GCSE drama group on Tuesday Essay Example For Students

GCSE dramatization bunch on Tuesday Essay Pick a play that you have found in your course in which the on-screen characters functioned admirably together in front of an audience. Examine in detail the manners in which the entertainers assumed their jobs and interfaced in any event one scene. Incorporate reference to voice, development, characterisation and connections. My picked play is On the Waterfront which I went to see with my GCSE dramatization bunch on Tuesday th April at Nottingham Playhouse. On the Waterfront is a play composed by Budd Schulberg with Stan Silverman and for the exhibition that I went to see it was coordinated by Steven Berkoff. In 1950s New York, the dock laborers associations are in the stranglehold of the Mob. In the event that youre within, at that point life is sweet payoffs, pay-offs and simple movements are your prizes. Conflict with them and your life isnt worth living. The entertainers in this play functioned admirably together from various perspectives. For instance, in the scene where Johnny and Charlie are in the vehicle together, a large number of different entertainers were in the wings creating the clamors of the vehicle. They functioned admirably together on the grounds that they were all creating a somewhat unique sound yet when they set up them all they sounded exceptionally sensible and this additional impact to the scene. Another little touch to this scene was that the on-screen character playing the driver of the vehicle was emulating having a segment gear stick and this little touch added reality to the scene for the crowd. Likewise, the entertainers playing Johnny and Charlie functioned admirably in this scene in light of the fact that as the vehicle was intended to stop the two on-screen characters snapped advances in their seats in impeccable planning together and this additional extraordinary impact for the crowd as it made us trul y accept that they were in a vehicle so it added reality to the scene and made the general image of the scene considerably more authentic. Another scene where the on-screen characters worked especially well in this play was the pigeon space scene. In this scene the entertainers were being pigeons and were making cooing sounds on the rear of seats in columns like roosts for pigeons. They were all utilizing flying creature like head and wing developments and caused the crowd to accept that they were pigeons. Since the entirety of the on-screen characters had this influence well indeed and remained in character till the end it helped the crowd to trust it as though they had moved before they were intended to it might have destroyed the figment of the flying creatures and along these lines demolished the entire scene for the crowd. Another scene that I especially loved was th scene with the two men and the slugging sticks. This scene was especially powerful for me since all the men contributed similarly to a domino impact made as the two mafia men beat them with homerun sticks on the ground. All the characters functioned admirably in this scene since they all added to the domino impact and it hence made it substantially more compelling for the crowd since they didn't perceive any shortcomings in the throws acting. Overall the entertainers were generally excellent in this play and worked very well in front of an audience.

Ethics Article Review Essay Example for Free

Morals Article Review Essay This paper looks to set up a survey of an article examining morals in bookkeeping and monetary dynamic by making a concise rundown, identifying with relegated perusing for the week, relating and applying the ideas to present or previous employer’s association, making improvement for the association utilizing the article as premise and clarifying the significance of morals in bookkeeping and budgetary dynamic. A depiction of the 2002 Sarbanes-Oxley act will likewise be talked about remembering its effect for bookkeeping and budgetary dynamic. 2. Conversations 2. a. Brief Summary The article is discussing the significance of morals in bookkeeping and business. To perform its essentialness in business, it has refered to an account of various rich individuals who may have accomplished their money related awards in business yet finished biting the dust in less significant manners impliedly as a result of missing the standards of morals. While the article concedes that gaining cash or achieving wealth might be a satisfactory objective in business, there is as yet the subject of how achievement in estimated in the last investigation and for which the writers were contending for wealth obtained with respect and if a decision would be made between the two, it would be progressively desirable over have respect rather wealth (Smith and Smith, 2003) . 2. b. Identifying with alloted readings As to how the article identify with allocated readings during the current week, it might be contended that the article has addressed the significance of rules or advisers for activities in business. Morals in business might be affirmed to be essential if business should achieve its objectives in congruity with different objectives of society, for example, those in financial aspects and governmental issues. 2. c. Utilization of article to association As to how the moral ideas examined on the article may apply to this researcher’s previous or momentum association, it might be contended that the comprehensiveness of standards identified with morals would truly make it hard to prohibit this researcher’s association from any of its application.. Since my association is a piece of the bigger society where every other person lives, it can't separate itself from the network by doing dishonest things. It can't contend that any unlawful or deceptive thing that it might do won't make a difference in reality as we know it where there numerous players who might be influenced by choices made. Similarly that a citizen can have any kind of effect to benefit the network so with the disappointment of one association or even an individual in the association can do to the disservices of numerous if not the entirety of the individuals from the network. 2. d. Proposals for development of the association To make suggestions for development on this researcher’s or association utilizing the article as premise, the association ought to empower straightforward living among its administrators so they could be increasingly restrained in the manner the company’s assets are being overseen for the investors as well as even to each partner who remain to profits by the recognition of moral lead in the association. Different partners obviously incorporate the representatives who aim for long haul business (Sears, 2003), the banks and loan specialists who assets should be secured also, clients who need to have their necessities and needs for company’s items and administrations ceaselessly fulfilled and the administration who must keep guaranteeing installment of expenses and consistence with guidelines. 2. e. The significance of morals in bookkeeping and money related dynamic and how the 2002 Sarbanes-Oxley Act influences the equivalent The significant of morals in bookkeeping and money related dynamic can't be thought little of. Without morals there would be no obligation regarding right or wrong act can be requested from individuals deciding. The administrators who are viewed as operators of investors would rather enhance themselves to the detriment of investors speculations. Then again, these investors would simply abuse whatever they can to the drawback of their head, this time their obligation capital suppliers. The association can moreover treat its representatives with slight and abuse the latter’s if there in no morals that would control them. Laws will be lacking to correct consistence if individuals in the association were not ingrained the best possible qualities when they were as yet youthful similarly that it is difficult to instruct stunts to an old canine. The Sarbanes-Oxley Act of 2002 is an exemplary guide to enact decides of lead that would improve corporate administration (Ali, et. al, 2006) remembering an increasingly severe consistence of necessities for controlling organizations as far as fiscal summaries and guaranteeing of moral lead of outside reviewers (Bainbridge, 2007). Despite the fact that the law is a positive demonstration to moral act of working together, the decision to make the right decision is still with leaders who must have the correct feeling of qualities for society. 3. Decision: Ethics has a reason to achieve. It is a piece of an organization’s life since it is a manual for dynamic in bookkeeping and account as well as even to all other part of business tasks. A sense or rightness or unsoundness offers a decision and that which is acceptable is unexpectedly predictable with morals. As the world is by all accounts painting what are the norms of its prosperity when really they are not the genuine and enduring ones, morals its and standards have a lot to offer in settling on the right choice that will lead genuine and enduring accomplishment for human presence. The article has contended that respect is ideal than wealth however wealth need not be conflicting with wealth as long as they are morally procured. References: Ali, et. al (2006) International Corporate Governance After Sarbanes-Oxley, John Wiley and Sons Bainbridge (2007), The Complete Guide to Sarbanes-Oxley: Understanding How Sarbanes-Oxley Affects Your Business; Adams Media Sears (2003) Successful Talent Strategies: Achieving Superior Business Results Through Market-centered Staffing, AMACOM Div American Mgmt Association. Smith and Smith (2003) Business and Accounting Ethics, {www document} URL, http://acct. tamu. edu/smith/morals/morals. htmAccessed September 29,2008

Relationship Advice When Your Partner Has ADD

