Advertisement from 1925 and 1927 Essay Example | Topics and Well Written Essays - 250 words

Advertisement from 1925 and 1927 - Essay Example Due to mass production, the concept of marketing of consumer goods began to grow. Therefore, large organizations started to market their products through advertisements. The examples of the advertisements from 1925 to 1927 are: advertisement for Berkey & Gay Furniture Company (1925) and advertisement for Eveready Flashlight and Battery (1927). Both the advertisements are written in the style of a story in which the product and its pros have been described. These advertisements show that customers were convinced about the utility of the product through a scenario which represents the use of the product. The customer would know about the products through the advertisements which would appear in the newspapers and wall posters. The advertisements are written in such a manner that the customers would read them along with the rest of the articles. The customers would care about the advertisements because they provide a realistic scenario and they would compel the customer to think about the product. Thus, it can be concluded that the trend of advertisements in 1920s was triggered by the rapid economic and social change. The examples of the advertisements provided above show that the advertisements were presented as short stories which attracted the attention of the customers due to their realistic

Effects the Media has on Child development Research Paper

Effects the Media has on Child development - Research Paper Example From the first appearance of television sets in living rooms in the 20th Century, there has been a concern on their impact on the viewers, particularly the children. Recent years has seen this concern extended to electronic media including computers. The fact that children spend seven hours per day on average in media such as televisions, computers and other electronic devices, as noted by the American Academy of Pediatrics, AAP indicates the important role that the media plays in shaping development in children. Kirkorian et al. (39) observe content as the most crucial determining factor in evaluating how media affects development in children. Therefore, depending on the content in the media under focus, the effect on child development could either be positive or negative. Media play an important role in language acquisition. As observed by Kirkorian (40), children who watched Sesame Street, a preschooler educational program, learnt vocabulary, identification of numbers and letters and concepts including shapes and colors. Television viewing has in particular been noted to impart language learning especially if the programs include on-screen characters talking to children. Children to whom English is not their first language could take advantage of this opportunity to learn the language as they watch English programs. Media has been credited with designing programs that aim at communicating social or academic skills which help children in learning the intended lessons. Programs dealing with diverse literacy in children including science, mathematics and social skills promote learning in children. Kirkorian et al. (46) observe that Blue Clues, a television program focused on cognitive and social problem-solving skills among preschoolers, caused children to be more systematic and successful in problem solutions. The Canadian Pediatric Society (303) also sites Sesame Street as an example of a television program that teaches children important social aspects such as cooperation, kindness, racial harmony and the alphabet. Such programs stimulate children to visit libraries, museums and bookstores among other active recreational places that impart positive learning. This could also be said of Internet websites that have curricula to prepare preschoolers for schooling. In fact, various software programs have been produced to this effect and the impact has been positive. Therefore, educational media improve on educational achievement of children. Critics argue against media as negatively impacting on the development of cognitive skills in children. This argument mainly revolves around attention development. According to Sigman (102), the frequent switch in content and scenes disrupt the ability of children to sustain attention. Additionally, early exposure to non-educational entertainment and violent media programs has been positively associated with attention problems. Kirkorian et al. (45) give an example of a study that compared the effect of a pro-social program, Mister Rogers’ Neighborhood and violent cartoon, Batman. The findings support the correlation between the content of media programs and attention skills in the children being studied. The children exposed to violent cartoons showed decreased self-regulation whereas those exposed to the pro-social program exhibited tolerance of delay, rule obedience and task persistence. It would be important to appreciate that the two programs not only

Critical Review for the Article Essay Example for Free

