Respiratory Case Study

Respiratory Case Study The following case study is of a 37-year old Hispanic male weighing 145 lbs and 70 inches tall found unconscious by his girlfriend. According to her he was unconscious for about 15 hours and she was concerned because he would not wake or respond and was breathing shallow and slow. She then called 9-1-1. The patient entered the ER by emergency vehicle and on my initial assessment Pt had an altered mental status, was very unresponsive showing symptoms of a possible drug overdose.The girlfriend told the physician the Pt had taken 75 mg of methadone and an unknown amount of Xanex and other amounts of Benzodiazepines. On assessment, the doctor noticed his altered mental status and unconscious status. He had a gag reflex and responded to pain. Pt had a blood pressure of 63/41 and a 02 saturation of 50% on room air and a heart rate of 108. We put the patient on an oxy mask at 14 liters and his saturation improved to 90%. The Physician then administered Narcan which in return raised the respiratory rate. The physician then eventually intubated with Etomidate.He is then diagnosed with Acute Renal Failure, Acute Lung Injury with possible aspiration and CHF with Atrial Fib. The patient has had no prior history of drug overdose. The patient did, however, have a brother that recently committed suicide and was recently released from jail. The patient does drink alcohol and takes multiple street medications and methadone for pain. For this patient with my initial thoughts would be to order an ABG to test for acidosis and see if there is an electrolyte imbalance, then a possible scan of the brain.An EKG test would also be ordered to see how the heart has dealt with the stress. Giving him Narcan would help block the receptor sites to stop the action of the OD. What ended up being ordered is the ABG, a CT of the brain, EKG, NG tube, Catheter, Glasgow Coma Scale, Chest X-ray and the lab drew blood. The ABG showed severe metabolic and respiratory acidosis, g lucose of 72, potassium of 4. 9, calcium of 7. 9 chloride of 105, C02 of 24, creatinine of 2. 6. The EKG showed atrial fibrillation with rapid ventricular response and signs of CHF.The lab results showed an electrolyte imbalance, sepsis, and no alcohol. The CT scan showed a hypoxemic brain injury and the x-ray showed infiltrates which are assumed to be from aspiration pneumonia. From this we know that the patient will stay intubated until further improvement of acidosis, help to reduce possible development of ARDS, Sepsis and until the patient will be able to breath on his own. The settings on the vent I would have chose would have been SIMV, Vt of 550-600, a rate of 15, pressure support of 10, Cpap of 5, at a 100% Fi02 with the ABG reading Ph 7. 1, Pco2 58, P02 56, and sating 76%, Hco3 18. 4. Physician ordered vent setting, SIMV, 100% Fi02, Vt of 550, rate of 12, pressure support of 10, Cpap of 5. The idea behind these settings is to allow the Pt to ventilate and to breathe off the access co2 and to oxygenate the blood. I would like to have seen a rate of 16 to help with the release of co2. 1 hour later the ABG read Ph 7. 13, Pco2 65, P02 66, Hco3 at 15. 6 and sating 85%. The settings for the Pt as far as respiratory seem to be fine for now unless the Pt develops ARDS.It is more of a metabolic concern at this time now that the Pt is ventilated. Blood gases go as follows: in the ER for initial assessment on the vent at 2130 a critical of Ph- 7. 11, Pc02- 58, P02- 56 Hc03- 18. 4 and a saturation of 76% on 100% Fio2 while on SIMV with a rate of 12, Vt of 550, pressure support of 10 and Cpap of 5. The Pt at this time has no spontaneous breathing while on the vent. Due to the drug overdose the Pt is showing both respiratory and metabolic acidosis with Moderate Hypoxemia. A follow up ABG, 20 minutes later, results in a Ph of 7. 3, Pco2- 47, Po2- 66, Hco3-15. 6 and sating 85% on 100% Fio2. The Pt is now breathing 21 BPM and a Vt of 605 in addition of the vent settin gs. The results of the latest ABG have shown small improvement, but still critical Ph and moderate hypoxemia. Another follow up ABG at 0100 shows a small improvement on the Ph to 7. 18, the Pco2 became more acidotic moved to 53, the Po2 improved to 77 which shows he is oxygenating better but still hypoxic, his Hco3 acidosis is improving at a change to 19. 8, and sating 91% now.The Pt is now breathing at a rate has come down to 10 BPM on his own above and beyond the vent. After consulting with the physician we changed the Vt to 600 and the pressure support to 20 and Cpap to 15. The Pt continued on these settings till 0415. The physician then made the change to Bi-level with the settings of a rate of 14 pressure support of 25, and an H/L pressure of 35/15. The Pt at this time is pulling a Vt of 745 and a spontaneous rate of 17 and still at 100% Fio2 and sating 92%. This is the point when the Pt makes the turn.The Bi-level or APRV was the proper setting for this Pt. He continued to imp rove over the next several days with his peek pressure climbing to 40. The Pt continues these settings and slowly improves and eventually weaned from the ventilator till the Pt no longer needs support. Pt received AP diameter X-ray to confirm tube placement and to see if there were any kind of infiltrates because of possible aspiration and to eliminate possible pneumothorax and pleural effusion. Findings included mild patchy infiltrates in the right upper to middle lobes.The left lower lobe also has some similar findings but less concerning. This may either be due to lung infection or pulmonary edema. The placement of the ET tube was confirmed at 2 cm above the carina. The NG tube was also confirmed to correct placement. The heart silhouette was not enlarged and stable. No pleural effusion was ever confirmed. Pt will be treated for minor Pneumonitis. X-rays continued throughout his stay and infiltrated were slowly diminished and tube placement was confirmed and never changed. The La b reported sodium at 142 to be within normal range, potassium 5. also with in normal range. Chloride at 105 also with in normal range, glucose levels at 169 also within normal range, calcium at 7. 9 is low. The Pt received ionized calcium through his central line. The Hematology reported the WBC at 4. 4 is at the lower spectrum of normal, the RBC at 5. 70 is within the normal limits, and HCT is 51 which are also in the normal spectrum. Blood work came back good. Sputum sample was taken and results were negative for any growth. The Pt is urinating well and color is yellow/clear with trace amounts of protein.No PFT’s were performed. Medications the Pt received in the ER: Dextrose 5% delivered intravenous to hydrate Pt, Sodium Bicarbonate was given intravenous because of the severe acidosis, Nor epinephrine given intravenous to raise the BP to a more stable condition, Dopamine also given for a vaso pressers, Etomidate was given to sedate the Pt for intubation, Clindamycin given due to the allergy of Penicillin to help with any anaerobic infection, Doripenem and Vancomycin other antibiotics, Propofol to keep Pt sedated during his intubation.Medications given while in the ICU: Clopidogrel (Plavix) given to prevent clots, Symbicort given to help prevent bronchospasm and improve lung function, Digoxin given for the CHF and slow the heart rate for Atrial Fibrillation, Famotidine to inhibit the production of stomach acid, Lisinopril given in case of hypertension, Sodium Chloride to treat his hyponatremia, Levophed (Nor epinephrine) given when the HR or BP drops, Phenylephrine also a vaso presser or to relive nasal decongestion, Pitressin also another vaso presser, Dobutamine to prevent cardiogenic shock, Dopamine for another presser, Fentanyl given to reduce pain, Haloperidol (Haldol) to help with his mental heath, Lorazepam also given to treat his mental heath or anxiety, Morphine to treat pain, and Reteplase given for anti-clotting factor.

