, there was a deliberate emphasis on the aspirational and world-class orientation of the Scorpio.It adopted a bold â€Å"car plus’ approach that because it was a totally new frame of reference that was being created. The primary focus was on the lifestyle â €“ a carefree, successful and bold attitude depicted by cruising on international highways. Mahindra purposely wanted to break way from its brand of ruggedness. The ‘nothing else will do’ was another play on the excellence that was attempting to be pushed. Advertising was strongly reinforced with below the line marketing – sponsoring events and strong test drive marketing.

Bioterrorism - The dangers, effects on society, and the actions of the government.

Bioterrorism - The dangers, effects on society, and the actions of the government. You wake up early for work and kill your family goodbye. On your daily transit you see a man drop a glass vial in the subway, but you think nothing of it. Moments later you become a statistic. A statistic of Bioterrorism. The threat of Bioterrorism, long ignored and denied, has heightened over the past years and needs to be publicly addressed. Today's biggest hazards are anthrax and smallpox, yet people are left uncertain at what should be done while the government goes undercover to solve the problem as the media is left to give its own over exaggerated version of everything opinions on things.Although terrorists could use many disease-causing agents, experts on biological warfare regard anthrax and smallpox as the two biggest hazards. Other infectious diseases that pose a threat include plague, tularemia, botulism and tuberculosis. However, experts believe these organisms and diseases are unlikely to cause widespread illness because they're difficult to manufacture and distribute.E nglish: A transmission electron micrograph of sma...These organisms are also less hardy than anthrax is.Anthrax is caused by Bacillus anthracis and its spores. Anthrax can infect people in three different ways. Cutaneous anthrax develops when the bacteria enter your body through superficial cuts or wounds on your skin. The vast majority of anthrax infections are cutaneous. Intestinal anthrax results from eating food contaminated with the anthrax bacteria. Inhalational anthrax occurs when you breathe the anthrax bacterial spores into your lungs. This form of anthrax is usually fatal.The death rate for anthrax from inhaled sources is very high, approaching 100 percent. Death rates are lower for anthrax that enters your body through food or a wound. Anthrax is not transmitted from person to person, the way a cold or influenza is passed, therefore, it cannot spread in large populations. However, microbiologists consider anthrax a serious...

Partnership Working in the British Nhs Essay Example

Partnership Working in the British Nhs Essay Example Partnership Working in the British Nhs Essay Partnership Working in the British Nhs Essay A review by Dr. Ignatius Gwanmesia on how inter-professional partnership working impacts on service delivery (NHS) (2007) Introduction In a utopian scenario, inter-professionalism should reciprocate efficiency in service delivery for service users. However in practice, inherent constraints left unresolved can construe to hinder rather enhance the safeguarding of clients welfare. Service users are experts on their own needs, Smale et al (1993), and they expect and judge the quality of health and social care services they receive in terms of whether they â€Å"help them achieve the outcome they aspire to, and whether these services are delivered in ways which empower rather than disempower them. † Davies et al (2005, 195). Realising these expectations is a factor not only of the user-staff ideologies and value bases but of the model (medical or social) and theories developed by service users Oliver, (1996, p. 31-33). While service users expect staff in joined up working to assist them to address both their medical and social needs, due to multifaceted constraints, partnership working is not readily able to deliver since it can be â€Å"tense and conflictual; a place of strife where members compete for territory and vie for recognition. Davies et al (2005, p. 158). Experience show that holistically the result can be compromised service delivery. To critically evaluate how inter-professional partnership impacts on service delivery, this discourse will start with an attempt to resolve the polarisation in its conceptualisation. The background will trace the evolution of the ideology from a theoretical, policy and practice perspective. The body of the discourse will first analyse those factors that impact on effective partnership; power relationship, empowerment, communication, power relationship and value differentials. Next, will be a critical examination on how the social, legal and political structures in Britain have been instrumental in realising the vision of the ‘Third way’. Next, different codes of practices will be examined to ascertain their effectiveness as instruments for ensuring practice standards. Then using ‘process’ and ‘outcome’ as evaluation criteria, Dowling, (2004, p. 309), the advantages and disadvantages of partnership will be compared. The conclusion will be an objective synthesis of those relevant dialogues developed within the discourse. Finally, the bibliography will alphabetically credit all