The Future Of Life In Organisations Business Essay

The Future Of Life In Organisations Business Essay When the future life and well being of a business organisation is pre-planned at the present time using proper projections, strategic planning comes into play. Hence, strategic planning entails some of the steps and procedures which can be put in place in an organisation so that it can experience face lifting in the near or distant future (Samson Daft, 2009). Each division within a company ought to craft its own strategic plan which will focus on growth and performance. This is necessary because the impressive growth of a business organisation is entirely dependent on laid out plans. Nevertheless, whether in a small or big company, a strategic plan should be in a simplified version which is easy to understand, interpret and implement. Complicated elements in a strategic plan document may not be helpful at all especially when the same is to be implemented. As already mentioned, strategic plan should be in form of a document which implies that it has to be written for the sake of futu re reference. The written plan should be clear as much as possible and equally based on the actual state of the business organisation at the present time. Although strategic planning is generally considered to be the way forward for organisations which desire growth, it has its own demerits and pitfalls. However, the inevitable pitfalls should not hinder an organisation from projecting into the future by planning in the present (Goodstein, Nolan Pfeiffer, 1993). To begin with, a strategic plan may not materialise as expected bearing in mind that the operational environment of the plan can be very dynamic while the set objectives are static. Such changes which can sometimes be unavoidable may negatively affect the attainability the original plan leading to significant failures. Challenges facing an organisation at the present time cannot be sorted out or addressed by a piece of strategic plan. Therefore, this plan is only useful at a later date and only if the strategies are achieved. If the process of planning has loopholes, the outcome of the plan itself may also go below par and then lead to further failures. When an organisation jumps from formulating a mission to developing the strategic plan within a very short and inadequate period of time, it can lead to a major pitfall of the plan. When developing the strategic plan, a business management is supposed to bear in mind all the critical details of the mission statement of the organisation so that no single development proposal is crafted void of the companyà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s mission. In addition, sufficient time should be allocated in the creation, formulation and implementation of the strategic plan (Fogg, 1994). There are some instances when the top organisational leadership may fail to incorporate the subordinate employees in the creation of the strategic plan. Involving workers from all levels of the organisation in the process of strategic plan and decision making is necessary and cannot be ignored at all. It should be recalled that all the employees in an organisation are part and parcel in the implementation of the strategic plan (Samson Daft, 2009). Another likely pitfall to strategic planning arises when the top management resort to adopt intuitive decisions which are not in agreement with the formal planning of the organisation. This can also confuse employees within a company. They will not be in a position to point out which strategies to follow in the course of delivering their services (Mintzberg Waters, 1982). Unless the strategic plan is used as a basic unit for quantifying performance, the plan may not be worthy. Assessing the performance index of an organisation is necessary in the process of tracking down the initially proposed strategies. A planning consultant plays an important role in making sure that the laid down strategies are well formulated and also attainable within the given period of time. The consultant also counterchecks resource availability and allocation for each plan and then gives the necessary counsel. In spite of these invaluable roles played by the planning consultant, the management should still take control of the entire strategic framework. Delegating the planning duties fully to the consultant is a serious pitfall. The management must still possess the plan and oversee its implementation to the latter. A strategic plan usually passes through different phases before it can finally be articulated and its outcomes realised. For example, it begins by the process of preparing the plan itself. Key development issues are identified at this stage. Secondly, the strategies identified are developed, evaluated and re-evaluated to ensure that they fit within the mission and vision of the company. Finally, the plan is put on the implementation phase (Mintzberg Waters, 1982). These are complex procedures which requires the all the key employees to be partakers of the process. Failure to do so may as well as lead to the pitfall of the strategic plan. Furthermore, if the management does not create an operating environment which is conducive for cooperation and also resistant to market dynamics, the strategic plan may not record significant success. Small businesses too need to formulate strategic planning in their operations much more than the big firms which are well established and running. In fact, in order for a business organisation to grow, a business plan alone is not sufficient, it is just a replica of ideas which the management has in mind but not strategically devised to improve performance. It is imperative to underscore that small firms have a higher demand for growth than big businesses which have already taken root. Besides, small businesses often faces a myriad of market risks compared to elaborate organisations and in case of any eventuality, they are bound to lose greatly. It is against this backdrop that small companies need o prepare, develop and formulate very strong strategic plans for the sake of sustainability in the dynamic and hostile business environment. As mentioned earlier, the success story of strategic planning in a business is largely dependent on quite a number of factors. Regardless of the size of the business, the outcome of a strategic plan will be influenced by the procedures and modalities used in the preparation and implementation of the plan. Therefore, strategic planning can lead to improved performance in small companies if the following cardinal principles are adhered to by both the management and employees of a company. Although most small companies rarely transit into elaborate corporations, the concept of strategic planning is one way out of transforming small firms into large companies. There