The Stanford (Zimbardo) Experiment

THE STANFORD EXPERIMENT What happens when you put good people in an evil place? How the environment affect behaviours , attitudes or beliefs of people? Philip Zimbardo was interested in this questions. Zimvardo choose a prison enviroment as the evil place. Zimbardo prepare the basement of Stanford University Psychlogy Department like a prison to avoid security problems. All of the conditions in basement change for experiment such as guards uniform , prisoners overalls, grates , dark cell etc. Zimbardo gave sun-glasses to guards to avoid personel relation between guards and prisoners with the barricade eye contact.After the preperation had been completed , Zimbardo choose 21 people with no physically and mental healt issue. These people came after see the newspaper announce. Subjects seperated two groups as prisoners and guard randomly. Prisoners arrested like a real guilty and their eyes bandaged so they couldn’t recognize where they are. Firstly Zimbardo tell to guards condit ions and rules. The rules are; * Guardians responsible for keep the pattern safe in prison. * If a prisoner escape , The experiment would have been terminated * As the last and most important one is no violance to prisoners.First day the subjects of the experiment couldn’t adapt their roles but day by day guards have adapted their roles more than Zimbardo expected also prisoners. A few day later guards started to behave sadistic and tendency to physically violence. On the other hand prisoners had emotional problems. There are two key people on each side Guard John Wayne and Prisoner 8612. John Wayne had so sadictic behaviours and their leader character effect other guards. Actually, John Wayne play the Hand Luke role in this experiment.John Wayne watched a movie called â€Å"Cool Hand Luke† in this movie there are a guardian named Hand Luke , John Wayne choose Hand Luke as a role model in this experiment. Prisoner 8612 The rebellion leader was Prisoner 8621. He was lea d them to rebel against the rules and they make barriers with their beds to block guards. Guards punish Prisoner 8612 with staying the dark room. After the hard conditions , Prisoner 8612 decided quiting the experiment and then he gone to Zimbardo. Zimbardo tell him that If you stay in the experiment, I save you from bad behaviors of guards for telleing whatever prisoners do in cells. 612 confused and when he turn back to the cells tell other prisoners that â€Å"We can not get out of here†. And this effect the experiment essentially. Prisoner 8612 try to escape with patient role , by the time he adapted the patient role and he had mental problems. After that Zimbardo replace him with another subject Prisoner 416. When Prisoner 416 join there , he want to get out as soon as possible. Because Prisoner 416 had not adapted the role but everybody in prison adapted, and things that happenin in prison seems insane. Guards tell him that â€Å"Here is a real prison. and persuade Pri soner 416 to stay in. Prisoner 416 could not endure guards bad behaviour and he start hunger strike. John Wayne persuade other guards about the punisment of Prisoner 416 as a leader. Guards put in black room and punish other prisoners , and they say â€Å"You would punish because of Prisoner 416†. Other prisoners exclude Prisoner 416. Another psychologist Cristina Maslach came to observe the experiment and Maslach questioned its morality , and Zimbardo decided to terminate the experiment before 9days earlier CONCLUSIONSThe Stanford experiment ended on six days after it began. Zimbardo called both the guards and prisoners to a meeting and announced that the experiment is over. The experiment's results are   impressionability and obedience of people when provided with a legitimizing ideology  and social and institutional support. Result are similar with Milgram experiment. CRITICISM OF EXPERIMENT The guards, prisoners also Zimbardo adapted to their roles more completely tha n expected. One-third of the guards were judged to have exhibited sadistic tendencies. One-five of the Prisoners had emotional problems.Unexpectedly, Zimbardo act a prison manager. This study was cleared by the Ethics Code of the American Psychological Association, showing that experiments on paper can look very different than the way that they play out in reality. The experiment was criticized as unethical and unscientific. The participants were only engaging in  role-playing. In response, Zimbardo claimed that even if there was role-playing initially, participants  internalized  these roles as the experiment continued. More directly, though, it has been pointed out that, in contrast to Zimbardo's laim that participants were given no instructions about how to behave, his briefing of the guards gave them a clear sense that they should oppress the prisoners. In this sense the study was an exploration of the effects of tyrannical leadership. In line with this, certain guards, su ch as one known as â€Å"John Wayne†, changed their behavior because of wanting to conform to the behavior that Zimbardo was trying to elicit. VARIABLES Actually nobody can say the experiment fail because of early termination. The experiment over before 9 days earlier than planned but the results are so important as scientific.We have to use Occam’s razor to get rid of less effective independent variables, Some independent variables for Guards result * Prison environment (as an evil place) >> Contaminating variables * Power (as a Guard) Guard models (like Hand Luke) Moderator * Perfectly prepared prison environment Intervening variable * Losing responsibility Dependent variable * Acting Role perfectly Independent variables for Prisoners * Prison environment (as a pressure area) * Obedience instinct Moderator Prisoner 8621 say to other prisoners that â€Å"Noone can leave† Intervening variable * Individualization Dependent variable * Acting Roles and feel like a real prisoner ASSESMENT OF THE EXPERIMENT The Stanford Experiment is a psychological experiment. Inputs are people so lots of contaminate variables effect the results. Elimination of contaminate variables processes is so important also a hard thing for the experiment. Zimbardo try to get reliable resolutions like randomization for guard and prisoner groups. But this experiment is an unrepeatable experiment so confidence interval of results had been accept true.

Character Analysis of Aminata: Book of Negroes Essay

The Book of Negroes by Lawerence Hill started as a story of the capture of a West African girl and her journey to become a slave. Her traumatizing experience was written with a desperate tone that was achieved through the use of literary devices such as metaphors and alliteration. Emphasis was put on the conflict between Aminata and society which helped to develop her as a hopeful character. â€Å"We walked for many suns, growing slowly in members, lumbering forward until we were an entire town. Each time, people swarmed out to stare at us. Initially, I believed that the villagers were coming to save us. Surely they would oppose this outrage. But they only watched and sometimes brought out captors roasted meat in exchange for cowrie shells and chunks of salt. Some night when they had us lie down in fields, our captors paid village women to cook for us-yams, millet cakes, corn cakes, sometimes with a bubbling peppered sauce. We ate in small groups, crouching around a big calabash, spooning out the hot food with the curved fingers of our right hand. While we ate, our captors negotiated with local chiefs. Ever chief demanded payment for passage through his land. Every night, our captors bartered and bickered well into the evening. I tried to understand, in the hope of leaning something about where we were going and why† (p. 34, Hill). In this quotation, Aminata’s journey is described with a bleak and demoralizing tone. The journey of Aminata and her hostages lasted â€Å"for many suns† and wore down their hope for freedom and their faith in humanity. The hostages continued â€Å"lumbering forward† as â€Å"an entire town of kidnapped peoples,† with no hope of being saved. When â€Å"people swarmed out to stare at us †¦ e initially believed that the villagers were coming to save us. † Eventually the captives realize that the people are only interested in making exchanges with their captors. This leaves the hostages with the forlorn realization that no one would make an attempt to liberate them. The captives were demoralized further when they â€Å"crouched around a big calabash, spooning out hot food with the curved fingers of our right hands. † As captives, the native West Africans were treated as less than human. Like animals, they were forced to gather around a bucket of food and eat without tools. The lack of respect and dignity given to the captives corrupted their sense of self-worth until there was little left but the instinct to survive. Literary devices are a key element in setting the tone of this novel. As the captives were continuing they were â€Å"slowly growing in number†¦ until we were an entire town of kidnapped people. † This metaphor emphasizes the number of prisoners the captors have taken hostage and that the group goes far beyond Aminata. It also emphasizes the amount of power the captors have other the captives. Even though the captives outnumber the captors, the captors are still capable of preventing any rebellion and power within the hostages. Another literary device that highlights the hopeless situation of the captives is parallel structure. On their journey they â€Å"passed village after village, and town after town. † The us of parallel structure creates a sense that the journey of the slaves is perpetual and induces the feeling that the slaves are stuck on a ceaseless journey. This also contributes to the hopeless mood of the novel; with no end in sight the slaves find little to look forward to. Although the captives lose hope in their future, Aminata manages to keep a part of herself hopeful and this is essential to her characterization. Aminata knows that there is a very small chance of escaping, but she also knows that if she has more knowledge of the captor’s plans, she has a better chance at freedom: â€Å"Every night I heard the captors barter and bicker well into the evening. I tried to understand, in the hope of learning something about where they were going, and why. † This also demonstrates her thirst for knowledge. Growing up Aminata strived to learn reading and writing and any other skills she could. She does not let go of this part of herself even in her futile situation. As well as being hopeful and clever, Aminata proves to be innocent and naive. While travelling through villages she believes â€Å"the villagers were coming to save us. Surely they would oppose this outrage. † But Aminata eventually realises that the villagers are not interested in freeing the captives. The only concern the villagers have is to make deals with the captors. Her ideals, that the people of her country would band together to bring a stop to their exploitation, are crushed and strips her of her innocence on her journey to slavery. Aminata finds herself in many conflicts with many different elements. One example is the conflict between her and society. Society viewed Aminata and her fellow prisoners as less than human and with little value. The slaves were treated like animals, â€Å"people swarmed out to stare at us†. They are seen as another species and not as people with intelligence and skills. But contrary to the beliefs of the society, Aminata is an intelligent and skillful girl whose thirst for knowledge is never put to rest. She continues to try â€Å"to understand the chiefs, in the hope of learning something. She also knows how to read and write which is considered extremely valuable in her culture. But because society views slaves as non humans who are not capable of being intellectual, Aminata’s capabilities are not seen by others and she is continual seen as an inferior. The Book of Negroes tells a story about the degrading experience many had to go through because they were seen as inferior. This degradation is apparent through the demoralizing and bleak tone. But Aminata manages to keep hope and a clear head and provide a beacon for herself and others around her. She continues to expand her horizon of knowledge and aspire to better herself. Although she is faced against the power or society, Aminata holds strong to herself and carries on. Her story is told with the use of literary devices such as parallel structure and metaphors to emphasize the desperation and inadequacy of her journey. She manages to look past all the horrors that surround her and hope for a better future, and perhaps with her strong will and knowledge she will achieve this someday.