Relationship Advice When Your Partner Has ADD ADHD Adult ADD/ADHD Print Relationship Advice When Your Partner Has ADD By Keath Low Keath Low, MA, is a therapist and clinical scientist with the Carolina Institute for Developmental Disabilities at the University of North Carolina. She specializes in treatment of ADD/ADHD. Learn about our editorial policy Keath Low Updated on June 24, 2019 ADHD Overview Symptoms Causes Diagnosis Treatment Living With In Children PeopleImages / Getty Images You may find yourself wondering how you can cope with your ADHD partner and wondering how best to communicate and interact with your significant other. Some common concerns include: Feeling like your partners parentFeeling like your partner is using an ADHD diagnosis as an excuse to behave worseBattling with your partner to take their medication regularlyYouve read up on ADHD  to try to understand, but the reality of day-to-day life is difficultYou feel like youre taking on all the responsibilities and its wearing you downYou need time to yourself but your partner is demanding 100% of your attentionYour sex drives arent matching upFeeling like a caregiver is taking away from the romanceYour partner doesnt treat you with respectYou cannot share secrets without them being broadcast Alleviating Your Concerns If these concerns sound similar to yours, know that you are not alone in your frustrations. Many partners of ADHD adults do indeed experience the same problems described here.  Understanding that the hyperactive, impulsive, emotional, and erratic responses are ADHD-related is good; thats the first step to improving the relationship. But using ADHD as an excuse is never helpful. If your partner continues to do this and casts off all responsibility for his or her behaviors and refuses to follow through with a treatment plan, things just won’t get any better for you, your partner or your relationship. If however, the two of you can sit down with his or her doctor and come up with a plan for addressing these behaviors, your relationship can thrive and the closeness you initially felt can return. It does take effort from both partners to make things better. Avoiding the Parenting Trap Many non-ADHD partners end up falling into the mothering role while their ADHD partner assumes the role of a child who has to be told what to do and needs someone to constantly take care of them. You both must try to step out of these roles. It is okay to assume responsibility for tasks your partner just isn’t good at (for instance, maybe you are better at paying the bills and he is better at cooking meals), but make sure the jobs around the house are divided evenly so you don’t wear yourself out. Communication Is Critical Open communication is key. The two of you must be able to address the problems without blame or accusations. Try to pick a time when you are both feeling relaxed and in a good mood. Then, in a matter-of-fact way make a list of concerns and a list of possible solutions. For example, you both have frustrations about your sexual relationship. You feel tiredâ€"probably pretty angry, tooâ€"and you don’t feel romantic when you are “his mom” and constant caregiver and he is the child so much of the time. I imagine you don’t feel romantic or respected either when you are grabbed or groped at other times. He likely feels rejected that you both have gone so long without sex. Medication may help his impulsive gropes, blurting out of your secrets, and overall hyperactivity. A regular date night may help bring back the romance. Carving Out Time for Yourself Talk with your partner about the importance of you having alone time. Without it, you will begin to feel resentment (if you don’t already) toward him for denying you this time. He craves your attention. Address this by setting up regular one-on-one time where you can both focus on each other. Make a daily schedule where you plan in these times and stick to the plan. This way, you get to enjoy your alone time for a portion of the day, and he gets a regular time to receive your undivided attention during another part of the day. Dont Forget to Laugh Try to find the humor in things together. Forgive each other, but also move forward with you both making changes for the better in the relationship. Work with the doctor or couples counselor who is experienced and knowledgeable about the ways ADHD can affect relationships.

Intellectual capital has become a key asset - Free Essay Example

Sample details Pages: 23 Words: 7015 Downloads: 5 Date added: 2017/06/26 Category Marketing Essay Type Research paper Did you like this example? The Ability to Learn Faster than your competitors may be only sustainable competitive advantage There is less to fear from outside competition then from inside inefficiency, miscalculation, lack of knowledge. Beat your competitors with the knowledge edge! Train your staff! ÂÂ  A person who graduated yesterday and stops studying today is uneducated tomorrow Competitive Strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value. Don’t waste time! Our writers will create an original "Intellectual capital has become a key asset" essay for you Create order Michael E Porter Competitive Advantage is the Base for any Successful Business Strategies of Companies. We can create this competitive advantage through many routes. One such route is Knowledge Management. Why do we require Competitive Advantage? Competitive Advantage is required to have an edge over the competitors for attracting customers and protecting itself from the competitors. Companies need to Invest on Knowledge Management for creating sustainable competitive advantage which is the most dependable contributor to above-average profitability. In ever changing market place, where only certainty is uncertainty, corporate success come from consistently creating, disseminating and using new knowledge. Globalization, transformation of the enterprise, emergence of digital firm, and transformation of industrial economies are four powerful worldwide changes which have altered the business environment .Today business view is shifting from a product-centric to a knowledge-centr ic view. Companies cannot afford to under invest in using, reusing and losing knowledge that they already have. In this rapidly changing business environment, intellectual capital has become a key asset of the enterprise. The ability of companies to exploit their intangible assets has become far more decisive than their ability to invest and manage their physical assets .By managing its knowledge assets, an enterprise can improve its competitiveness and adaptability and increase its chances of success. Organizations are discovering that they need to do a better job of capturing, distributing, sharing, preserving, securing, and valuing this precious knowledge in order to stay ahead of their competition .Changing business environment has created need for the effective and efficient knowledge management. India can not lag behind in this knowledge revolution hence many Indian companies have started their knowledge management programs. This has initiated a basis for this study to be c arried out to understand knowledge management in Indian organization. This paper is part of larger study which I had undertaken to study KM in Indian organizations. Knowledge Life Cycle Model Defining Knowledge and Knowledge Management Knowledge is a whole set of intuition, reasoning, insights, experiences related to customers, products, processes, markets, competition and so on that enable effective action. Knowledge Management is a systematic, organized, explicit and deliberate ongoing process of creating, disseminating, applying, renewing and updating the knowledge for achieving organizational objectives . Knowledge management has three basic elements: 1. Generation of new knowledge 2. Dissemination of the knowledge 3. Application of the knowledge Basic Knowledge Processes WORLD ORGANIZATION OUTCOME Individual /Team Community Acquire Produce Integrate Knowledge Organizational Information/ Knowledge Learning Knowledge Training Validate Instruct/present Research or create knowledge. Published new Or knowledge Structure/Store Patented Knowledge. Information Expose to best Practices. Share Knowledge. A checklist for unlocking corporate knowledge 1. Business needs-and the kinds of knowledge required to fulfill them have to be identified first before tools and processes are implemented. Many initiatives have failed where technology has dictated knowledge management (KM). 2. Successful KM is about shifting culture and behavior-technology is an important element, but is subsidiary. Data Information Knowledge Action Results Technology Business Value Approach Approach SUPPLY DEMAND The DIKAR Model 3. A basic mechanism in large organizations is also one of the most effective: keeping tabs on who knows what-and how to get in touch with them. 4. Though improving, KM tools are often too complicated: they have to be delivered in a way executives and staff want to use them, and to adapt to the areas/depth of knowledge needed by the individual. 5. Markets, customers, technology and competition are continually changing; knowledge gets stale fast. Is the KM framework able to handle change? 6. Can the organization track whether knowledge is being acted on, and what value is gained from it? Even where knowledge flows quite efficiently round an organization, companies can often do more to ensure information is acted on. 7. Is there a means to learn from experience- good and bad-and share that learning when a similar situation occurs? A vast amount of resource is wasted in corporations just by unwittingly repeating the same mistakes, or failing to repeat useful discoveries. 8. Who leads KM? Many large organizations now have a dedicated head of KM, or at least a high-ranking sponsor, to ensure the right collaborative environment. 