are several case studies which have noted down that small companies can only experience growth if they are merged or acquired by market leaders. This may not be universally true because if small firms purse and implement strategic planning to the latter, they can always grow by leaps and bound into giant companies (Steiner, 1979). This begins with grass root planning on the development of the young company. Strategic planning will provide the right path for the company to take. In addition, it will lay the foundation for contingency planning which is much needed in the heart of the small organisations. Small scale enterprises may sometimes fail to enforce the process of implementation of the strategic plan developed. If the devised models are put into action, improved performance of these small scale enterprises will definitely be achieved (Goodstein, Nolan Pfeiffer, 1993). This is also the clear cut difference between small and big enterprises. The latter will rarely ignore to implement a strategic plan toolkit mainly because it has been heavily invested on. If small enterprises communicate to workers on the formulation and implementation process of the strategic plan, positive growth will be on the way due to support received from employees. Workers in any business organisation form the backbone for growth. A company cannot succeed when it ignores or does not uplift the performance of employees. A small company which is unanimously run by a director and collaborating employees will often achieve the contents of a well crafted strategic plan. This process also entails involving e mployees in the day-to-day decision making and goal setting procedures. Commitment is an essential ingredient in strategic planning of a small firm. If both the executive arm of the organisation and the subordinate staff are committed in ensuring that the plan works, then the size of the firm does not matter at all; the objectives will still be achieved. It is also worth noting that commitment stems from goal setting theory. Employees will be committed if the goals which are set in the strategic plan are well understood. Moreover, the plan is bound to succeed if the management instils commitment to the employees in two ways. Firstly, workers should be made to understand the importance of the entire strategic plan and the goals set in it (Steiner, 1979). Without a sense of importance in the written document, there will be lack of commitment and irrespective of the size of the organisation; the strategic plan will not be functional. Another way of enhancing commitment is by ensuring t hat employees can actualise the benefit of the strategic plan on their part and not just on the general well being of the organisation. For instance, they can be promised additional fringe benefits in addition to such motivating factors like higher salaries and promotions. Small firms which adhere to such measures will often succeed in their quest for growth into market leaders (Fogg, 1994). Similar to any other aspect of planning, strategic planning also requires significant inputs. This includes elaborate intrinsic and extrinsic research to ascertain the ability of the small company against the trends in the current and future market. In this regard, the competitive analysis of the firm should be brought into consideration in addition to the ability of the organisation to undertake certain planning measures based on resource availability (Steiner, 1979). Strategic planning developed by small firms can often sail through if the two mentioned elements are critically analysed. Hence, whether a business enterprise is small or expanse in size, conscientious strategic planning followed by meticulous implementation can improve performance.

The Jungle Essays -- essays research papers

The Jungle by Upton Sinclair Upton Sinclair's The Jungle is the tale of a Lithuanian immigrant, Jurgis Rudkus, and his family. Jurgis and his family move to the United States in the middle of the Industrial Revolution, only to find themselves ill-equipped for the transition in the workplace and in society in general. Jurgis faces countless social injustices, and through a series of such interactions, the theme of the book is revealed: the support of socialism over capitalism as an economic and social structure. Jurgis learns soon after transplanting his family that he alone cannot earn enough to support his entire family, in spite of the intensity of his valiant efforts to work harder. Soon his wife and the rest of his family are working as well, all attempting to chip in to cover family expenses. However, such exposure proves itself to be too dangerous and detrimental to the Rudkuses. Jurgis becomes hardened by his negative experiences as he realizes that, in a capitalist society li ke the one he was living in, there is no justice. Hard work is not justly rewarded, and often times corruption is rewarded in its place. Through and through, he sees that capitalist life is not fair. Soon he is injured on the job and is forced to stay home and out of work while his mangled foot heals. Jurgis is sidelined from work for two months, and upon his return he finds himself replaced by another worker. Desperate for a job, he takes a dreaded position at the glue factory. Hi wife is pregn... The Jungle Essays -- essays research papers The Jungle by Upton Sinclair Upton Sinclair's The Jungle is the tale of a Lithuanian immigrant, Jurgis Rudkus, and his family. Jurgis and his family move to the United States in the middle of the Industrial Revolution, only to find themselves ill-equipped for the transition in the workplace and in society in general. Jurgis faces countless social injustices, and through a series of such interactions, the theme of the book is revealed: the support of socialism over capitalism as an economic and social structure. Jurgis learns soon after transplanting his family that he alone cannot earn enough to support his entire family, in spite of the intensity of his valiant efforts to work harder. Soon his wife and the rest of his family are working as well, all attempting to chip in to cover family expenses. However, such exposure proves itself to be too dangerous and detrimental to the Rudkuses. Jurgis becomes hardened by his negative experiences as he realizes that, in a capitalist society li ke the one he was living in, there is no justice. Hard work is not justly rewarded, and often times corruption is rewarded in its place. Through and through, he sees that capitalist life is not fair. Soon he is injured on the job and is forced to stay home and out of work while his mangled foot heals. Jurgis is sidelined from work for two months, and upon his return he finds himself replaced by another worker. Desperate for a job, he takes a dreaded position at the glue factory. Hi wife is pregn...