Marketing Plan Assignment Example | Topics and Well Written Essays - 1250 words - 1

Marketing Plan - Assignment Example As such, the social media marketing will be mainly concentric upon brand recognition and promoting the website as a viable alternative for career women that are both interested in function and style (Kawazoe & Abetti, 2013). Accordingly, prior to this particular phase of marketing being engaged, it will be absolutely interval to ensure that each and every problem that might be evidenced within the initial rollout of the website should be operable and fully functional. And added component of this particular phase that can be utilized is to provide a bonus structure through which individuals that reference which social media outlet they came from and what prompted them to purchase their products will further assist the company in helping to strategize how best practices within social media marketing can be further accomplished in the future. The second phase of the marketing strategy will once again be constrained by the fact that the firm does not have a very large budget and cannot engage in glitzy advertising like many of the more established brands. Nevertheless, the second phase will be concentric upon blanketing some of the most high traffic pedestrian areas within the Washington DC Metro area and passing out pamphlets/suppliers/marketing material that draws attention to the fact that a new women’s footwear store is soon to be opening that seeks to provide a nexus between fashion and comfort. Naturally, even though this secondary phase of the marketing process will be somewhat different as compared to the first, it is necessary for the developers to ensure that a certain level of similarity exists so that individuals that might have been exposed to the first level of social media marketing will not find this to be a conflicting or otherwise separate level of engagement (Jacobsen, 2012). As compared to the s ocial media phase, this particular phase will take place within approximately one month’s time. Similar to the social

Division-Classification Assignment Example | Topics and Well Written Essays - 250 words

Division-Classification - Assignment Example Classification can also prove helpful in writing as it allows a writer to classify different sets of arguments or ideas in writing. This is why division and classification has great importance in writing. The steps that are mentioned in the chapter can also prove to be helpful for anyone who is writing an essay on any subject. Setting the principle for division and classification is important as it helps a writer brainstorm different ideas about the essay. One of the most difficult things in writing is to start the process of writing. Many people find it the most difficult part of writing any essay. By setting division and classification principle one can easily start the brainstorming for any piece of writing. It is also important to logically arrange ideas in any writing so that there is a logical flow in the paper. This is important for audiences as it will make the understanding of any writing easy. These are the most important things I have learned from the chapter. This chapter will help me use division and classification and incorporate these in my future

CIPR Internal Communications Coursework Example | Topics and Well Written Essays - 500 words

CIPR Internal Communications - Coursework Example ce, â€Å"forums, blogs, and social networks,† to make it easier for their employees as well as stakeholders, to not only collaborate but also to connect with one another (Stratmann, 2012, p.1). Social media has proven to be a very vital tool in enhancing the effectiveness of an organisation’s internal communication. With social media inn internal communication come a lot of benefits. For example, social media enable organisations to have â€Å"real-time, authentic† communication with their staff. They also encourage open communication amongst members of an organisation since any member who wishes to contribute to a discussion is always free and able to do so. As such, it enables a smooth flow of communication throughout an organisation. In addition, if one is a member of a multinational organisation, then they can easily communicate to people world-wide, and on a â€Å"more involved level† rather than just through email or through phone. This has been made even better due to the availability of pictures and profile as well as forum features on social sites like Facebook and MySpace (Stratmann, 2012, p.1). VetsNow is an example of an organisation that has successfully used social media in its internal communication. It is an organisation that provides â€Å"out-of-hours veterinary care† all over the UK. Their main aim of adopting social media in internal communication was to strongly engage their internal â€Å"stakeholders.† At VetsNow, employees work both alone and at odd hours. As such, social media would provide its workers the rare opportunity of interacting with one another in person even if at different stations of work. They also saw it as a way of encouraging the sharing of information among employees and stakeholders, and through this exchange of information, they would not only regulate but also improve â€Å"clinical standards and practices† throughout the industry better. This would in turn make them global experts in â€Å"Emergency and Critical Care†

Pollution & the Environment Essay Example | Topics and Well Written Essays - 500 words

Pollution & the Environment - Essay Example Water may be polluted when pollutants come from point or non-point sources. Non-point sources include those sources that are non-discrete or that do not originate from one discrete source. Non-point pollution arises from the cumulative effect of contaminating agents in little quantities over a large area. When nitrogen compounds found in fertilizers, herbicides, pesticides and other agricultural products leach out, it can easily cause pollution. Sheet flow over land used for agriculture may lead to pollution of water as the nutrients that were present in soil runoff in storm water. Point sources of pollution are those sources that come from discrete sources. For example, when a manufacturing company discharges hot water from its cooling system into a river, lake or other water body making the water body to become warm, pollution occurs from a point source. There are a wide range of agents that may cause water pollution. Some of these pollutants include pathogens, chemicals, and physical changes to the natural characteristics of water. While some minerals naturally occur in water, when their concentration in the water goes beyond the natural limit, the water is considered to be contaminated. Also, when substances that cause oxygen to be depleted in water such as man-made chemicals, grass and leaves, water pollution occurs. Pathogens or disease causing organisms such as Salmonella, Giardia lamblia, Burkholderia pseudomallei, and Cryptosporidium parvum may get into the water when waster water or sewage is not adequately treated (Tennessee Department of Environment and Conservatio, 2002). Chemical contaminants of water may include detergents, petroleum hydrocarbons, volatile organic compounds (VOCs), products used for disinfection and waste from tree logging operations. Inorganic water pollutants include sulphur dioxide that is

Political Science Essay Example | Topics and Well Written Essays - 1250 words - 7

Political Science - Essay Example Illegal immigrants areundocumented immigrantsor aliens in the United States who enter the borders of United States without government permission or those who stay beyond the termination date of a visa. There are different causes of illegal migration ranging from economic incentives of a better life, chain immigration to join relatives, American government inefficiency, and globalization to trade agreements. Illegal migration however has such benefits as availability of cheap labor and payment of taxes by the immigrants. Racial profiling refers to government activity directed at a suspect or group of suspects because of their race, whether intentional or because of the disproportionate numbers of contacts based upon other pre-textual reasons. This is common in America especially when it comes to people from the Middle East but it should be in tandem with the Fourth Amendment. Rawls would have condemned Middle East profiling and the outlawing of illegal migration based on his write-ups.In his ‘A Theory of Justice’ (1971) he made contributions to liberal political philosophy namely: justice as fairness; reflective equilibrium; overlapping consensus; public reason; veil of ignorance; and original position. Rawlsianism provides for the most reasonable principles of justice as those which everyone would accept and agree to from a fair position. Justice as fairness comprises two main principles of Liberty and Equality with the second divided into Fair Equality of Opportunities and the Difference Principle in the order of priority. The Liberty Principle provides for entitlement of everyone to basic liberties while the Equality Principle establishes distributive justice. Fair Equality of Opportunity provides for access to positions to everyone regardless of their social background, ethnicity or sex. The Difference Principle regulates inequalities by permitting them to the advantage of the worst-off (Cohen and Fermon

Contemporary Issues in Auditing Assignment Example | Topics and Well Written Essays - 3000 words

Contemporary Issues in Auditing - Assignment Example An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe our that our audit will provide a reasonable basis for our opinion. Our audit procedures will include test of of documentary evidence supporting the transactions recorded in the transactions, tests of physical existence of inventories, and direct confirmation of receivables and certain other assets and liabilities by correspondence with selected customers, creditors, legal counsel, and banks. At the conclusion of our audit, we request certain written representations from you about the financial statements and other related matters. Our fees for this audit will be based on the time spent by various members of our audit staff at our regular rates, pus direct direct expenses. We will notify you immediately if any circumstances we encounter that could significantly affect our initial audit fee estimate f In order to us to work as efficiently as possible, it is understood that your accounting staff will provide us with the prior year's trial balance on or before January 15, 2008, and also with the schedules and and account analysis described on the separate attachment. It is standard operating procedure tha... ..................... February 20, 2008 Delivery of audit report......................... March 5, 2008 Our fees for this audit will be based on the time spent by various members of our audit staff at our regular rates, pus direct direct expenses. We will notify you immediately if any circumstances we encounter that could significantly affect our initial audit fee estimate f8,000. In order to us to work as efficiently as possible, it is understood that your accounting staff will provide us with the prior year's trial balance on or before January 15, 2008, and also with the schedules and and account analysis described on the separate attachment. If these arrangements re in accordance with your understanding, please sign this letter in the space provided and return to a copy to us at your earliest convenience. Very truly yours,----------------------------------- Carter and Corbin Chartered Accountants Accepted by: ____________________ Date Ethical Part cover 15% - The information that should be passed to the new auditors- clearance from previous auditor To the Stockholders, Rentokill Initial London November 28, 2007 Dear sir/maa'am: It is standard operating procedure that a new external auditor must contact your company's former external auditor. Thus, please send us recommendation letter addressed to your prior