Critical Review for the Article Essay The electronic journal entitled: ‘The Long-Term Performance of Horizontal Acquisition’, by Laurence Capron of the Institut Europeen dAdministration des Affaires (INSEAD), published in 1999 by the Wiley and Sons publishing, has studied the creation of â€Å"horizontal mergers and acquisition†. In Capron’s paper, he dated his studies from mid-1980’s to early 1990’s financing strategies of firms in divesting and liquidating its assets which he referred as the â€Å"horizontal mergers and acquisition†. Capron has cited about 253 firms in Europe and America that patterns the financing strategies. According to Capron (1999), examination reveals divestment of assets and capital infusion (re-financing of liquidated assets) makes effective to â€Å"acquisition performance†, but could have potentially detrimental impact. As what Capron emphasized on the performance of acquisition based on â€Å"divestment and redeployment (re-acquisition) of resources†, his study examines the defects and compliments on effective means in â€Å"horizontal mergers and acquisition†. Key points and rationale As reviewed from the journal, the â€Å"horizontal acquisitions† may be exemplified as a means and strategy in establishing the resource-divestment scheme, in which by doing so, it â€Å"optimizes or exploits the values of cost-based and revenue-based synergies† (Capron 1999: p. 988). As explained, it may be perceived that the â€Å"synergy† patterns the continuing acquirement of business values, as a result of divestment wherein merging of the newly diversified firm or business values acquires more assets and capital budget. According to Capron (1999), the cost efficiency theory emphasizes on the significance of cost-based synergies that occur when assets have been divested resulting the integration of cost-saving measures. Thus, the firm performs effectively in enhancing its revenues that synergizes with the redistribution of the capital towards an enhanced capability. It may be analyzed from the findings of Capron that the 1980’s and 1990’s rapid growth of industries brought about by globalization have emerged more investments in the supply chain. One of which is the positioning of developed and high-end industries within raw material sources. Like, for example, diversification process has been developed in Asian countries wherein more investment in cheap raw materials and labor are available and can be acquired easily. The â€Å"horizontal acquisition† could be drawn from establishing partnership, subsidiary in operation, joint ventures and inter-dependency in export and import schemes. Hence, for example â€Å"Company A† has divested in establishing â€Å"Company B† to engage in tire manufacturing that source out the cheapest raw materials. In which case, a diversified industrial firm could venture out into â€Å"versatile† business values that optimize capital investments for a larger revenue generation translated into cost effectiveness that means substantial profitability. In Capron’s finding, the so-called â€Å"economy of scale† became the bases of diversification process that paved the way to a â€Å"large-scale† industrialization. The 20th century practice of the economy of scale has favored more industries to capture the â€Å"investment areas†, specifically in poor countries. The â€Å"dispensation of merging† through open-ended stockholding in small-medium-large enterprises units has put significant relevance in acquiring industrial partnership, wherein capital investment has a critical role in merging companies. As cited from Capron’s findings, the logical economic explanation is capturing revenue-based synergies which are commonly identified as allocating and complementing resources by providing â€Å"core competencies† or â€Å"mobilizing invisible assets† (Penrose 1959; in Capron 1999: p. 989). As cited, Capron also pointed out in his â€Å"theoretical model† of post-acquisition and target redeployment (Capron 1999: pp. 990-995). According to Capron, the theory describes the diversification process as focusing on (1) asset divestiture, (2) cost-saving, (3) resource redeployment, and (4) revenue-enhancing capabilities as an effective means of â€Å"acquisition performance† (Capron 1999: p. 992). The theoretical model refers to and explains the â€Å"basic economic behavior† as outlined in the acquisition performance. Capron further theorized that capabilities in a divested firm are being distributed as an organizational undertaking. Meaning, it can be explained that the system of corporate governance and human resources are distributed or being shared that composes the acquisition performance. However, key â€Å"organic elements† were emphasized to have been integrated in the divestment process, in which the re-deployment (or deployment) of the organizational â€Å"system or setting† are acquired. Conclusion Capron’s examination on the horizontal acquisition and projection of model in strategic post-acquisition and redeployment could be understood as a fundamental undertaking in diversification process. It may be true that most of merging firms in their acquired assets or business are mainly distributing their in-placed â€Å"organizational or corporate system†. However, the merging firms could likewise optimize or â€Å"streamline the existing organizational set-up, which is the common occurrence in most firms that undertaken a â€Å"buy-out†. It may be perceived that the revenue-generation could be largely acquired into options by streamlining the existing organizational set-up or re-organizing both human and capital resources. Capron’s findings have emphasized more on the performance capability on the theory of â€Å"horizontal acquisition† referring only to capital budget, as implied on the capital resources or fixed assets of the firms. The human resource aspect [as a critical unit] of the post-acquisition process may have not been well emphasized. What has been generally discussed in the study is the transformative business value in divestment schemes referring to capital investments and fixed asset liquidation. It could be reflected that the capital investment and fixed asset liquidation are the critical factors in the divestment schemes as the primary resource of merging stakeholder. It could be suggested that the â€Å"potentially detrimental impact† [as also pointed out by Capron] could be referred to the human resources or labor force in a diversified industry. The merging stakeholder in Capron’s findings