the references employed within the essay. Definition Inter-professional partnership as developed in New Labour’s quasi-market partnership ideology is devoid of singularity in its conceptualisation. The concept is so highly polarised, Hutchison and Campbell, (1998); Ling, (2000) that different writers use or interchange different terminologies to infer similar ideology; multi-organisational partnership, (Lownders and Skelcher, (1998); collaborative governance, Huxham, (2000); inter-agency collaboration, Hudson et al, (1999); networks, (Kirkpatrick) and inter-organisational relationship and networks, Hage and Alter, (1997). With such visible variance, it is not surprising that Glendinning et al, (2002, p. 3) describes partnership in government circulars and policy pronouncements as, â€Å"largely a rhetorical invocation of a vague ideal. † In consonance, Balloch and Taylor, (2001. p. 6) state that partnership† lays claim to no single definition or model. † Despite this lack of singularity or consensus in its conceptualisation, Tennyson (1998) provides what I consider the most stipulative and appropriate definition for this discourse; a cross-sector alliance in which individuals, groups or organisations agree to work together to fulfil an obligation or undertake a specific task; share the risk as well as the benefits; and review the relationship regularly, revising their agreement as necessary† Tennyson, R. (1998, p. 7) However, from a more political perspective and seeking to clarify and be specific about its objective, the Audit Commission defines partnership as; A joint workin g arrangement where partners are otherwise independent bodies cooperating to achieve a common goal; this may involve the creation of new organisational structures or processes to plan and implement a joint programme as well as sharing relevant information, risks and rewards. † While White and Grove, (2000) perceive, â€Å"respect, reciprocity, realism and risk-taking† as partnership’s four most vital elements†, the Department of Health’s documents focuses on the notion of â€Å"inter-agency working, coordination and a seamless service† DOH, (1998a, 1998b, 1999b, 2000) Background As hitherto developed in the government’s White Paper: Modern Local Government: In touch with the people; local councils and their professionals constituted the primary deciders of the nature and degree of services provided to services user; with the interest of the former being paramount,. DETR (1998, para 1. 10 and 1. 11). During the Conservatives years, fragmentation of service delivery among a variety of agencies resulted in, â€Å"poor performance of many local authority services; and lack of citizen engagement. † Geddes, (1998, p. 8); Martin et al, (1999); Audit Commission, (1998). As a remedial measure, the ideology of partnership in social work and social policy was initiated by New Labour as part of its, â€Å"democratic renewal and modernising agenda to champion new and different forms of decision-masking in public services with a shift from democratic towards partnership and participatory decision making†. Glendinning, (2002, p. 97). In the words of the Labour Prime Minister; â€Å"It is in partnership with others that local governments future lies† Blair, (1998, p. 13). Labour’s objective was essentially to â€Å"build councils which are in touch with their local people and get the best from them. DETR, (1998, p. 6) as agents of the local authority through the social services and related services, social workers inadvertently became proactive professionals in propagating the doctrine and practice of partnership. Labour’s rational in the partnership ideology in welfare delivery was initially conceived and sustained on the argument that rather than decentralisation Increasingly accountability would give the citizen a feeling of Their vision was a service that provided a seamless care, reduce waste and control spiralling cost, increased user’s choice and made services responsive. Although services responded and users choice extended; this state-driven and market-led approach was plagued with; service fragmentation, separate health and governmental budgets, problematic access to information; limited skilled workers; competition rather than collaboration was the norm. Geddes, (1998, p. 18); Martin et al, (1999). Based on the theory that what works is what counts, on gaining power in 1997, New Labour adopted partnership working; kept what worked-â€Å"contracts and primary care shift development and made partnership working central to its ‘Third Way’, Hudson, (1999) The vision was of person-centred; user’s-led; user-controlled service, with competition but collaboration; with a one-stop point for information in multi-format; teams being multi-disciplinary; and workers being multi-skilled. The drive towards strongly mandated official policy requiring interprofessional cooperation especially in child protection â€Å"has developed, partly in response to professional precept and partly in response to a series of Inquiry Criticism of poorly coordinated work in this field† Birchall and Hallett,(1995, p. 241) The Laming report (2003, para 17. 