The Startups. Ability to be organized, communication and self Assignment

The Startups. Ability to be organized, communication and self awareness - Assignment Example One of the commonest animate expectations of organizations and business is what has been referred to in management as organizational traits and characteristics. These organizational traits and characteristics have been found to be very important in the organization, growth and development of businesses. Indeed, as much as it is important for organizations to possess organizational traits and characteristics during all aspects of the growth cycle, one stage of growth that this these organizational traits and characteristics affect organizations most is at the early and startup stages (Goedhuys & Sleuwaegen, 2009). Generally, the organization’s traits and characteristics can make or unmake its subsequent growth fortunes. In this paper, four important organizational traits and characteristics that can help the new business in Brazil growth and succeed in the competitive market are discussed. Ability to be organized The startup company assumes the description and name of an Ã¢â‚¬Ë œorganization’ perhaps because it is expected to be well organized. By organization, reference is being made to the ability of all structures within the organization to be well laid and accurately assigned. The structures of the organization would best be described as the various responsibilities that are expected to be delivered within the organization and the people who are expected to deliver them (Batjargal, 2006). For startup companies, managers and entrepreneurs should have the ability of knowing all the roles that are expected to be played within the organization and the people who can best play these roles if assigned to. Another component and aspect of ability to organize has also been identified to be the organization of organizational needs. Generally, it is when the needs of the organization are well organized that the best structural organizations needed to bring about the achievement of the needs will be identified (Capelleras et al, 2010). As to how this trait and characteristic of ability to be organized is more likely to bring about success, it will be said that without a good organizational skill, it is likely no one would be comfortable doing business with the new company. This is because in order for investors and other stakeholders to trust their affairs with an organization, they must have a level of guarantee that the organization itself is well organized. As the maxim goes, a blind man cannot lead a blind man. Effective communication with people around Communication is an important aspect of startup companies. It has been said that entrepreneurs and investors who start up businesses newly must be in the position to effectively communicate with those around (Benzing, Chu & Callanan, 2005). Generally, the ability to effectively communicate the visions, needs, dreams, and ideas of the new business to people around represents the degree to which the visions, needs, dreams, and ideas will be supported by those around. Meanwhile, no si ngle person is able to singlehandedly man any serious organization into growth and supported. It is therefore important that entrepreneurs will have the capacity of rightly communicating to others to gain support. It must be noted that support for an organization’s growth and development comes in many different forms including financial, logistics, and human resource. Even in cases where the head of the business is not able to rightly let his human resource base know what is expected of them in the growth and development of the company, the human resource will not be empowered much enough to do the

Changes in American Family During world war 2 Research Paper

Changes in American Family During world war 2 - Research Paper Example The role of Women in wars had previously started being defined during the First World War, but it became even more pronounced during World War II, when their previous roles in the Army and the war itself definitely changed (Bryant 20). During the First World War, the women role in the war was pretty much reserved to non-combative roles in the army, such as operating switchboards, driving, offering mechanical services to the war tanks and vehicles (Bryant 21). However, after the bombing of the Pearl Harbor, and with eminent shortage of sufficient manpower in the army, the need for women power was once again revived, and it became apparent that the turnabout to the social and family system had knocked the door of the American society, and there was no turning back. The changes introduced in the American social system during the World War II still define the modern family and social structure. Therefore, the period of World War II, was a period when the family experienced the most trans forming structural changes in the history of America. First, the occurrence of the World War II served to uplift the status of women in the American society, such that they gained respect and recognition as an important part of the societal structure (Lamana and Riedmann 13). During the World War II, most able men were recruited and deployed to the military to take part in active combat military roles, as well as other non-combative roles that were still essential for achieving victory by America and its allies. Consequently, women were left to bear all the family responsibilities, which entailed looking after the family and feeding them, and thus â€Å"†¦World War II was a signal event in the history of American consumer culture† (Witkowski 9), considering that many women had not taken active jobs before then. Women were forced to take active roles in seeking and performing jobs, mostly in the industries that were involved in manufacturing the artillery and the ammuniti ons required in the war (Harper 12). Since women had been called upon to join the working force to avert the looming labor force shortages in the manufacturing industries after men were required to join the army, they were required to hand over the same jobs to men after the end of the war, but most women resisted, since there had already arisen the need for working (Bryant 21). It is at this point that women in America were recognized in terms of their contribution economically, through working and supporting their families. This trend is still alive to present day, where many women have taken up active employment roles, instead of staying at home to perform the household chores. The contribution of the American woman to the economy is still high currently; virtually matching that of men. The other aspect through which women gained recognition and respect during the World War II, is through their active engagement in the military roles that were reserved for men in the previous dec ades (Herwing 107). During the World War II, more than a hundred thousand women served in the American Military, forming what according to Bryant came to be †Ã¢â‚¬ ¦the Women Army Corps† (7). While previously women were engaged in exclusively non-combative roles in the military, the scenario changed during the World War II, and they became involved in further active war duties such as flying aircrafts. Throughout the World War II period, over 16

Bancassurance Financial Project Essay Example for Free

Bancassurance Financial Project Essay ABSTRACT The business world and specifically financial industry has become challenging and of uncertain business environment in terms of new technology, political dynamics, government policies and advanced human resources. This therefore calls for dynamic leadership that needs to be creative and innovative in creating their competitive strategies. To mitigate these challenges, some firms’ managements have designed management strategies to sustain growth, acquire new businesses or merely mitigate risk facing the business. This proposal considers strategic alliances in financial industry commonly referred to as bancassurance as a business strategy adopted by commercial banks, SACCOs and insurance companies as one of the pursuit of their diverse organizational objectives and challenges. The purpose of this research was to establish if financial organizations such as banks, SACCOs, and insurance companies can mitigate some of management problems such as high loan default leading to high credit risks, switching of customers due to dissatisfaction, declining profits, resistance to buy new insurance products hence minimum market growth among others. To achieve the mentioned objectives, the study used structured questionnaires and personal interviews on a randomly sampled target of 48 participants from banks, SACCOs, and insurance staff within Nyeri County to investigate the effect of this strategy on performance in the current turbulent financial markets. The data was collected and analyzed using content analysis, descriptive measures and correlation analysis. The study found out that, Bancassurance model was a good source of revenues, customer acquisition, and retention and as one of the factors that investors consider before taking the risk of investing in commercial industry. The study also revealed that Bancassurance has very minimal influence on determining the success and speed of compensating business losses, death of insured applicants among others regardless of the existence of the strategic alliances. The study will be of significance to law makers, policy makers, business entrepreneurs, scholars among others.

Performance Management At General Motors (GM)