were much given relevance on how they could effectively perform in targeting their post-acquisition and redeployment, in which the study itself envisions to complement the performance capabilities of the stakeholders. At this point, we may re-examine Capron’s â€Å"theoretical model† as giving more â€Å"weight† to the envisioning of transnational and multi-national enterprises in furtherance of globalization, in which the continuing divestment scheme competes in the large scale economy of labor market and capital build-up. We may then conclude that Capron’s findings could be re-examined with further studies relating to human resources re-deployment or deployment on its horizontal development complementing the diversification of industries, in which the parallelism envisions both human and capital divestment. Section B Morrison’s bid to Safeway The electronic magazine of the Financial Times on its December 8th 2003 issue at the www. ft. com web site has published the news article of Richard Milne entitled: ‘Countdown Starts for Morrisons Bid for Safeway’. According to the news article, the Morrison Supermarket bided 21 days from its competitors, such as Tesco, J. Sainsbury and Asda-WalMart, following the UK government’s offer to sell the Safeway supermarket. The UK Department of Trade and Industry disclosed that â€Å"Morrison was willing to sell its 53 stores if acquisition of Safeway is successful† (Richard Milne 2003; in Ft. com 2008). Morrison’s negotiation was favored by the UK Competition Commission that disqualified the three major competitors from the bidding and upheld Morrison to takeover Safeway with a share of 219-1/2 from the 279-1/2, in which Safeway acknowledged the buy out. In a follow up report in 2004, after a year of the buy out, the Safeway has gained 40% of sales growth. Financial analysts claimed that Safeway has â€Å"migrated customers† to Morrison supermarket, as it cited that â€Å"quality of sales has gone better because Morrison has stopped the Safeway policy of rolling deep discounts† (Martin Dickson 2004; in Ft. com 2008). Perception of the issue Morrison’s takeover of Safeway supermarket has gauged the situation of significant financial divestment venture. The business potentials of Safeway [being an established supermarket that solely competes with Tesco, J. Sainsbury and Asda-WalMart] were the â€Å"strong intent† of financial divestment of Morrison to even offer the sell of its 53 stores. The financial divestment of Morrison could be relating Capron’s findings on the â€Å"horizontal acquisition† of merging stakeholders by way of capital investments through diversified assets. In which case, the Safeway supermarket has found by Morrison as a â€Å"potential divestiture† that shall absorb the vulnerability from tough competitors. The merging of stakeholder through a buy-out or takeover of an established investment [like Safeway] may have validated Capron’s theory of â€Å"post-acquisition and redeployment†, in which Morrison has able to â€Å"contain† the migratory customers and could further develop the acquisition performance of divesting financial investments. The divestment process of Morrison’s takeover to Safeway has likewise described Capron’s finding on merging firms that engages in the economy of scale. One that Morrison has learned from the Safeway’s enterprise approach on rolling deep discounts, wherein it found to be defeating the â€Å"selling schemes†. Thus, managing the risks in â€Å"horizontal acquisition† has gained Morrison’s capability to undertake strategic competition that transformed the â€Å"old Morrison business† through the new outfit of Safeway supermarket. It may be then generally perceived that Capron’s theory on â€Å"horizontal acquisition† has transformative business value in enhancing the financial investment and liquidating a frozen asset [like Morrison’s 53 stores that are non-performing], of which a â€Å"unilateral† financial divestment scheme in managing risk investment, that is vulnerable to tightened competition, gains flexibility upon acquiring an established business venture. However, this assumption is perceptive of a challenge to the continuing financial divestment of core industries in the global market. List of References Capron, L. (1999) ‘The Long-Term Performance of Horizontal Acquisition’. Strategic Management Journal, pp. 987-1018, John Wiley Sons, Ltd. , CCC 0143– 2095/99/110987–32. Dickson, M. (2004). ‘Companies UK: Safeway Sale’. The Financial Times (2008). [online] available from http://search. ft. com/ftArticle? queryText=Morrison%E2%80%99s+takeover+of+Safe wayy=3aje=truex=16id=040521002246ct=0 [14 June 2008] Milne, R. (2003). ’ Countdown Starts for Morrisons Bid for Safeway’. The Financial Times (2008). [online] available from http://search. ft. com/ftArticle? queryText=Morrison%E2%80%99s+takeover+of+Safe wayy=3aje=truex=16id=031208004508ct=0 [14 June 2008]

The most important talent of a manager