The Struggle of EZNL In Modern Mexico Essay -- Culture Mexico Mexican

The Struggle of EZNL In Modern Mexico Introduction In so few words, the Zapatistas are a people united in the struggle for the rights and dignity of the indigenous people of Mexico. They are a group composed of the natives to the land of the state of Chiapas, the southernmost and poorest state in Mexico, which primarily consists of the tribes of the Mayan peoples. The conditions that these indigenous people live in are a testament to the injustices caused by the spread of colonialism and capitalism and the blind eye that its institutions and governments have turned to the people who inhabit the land from which its profits are made. The suffering has given these people a voice, and the collective struggle has given rise to an organized army of the people: the Zapatista National Liberation Army (EZLN). The motives, actions, and origins of the EZLN are either misinterpreted or misunderstood by many. Often times my research has uncovered contradictions as to the purpose of this group, which shows that they are not fully known on a larger scale. However, their methods of non-violence after some initial violent uprisings have led to their sustenance, and the message they preach is spreading throughout the world and gaining them much support. They are both War and Peace in their existence, and in their ends have stated that they will bring War in order to finally attain Peace. What follows is a brief introduction to the setting of which the EZLN was born: the history of Mexico, the conditions and peoples of Chiapas, the shrouded origins of the EZLN, and the legend of the man from which they took their name: Emiliano Zapata. Following this is an account of the uprising that announced their presence to Mexico and the worl... ...municados. Ediciones Era, Mexico. 2003 VIDEO RECORDINGS Storm from the mountain: Zapatistas take Mexico City [videorecordng]. Colombo, Santiago. Big Noise Films, New York. 2001. The Silence of the Zapatistas. [videorecording]. Paco. Chiapas Media Project, Chicago. 2001. WEB RESOURCES http://www.nadir.org/nadir/initiativ/agp/free/mexico/0311Zap_March.htm http://flag.blackened.net/revolt/mexico/ezln/2000/fzln_10thesis_july.html http://www.geocities.com/alt_politics/EZLN.html http://en.wikipedia.org/wiki/EZLN http://flag.blackened.net/revolt/mexico4.html http://images.google.com/imgres?imgurl=http://www.chiapaslink.ukgateway.net/Mexicomap.gif&imgrefurl=http://www.chiapaslink.ukgateway.net/ch0.html&h=384&w=492&sz=51&tbnid=TNzEGG5d_Z4J:&tbnh=99&tbnw=126&start=19&prev=/images%3Fq%3Dmexico,%2Bchiapas,%2Bmap%26hl%3Den%26lr%3D%26sa%3DN

Britain’s Social Policy

Britain’s National Health Service (NHS), set up by the Department of Heath in July 1848 as a healthcare provision, is based on its citizen’s needs not ability to pay. The Department of Health oversees the NHS with funds provided through taxpayers (History of the NHS, n. d. ). Launched as a single organization, the NHS was founded around 14 regional hospital boards in three segments consisting of hospital services; family doctors, dentists, opticians and pharmacists; and local authority health services, including community nursing and health visiting (Ibid).As with any public service agency, changes are imminent. Since 1948, the NHS has undergone major changes in the organizational structure of the agency and in the manner in which patient services are provided. While the NHS proved beneficial to Britain’s citizens, there remained negatives in the program. In spite of improvements and successes, the NHS food was still rationed, building materials were short, and t here was a significant economic crisis and a shortage of fuel. In spite of efforts to improve conditions, the war created a housing crisis in addition to the post-war reconstruction of cities.The New Towns Act (1946) created major new centers of population, but each center was in need of health services. During the period from 1948 to 1957 (History of the NHS), the agency underwent administrative difficulties, financial problems, criticism over minimal fees charges to recipients (e. g. â€Å"a flat rate of ? 1 for ordinary dental treatment†) (Ibid), problems balancing all responsibilities and demands of the government and public, and maintaining medical professional and community health issues. By 1960, the NHS began to see positive changes. The introduction of improved drugs lead to better treatment to citizens.It was during this period that the polio vaccine was introduced along with â€Å"dialysis for chronic renal failure and chemotherapy for certain cancers were develop ed† (NHS, n. d. ). As time progressed, through 1967, problems concerning doctor’s pay arose. However, some of the problems were resolved through the Royal Commission. Like the reformation in pay structures, improved management conditions also became a significant concern. In fact, the NHS introduced a Hospital Activity Analysis to enable medical professionals and managers â€Å"better patient-based information† (NHS, n.d. ). Furthermore, the 1960s brought about a change in segmentation as medical staff was divided into specialty groups, leading to additional criticism (e. g. the 1962 Porritt Report called