Land Surveying :: Geography

Surveying is the technique and science of accurately determining the terrestrial or three-dimensional space position of points and the distances and angles between them. These points are usually, but not exclusively, associated with positions on the surface of the Earth, and are often used to establish land maps and boundaries for ownership or governmental purposes. In order to accomplish their objective, surveyors use elements of geometry, engineering, trigonometry, mathematics, physics, and law. Historically, distances were measured using a variety of means, such as chains with links of a known length, for instance a Gunter's chain or measuring tapes made of steel or invar. In order to measure horizontal distances, these chains or tapes would be pulled taut according to temperature, to reduce sagging and slack. Additionally, attempts to hold the measuring instrument level would be made. In instances of measuring up a slope, the surveyor might have to "break" (break chain) the measurement- that is, raise the rear part of the tape upward, plumb from where the last measurement ended. Historically, horizontal angles were measured using a compass, which would provide a magnetic bearing, from which deflections could be measured. This type of instrument was later improved upon, through more carefully scribed discs providing better angular resolution, as well as through mounting telescopes with reticles for more precise sighting atop the disc. Additionally, levels and calibrated circles allowing measurement of vertical angles were added, along with venires for measurement down to a fraction of a degree- such as a turn-of-the-century transit. The simplest method for measuring height is with an altimeter using air pressure as an indication of height. But for surveying more precision is needed. Toward this end, a variety of means, such as precise levels, have been developed. Levels are calibrated to provide a precise plane from which differentials in height between the instrument and the point in question can be measured, typically through the use of a vertical measuring rod. As late as the 1990s the basic tools used in planar surveying were a tape measure for determining shorter distances, a level for determines height or elevation differences, and a theodolite, set on a tripod, with which one can measure angles, combined with triangulation. Starting from a position with known location and elevation, the distance and angles to the unknown point are measured. A more modern instrument is a total station, which is a theodolite with an electronic distance measurement device and can also be used for leveling when set to the horizontal plane.