112) into the circumstances surrounding the `death of Victoria Climbie, was significantly responsible for the Children Act 2004 requiring working across traditional service boundaries mandatory in health and social care welfare service delivery. Quinney, (2006, p. ). Similarly, the outcome of the Black report in 1980 and the Acheson report in 1998 into inequality in health were reasons for Labour to intensify the campaign against value difference that resulted in social exclusion. Labour’s answers was summed up in the catch phrase â€Å"joined up problems require joined up solution. † Sullivan and Skelcher (2002) D eterminants of Effective Inter-Professional Partnership. Partnership working can be theorised on power-relationship in which a competent communicator with vision; the ability to empower and team-build, coherently directs members to achieve a common objective. Appropriately and democratically applied, power will empower and protect the vulnerable, enabling the perspectives of even the less capable, less articulate to be accommodated and acted upon. However autocratic or despotic power can lead to oppression and discrimination as typical in professionalism and credentialism where professionals like doctors may adopt a dogmatic rather than pragmatic approach in partnership working. The implication is that in welfare delivery staff need to be reflective so as not to revictimise clients through power misuse or abuse. Empowerment The Issue of Choice. Empowerment was indispensable â€Å"since the government’s commitment to a market system requires potential consumers to have enough information to make informed decisions about their requirements†, Payne, (1995, p. 175). Markets only succeed in advancing competition if there are alternatives to choose from, and choice is only possible if the service user knows about possible alternatives. The government’s Direct Payment to enable users to pay for their own service provision appropriately serves this purpose. However there is reservation as to the comprehensiveness of this measure since the payment is mean-tested. In partnership working the empowerment of clients either directly or indirectly through advocacy to actively participate in their own welfare delivery has primarily been fostered by sociological approaches such as the system or role theories. According to Payne, (1995, p. 178) such theories emphasise the importance of the social origin of many of the problems clients faced, they are not so incline to emphasise clients personal incapabilities, and therefore lead to an assumption of greater equality between the welfare client and staff. An identified constraint in empowering clients especially by social workers is that â€Å"social workers often in reality deal with people’s increasing dependence and this seems inconsistent with empowerment† Stevenson and Parsloe, (1993, p. 22) Where inequality between the welfare client and staff exist on the ground of value or power differentials, there is supposition that service delivery to the former maybe compromised. As will be seen later, empowerment is inextricably linked to effective leadership. Value differentials. The reality about value differences in partnership working is that it is reflective of a British society characterised by an enormous range of ethnic and cultural differences. Consequently, it becomes imperative to accommodate value differences as an asset within the context of valuing diversity rather than perceive it primarily as a liability. Within this context, where a traditional equal opportunities approach in partnership may focus narrowly on those form of discrimination which are illegal, Harrison et al, (2006, p. ) argues that by contrast in welfare delivery partnership, â€Å"a diversity approach regards any form of discrimination whether illegal or not as a barrier to human potential and therefore a problem (oppression) to be addressed. Within setups where social workers have to liaise or collaborate with professionals like medics, issues of image become very apparent. In consonance, Lymbery, (1998) has identified a number of inter-organisational and inter-professional pr oblems with social workers attached to a GP practice based on varying systems of accountability and remuneration. There is social consensus that doctors perceive themselves as occupying a higher professional hierarchy compared to social workers. Analysts are unanimous that contrary to the founding ideology of partnership, this hierarchical relationship â€Å"may be antithetical to the very concept of a team† While not limited to GPs, there is plausible rationale to argue that in partnerships, â€Å"professionals who historically worked in a highly individualised and non-collaborative culture (North et al, (1999); Callaghan et al,(2000) may find effective accommodation of the ideology of partnership problematic. Additionally, in partnership, participants are like ambassadors of their respective agencies, each with different operational; policies which do not allow for comprehensive partnership in practice. Hodgson, (1997); West and Poulton, (1997). At a more inter-professional level, observation by Dalley, (1989) that historical mistrust which constituted a barrier to effectiveness, is a typology of the relationship between social care workers and relevant health sectors. While professional codes of practice and boundaries may be contributory factors, Glendinnning et al, (2002, p. 69) suggest that in a social worker-National Health Service partnership, professionals of the former are perceived by those of the latter as, â€Å"being too slow in