Performance Management At General Motors (GM) The following assignment explores General Motors Europe in four dimensions as set out by learning outcome spertaining to performance management module. The four learning outcomes (LO) would measure, LO1: Setting GME performance targets to meet strategic objectives. LO2: Agreement on team performance targets and subsequent contribution to meet those objectives. LO3: Monitoring and control process for the goals. LO4: Politics of personal interaction of Sir Leahy. A discussion on his leadership, persuasion and influencing skills. In order to achieve these learning objectives, the author has drawn upon from his practical work experience together with the primary and secondary research through various resources. This article would primarily be divided into two segments within the domain of learning objectives as defined above. The division would be between Performance Management and Performance Measurement. Performance is defined as potential for future successful implementation of actions in order to reach the objectives and targets. The article shows that performance is constructed by the management system and by managers from his own experience of working at GME and taking a more macro view of the organisation. Performance management explains performance measurement and gives it meaning. (Lebas, 1995) Setting performance target to meet strategic objectives General Motors, one of the worlds largest automakers. GME was founded in 1908 by William C. Durant. GM headquarters is in Detroit, GM employs 209,000 people in every major region of the world and does business in more than 120 countries. GM has been the global automotive sales leader since 1931.GM and its strategic business partners produce cars and trucks in 31 countries, and sell and service these vehicles through the following brands: Buick, Cadillac, Chevrolet, GMC, Daewoo, Holden, Isuzu, Jiefang, Opel, Vauxhall, and Wuling. GMs largest national market is China, followed by the United States, Brazil, the United Kingdom, Germany, Canada, and Russia. General Motors Europe acquired operations from General Motors Corporation on July 10, 2009, and references to prior periods in this and other press materials refer to operations of the old General Motors Corporation. GME is running business with revenue of $135.6 billion (GME, 2010a). GME is using different performance management tools . In this assignment score card methodology is discussed that GME is using. Balance Score Card can be used as a short and long term fortheir financial and non financial performance measurement. There are four parts of balance score card; financial perspective, internal business perspective, customers perspective,learning and growth perspective. Balance Score Card is like your cars dash boardwhere there is indicator on as you drive, you can look at the dashboard to obtain real-time information such as how fuel, speed and the distance youve traveled or even anyfaulty system etc.Its known to help companies and implement the changes required to meet their business goals (Pangakar Kirkwood, 2007). The balance score cardenables the companies to develop a more comprehensive view of their operations andto better match all operating and investment activities to long- and short-term strategic objectives (Punniyamoorthy Murali, 2008). Link of each perspective in the Balance Score Card (BCS) High performance work system (HPWS) is also another method to explain the situation in General Motors. Independent work teams, open systems and performance-based pay are known collectively as high-performance work systems (Rouse, 2000). HPWS have also come to be known as high involvement work systems, flexible work systems and high commitment work systems (Aghazadeh Seyedian, 2004) In other words, they are simply work practice that can be deliberately introduced in order to improved organizational performance. The main focus of HPWS is rearranging work so that the employees participate in decisions that affect the everyday operations of an organization. There are three potential factors that can affect high performance work system in General Motors; retrenchment of workers, technology used and layout design. A worker is the key success to any organization. Retrenchment will cause General Motors to lose talented workers subsequently lose competitive edge. To survive in the changing environment, a company must rely on their workers creativity, ingenuity problem solving ability and strong team work. Workers are able to make their own decision on the best way to accomplish their work. The knowledge and skill shared will create a high performance work system. For example, an engineer in General Motors is developing a fuel efficient engine. Engineer A may need assistants from Engineer B, however when GM decided to retrench workers, Engineer A will face difficulty in developing the engine. Performance of employee can be boost through team works. A study by Thompson, Baughan and Motwani indicates that company such as General Motors, Proctor Gamble, Xerox Corporation had huge increase productivity as high as 250 percent and double their profit (1998). The use of technology is another feature in High Performance Work System. All managers in every department of General Motors are able to identify the technology they use in their organization. The application of Human Resource Information System that can store information on workers that can assist managers in deciding which employee is performing and which is not. The use of technology without human operating it is also meaningless. Managers in General Motor can identify whether the qualified workers are able to operate the tools or not. 1.1 The link between team performance and strategic objectives As it is clear from the figure that all the perspectives link eachother. So all the four parts directly effect the strategic objectives of the company. This principle is used at strategic level. 1.1.1 Organisations Strategic Objectives Goals of GME Lead in advanced technologies and quality in creating the worlds best vehicles Give employees more responsibility and authority and then hold them accountable Create positive, lasting relations with customers, dealers, communities, union partners and suppliers to drive our operating success Strategic Objectives of Organisations Financial Growth: Increase the revenues, gross profit and sales. Financial Efficiency: To improve overall productivity. Current Customer: To expand sales to existing customers, To increase customer retention, To increase customer loyalty, To create and use a customer database. New Customer: Introduce existing products into a new market, Anticipate future customer needs through customer feedback. Customer Service: Improve our service approach for new and existing customers. Product/Service/Program Managment: To have all product meet standard of  excellence guideline. Operations Managment: To continually improve internal process to realize  efficiencies, Capitalize on physical facilities (location, capacity, etc.) Improve organizational structure.Redirect or restructure  available resources. Technology Managment: Increase efficiencies through use of wireless or virtual  technology. Communication Management: Improve internal communications. Customer Management: Acquire enhanced CRM data mining capabilities. Marketing Management: To continuously broaden our customer database by  getting new information on customer characteristics  and needs. Develop and implement a promotional plan to drive  increased business. Channel Management: To aggressively strengthen our upstream channels. Improve the distributor and supplier relationships. People: To hire, develop and maintain the right people, in the right place Employ professionals who create success for customers. Training:Develop broad set of skills useful for customer support. To develop the leadership abilities and potential of our team. Strategic Objectives of GME Integrity: We will stand for honesty and trust in everything we do. We will say what we believe and do what we say. Continuous Improvement: We will set ambitious goals, stretch to meet them, and then raise the bar again and again. We believe that everything can be done better, faster and more effectively in a learning environment. Customer Enthusiasm: We will dedicate ourselves to products and services that create enthusiastic customers. No one will be second-guessed for doing the right things for the customer. Teamwork: We will win by thinking and acting together as one General Motors team, focused on global leadership. Our strengths are our highly skilled people and our diversity. Innovation: We will challenge conventional thinking, explore new technology and implement new ideas, regardless of their source, faster than the competition. Individual Respect and Responsibility: We will be respectful of the individuals we work with, and we will take personal responsibility for our actions and the results of our work. Sourse: gm.com 1.1.2 Workforce requirements that are capable of achieving the  organisations objectives General Motors Europe is using the hierarchical approach. In this method each and every employee is controlled by the respective supervisor. And each supervisor gives the performance report of the employee to the top management. In GME every employee is loyal. The company place the right employee to the right job to achieve the objectives of the organisation. There are 209,000 employs of the company. Each and every employee get the proper training for its job which helps the organisation to achieve the objectives with the help of compitent employs. 1.2 Tools and Techniques available to set team performance targets The following important purposes are derived from different resourses including General Motors website,articles,General Motors final reports. The operational performances of GME are reported and viewed on the quarterly at board level and than the summary report is send to the top management. The performance of employs are checked with the help of score card. I gives the daily performance measurement which could be also used for the long term strategic purposes. Daily , weekly and monthly targets are reviewed regularly. An important consideration is to make sure the objectives remain appropriate and robust measures of performance in the company. GME core purpose is to create value for customers to earn their lifetime loyalty. GME,s success depends on customers. The customers who shop with them and the people who work for them. If customers like what the company offer, they are more likely to come back and shop with them again. If the GME team find what the company does rewarding, they are more likely to go that extramile to help their customers. 1.2.1 Processes that deliver outcomes based on organisational goals and aims GME use balanced score card methodology throughout its organisational operations. Every department change the balance score card according to their needs. These performances are measured during team meetings at lower level and is discussed at strategic level. 1.2.2 Appropriate methods for evaluating performance Each and every employee has Personal Development Planning folder. This folder contains all the performance appraisals, the training already given and the future training needs and some departmental performance data. Again the score card helps the company to identify the improvement . 1.2.3 Review capacity and capability of current work force Using the current work force GME has become the largest company and employer in Europe private sector.GME is still expanding by leaps and bounds and earning higher profit than before.The market has enough labour to cater for the recruitment at Europe level. However, for international operations,the recruitment is carried out at local countries. With the current workforce of 209,000 people, the company is more than capable to sustain itself against any future expansion plans. 1.2.4 Plans to meet long term, medium and short term requirements Increase General Motors U.S. market share to 33% Improve customer satisfaction as evidence by points of market share, not fractions GMs Future Hydrogen Power Plans (Mike Floyd, 2010) GM Cuts Unnecessary Spending GM Sales Soar 11.4 Percent In March On Market Shift First Posted: 04/ 1/11 Medical plan and insurance for the employs All of these plans meet the objectives criteria and are in alignment with the growth. 