The most important talent of a manager In 2008, a survey by Robery Half International found that 53 % of managers questioned considered leadership and motivational skills the most important talent a manager should have [1]. This figure truly shows the importance of leadership in the approach to management. According to Mary Parker Follett, management is the art of getting things done through people. In this report, I will first analyse this statement before demonstrating to what extend I agree with it. In fact, managing is truly living the experience of the human being through interpersonal relationships that include understanding the employees and developing their competences. In a second part, I will describe the skills needed for managers regarding to Folletts definition, emphasizing on the importance of leadership. Finally, I will list some of the limitations that can represent barriers to management. They include the informal organization, the change of the economy and the development of high technologies. Management is the art of getting things done through people. Once, Warren Bennis(1995) [2] wrote: Just about everything written today about leadership and organization comes from Mary Parker Folletts writings and lectures. According to her, management is the art of getting things doing through people. This definition has become one of the most continuously popular, being considered like the most significant way to describe the term, which finds itself a number of distinctive meanings. First, it is interesting to know why management can be defined as an art. From the encyclopedia of Management, it is the knowledge that there is no specific way to teach or understand management, and that it is skill borne of personality and ability [3]. It is saying that certain people might be more predisposed to be effective managers than are others, and that some people cannot be taught to be effective managers. Then, if I now focus on the second part of the statement, the function of the manager itself is the best manner to illustrate what getting things done through people means. Management is primarily about overseeing people: the manager sets goals for others to achieve, directing work rather than performing it. This is highlighted by the studies of what managers do. Rosemary Stewarts studies (1976) [4] have shown that most managers spend three-quarters or more of their time talking with and listening to other people. One reason for the large majority of their time in conversations is highlighted by Kotters studies (1982) which show that managers are dependent upon a network of useful contacts that include hundreds or thousands of people within and outside the company [5]. As a result of this, it is important to deeply consider the dependence of managers towards their subordinates and all the other people that work around them. Management is linked to human factor and cannot achieve any of its aims without human beings knowledge and skills which can be considered as the material of work. Moreover, Lawrence Appley (1956) [6] starts his book titled by Folletts definition: Working with, for, and through people is the way in which a manager accomplishes his job which emphasizes the main role of the manager. Providing human satisfactions from work output and relationships is a managers obligation. From his point of view, there is a vital spot in management which is the point of contact between the worker and the boss when the conditions of confidence and respect exist between the two. Overall, it is possible to make a distinction in the managers functions between deciding what to do and getting it done. Then the first task implies decision making and setting goals, and the second consists of motivation, communication, and the development of people. I truly believe that this second task is all about the art of getting things done through people because we all know that giving orders to subordinates who content themselves with applying them without the slightest protest is not real management. The manager has to handle the difficulty of working with human beings personalities, reactions and own choices, which is an art, a talent. My own personal experience of management during the French Open made me realized how hard it was to achieve the daily financial objectives, result of the efforts I had to make in motivating my sales teams to show their enthusiasm and to do some animations for the customers. The hardest times where rainy and cold daysà ¢Ã¢â€š ¬Ã‚ ¦ In fact, since the essential part of the managers job is getting things done through people, it is vital for him to understand peoples motivation. The problems of securing willing cooperation sets a challenge to management: a challenge to provide the conditions in which people will want to work and therefore, to cooperate. This reaches to an understanding with the fact that management attains its objectives by increasing knowledge, changing the habits, and influencing the attitudes of people towards a common goal, the goal of the organization. Effective management requires a different set of skills from leadership As we now know that managers are dependent upon achieving results through other people, it is possible to analyze what management skills they must develop in order to be effective. A skill is defined as being the ability either to perform some specific behavioral task or the ability to perform some specific cognitive process that is functionally related to some particular task [7]. First, if I refer to Katzs studies (1955) [8], we understand that managerial skills are developed by managers by providing them with a set of managerial knowledge bases and methods for accessing this information. Then, based on these assumptions, Katz proposed a three-category typology of skills: technical, human, and conceptual [9]. The technical skills are concerned with the understanding of specific activities that require the use of specialized tools, methods, processes, procedures, techniques, or knowledge. Human skills are defined as the ability to work cooperatively with others, to communicate effectively and to resolve conflicts. And finally, for Katz, the cognitive skills represent the ability to see the organization as a whole and to have a vision, a systemic viewpoint. So, like any other profession, that management requires the exercise of specific and various skills. But there are other studies showing that unlike any other profession, management expects its members to be proficient in the use of its skills without training or practice. In reality, the basic skill of management is personal power