Relationship Between Employees and Health Care Organizations Essay

Analyze the factors affecting the relationship between employees and health care organizations to determine which single factor is the most significant. Explain your reasoning. The long-term economic success of healthcare organizations depends on the efforts of employees with the appropriate capabilities and motivation to perform their jobs well. Organizations that are successful over time have understood that individual relationships do matter and should be managed. (Flynn, Mathis & Jackson, 2011) The relationship between individuals and healthcare organizations is influenced by outside forces. Four of the biggest influences are economic changes, the expectations of different generations of individuals, loyalty, and changing career expectations for women. These factors affect the psychological contracts in a number of ways. (Flynn, Mathis & Jackson, 2011) All of these factors are just as significant and important but the only that I feel has the more impact is the loyalty. One important organizational value that affects employee loyalty is trust. Employees who believe that they can trust their managers, coworkers, and the organizational justice systems are much less willing to leave their current employers. According to a survey conducted by a nursing magazine, one of the top reasons given for RNs leaving their previous employers was a lack of trust and confidence in management. (Flynn, Mathis & Jackson, 2011) Supportive learning and working environment are crucial factor for job satisfaction, especially in the field of nursing. An ageing population with an increasing number of patients suffering from chronic diseases are included in the factors affecting work environments negatively, resulting in dissatisfied employees. To improve the environment and prevent persistent employee dissatisfaction, Richer at al. 2009) suggested â€Å"appreciative inquiry† to create radical changes. Knowles (1990) reported that a supportive learning environment is considered to be a critical  element of human resource development, and he acknowledged the need for the development of individual workers through improvements to the educational aspect. Four of the biggest influences between employee s and health care organizations are economic changes, the expectations of different generations of individuals, loyalty, and changing career expectations for women. All these factors play a significant role in the workplace and staff and leaders have to be cognizant of them. I believe the most significant in this relationship is the ever-changing economy, especially with the onset of the Affordable Care Act. The economy has been in a recession, and many organizations have had to cut their budgets to stay afloat. Personnel have been laid off, they have quit their jobs in healthcare to find a more stable job field, and providers have additional regulations that in turn change their practices. Healthcare is still appealing and a necessity, but the demands are becoming more and more stressful on employees. You absolutely need loyalty and managers and leaders can control it but they cannot control the economy hence why I believe it is more significant. You can’t control the difference in generations, but you can understand the differences and change the leadership style to accommodate those gaps. You cannot control the economy and it can drive substantial decisions that can be unfavorable * From in the e-Activity, determine how well the health care organization you found is addressing the factor you identified in the first part of this discussion. Discuss additional steps the organization could take to do a better job. Samaritan Medical Center is the largest hospital in the Watertown, New York area. It is a 294-bed community medical center. In order to retain their current employees Samaritan Full-time employees are eligible to participate after six months of employment and may be reimbursed up to $3,000 annually for tuition assistance. Part-time employees are eligible to participate after one year of service and may be reimbursed up to $1,500 annually. They offer 401(k) Retirement Benefit + Employer Match, RN, LPN, Tech Retirement and 403 (b) retirement plans. They offer paid time off and also the following other benefits: * Employee Referral Quit for Life Smoking Cessation * Employee Fitness Rebate * Aflac Cancer Coverage * Cafeteria and Gift Shop Discounts * Over the Counter Pharmaceutical Discounts * Employee Assistance Program (ESP) They also offer the following insurances for all employees: * Medical Insurance * Dental Insurance * Vision Insurance * Life Insurance * Accidental Death and Disme mberment Insurance * Short Term and Long Term Disability * Medical and Dependent Care Spending Accounts This hospital also recognizes that employees are happy when they continuously learn and grow in their jobs. They offer a professional development program as well. I think that this hospital does a terrific job at concentrating on all areas of incentives and purpose for their employees to retain the best qualified personnel. â€Å"Samaritan recognizes the importance of investing in their leaders with ongoing management training. Excel IV will assist leaders of all levels in developing greater efficiency through increased managerial competence. Excel IV focuses on the following Leadership Competencies: Communicating with Impact, Building a Successful Team, Facilitating Change, and Aligning Individual and Team Performance† (Samaritan Medical Center, 2013). References: http://www. samaritanhealth. com/join-our-team/why-choose-samaritan/professional-development ince the textbook indicated Griffin Hospital located in Derby, CT at number three on list of small companies in the Fortune magazine as one of the best companies to work for 10 years consecutively, I decided to look up this company on the internet. At Griffin Hospital, every employee is a caregiver and every employee makes a difference. We understand that employee satisfaction leads to patient satisfaction. Our culture of teamwork, professionalism, and respect makes Griffin Hospital a place where both patients and employees want to be. Griffin Hospital was named to  FORTUNE Magazine’s 100 Best Companies to Work for in America  list for ten consecutive years and our management team has been nationally recognized for listening and responding to employee feedback. Also looking at the hospital, they give recognition and much gratification to their employees for all their hard work and dedication by having an awards program. They also offer bonuses to their employees. I would suggest having a flexible schedule if possible but the hospital appears to offer an array of great benefits and compensation to their employees which is why the rank so highly in the Fortune. And this a highlight that has taken place at the hospital to turn things around according the CEO, â€Å"We surveyed all of our departments, and the one that came out worst was our obstetrics. In fact it was so bad an outside consultant suggested we close it. † What were the things he did to turn around the obstetrics department? We turned the traditional maternity unit on its head. We created a welcoming, home like environment for women, but it was really based on empowerment and information. First of all we moved to all private rooms. We installed a Jacuzzi in our maternity ward to help relieve pain early in a woman’s labor. We also embraced the whole family in the birthing experience by having specially designed double beds put into private rooms so the husband could sta y with his wife from start to when the three of them could leave. In the past the husbands were relegated to the proverbial waiting room. So our approach to vastly changing our obstetrics department was the start of the transformation of Griffin. † From that auspicious beginning, Pat Charmel has raised the profile and patient centric care to one of the highest in the nation. It has won numerous awards for their approach, including awards for their nursing staff and the NAACP for their diversity program. References: http://www. griffinhealth. org/About-Us/Careers-Volunteers. aspx   http://blog. istage. com/ceo-tv-show/pat-charmel-ceo-of-griffin-hospital-explains-what-he-did-to-turn-around-the-hospital The health care organization I chose is a local healthcare organization-Saint Francis Medical Center; I believe they facilitate employee loyalty because on their website numerous references are made where they address employees as being family and the benefits of employment page offers various healthcare programs, continued education savings, a nd reimbursement plans, and savings and annuity plans. Additional steps I believe additional steps the organization could take to do a better job are by following the Richard Branson method of celebrating employees. His business meetings often consist of employees meeting for lunch at his home, entire department vacations, and inter-office costumed events. I believe all organizations should follow this method. http://positivesharing. com/2011/09/richard-branson-celebrates-employees/ Baptist Health System (BHS) has five acute hospitals and offers benefits to their employees to create loyalty. BHS is committed to providing a stable, rewarding and generously incentivized relationship with their employees and start every relationship with incentives in hopes of getting the highest level of performance from the very best people (baptisthealth. com, n. d. )  to better attract and retain employees. Some for their benefits include: health, dental and vision plans, flexible spending accounts, accident and life insurance, short and long term disability, paid time off (PTO), extended illness days (EID), and tuition reimbursement (baptisthealth. om, n. d. ). Beginning August, 2012, BHS no longer hires individuals who use nicotine products. They intend to provide healthy, smoke free environment for their employees. Employee loyalty provides a competitive advantage and is necessary for a successful business. If BHS goes above and beyond for its employees, it is likely the employees will do the same for BHS. BHS could promote and provide a culture of communication, flexible schedules , employee praise and respect, and birthday celebrations.

