Community Health Nursing Plan

Elevating Prostate Cancer Awareness in Orange County among African American Men University of Central Florida Community Diagnosis Health seeking behavior: prostate cancer screening among African-American men ages 40 and older related to the fact that African American men are 50% more likely to develop prostate cancer than any other racial or ethnic group (Maurer & Smith, 2005, p. 43) and risk factors: family history of prostate cancer, a diet high in fat, and non-participation in screenings as evidenced by a total prostate cancer mortality rate of 84 deaths per 100,000 population in 2009-2011and an incidence of 606 per 100,000 population in 2009-2011 in Orange County, Florida; and Healthy People 2020 C-7 reduce the prostate cancer death rate: Baseline: 23. 5 prostate cancer deaths per 100,000 males and Target: 21. deaths per 100,000 population; and Healthy People 2020 C-19 (Developmental) Increase the proportion of men who have discussed with their health care provider whether or not to have a prostate-specific antigen (PSA) test to screen for prostate cancer. (Florida Charts, 2010; U. S. Department of Health and Human Services, 2011). Review of Literature PICO: In African-American men, are focus groups using audio-visual methods of prostate cancer risks and early detection better than videography in increasing knowledge about the importance of early prostate screening, diagnosis, and treatment?According to the American Cancer Society (2012), African American men who are diagnosed with prostate cancer are more likely to die than any other race or ethnicity. Prostate cancer ranks fifth in overall cause of death among African American men aged 45 and over. From 2009-2011, 42. 5 per 100,000 African American men died from prostate cancer in Florida. Studies show that this disproportion is due to African American men not being screened in the early stages of the disease and delaying treatment in the later stages of disease progression (Carter, Tippett, Anderson, Tam eru, 2010).It is estimated that over 230,000 men will be diagnosed with and over twenty nine thousand men will die of prostate cancer in the year 2013 (American Cancer Society, 2012). Prostate cancer is the second leading cause of cancer death among men, with the exception of lung cancer. Among African American men, disparity in incidence has been attributed to lack of access to healthcare screening, decreased awareness of cancer symptoms, and various environmental and biological factors (Rivers, Underwood, Jones, 2009). Among 4,782 groups of men, only 37. percent report use of available cancer screenings and only 14 percent reported a high level knowledge among prostate cancer. African American men experience a higher mortality rate than white men, and this may be attributed to the fact that they present with more advanced stages of the disease and thus worsens the outcome of survival rates. This paper attempts to identify the cause and incidence of prostate cancer among African Am erican men in Orange County, FL and facilitate an increase in prostate cancer awareness early in the disease. Why is this diagnosis a health problem for this target group?Prostate cancer is responsive to early detection, and more than 75% of prostate cancer cases are diagnosed when the disease is locally confined and curable. â€Å"The U. S. Preventive Services Task Force (USPSTF) found that although early detection and treatment might prevent some prostate cancers from spreading, screening is also likely to detect other cancers that would have grown slowly and not caused health problems† (McBride, 2009). Although routine screening for prostate cancer is a contentious issue, prostate cancer screening offers the only possibility of early detection for individuals at high risk.African American men have the highest prostate cancer incidence and mortality rates worldwide, but have lower screening rates compared with Caucasian men. Risk factors such as age and genetic factors play host to disease progression and warrants an even closer look to the availability of healthcare screening for prostate cancer. Studies show that having a brother or father increases the risk of prostate cancer by two fold, with the risk even higher for a biological brother with history of the disease (America Cancer Society, 2012).Prostate cancer risks rises rapidly after age 50, with almost 2 out of 3 prostate cancers found in men over the age of 65. African Americans have also shown the detection of prostate cancer at an earlier age, younger than 45, a factor that is associated with more aggressive disease and poorer treatment outcomes (Baker, 2008). Healthcare screening access, lack of knowledge, and cultural attitudes regarding cancer seems to be factors associated with the discrepancy in prostate cancer incidence among racial groups.In one study, fear of prostate cancer was the main culprit of African American individuals delaying their prostate screening (Baker, 2008). What ar e the current nursing interventions for this problem? What interventions have been successful and what interventions have NOT been successful? A study conducted by Arras, Boyd, Gaehle, (2009) using a one hour video on prostate cancer risks and screening, showed only 12 % of participants gained knowledge from the video using a 19-item post test questionnaire.One of the biggest challenges facing African American men is the lack of underrepresentation in research and clinical trials. A study