9. Bulletin boards and web logs have begun to prove their worth to a range of organizations: they supply an instant exchange of learning or can be used by executives to communicate and keep their ear to the ground. 10. You can only get people to volunteer knowledge-you cant force it. However, firms that provide forums, tools and opportunities for informal networking can encourage employees actively to share knowledge. Leveraging three types of knowledge Knowledge Knowledge Manage Phase As Body Of As Know-How Know How Informations M the Individual The Team NATURE Explicit Tacit Tacit OF Codifiable Personal Fluid KNOWLEDGE Is can play a part Diffuse Dependent on Packaged team dynamics Diffuse KM ISSUES Finding it Establishing Formal management Validation suitable extraction of essentially free-form Value assessment processes activity Obtaining it at Tight ownership Establishing suitable Reasonable cost Reluctance to impart frameworks and processes Integration with Motivation and reward Members own Own system Experiential so hard perception of their role Making available to to encode Mutual trust need The right population Trust 100% buy-in In the right form Finding suitable way Formal learning Sensible of technology of passing on learning mechanisms Ensuring subsequent Limited role for Dissemination Beneficial use technology Creating and using Knowledge repositories Technology has a Background role COMMON Knowledge about Knowledge (knowing it exists and where: KM ISSUES it s context and hence its importance) Understanding the relevant business context Ownership and buy-in to KM processes Updating and reuse of knowledge Demonstrating causal link between KM activity and business benefit The Indian Pharmaceutical industry The Indian pharmaceutical industry represents a successful high technology based industry, which has witnessed consistent growth over the last three decades. It is the 14th largest in the world accounting for a market of US$ 2.5 billion and 4th largest market by volume. The Indian pharmaceutical industry has developed enough capabilities to make the country self sufficient in health care needs and its export ability makes it a strategic trade sector in the Indian economy. The Indian pharmaceutical industry exports generic drugs to CIS (Commonwealth of Independent States) countries, Africa, and recently to the highly regulated US and European markets. The Indian pharmaceutical industry is characterized by a low degree of concentration; a large number of firms with similar market shares, a low level of RD intensity ratios with a high level of brand proliferation. The need and incentive for innovation was undermined by low purchasing capability of the domestic market along with the ea se of imitation and horizontal product differentiation; features that are representative of an industry behind the technological frontier . The growth of the Indian industry was very slow till 1970. The Patent Act of 1972 and government investment in the drug industry infused life into the domestic pharmaceutical industry. The Act removed the product patents for pharmaceuticals, food and agro-chemicals, allowing patents only for production processes. The statutory term was shortened to seven years on pharmaceutical patents and automatic licensing put in place. It started the era of reverse engineering where firms developed new products by changing their production processes. During the last three decades the large private Indian pharmaceutical firms focused their efforts on reverse engineering oriented process RD, and activity was limited to applying known knowledge, or to making small adjustments in the contents . A few public laboratories under the Council of Scientific and Industrial Research (CSIR) also operated in pharmaceutical RD, specifically imitative process RD. Production technologies were well mastered and the lag period between the launch of a new product in its first market and India was thus reduced, in some cases as low as two years. The Indian pharmaceutical industry represents a successful case of indigenous self-reliant development. But the objective of indigenization rather than innovation made RD in Indian pharmaceutical firms more insular, with a knowledge base firmly rooted in imitative reverse engineering process RD. As a result Indian pharmaceutical firms have accumulated extensive knowledge in process RD (synthetic and organic chemistry) but severe weakness in other scientific disciplines like medicinal chemistry and biology. The ease of imitation in reverse engineering further resulted in intense competition among Indian firms for market share, hampering the development of a collaborative web of networks of research institut es, academia and industry . The lack of trust resulting from the weak regulatory environment further prevented the development of research networks. The 1972 Patent Act therefore changed the pattern of competition towards volume / price led competition rather than traditional pharmaceutical competition based on the development of new medical treatments. From 1970 onwards Indian pharmaceutical firms slowly started dominating the domestic market reducing the market share and influence of Western companies. Today the market share of domestic firms is around 60-70% compared to 10% in 1970 . With the signing of WTO agreements, specifically TRIPS in 1994, the Indian industry and market structure is poised to change. In a product patent regime, Indian firms will have to look for new sources of growth in the future and the biggest source will be productive RD, which can deliver patentable innovations. Knowledge Management in Pharmaceutical Industry Pharmaceutical companies need kno wledge management solutions that allow users to store, analyze, interpret and share information as part of coordinated processes. They must also provide ways to collect and manage diverse information, and use it effectively to support decision-making. This means not only text documents, but also non-text files such as molecular structures, gene sequence alignments, images, results tables, entry forms and other information. It also includes links to key internal and external resources, discussion items, key e-mails, external search results, and status and summary reports. The sheer volume of information companies must wrestle with in the course of developing new drugs. Advances in biological and chemical research techniques have caused an explosion in raw data by several orders of magnitude. This compels companies to obtain automated analytic systems to deal with such large portfolios of data. It has also placed a priority on developing and offering timely access to summary inform ation. This requires a range of knowledge, project and portfolio management tools that promote deposition, sharing and coordination, such as: workflows, task lists, intelligent agents, portals at the personal, project and departmental level, advanced query tools, intranet spiders, etc., all of which can be tied together as part of an integrated knowledge management solution. Life science companies, collaborative software tool vendors, and industry consultants all seem to hold out great hope for this something call knowledge management. The reason is simple: With such massive data overload in the life sciences, companies realize it is to their advantage to find better ways to deal with and use this information. To use knowledge as a strategic advantage, life science companies take one of three broad approaches, which can be generically described as follows: Help scientists know whats already been done and by whom = Extract information, relationships, or new insights from exi sting diverse data sources = Capture the expertise and intellectual property of scientists One approach in using knowledge management is to give researchers a means to better understand whats already been done and who did it. A number of knowledge management projects aim to provide scientists and managers with tools that help them stay informed about what is going on within the company. This helps prevent researchers from duplicating a completed experiment or following a nonproductive path that has already been rejected. The worst-case scenario one that happens far too frequently is for a researcher to spend six months eliminating a particular drug candidate, only to find that a colleague had already drawn the same conclusion. Informing researchers that a co-worker is interested in the same topic is one way to avoid such duplication. Such an approach can also reap other benefits namely, time savings. Importance of Knowledge Management in Pharmaceutical Life Sciences Ind ustry The only sustainable competitive advantage of a pharmaceutical or biotechnology company is the organizations ability to efficiently create, protect and commercialize new intellectual property. Leadership in the pharmaceutical and biotechnology industry is less and less about day-to-day clinical testing, manufacturing or sales. While many pharmaceutical companies have extensive expertise in those functions, similar expertise can obtained by contracted out to specialized organizations as CROs. The key competitive advantage for firms is the research and development of new intellectual property that forms the basis of successful research, manufacturing and distribution activities. New intellectual property not only includes the development of new chemical entities that can become INDs; it includes manufacturing techniques, regulatory compliance programs, marketing program design, and so forth. The active sharing of the knowledge held within the organization is essential if n ew intellectual property is to be quickly commercialized and with have a high degree of commercial success. Reducing time-to-market depends on knowledge management. At the same time, knowledge management is necessary to avoid repeated explorations of dead-ends unless knowledge of failures is shared, failures are repeated. Globalization Issues In RD Globalization