and the impact of individual leadership upon the thoughts and actions of other individuals [10]. This skill expresses itself through the ability to write and speak to individuals and groups, to conduct and lead meetingsà ¢Ã¢â€š ¬Ã‚ ¦ Considering these two points of view, I think it is fair to say that either managers have inborn management skills or develop them through their experience and practice, they must have competences peculiar to be able to face difficult situations and achieve his goals. Leader or manager skills are not exclusive in nature [7]. Indeed, if a leader only displays leadership skills he might not be efficient in the usual tasks asked by employers to their managers: simply completing paperwork and reading reports for example. Reciprocally, a manager can have difficulties with his staff because he lacks in developing a relationship, something that require leadership skills. A manager that combines both skills is the most effective. Overall, the main important attributes needed to get things done through people are: first, communication and second, motivation and development of people. Communication is the means whereby management gets its job done. It is so true that without it, an executive is as ineffectual as a violinist without his instrument. It is a skill of management, it is, however essential to every other management skill. The process of communication involves making his ideas and feelings known by another. This requires the ability to get other people to understand us, but also to help others make themselves understood by us. The process of communication requires time and experience of many different situations with various human characters. Then, communication is successful when it is understood in the fullest meaning, both in verbal sense and in intention. Then, if managing is getting things done through people, a manager who thinks about what can be done only in terms of what he can do cannot be effective. Managers must learn to accept their dependence upon other people and manage it thanks to their ability to cooperate with their peers. They have to obtain commitment which means providing the conditions in which people will want to work. In doing this, they need to be skilful in influencing people to do what they want. Stewart (1991) [11] indicates that managers must make assumptions about how people will behave, and hence, how to influence them. Here is where motivation becomes a significant tool. In fact, it is one aspect of maximizing work performance and represents a prime task for managers. Motivation of people implies many ways of action, including the development of people which is achieved by careful, planned and motivational delegation of responsibility and duty. It implies trust and a close relationship between the manager and his staff as Drucker (2005) says Organizations are no longer built on force. They are built on trust [13]. Rather than relying on powers, the manager uses the powers within people. What are the limitations of getting things done through people? As the managers success hinges on influencing people toward the goal of the organization, this is where we can find his main limitations. The most important one seems to be the informal organization, based on who knows what, who gets things done, who has influence and power, who must agree before an idea can be effectively implemented [15]. The problem here is that the informal organization cant be managed at all because  it is a self-organizing process. Even when managers are carrying out their formal roles, they are unavoidably participating in this process. They are not objective observers and controllers of other peoples actions. The leadership challenge, therefore, is not to try to manage the informal. Instead, it is to engage purposefully in the dynamic network of conversations and interactions through which outcomes emerge. The globalization of the economy has some strong influences on the organizations. The two main consequences of this are limitations for the managers. First, there are the linguistic and cultural problems, concerned by the employees being more and more transnational which implies difficulties on communication. Also the cooperation involves making more efforts of comprehension and mutual respect, which seems difficult to do spontaneously. And second, the worldwide explosion of the working teams, which is why some managers become  «Ã‚  telemanagers  Ã‚ ». In fact, technological solutions (emails, phone, videoconferenceà ¢Ã¢â€š ¬Ã‚ ¦) allow monitoring the work through the distance, it sees the relationship transformed. In a more sociological point of view, it is possible to see that nowadays, the authority is living a crisis. Executives are not considered as chiefs anymore but as coordinators as well as members of the teams are not called subordinates anymore but colleagues. These working teams are not shaking or impressed anymore facing the upper hierarchy: the chief is desecrated. The legitimacy of the manager is damaged by the individualism and the autonomy of the staff which tends to make the managerial relationships more complex as the use of authority is less possible. Then management practice conditions are modified by the evolutions of the environment and managers cannot content themselves to manage via objectives. Thats why we can see the rising important of the value and the competence based management. CONCLUSION The art of getting things done through people is linked to the need to influence people toward the goal of the organisation and this requires definitely leadership skills. However a manager-leader cannot be perfect as there are limitations in getting things done through people: the informal organization and the economical and social evolutions.