done in Virginia showed that word of mouth and social networking were found to be an important recruitment strategy in enrolling a population that has been to be challenging to recruit for research (Jones, Steeves, Williams, 2009). A study conducted by Friedman (2012) found that focus groups along with an open-ended questionnaire, resulted in 69% of the participants to participate in phase two of the project.In another study, subjects were given a one hour church based educational seminar delivered through an African American health educator and awareness scores increased from 26% to 73% after the session (Holt, 2009). A fourth study in which test subject were given a letter to come to the clinic for prostate screening, and the control group was given print material and telephone contact show that on review, the group that received the â€Å"two-step† intervention was more compliant with adherence to screening (Reynolds, 2008). PlanTitle: Elevating Prostate Cancer Awareness among African American Men in Orange County The target audience for this plan is Orange County African American men age 45 and older. Short Term: The prospective participants will voluntarily sign up for focus group program at local community events such as churches, physician offices, events, etc. Three Measureable, Time Specific Learner Objectives: 1. At the end of the three-day program, participants will verbalize importance of prostate screening and its associated benefits. 2. At the end of the three-day program, participants will name 3 risk factors of prostate ancer 3. At the end of the three-day program, participants will be able to verbalize benefits of early treatment and prognosis if diagnosed. This plan seeks to educate this target population to promote prostate cancer screening among a high-risk group through knowledge base, discussions, focus groups, and audio-visual methods there by increase the proportion of African American men to undergo prostate screening. The three-day program taught by student nurses will include teaching on benefits of early detection, importance of prostate screening, risk facts, associated symptoms, PSA test, and prognosis.Each session will be of one-hour duration with 20 participants in each focus group. The three-day program will be repeated weekly over the course of a month, for a total of 80 men educated in a month’s time. To gain the trust of our population, African American student nurses will teach the program. The educatio n program will be a church based session, in hopes to promote familiarity and confidence. Participants will receive a $15 incentive gift card upon completion of the educational program and transportation will be offered through local church services as a complimentary.To measure retention and knowledge gained from the program, participants will be given a 10-item, multiple-choice exam, with a 85% score needed to demonstrate comprehension. Participants who score below, will be given reinforcement and allow for discussion on material. Budget |Item |Price |Quantity |Frequency |Total | |Student Nurses |$14. 00/hr |3 student nurses |3 hours/week for 1 month |$504. 0 | |Gift Cards |$15 |80 |Upon completion of program |$1,200. 00 | |Church |$0 |One |3 days/week for 1 month |$0 | |Transportation |Free |1 bus with 20 occupants |3 days/week for 1 month |$0 | |Print Material |8 cents/page |80 |80 participants for 4 weeks |$64. 0 | | | | | |$1,768 | Nursing Process- Intervention and Evaluation |Objectives |Learning Domain |Topical Outline |Evaluation | |1.At the end of the three-day|Cognitive |Primary: The student nurse will teach the signs and |The client will be given a 10-item, multiple-choice | |program, participants will |Affective |symptoms of prostate cancer, available diagnostic |exam regarding prostate cancer risk factors, signs and| |verbalize importance of | |exams and laboratory data to discuss with their |symptoms, early treatment modalities, prognosis if | |prostate screening and its | |health care provider. detected promptly, and importance of annual prostate | |associated benefits. | |Secondary: The student nurse will assess client’s |screening for AAM older than 45 years old with an 85% | | | |ability to recall importance of PSA tests and DRE, |score needed to demonstrate comprehension. | | |and allow for questions on how exams are performed. |Participants who do no succeed on first attempt, will | | | | |review exam and discuss with the student n urse. | | | |Re-examination will take place the same day and an 85%| | | | |is needed to show competency and comprehension of | | | | |educational program. |2. At the end of the three-day|Cognitive Psychomotor |Primary: The student nurse will teach risk factors |The client will be given a 10-item, multiple-choice | |program, participants will | |of prostate cancer, give print material, and show |exam regarding prostate cancer risk factors, signs and| |name 3 risk factors of | |DVD on risk factors and African American men. symptoms, early treatment modalities, prognosis if | |prostate cancer. | |Secondary: The student nurse will perform a focused |detected promptly, and importance of annual prostate | | | |health history, family history, social habits, |screening for AAM older than 45 years old with an 85% | | | |diet/nutrition, and provide feedback.Referral to |score needed to demonstrate comprehension. | | | |providers as applicable. |Participants who do no succeed on first attempt , will | | | | |review exam and discuss