1.2.5 communicate workforce plan GME communicates above mentioned plans through its staff briefings, pamphlets, staff benefits periodical, staffs own website, intranet, films and advertising. The use of flexi hours is very popular in organisation at GME due to the nature of people doing part timer jobs at operational end therefore each department maintains a rota and extra hours available folder through which employees can communicate and leave message for each other along with using staff message boards. The formal training program in GME consists of five components, of which the first three are available through GM University, which is one of the largest corporate educational programs in the world. General Motor has established a learning organization and culture for its employees across the entire enterprise.GM University is designed to align the companys training investment with its business needs, and disseminate best practices and core value. Foundation skill training (i.e. computer software, GM history and business orientation) Functional specific skills and techniques Leadership and professional development On-the-job training in each department In addition, GM supports advanced education and certification through tuition assistance, Cardean e-MBA program, and technical education programs. Tuition Assistance Program: This program regular active salaried employees are eligible for tuition assistance upon date of hire. Graduate Education: Variety of graduate programs are available throughout GM. Checked with the operating unit of interest to you for individual opportunities. On-Site Classwork: Number of educational courses are offered in conjunction with educational institutions throughout the United States. New Hire Mentoring: The GM New Hire (GMNH) is the unique support system for new GM team members. Simply put the GM new hires are paired with our experienced GM team members with the primary objective of professionally transitioning and developing new hires into the GM culture. Providing and enabling to experience professional growth, corporate culture, new ideas and perspectives, while driving for business results. Mentoring is critical as move into the future. The new hires of today, will be our leaders for tomorrow. 1.2.6 Improvements made are in line with the organisations vision and objectives Total worldwide vehicle sales $8.4 million in the year Offering a lease product in certain geographic areas In the year ended December 31, 2010 company worldwide market share was 11.4%. Total of 20,215 distribution outlets throughout the world. Currently offer 19 FlexFuel vehicles for the 2011 model year. Increase the volume of vehicles produced from common global architectures to more than 50% of company total volumes in 2015. Diesel vehicles have become important in the European marketplace, where company encompass 50% of the market share. 1.2.7 Improvements to reduce gap between what customers and  stakeholders want The success of the GME means that the stakeholders at all levels are very happy with the performanceof company. GMEs share is considered to be the most reliable on the market.The gap between customer and stakeholders is substantially reduced by keeping the community and different stakeholders at the heart of scorecard where the progress is checked on recurrent basis. Agreeing Team Performance Targets To Meet  Strategic Objectives This sections aims to look into the team performance targets which match with theultimate strategic gains. 2.1 Required Performance Targets Within Teams Against Current Performance It is the duty of the company to engage with the community and find out about their local shopping preferences. Teams are urged to be polite, helpful and cordial . every company have targets. These targets are compared with the year on year,season on seaon and like for like weekly targets. All the section managers and staff have the access to the relevant information and these targets are reiterated through an internal communication channel. Every single staff working at company has targets. 2.1.1 The type of skills, knowledge, understanding and experience required to undertake current and planned  organisational activities At operational level, there is not much need for high skills required but along with the increment in the hierarchy of the management, the relevant skills are also increased. For example, sectional managers have to be versed in time keeping and management, store managers are more project oriented and have to be more financially aware. GME identify the training needs of its staff. As the company is becoming more technologically oriented, company is investing a lot in the training of systems such as self help check outs monitoring and online reporting. Company employees can manage their own profile these days online and have their personnel related matters sorted through this channel. All this need to be communicated and people are trained through GME Academy. 2.1.2 Systems for collecting and assessing information on the overall performance of theorganisation to identify opportunities for improvement GME relies heavily on digital ways of collecting and assessing information. Although, it does engage with community through local leaflets and local surveys but on strategic level it engages through CSR (corporate social responsibility) initiative. It has found out that it needs to invest ingreener and more fair trade products. Every transaction at GME front end is stored for 5 years,this huge amount of data helps to analyse and compare sales data on the overall performance. 2.2 Encourage individual commitment to team performance in achieving organisational objectives. Staff members are encouraged through motivational techniques such as staff value awards competition, employee of the month and encouragement for every staff to become team members. Such techniques help raise the staff morale ultimate resulting in getting individuals commitment. 2.3 Context of delegation, mentoring and coaching to achieve organisational objectives The concept of mentoring is used at graduate training schemes where graduate recruits get their mentor for a year or so period. Operational staff tend to get more coaching and any limitations in their skills are catered for locally in the staff training room. At grass root level there is not much of delegation involved, more or less the operational teams do the jobs that they are asked to do with avery little chance of job rotation. 3 Monitor activities to improve team performance A strategy implementation to improve team performance process has to be a top to bottom approach. Communication lies at the heart of strategy implementation. If the top management doesnt have the required motivation coupled with strong communication channels then it would behard to monitor any strategic systems and processes. (Mabey 2002). Therefore, GME has adopted various channels for the smooth flow of information and introduced various checks and balances so that the balance score card is measured according to the objectives set. This whole process encompasses the involvement of supervisors, team leaders and other managers during staff appraisals which are conducted twice a year. Employees are encouraged to take part in company development programme which is labelled as personal development planning(PDP). Every employee develops his own objectives. The progress is monitored through PDP folder and staff appraisals. Identification of the work objectives, key dates and support materials are provided by the management and also at their daily and weekly staff meetings so that staff can measure their contribution. The balanced score card is considered to be used for organisational fitness for the purpose and is classified as the in-out approach to controlling strategic performance. Balanced score card helps to strengthen the core competencies of an organisation and enables workforce to sustain the competitive advantage in the market. (Prahalad and Hamel, 1990; Teeceet al., 1997). 3.1 Monitoring team performance Following a resource based review of the adopted balance score card methodology at GME. It encapsulatesthe daily, monthly, quarterly and annual strategic control and the steps through which it iscontrolled and monitored. Balanced score card focuses on alignment and integration of the human activity factor with the operations. It conditions how people work instead of directly trying to influence people (employees and community) what they should achieve. The balanced score card helps to review the objectives and progress through all structures of management and at all levels. GMEs recurring operational issues are discussed at weekly or monthly basis whereas, the strategic issues come up more often at managers meetings on quarterly basis. This is in alignment with the classical view of the balance score card evolution. 3.2 Evaluation of team performance against agreed objectives Team performances are evaluated through 360 feedback, team briefings and by adopting Demings PDC approach. The areas of improvement are defined and are communicated at once throughTeam Exercise. 4 Contribution of influence and persuasion to team dynamics Since the evolution of different management theories, the modern business world uses a mix of all these. Employee motivation through monetary means is still a bigger factor behind better labour output. The contribution of these motivational techniques to influence the team dynamics is measured in this section. 4.1 Methodologies to gain commitment to action GME management uses a combination of Taylorism and Maslow theory of need such that it enriches the job satisfaction by really involving its staff into decision making allowing them to become a part of the organisation and by giving them monetary incentives through bonus and other performance related pay increments. This is a proven methodology to gain GME Staffs commitment in achieving the targets. GME employs over 209,000 and all of them take part in Staff Question Time Sessions which enables the company management to obtain a valuable feedback about the work conditions (Email GME, 2011). This is a 360 degree exercise such that it not only gives feedback to employees but also enables staff to share their experience and opinions to help serve customers better. Staff Training and development is another successful tool that company use to engage with its staff and to enrich their experience of working with them. A good programme such as HPWS (High Performance Work System) is highly eff ective in experienced staff retention. Staff retention and loyalty is a trademark of every successful organisation. 4.2 Impact of individual dynamic on securing commitment to action The impact of the chief executive on securing its staff s commitment to action is distilled at all levels of GMEs organizational structure. For any strategic action has to be channelled through effective top level management. GMEs current boss has earned industry as well as its employees respect by achieving various awards and taking GME,s success to an unprecedented level. Conclusion The above assignment has tried to explore GME within four learning outcomes as specified aboveand has found that due to visionary leadership and innovative performance management measures. The four learning outcomes inspected setting of performance targets through the purpose and balance score card methodology adopted by the company. GME further uses various controlling and monitoring mechanism together with its High Performance Work System to help implement its objectives. Different motivational techniques are used to build up the morale and generate higher labour output by the team members.These teams include enrichment of employees experience through training and development,sharing of success through shares and profits incentives. And eventually, the all important strategic leadership has been discussed. It is argued that without the visionary leadership of management GME would not enjoy the benefits that it is enjoying today. Despite being the leading supermarket, GME continues to expand into more diversified portfolio and the author of this article, having worked in one of the stores, feels confident that the trend would continue in the foreseeable future.