responding, unnecessary bureaucratic and overtly concerned with ‘irrelevant’ issues† this was a major point of debate in almost all my group exercises on partnership. The consensual perception is that while professionals like doctors are too narrowly bound by the medical model; facing events or incidences requiring an immediate and short-lived intervention, social workers are like community-liaison mangers constituting part of a homogeneous team involved in a continuous live-enhancing process. In the latter, enhancing independence, anti-discriminatory practice and combating social exclusion are of the essence. In fact is plausible to suggest that to a certain extent, social workers are those left to pick up the pieces after the doctors have left. From the preceding analysis it is apparent that social workers in partnership are more theoretically informed since they need to retrospect, self-evaluate in view to projecting (providing an informed service to improve the future). At client and leadership levels, critical accommodation and respect of value difference will safeguard against either intentional or inadvertent oppression or discrimination; resulting in effective teamship and improved outcomes. Leadership. Rather than elites or autocrats, â€Å"partnership leaders are people who have a vision, they make things happen, at the same time they strengthen and support their followers, inspiring them to trust the leader† Cook, (1996. P12) Effective leaders have mastered the rudiments of reflective power management to communicate empowerment rather than disempowerment and oppression. While some people are said to be born leaders, Dolan and Holt, (2005, p. 97) argue for the need for formal training in leadership skills in the health and social care environment where priorities and pace can change dramatically over a short period with a potential for chaos. This will provide the leader with; Vision- the ability to see a way forward to the desired outcome which may be as simple a prioritising and organising social work intervention so that all demands are met. While welfare delivery may entail complex, multi-faceted and problematic logistics, a good leader is able â€Å"to fin d creative ways of achieving expected targets while keeping the activity acceptable to staff delivering care† DOH, (1991). Vision in partnership leadership means taking external directives since the leader has to work with others beyond their usual work environment. Empowerment- In a heterogeneous partnership where partners have and defend maybe conflicting values, the leader’s ability to work on an individual basis in disseminating knowledge and information will unite and empower the team, resulting in commitment. While empowerment in partnership maybe perceived as lack of managerial control, Dolan and Holt (2005, p. 98) argue that the leader must set and communicate boundaries on what is acceptable standard and behaviour. While this control measure may seem to conflict with the very principle of empowerment, Senoir, (1999, p16) points out that this ensures for stability, respect and security within the decision-making framework. Personally I think unregulated empowerment can be counter productive since not every view is constructive. Team-building. The ability to build and sustain teamship with partnership working is fundamental to being an effective leader since leadership must draw people together, create common goals and encourage a sense of collaboration In giving directions and support to team members, Dean (1995) caution that leaders should recognise their own limitations. In partnership leadership where vision, empowerment and team-build are matched with an equal ability for effective communication, welfare delivery will reciprocate these competences. Effective Communication. Effective communications in partnership constitute the primary medium by which health and social care negotiations take place. This is more so in interaction with vulnerable and maybe disempowered clients who may not be articulate or assertive enough to exercise their right to proactively participate in decisions affecting their lives. Similarly, competence in communication is required under the current market-based care provision system where care mangers have to work with a myriad of agencies in negotiating care provisions. Within leadership, it can be argued that where communication is good and ideas are welcomed, teamship is enhanced. However, at a client level where effective assessment is a function of reciprocal communication competence, Davies et al (2005, p. 191) argue that clients are disempowered since it is not easy to participate on a basis of equality with powerful professionals, when people have spent a considerable period without control over decisions which affect their lives and unable to exercise much autonomy. Similarly, Giddens (2000, p. 286) points out that the sense of identity and values shared by professionals in hospitals, GP surgeries disempower vulnerable clients who become forced to accept compromised services. Holistically, this suggests that client’s welfare in social care deliver partnership is more of a commodity than a right. Issues in Partnership Working. Partnership working and Empowerment in practice As a self-professed enabler, Blair, (1998, p. 3), Tony Blair embarked on his partnership policy by setting up the Social Exclusion