with the student nurse. | | | |Re-examination will take place the same day and an 85%| | | | |is needed to show competency and comprehension of | | | | |information. |3. At the end of the three-day|Cognitive |Primary: The student nurse will teach evidence based|The client will be given a 10-item, multiple-choice | |program, participants will be |Affective |statistics and prognosis if diagnosed early. exam regarding prostate cancer risk factors, signs and| |able to verbalize benefits of | |Secondary: The student nurse will teach client |symptoms, early treatment modalities, prognosis if | |early treatment and prognosis | |available options for early treatment and importance|detected promptly, and importance of annual prostate | |if diagnosed. | |of annual prostate screening. screening for AAM older than 45 years old with an 85% | | | | |score needed to demonstrate comprehension. | | | | |Participants who do no succeed on first attempt, will | | | | |review exam and discuss with the student nurse. | | | |Re-examination will take place the same day and an 85%| | | | |is needed to show competency and comprehension of | | | | |information. | References American Cancer Society. (2012, February 27). Prostate key statistics. Retrieved  March  26, 2013, from http://www. ancer. org/cancer/prostatecancer/detailedguide/prostate-cancer-key-statistics Arras-Boyd, R. , Boyd, R. , & Gaehle, K. (2009). Reaching men at highest risk for undetected prostate cancer. International Journal Of Men's Health, 8(2), 116-128. Baker, S. A. (2008). Prostate cancer screening intention among african american men: An instrument development study. University of South Florida). ProQuest Dissertations and Theses, 149. Retrieved from http://ezproxy. net. ucf. edu/login? url=http://search. proquest. com/docview/304467092? accountid=10003. (304467092) Carter, V. L. & Tippett, F. Anderson, D. L. & Tameru, B. (2010). Increasing prostate cancer screening amo ng african american men. Journal of Health Care for the Poor and Underserved 21(3), 91-106. The Johns Hopkins University Press. Retrieved March 21, 2013, from Project MUSE database. CHARTS Generated Report. (2011). FloridaCHARTS. com – Florida Health Statistics and Community Health Data. Retrieved from http://www. floridacharts. com/charts/DisplayHTML. aspx? ReportType=7244=48=2011=32 Friedman, D. , Johnson, K. , Owens, O. , Thomas, T. , Dawkins, D. , Gansauer, L. , & †¦ Hebert, J. (2012). Developing

Observation and Coaching Essay

Much about conversation depends on the rapport between the two parties. As Clutterback explains in his title; â€Å"Creating a Coaching Culture,† the quality of a relationship is determined by the rapport between the two parties in it. A good rapport implies a healthy relationship and therefore a learning conversation. Observations of people in conversation can reveal a great deal about the rapport between them and therefore an insight into the relationship they share. The tell-tell signs will be the body language of the parties in conversation as well as the brief moments of silence they share as part of their conversation. After all 55% of communication is done via our body language and facial expression (Albert Mehrabian – Best Practice in Performance Coaching). Though this task required the observation of the conversation of just a group, I must admit that I had to observer a number of groups in a number of settings before focusing on one. As I carried out these observations, the variations coupled with the literature on the subject brought out very many insights into the power of conversation and the enormity of the focus necessary, as a coach, to execute successfully, a learning dialogue. Staying in control is the ultimate goal and even when going down a slippery slope it is you who would have to determine how far down the slide goes. The Setting In my observations, I discovered that social environment in which the conversation takes place can have a great deal to do with the nature of the conversation. Cafes make for very fast light hearted conversations without much pause or reflection from either parties whilst parks and restaurants allowed for a slower pace of conversation with lots of moments of silence presumably accompanied by deep thought and reflection. The setting also shows disposition to certain types of body language expressed by the parties in conversation. Perhaps it is to do with the pace of the conversation or perhaps the social attributes of the environment. People I observe in parks and restaurants tend to demonstrate more closeness and rapport through their body language than those in cafes would. There were longer moments of eye contact, heavier body contact and more varied facial expressions. This is by no means a scientific conclusion on the impact of the conversational setting on the conversation we have as people but however a cue to pay greater attention to the setting of a coaching session with a coachee. I would imagine, the first step in taking control of the conversation is allowing the setting to be conducive to the objective of the coaching session. As I have noticed in the brief observations I have had, the right setting will allow for the right expressions from both parties and therefore facilitate the depth of the conversation. The danger however is to ignore the casual attributions which may then arise from the cultural dispositions of me as a coach and from the coachee as an individual towards their actions in relation