of research and development requires collaboration across time zones and language barriers. The explicit focus of knowledge management on the sharing and use of knowledge can act to bridge diverse research and development teams. Few industries span the world in their research activities, as does the pharmaceutical industry. Lead synthesis, identification, validation, animal testing, formulation, and human testing can occur in a variety of nations. Sharing of knowledge also has applicability to manufacturing and marketing. The need for global uniformity in good manufacturing practices requires that personnel involved in that aspect exchange ideas to assure the highest quality production. While marketing channels differ across markets, knowledge from one market can have applicability in other, if only to avoid costly errors. Manpower Turnover The pharmaceutical and biotechnology industry is in a period of rapid change, and employee turnover is increasing due to new opportunities. It is also important that organizational knowledge does not leave with an employee the control aspects of knowledge management can act as an additional safeguard. High turnover of skilled scientists and other experts requires knowledge management in order to retain the key output of professionals: their own increase in knowledge from working within an organization. Every time a professional leaves an organization, they take with them the increase in their own knowledge that occurred during their tenure. Unless active steps are taken to extract that knowledge, synthesize and share it, so that it can be used, organizations lose the most important aspect of an employees contribution. Knowledge Management Solutions Its Challenges While the industry is driving the development of new knowledge management solutions (And finding better solutions to choose from), the industrys biggest challenge is increasingly the user. Many of the human-factor challenges (and costs) of moving to a knowledge management system come from the industrys long dependence on paper and paper processes. Pharmaceutical companies have very detailed, document intensive processes and approval procedures which, when combined with strict FDA rules and the common human-factor challenges, are a bad mix in a very high-stakes game. The biggest issues are proper use of systems to ensure compliance and user acceptance. Access Rights Pharmaceutical companies must have to ensure that only authorized and expected people can access records, and that any actions that they take which impact the records in any way are captured in an audit trail. When it comes to electronic signatures, FDA rules are very strict, so companies must carefully manage who can apply an electronic signature through workflows and password authentication to apply a signature. But they must also make sure that management staff understands that an e-signature is equivalent to signing in ink. Password policies should require that staff acknowledge this. In addition, a system that adds an image of a managers signature to a record, while not required under FDA regulations, reinforces that message. The other major factor is the tendency for employees to write down their passwords, and sometimes share them with colleagues. Rigorous password policies are a necessity to prevent this, but companies must find ways to constantly reinforce the message with employees. User Friendliness Critical information comes from the lab, so pharmaceutical companies must ensure that its easy for lab workers to use and contribute to a knowledge management system, while working in their unique environment. Systems must offer features that allow workers to add data by simple drag-and-drop, or preferably by automatic agents that capture key information and transfer it to the system without extra effort. Ultimately, these workers have to recognize that depositing information into the system is part of their job, like using a lab notebook. But systems can be designed to offer lab workers added value to encourage use of the system. For example, a comprehensive listing of hyperlinks to all available databases and application tools is helpful, but this can be extended by providing online discussion groups and training manuals. A lab protocol repository covering standard and company lab methods and procedures may also be attractive to lab workers, while also serving corporate goals. Th is would include being able to find methods used by other workers in the company to accomplish specific experimental tasks, and ways to search for recognized experts across the company. The Transformation Process of Indian Pharmaceutical Industry from Imitative to Innovative RD Structure In case of pharmaceutical RD, the process and product RD capabilities can be differentiated on the basis of complexities of knowledge base as basic, intermediate and advance level. Based on Bell and Pavit (1992), a basic level innovative capability is taken here as an ability to make minor adaptations to production and assimilate technology to firms environment. Intermediate innovative capability refers to the ability to generate incremental technical change in product design, quality and production processes, it also includes ability to search and evaluate external sources of technology. Advanced innovative capability refers to the ability to generate new products and process innovations. Knowledge base is categorized as simple and complex based on the nature of technological challenges involved in development of products and capabilities to develop those products. Traditionally, pharmaceutical RD has two distinct phases; product research and later, process development for prod uction. Process development occurs in parallel with the product development and is responsible for producing the compound in relatively large quantities, in extremely pure form, at an economically feasible cost and by following all the regulatory requirements. Product development research has two distinct components; discovery and development. In the discovery stage, drug molecules are obtained, screened and promising lead compounds are selected for development. The development stage involves a series of tests to determine safety, efficacy and proper dosage strength and form. The discovery stage represents the innovative phase in the pharmaceutical product RD. Learning or Absorptive Capacity Own R D Technological Knowledge External Knowledge Model of Sources of firms technological knowledge (Source: Cohen and Levinthal, 1990) In case of process RD, the capabilities in reverse engineering, generics RD and new drug delivery systems are mapped as basic, intermediate a nd innovative. Reverse engineering involves copying the manufacturing process using indigenous sources of technology while generic RD includes producing the product with non-infringing and innovative processes. New drug delivery system (NDDS) involves the development of technology to introduce a drug at diseased site in a novel way. New drug delivery system research has definitive and well defined boundaries of complexities. It represents an advance level of capability in terms of formulation research part of the process RD. In case of product RD analogue research, new target or new leads and original NCE research can be characterized as basic, intermediate and advanced level capabilities. Analogue research involves the modification of existing molecule which can provide better efficacy or reduce the side effects of existing molecules. This research involves use of already discovered molecules and targets so the requirements of skills in lead optimization or target validation are limited in it. The intermediate capability in product RD represented by new target or new leads requires higher skills than analogue research. The novelty in terms of new leads or new targets will demand deep knowledge about areas like structure activity relationship. Finally the total original research will involve putting up whole new hypothesis about the disease and its treatment. It will require in-depth knowledge about biological and chemical aspect of disease as well as skills in areas like target validation and lead optimization. In case of a pharmaceutical firm, the product platform can be at many levels. For example, an aggregated classification of a pharmaceutical firm may be as an organic or inorganic molecule form. The other dimension involves the breadth of disease segments targeted. A firm could pursue only organic molecules for say two or three diseases or alternatively it can be one diseased focused firm. The analysis of innovative Indian pharmaceutical fir ms capabilities in process and product RD suggests that in terms of process RD, firm B has acquired advance level of capability in process RD while other firms are at intermediate level. In terms of product RD, firm A has acquired the capabilities to conduct research involving new leads or new molecules whereas other firms are at analogue research stage. This classification of process and product RD capabilities assist in tracking the intricacies involved in transformation of capabilities to move from imitative process RD capability (reverse engineering RD) to innovative process and product capabilities. The difference of knowledge base, organisational processes and capabilities required in imitative RD and innovative RD shows that firm having advance level competencies in imitative process RD may start with no or basic level capabilities in innovative product RD. Innovative Indian pharmaceutical firms have developed basic level of process RD capabilities through imitative RD and as a response to change in patent law innovative Indian pharmaceutical firms are moving towards the development of advance level process and product RD capabilities. This movement involved integration of existing capabilities with newly acquired knowledge but crucially it also involved the unlearning of