Community Gardens at this University Essay -- Agriculture Community Ga

A Growing University: Community Gardens Humanity, when striving to create a more perfect world, may have difficulties in choosing a place to begin. However, in light of the direction much of humanity is quickly going, it seems obvious where to look. All over the world, urban populations are rapidly growing. Researchers predict that the time when 50% of the world’s population lives in cities is quickly approaching (â€Å"News and Highlights† 1). As urban populations increase, hunger becomes a growing concern. Thus, it is necessary to restructure the way food is produced in order to more efficiently feed the world’s growing population. The answer lies in urban agriculture. As a leading university in a growing city, serves as a primary example of urban sustainability. Thus, it is important that Kansas City join other major cities in embracing the practice of urban agriculture. In New York, Havana, and Tokyo, urban agriculture has been used as an economic, educational, and environmental resource through a variety of methods. Some serve solely as children’s educational centers, like the Collingwood Children’s Farm in Melbourne, Australia. Others are resources for those interested in testing out ideas related to sustainable agriculture, like The Florida House Institute for Sustainable Development in Sarasota, Florida (â€Å"Urban Agriculture† 1) In related research on community gardens in poor neighborhoods in New York City, results showed that â€Å"urban gardening is an effective tool for crime reduction, maintenance of cultural diversity, community empowerment, and promotion of civic participation.† (Saldivar 407) In light of this, I propose that university should have a community garden on campus, to be used for food produc... ... 2003. 21 10 2006 . Mougeot, Luc J.A.. "Urban Agriculture: Definition, presence, potentials and risks." Growing Cities Growing Food: A Reader on Urban Agriculture Theme 110 1999 1-30. 21 Oct. 2006 . "News and Highlights." Growing urban farms provide useful greens and earnings for poor, but reforms could boost supplies. 10 1996. Food and Agriculture Organization of the United Nations. 30 Oct 2006 . Saldivar-Tanaka, Laura. "Culturing community development, neighborhood open space, and civic agriculture: The case of Latino community gardens in New York City." Agriculture and Human Values 21(2004): 399-412. 4 "Urban Agriculture." Wikipedia. 22 Oct 2006. Wikimedia. 2 Nov 2006 .