to the environment. Casual Attributions in Conversation The reason why I would like to discuss this at this point is because it plays a lot in our reading, perception and judgement of conversation and particularly body language. The casual attribution theory discusses the reason for the judgement we make on why a person behaves or behaved the way they did. Psychological research on attribution has primarily studied the cause of another person’s behaviour. Attributions are ubiquitous in everyday life and as such are easily overlooked in our everyday conversations. As a coach, I believe it is very important to be acutely aware of the attributions we may place on a coachee’s behaviour or reactions and endeavour to keep an open and non-judgemental mind. This will allow our conversations to be much more forthcoming. Heider (1958) purports that perceivers (a role we would occupy as coaches) seek to attribute fleeting behaviour to stable dispositions. They tend to trace action to dispositions of the actor. In other words, a coach might be caught up in making judgements on the actions of the coachee based on the knowledge the coach has gained on the coachee as a person. This tendency was designated by Ross and Nisbett (1991) the fundamental attribution error. When I reflected on my preference to attribution, I noticed that I have a tendency to gravitate towards individualistic attribution tendencies. As a result to be a better coach it necessitates me to actively seek to balance this. Conversation is a two way process and therefore, awareness of the attributions that the coachee might be predisposed to will be vital. Sometimes the coachee’s action might be a reaction to your action(s) as a coach. It will be important to understand the coachee’s attribution tendencies thereby enabling you not only to manage your expressions (body language) but also to fully understand any actions by your coachee. Miller’s research in 1984 provided evidence that understanding of cultures is imperative in understanding the underlying reactions in conversation. Cultural psychology separates the cultures into individualistic and collectivist with both groups showing different tendencies of attribution. I therefore feel understanding your coachee’s background will be an important step towards achieving a learning conversation. Body Language and Rapport Alebert Merhabian’s theory suggests that when people have a rapport between them, they tend to have mirrored body language (Best Practice in Perfomance Coaching; Carol Wilson p129). This was explicit in my observations. I could tell when both parties exhibit mirrored body language such as leaning towards each other and laughing in tandem. This was a clear sign of the rapport between the parties, a significant indication of the intensity of the conversation. It is my belief that a good rapport between two parties in a conversation will make for easy listening enabling the listener to move up the levels of listening (Carol Wilson p21). The rapport between the two will aid in â€Å"cocooning† the conversation and allow for very minimal distraction. As a coach the objective will be to aim for intuitive listening thus developing a good rapport with the coachee is a step in the right direction. As Carol Wilson explains in her book – Best Practice in Performance Coaching – coaching only truly happens when we listen at higher levels i. e. intuitive listening. On the other hand, contrasting body language in a conversation can be indicative of a negative rapport between the parties in conversation. This might lead to a strained and unproductive conversation. Sometimes, it is necessary to stop and look at the underlying factors for the lack of rapport as opposed to â€Å"forcing† the situation by actively trying to mirror your coachee’s body language. This can at times go right down to the setting or environment or possibly the casual attributions tendencies of both individuals. Summary & Conclusion Much has been written about communication and conversation. It remains a powerful tool in coaching and therefore the greater the understanding we have as coaches, the better we will be able to use the conversation tool in executing our duties. In this report, I have looked at the impact on communication and conversation of three different aspects and seen how I can better prepare myself as a coach. My observations were a great cue towards helping me understanding communication. To attain my ultimate goal of always remaining in control, there are a good number of things to take into consideration. A lot in this report has focussed on the non-verbal aspects of the communication process. During the observation, I remained a good distance from the target group and therefore could not match the verbal communication to the non-verbal patterns that I observed. I am intrigued to know what the relation between the two will be. Are words a reflection of feelings? Are we more likely to control our physical expressions to avoid â€Å"causing a scene† in a public place? Are we mostly acutely aware of our surroundings? These are questions to which we might have no answers but can be used as important guides in analysing and controlling conversation. I have learned a great deal from these observations to make me a better coach. It is very important to understand and interpret non verbal cues in conversation paying particular attention to our own personal attributions as coaches that we might bring into the relationship.