non-relevant capabilities or rigidities. How Reverse engineering Resulted scientists in discovery of R D? The success in imitative RD drew on branches of chemistry like synthetic chemistry, organic chemistry and basic pharmacology. Firms in their RD laboratories employed organic and synthetic chemist who could reverse engineered any molecule or developed efficient and cheap processes for any patent protected molecule. However, the innovative RD is about motivating scientists to think out of box or think differently in novel and creative way. For example if there is anti-diabetic molecule already in the market, then discovering a different molecule to cure disease with new therapy or fewer side effects and better efficacy. Firm Es head of new drug discover explained for new drug discovery you can get good chemist here but they dont have expertise of how to design molecule, how to look at receptor, how to look at molecular modeling . If you are not trained then its difficult to understand the interactions. IN OUT NEW Mindset Culture of innovation Understanding of the Pharmaceutical a. Short term vision of RD RD management RD b. Domestic market focused mechanism thinking Complimentary technological Research talent Assets: Skills in Pharmacology, Reverse Engineering a. expertise in medicinal Analytical chemistry, process RD experienced scientists in chemistry and biology (for development phase) discovery RD b. Scientists with experience -Sources of knowledge created in product RD through distribution, marketing RD management c. Incentive Schemes for routes in overseas markets Practices Scientists RD Infrastructure a. Resource allocation Product RD Infrastructure b. Project review Existing Relationships with research institutes In-house nature of RD Networking and collaboration capabilities The researching skill required in innovative RD differs from imitative RD in terms of design and conduct of experiments as firm Bs former RD president elaborates the organic chemist in process devel opment lab works on or run the batches of 10 kg or 20 kg whereas in drug discovery laboratories he does the milligram jobs and this switch can be difficult. The process RD is about developing scale intensive manufacturing processes, so experiments involve changing solvents temperature, pressures and studying their impact on the output, safety and cost. Due to working on these parameters scientists creates his own biases and ways of working which are suitable for process RD but becomes irrelevant in innovative product RD. Firm Es head of new drug discovery explains There is this scientist; he was head of one group of the generic people. So I tried this scientist for eight months in new drug discovery, he couldnt able to deliver anything to me. Finally I have to ask him to please go back to generics now. This is my personal experience, with reverse engineering experienced scientists, it is difficult. Innovative RD requires scientists skilled in a wide range of disciplines and scientis ts working in innovative Indian firms lacked the knowledge in those of disciplinary areas. Firm Fs strategic planning director explains what you need is innovative chemistry so which is not same as reverse engineering. So in fact we do not prefer the people in discovery chemistry who have the experience of reverse engineering. If the scientist has done some non-infringing work or he has done some original work then we will take him but not only process development because you just cant take a good process chemist and try to make him a good medicinal chemist or a chemist who is able to deliver on an innovative chemistry or chemistry which he is not done before. Therefore the innovative Indian pharmaceutical firms have not employed process development scientists for new chemical entity research and have hired the product RD experienced scientists or fresh scientists for innovative product RD. Firm Ds RD president suggests I mean they have to break the routines, they are aware about th at. So that is why they have to hire people who are not already mentally set for the routines. RD Projects Management The reverse engineering method of product development required relatively little communication of knowledge across the boundaries of the firm or across disciplines or therapeutic areas within the firm. Firms were organized RD functionally with chemist at the heart of the process and pharmacologist working down stream. However, according to Henderson et al., (1999) innovative pharmaceutical RD needs the exchange of knowledge across the boundaries of the firm and across disciplinary and therapeutic class of boundaries within the firm. The innovative RD requires the input from various disciplinary knowledge bases and success in product RD is linked with organizational ability to integrate knowledge across disciplines. Therefore innovative RD requires different mechanisms to manage, design and review research project than imitative RD. Firm Es head of new drug discovery suggests your mind is set for reverse engineering and to transform that mind into new drug discovery you need to know lot of pharmacology, toxicology and pharmacokinetics. If you know only chemistry, you can not design the molecule. You have to look at the total pharmacology of that particular disease, then bioavailability issue, toxicology issues. This need for integrating different disciplinary knowledge bases shows that the organizational practices and routines accumulated in imitative RD can not be applied in innovative RD. The other important issue is RD infrastructure required for innovative RD. The present RD infrastructure in Indian pharmaceutical firms is adequate for process RD research but will need up-gradation in case of innovative product RD projects. The innovative RD requires the state of the art instrumentation specifically in key disciplines like chemistry and biology. The emergence of drug discovery technologies like combinatorial chemistry or high through put screening has transformed the drug discovery process. Change in Mindset The Need Of The Hour The most important issue that has emerged is mindset to migrate from reverse engineering towards creating and generating innovation led products. Indian pharmaceutical firms have over the year gain immediate returns on the RD investments and mostly competed in domestic market on the basis of cheap albeit efficient production processes. But in case of innovative product RD the life cycle of product development is long and takes 10-15 years. So firm have to be mentally prepared for committing the resources for 8-10 years without returns on those investments. Former RD president of B comments it is a mind set problem; those making profits dont want to invest in product RD. The costs involved in drug discovery and development are really enormous and returns dont come fast. Most of Indian firms have this habit of getting quick returns and so if a firm wants quick return on the investment, its not going to be there. Although the innovative Indian firms have increased RD investments from 1995 but there is wider consensus about potential to increase RD investment. Firm Bs RD vice president defends the gradual increase of RD investment saying that every company needs to develop its own comfort zone of risk and links the issue to the mindset problem. He accepts the difficulty of convincing people to make a commitment of huge investment without any foreseeable returns for 8-10 years, and cite this as a reason for the gradual increase in RD investment. In case of innovative Indian pharmaceutical firms, mindsets shaped by practices of getting immediate return on RD investments, inferior technology and domestic market focused thinking has emerged as one of the main rigidity to move from imitative RD to innovative product RD. Change Required In In-house nature of RD In the reverse engineering era Indian pharmaceutical firms built process RD capabilities in-house as profits were totally linked to the efficient and cheap production process. The intense competition and lack of trust due to weak regularity environment shaped the in-house nature of RD, resulting in total lack of collaborations between industry and academia. However the areas of innovative RD require contribution from various disciplinary areas like medicinal chemistry, biology and pharmacology which are advancing at an extraordinary rapid rate. The scientists working in innovative RD need to be current with a wide range of specialized knowledge. The Indian pharmaceutical firms are chemistry based but biological knowledge and talent in India is concentrated in research institutes like Indian Institute of Sciences, National Institute of Immunology, Centre for Cellular and Molecular Biology and others. The analysis points out that in case of Indian pharmaceutical firms the main rig idities that have emerged are a. imitative RD organizational routines, b. in-house nature of RD and c. organizational mindset shaped by short term vision of RD investments and domestic market focused approach. The difference of knowledge base, organizational practices in imitative and innovative RD implies that the processes and capabilities that served firm well in the past may not be relevant in new environment. According to Leonard Barton (1994) core rigidities are flip side of core capabilities and represent the gap between current environmental requirements and a firms core capabilities. The deeply embedded knowledge system sets actively create problems and so the firm has to get rid of these rigidities. In case of Indian pharmaceutical firms the important part of learning is unlearning or forgetting the past behavior, which is redundant or unsuccessful. Hedberg (1981) points out that knowledge grows and simultaneously it becomes obsolete as reality changes. Unders tanding involves both learning new knowledge and discarding obsolete and misleading knowledge. The discarding activity