Case Analysis - Allied Electronics Essay Example for Free

Case Analysis Allied Electronics Essay Robert Venter, second-generation Chief Executive (CE) of family-owned Allied Electronics Corporation Ltd, considered the pros and cons of more clearly linking the firms compensation system to sustainability performance. In June 2011, Altron, a multinational headquartered in Johannesburg, South Africa, controlled more than 200 companies in Africa, Europe, the US, the UK, Australia, and the Far East. More than 14,000 employees designed, developed, manufactured, and marketed a range of telecommunications, electronics, power electronics, and information technology systems and products. Having made a clear commitment to sustainable development, Venter was confident that the commitment was shared across the senior management team. However, there appeared to be a higher acceptance in the operating units for meeting financial targets than for meeting sustainability targets. There was a clear difference between Venter and his predecessor, Dr. Venter. Dr. Venter adopted a value-based culture in the company, ensuring that the mission and vision of the company were followed and reviewed after every year. The codes of ethics were maintained and that the company responded quickly to changing external forces and trends. Dr. Venter was mostly the sole decision maker at that time and whatever his decision was, was accepted by the organization. At the time Dr. Venter was in charge of the company, it was mostly bottom-line drive; focusing mostly on profits. No doubt that with the family oriented approach that Dr. Venter had and the sole responsibility that he had undertaken for all decision making made the company soar to new heights. But with the global changes in the corporate world took place and the way corporations did business shifted, a change was needed to handle this change. This was the perfect time that Robert Venter took over the company. He differed from his father in many ways, the biggest being; he concentrated more on sustainable development. He believed that the company should be more transparent and everyone’s views mattered. He created a more participative decision-making process that involved a process by which the idea would float and if the ideas clicked on each level of the process, it would be implemented. This not only empowered employees, but lead to more ideas being generated. Carbon Footing: Even though Venter focused more on the sustainability goals of the company, most of the senior managers were still focused on the financial bottom line. With the new process for feeding new idea to the company, Johnston came up with a business case for a carbon footprinting concept. The main idea of this concept was to link the end-goal of a sustainable goal with a tangible success. Johnston set-up to develop a case on the shift from bottom line to sustainable goals and how they were suppose to implement this. The following considerations and steps were performed: * Why they needed the change * Culture of the organization * Risks facing the change * Whether they had the proper systems and the structure for the change * How they would bring about the change in the organization and how to educate the employees about the change The carbon footprinting brought a change for the greater good in the company, the reporting system became more transparent and numbers and reports were being shared and used in different decision making processes. This led to better decision making and found out where the company lacked how proper steps could be followed to make the company having a better standing in its operations. This system also led the company to incorporate broad-based black economic empowerment, which gave a good image to the company in the eyes of the public as well as the government. A compensation plan was drawn up which was based on key performing indicators, this was linked to the annual performance bonuses. After the success of the carbon footprinting across Altron, it was evident that if a proper research, methodology and the respective steps were followed they could bring about a change in the organization and change its structure, the way they did their work and better efficiency in their operations. King III and the How Altron embraced change With the new legal requirement, known as King III, in South Africa required organizations to publish their integrated reports, Altron had an edge on its competition since it had already started publishing its report a year before the legal requirement. As mentioned in the case, Venter, chief executive of Altron, find this to be satisfying since it put the company in a proactive position. Altron was able to adapt with the new legal requirement faster than the other companies. This adaptation to the evolving reporting environment led Altron to come up with a new, better and a more integrated corporate strategy. There was an increase in the strategic themes from 8 before the new reporting system to 11 with the implementation of the new reporting system. Even though most of the strategic themes of the company were the same, they were now looked upon with a broader perspective. Along with the 8 existing themes revitalized and broadened, three important themes were added which were essenti al for the growth and sustainability of the company. These themes include: * Human capital * Environment * Corporate governance Venter believed these new themes were critical for future sustainability of the organization. All three themes were essential to give the company an edge on the competition as well as show the public the greener, environmental friendly and public friendly the company was. If these three factors were incorporated properly in the company strategy it would lead the company to new heights in the eyes of the employees and the public. With the new strategy that was being implemented in Altron, a lot of different changes were to be made and Altron faced different challenges in designing the new corporate strategy keeping in mind the 11 new strategic themes. Also, they had to come up with a payment policy aligned with the strategy of the company based with the individual performance of the employee. There were mixed reviews about the change in the compensation policy of the company, some employees were reluctant to the change of the already existing compensation policy while others were ques tioning the existing policy and looking forward to the change. Embracing Change As mentioned in the case, the King III regulation was an opportunity for Altron to rethink its strategy and closely incorporate sustainability into its strategy, something that Venter had wanted since he had become the CE of the company. Yet again, Johnston steeped up to the task to come up with a case that would allow the company to embed sustainability into the company’s strategy. For this purpose he assembled a team and carried a research on the different aspects that are already mentioned in the above section (why they needed change, risk involved in the change, manpower and organizational culture etc.). Altron was one of the first companies to start the integrated reporting and the following quote explains why Venter thought it was important for them to do so: â€Å"Integrated reporting focuses management and others on looking forward rather than only backwards, which has historically been the case with most reporting. It creates a complete and accurate picture of the company.† â€Å"Not necessarily more detail, but greater insight into the strategy, risks and value creation of a company.† – Robert Venter (Reference: http://www.kpmg.de/docs/20110912_Integrated_Reporting.pdf). As the quote above explains that the research led Johnston and Venter to identify various risks, value creation factors and the strategy that is being used. It put everything Altron was doing in perspective and evaluated where the company stood, locally and globally. After the evaluation of the research and the decision to broaden their strategic themes, to embed sustainability into their strategy, they came up with the 11 new strategic themes. Not only that but they also; * Defined targets * Timeframe, for every task to be done and operations to take place * The measure of performance of an employee that was going to take place on the basis of the 11 strategic themes An analysis of the Compensation Strategy With the changes taking place and sustainability being implanted into the strategic goals of the company, Venter was uncertain about the incentive structure and what kind of message it would send about the sustainability-oriented corporate strategy that they had come up with. With the already existing compensation plan focusing on rewarding consistent long term individual, it drove employee’s energies and activities towards key business goals, creating a competitive and a challenging work environment. This also led to the alignment of shareholders interest with the; * Operational requirement * Strategic direction * Business-specific value drivers of the employees 5 compensation policies were introduced in Altron that focused on: * Attracting talent * Motivating employees * Rewarding employees on their work * And retaining the high-caliber people The 5 policies that Altron came up with were supposed to be transparent and were to link the compensation plan with the sustainability of the company. These 5 policies were explained in details so that employees and managers to sure about the factors they had to follow in order to get a high compensation in a year. Although the compensation plan was a good one, there were a lot of managers and employees that were not happy with this new plan which led Venter to ponder on the effectiveness of the compensation plan with the new sustainability approach the company had took. Analysis: With the company being a market leader and one of the most successful and highly respected companies in South Africa, this new change from focusing on bottom-line to sustainable growth was an important because of the developing markets around the world and the increasing competition. Altron had the right attitude and the right pace to maintain the market leader status because of the efficiency in their work pattern and them doing work according to the rules and regulations that they had come up with. Not only that, but Altron considered both the internal and external factors before bringing forward a new idea or a change. With the new change that was being implemented and the broadening of the strategic themes of the company, Venter had to consider the sustainability drivers and how they were going to implement that change. In the case the highlight is on the compensation plan of the employees and the managers, this maybe because Venter feels that one of the biggest assets the company has is its employees. No doubt in the market that companies exist in there are very minute difference in products and services and it all comes down to the people that work for the company create a difference between one company to the other. In our view, the better the more motivated the employees are the better they would perform and bring forth and change in the company. Venter believed that the employees working for Altron were going to bring a change in the strategy of the company due to which he had to align the compensation plan with the new strategic themes they had come up with. These compensation policies that he had come up with had different criteria’s that an employee or a manager had to fulfill in order to get a good bonus. This involved individual performance and the performance of a certain departmen t. Even though these policies were carved wonderfully, there were employees and managers that were not happy with them. Statistics from exhibits show that even though the company was maintaining a good financial position, employee turnover had increased. This could result in a problem for Altron. With the 11 new strategic themes focused on different areas, Altron realized the importance of having strategic themes for the employees and the customers. Overall we think that these policies were necessary and would bring a change in the working environment of the company and help people work efficiently in order to get a bonus. Although employees were reluctant to the change there were some pros and cons in the policies: * Adopted a total cost of employment policy. * Performance evaluation of employees twice a year, which would lead to detecting problems earlier and whether the goals of the company were being met or not. * Feedback to the employees, which is essential in the growth of the company and the employee. * Aligning interests of the employees and managers with the interests of the company and the stake holders. | * The 70/30 ratio for the financial and non financial KPIs was a bit high. * The performance evaluation and group evaluation at an 80/20 rate, respectively, as high as well. * | Recommendation and Conclusion Although we are in favor of the new policies being implemented because they take in account all the aspects that are needed for the company to grow and different evaluation techniques that should be used in order to come up with the compensation and bonuses that the employees should get, we recommend that: The financial and nonfinancial KPI ratio is lowered, so that people don’t only worry about the financial outcome of the task they perform but also focus on the nonfinancial work they do. In fact there would be departments such as the customer complaint department, which would not know how their financial outcome would be determined since there suppose to interact with the customers rather than increase the sales or make profits. Each department should be given their own set of KPIs that would be used to evaluate their performance. One of the biggest concerns we have is the 80/20 ratio that Altron is thinking of incorporating. This would mean that employees would rather work on their own than work with each other. Department synergy would be destroyed because everyone would rather work to get a better evaluation that his colleague. This ratio should be kept at 50-50 because with the new integrated report system Altron is using it is very important for departments and employees to work together rather than just focus on their individual performance.

Organizations face huge pressures

Organizations face huge pressures Factors forcing Change Organizations face huge pressures to change, from both internal and external sources, internal forces to change often as a result of long-term external forces. For example, Biggest Coal Mining companies internal pressure to expanding their activities to Coal mining and Energy plant Chemical industry, as a result of more and more other similar companies interested to engage with chemical industry. Internal Factors forcing change The factors internal to an organization that force changes can be identified through a formal analysis method. Most common among these methods is S.W.O.T. analysis. Strengths An organizations strengths, which help identify a competitive advantage or unique selling point, are of vital importance when deciding on changing the focus of the company. Weaknesses An organizations weaknesses are a real motivation to change. Weaknesses identified internally in a companys product or service, will require immediate attention and changing. The weakness would be resolved by a cultural change. Opportunities Opportunities that present themselves, like new contracts on other continents will force changes in the company, sometimes as simple as new working hours. With the differences in different customer expectations, modern companies need to remain flexible. Flexibility is a major cultural change that needs to be introduced. Threats Threats to an organization, usually in the form of competitors and substitution products force a company to react. To react effectively companies have to react quickly, which is a cultural change in a company. External Factors forcing change The factors external to an organization that force changes can be identified through the PESTELI acronym. Political Political factors would include the current and potential influences from political pressures such as unions and national pay agreements. Economic The local, national and world economy impact can force an organization into changing their work practices or even product prices. Social Changes in lifestyle absolutely force changes in organizations, but at a cultural level, socially changing attitudes towards work or ethical issues can also have effects on the culture inside an organization. Technical The ever-changing technical world in which we live has probably the most profound effect on organizational culture of all external factors. Technical improvement that allow employees to work from home, working teams to be separated by great distances and for customers to be located on the opposite side of the world from their suppliers. Anything that changes the day-to-day work of the employees has a profound effect on the organizations culture. Ecological The local, national and world ecological and environmental issues that have effects on culture at national levels filter down into the organizational culture within a company. Legislative The legal issues both locally and at an EU level, such as taxes and working time regulations also have effects on culture at a national level, filter down into the organizational culture within a company. Industry Industry changes have a huge effect on national culture. The move away from agriculture into industrial and now information economies has greatly changed the national working culture. WHAT IS ORGANIZATIONAL CULTURE? Managers and employees do not perform their duties in a value-free vacuum, their work and the way its done are governed, directed and tempered by the organizations culture. Burnes, B. (2004) ‘Managing Change. There are three main factors affecting the culture of an Organization, These are: The Founders basic assumptions The national culture The task in hand. Gargan, D. (2005) ‘Change Management Lecture Notes The Founders basic assumptions In a typical company the founders set up small and grow the company from one basic good idea. These founders go into business to make money, pure and simple. However, depending on the nature of their work certain assumptions made by the founders will immediately set the culture for the initial and all future employees. For example, â€Å"Energy resource† companys founders found out powerful innovation Coal-to-liquid (CTL technology). This is going to be very huge project and founders working on it very precise. Thats why they push all employees, who will probably not be given too much freedom and all work would be carried out along strict guidelines and the basic idea of management not trusting staff may be in place. The Founders basic assumptions immediately set the working environment and culture within an organization. The national culture National attitudes to working determine the employees general attitude towards working. Now every employee is different, but when talking about culture at a national level there are some basic truths that always apply. Some national cultural behaviour will lead the company toward organizational change, while others will hamper it. National Cultures that help change: Mongolian people leaving work place at 6pm on Friday to go to pub. This helps change culture, Idea is it leads to more integrated working environment, where everyone ends up talking about work and discussing opportunities and threats. Society encouraging further education National Cultures that hinder change: Japanese people not leaving the office until their boss has. (Over tired and less productive staff) Lunchtime drinking culture Unions and their involvement National pay agreements The task in hand The task in hand it the major defining factor towards the culture of a company. If the companys job is mainly customer service, meeting and dealing with people, then the organizations culture should be focused to customer. However, if the company is an innovator, its culture should be one of exploration and give more individual freedom to the employees. In this case we need look at how cultural change turn mining company employees into power plant industry employees. At different levels within an organization there are usually different tasks. For example, in â€Å"Chemical industry† company, there may have 3 distinct groups. 1) Research and Development This group will have brain storming culture and scientific research for innovative technology. 2) Professional Services This group works directly with customers, culture will be more customer focused as they are under more pressure. 3) Sales The sales group will have a â€Å"Yes† culture, never turning down any opportunity, and putting pressure onto the other two groups to deliver. Organizations structure effects on Culture â€Å"Energy Resource† company organized with Matrix organization structure. Its resources are shunted around the organization to meet the demand for attention that tasks require. Employees work less in fixed groups for long periods and so no pockets of different cultures can grow, but rather if Employees are unhappy with their work, the chances are that they can be easily moved, so as to maintain good working culture. Factors forcing Change Organizations face huge pressures to change, from both internal and external sources, internal forces to change often as a result of long-term external forces. For example, Biggest Coal Mining companies internal pressure to expanding their activities to Coal mining and Energy plant Chemical industry, as a result of more and more other similar companies interested to engage with chemical industry. Internal Factors forcing change The factors internal to an organization that force changes can be identified through a formal analysis method. Most common among these methods is S.W.O.T. analysis. Strengths An organizations strengths, which help identify a competitive advantage or unique selling point, are of vital importance when deciding on changing the focus of the company. Weaknesses An organizations weaknesses are a real motivation to change. Weaknesses identified internally in a companys product or service, will require immediate attention and changing. The weakness would be resolved by a cultural change. Opportunities Opportunities that present themselves, like new contracts on other continents will force changes in the company, sometimes as simple as new working hours. With the differences in different customer expectations, modern companies need to remain flexible. Flexibility is a major cultural change that needs to be introduced. Threats Threats to an organization, usually in the form of competitors and substitution products force a company to react. To react effectively companies have to react quickly, which is a cultural change in a company. External Factors forcing change The factors external to an organization that force changes can be identified through the PESTELI acronym. Political Political factors would include the current and potential influences from political pressures such as unions and national pay agreements. Economic The local, national and world economy impact can force an organization into changing their work practices or even product prices. Social Changes in lifestyle absolutely force changes in organizations, but at a cultural level, socially changing attitudes towards work or ethical issues can also have effects on the culture inside an organization. Technical The ever-changing technical world in which we live has probably the most profound effect on organizational culture of all external factors. Technical improvement that allow employees to work from home, working teams to be separated by great distances and for customers to be located on the opposite side of the world from their suppliers. Anything that changes the day-to-day work of the employees has a profound effect on the organizations culture. Ecological The local, national and world ecological and environmental issues that have effects on culture at national levels filter down into the organizational culture within a company. Legislative The legal issues both locally and at an EU level, such as taxes and working time regulations also have effects on culture at a national level, filter down into the organizational culture within a company. Industry Industry changes have a huge effect on national culture. The move away from agriculture into industrial and now information economies has greatly changed the national working culture. WHO CAN CHANGE CULTURE? Changing the culture of an organization is an extremely difficult task, but it may be necessary to get the results required. If an organization were thought of as a restaurant, and the employees as the waiters, content and well looked after waiters would go about their jobs in a pleasant manner and as a result tips would be high and the restaurant turnover would be high, as customers would enjoy eating there. However, on the other hand, if working at the restaurant was made difficult for the waiters, with an unpleasant working environment and impersonal culture, they might not go about their jobs with such enthusiasm, a lack of motivation would become obvious in their demeanour, tips would be low and restaurant business would suffer. So its in an organizations best interests to maintain a healthy and productive working culture. Changing an organizations culture can be done at the three distinct levels with an organization: Executive Management, Middle Management and regular employee level. Lets look at them in turn and consider two very different football clubs (Manchester United and Arsenal) as differing organizations. At an Executive Management level Executive management are the group that direct the organizations goals. So, in order for them to effect cultural changes, they may have to change the organisations direction. The organisation may need to be streamlined in order to make provisions for the desired changes. Inspiring and motivating staff through vision and mission statements as well as overall policies would be a common approach taken at this level. Changes introduced at the executive management level are the most difficult changes to resist, because employees are largely powerless against them. In the terms of the football clubs, the executive management would be the boards of directors, who can release certain amounts of funding for the operation of the team and/or make performance goals for league finishing positions. At a Mid-Management level Middle management is the level from which most organisational change comes from. These changes can take the form of new operations rules (e.g. Forced timesheet logging). Changing the working practice for employees, by making their working life more strict or more lenient, pushing more responsibility onto the individual employees or smaller changes like more frequent or earlier meetings. However, changes enforced or imposed by the mid-management are the most resisted. In the terms of the football clubs, the middle management would be the team managers. The managers can effect change by shouting at players and demanding results, as done by Alex Ferguson at Manchester United, or by talking through the current issues are working for a solution together with the players, as done by Arsene Wenger at Arsenal. As a regular employee Regular employees can change the culture in an organisation in the most effective manner. Through an observed work ethic or levels of professionalism or levels of â€Å"completeness† in their work, employees can pressure other employees to change how they work and this will filter around the organisation, effecting the change. Now there are two types of motivation that people respond to. One, the people who are shouted at and told what to do and told there will be consequences if they do not perform. This was the kind of tactic employed by Roy Keane at Manchester united. Two, the people who like to be told that they are doing a great job and encouraged to do a little more, but encouraged by someone who was obviously performing better. This was the kind of tactic employed by Patrick Viera at Arsenal. Guidelines for changing culture (Burns 2004) 1) Formulate a clear strategic vision. An organisation needs a clear vision with a well define strategy and values in place in order to be effective. 2) Display top-management commitment. Cultural change needs to be managed from the top down. Executive management need to agree to the plan and stick to it. 3) Model culture change at the highest level. Cultural changes need to be communicated through the actions of executive management. Management need to lead by example. 4) Modify the organization to support organisational changes. Cultural changes need to be reflected in organisational changes in order to back them up, if at all possible. 5) Select and socialize newcomers and terminate deviants. To really effectively change organisation culture, those who resist the change may need to be let go. People stuck in their ways that cannot adapt are of no benefit to the organisation going forward, sometimes this will manifest itself in the form of early retirement. The hiring of new people will be done with the new organisation culture in mind. 6) Develop ethical and legal sensitivity. Changing a culture then radically changing all the staff in a company may not only send out the wrong message, but actually be illegal or in breech of union regulations. Such plans need to be enacted very carefully. Conclusion Culture is a complex beast, derived from the personalities of all the current and previous employees of an organisation. As such, changing culture is equivalent to changing peoples thinking, which is a non-trivial exercise. The intricacies of culture and office politics are potentially huge and the initially obvious culture may just be the tip of the iceberg as regards the culture at large. The culture of an organisation does indeed determine its ability to change effectively, but this is a good thing. For small innovative organisations, where the company is based around a core nucleus of core staff, the attitudes and actions arising from those people will define the culture, usually into a vibrant and dynamic workplace, capable of changing quickly and often ahead of the times. On the other hand, in mature hierarchical structured organisations that have a large amount of management supported by a lower amount of staff, the culture will become more complex. Large organisations that have this structure (e.g. Financial Institutions), take time to change effectively, because not only does the structure of the company mean that it will take time for the changes to be propagated around the organisations, but the changes are more likely to be resisted at every level down the hierarchy from the executive management to the â€Å"real† works, who the changes will most likely effect the greatest

Children With Behavioral Disorders in Single Parent Homes Essays

Unfortunately, we live in a world were economic times are tough. It can be a struggle for parents to adequately support children - especially if there is only one parent. According to Organization for Economic Cooperation and Development about 15.9 percent of children world wide live in single-parent households. In the United states alone there are approximately 13.7 million single parents today, and those parents are responsible for raising 21.8 million children (approximately 26% of children under 21 in the U.S. today). The question we must ask is, What struggles and psychological effect does separation and divorce have on the parents as well as the children? Divorce is the final termination of a marital union, canceling the legal duties and responsibilities of marriage and dissolving the bonds of matrimony between the parties. In most countries divorce requires the sanction of a court or other authority in a legal process. The legal process for divorce may also involve issues of spousal support, child custody, child support, distribution of property and division of debt. Shared custody is awarded in approximately twenty percent of all divorce child custody cases. When shared custody is not awarded, the court will award one parent sole custody of the child. A court may also award a parent joint custody. Joint custody is a court order whereby custody of a child is awarded to both parties. In joint custody both parents are "custodial parents" and neither parent is a non-custodial parent; or, in other words, the child has two custodial parents. Seventy percent of all child custody cases name the mother as the custodial parent. A â€Å"b roken family† will effect the mother, father and child in different ways; with mothers usua... ...1%) as likely to have one or more total problems than those from two-parent families, twice as likely to have an emotional disorder, etc(National Longitudinal Survey of Children and Youth ). Works Cited See e.g., Cal. Fam. Code sect. 3004 http://www.leginfo.ca.gov/cgi-bin/displaycode?section=fam&group=02001-03000&file=3000-3007 1988 Census "Child Support and Alimony: 1989 Series" P-60, No. 173 p.6-7, and "U.S. General Accounting Office Report" GAO/HRD-92-39FS January 1992 Center for Disease Control National Principals Association Report on the State of High Schools Fulton County Georgia Jail Populations and Texas Dept. of Corrections, 1992 GROWING UP IN CANADA, National Longitudinal Survey of Children and Youth (Human Resources Development Canada, Statistics Canada, Catalogue no. 89-550-MPE, no.1, November 1996, p. 91) Available from StatCan.

Reaction to The Reader :: Reader

Reaction to The Reader In part II, chapter eight of Bernhard Schlink's The Reader, the first-person narrator Michael describes reading the account written by a concentration camp who had survived along with her mother, the soul survivors in a large group of women who were being marched away from the camp. He says, "the book...creates distance. It does not invite one to identify with it and makes no one sympathetic..." The same could be said of The Reader. The book is written in such a way as to distance one from the characters. It prevents people from sympathizing with Hanna or Michael or anyone else, taking a sort of detached viewpoint from their problems. This can be paralleled to the efforts of the German people towards Vergangenheitsbewältigung, or "coping with the past." In coping with Germany's Nazi history, the Germans attempted to distance themselves from it and the moral implications it presented. They tried to understand it without involving themselves in it, since involving them selves could implicate them. The one person in the book who cannot distance herself, Hanna, is still unsympathetic because everyone else distances themselves from her, making it impossible to sympathize with any aspect of her plight. Hanna is symbolic of German history in this respect. As the narrator, Michael is particularly hard to sympathize with. The way he guides the story eschews emotional attachment. He himself feels detached from almost everything: "....I felt nothing: my feelings were numbed." His detachment transfers to the readers. None of his traits, or any of the situations he comes up against, makes one feel particularly sorry for him. Nothing makes one want to understand what he's going through or where he's coming from. He is simply there, dictating the story, telling us about his feelings without us getting involved. Further alienating is his tendency to fall into tangents which don't relate to the main narrative. These tangents are even harder to muster interest in than the true point of the book and don't serve any discernible purpose, in the end causing us to separate even further from the story. Michael's feelings of numbness and alienation--and, subsequently, the feelings of numbess and alienation that are produced in the book's audience--reflect the attempts made by the German people to distance themselves from the spectres of the Nazi past.

Rainbow Six :: essays research papers

I Recommend Rainbow Six Author:  Ã‚  Ã‚  Ã‚  Ã‚   Tom Clancy Number Of pages:   Ã‚  Ã‚  Ã‚  Ã‚  740 Characters:   Ã‚  Ã‚  Ã‚  Ã‚  John Clark an ex Navy Seal   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Alistair Stanley executive commander of Rainbow Six   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Domingo Chavez, the captain of team two Clark is the commander and in charge of starting a new European anti-terrorist group called Rainbow Six. Rainbow Six is split into two teams; team one and team two. These teams are the best there is. They are based in Hereford, England, but any European country can call on them at any time. They run three miles in twenty minutes, every mourning at six am. Only one team is on-call at a time. The team that is not on call will be doing live fire practices. In the first six months of being operational they are called on three times. The first incident happens in a Swiss bank where terrorists taken control. They also have a hostage. Team two successfully takes them out, with only one hostage killed (he had already been killed before they got there). The first mission helps to organize them and fix a few holes in there planning. The second mission is in Germany; an international trader is taken hostage in his mansion. This mission goes too well, thanks to the snipers. No hostage deaths, bu t all the terrorists are killed. The last mission is they are called upon is in Spain, where a team of terrorists take an amusement park and thirty children. They demand their leader, a man named Jackal be released from prison (he was the guy who took the Swiss bank). So to take them down they use a program to disable their cellular phones, their way of communicating, they kill the terrorists one by one till there all dead. Only one child is killed by the terrorists. In the meantime while this is happening, an American hires the ex-KGB agent Popov, now freelance. Popov is hired to get people to do the job in Switzerland, the bank taking, and the taking of the International trader in Germany. The person that has hired him is the Boss, owner of a multi-national pharmaceutical company that has deals with extremely deadly viruses. The Boss is extremely wealthily. Popov is living in New York he is flying back and fourth from Europe to organize these things. Popov in an attempt to figure out who is thwarting the operations watches the surveillance tapes and notices the same man smoking a cigar after each take down.

Rules by Which a Government May Be Reduced to a Small One

In Benjamin Franklin’s writing â€Å"Rules by Which a Great Empire May be Reduced to a Small One†, he attempts, without success, to convince the king and Parliament of Britain to change their control of policies towards the American Colonies. This publishing did very well to highlight the main issues of America caused by the British Government. Franklin’s writing uses excessive rhetorical devices to portray his patriotic opinion towards the British Crown, such as Satire, Figurative Language, and Diction. These devices serve the purpose of warning the government of Britain that the American people do not approve of how they rule their people.Benjamin Franklin uses Satire throughout his entire piece, in an effort to make his audience; the readers of â€Å"Public Advertiser† feel that the British are foolish. His use of satire is seen as early on as the second paragraph, where he says â€Å"Take special Care the Provinces are never incorporated with the Moth er Country, that they do not enjoy the same common Rights, the same Privileges in Commerce, and that they are governed by severer Laws, all of your enacting, without allowing them any Share in the Choice of the Legislators. This blatant use of sarcasm tends to make the audience feel enlightened as to what the British are really doing to the American Colonies. Sarcasm also emphasizes the main idea of the piece in that it attempts to affect the way the British govern America. Benjamin Franklin also has extensive use of figurative language. For example, he uses a simile in the very first sentence of his piece; â€Å"a great Empire, like a great Cake, is most easily diminished at the Edges. † His figurative language serves a purpose of emphasizing his use of satire.In a later example; he keeps his simile of the cake and compares it to a gingerbread baker who seems to not know how to bake, thus accentuating his use of sarcasm. Franklin’s use of figurative language creates a n expressive tone more efficiently than simple, concrete language. Lastly, Benjamin Franklin’s use of diction is also very prevalent in his writing. Just one example of Franklin’s use of diction would include: â€Å"After a Revolution is thoroughly established, are of no more use, they are even odious and abominable. His use of the words â€Å"odious† and â€Å"abominable† serve a larger purpose than simply using more generic, less descriptive words such as â€Å"hateful† and â€Å"bad†. His use of these words convey his thoughts on British tyranny over America more clearly. It provides a tone of seriousness and genuine importance. His diction affects the overall mood of the piece by giving it a sense of urgency in that something needs to change for America. In conclusion, Benjamin Franklin’s writing â€Å"Rules by Which a Great Empire May be Reduced to a Small One† attempts to cause change in the way government is being run b y Britain for the Colonies in America.His use of satire, figurative language, and diction cause his writing to be regarded as fundamental in producing the American Revolution. They change both the mood and tone of the piece, and cause his audience to think about how the British Parliament governs America. His extensive use of sarcasm throughout the piece strikes a sense of foolishness by the audience towards the British Crown. Although his attempts to change the way British Parliament governed America did not succeed, Benjamin Franklin did emphasize the problems in their system, and ultimately contributed to the American Revolution.

Respiratory Infections In Developing Countries Health And Social Care Essay

Respiratory infections are prevailing worldwide and are straight responsible for morbidity and a important proportion of mortality, particularly in kids. The most common respiratory conditions include acute respiratory piece of land infections, asthma, pneumonia and bronchitis. Acute respiratory infections ( ARIs ) continue to be the taking cause of acute unwellnesss globally and remain the most of import cause of baby and immature kids mortality and morbidity, which accounts for about two million deceases every twelvemonth and ranks as the first cause of disability-adjusted life-years ( DALYs ) lost in developing states. The populations who are at maximal hazard for developing a fatal respiratory disease are the really immature, the aged, and the immunocompromised. Upper respiratory infections are really frequent but are seldom dangerous. Lower respiratory infections are responsible for more terrible unwellnesss like grippe, pneumonia bronchiolitis, asthma and bronchitis which are t he taking subscribers to acute respiratory infections mortality ( WHO Acute respiratory infections update, 2009 ) . Acute respiratory infections continue to remain among the chief causes of child mortality globally. Even in the general population, they are the taking cause of acute morbidities. Hospital records from high mortality provinces of India show that up to 13 % of inpatient paediatric deceases are due to ARI. Harmonizing to recent WHO/UNICEF study, approximately 20 % of deceases in kids under five old ages of age are due to acute lower respiratory tract infections like bronchitis, bronchiolitis and pneumonia. ( Vashishth.V, 2010 ) . Respiratory diseases histories for a significant proportion of mortality all over India with the upper limit reported in the Central States and the lower limit reported in the North Eastern part of the state. Respiratory infections histories for the 2nd largest ( 22 % ) cause of deceases among kids aged below five old ages. ( Ministry of Health and Family Welfare, 2003 ) . Most of the disease load in rural India is due to the respiratory diseases like asthma, bronchitis, TB ( TB ) and pneumonia. In low income scenes these diseases are chiefly attributed with exposure to indoor pollution, solid-cooking fuels, hapless lodging, low nutritionary position and hapless healthful conditions 1. The association of respiratory upsets with geographical part may be important with population denseness, industrial and fabric pollutants, and baccy ingestion. ( Ramanakumar, 2005 ) . Wheezing is one of the commonest symptoms of respiratory diseases in kids. Epidemiologic surveies conducted worldwide have shown that 10 to 15 per centum of babies start to wheeze during their first twelvemonth of life, and around 25 per centum of kids less than five old ages of age nowadays to their clinicians with wheezing. ( Fakhouri, 2007 ) . Nebulized medicines are an built-in portion of direction of many respiratory diseases. Nebulizing a drug is a extremely effectual method of presenting drugs straight into the lungs in the signifier of aerosol atoms, provided with the right equipment and gas flow is used with the appropriate drug. This method of medicine disposal has an added benefit that it has minimum side effects compared with other manners of intervention. Nurses play an of import function in the disposal of medicine via a atomizer in any wellness attention puting. 1.1 Need for the survey: Respiratory attention patterns are altering, and pull offing respiratory diseases in kids is a existent challenge to the medical fraternity. Many clinical surveies have shown that O bringing and nebulization of bronchodilators via a gas driven jet atomizers play a cardinal function in the intervention of wheezing. Children differ from grownups in more than merely their size ; they have, for illustration, different external respiration form, respiratory rate, tidal volume and air passage construction. Nebulization is one of the easiest and most efficient ways to administrate respiratory medicines in kids. Beta agonist remains the most commonly prescribed medicine for wheezing in kids by respiratory baby doctors and general baby doctors likewise since they are proved to be the most effectual drug in the intervention of airway obstructor in kids. Despite the fact that nebulization of drug is an of import portion of intervention in assorted respiratory diseases, small attending has been paid to the efficiency of O therapy during nebulizations. The restraints in the handiness of high flow O cylinders and high cost of equipment bound the everyday usage of this technique in most primary wellness attention puting in developing states. 1.2 Statement of the Problem: A COMPARITIVE STUDY TO ASSESS THE EFFECTIVENESS OF NEBULIZATION WITH AND WITHOUT OXYGEN IN IMPROVING THE RESPIRATORY STATUS OF CHILDREN WITH WHEEZING IN A SELECTED HOSPITAL, COIMBATORE: Symptoms of respiratory diseases like wheezing affect the normal pneumonic map and impair the wellness of the kids. The purpose of the survey is to better the pneumonic map through nebulization with O. The cardinal intent defines the quality of wellness desired to consequence or sustain in patients and specifies particular duty in caring for patients. The cardinal intent of this survey was the betterment in respiratory position by nebulization with and without O. The 2nd construct is prescription for the fulfilment of cardinal intent. The prescription is directing to a directing activity that will most likely to take to fulfillment of cardinal intent. A prescription indicates the wide general action which is appropriate to the execution of the action. In this survey nebulization with and without O was used for kids with wheezing and 25 kids were assigned to each therapy. The therapies were given for 15-20 proceedingss with on-going appraisal of respiratory parametric quantities like respiratory rate, wheeze mark, O impregnation, abjurations and dyspnea class. The 3rd construct is worlds which include five constituents aa‚ ¬ † the agent, the receiver, the end, the agencies and the model. The agent is the practising nurse and is characterized by personal properties capacities, capablenesss and committedness and here research worker is considered as the agent. The receiver, the patient is characterized by personal properties and jobs and here the kids have jobs like wheezing, tachypnoea, abjurations and dyspnea. The end is the coveted result to accomplish. Reduction in respiratory ailments was considered as the end of this survey. The average comprise the activities and devices through which the practician is enabled to achieve the end. The scene of the survey was paediatric OPD of GKNM Hospital, Coimbatore which is a 530 bedded superspeciality infirmary. Oxygen and compressed air were used to ease the therapies and the technique of usage of devices was explained to parents and kids before disposal of therapies. The therapies were given for 15-20 proceedingss. The model consists of homo, environmental, professional and organisational installations and infirmary was considered as model.