Financial Careers Essay

What does the job involve? Well, it’s very varied, but basically fund-raisers organise special events like concerts and fun runs, ask governments for money, try to get support from local companies and organisations. Most major charities have fund-raising departments, which employ teams of workers. Some of these people do office work — others organise publicity, visit companies or arrange special events. Sounds interesting? Tycoon. A wealthy and powerful person in business or industry. If you are the independent, creative type, why not start your own business? Lots of people do these days. Some aren’t successful, of course, but plenty are —j and if you do succeed, the rewards of being your own boss can be. enormous. To become a business tycoon you need to have an original idea; be practical, reliable and well-organised; understand the business world; keep control of your finances. After that it’s all a question of hard work and luck, but then that’s the key to success in any job. Financial journalist. Financial journalists work in three main areas — newspapers, radio and television. Their job is to understand what’s happening in the financial world and explain it as quickly and accurately as possible. Economic journalists don’t just report today’s news, though. They need the ability to predict future events, too. â€Å"Will interest rates rise or fall? Will the stock market go up or down? And what about trade†¦ are exports going to increase or decrease? † To become a financial journalist you train as a general reporter first. Then you specialise in finance and economics. And when you’ve done that? Well, if you are lucky you’ll get a job in the media. One word of warning, though — financial journalism is a very competitive career. In Britain, for example, there are only 2,000 jobs available. Auctioneer. Two of the best-known auction houses in the world are Christie’s and Sotheby’s. The auctioneer who works there regularly sells famous paintings worth millions of pounds. But you’d be wrong to think that auctioneers just sell Rembrandts and Van Goghs. It’s much more varied career than that. Some auctioneers sell farm animals, for example. Others sell houses, antique furniture or even rock and roll ‘memorabilia’ (i. e. guitars, cars, clothes etc. , which ones belonged to pop stars). And what does it take to be a good auctioneer? Well, three qualities are absolutely essential — a calm personality, a quick mind and (last but not least) a strong voice. Dealer. Dealers work for companies which buy and sell foreign currencies, commodities like oil or steel. They work in large, noisy, rooms, called dealing rooms and do most of their business over the phone and on computer screens. The majority of them are under 35. The majority of them also earn very big salaries because their work involves huge amounts of pressure and responsibility. You don’t need a degree to be a dealer. What you do need, though, is talent, energy, confidence and ambition.