I am comparing the play; ‘Teechers’ by John Godber, to the play that I :: Drama

I am comparing the play; ‘Teechers’ by John Godber, to the play that I recently took part in and helped to write; ‘The Victim’. The plot of our ‘The Victim’ and ‘Teechers’ I am comparing the play; ‘Teechers’ by John Godber, to the play that I recently took part in and helped to write; ‘The Victim’. The plot of our play- ‘The Victim’- is based around bullying and domestic violence. The main storyline is about a young schoolgirl called Jess moving to a new area and a new school. She is singled out by the other people at the school and a group of girls begin to bully her. Her home life isn’t much better though- Jess’ mum is a schizophrenic and abuses Jess both verbally and physically. Jess copes with the stress of it all at first but then it starts to depress her and she thinks about committing suicide. The bullies carry on tormenting Jess and a nasty trick is the final straw. Jess goes home and tries to find comfort in her mum who rejects her, this leads to Jess taking an overdose. Although the plot of ‘Teechers’ is a lot different to the plot of ‘The Victim’, the basic setting is quite similar: ‘Teechers’ is also set in a school and modern day life. ‘Teechers’ vigorously evokes life at a modern Comprehensive, using the format of an end-of-term play to sketch a drama teacher’s progress through two terms of recalcitrant classes, cynical colleagues and obstructive caretakers until he departs for the safer waters of a private school. The play runs the gamut of emotions, mostly humour, to portray the main themes of the play. The play to an extent comments on the flaws of the education system: the title it self is a political statement, instead of being spelt 'teachers' its spelt ‘Teechers’, almost a comedic dig at the 'system' which has failed to teach the pupils correctly. In our play the main themes are bullying, domestic violence and isolation, but references are also made to suicide, mental illness and fitting in. We used these issues because they are things that teenagers in particular may experience and so the audience could maybe relate to the play. By choosing to explore these issues we may also raise awareness of things like bullying and domestic violence and help people to understand the issues involved. Therefore by using these themes we made the play more personal to the audience and more emotional; therefore they may enjoy the play more and feel more involved. The themes of ‘Teechers’ are quite different to the themes stated

Analytical Report on Business Organization Essay

Diamond  Stars  Group  of  companies      From:      CEO   Myanmar  Imperial  Clinic  (MIC)      Date:      Subject:                                                      04th  April,  2013   Analytical  Report  on  Business  Organization    Executive  Summary   In  early  2009,  Myanmar  Imperial  Clinic  was  set  up  by  Myanmar  Medics  Co. ,  Ltd. Because  of  its   extensive   range   of   medical   services   and   accurate   diagnostic   tests   by   international   recognized   specialists  and  outstanding  clinical  staff,  it  was  famous  and  generated  profits  at  that  time. But  along   with   the   competition   of   high   investing   clinic,   lack   of   control   of   the   specialists   and   insecure   environment   of   the   staff,   the   organiza tion’s   performance   has   declined   in   2012. Therefore   the   reputation  of  the  clinic  gradually  goes  down. So  that  in  2013,  Myanmar  Medics  Co. ,Ltd. was  being   acquisition   by   Diamond   Stars   Group   of   companies   which   is   operating   in   various   industries   in   Myanmar. The  organization  will  be  reformed  by  the  encouragement  of  our  chairman. Profile   Name  Ã‚      Location         –  Myanmar  Imperial  Clinic  (MIC)     Ã¢â‚¬â€œÃ‚  Hledan,  Kamaryut  Township   –  8520  sqft   –  6  stories  building     Ã¢â‚¬â€œÃ‚  40  bedded  general  health  care  centre   ? 166  employees Compound  Size  Ã‚   Building  Ã‚   Type      Size Fifth  Floor Fourth  Floor Third  Floor Second  Floor First  Floor Ground  Floor Building  Information Ground  Floor   –  Reception,  Emergency,  Pharmacy,  Lab,   Cashier First  Floor  Ã‚   –  15  Outpatient  Rooms,  Waiting  Area,   Store Second  Floor  Ã‚   –  1  Operation  Theatre,  1  Labour  Room,   10  Inpatient  Rooms  for  OG Third  Floor  Ã‚   –  20  Inpatient  Rooms  for  Medicine  &   Child Fourth  Floor  Ã‚   –  1  Operation  Theatre,  10  Surgical   Inpatient  Rooms Fifth  Floor   – Clinical  Office    Proposal  for  the  Restructure  of  the  Organization   (1)  Long  Term  Plan/Strategy      Vision:  Ã‚  Ã‚   Being   a   provider   of   health   care   service   renown   for   compassion,   sympathy   and   respect   on   human  