Unit (SEU) to help â€Å"improve Government’s action to reduce social exclusion by producing joined up solutions to joined up problem† SEU, (March, 2000) In line with his â€Å"democratic renewal and modernising agenda to champion new and different forms of decision-making in public services with a shift from democratic towards partnership and participatory decision making†. Glendinning, (2002, p. 7), Blair made empowerm ent the focus of his partnership policy. Some important principles of this agenda included; the importance of partnership and participation; the closer relationship between health and social care; and the mixed economy of care reflecting choice and market forces. The National Service Framework (NSF), Single Assessment Programme (SAP), Assessment Framework for Children ad Families were initiated to enable and facilitate the realisation of the partnership objectives. Similarly, professional codes of practice were set out to regulate welfare practice; (UKCC. NMC, GSCC, and BASW) were set out to inform, guide, regulate, discipline, protect and negotiate. Brechin et al (2000). The concern with a surplus of legal instruments and professional codes is that one gets lost in the resulting maze. Moreover they are specific rather than universally applicable. Responding to clients needs meant he establishment of Primary Care Trust (PCT) which made services available at the point of needs to clients. Similarly the creation of Health Action Zones created new ways of working in and with communities and across professional boundaries to address inequalities in health. Quinney, (2006, p. 78). The conflict with these initiatives is that agendum for accessing services is set by staff, creating instant inequality. Even where legal mandate like the Direct Payment Acts is supposed to give clients the control over the type and degree of service received, the decision-making process is vertical with client being given what the staff deem appropriate rather than horizontal where provisions are need-led. Labour’s quest to improve quality standards in partnership working is exemplified by the multi-faceted joined up working between the Department of Health with; â€Å"the Strategic Health Authority, the Commission for Social care Inspection (CSCI); NHS Modernisation Agency and the Social Care Institute for Excellence to identify and spread best practice. Quinney, (2006, p. 61). Similarly, the National Institute for Health and Clinical Excellence (NICE); Social Care Institute for Excellence (SCIE); Commission for Health Care Audit and Inspection and General Social Care Council, Quinney, (2006, p. 2) provide national guidance on the promotion of good health and the prevention and treatment of ill health. Specific to social work and nursing respectively the GSCC and NMC ensure that welfare deliveries by their staff are consistent; legally and ethically complaint. The main criticism of these initiatives is that practice may become too restrictive and dogmatic at the expense of ref lexive practice. Values and ethics in partnership working. Codes of Practice) Generally, legal instruments like the NHS Community Care Act 1990 and Children Acts provide directives to welfare staff. However, within social work and the nursing professions where the vulnerability of clients and the potential for power abuse is acute, the General Social Care Council (GSCC) (2002); and the Nursing and Midwifery Council (NMC)(2004) set out professional standard and informs the public, other professions and employers of the standard of professional conduct that they can expect of staff. In keeping with the partnership working ideologies, empowerment is central in these codes, emphasising respect of uniqueness or diversity, the confidentiality of patients data except shared solely on a need-to know basis, Baker, (19954, p. 74); anti-discrimination, anti-oppression, mutual respect and right to informed choice; partnership collaboration, openness and transparency; fairness and equity in practice. The problem with codes of practices is that different agencies have different codes, with the potential for conflict in logistics in care-planning and service delivery. For example in situation of domestic violence involving children, the police may view it as a criminal issues as opposed to the social worker who will rather approach it as a social problem requiring social support. Also, conversely to clients, staffs are much well-briefed about the details of the processes of welfare delivery. Evaluating partnership working. (Advantages and disadvantages) The problem with evaluating partnership issues is that the concept is a social construct; Balloch and Taylor, (2001. p. 6) and lacks a bench mark for its own evaluation. While opinions about the usefulness of partnership is highly polarised, when evaluating outcome, process-wise, Labour’s diligence in organising partnership training, initiating relevant legal instruments and structures including the increasing moves to empower clients are reasons-enough for qualified compliments. Holistically, effective partnership as in the commissioning of services in a complex and multiple-needs situation is ideal in focusing the energies and resources of different agencies on a common problem. Well-managed, Harrison et al (2003, p. ) points out that this would enable a coherent and holistic approach to complex, cross-agency