Good Leaders Are Made Not Born

A PROJECT REPORT ON BEHAVIOURAL ASPECT OF LEADERSHIP BEHAVIOURAL ASPECT OF LEADERSHIP BUSINESS SCHOOL OF DELHI GREATER NOIDA SUBMITTED TO: SUBMITTED BY: PROF. VEENU ARORA ROHIT KUMAR PGDM(2011-13) INTRODUCTION Good leaders are made not born . If you  have the desire and will power ,you can become an effective leader. good leaders develop through a never-ending process of self study, education, training and experience.This guide will help you through that process. to inspire your people into higher  levels of teamwork, there are certain things you  must be, know ,and ,do. These do not come naturally, but are acquired through continual work  and study. The best leaders are continually working and  studying to improve their leadership skills. Before we get started, les define leadership. Leadership is  a complex process by which a person influences others to accomplish a mission, task or objective  and directs the organization in a way that makes it more cohesive and cohe rent.A person carries out this process by applying his or  her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a  manager, supervisor, lead, etc. s and objectives in the organization, this power does not make you a leader†¦ it simply makes you the boss. Leadership makes people  want to achieve high goals and objectives, while, on  the other hand, bosses tell people to accomplish a  task or an objective. Bass' (1) theory of leadership states that there  are three basic ways to explain how people become  leaders, the first two explain the leadership development for a small  number of people.These theories are: Some personality traits  may lead people naturally into leadership  roles. Tg is  is THE  TRAIT THEORY. Crisis or important event may cause a person to rise to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is THE GREAT EVENT THEORY. People can choo se to become leaders. People can learn  leadership skills. This is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is most widely accepted theory today and the premise  on which this guide is based. When a person is deciding if  he respects you as a leader, hedoes not think about your attributes.He observes what you do so that he can know who you really are. He uses this observation to tell if you are an honourable and trusted leader, or a self serving person who misuses his or her  authority to look good and get promoted. Self serving leaders are not as effective  because their employees only obey them, not  follow them. They succeed in many areas because they present a good image  to their seniors at the expense of their  people. The basis of good leadership is honorable character and selfless service to your organization .In  your employees' eyes,  Your leadership is everything you do that  affects the organizations objectives and their well being. A  respected leader concentrates on what she is [be] (beliefs  and character), what she knows job, tasks, human nature), and what she  does (implement, motivate, provide direction). What makes a person follow a leader? People want to guided by those they respect and those who  have a clear sense of direction. to gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the  future. TWO MOST IMPORTANT KEYS OFLEADERSHIPHay's study examined over 75 key components of  employee satisfaction. They found that: trust and confidence in  top leadership was the single most reliable  predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was  the key to win  organizational trust and confidence: helping the employees understand the company's overall business strategy. Helping employees understand how they contribute to achieving key  business objectives. Bring information with employe es on both  how the company is doing and how an own  employee's division is doing -relative to strategic business objectives.So basically, you must be trustworthy and you  have to be able to communicate a vision of where you are going. Notice how the â€Å"PRINCIPLES OF LEADERSHIP† in the next section closely ties in with this. HUMAN RELATIONS The six most important words: â€Å"i admit i made a mistake. â€Å"The five most important words: â€Å"you  did a good job. â€Å"The four most important words: â€Å"what is  your opinion. â€Å"The three most important words: â€Å"if you please. â€Å"The two most important words: â€Å"thank  you. â€Å"The one most important word: â€Å"we. â€Å"The least most important word: PRINCIPLE OF LEADERSHIPTO HELP YOU BE, KNOW, AND DO, (2) FOLLOW THESE ELEVEN principles of leadership (later sections will expand on  gaining an insight into these principles and  providing tools to perform them):Know yourself an d seek self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes, etc. be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs. Seek responsibility and take  responsibility of your actions. Search for ways to guide  your organization to new heights.And when things go wrong, they will sooner or later, do not blame others. Analyze the  situation, take corrective action, and move on to the next challenge. Make sound and timely decisions. Use good problem solving, decision making and planning tools. Set the example. Be a good role model for  your employees. They must not only hear what they are expected to do but also see. Know your people and  look out for their well-being. Know human nature and importance of sincerely  caring for your workers. Keep your people informed. Know how to communicate with your people within the