for unification) (NHS). Also launched in 1962 was Enoch Powell’s Hospital Plan, a ten-year program approving the development of district general hospitals for areas with populations of about 125,000 (NHS), advocating new postgraduate education centers, and giving nurses and doctors a better opportunity for education and future employment and stability.In 1967, recommendations for developing a senior nursing staff structure and moving forward with advancements in hospital management were made in the Salmon Report, while the Cogwheel Report marked the first report on the organization of doctors in hospitals. By 1968, the NHS boasted clinical and organization optimism. However, the optimism was short-lived. Medical progress was notable (e. g. inclusion of endoscopy and Computerized Axial Tomography scanning), including an extension of investigative groups.Also prevalent during the period of 1968 to 1977, transplant surgery became widely used, pharmaceutical improvements were evident, and intensive care units gave the NHS a renewed sense of how medical care would be provided to its citizens. This renewed spirit was short-lived with the mergence of Lassa Fever. The general practice charter encouraged the formation of primary health care teams, new group practice grounds and a rapid increase in the number of health centers.Additionally, t his period saw a change in the Government’s Hospital Plan as new hospitals began to provide even more people with improved and local services. Also indicative of progressive changes is the arrival of information technology through â€Å"health service computerization and clinical budgeting† (NHS). Nevertheless, advancements did not remove the continued debate concerning the organizational structure of the NHS. In 1974, a new system was introduced, but conflict continued combined with an increase in inflation.When inflation reached 26 percent, a wage restraint was enacted. According to the NHS, â€Å"industrial action hit the NHS while consultants were also alienated by proposals to reduce private practice within the service† (NHS, n. d. ). NHS historical sources relate that by 1978 the NHS â€Å"had become a victim of its own success† (n. d. ). Changes were imminent. The introduction of new technology and multifaceted treatment methods led the NHS and its governing forces to realize additional advancements were imperative.By the late 1980s, the NHS reported highly recognized advances, including the areas of primary health care, genetic engineering, successful drug advancements, and the introduction of the MRI of which the agency states: â€Å"the number of operations for fractured neck or femur and osteoarthritis of the hip was reaching almost epidemic proportions†¦increasing numbers of heart and liver transplants were being performed and surgical treatment for heart disease was becoming more common† (n. d. ).In spite of the positive changes, the NHS continued to face on constant dilemma –financial stability. Increasing demand for services exceeded the resources available, leading to the mandated audit process of what NHS professionals were doing. By 1987, the NHS’s medical staff was in debt (NHS, n. d. ), waiting lists were increasing, and hospital wards were being closed (n. d. ). The NHS reports the peri od of 1988 to 1997 as its â€Å"most significant cultural shift since its inception with the introduction of the so-called internal market† (NHS, n. d. ).A 1989 White Paper, Working for Patients, was passed into law (Community Care Act 1990). Leading up to the beginning of the 1990s, the NHS saw the emergence of the internal market while health organizations became NHS trusts (independent, competing organizations with their own managements). By 1991, the NHS reported 57 Trusts, with all care provided by Trust at the end of 1995. All of the changes marked what the agency calls the â€Å"New NHS† and defines this change as â€Å"modern, dependable† (NHS, n. d. ). The new NHS operates under â€Å"six principles† of which include:†¢ The renewal of the NHS as a genuinely national service, offering fair access to consistently high quality, prompt and accessible services right across the country; †¢ To make the delivery of healthcare against these new national standards a matter of local responsibility, with local doctors and nurses in the driving seat in shaping services; †¢ To get the NHS to work in partnership, breaking down organizational barriers and forging stronger links with local authorities; †¢ To drive efficiency through a more rigorous approach to performance, cutting bureaucracy to maximize every pound spent in the NHS for the care of patients;†¢ To shift the focus onto quality of care so that excellence would be guaranteed to all patients, with quality the driving force for decision-making at every level of the service; †¢ To rebuild public confidence in the NHS as a public service, accountable to patients, open to the public and shaped by their views. (â€Å"Six Principles†) Of all influences on the changes in the social policies of Britain the NHS and Community Care Act 1990 has had the greatest impact. In fact, before the Act, most of Britain’s health and public services were pla nned and provided by health and local authorities (Commissioning the New NHS, 1998).The Act divided the role of health and local authorities by changing their internal structure thereby giving local authority departments responsibility for assessing the needs of the local population and then purchasing the necessary services from providers (1998). However, under the terms of the Act, a select number of health and social services authorities opted out of what would mean competing with other providers to work together in other sections of the community (e. g. voluntary groups and housing associations) (1998).Under a â€Å"mixed economy of care† (NHS), social policies evolved to also include a service specification inviting providers to â€Å"tender for the contract to provide those services† (Commissioning the New NHS, 1998). This mixed economy was intended as a tool to give citizens a variety of health care choices. However, according the Department of Heath’s re port (1998): Some local authorities chose to purchase services as part of a ‘block contract’ (where a certain service is provided for a fixed price and a fixed length of time).Purchasing services in this way may actually reduce choice for the individual, as frequently no alternatives (outside those provided by the block contract) are made available. Key Elements of Housing Policy Post-war housing policy is believed to have been a â€Å"notable success† (Ball, 1983). Since the days following the war, the physical housing situation in Britain has improved dramatically. In the period of the 1950s to 1980, Britain had seen a significant net gain of 200-250,000 dwellings each year (p. 2).In fact, Ball (1983) reports that â€Å"millions of slums have been demolished† and â€Å"thousands of other dwellings have been renovated to [meet] modern standards† (1983). Britain’s housing conditions have seen a significant improvement, specifically into the 1 980s. In fact, the change was so dramatic that less than 5 percent of dwellings were overcrowded. Improvements in housing includes the inclusion of a bath/shower and an inside toilet. Of all policies in post-war Britain, the 1977 Housing Policy Review was the best moment of all changes in housing provision.By the early 1980s, however, satisfaction disappeared and a growing housing crisis became a concern once again. According to Ball (1983), Britain’s post-war housing record has been poor compared with other West European countries. While all experienced a housing boom from the late 1950s to the early 1970s, Britain’s population size resulted in its trailing behind other countries’ house building rates (see Table 1), most predominately those with a similar welfare state social democratic tradition. Key elements of the housing policies includes the Department of Health’s responsibilities to:†¢ Identify local market information on the supply of housing , care and support services for older and disabled people; †¢ Access support on developing and implementing regional and local housing with care action plans; †¢ Obtain advice on public and private sector capital and revenue streams to inform business investment decisions; †¢ Disseminate guidance on the DH’s Extra Care Housing fund and grant allocation arrangements; †¢ Facilitate the adaptation of good practice to local settings; †¢ Support successful applicants with the development process and share their learning with unsuccessful applicants;†¢ Access knowledge management tools to support practice development and service improvement. †¢ Secure funding to research, test and evaluate new and innovative models of housing with care solutions support; †¢ Offer training and consultancy resources to support service development and change management processes; and †¢ Convene regional LIN meetings to identify and share what works (Departm ent of Health, 2007). According to Gummer (2005), in the 25 years since the UK’s â€Å"right to buy† housing policy, approximately 2 million families have become homeowners, changing the way Britain’s housing policies and market is perceived.The â€Å"right to buy† policy opened opportunity to â€Å"a whole new group† giving them â€Å"a stake in the community that they had never had before† (p. 69). However, in spite of the positive changes, Gummer (2005) reports that Britain continues to receive criticism with the most cited concern being â€Å"that the sale of council houses means there is a shortage of homes to let† (p. 69). Contrary to the positives, negative critism has surfaced, including a Contract Journal article (Penny, 2005) stating that â€Å"social housing schemes could be about to receive a much-needed shot in the arm — as well as a much-needed boost from the private sector† (p.40). Penny (2005) argues the impracticability of Britain’s urging to commit to a social housing PFI. â€Å"Unless you know exactly what you are taking on, anyone involved in such a scheme could be taking a huge risk,† argues Penny (p. 40). The author, among others, believe that the proposed new NHS LIFT approach indicates the public sector retains an interest in the scheme of which Penny also argues will â€Å"sidestep tenants’ objections to being put into the hands of a firm being run solely to generate profit† (Ibid).Despite obvious objections, the Contract Journal (Penny, 