problems. Within a social climate of diminishing finance and resources, partnership as in the Single Regeneration Budget (SRB) may provide access to financial support. Similarly sharing of scarce resources can be easily negotiated. The one-stop pooled-budgets system has not only reduced bureaucracy but has extended the Care Management p rinciples across a wider field to enable the purchase of a wider range of care packages. â€Å"People said they wanted to take more control of their own health and well-being† DOH (2006, p. 3). In community care services, the supposed empowering answer was Direct Payment; â€Å"a way of people who need support to have more control over the services they receive† DOH, (2006, p. 16). The vertical rather than horizontal decision-making process involve in this arrangement is dogmatic not pragmatic as befits democratic decision-making in democratic partnership. Moreover how does one actually define needs? PCT have brought services closer to the point of needs, although agendum on surgery timetable and means of service delivery maybe beyond client’s control. Similarly, the risk of taking responsibility is shared. However, while service users may be empowered, comprehensive participation is problematic since most clients may not be competent-enough to benefit from empowerment. Despite the advantages of partnership working, criticisms of its outcome are increasing. In a staff-user partnership working, professionals like doctors who historically worked in a highly individualised and non-collaborative culture (North et al, (1999) may find comprehensive accommodation of the ideology of partnership problematic. Whether using the ‘process’ of partnership or its ‘outcome’ to evaluate its effectiveness, opinions about user’s satisfaction is highly polarised. At the root of this is the fact that in a multi-ethnic and complex British society, welfare clients and staff hold, respect and defend different conflicting values that constraint comprehensive partnership collaboration. Moreover, there are doubts as to whether clients are comprehensively aware of their role or entitlement in the partnership framework. Similarly, while the superfluity of legal instruments, practice codes and local community partnership strategies could be excused for the government’s enthusiasm to justify its mandatory partnership working for agencies in welfare delivery, the Audit Commission (1999) report expressed concern in the enormous growth of partnership work. It reported that; â€Å"In some areas so many of these structures have been set up that the water are again muddled, and it becomes unclear how overlapping partnership and strategies actuality fit. Audit Commission, (1999, p. 57) Within the quasi-market social care partnership, where professionals like doctors have become share-holders, the need to minimise cost means that services users are either intentionally or inadvertently not informed about the availability of relevant services. In 1999, â€Å"doctors admitted that cancer patients are not told of all the treatment available because there is not enough money to pay for the drugs required † Kirby et al. , (2000, p. 62) Similarly, the tendency to fast-tract the discharge of patients from hospitals to free up beds may be informed by capitalist ideologies whereby, the Care-Management system is helps in managing the crisis of capitalism through targeting, and rationing in healthcare. Moreover any welfare arrangement system based on a market ideology may not necessarily create a user-led partnership working Critical appraisal of factors affecting partnership working. As hitherto established, defining partnership with specificity is inherently problematic. Balloch and Taylor, (2001. p. 6). The analogous fact that due to a myriad of constraints, â€Å"making partnership work effectively is one of the toughest challenges facing public sector managers† Audit Commission, (1998, p. 5); BCC, (2001a, p. 13); Labour party, (2000, p. 14), compels me to question whether the pursuance of partnership is a case of the ‘indefinable’ pursuing the ‘unachievable’? Glendinning et al (2002, p. 2), whether in social work or policy practice. Because partnerships involved distinct statutory services, each constrained by their respective policies; codes of practice and financial limitations, effective integration in partnership is prevalently relative rather than comprehensive. In fact it would not be farfetched to infer that the seeds of its ineffectiveness are embedded in its very concept. Furthermore, where effective collaboration is of the essence, there is bound to be contestation and conflict resulting from the social constructiveness of the concept of teamwork in partnership; whether integrative; directive or elective. Freeman et al. , (2000). Irrespective of the lack of consensus and ambiguities, Glendinning, (2002, p. 100), associated with discourses and practice in partnership, the imperative for councils to re-engage with the communities they serve and the equal obligation to embrace the community governance agenda is ensured by a Prime Ministerial Ultimatum. Blair, (1998, p. 22) According to Glendinning, (2002, p. 100) â€Å"local government must modernised or perish. In New Labours â€Å"intermediate or network form of organisation†, Clarence and Painter, (1998); Exworthy et al, (1999) Powell, (1999a); Rhodes, (2000) the