organization. Develop a sense of responsibility in  your people.Develop good character traits within your people that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished. Communication is the key to this responsibility. Train your  people as a team. Although many so called leaders call their  organization, department, section, etc. A team; they are not really teams†¦ they are just a group of people doing their jobs. Use the  full capabilities of your organization. By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilitiesFACTORS OF LEADERSHIP The four major factors of leadership are †¦.. THE FOLLOWER: Different people require different styles of  leadership. For example,  a new hire requires  more supervision than an experienced employee. A person with  a different attitude requires a different approach than one with a  high degree of  motivation. You must know  your people! The fundamental starting point is having a good understanding of human  nature: needs, emotions, and motivation. You must know your employees' be, know and do attributes. LEADER:  You must have an honest understanding of who you  are, what you know, and what you can do.Also, note that it is the followers, not the leader who determines  if a leader is  successful. If a follower does no it trust or lacks confidence in his or her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your supervisors, that you are worthy of being followed. COMMUNICATION: You lead through two way  communication. Much of it is non-verbal. For instance, when you â€Å"set the example,† that communicates to your people that you would no task them to perform anything that you would not be willing to do.What and how you communicate either builds or harms the relationship between you and your emp loyees. SITUATION: All situations are different. What you  do in one leadership situation will not always work in another situation. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee  for inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective . ATTRIBUTES if you are a leader  that can be trusted, then the  people around you will learn to respect you.To be a good leader, there are things thtu must be, know, and do. these fall under the  leadership framework: BE a professional. BE a professional who possess good character traits. KNOW the four factors of leadership- follower, leader, communication, situation. KNOW yourself . KNOW human nature KNOW your job KNOW your organization. DO provide direction. DO implement. DO motivate. Forming, Storming, Norming, Performing, Adjourning The Tu ck man model(2)shows the five stages that teams go through: from Forming to Storming to Norming to Performing to Adjourning.Forming In the Forming stage, team members are introduced. They state why they were chosen  or volunteered for the team and what they hope to accomplish within the team. Members cautiously explore the boundaries of acceptable group behavior. This is a stage of transition  from individual to member status, and of testing the leader's guidance both formally and informally. Forming includes these feelings and behaviors: Excitement, anticipation, and optimism. Pride in being chosen for the  project A tentative attachment to the team Suspicion and anxiety about the job.Defining the tasks and how they will be accomplished. Determining acceptable group behavior. Deciding what information needs to be gathered. Abstract discussions of the concepts and issues, and for some members, impatience with  the discussions. There will be difficulty in identifying some of the relevant  problems. Because there is so much  going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's project goals. This is perfectly normal. Storming During the team's transition from the â€Å"As-Is† tothe â€Å"To-Be,† is called the Storming phase.All members have their own ideas as to how theprocess should look, and personal agendas arerampant. Storming is probably the most difficultstage for the team. They begin to realize thetasks that are ahead are different and  moredifficult than they imagined. Impatient about thelack of progress, members argue about just whatactions the team should take. They try to relysolely on their personal and professionalexperience, and resist collaborating with most  of  the other team members. Storming includes these feelings and behaviors:Resisting the tasks. Resisting quality improvement approachessuggested by other members.Sharp fluctuations in attitude about the teamand the project's chance of success. Arguing among members even when they agreeon the real issues. Defensiveness, competition, and choosing sides. Questioning the wisdom of those who selectedthis project and appointed the other  membersof the team. Establishing unrealistic goals. Disunity, increased tension, and jealousy. The above pressures mean that team  membershave little energy to  spend on progressingtowards the team's goal. But they  are beginningto understand one another. This phase sometimestakes 3 or 4 meetings before arriving at theNorming phase.Norming The Norming phase is when the team reaches aconsensus on the  Ã¢â‚¬Å"To-Be† process. Everyonewants to share the  newly found focus. Enthusiasmis high, and the team is tempted to go beyond theoriginal scope of the process. During this stage,members reconcile competing loyalties andresponsibilities. They accept the team, teamground rules, their roles in the team, and theindividuality of fellow members. Emotionalconflict is reduced as previously