Perceptions of health, disability, illness and behaviour

Perceptions of health, disability, illness and behaviour PERCEPTIONS OF HEALTH, DISABILITY, ILLNESS AND BEHAVIOUR How health and social care users relate to the concepts of impairment and challenging behaviours Users of health and social care are usually in need of social care depending on the nature and intensity of their illness. Disabled individuals like Mr. Holland Park are why the importance of the underlying relationships between health, disability and illnesses must be understood and further develop strategies that will ensure better quality of life for him and other users alike. Severe medical conditions can result in limited access to proper healthcare; even as many in the general public have the misconception about how healthcare is received by individuals with disabilities. Recent laws and policies by the government like the Disability Discrimination Act, which covers all community health care services and hospitals compels service providers to make specific adjustments to healthcare practices, and also to ascertain the practicality of these adjustments is directed towards users with specific needs as is the case with Mr. Holland Park. Impact of past and present policies and legislations on available healthcare services Mr. Holland Park is currently a member of a family that cares for him for very much hence it is typical for other members of his family to worry about his wellbeing in any care home he lives in. In the past, legislations and social policies are developed in general terms that encompasses every health and social sector with policies affecting the general public and everyone residing within the United Kingdom. However, changes that been made over the years to suit specific aspects of the community, and precise laws are developed and others redefined to guarantee that every individual regardless of their medical condition, race, social class, religion or ethnicity receives the best care available. Mr. Holland Park is over a certain age and may be worried about being subjected to any kind of abuse or neglect due to his health. This is because the society may sometimes be unwelcoming to behaviours exhibited by individuals with certain illness, as some exhibit behaviours that may view as strange and unusual. This is why the legislations are defined in such a way that people, especially workers of care homes must abandon the general negative perceptions about disabled users, and commit only to the provision of suitable and adequate health care services to such individuals. The family of Mr. Holland Park will have nothing to worry about as every kind of misconception about any kind of illness will be overlooked and the best care made available for him in this care home or whichever one as the policies are well monitored and regular unannounced checks are done to certify adherence to these legislations. The promotion and protection of disability rights has been improved majorly in the United Kingdom, making the United Kingdom a pioneer in liaison of the United Nations Convention on the Rights of Persons with Disabilities (UNCRPD). Policies and Legislation in recent years Under the Disability Discrimination Act 1995 (DDA 1995), it is a violation of law to discriminate against disabled people in areas of including provision of services, employment, goods or facilities. Hence making it an obligation for service providers to ensure sensible modifications are made to engage disabled individuals in using their services. Consequent modifications were made via derivative legislations like Disability Discrimination Act 1995 (Amendment) Regulations 2003 through principal legislation like the Disability Discrimination Act 2005 and Special Educational Needs and Disability Act 2001. These acts made provision for a Disability Equality Duty making it a responsibility for public authorities to take passive roles in the promotion of fairness in treatment of disabled people. The Human Rights Act 1998 calls for the need for every public authority to operate in a way which is attuned with the rights put in place in the European Convention on Human Rights. Should public authorities fall short, affected individuals and their families are permitted to seek a judicial remedy. Public authorities include central social and health care homes, National Health Service (NHS) and their trusts, Government, and most providers of public services. In recent times, there is a more direct approach to the UK anti-discrimination legislation via the Equality Act 2010 which annulled and replaced the DDA in Great Britain alone. This Act not only encompasses the protection of disabled individuals from any kind of segregation, but also applied modifications to certain responsibilities of the public authorities regarding the participation of disabled individuals in policy decisions. The Equality 2025 was created in 2006 as a government has a themed goal ‘Improving the Life Chances of Disabled People’ with a year 2025 target for disabled individual living in Britain to the treated as equal members of the society and have full access to develop their quality of life. It is particularly designed to assist disabled people attain independent living by moving gradually towards individual budgets that will bring together various services they will be entitled to and giving them various choices over diverse support from either direct provision of services and/or money. HOW HEALTH AND SOCIAL CARE SERVICES SUPPORT INDIVIDUALS WITH SPECIFIC NEEDS Available care needs for Mr. Holland Park Mr. Holland Park being an elderly man in the early stages of dementia and additional visual and hearing disabilities means he will be needing special attention as his behaviours might sometimes be queer, and at other serious times sporadic and violent. The care home will be focused on providing assistance that will uphold his independence and therefore enable his stability whilst receiving dependable services that will suit his individual needs. Provision of audio-visual equipment will assist Mr. Holland Park to make the best of his little sight. This will be after a proper assessment has been carried out by professionals to determine the seriousness of his blindness. As he is also hearing impaired, it will be best to make sure that he moves around the care home safely by having rotational care staff check on his whereabouts on a regular basis and a log kept to this effect. Also, he will need to participate in regular activities to keep him in good spirit. Being partially deaf-blind can be challenging for Mr. Holland Park as he may sometimes feel less capable, it is the duty of our care home to ensure that he feels less challenged by engaging him in peer group activities that involves other service users. This way, he feels more active and energetic and he can take his mind off any heavy thought of being a burden to others. The most important factor to providing the best care services to Mr. Holland Park is that the care staffs will never regard his challenging behaviours as a form of challenge, but will work towards providing him with a comfortable lifestyle by ensuring his hygiene is well taken care of. Also, his laundry will be done for him and meals and drinks will be prepared as he wants it on a timely basis and he will have a variety of menu of choose from. Should he be entitled to any benefits, we will make it our duty to assist him in claiming these benefits for him and the family and provide any necessary references or letters to state that he is under our care. Available local services to support Mr. Holland Park and his family Disabled individuals like Mr. Holland Park with dementia care are eligible for Special Rehabilitation Services that are provided by Disability Service Teams via direct referrals from health care providers. He and his family will benefit from this service as it will help to develop his independence and quality of life. A register for blind and partially blind are kept by the local authority, for provision of further assistance with the Eye Care Trust, and Mr. Holland Park is entitled to receive subsidised and mostly free consultation and treatment, and extra support should he choose to register. The Alzheimer’s Society is an organisation that assists individuals with dementia (as is the case with Mr. Holland Park) and is supported by the National Health Service (NHS) and Community Care 1990, to assess his needs and provide certain services as required. His family will benefit from subsequent aids and care that will not affect their budget heavily. Powers of Attorney It is possible sometime in the future when Mr. Holland Park’s symptoms become very serious and he is unable to decide on his finances or medical treatment. It is best to make arrangements for this by drawing up different Lasting Powers of Attorney- the first to take care of financial decisions and the other to handle health and welfare decisions. Mr. Holland Park will need to appoint a trusted member of the family to act on his behalf should his disability get to this extent. You can find out more information about this, you can call AGE UK or Carers Direct. APPROACHES AND INTERVENTION STRATEGIES FOR INDIVIDUALS WITH SPECIFIC NEEDS Intervention strategies for Mr. Holland Park who is the early stages of dementia focuses primarily on tackling the cognitive symptoms that can lead to erratic behaviours. The effectiveness of these interventions will help to enhance his individual functioning and reduce stress, depression or agitation which is common in individuals experiencing disability. The best therapy applied to Mr. Holland Park and other service users alike was to promote his independence and this boosted his confidence and willingness not just to survive but to live an active daily life and make the best of his body. The promotion of independence will delay or change the later stages of dementia which is usually much harder to manage. Independence in Mr. Holland Park was encouraged by engaging him in reasonable activities up to any level he can tolerate. Also, a balance of maintained for him across personal care and productive leisure, while monitoring his tolerance level. Potential impact of emerging developments on service users with specific needs It is critical to access the needs and strengths of service users with specific needs to determine the effectiveness of interventions implemented. The best strategies are accessed through initial stages and the environment was considered to determine the continuity and they include: Effective communication: Communication strategies applied involved using non-verbal cues and language and sentence structure to integrate high level of individual comprehension and enhanced sensory abilities. Effective communication is essential to the provision of high value health and social care. Without it there cannot be a significant coordination amongst service users and carers. Poor communication is frequently a considerable causative reason for complaint against Health and Social Care organisations and is the basis of numerous depressing user experiences. Involvement of individuals with challenging behaviours and their carers in the planning, delivery and monitoring of services ascertains that the care and support received meets their desires and objectives. Activities of Daily Living (ADL) Skills Training: ADL involved accessing users’ abilities, impairments and task performance to understand the psychological factors inhibiting their capabilities. Skills training are carefully assessed during activities that focus on empowering users to independently carry out ADL tasks. During the programmes, users are required to complete individual tasks with minimal assistance. Minimal assistance provided include: visual gestures, facial expressions, physical direction and partial physical assistance. The potential impact of the development of these strategies is the provision of vital support to effective improvement in health of service users, especially disabled users. There is improved strength through empowerment of independence and mobility and increased endurance levels. Also the physical performance of the users is improved significantly. Another essential benefit of these support systems is the maintenance of functional capabilities of users with physical or communication impairments. STRATEGIES FOR COPING WITH CHALLENGING BEHAVIOURS Concepts of challenging behaviours The relationship that exists between challenging behaviours is mostly viewed as a disorder of some form. There is no such thing as an analytical meaning for challenging behaviour but it can be categorized in various forms including psychological disorder, learning disability, mental illness and many others. A functional disorder of some form generalises the concept of challenging behaviours but will never fully define it. Challenging behaviour is an expressive concept, which is mainly socially created, and its definition is dependent on changes in social norms and provision of service cross geological areas. The expression itself carries no analytical meaning, and no presumption about the aetiology of the behaviour is made. Challenging behaviour may not relate to psychiatric disorder, but can also be a major or resultant symptom of it. Challenging behaviour is a moderately objective phrase that has apparent phenomenon. However, this is not the case with most mental illnesses, many of which depends on self-report by the individual for proper analysis. The need of an established expression in individuals with challenging behaviours has caused problems concerning suitable expressions. Different terms like: ‘mental disorder’, ‘mental illness’, ‘emotional distress’ have been utilised inter-changeably e.g. ‘mental illness’. Potential impact of challenging behaviours on health and social care organisations Managing the potential impact of challenging behaviours does not lie on one organisation, but rather a collective responsibility of every member of the health and social care system. That is how much impact the challenging behaviours of individuals have affected the health and social sector. This is because different people exhibit various disorders at diverse stages and severity ; hence the effective reason why organisations must work much harder to ensure that every individual is well taken care of regardless of his or her disability. Organisations have been made to build larger and more effective workforce and research on increased skills and improved knowledge have been carried out. Cost impact The continuing occurrence of challenging behaviours in various individuals has had its impact on cost as the weekly care ranges from over  £200 to as much as  £1600 depending on the severity. In other words, the care services offer to individuals is relative to the features of the care settings and the cost implication. It will always cost more to take care of people with severe challenging behaviours and the greater levels implying that organisations will need to increase their budget on regular basis to adapt to new fiscal year. Eventually, these cost implications will mean that larger facilities must be built and the weekly expenses are likely to increase over the years. Strategies for working with challenging behaviours Managing challenging behaviours involves intervention strategies that must recognise and take note of individual’s past and present experiences and must also maintain a standard environment. One of the things that must be noted is that it is inappropriate to label any service user with the term ‘challenging behaviours’ as this is very derogatory and changed the perspective they are related with. Also, the mindset with which they feel about how they fit into the environment is changed should they get used to this label. Intervention strategies Depending on how serious the behavioural problem is, intervention strategies are in different categories: Biological intervention: This deals with analysis of the causes of the particular behaviour. This will mostly require professional assistance in order to source and prescribe proper medication and treatment. Social intervention: This elemental intervention involves encouraging communities to involve disabled people in social activities so as to make them feel welcomed within the society. Counselling: This is usually an intervention suitable for individuals with moderate disability. The counselling will involve different behavioural methods like anger-management and relaxation therapy, for possible effect. There is no clear indication as to whether direct or indirect counselling methods will work with individuals that show high level of challenging behaviours like aggression. Psychotherapy: For over 50 years, psychotherapy has been in practice as a form of management and treatment for people experiencing challenging behaviours. The effectiveness may sometimes vary depending on the level of aggression displayed by the person. There is a surprisingly long history of psychotherapy with Cognitive therapies: This kind of therapy is suitable for people whose behaviours are based on personal experiences. The therapist works on improving the behaviour of the individual by changing his/her insight and perception of life. SELF EVALUATION