unlearning is as important part of understanding as adding in new knowledge and slow unlearning is crucial weakness of many organizations in development of new capabilities. So in case of innovative Indian pharmaceutical firms getting rid of rigidities accumulated in reverse engineering era formed the important part of learning in development of innovative RD capabilities. The analysis of innovative pharmaceutical firms suggests that RD infrastructure, complimentary manufacturing and marketing assets, linkages with research institutes and understanding about the pharmaceutical RD are relevant capabilities in innovative RD. In addition to that firms added new knowledge in key product RD disciplines like medicinal chemistry, biology and build product RD infrastructure to facilitate the development of innovative RD capabilities and created culture of innovation in their RD to foster the innovative RD. To sum up, some of the processes and capabilities accumulated through imitative RD can actively create problems in innovative RD where projects are designed to develop new, non traditional products and capabilities. This indicates that as firms move from imitative process RD to innovative product RD, they will have to get rid of those capabilities which are useful in process RD but can become rigidities in product RD. Therefore in case of innovative Indian pharmaceutical firms unlearning of obsolete abilities formed an important constituent in transformation of capabilities from imitative RD to innovative product RD. Firms were also needed to acquire new capabilities and combine it with existing relevant capabilities to create capabilities in innovative product RD. Next section elaborates on the learning processes involved in development of innovative RD capabilities in firms under study. Knowledge base Innovative Indian firms gradually created the capability for generic RD by assimilating and improving on process RD capabilities. The exposure to global markets, realization of future regulatory changes and creative orientation to imitative research, all facilitated the development of the research tradition in these firms. The influence of accumulated knowledge and strong chemistry skill is reflected in the RD strategies employed by all innovative Indian pharmaceutical firms in product RD. All these firms choose analogue research to venture in new drug discovery as this research strategy involves chemistry base in terms of modifying the molecular structure to produce the drug with more efficacy or less side effects. At the same time these firms began increasing their investment in RD from 1995 but this gained momentum in 2000, which resulted in building the absorptive capacity required in understanding the advances happening at the technological front. The RD intensity of Indian firms is consistently growing from 2000 although it is still much less compared to the RD intensity of large pharmaceutical firms. But according to some respondents, the cost of development of a drug in India could be a tenth of the international cost. New Knowledge Acquisition By Various Processes And Methods Innovative Indian firms started building innovative capabilities by hiring Indian scientists working overseas on innovative RD in laboratories of multinational pharmaceutical firms.In India only a handful of scientists had experience in innovative RD and these scientists became the guides for the transformation. According to the pharmaceutical consultant, these firms focused on RD scientists and started investing in them . The main constraint was lack of scientists trained in areas of medicinal chemistry and biology. To over-come this constraint, firms targeted returning post graduates and post doctorates from overseas universities. Currently around 20% of scientists working on innovative research projects have either trained at overseas universities, or have working experience abroad in MNC laboratories. Firm As RD president explains Our target was returning post grads who have gone abroad to do either PhD or post docs, they were returning and were very good. Collaborative R D has emerged as one of key mechanisms for knowledge acquisition for Indian pharmaceutical firms. These firms didnt have the skills, infrastructure or resources in-house to carry out certain functions and activities in innovative product RD. In such cases these firms collaborated and interacted with the Indian as well as overseas research institutes, universities and got work done. Firm As RD president explains the rationale behind the collaboration with research institutes and universities, Drug discovery is very complicated and you may not have everything in house, we cant and we dont have everything in house so you have to. Its a sort of collaborative approach, a collaborative process. How To Gather New Knowledge? To create an environment for creative research, firms are changing their approach towards publication and have started to understand its importance for the growth of RD. Scientists publication in conferences is now valued and encouraged more. As one senior RD scientist from firm D suggests, publication is certainly an incentive to the scientist, there is no doubt about that and we also need to showcase our science, it stimulates scientists to think. These firms are encouraging scientists to take training in new scientific tools or allowing them to pursue their academic ambitions while working in organizations. These firms have manufacturing and marketing centers all over the world including US and Europe and as a result, they could make the best research facilities accessible to their scientists. This allows scientists from these firms to pursue their academic interests and this are also encouraged by firms. These firms set up separate RD centers with state of the art analyti cal instruments, totally dedicated to innovative RD. These firms changed RD structures, started new divisions to manage IPR, as well as established new disciplinary divisions and adopted matrix style of project management in RD. Some firms even opened laboratories in developed countries to make use of the knowledge spillover and attract research talent which was reluctant to shift to India. These firms concentrated on providing more experience to these scientists by giving them opportunities to design research projects, as well as freedom to work on chosen therapeutic areas. To increase the quality of the interactions with international scientists, these firms have set up scientific advisory boards (SAB) which meet every quarter or half yearly to review the research. The SAB contains well known scientists from overseas as well as Indian academia. This forum provides an opportunity to scientists from these firms to have closer interactions with these experts, and as one of the res earch scientist from firm A suggest all of which generates valuable feedback and built the confidence of researchers. Knowledge Transfer Mechanisms Innovative Indian firms are building research networks by involving themselves in lot of joint projects with Indian as well as overseas research institutes, and research companies. These firms have set up different departments to scout opportunities for collaboration. During collaboration, these firms are sending their scientists to work in collaborators RD. This has changed the nature of the RD in these firms; from insular in-house RD, to the collaborative network model. The analysis of innovative Indian pharmaceutical firms knowledge transfer mechanisms suggest that the collaboration with research institutes and universities formed an important constituent in innovative Indian pharmaceutical efforts to develop innovative capabilities. Assimilating Various Knowledge Bases It was not enough to just hire the scientist or build new RD centers, the difficult part was to increase the cross disciplinary understanding of the scientists. To achieve that these firms focused on increasing the interactions and communications between different specialized knowledge groups by building cross-disciplinary teams of scientists from different disciplines like biology, pharmacology, medicinal chemistry, intellectual property rights. This firm level analysis of RD in Indian pharmaceutical firms shows that Indian firms are developing the capability in innovative RD by acquiring new components of knowledge and reconfiguring the architectural linkages between these components in a new way. The new components of knowledge were acquired by hiring new product RD experienced scientists, adopting network model of collaborative RD and increasing RD investments. Conclusion Challenges facing the industry revolve around manpower and early stage funding. There is severe paucity of trained personnel, the only solution being recruiting fresh graduates and training them on the job. Such a situation leads to rampant poaching of trained people from other companies. RD in the pharmaceutical industry is multi-faceted and draws upon the expertise of molecular biologists, synthetic and analytical chemists, genomics and proteomics specialists, pharmacologists and medical practitioners. Closely associated with these are regulatory and quality assurance functions. However, according to industry sources, pharmaceutical companies find a huge dearth of skilled resources in the critical areas of early stage drug discovery as compared to chemistry or analytical chemistry wherein the talent is easily available. A considerable challenge faced by the industry is venture capital (VC) funding, which in India is severely limited. Funding pertains to private equity (PE) players that invest when the candidate reaches the development phase. The focus is more towards the D rather the R in RD. Most venture capitalists are unwilling to invest in biotech RD. Rather, they want to fund companies whose products and markets are clearly identified or commercialization of technologies already developed.