2005) does see positive aspects of moving to NHS LIFT-style management and asserts that a move flexible program would benefit the public in more ways than better housing alone. Based on references concerning LIFT-style initiatives (NHS LIFT Guidance, 2007; Penny, 2005; Millet, 2005) the program addresses almost all concerns in social housing, including the continued coverage of health and schools. As time progres ses, Britain’s housing policy changes continue to be focus of debates on just how much of the changes are for the good of citizens and how much is political agenda.One must question the validity of various housing programs, including the current and forthcoming plans for housing for the elderly. One such program is the Wanless Telecare proposal (Housing LIN Policy Briefing, 2006) that the Audit Commission defines as â€Å"any service that brings health and social care directly to a user, generally in their own homes, supported by communication and information technology. Data is collected through sensors, fed into a home hub and sent electronically to a monitoring center† (2006, p.1). According to the Briefing document (2006), Britain’s government believes the Telecare program can help older people to remain in their homes for longer (p. 1). However, while the program proposal defines the costs associated with implementing the program as â€Å"modest† (20 06, p. 2), they are high, specifically to the homeowner. The set up fee of a basic home safety package costs about ? 360 plus monitoring costs of ? 5 per week. Home health monitoring is more expensive, around ? 700 and ? 10 per week monitoring costs.Given these high figures, combined with the already luminous housing problems with the elderly, how can such a program benefit citizens? According to the Audit Commission’s review of the Telecare housing safety program, â€Å"Telecare equipment and services provide the opportunity to react to hazardous events and to alert and prevent deterioration in an individual’s ability to care for themselves† (2006, p. 3). One specific pilot study (West Lothian: Opening Doors for Older People, 1999 quoted in Department of Health White Paper, 2006) for the inclusion of Telecare surveyed 10,000 households in the West Lothian district age 60 or over.The survey purpose was to reveal the validity of Telecare inclusion as a possible m eans of â€Å"reengineering† services for older people to include the development of extra care housing and changes to home care services. According to the survey, implementing Telecare on its own without wider system improvements is a wasted opportunity. In fact, the survey revealed: †¢ Telecare is not a cut price alternative to personal care, but sits alongside it †¢ A technology driven approach does not work †¢ A focus on cost saving/shunting does not work †¢ A high level of commitment at senior level is required†¢ West Lothian has found ‘minimal interest’ from the local NHS in telecare/telemedicine possibilities (Department of Health, 2006; Audit Commission, 2004; Brownsell et al, 2001). Understanding the changes in Britain’s housing policy since 1979 enables its citizens to better equip themselves for what future changes may come. In fact, Britain’s housing policies have fluctuated, indicating a positive change and decl ining to criticism and little faith of its citizens. While the government is consistently working toward bettering its housing policies, there remains many avenues yet to be explored. References:Audit Commission (2004). Older People: Implementing Telecare. London: Audit Commission. Ball, M. (1983). Housing Policy and Economic Power: The Political Economy of Owner Occupation. Methuen: London. Brownsell, S et al (2001). An attributable cost model for a telecare system using advanced community alarms. Journal of Telecare and Telemedicine, Volume 7. _______________ (1998). Commissioning the new NHS, 1999/2000. Department of Health, HSC (98) 198. Department of Health (2007). Official website. Crown, retrieved January 11, 2007 from http://www. dh. gov. uk/Home/fs/en Department of Health White Paper (2006).Our health, our care, our say: a new vision for community services. London: The Stationery Office. Gummer, J. (2005, Nov 5). â€Å"Right to buy† was the right move for everyone. E states Gazette, Issue 544, 69. Millet, C. (2005, Oct 10). Social housing set for LIFT-style deals. Contract Journal, Vol. 430 Issue 6545, 1. ______________ (2007). NHS LIFT Guidance. Crown, retrieved January 10, 2007 from http://www. dh. gov. uk/ProcurementAndProposals/PublicPrivatePartnership/NHSLIFT/N HSLIFTGuidance/fs/en Penny, E. (2005, Oct 10). Editor’s Comment. Contract Journal, Vol. 430 Issue 6545, 40. United Nations Statistical Yearbook 1978

Creating Computer-based Learning Essay