being  in  pursuit  of  own  healthy  and  well  being  state  by  applying  high  quality  tools   and   skilful   professional   in   ensuring   long   term   effectiveness,   MIC   stands   for   saving   your   money,  time  and  lives. Mission:   With   knowledge,   skill   and   passion,   we   all   do   value   and   respect   our   patients   and   clients’   desires. We  value  our  patients  as  the  way  we  value  our  professional. We  care  our  patients  as  the  way  we  do  to  our  family. We  practice  our  best  knowledge  in  our  work. Objectives:   To  increases  overall  satisfaction  rates  of  patients,  employees,  doctors  and  visitors. To  ensure  patients  receive  the  ultimate  care  and  medical  attention  to  bring  about  a  speedy   recovery. To  increase  range  of  services  for  customer  needs  and  demands. To  maintain  safe  and  hygienic  environment. To  achieve  99%  of  patient  Ã‚  feedback   To  provide  early  diagnosis  and  affective  treatment  to  all  clients  with  different  diseases. To  be  recognized  our  clinic  as  a  trusted  obstetrical  clinic  within  the  first  three  years. To  expand  our  service  in  diagnostic  and  treatment  year  by  year. To  improve  and  maintain  our  treatment  procedures  and  emergency  services (1. 1) ? (1. 2) ? ? ? ? (1. 3) ? ? ? ? ? ? ? ? ? 4   (2)Fundamental  Characteristics  of  Organization  Ã‚   (2. 1)  Old  Organization  Structure  versus  New  Organization  Structure   Our  organization  structure  allows  for  its  efficient  management. Here  is  the  l evel  s  of  management   and  the  activities  of  specific  departments  within  each  level. Old  Organization  Structure New  Organization  Structure 5   (2. 2)  Work  Specialization   To  achieve  competency  of  each  and  every  staff,  a  proper  and  distinctive  job  descriptions  is  vital. (2. 2. 1)  Marketing  Department  Ã‚   ? ? ? Survey  the  market  situation  and  changes  Ã‚   Analyse  the  customers’  feedback   Develop  Ã‚  marketing  strategies  and  mix (2. 2. 2)  Finance  Department   ? ? ? Manage  and  oversee  budgeting  Ã‚   Report   income   statement,   statement   of   financial   report   and   statement   of   cash   flow   to   executive  level   Manage  income  and  expenditure. (2. 2. 3)  Administrative  Department   ? ? ? ? Support  and  coordinate  the  operation  of  the  individual  department   Establish  hospital  policies  and  procedures   Perform  Ã‚  public  relations   Supervise   maintenance   service,   information   service,   housekeeping   and   transportation   services (2. 2. 4)  Human  Resources  Department   ? ? ? ? ? Perform  job  analysis,  job  description,  job  specification,  job  allocation  and  j ob  rotation   Recruitment   Training  and  development  Ã‚   Create  safety  and  pleasant  environment  Ã‚   Negotiate  with  the  visiting  specialists   HR  Planning (2. 2. 5)  Medical  Service  Department   ? ? ? ?             For   doctors   ? to   diagnose   problems,   prescribe   medicines,   be   ready   to   on   call,   to   make   regular  rounding  and  monitoring  patients   For  nurses  Ã¢â‚¬â€œÃ‚  to  emphasize  on  nursing  care  Ã‚   For  lab  technicians  ? to  support  with  accurate  diagnosis  and  to  maintain  medical  laboratory  Ã‚   equipment For  Pharmacist  ? to  monitor  the  storage  and  quality  of  drug 6   (2. )  Chain  of  Command   â€Å"An  unbroken  line  of  authority  that  links  all  the  persons  in  an  organization  and  shows  who  reports   to   whom†Ã‚  (Myanmar  Imperial  College  2013,  Pre? Master  Course  of  Business  Administration,  p? 60)   In   a   clinic,   a   proper   and   clarified   chain   of   command   is   the   fundamental   requirement   to   maintain   and  precede  medical  procedures. Within  the  clinical  departments,  all  the  junior  medical  doctors  must  report  information  concerning   with   patient   to   senior   medical   doctors. These   senior   medical   doctors   have   to   report   only   the   necessary  complaints  and  patient’s  conditions  to  the  principal  medical  doctors. Master  Course  of  Business  Administration,  p. 62)   On   the   clinic   side,   the   span   of   management   of   manager   ranges   from   10   to   20   while   the   administrative  side  the  span  of  management  is  less  than  10. Our  organization  require  less  supervision  because  of   ? ? ? Daily  work  procedures  of  medical  staff  are  quite  stable,  routine  and  repetitive  (eg. History   taking  and  clinical  examination  and  monitoring,  injection)   Staffs  are  concentrated  in  single  location  (e. g. If  the  staff  suits  with  his  current  position  and   if  he  does  not  want  to  shift,  we  will  maintain  his  place)