quasi-market-led ideology predispose its practice to conflict of interest as the quest to maximise profit does not necessarily create a service with service-users needs as the paramount determinant of practice. In the government’s Care management system where social workers serve as managers in negotiating care services, bureaucracy and budget management rather than clients interest was the primary beneficiary. Moreover where partnership is perceived as empowering service users and their backing agencies, sociologist argues that the prevalently bottom-up approach â€Å"cannot simply be imposed on, or parachuted into areas. † Powell and Exworthy, (2001). While the euphoria for conformity and embodiment may inadvertently compel agencies to apply the ideology irrespective, there is plausible reason to be concerned about the rights and autonomy of the voluntary and community organisations. At a micro level, and as evident in the Victoria Climbe child abuse saga, where professional discrimination diminish collaborative partnership between the medics and social workers, there is need to statutorily qualify the status of the latter if they are not to become invisible. In fact, with partnership being such a fluid ideology coupled with â€Å"the potential for ambiguity and misunderstanding, Harrison, R. et al. , (2003 p. 5) agencies’ interpretation and implementation of related objectives are unavoidably inconsistent and contextual. In practices, producing positive result in partnership is not the outcome of diligent professionalism or cones. Conclusion While there is consensus about the social constructiveness of the ideology of inter-professional partnership in the NHS, this discourse has established that effective partnership working is a synthesis of effective power management, democratic leadership; communication, empowerment and the valuing of value differences to achieve a common objective. Although Labour’s partnership processes are well-structured and managed, outcome are highly polarised. Similarly, while the benefits of New Labours’ ideology of partnership may be highly disputed, research evidence show that, â€Å"even if adherence to such principles does not itself guarantee effective, efficient and appropriate intervention in service delivery, ignoring them is likely to diminish the sharing of professional information and expertise, a wider scope for accessing resources and financial support, the sharing of risk and providing service users with a wider choice. Additionally, where efforts to demystify the ideology of partnership is not founded on theories established through systematic approaches and methodologies, intervention outcomes are bound to experience reciprocal consequences. Therefore for partnership to accomplish it founding objectives, achieving a stipulative definition should be accompanied in practice by the development of â€Å"mutual trust and respect based on a clear understanding of the different skills that different professionals have to offer. † Gledinning, (2002, p. 8) More so, while different legal instruments, codes of practices and ethics may seek to enforce partnership ideologies, it is acknowledging the reality that the heterogeneity of partners (values) in partnership renders comprehensive partnership, one of the toughest challenges facing public sector managers† Audit Commission, (1998, p. 5); BCC, (2001a, p. 13); Labour party, (2000, p. 14). In inter-professional partnership, a reflexive approach i n practice will go a long way to resolving and safeguarding against oppressive relationships. At a positive level, preceding analysis is indicative that effective partnership has resulted in â€Å"information sharing and reduced bureaucracy; improved inter-professional relationship. Pithouse and Butler, (1994); Stannard, (1996); Ross and Tissier, (1997); Tucker and Brown,, (1997). At a personal level, it constitutes an appropriate and effective venue through which the continuous process of upgrading the social work competence of working in an organisation is sustained. Bibliography. Audit Commission (1998) A fruitful partnership: Effectively partnership working. London: Audit Commission. Balloch, S. and Taylor, M. (eds) (2001a) Partnership working: Policy and Practice. Bristol: The Policy Press. 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DOH (2004) National Health Service Knowledge and Skill Framework (NHS KSF) and the Development Review Process. London: Stationery Office. DOH, (2006) Our health, our care, our say: making it happen. London: HMSO Dolan , B. and Holt, L (2005) Accident and Emergency: theory into practice. China: Bailliere Tindall. Geddes, M. 1998) Achieving best value through partnership, Warwick/DETR. Best value series paper no. 7, The University of Warwick. Glendinning, C. , Powell, M. , and Rummery, K. (2002) Partnerships, New Labour and the Governance of Welfare. Bristol: The Policy Press. Hage, J. and Alter, C. (1997) A typology of inter-organisational relationships and networks, in J. R. Hollingsworth and R. Boer (eds) Contemporary c apitalism p. 94-126. Cambridge: Cambridge University Press. Harrison, R. , Mann, G. , Murphy, M. , Taylor, A. , and Thompson, N (2003) Partnership made Painless: A joint-up guide to working together. Oxford: Alden Group. Hodgson, C. R. (1997) It’s all good practice: Evaluating practice-based care management in Greenwich. London: South East Institute of Public Health. Hudson, B. , Handy, B. Henwood, M. and Wistow, G. (1999). In pursuit of inter-agency collaboration in public sector. Public Management, vol 1, no 2 p. 253-60 Hutchison, J. and Campbell, M. (1998) Working in Partnership: Lessons from the Literature. Research Report 63. DfEE Huxham, C. (2000) The Challenge of collaborative governance. Public Management, vol 2, no 3 p. 337-53 Kirkpatrick, I. (1999) The Worst of both Worlds? Public services without markets or bureaucracy, Public Money and Management, vol 19 no 4, p. 7-14. Klein, R. (1998) Why Britain is re-organising the National Health Service-yet again. Health Affairs, vol 17, no 4, p. 11-125. Labour Party, (2000) Democracy and Citizenship: Second year consultation paper. London: Labour Party. Limbery, M. (1998) Social work in general practice: dilemmas and solutions. 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Journal of Inter-professional Care, vol. 11, no2, p. 205-216 White, K. and Grove, M. (2000) Towards and understanding of Partnership, NCVCCO Outlook. Issue 7. Appendix One. Concept of Teamwork in Partnership. A directive philosophy is based on an assumption of hierarchy, where one professional occupies a position of leadership and is responsible for directing the other team members. An integrative philosophy places much greater importance on collaborative activities and on team membership, with the contribution of each professionals being equally valued. An elective philosophy is adopted by professionals who prefer to work autonomously and only involve other professionals if need be. This is more of a system of liaison

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ICD-10 Implementation in the United States - Essay Example According to Sanders (2012), implementation of the ICD-10 will help healthcare providers to document medical complications, catalog diseases, thus making healthcare more effective. The implementation of the clinical adaptation will precisely illustrate the types of medical conditions met by healthcare organizations, and it will reduce medical errors and improve patient health outcomes. It will also help in the reduction of fraud and abuse in the healthcare institution. The transition to ICD-10 dives United States the opportunity to propagate public health disease and surveillance data globally. The healthcare industry in this country continues to advance medically and technologically, and incorporating a more modern coding system will be a major boost in the industry. The coding system offers many advantages that will cause an improvement in hospitals, medical device manufacturers and many more institutions. Enhanced quality care is one of the major benefits since it will lead to improving eminence carefor certain health conditions such as chronic illnesses. With each challenge, there are obstacles that lay ahead. The implementation of ICD-10 has encountered a number of challenges including implementation cost and planning, but in the push for healthcare reforms, it has seen its implementation which has more benefits in improving the healthcare industry. Sanders, TB. (2012). The Road to ICD-10-CM/PCS Implementation: Forecasting the Transition for Providers, Players, and other Healthcare Organizations. Ncbi.nlm.nih.gov. Retrieved 22 May 2015, from

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

Research skills - Essay Example Conclusions of this scientific report established that there was indeed a connection between physical activities and increases in both the QoL and oxygen uptake of CHF patients. In the title and abstract, everything was already highlighted and students who intend to use it as a secondary source would already know the main point of the authors, which was to assess whether QoL and oxygen uptake among patients with CHF were in fact affected positively when they engaged in physical activities. The title was in itself the aim stipulated by the abstract, but it was not clear as to who the target audience of the authors were. So judging from the abstract alone and disregarding the nature of the journal wherein the article was published, it could have been addressed to the general public who might seek the research for their respective reasons. On one hand, audience groups with no medical or pharmacological know-how would have difficulty understanding the abstract. The title was also deceiving. Even if there was truth that the subjects were patients with CHF, the heading, as it was couched in general terms, gave the impression that â€Å"patients with chronic hear t failure† included both male and female subjects. As it happened, the research focused only on 42 men with CHF New York Heart Association classification II and III. Given this fact, the authors could have stated honestly in the title that the research pertained to â€Å"male patients† with CHF. This is to avoid provoking rash presumptions. However, such consistency between title and abstract, despite the redundancy, showed the researchers’ conviction on the efficacy of their study (Klocek, et al., 2005, pp.323-324). In the introductory portion of the report, the authors worked on terms that appeared in both the title and the abstract and provided certain facts about them. There were brief explanations on CHF, health-related quality of life (HRQoL), oxygen uptake, and the individual roles