Victorian Society And Its Harsh Treatment Of The Upper Class

Through Oliver Twist, Charles Dickens criticises Victorian society and its extremely harsh treatment of the lower class. It went out of its way to create any possible divide between the two social classes, middle and lower classes, to suppress and even eliminate the poor. It was not done in a way that would improve living conditions of the lower class but in the way that would physically and morally destroy the people that belonged to it. This mental divide created two very distinct spaces in London’s society which strived to contain lower class in one controlled space and denounce the ability to improve their lives and possibly move up the social ladder. Whelan Lara Baker, a college professor who specializes in Victorian Era society, writes in her article that rise of Victorian suburb was an important event in middle-class society that was created with two controversial desires: to eliminate any relationship or contact with the urban lower-class and at the same time maintain a compulsory contact with the financial aspect of the urban London.(Baker) Members of the lower class, on the other hand, were contained in the city and started their lives in the workhouses, institutions that the Victorian middle class, with the help of the Parliament, established to raise poor children. According to a historian Dr. Ruth Richardson, in 1834 the Parliament passed The Poor Law Act. 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Social injustices of the time were often overlooked, but there are many Victorian writers that wrote social commentaries regarding to these issues and Charles Dickens is one of them. Dickens sympathizes with the underprivileged of the society because he had experienced the injusticeRead MoreThe Industrial Revolution Of The Victorian Era2569 Words   |  11 Pages The Industrial Revolution of the Victorian Era was a time of development and underdevelopment. While the technology was improving, the social class structure and treatment of the underprivileged stayed the same. Social injustices at the time were often overlooked, but there were many Victorian writers, including Charles Dickens that wrote social commentaries regarding to these issues. Dickens sympathizes with so ciety’s underprivileged because he had experienced similar injustices as a child. His

Ford Motor Free Essays

Ford Motor Company [pic] Morten Anders Rosenkrands LUC 2004 Table of contents 1. Introduction2 2. What is the history of the Ford Motor Company till today? 3 3. We will write a custom essay sample on Ford Motor or any similar topic only for you Order Now Why is the Ford losing market shares in Denmark? 4 4. What can ford do to counter act this? 5 5. What are the Ford Motor Companies plans for the future? 5 6. Conclusion6 7. Literature list7 1. Introduction In the last 100 years The Ford Motor Company has been a leading contributor to the motor industry because of its dedication to create and design cars for the future. Today Ford is losing out on some of the markets in Europe and I would like to find out why? In the following text I would like to analyze what is the history of the Ford motor Company today? Because I think it is important to look back in time to good understand how it all came to be. I would also like to analyze why is Ford losing market shares in Denmark? And further more what can Ford do to counteract this? To end it all of I am going to write about what are the Ford Motor Companies plans for the future? This should cover the question why the Ford motor Company is losing out on some of the Markets in Europe. In the text in have limited down to why is Ford losing market shares in Denmark? Because if I had taken the Ford Motor Company it would have included other motor companies like Volvo, Mazda, Lincon, Mercury, Land Rover, Jaguar and Aston Martin, and that would have been to extensive. 2. What is the history of the Ford Motor Company till today? It all started in a tiny wagon shop in Detroit staffed with about 10 people. This was the place where the second largest motor company in the world had it’s beginning. The first car the company ever made was sold to a Detroit physician. He purchased a model A Ford just one month after the company had begun. But due to failure of the model A the company was in trouble and something had to be done so the company lunched the model T which immediately became one of Ford biggest success. After 20 years of production the model T was taken off the production line. At the time Ford had sold more than a million model T’s. In 1919 Henry Ford and the companies stockholders got in a fight and they demanded that Henry Ford was taken of the post as president of the company. Henry Ford had no choice and then had to leave his company but the blood stayed in the company because Henry Ford’s son Edsel Ford took over the company. Henry Ford was not company president any more but still played a vital role in Ford because he was now head chairman. People at the time where looking for something more stylish and the model T was not it. So after the production had stooped the company went back and began production of the first model A again because it was a more stylish car but before production started it had under gone a vast improvement. In the next 4 years 4,5 million model A’s rolled of the assembly line. Ford buys Lincon. In the 1930s people began to demand more from their cars. They wanted luxury and power and that was exactly what Ford gave them with the Mercury, which was a whole new concept for Ford. Ford had now succeeded in becoming a company that made cars for the middle class. Before that Ford was more for the lower classes of society because of the price. Ford had in the previous years been so cheap that standards had fallen. 1945 Henrys son Edsel Ford, Fords president at the time, dies because of a car accident and Henry Ford now has to go back in the seat as Ford Motor Company’s president but at that time Henry is old and worn out so after 2 years as president Henry’s grand son Henry Ford II becomes president of the company. 2 years later Henry Ford dies as and old man at the age of 83. Edsel Ford remained president until 1960 where he stepped back and became executive officer until 1980. Edsel Ford dies in 1997. 1979 Ford buys Mazda 1987 Ford buys Aston Martin 1990 Ford buys Jaguar 1999 Ford buys Volvo Today another Ford is at the steering wheel of Ford. William Clay Ford junior is the present president and CEO of the company. 3. Why is the Ford losing market shares in Denmark? In the last couple of years there has been a tendency that people more often want cars which are more gas economic and are cheaper. Ford is today neither. Ford sold in 2002 Jan-Sept 7045 cars to the Danish market. The year after it only sold Jan-Sept 5227[1] cars. One of Ford main problems today is that is does not have a very good image. People see Ford as a middle class car with low class components and not very good mileage to the liter. One of Fords other problems is that Ford has never gotten very good grades in ncap[2] tests. This also adds to Fords not so good image. 4. What can ford do to counter act this? Strengths |Weaknesses | |Good production facilities, strong leadership, good image in USA, good |Image, quality of their cars, expensive for what you get in terms of | |sales in USA, owns several other car companies in the world, well known |quality, | |brand, | | |Opportunities |Threats | |WAT in Denmark falls, other car manufactures drop the Danish market, |Prize of oil rises, WAT rises in Denmark, more car manufactures come in | | |to the Danish market, a serious fault is found on Fords cars, | Fr om the SWAT analysis it is easy to see what Ford needs to do if they want to change their image and sell some more cars. In the future Ford should also try to make their cars a bit cheaper so that the quality of the car and the prize are match up. If Ford wants to change their image they should try to have a better-aimed marketing strategy because today Fords marketing strategy is aimed at a very large group of people. This is not the most effective way to sell cars they should instead try to focus on more specific groups of people. The problem for the Danish market is just that people in Denmark are very affected by the gas prizes this is why a lot of fuel economic cars are bought today. So if Ford would like to sell more cars they should try to make their cars more gas economic. This I think combined with good marketing scheme could be a very effective way to sell more cars in Denmark. On the other hand Ford could make their cars more luxuries but that would not be plausible on the Danish market. 5. What are the Ford Motor Companies plans for the future? Ford Motor Company has in the latest years intensified their research in renewable fuels. What they have come up with is that cars in the future could be driving on hydrogen. The good thing about hydrogen engine is that the only exhaust it makes is water. So there would be no problems with the toxic foams cars make today. The down side about the hydrogen engine is that the speed of it is still limited. Ford does not at this time have a plan for when they are going to start producing the hydrogen car but they expect it to be on the streets within 10 years. At the time Ford is desperately trying to change their slumping image by re-lunching several of their old classic cars. In the last to years Ford has re-lunched 3 of their old classics the Ford Mustang, the Ford Thunderbird and the Ford GT40. By re-lunching these models Ford is trying to relive some of the golden years they had in the 1950s and 1960s. On the American market the cars have been a limited success. Although the thunderbird was named car of the year in 2003 the market is at this time getting a little tired of the car and sales have almost stopped completely. [pic] The problem for Ford in Denmark is just that none of these new re-lunched cars are ever going to be sold on the Danish market. The reason why Ford is not going to sell these cars in Denmark is because the Danish market would never buy that kind of fuel guzzling cars. This is what I think today is one of Ford biggest problems because Ford in reality has to design to different cars one for the American market and one for the rest of the world. Almost no other car manufacturer does this they only lunch one model for the entire world. By only lunching one model they can save some money on marketing because some adds can be used on the European markets as well as on the American markets. 6. Conclusion From the text it is easy to see that Ford is a great company with a lot of history and traditions. But today history and traditions do not sell cars people have in the latest years seen an increase in oil prizes that have changed the way they look at cars today. From thinking more about quality and strength people have a tendency to want cars that are cheaper and drive longer on the fuel. This has made it difficult for Ford to compete with the some of the Chinese car manufactures witch have a long line of tradition in making cheap and fuel economic cars. One of the things Ford then could do is to make more fuel economic cars or change their strategy and make cheaper cars so that their current prize and the cars quality match. This is why Ford in the future has plans for hydrogen cars. Ford is also at the moment trying to change their image by re-lunching so of the companies most popular cars from the 1950s and 1960s. 7. Literature list Homepages: www. ford. com www. motormagasinet. dk ———————– [1] Sales numbers from www. transportmagasinet. dk/statestikcenter/bilsalgstal-sept-2003. pdf [2] ncap is a European car test agency where they test cars in crash tests. How to cite Ford Motor, Essay examples