Computer-based learning, or e-learning, refers to online or offline learning through the means of computers. It can be offline through the means of CDs or it can be online wherein the student accesses an online web-based training module to acquire learning. Computer-based learning provides various advantages as compared to classroom learning. It provides flexibility to the learners who can access the course at their own pace and at their convenient times. It also enables the students to undertake distance learning wherein a large distance separates the instructor and the students. It is estimated that in 2006 nearly 3. 5 million students in the United States were undergoing some kind of computer-based learning. In this essay, I will discuss computer-based learning and will also provide a sample outline of a computer-based learning course. A storyboard is used to provide a screen-by-screen description of the e-learning course to the programmers, graphic designers, and animators who construct the e-learning course. It contains the On-screen Text (OST) and detailed instructions on graphics and animation. A storyboard should be detailed enough to provide all the required information to construct the course. It should have the following minimum eight elements – project information, screen label, audio/narration text, video clips if used, graphics, OST, navigation and interactivity, and notes to programmers and artists (Creating Scripts and Storyboards for E-Learning). The OST in a storyboard should only contain the relevant information that the learner needs to see. Transition text should only be provided in the audio script of the storyboard. This enables the learners to focus on the core concepts that they have to learn. An e-learning course can have a linear or a staggered navigation. Providing staggered navigation through inserting hyperlinks or cross-references allows learners to choose their learning path, but it is more complex, provides slower navigation, and has greater upload time (Storyboarding for E-Learning Courseware). Secondly, a hyperlink to an outside site will make the learners navigate out of the course, and they may not return to the course. It is not necessary to describe each step of an animation in a storyboard. Only the key aspects of the animation should be outlined and the animation should be described in a separate document. It is not advisable to use too many animations in a course as an animation may take a long time to load. The development life cycle of a computer-based learning course consists of analysis, design, development, implementation and, evaluation phases. The content, graphics, and assessment are developed during the â€Å"development† phase. A sample outline of a course on â€Å"How to Buy and Sell a House† would be as follows: I. Welcome page II. Introduction screen a. Slide 1 – Opening questions (to establish motivation for learning). i. Questions on what type of house is required and various available options. ii. Questions on problems faced in buying and selling a house. b. Slide 2 – Common mistakes while buying or selling a house. III. Learning Objectives i. Given a specified budget and location preference, the learner will be able to identify how to buy the most suitable house for his or her needs. ii. Given a specified budget, the learner will be able to identify how to negotiate successfully with a seller or a buyer on the price and obtain the optimal bargain. iii. The learner will determine how to avoid hidden costs and charges while buying a house. iv. The learner will identify how to do the paperwork, such as house registration correctly. Unit I – Finding the Best House Within Your Budget and Location Preference Unit II – Negotiating Successfully Unit III – Avoiding Hidden Costs Unit IV – Carrying Out Paperwork Correctly There will be assessments for the course – one at the end of each unit and one at the end of course. A sample question for Unit II is as follows: 1. Which of these are correct negotiation techniques while buying a house? a. Refuse to budge from your price. b. Request persuasively to provide additional benefits. c. Give examples of other lower cost options that you have. References Kruse, Kevin. Creating Scripts and Storyboards for E-Learning. Retrieved May 23, 2008 from http://www. e-learningguru. com/articles/art2_5. htm Pandey, Amit. Storyboarding for E-Learning Courseware. May 1, 2007. Retrieved May 23, 2008 http://www. associatedcontent. com/article/229486/storyboarding_for_elearning_courseware. html? page=6

Aim and Objectives of a Business

Aims And ObjectiveAims are the goal the business wants to achieve while on the other hand objectives are practical steps to achieve the goal; it is very beneficial to set aims and objectives because it will help the business to be successful whether the goals are good or bad. Failing to set aims objectives will invariably make the business fails or damage it in the long term. In every business sector, Aims and objectives are essential be it private, public and non-for profit organisations. When businesses set aims and objectives, there is a greater degree of a tendency for the business to reach its potential goal or vision. When private sector businesses provide goods and services, they in turn make profit.For example, Aldi as a private limited company delivers value and lower prices for their customers to gain their loyalty and to maximise profits. They able to deliver in this manner due to increase sales and reducing cost of productions. All these processes bring about increase an d expansion of the business. Public Sector organisations are owned and controlled by the government (or local government). They provide quality services