Human Resource Challenges of the 21st Century Essay examples -- Huma

The traditional administrative role of human resource practices are a thing of the past and new roles for HRM are emerging at an alarming rate in the 21st century. HR is increasing its support for business goals and objectives while at the same time becoming strategic business partners. Challenges for the 21st century include, changing roles, shifting demographics, and globalization. In order for HR to stay current they must adapt and make necessary changes in retraining, alternative work schedules and technological advancements. Then, these successes have to be analyzed and evaluated for effectiveness. HUMAN RESOURCE CHALLENGES With the 21st century in motion human resource management will face some of the old struggles and HR will be forced to face many new challenges. The main objective of HR is to recruit, retain, train, retrain and keep workers satisfied. Indeed, these responsibilities can be challenging in the 21st century, especially with changing roles, a multi-generational workforce, and globalization. Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century. Multi-generational workforce. Another major challenge human resources department’s face in the 21s... ... but will continue to transform. Just as HR has changed from 10years ago the same will be true 10 years from now. Works Cited Effron, Marc, Robert Grandossy, and Marshall Goldsmith (eds). "Chapter 3 - The 21st Century Workforce". Human Resources in the 21st Century. John Wiley & Sons, Â © 2003. Books24x7. Web. Apr. 6, 2012. Greengard, Samuel. "Technology Finally Advances HR." Workforce 79.1 (2000): 38. Academic Search Elite. Web. 6 Apr. 2012. Gueutal, Hal G., and Dianna L. Stone (eds). "Chapter 9 - The Next Decade of HR—Trends, Technologies, and Recommendations". The Brave New World of eHR: Human Resources in the Digital Age. Jossey-Bass, Â © 2005. Books24x7. Web. Apr. 6, 2012. Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.

Monopolistic Competition in the Retail Industry Essay -- Microeconomic

Monopolistic Competition in the Retail Industry Defining the Market The retail industry is comprised of thousands of different brands and companies. However each is defined by its quality of make and materials used. Abercrombie & Fitch, Timberland, and Guess are all well-known and respected brand names. However if prices were to exceed what people are willing to pay, then the consumers would alter their preferences and buy from another brand. Therefore we are dealing with a monopolistic competition. Monopolistic competition is often defined as: a common form of industry structure characterized by a large number of firms, none of which can influence market price by virtue of size alone; some degree of market power is achieved by firms producing differentiated products. New firms can enter and established firms can exit with ease ) I. ?common form of the industry structure characterized by a large number of firms none of which can influence market price by virtue of size alone ? New firms can enter and established firms can exit with ease.?   Ã‚  Ã‚  Ã‚  Ã‚  Every year hundreds of new designers emerge into the retail industry. No matter what one?s style of clothing, there are dozens of other brands to choose from should one company?s price go beyond the household?s expectation of price. Each company is on a careful balance of price and cannot exceed the other company?s prices beyond what the consumer sees as reasonable. Moreover, firms can enter and exit easily because there are no tariffs and resources are plentiful. This is the competitive side of monopolistic competition. II. some degree of market power is achieved by firms producing differentiated products   Ã‚  Ã‚  Ã‚  Ã‚  However the retail firm is also monopolistic because of the added aspect that each company does have some degree of market power through their differentiation of products. One way firms differentiate themselves is through the consumer and the way they fashion their products. The consumer determines the success/failure of a company. A major problem firms face is how to accommodate to the changing preferences of the consumer. Guess was at one point similar to Levi?s, a brand of jeans limited to the department store. However in 2002, Guess signed on Marciano, a prominent high-end European designer, and sales have boomed since. Now, Guess is a well-known, popular brand among teenagers and ... ...l be most receptive. Timberlands are successful in areas with cold, long winters like Ohio but would make minimal profit in area such as Florida. Bibiliography 1.  Ã‚  Ã‚  Ã‚  Ã‚  Case, Karl E. & Ray C. Fair. Principles of Microeconomics. New Jersey: Pearson Education, Inc., 2004. 2.  Ã‚  Ã‚  Ã‚  Ã‚  ?Guess-Marciano,? 2004. < http://www.marciano.com> 3.  Ã‚  Ã‚  Ã‚  Ã‚  ?Glossary of Economic Terms? Federal Reserve Bank of San Francisco. Understanding the Terms Symbol = a code comprised of letters used as a unique identification of the stock 52 week High = the highest price reached during the last 52 weeks 52 week Low = the lowest price reached during the last 52 weeks Dividend = taxable payment declared by a company?s board of directors & given to its shareholders out of the company?s current/retained earnings Dividend Yield = yield a company pays its shareholders in the form of dividends; calculated by the amount of dividends paid per share over the course of the year divided by the stock price P/E Ratio = (aka the price earnings ratio) most common measure of how pricey the stock is; equivalent to a stock?s market capitalization divided by its post tax earnings over a year?s period

Kim Challenger Essay

What do your chosen three stories of Sir Arthur Conan Doyle’s stories tell us about English society in the nineteenth century? The three short stories I have decided to study are, â€Å"The Speckled Band†, â€Å"Silver Blaze†, and â€Å"The Man with the Twisted Lip. † These were all written by Sir Arthur Conan Doyle and are of a detective genre. They were first published in a magazine in the Victorian times called â€Å"The Strand†. The stories are all of a similar length because they fitted into columns in the magazine and were all short stories. On Conan Doyle’s last story, â€Å"The Final Problem†, there was a public outcry because they loved Sherlock Holmes’s character so much and Conan Doyle killed him off. As a result of this outcry, Conan Doyle was forced to bring him back in â€Å"The Empty House†, in 1905. The Victorian period is the time when Queen Victoria ruled the British Empire from 1837 to 1901. It was a time of growth in the areas of wealth, technology, culture and literature. There was a class system and this was believed to have been dictated by God. There were three classes; upper class, middle class and working class. There was also an â€Å"underclass† who could not support themselves and lived in extreme poverty. The upper class consisted of the Queen, aristocrats, lords and ladies. The middle class consisted of businessmen and the working class consisted of servants. The Victorians were very religious; they went to church every Sunday and said prayers before meals. The vast majority of them were Anglican. Life for women and children was unbearably hard. As soon as a child could walk, it was expected to work; making matchboxes was one of the main jobs for children as it was easy. Women from all classes were expected to be married young and to raise a family of their own. Few marriages in the middle and upper classes were love matches, but were arranged by parents. Victorian London is where Sherlock is based but not necessarily where all the crimes took place. For example, â€Å"I (Watson) walked †¦ holding my breath to keep out the vile, stupefying fumes of the drug†. This took place in â€Å"The Man with the Twisted Lip. † This story was set in London.

Employee Management, Inventory and Purchasing System

Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we em ployed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner.In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager.Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management's effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; co mmunicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff.Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educat ional workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business.Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skillsHuman Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasi zes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues.Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders.They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk , business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEMThe current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail.As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be document ed.Once there is a need to purchase a new item, the purchasing department must be notified. The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenanceThe Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Descrip tion, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, D eprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: ItemCharacteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteris tics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Rem arks, PlanCost, Employee ID Inventory Table : 2NFDisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| |Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| D onationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNoLostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| |POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Det ails: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NFSupplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field N ame| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| |ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NFField Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| N o| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary KeyIndex_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable|PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDate| DATE| No| No| End Date| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNoIndex_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cas cade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No|ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_0 1 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on Brand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No|PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram