Personal Plan Proposal | Leadership

Personal Plan Proposal | Leadership Personal development plan for a leadership would be to recognize areas for further development and encourage lifelong learning. It acts as a process of empowerment, self-assessment mentoring, continued renewal, role modeling, positive attributes, networking, and improvement on weaknesses. The proposed plan process describes how leader should lead by having the above mentioned skills to lead affectively. and support to help staff develop their capabilities. I would reinvent as nurse leader who is innovative by possessing the following abilities such as; self-assessment, empowerment, mentor, continued renewal, role modeling, positive attributes, networking and improvement on weaknesses (Bleich Kasiak, 2007). By having these trades will assist in support the staff to develop their capabilities and gain to be an efficient leader. I have never thought of myself as leader but I have been told that I possess the skills. The thought of being a leader sometimes alarms me because of all the stress, headache, which I have heard and seen managers or leaders complaining about their job is never ending. But to be a great leader one must develop these characteristics to lead others which are the followings; Empowerment, delegate and encourage staff members to take responsibility. Mentor, give staff advice, guide, train, coach. Role model, set positive example for others to follow, give advice to develop leadership. Net working, is to maintain a positive relationship with other managers or staff. Self-assessment, of the self as a leader which will help measure the progress overtime. Continued renewal, consider the concerns of staff members and patient care. Positive attribute, as a leader one must possess an important element which is compassion. Improve on weakness, such as time management, multitask (ex. I sometimes pick up where others leave off. Picking up the slack in the workplace). Show how a weakness can be turned into strength. I am happy to be a nurse and l like the way people responds to me when I tell them I am a nurse. Nurse empowerment as both individually and as a profession can be achieved. The fact that nursing has traditionally been thought of as a profession for only women but that has changed more men are nurses now than before (OGrady Mallock, 2003). The nursing profession has changed dramatically. There are so many opportunities for nurses now then before they can be political workers, publicists, journalists, speakers, researchers (Fitzgerald, T., 2000). Weve expanded into so many different avenues. Since I became a nurse has helped me to have the vital critical thinking and decision making skills in doing my patient cares. Studies have been done at national level in recent years have asked nurses what factors supported to their job satisfaction. In general the most important factors reviewed were research on each of the following factors contributed to job satisfaction are the, productivity, burnout, turnover rates, and, empowerment (Fletcher, 2001). Power is demonstrated as much by the attitude that one project as it is by the tasks that one perform. Some self analysis may be in order in terms of the attitude and image that you portray. It is import to act in professional manner but it is also important to look professional. Even dirty shoes and long acrylic nails can give the impression to others that we dont take ourselves very seriously in the regard. Power sometimes comes from others so it may be helpful to make connections. The truth is that sometimes who you know rather than what you know is important. Use the grapevine may or may not be accurate, so also do some investigation on your own. Make these connections for positive reasons and in a careful manner, such as to assist in your professional growth, rather than to win power or take power from someone else. Avoid confrontation, as it rarely helps anyone. Power without respect is hollow. We dont need to see o urselves as victims. We complain to each other about how bad our jobs are and how nursing is not what we thought it would e. It doesnt have to be that way. We can increase our involvement in our workplace whenever possible. We can continue to observe our environment, gather information and contribute whatever we c can to make improvements. We can be a visible presence in the workplace, networking with others and asking questions. We can continue to practice professional ways to communicate our thoughts and needs, but recognize when using power may not be in our best interests or may increase hostility. We owe it to those who will come after us in the nursing profession as well as to ourselves to make an effort to change the degree of authority and power that we have. We can do it? Self awareness is stated as knowing ones internal states, preference resources and intuitions. This is being conscious and being able to connect to our feelings and actions. By accepting and understanding our thoughts and interpretation processes, one will have a clearer picture of what we want to achieve. And this will undoubtedly help in making wise and sound decisions in a personal or professional relationship. Interview: FF is the nurse manager of renal clinic at hospital. She is an R.N. whose leadership position is unique because she also created the program she is in charge of. F.F. had a vision and used her leadership skills to see that vision become a reality. The renal clinic began because there was a need. One of the qualities in an effective leader is the ability to recognize a need and take action to make that need met. F.F. started her nursing career after graduating from west state university by working in various areas and units. While working in these capacities one Dr A.B. approached her on several occasions about the need to have a renal clinic for diabetic patients. These patients population was not being served locally. F.F. would agree with him saying yes, it would be nice to have a renal clinic, and that would be it. Then in that time F.F. needed to care for a sick family member. At the same time the hospital needed a manager and F.F. was filling in as an interim for the inpatient d epartment. This position had a very demanding schedule that included weekends, being on call, and rotating shifts. And the hospital was not recruiting for a manager and what was supposed to be an interim position now did not have a foreseeable end. With a sick family member at home, F.F. needed more flexibility in her work schedule. This was the turning point that spurned F.F. to take action to meet the needs that were before her. The answer to F.F. personal dilemma took the shape of creating a renal clinic. F.F. could see that working in this specialty would give her the family friendly schedule she desired. She took the initiative in making the renal clinic a reality. As it is mentioned in the article of Quantum leadership that those who are not born leaders can acquire the necessary skills, (OGrandy Mallock, 2003). I believe anyone can be a leader by motivation and applying the self to become a leader. As a leader I would like to have a vision of greater good and initiate actions to achieve that vision. In making decisions to attain goals, as a leader I would create change and make that change a past history. In a nurse leadership often times they use personal traits to be beneficially and ethically which will influence others through a process where clinical and organization outcomes are achieved through joint efforts. As a nurse leader I would unite in building a relationship to empower staff or others that would led toward achievement. I like all the other elements of a nurse leader I dont have a less preference. As a follower I would want a leader that has direction that can be trusted, have a vision and hope for the department or organization. The most valuable asset of a leader is honesty and trust. I want a leader that is honest with both his or her staff and the management. Another element that a leader must have is integrity. Once a leader compromises his or her integrity it is lost. That maybe the reason integrity is considered the most admirable trait. Leadership qualities are different for different position but one must be thinking for future scope of improvement, quality and quantity of in conducting business. The ideal leader must have a vision beyond what is here today know where the business is headed and be able to use that vision to move the department forward. I would help my peers to become better by being a great leader that my peers can look up to and depend on. As, a leader I need the ability to lead because there is a certain quality to manage a problem if my followers cant face the problems on their own. This leadership quality is extremely important because if the leaders do not possess some special ability, then there wont be anything that will distinguish him/her from his/her followers. As a leader I would motivate my team mates for good work and maintain healthy environment. And make my first priority is safety for the workers and see that they are not exploited by superiors. These are some of the many ways that I can lead and have followers. Reference Bleich Kasiak, 2007 Fitzgerald, T., (2000), Nurse appeal profession tries new tactics to woo next generation of nurses, posted date January 13, 2000. Retreived on November 13, 2009 from http://www.nurseweek.com/features/00-01/attract.html Ketle, J. L., RN. Factors Affecting Job Satisfaction in the Registered Nurse, University of North Carolina, charlotte, NC. Retreived on Novermber 23, 2009 from http://juns.nursing.arizona.edu/articles/Fall%202002/Kettle.htm#Abstract OGrady, P. Mallack, 2003. Quantum Leadership 2003, article for this course. Bradberry Greaves, 2003 Francis, F., RN. (2009). Indian Health Service Hospital/ACL, Personal interview in October 28, 2009. Fletcher, C. E. (2001, June). Hospital RNs job satisfactions and dissatisfactions. Journal of Nursing Administration, 31(6), 324-31.

The sain case :: essays research papers

SAIN V. CEDAR RAPIDS COMMUNITY SCHOOL DISTRICT: PROVIDING SPECIAL PROTECTION FOR STUDENT-ATHLETES? The scholarly article I chose was of great interest to me for several reasons. The case is an educational malpractice case in which a student-athlete said he was provided false information by his high school consolor and lost his basketball scholarship as a result. I was a student athlete in high school and sports are still a big part of my life. On top of that I am considering teaching and coaching after I graduate, making this a very relevant topic to me. In the next several paragraphs I am going to summarize the article and cases that it mentions, then I will try and decide what the authors intent was with writing this piece. It has been said for years that any case of educational malpractice was doomed from the start. Because of this, it was a huge surprise when the Iowa Supreme Court denied the defendant, Cedar Rapids Community School District’s motion for summary judgement. This was a case where a student sued for negligent misrepresentation by a school guidance counselor. One reason why the court may have denied the motion was because it was trying to protect a category of people who were considered especially vulnerable, the student-athlete. Bruce Sain who was the plaintiff in the case attended Jefferson High School, which was in the defendants school district. He played basketball for the school and was very good at it, so good that he planned on getting a scholarship to finance his college education. In order to be eligible to play sports in college you must meet certain course requirements be the NCAA, which Sain was working on doing. In his senior year he still needed three English credits to satisfy the NCAA requirements and since he went to a school that brock their year down into trimesters, he thought this would be no problem. He completed his first English course and enrolled into his second, but for some reason or another he disliked the class, so he went to his school counselor to see what he could do. The counselor told him to enroll into a class called technical Communications, which the counselor assured him would be approved by the NCAA clearinghouse. But the school did not include that particular course on the list of classes that was sent to the clearinghouse. The next and final trimester Sain completed his third English credit and accepted a five year scholarship to Northern Illinois University.

International Business – Midterm Review

AFM 333 Midterm Review Module 1: – Fall of Berlin Wall 1989 – Two Trends altering global market: globalization of markets and technological advances – Globalization: interconnectedness of national economies, growing interdependence of buyers, producers and suppliers in different countries G6 economies: US, UK, Japan, Germany, France, Italy – Account for half of global consumption with only 1/10 of population –B6 economies: China, India, Russia, Brazil, Mexico, South Korea – China is the biggest market for phones, TVs, and cars in 2007 – China and India have more middle class households than all of the households in the United States – Growth in B6 more than 3x the growth in G6 economies 62 Multinationals in Fortune Global 500 20 of these multinationals are in China 12 from South Korea 6 from India 5 from Mexico and 5 from Russia B6 have three times the labour force of G6 countries 33 million university-educated young professiona ls in developing world compared to 14 million in the developed world 00 000 IT Engineers in India vs. 50 K in US In the decade to 2020, the working-age population of emerging economies is expected to increase by more than 500 million, compared with an increase of only 3. 7 million in developed economies. Drivers of Market Globalization – 1. Reduction of trade and investment barriers – 2. Market Liberalization: move to market based economies + adopt free trade in China + Soviet Union etc. – 3. Industrialization + Modernization + developing economies creating higher value adding products – 4.Integration of World Financial Markets: international banks, globalization of finance – 5. Advances in Technology: reduces cost and time, improves coordination and communication, facilitates development, helps share information/marketing, virtual space removes distance Dimensions of Market Globalization – integration/interdependence of global economies â⠂¬â€œ increase regional economic integration bloc – growth of global investment – convergence of buyer lifestyles/preferences – globalization of production activities Social Concequences – loss of national soverignity offshoring/outsourcing jobs – effects on the poor, the natural environment and national culture Firm-level consequences – new business opportunities – new risks and rivalries – more demanding buyers (less bargaining power to supplier) – international value chains Phases of Globalization 1. 1830-1880: Introduction of railway and ocean transport (trains and ships) + phone and telegraph invented 2. 1900-1930: increased steel and electricity production + Western Europe most industrialized country so established first multinational subs through colonization (Nestle, Shell, BP) 3. 948-1970: Form general agreement on tariff and trade + high demand for consumer products and input goods to rebuild after the war 4. 1 980- now: radical advances in IT, communication, manufacturing, consultation, and privatization. Caused by: †¢Commercialization of the personal computer. †¢Arrival of the Internet and the web browser. †¢Advances in communication and manufacturing technologies. †¢Collapse of the Soviet Union and ensuing market liberalization in central and Eastern Europe. †¢Substantial industrialization and modernization efforts of the East Asian economies including China.GDP growth rates highest in developing economies who emphasize global integration Information travels faster now than ever before (ships/carraiges, steamships/cars, motor vehicles/aircraft, internet (speed of light)). Firm Level Consequences of Globalization – international value chain – demanding buyers – increased rivalry and competition – increased opportunity for business – Management must change focus – Must partner and outsource better – look for product ivity and operational efficiency gains – find and measure key global strategic assets of org. International Business trade and investment activities of firms across borders Globalization – economic integration and growing interdependency worldwide Theories of Trade – mercantilism – national prosperity = positive balance of trade (trade surplus) – absolute advantage principle – produce only products for which your country/region has an absolute advantage – comparative advantage principle – both countries produce even if one has absolute advantage in all products, relative efficiency matters, specialize in what you produce best and trade for the rest you can use scarce resources more efficientlyNational Comparative Advantages – China low cost labour – India – IT workers in Bangalore – Ireland – service economy – Dubai – knowledge based economy Comparative Advantage = superior featu res with unique benefits in global market either naturally endowed or put in place through national policy – NATIONAL Competitive Advantage = distinctive competencies of a firm from cost, size, innovation that are difficult for competitors to replicate – FIRM Factor Proportions/Endowments Theory = produce and export products that use abundant factors of production and import goods that use scarce resourcesLimitations of Early Trade Theories – they don’t account for cost of international transportation – tariffs and import restrictions distort trade flows – economies of scale bring about additional efficiencies – low cost capital now available on global markets How do Nations Enhance Competitive Advantage – governments can proactively implement policies to subsidize and stimulate the economy outside of natural endowments – create national economic advantage through: innovation stimulus, target industries for development, provide incentives and low cost capitalNational Industrial Policy – economic development plan by public sector to nurture and support promising industries through: tax incentives, monetary/fiscal policy, rigorous educational systems, investment in national infrastructure, strong legal and regulatory systems – Example Ireland: fiscal, monetary and tax consolidation, partnership of gov with unions, emphasis on high value add industry like pharma, biotech and IT, membership in EU, investment in education – improved GDP, Unemployment and National Debt 3x by 2003 from 1987 Porter’s Diamond Model: Firm Strategy, Structure and Rivalry – strong competitors in country serves as national competitive advantage – clusters ? Factor Conditions – labour, natural resources, capital, technology, knowledge and entrepreneurship ? Demand Conditions – strengths and sophistication of consumer demand ? Related and Supporting Industries – avail ability of clusters and complementary firms in the value chain Industrial Clusters: – concentration of suppliers and supporting firms in the same regional area – ex. silicon valley, Switzerland pharma, fashion in italy/paris, IT in Bangalore – export platform for the nationClassical Theories – International Product Cycle Theory: introduction, growth and maturity of each product and its associated manufacturing – INTRO: inventor country enjoys a monopoly in manufacturing and exports – GROWTH: other countries enter the global market place with more standard manufacturing – MATURITY: original innovator becomes net importer of product – Now – hard for innovator to maintain a lead because there is a short product life cycle – New Trade Theory: economies of scale important for international performance in some industries.Ex. high fixed costs = high volume sales to breakeven Reasons to Invest Abroad: – market seek ing – efficiency/cost seeking – resource seeking – knowledge seeking Why Internationalize? 1. opp for growth through diversification of market 2. higher profit margins 3. new P&S ideas and business methods 4. serve customers who have relocated abroad (increase/maintain market) 5. closer to supply sources, use global sourcing advantages, flexibility in sourcing products 6. access to lower cost/better value factors of production 7. evelop economies of scale in sourcing, production, marketing, economies of scale 8. confront international competitors 9. invest in relationship with a foreign partner Nature of International Business – value adding activities can be done internationally (source, manufacture, market) – cross border trade not limited to raw materials, include capital, tech, knowledge, products, services etc. – Internationalize through: Export, FDI, Licence, Franchise and JV FDI – longterm acquisition of productive assets like capital, tech, labour P&E etc – large commitment used to manufacture products in low labour cost countries MNE – big company with lots of resources, subs and affiliates in many countries (US, Japan, Germany, France, Britain) SME – small to medium size enterprise, 500 or fewer employees Born Global Firm – young company that initiates business on the global market Risks in International Business: 1. Commercial Risk – weak partnerships, bad timing of entry, high competition, poor execution of strategy, operational problems 2.Currency Risk – tax, inflation, asset valuation, transfer pricing, currency exposure 3. Country Risk – protectionism/gov intervention, bureaucracy, lack of legal safeguards/poor leagal system, social/political unrest 4. Cross-Cultural Risk – cultural differences, negotiation, different decision making styles, different ethical practices MNE Avenues for Involvement: ? Import/Export ? Licencing/Franchising ? Joi ng Venture ? FDI – get progressively more risky, higher investment, higher potential benefit, higher commitmentIntermediaries Include: – Distributor – extension of firm, takes goods under their name to sell – Manufacturer Rep – under contract of exporter to rep and sell merch – Retailer – bypass wholesaler/distributer and sell to retailer to sell to customers – IKEA, WALMART – Trading Company – based in home country, high volume, low margin resellers. – Export Management Company – US, export agent who secures contracts to export goods – usually specialize in industries and areas – Agent – works on commission Licensor – Focal firm grants the right to the foreign partner to use certain intellectual property in exchange for royalties – Franchisor – grant right to use a business system for fees and royalties – ICV – share cost and risk fo new ventur e with another company – JV – create a jointly owned new entitiy with foreign partners – Project Based Venture – collaboration with a timeline without creating a new entity, common with R&D intensive ventures Facilitator – provide services for cross border transactions: Bank, Lawyers, Freight, Consultants, ad agency, custom brokers, insurance companies, tax accountants,Turnkey Contractor: Provide engineering, design, and architectural services in the construction of airports, hospitals, oil refineries, and other types of infrastructure. †¢These projects are typically awarded on the basis of open bidding by the sponsor. †¢Examples- European Channel Tunnel, the Three Gorges Dam in China, Delhi Metro Rail Ltd. and the Hong Kong Airport. †¢Build-own-transfer venture- an increasingly popular type of turnkey contract in the developing economies where contractors acquire an ownership in the facility for a period of time until it is turned o ver to the client.MODULE 3 [pic] Advanced economies are post-industrial countries characterized by high per capita income, highly competitive industries, and well-developed commercial infrastructure. †¢Examples- world’s richest countries and include Australia, Canada, Japan, New Zealand, the United States, and Western European countries. Developing economies are low-income countries characterized by limited industrialization and stagnant economies. †¢Examples- low-income countries, with limited industrialization and stagnant economies- e. g. Bangladesh, Nicaragua and Zaire.Emerging market economies are a subset of former developing economies that have achieved substantial industrialization, modernization, improved living standards and remarkable economic growth. †¢Examples- some 27 countries in East and South Asia, Latin America, Middle East and Eastern Europe- including Brazil, Russia, India, China (so called BRIC countries). [pic] Advanced Economies – 2 – 4% growth rates – mature industrial development – moved from manufacturing to service based economies – typically democratic political systems and capital economic systems – host worlds biggest MNEs – Emerging Economies – 7 – 10% growth rates 40% of world GDP – 30% of exports – 20% of FDI – low cost labour and capital, knowledgeable workers, gov support – fastest growth rate – attractive: growing middle class, manufacturing bases, sourcing destinations – market potential: percapita income, size of middle class, GNI, use adjusted GDP for PPP – middle class has some economic independence and discretionary income Hong Kong, Isreal, Saudi Arabia The EMPI combines factors that provide firms with a realistic measure of export market potential: †¢Market Size: the country’s population, especially urban population †¢Market Growth Rate: the country’s real GDP gr owth rate Market Intensity: private consumption and GNI represent discretionary expenditures of citizens †¢Market Consumption Capacity: The percentage share of income held by the country’s middle class †¢Commercial Infrastructure: characteristics such as number of mobile phone subscribers, density of telephone lines, number of PCs, density of paved roads, and population per retail outlet †¢Economic Freedom: the degree of government intervention †¢Market Receptivity: the particular country’s inclination to trade with the exporter’s country as estimated by the volume of imports †¢Country Risk: the degree of political riskChallenges of doing business with Ems – political stability – hard to forecast in uncertain conditions – beauraucracy/lack of transparency – weak IP rights – availability of good partners – presence of family conglomerates †¢Regional economic integration, refers to the growing economic interdependence that results when countries within a geographic region form an alliance aimed at reducing barriers to trade and investment. †¢40% of world trade today is under some bloc preferential trade agreement. Premise- mutual advantages for cooperating nations within a common geography, history, culture, language, economics, and/or politics †¢Free trade that results from economic integration helps nations attain higher living standards by encouraging specialization, lower prices, greater choices, increased productivity, and more efficient use of resources. 1. Market access. Tariffs and most non-tariff barriers have been eliminated for trade in products and services, and rules of origin favor manufacturing that uses parts and other inputs produced in the EU. . Common market. The EU removed barriers to the cross-national movement of production factors—labor, capital, and technology. 3. Trade rules. The member countries have largely eliminated customs p rocedures and regulations, which streamlines transportation and logistics within Europe. 4. Standards harmonization. The EU is harmonizing technical standards, regulations, and enforcement procedures that relate to products, services, and commercial activities. 5. Common fiscal, monetary, taxation, and social welfare policies in the long run.The euro (common currency since 2002): †¢Simplified the process of cross-border trade and enhanced Europe’s international competitiveness. †¢Eliminated exchange rate risk in much of the bloc and forced member countries to improve their fiscal and monetary policies. †¢Unified consumers and businesses to think of Europe as a single market †¢Forced national governments to relinquish monetary power to the European Central Bank, in Luxembourg, which oversees EU monetary functions. †¢NAFTA passage (1994) was facilitated by the maquiladora program – U. S. firms locate manufacturing facilities just south of the U. S. order and access low-cost labor without having to pay significant tariffs. NAFTA has: †¢Eliminated tariffs and most nontariff barriers for products/services. †¢Initiated bidding for government contracts by member country firms †¢Established trade rules and uniform customs procedures. †¢Prohibited standards/technical regulations to be used as trade barriers. †¢Instituted rules for investment and intellectual property rights. †¢Provided for dispute settlement for investment, unfair pricing, labor issues, and the environment. †¢Trade among the members has more than tripled and now exceeds $1 trillion per year. In the early 1980s, Mexico’s tariffs averaged 100% and gradually disappeared under NAFTA. †¢Member countries now trade more with each other than with former trading partners outside the NAFTA zone. †¢Both Canada and Mexico now have some 80% of their trade with, and 60% of their FDI stocks in the United States. †¢Mexican exports to the U. S. grew from $50 billion to over $160 billion per year. †¢Access to Canada and the U. S. helped launch numerous Mexican firms in industries such as electronics, automobiles, textiles, medical products, and services. †¢Annual U. S. nd Canadian investment in Mexico rose from $4 billion in 1993 to nearly $20 billion by 2006. †¢Mexico’s per capita income rose to about $11,000 in 2007, making Mexico the wealthiest country in Latin America. †¢By increasing Mexico’s attractiveness as a manufacturing location, firms like Gap Inc. and Liz Claiborne moved their factories from Asia to Mexico during the 1990s. †¢IBM shifted much of its production of computer parts from Singapore to Mexico. ASEAN – Brunei, Cambodia, Indonesia, Laos, Malaysia APEC – Asia Pacific Economic Coop – Australia, Canada, Chile, US, China, Japan, Mexico CER – Aussie and New Zealand – removed 80% of tarriffsWhy Nations Expand? 1. Ex pand market size  §Regional integration greatly increases the scale of the marketplace for firms inside the economic bloc.  §Example- Belgium has a population of just 10 million; the EU gives Belgian firms easier access to a total market of roughly 490 million. 2. Achieve scale economies and enhanced productivity  §Expansion of market size within an economic bloc gives member country firms the opportunity to gain economies of scale in production and marketing.  §Internationalization inside the bloc helps firms learn to compete more effectively outside the bloc as well. Labor and other inputs are allocated more efficiently among the member countries- leading to lower prices for consumers. 3. Attract direct investment from outside the bloc  §Compared to investing in stand-alone countries, foreign firms prefer to invest in countries that are part of an economic bloc as they receive preferential treatment for exports to other member countries.  §Examples- General Mills, Sams ung, and Tata- have invested heavily in the EU to take advantage of Europe's economic integration.  §By establishing operations in a single EU country, these firms gain free trade access to the entire EU market. 4.Acquire stronger defensive and political posture  §Provide member countries with a stronger defensive posture relative to other nations and world regions- this was one of the motives for the initial creation of the European Community (precursor to the EU). †¢The value chain can be thought of as the complete business system of the focal firm. It comprises all of the activities that the focal firm performs. †¢The focal firm may retain core activities such as production and marketing, and outsource distribution and customer service responsibilities to foreign-market based distributors, thus the global reconfiguration of the value chain. Dell makes a variety of products, each with its own value chain. The total supply chain for a notebook computer, including mult iple tiers of suppliers, involves about 400 companies, primarily in Asia, but also in Europe and the Americas. †¢On a typical day, Dell processes orders for 150,000 computers, which are distributed to customers around the world, with non-U. S. sales accounting for 40 percent. †¢Shipping is handled via air transport, e. g. from the Dell Malaysia factory to the U. S. Dell charters a China Airlines 747 hat flies to Nashville, Tennessee six days a week, with each jet carries 25,000 Dell notebooks that weigh a total of 110,000 kilograms, or 242,500 pounds. †¢One of the hallmarks of Dell’s value chain is collaboration. CEO Michael Dell and his team constantly work with their suppliers to make process improvements in Dell’s value chain. [pic] Automotive Industry †¢Manufacturing of the Chevrolet Malibu illustrates national and geographic diversity of suppliers that provide content for an automobile, a truly global value chain. †¢Suppliers are headquart ered in Germany, Japan, France, Korea, and United Kingdom, and the U.S. , and the components they sell to General Motors are manufactured in typically low-cost countries and then shipped to the General Motors plant in Fairfax, Kansas. †¢The German automaker BMW employs 70,000 factory personnel at 23 sites in 13 countries to manufacture its vehicles. †¢Workers at the Munich plant build the BMW 3 Series and supply engines and key body components to other BMW factories abroad. †¢In the U. S. , BMW has a plant in South Carolina, which makes over 500 vehicles daily for the world market. †¢In Northeast China, BMW makes cars in a joint venture with Brilliance China Automotive Holdings Ltd. In India, BMW has a manufacturing presence to serve the needs of the rapidly growing South Asia market. †¢BMW must configure sourcing at the best locations worldwide, in order to minimize costs (e. g. , by producing in China), access skilled personnel (by producing in Germany), r emain close to key markets (by producing in China, India and the U. S. ). †¢Global sourcing is the procurement of products or services from suppliers or company-owned subsidiaries located abroad for consumption in the home country or a third country. Technological advances, including instant Internet connectivity and broadband availability TECHNOLOGY †¢Declining communication and transportation costs †¢Widespread access to vast information including growing connectivity between suppliers and the customers that they serve; and SUPPLY CHAIN †¢Entrepreneurship and rapid economic transformation in emerging markets. GLOBALIZATION †¢Managers must decide between internalization and externalization — whether each value-adding activity should be conducted in-house or by an independent supplier. This is known as the ‘make or buy’ decision: â€Å"Should we make a product or conduct a particular value-chain activity ourselves, or should we source it from an outside contractor? † †¢Firms usually internalize those value-chain activities they consider a part of their core competence, or which involve the use of proprietary knowledge and trade secrets that they want to control. †¢Configuration of value-adding activity: The pattern or geographic arrangement of locations where the firm carries out value-chain activities. Instead of concentrating value-adding activities in the home country, many firms configure these activities across the world to save money, reduce delivery time, access factors of production, and extract maximal advantages relative to competitors. †¢This helps explain the migration of traditional industries from Europe, Japan, and the U. S. to emerging markets in Asia, Latin America, and Eastern Europe. [pic] †¢Outsourcing refers to the procurement of selected value-adding activities, including production of intermediate goods or finished products, from independent suppliers. This practice of externalizing a particular value-adding activity to outside contractors is known as outsourcing. †¢Firms outsource because they generally are not superior at performing all primary and support activities. Most value-adding activities — from manufacturing to marketing to after-sales service — are candidates for outsourcing. †¢Business Process Outsourcing (BPO). The outsourcing of business functions to independent suppliers such as accounting, payroll, and human resource functions, IT services, customer service, and technical support. BPO includes:  §Back-office activities, which includes internal, upstream business functions such as payroll and billing, and  §Front-office activities, which includes downstream, customer-related services such as marketing or technical support. †¢Offshoring is a natural extension of global sourcing. It refers to the relocation of a business process or entire manufacturing facility to a foreign country. †¢MNEs are particularly active in shifting production facilities or business processes to foreign countries to enhance their competitive advantages. Offshoring is especially common in the service sector, including banking, software code writing, legal services, and customer-service activities. †¢E. g. , large legal hubs have emerged in India that provide services such as drafting contracts and patent applications, conducting research and negotiations, as well as performing paralegal work on behalf of Western clients. With lawyers in N. America and Europe costing $300 an hour or more, Indian firms can cut legal bills by 75 percent. Best Jobs for Offshoring: Large-scale manufacturing industries whose primary competitive advantage is efficiency and low cost; †¢Industries such as automobiles that have uniform customer needs and highly standardized processes in production and other value-chain activities; †¢Service industries that are highly labor intensive, e. g. , call centers and legal transcription; †¢Information-based industries whose functions and activities can be easily transmitted via the Internet, e. g. , accounting, billing, and payroll; and †¢Industries such as software preparation whose outputs are easy to codify and transmit over the Internet or by telephone, e. g. routine technical support and customer service activities. [pic] †¢Cost efficiency is the traditional rationale for sourcing abroad. The firm takes advantage of ‘labor arbitrage’ – the large wage gap between advanced economies and emerging markets. †¢One study found that firms expect to save an average of more than 40% off baseline costs as a result of offshoring. These savings tend to occur particularly in R&D, product design activities, and back-office operations such as accounting and data processing. Benefits of Outsourcing: †¢Faster corporate growth. †¢Access to qualified personnel abroad. †¢Improved productivity and service. Business process redesign. †¢Increased speed to market. †¢Access to new markets. †¢Technological flexibility. Improved agility by shedding unnecessary overhead. Disadvantages to Outsourcing: †¢Vulnerability to exchange rate fluctuations †¢Partner selection, qualification, and monitoring costs †¢Increased complexity of managing a worldwide network of production locations and partners †¢Complexity of managing global supply chain †¢Limited influence over the manufacturing processes of the supplier †¢Potential vulnerability to opportunistic behavior or actions in bad faith by suppliers †¢Constrained ability to safeguard intellectual assetsRisks in Global Sourcing: 1. Less-than-expected cost savings. Conflicts and misunderstandings arise because of differences in the national and organizational cultures between the focal firm and foreign supplier. Such factors give rise to cost-savings that are less than originally anticipated. 2. Environ mental factors. Numerous environmental challenges confront focal firms including: exchange rate fluctuations, labor strikes, adverse macro-economic events, high tariffs and other trade barriers, and high energy and transportation costs. 3. Weak legal environment.Many popular locations for global outsourcing have weak laws and enforcement regarding intellectual property, which can lead to erosion of key strategic assets. 4. Risk of creating competitors. As the focal firm shares its intellectual property and business-process knowledge with foreign suppliers, it also runs the risk of creating future rivals (e. g. , Schwinn). 5. Inadequate or low-skilled workers. Some foreign suppliers may be staffed by employees who lack appropriate knowledge about the tasks with which they are charged. Other suppliers suffer rapid turnover of skilled employees. 6. Over-reliance on suppliers.Unreliable suppliers may put earlier work aside when they gain a more important client. Suppliers occasionally e ncounter financial difficulties or are acquired by other firms with different priorities and procedures. Over-reliance can shift control of key activities too much in favor of the supplier. 7. Erosion of morale and commitment among home-country employees. Global sourcing can create a situation in which employees are caught in the middle between their employer and their employer’s clients. At the extreme, workers find themselves in a psychological limbo, unclear about who their employer really is.

Evaluation And Treatment Of Problem Behavior - 1333 Words

Introduction Jayden is a 6-year-old boy in kindergarten at ABC Primary School. Jayden has been identified as having Developmental Delays by his pediatrician, and he currently receives speech and occupational therapy in the school setting. Jayden’s teacher that he has significant challenges with academics and exhibits frequent off-task behavior. She also reports that Jayden frequently yells out during class. Article Reviews Buckley, S. D., Newchok, D. K. (2006). Analysis and treatment of problem behavior evoked by music. Journal of Applied Behavior Analysis, 39(1), 141-144. doi: 10.1901/jaba.2006.120-04 Billy, a 7-year old boy who attended a private school for children with developmental disabilities, was the participant in the study.†¦show more content†¦Conducting a FBA to determine the function of communication is encouraged. For example, a child may be yelling and throwing a tantrum to access teacher attention. FBAs can also determine if an antecedent condition is maintaining the target behavior. The article also describes how FBAs can be implemented into a Response to Intervention (RTI) model at the school. The RTI model serves to prevent problem behaviors. Therefore, young children who continue to exhibit problem behaviors, despite positive universal behavior supports, may benefit from an intervention based on a FBA. Additionally, RTI requires school to use evidence based interventions; therefore, interventions based on FBA can easily be implemented to meet the evidence based criteria and prevent future behavior problems. Ellis, J., Magee, S. K. (1999). Determination of environmental correlates of disruptive classroom behavior: Integration of functional analysis into public school assessment process. Education and Treatment of Children, 22(3), 291-316. Participants in this study included children from 10 elementary schools, three middle schools, one high school, two alternative educational academies, and one city-county day care center in school districts in southwest suburban areas. The students in this study were referred for severe disruptive behaviors. All participants had a behavior management plan; however, both teacher and administers deemed the plan asShow MoreRelatedEarly Pathways Program For At Risk Young Children With Behavior Problems Essay1301 Words   |  6 PagesEarly Pathways Program for At-Risk Young Children with Behavior Problems â€Å"Behavior problems (e.g., aggression, oppositional behaviors, separation anxiety) in young children ages 5 years and younger are common and often begin in the toddler and preschool years† (Fung, Fox, Harris, 2014 p.623; as cited in Fox Holtz, 2009). Unfortunately, Fung et al. (2014) found that there are some at-risk young children whose behavior problems fail to dissolve. If not treated, these conduct issues frequently formRead MoreThe Signs of Suicide Program1456 Words   |  6 PagesIntroduction This evaluation critique is focused on the article: â€Å"An Outcome Evaluation of the SOS Suicide Prevention Program,† by Robert H. Aseltine Jr, and Robert DeMartino. Based on their evaluation, the authors (2004) conclude that the SOS program was successful as â€Å"significantly lower rates of suicide attempts and greater knowledge and more adaptive attitudes about depression and suicide were observed among students in the intervention group† (p. 446). Program Background The Signs of SuicideRead MoreThe MST and BSFT Essay1234 Words   |  5 PagesThe Multisystemic Therapy (MST) is a home-based treatment program developed by Henggler in 1970 that focuses on the factors of family and community. The program is intended to equip parents of troubled youth with tools to handle the difficulties of their behavior. The MST therapists work with the most difficult juveniles, male and female, between the ages of 12 and 17 who tend to have extensive criminal arrest histories. The MST concentrates on numerous aspects contributing to a delinquent lifestyleRead MoreEvaluation Of Effective Strategies And Techniques That Can Assist Client For Obtaining Resources And Achieving His Goals763 Words   |  4 Pagesresources and achieving his goals. Coordination services among internal programs and other providers will cultivate positive results, in strengthening client’s ability to achieve his goal and overcome his problems. The initial intervention plan is to replace client’s problem behaviors with positive behavior by highlighting his strengths and providing meaningful reinforcements. For instance, client often gets angry with his mother or peers, to solve this situation client can be taught strategies to understandRead MoreEvaluation Of A Student Program Evaluation Reports And Complete The Criteria That Were Provided By The Instructor869 Words   |  4 PagesThe assignment is for the student to search program evaluation reports and complete the criteria that were provided by the instructor, such as identify the evaluation it illustrates, and identify the methodological strengths, and weaknesses. The article, â€Å"D.C. Department of Mental Health School Mental Health Program SY 07-08 Report†, discussed the limitations and barriers of learning opportunities provided to many helping professionals within the school districts, youths, and the parents. This programRead MoreStuttering Is The Most Common Speech Disorder1116 Words   |  5 Pagesyears. Third, heredity plays a role. A child has a greater risk for stuttering if any members of the family stutter. Stuttering is characterized by different types of disfluencies. These disruptions of speech vary from core behaviors and secondary behaviors. Core behaviors are accidental disfluencies which can include repetitions, prolongations and blocks. Repetitions result from the repeating of sounds, syllables or one syllable words more than one or two times. A example of a sound repetitionRead Morebshs 405 week 3 individual paper948 Words   |  4 Pagesï » ¿ Treatment Plan Vivian E.Martinez BSHS/405 August 18, 2014 Latera Davis Treatment Plan Constructing a treatment and service plan for a client involves various components. Prior to starting a treatment plan the professional should carry out a client evaluation. The evaluation should determine the basis of the difficulty or issues and assess the back ground of the client. After the completion of the evaluation, a professional can start constructing an agreement to fulfill the needs of the clientRead MoreOverview of Antisocial Personality Disorder1160 Words   |  5 Pagescauses, treatments, and predisposition, of this specific disorder. General Information Signs and Symptoms First of all, the most common signs and symptoms of the antisocial personality disorder in an adult person are the indifferences for right and wrong, the continuing lying or dishonesty to others, the seduction or humorousness to control others for personal interest or personal pleasure, the sense of superiority and exhibitionism, characteristics of an ID personality, the frequent problems withRead MoreAutism Spectrum Disorder1409 Words   |  6 Pagesexplain what Autism Spectrum Disorder is, causes, signs and symptoms, diagnosis, treatments, clinical trials and what it is like living with someone with Autism (Autism Society, n.d.). What is Autism Spectrum Disorder? â€Å"Autism Spectrum Disorder (ASD) and Autism are general terms for a group of complex disorders of brain development,† (Autism Speaks, n.d.). The developmental disability causes problems with behavior, social interaction, and both verbal and nonverbal communication. Autism can beRead MoreAssignment : Planning Engaging Stakeholders1523 Words   |  7 PagesRequirement: SWK 7401/7403 Assignment 1: Planning Engaging Stakeholders (20 points) Successful evaluations begin with careful planning and efforts to engage those who will be part of the evaluation activities. This assignment focuses on using the knowledge and skills you have acquired in this course and other courses to talk about evaluation in your field practicum site and to engage your supervisors (field task instructors, agency director, coworkers, clients, etc.) in your project. Agency