competitiverelationships become more cooperative. Norming includes these feelings and behaviors:An ability to express criticism  constructively.Acceptance of membership in the team. An attempt to achieve harmony  by avoidingconflict. More friendliness, confiding in each other, andsharing of personal problems. A sense of team cohesion, spirit,  and goals. Establishing and maintaining team ground rules and boundaries. As team members begin to work out their differences, they now have more time  and energy to spend on the project. Performing The team has now settled its relationships andexpectations. They can begin performing bydiagnosing, solving problems, and choosing andimplementing changes.At last team membershave discovered and accepted each  other'sstrengths and weakness, and learned what theirroles are. Performing includes these feelings andbehaviors:Members have insights into personal and  groupprocesses, and bett er understanding of eachother's strengths and weakness. Constructive self-change. Ability to prevent or work  through groupproblemsClose attachment to the teamThe team is now an effective, cohesive unit. Youcan tell when your team has reached this stagebecause you start getting a lot  of work done. Adjourning The team briefs and shares the  improved processduring the this phase.When the team finallycompletes that last briefing, there is always abittersweet sense of accomplishment coupledwith the reluctance to  say good-bye. Manyrelationships formed within these teams continuelong after the team disbands TEAM VS GROUP There are several factors that separate teamsfrom groups. Roles and  Responsibilities Within a group, individuals establish a set of  behaviors called roles. These roles setexpectations governing relationships. Roles oftenserve as source of confusion and conflict. Whileon the other hand, teams have a sharedunderstanding on how to perform their role.These rol es include: leader, facilitator,timekeeper, and recorder. Identity While teams have an identity, groups do not. It isalmost impossible to establish the sense of  cohesion that characterizes a team without thisfundamental step. A team has a  clearunderstanding about what constitutes the team's'work' and why it is  important. They can describea picture of what the team needs to achieve, andthe norms and values that will guide them Cohesion Teams have an esprit that shows a sense of  bonding and camaraderie. Esprit is the spirit,soul, and state of mind of the team.It is theoverall consciousness of the team that  a personidentifies with and feels  a part of. Individualsbegin using â€Å"we† more than â€Å"me. † Facilitate Groups have a tendency to get bogged down withtrivial issues. Ask yourself, â€Å"How much time getswasted in meetings you attend? † Teams usefacilitators to keep the team on the right path. Communication While members of a group are  centered uponthemselves, the team is committed to opencommunication. Team members feel they canstate their opinions, thoughts, and feelingswithout fear. Listening is considered as importantas speaking.Differences of opinion is valued andmethods of managing conflict are understood. Through honest and caring feedback, membersare aware of their strengths and weakness  asteam members. There is an  atmosphere of trustand acceptance and a sense of community. Flexibility Most groups are extremely rigid. Teams, howevermaintain a high level of flexibility, and theyperform different task and maintenance functionsas needed. The responsibility for teamdevelopment and leadership is shared. Thestrengths of each member are identified  andused. Morale Team members are enthusiastic about the work of  the team and each person feels pride in being a 16 ember of the team. Team spirit is high. To be asuccessful team, the group must have a  strongability to produce results and a  high degre e of  satisfaction in working with one  another. Working With Other TeamMembers Although we are like in many ways, we are dislikein a lot more ways. Humans have always tried toclassify things, including themselves. This sectionuses a popular categorizer by placing people intofour styles – Driver, Persuader, Analyzer,Organizer. (note that the names will vary widelydepending upon the creator of the chart). It  doesthis by charting them on two dimensions – tasksand emotions.People gets results on tasksbetween two extremes – expedience andprocesses. People use emotions in dealing withothers through two extremes – controlled orresponsive. In the chart below, the twodimensions are shown under the profile Character: Be a piece of the  rock †¢ Charisma: The first impression can seal the deal. †¢ Commitment: It seperates doers from  dreamers †¢ Communication: without it you travel alone †¢ Competence: if you build it they will come à ¢â‚¬ ¢ Courage: one person with courage is a  majority †¢ Discernment: put an end to  unsolved mysteries †¢Focus: the sharper it is, the sharper you are †¢ Generosity: your candle loses nothing when it lights another †¢ Initiative: you wont leave home without it †¢ Listening: to connect with their hearts use your ears 43 †¢ Passion: take this life and love it †¢ Positive attitude: if you believe you can, you can †¢ Problem solving: you cant let  your problems be a problem †¢ Relationships: if you get along they will go along †¢ Resposibility: if you wont carry the ball you wont lead theteam †¢ Security: competence never compensates for insecurity †¢ Self-discipline: the first person you lead is you †¢