to their customers by helping to provide public services to their customers. These services are often free at the point of delivery e.g. the NHS. They provide goods paid for by the consumer.For example, if I pay for a ‘sexually transmitted disease (VD) jab I will benefit directly by being less likely to be in discomfort with the sexually transmitted disease (VD). But others also benefit because they are not going to catch the sexually transmitted disease from me. Another example of Public sector goods are ‘non-rival’ in consumption and ‘non-excludable’ in provision. An example of this is street lighting. If I walk down the street, taking the benefit of the street lights, the light I ‘consume’ leaves no less light for anyone else to consume. Because the good is ‘non-excludableâ€℠¢ a private business would have trouble making money out of it, so they tend not to bother.For this reason these goods are unlikely to be provided at all unless the government provides them out of general taxation which rest on the citizenry to pay. Not-for profit sector they raise funds to support a cause like helping people in need, they make surplus after the expenses of the business then, they reinvest the profits back into the business for expansion. They increase revenue from donations to carry out its various projects like water aid, schools and hospitals that are needed in Africa  countries.The Purpose For Setting Aims And ObjectivesThe purpose or reason for setting aims and objectives is because they are beneficial to the business whether good or bad. It is important to note that the business that does not set aims and objectives is band to fail or damage. As a business you make plans, SMART objectives have to be in place for the business to move forward and for it to rea ch its desire goal. It is also important to write out your mission statement because when you write out your mission, it become the vision that propels the business forward..Setting aims and objectives help the business to make profit for example you want to make 100% every week but without the aims and objectives you will not be able to measure your achievement or progress in your business. Sitting aims objectives will enable you to check if you have reached your set goals and objectives. It will also help you to be realistic and time-bound in your business goals. It also will help you reach your set targets, for example your aim is to make more profit in your business the time-bound will help you to know what you have achieved or if you are behind.The aims that would be appropriate for the sandwich shop are: To make profit as much as possible by maximising the profit and also increase sales. Growth for the business to expand and to have more sandwich branches. The sandwich shop ha s to stay in business until the business improves.ObjectivesThe sandwich shop has to provide a quality service to their customer to win them over to increase sales. The sandwich shop can reduce cost in order to retain and gain more customers. The sandwich shop can improve the quantity of the sandwich in order to stay and compete with other businesses.

Participation Questions week 4 Essay Example | Topics and Well Written Essays - 1000 words

Participation Questions week 4 - Essay Example Investing in rapidly growing companies or building portfolios that assume a fairly high amount of risk are some components of aggressive finance strategies. What is difference between the aggressive and conservative financing model? Conservative funding strategy focuses on funding both its seasonal and permanent requirements with long-term debt. This type of financing model focuses on minimizing risk and preserving capital. Aggressive financing will focus on placing a higher number of assets in equities instead of safer debt securities*. Under what circumstances would you use either one? Selecting the conservative strategy will not lead to an increase in value, but it might guard against inflation. However, some funds may use an aggressive strategy then switch to a conservative later on in time. (529 plans is an example**) Therefore, depending on the overall objective, aggressive financing will allow investors to achieve maximum return sooner than the conservative strategy. I agree with you but do companies make use of short term debt only to meet seasonal requirements? I would say that it is equally applicable to all other forms of short term finance needs. The major benefit a company can expect from aggressive financing is relatively higher return as compared to long term debt. This is because short term debt is cheaper (debt servicing cost is low) than long term debt. However, it is associated with higher risk. I agree that Conservatory financing is used to finance both long term and short term requirements with long term debt. But there will still be some portion of working capital requirements that has to be met using short term financing. But yes, as you said, it is much safer and consists of relatively lower risk than the aggressive financing. According to the text, an Aggressive financing strategy is a strategy under which the firm funds its seasonal requirements with short-term debt and its permanent requirements with long-term debt. A