Quality and Accountability in Healthcare Delivery

Question: Discuss about the Quality and Accountability in Healthcare Delivery. Answer: Introduction Back in 1980s, the majority of care to patients was provided by registered nurses (RNs) and licensed practical nurses (LPNs) with supportive assistance being provided by unregulated care providers (UCPs) such as porters and orderlies. (Haugen, Musser, 2012). The term unregulated care providers are used to define health care workers who are neither licensed nor regulated by any professional, regulatory or governmental body. (Hamilton, 2013) They may assist in providing care to clients in various hospital settings such as acute care, comprehensive rehabilitative, and community care. Here in Canada, some changes in the health care system have led to the emergence of new models of delivery of care. (Clarke, 2012) UCPs work has shifted from that of support models to that of assistive roles with a primary focus on patient care. This increased reliance on UCPs in health care areas is related to greater need to control costs in health, shortage in staff and the dynamic changes in the delive ry of health care in the aging population. An expanding body of research recommends that the collaborative framework within the health providers will assist in managing increased workloads, reducing waiting times and improving health outcomes for clients. However, most research has concentrated on the relationship among the health specialists with increased questions as to the effectiveness of UCPs within a team-based care approaches in health activities. This questions include, what may be the implications of units made up of both UCPs and regulated health providers? What strategies optimize and maintain the roles of both licensed and unregulated care providers? Are there concerns that commonly put across both disciples, jurisdictions, and settings? (Clarke, 2012) Due to the rapid increase in aging of the worlds population, UCPs are emerging to be an important health care workforce in the care of older adults. There exist similarities in the ways nurses work here in Brazil and that of Canada concerning UCPs. Developed and developing nations are facing numerous challenges due to the increased aging health care workforce and population. Therefore, the increasing age of population and shortage of health providers has led to increasing demand for UCPs to provide care in both our countries. The major similarities are that both countries are ethnically diverse and large, consist of democratic governance, a multi-dynamic culture and a stable economy. They also consist of a universal system of health that meets the needs of their entire population. Regarding differences, Canada is developed and underpopulated while Brazil is populous and a middle-income country. (Veras et al., 2016) Nurses have to understand the health care system of both their country of origin and that of Canada for effective planning and delivery of health care in these two countries. The cost of health services is growing fast, and also there is increased attention to the impact of the growing and aging population. The health care system in Canada is based on the five principles of the health act which include; comprehensiveness, portability, and universality of the system. Other factors are the accessibility of health services and public administration. (McIntosh, Forest, Marchildon, 2014) On the other hand, the Brazilian health system is divided into sectors that include; private, public and unified public health system that are mainly financed by private funds. (Veras et al., 2016) Nurses understanding of these differences and similarities is vital as it enhances their knowledge on such shifts in their day to day care of patients both in the home and community settings. It is in the nurse's approach in the work environment to ensure that the various models support and sustain their roles and enhance safe client care. These models facilitate the enactment of legislation of nurse to patient ratios along with regulation of UCPs. The evolvement of nursing practice between ones country of origin to Canada should be based on issues that are identified in the description and roles of unregulated health workers (UHWs). These issues include; lack of statistics on UCPs, inconsistent titles of UHWs, insufficient education/training and lack of employer standardization in regulation. (Storch, 2013) Therefore, as members of a regulated profession, nurses within a specified country need to understand their roles and responsibilities and be held accountable when working with UHWs. This is particularly when in close involvement of delegating nursing tasks and procedures. This evolving approach is justifiable by the fact that UHWs do not possess certain characteristics, unlike licensed or registered professionals. UCPs lack attributes such as; a legislated scope of practice, set of professional standards for practice, titles, a mandatory requirement of equipment and a professional conduct review process. These attributes are intended to ensure the public receives the highest standard of individualized care which includes safe, competent and ethical care for the clients. (Storch, 2013) UCPs may be taught through either the instructional or vocational training to function in the assisting role or may possess no formal training and learn on the job. Nurses should be familiar with various regulatory approaches concerning the standards of nursing practice of the nursing profession in their country and that which they are working currently. This knowledge helps them address concerns in nursing practice and clarify accountability of UHWs and other strategies such as clarifying the responsibility of the employer and standardizing curriculum. Positive implications have been identified in the health care system about the evolving work approaches among UCPs and regulated health providers. First, there is an evident increase in the role of UHCWs in the care of the clients in the health population. This care is evidenced by their scope of practice which includes; health promotion, light keeping and individualized care, integrated care, mental health and physical rehabilitation. Collaborative care is enhanced by the active participation of the various disciplines in the provision of patient and client care. There is an increase in effective communication as an implication in the various approaches by the nurse when working with UCPs. This approaches such as the awareness of other members communication style and thought processes are essential in the development of a collaborative relationship among health care workers. (Kortes-Miller, Jones-Bonofiglio, Hendrickson, Kelley, 2015) A team approach should aim in maximizing the skills of all the involved members and deter a repetition of service delivery thus enhancing the productivity of the health workforce. The various health approaches have therefore lead to increased cooperation and coordination among the care providers. Lastly, there is increased responsibility and accountability for the health professionals. Defined guidelines and protocols help reduce uncertainties and outline a supportive structure which is specific to the various health settings. The roles of UHWs must be well known by the regulated professionals for effective and safe care. This will ensure concern of the licensed and regulated health providers concerning their accountability and responsibility in such cases as the delegation of tasks or procedures to the UCPs. Various regulatory bodies have developed tools and protocols that provide guidance on the roles and scope of UHWs. A good example of such a protocol is the practical guideline o n the utilization of unregulated care providers which is provided by the College of Nurses of Ontario. (Das, 2015) Conclusion The inter-relationships of various factors are specific to determine where a certain clinical responsibility falls for a specific category of a health care provider. A quality client outcome is outlined by the ability to assign, supervise and delegate appropriately and also by realizing when and how to follow up patients. RNs and LPNs should, therefore, be aware of their roles, responsibilities and related accountability when dealing with unregulated workers. Following the key issues outlined in this essay, it is true to say that, registered and UCPs should work together to advance the health for all individuals for positive health outcomes. Today, UCPs work in various settings that include traditional and modern health care surroundings with a wide variety of clients. Nurses are also obliged to work together to improve practice and policy settings for the creation of professional environments for collaborative client-centered care. References Clarke, J. (2012). Health, illness, and medicine in Canada. Don Mills, Ont.: Oxford University Press. Das, J. (2015). Quality and accountability in healthcare delivery (1st ed.). [Washington, D.C.]: World Bank. Hamilton, H. (2013). Unregulated care workers the thin edge of the wedge. Collegian, 4(2), 3. doi.org/10.1016/s1322-7696(08)60213-9 Haugen, D., Musser, S. 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