What are the similarities and differences in the operations management Essay

What are the similarities and differences in the operations management of bmibaby and in the case of Fuller, Smith & Turner PLC (Brewery) - Essay Example It was founded in 1845 in Chiswick as the Griffins brewery. The logo for the Fuller, Smith and Turners brewery states that quality, service and pride are provided in equal measures by them. The main product of the company is beer and it also operates pubs. The geographical area that Fuller, Smith and Turner and Bmibaby cater to is the same. Both of them are located in England but there is a huge difference in the market they cater to. There is a huge difference in the history and background of both companies. The brewery is well known because of its ancient roots and traditional methods whereas Bmibaby is a company which hasn’t even completed a decade of existence. Smith, Fuller and Turner currently own 363 pubs and supply their products to them. The range of products is very wide and includes Chiswick Bitter, London pride and ESB. A major factor of their success is the companys recent acquisition of the Gale group which added another 111 pubs to its empire. This move ensured the elimination of a major competitor from the scene. Besides that Smith, Fuller and Turner are well known because of the quality of their products. The Chiswick Bitter has been known as the Champion beer of Britain and the record has been unmatched. The brewery also operated by adding more and newer beers to its portfolio thereby reducing monotony of products. Michael Turner, the CEO of the company once said that We have a long-term strategy, strong balance sheet, excellent cash flow generation and an experienced management team and are well placed to meet the challenges ahead. (Review) In contrast Bmibaby works by providing its services at the lowest cost possible. They provide services which are already there in the market but its core competency lies in the fact that it custom provides those, thus charging the customer for what it wants. As compared to the brewerys 363 locations, it operates from four

How Sports Run the World Essay Example | Topics and Well Written Essays - 1000 words

How Sports Run the World - Essay Example As the research stresses modern sports provide a common cultural and social currency between people of different backgrounds. Sporting events promote social integration and foster a sense of unity. Across the globe, the ball games and athletic competition activate a collective spirit that tends to enhance participation of different social groups. According to the report findings people take part in the sports as players, athletics, sponsors, media personalities, politicians, business people, and spectators. The participation of persons of varied backgrounds in the sporting events helps in bridging the cultural, as well as, ethnic divides. Similarly, sports promote cultural tolerance, non-discrimination, and social integration. In cases where politics, culture, national passions, and culture often divide people, sports facilitate the achievement of unity at local and international levels. The sporting events have the potential of fighting discrimination and raising the awareness about the rights of women and marginalized societies. Sporting events offer a platform that assists different fans to bond in pursuit of collective action to achieve strong sporting communities. Local, as well as, the international fans display strong allegiances to the sport teams and athletes. Such base of fans tends to provide a focus for intergener ational discussions and development of solidarity at the community, national, and international levels. Apart from the solidarity, sport is an indispensable tool for social mobilization targeting to empower different groups of people.

Case analysis Assignment Example | Topics and Well Written Essays - 1750 words

Case analysis - Assignment Example The data entered at this stage include prescription, drug, customer, payment as well as insurance. The system then performs drug utilization review against previous customer history to determine drug appropriateness of the drug as well as to avoid causing any harm. In case of any problem, the system comes to a stop until reviewed by a pharmacist. The next stage in the fulfillment process is insurance check. The process of insurance check comes in after drug utilization review. The system performs insurance check, after any hard stop had been reviewed, to determine the payor. Following successful insurance check, the script goes to the production section. Under the production section, the required drugs for the script are counted by a certified pharmacy technician. Next the drugs are verified by a pharmacist to ascertain that the script has the right drugs, right quantities and the contained information is correct. After quality assurance, scripts are sealed in a bag and arranged in alphabetical order at the pick-up section, for customers to collect. The purpose and objective of CVS is to promote the health of customers by providing quality drugs according to the documented prescription in a timely manner. The purpose is derived from the organizational goals forming the basis of the sponsored research to identify problems and recommend possible changes and solutions to them. The problems identified in all five sections include unmanned drop off window, ineligible drop off and drug utilization review hard stop. Other problems included insurance check errors, insufficient inventory for filling the script during production stage as well as unpleasant customer surprises like unauthorized refills and unprocessed scripts forcing customers to walk away with a bad impression having lacked medicine. Waiting time at the pickup section was also