Open Ended and Closed Ended Funds

DIFFERENCES BETWEEN OPEN-ENDED AND CLOSED-ENDED FUND OPEN END FUND DEFINATION A type of mutual fund that does not have restrictions on the amount of shares the fund will issue. If demand is high enough, the fund will continue to issue shares no matter how many investors there are. Open-end funds also buy back shares when investors wish to sell. CLOSED END FUND DEFINATION A type of fund with a fixed number of shares outstanding, and one which does not redeem shares the way a typical mutual fund does.Closed-end funds behave more like stock than open-end funds: closed-end funds issue a fixed number of shares to the public in an initial public offering, after which time shares in the fund are bought and sold on a stock exchange, and they are not obligated to issue new shares or redeem outstanding shares as open-end funds are. The price of a share in a closed-end fund is determined entirely by market demand, so shares can either trade below their net asset value (â€Å"at a discount†) or above it (â€Å"at a premium†) also called closed-end investment company or publicly-traded fund.The main differences between these funds are; Open-ended funds buy and sell units on a continuous basis and hence allow investors to enter and exit as per their convenience. The units can be purchased and sold even after the initial offering (NFO) period (in case of new funds). Under closed-ended funds their unit capital is fixed and they sell a specific number of units. Unlike in open-ended funds, investors cannot buy the units of a closed-ended fund after its NFO period is over.This means that new investors cannot enter, nor can existing investors exit till the term of the scheme ends. However, to provide a platform for investors to exit before the term, the fund houses list their closed-ended schemes on a stock exchange. The units of an open-ended fund are bought and sold at the net asset value (NAV) CEFs do not have to deal with the expense of creating and redeeming sha res, they tend to keep less cash in their portfolio and they need not worry about market fluctuations to maintain their â€Å"performance record†.Closed end fund prices are determined by supply and demand and not by asset value. Therefore the market price might be greater than or less than the share NPV. The number of outstanding units of a closed-ended fund does not change as a result of trading on the stock exchange. Apart from listing on an exchange, these funds sometimes offer to buy back the units, thus offering another avenue for liquidity regulations ensure that closed-ended funds provide at least one of the two avenues to investors for entering or exiting.On the other hand the number of outstanding units in open-ended fund goes up or down every time the fund house sells or repurchases the existing units. This is the reason that the unit capital of an open-ended mutual fund keeps varying. The fund expands in size when the fund house sells more units than it repurchases as more money is flowing in. The closed-ended funds are free from the worry of regular and sudden redemption and their fund managers are not worried about the fund size. However, open-ended fund have outperformed the closed-ended funds comprehensively.In open-ended funds risk depends on the quality and the kind of portfolio you invest in. One unique risk to open funds is that they may be subject to inflows at one time or sudden redemptions, which leads to a spurt or a fall in the portfolio value, thus affecting your returns. Also, some funds invest in certain sectors or industries in which the value of the in the portfolio can fluctuate due to various market forces, thus affecting the returns of the fund. Investing in closed-end funds is more appropriate for seasoned investors.Depending on their investment objective and underlying portfolio, closed-ended funds can be fairly volatile, and their value can fluctuate drastically. Shares can trade at a hefty discount and deprive you fro m realizing the true value of your shares. Since there is no liquidity, investors must buy a fund with a strong portfolio, when units are trading at a good discount, and the stock market is in position to rise. Open ended funds do not have the flexibility to borrow against their assets thus they cannot use leverage as part of their investment strategy.Close end fund on the other hand have flexibility to borrow against their assets allowing them to use leverage as part of their investment strategy. Closed-end mutual funds continuously trade on the open stock market throughout the day. The prices of these funds are continually shifting to meet supply and demand. On the other hand, open-end mutual funds recalculate their share price once per day when the stock market closes and the value of its underlying stock assets are recalculated.Therefore, investors can buy and sell their shares based on the price of the open-ended mutual fund at the close of the previous business day, when the N AV was recalculated. Closed-ended fund shares can be traded at any time during market opening hours. On the other hand open-end fund can usually be traded only at a time of day specified by the managers, and the dealing price will usually not be known in advance. REFERENCES. Russell Ray. An introduction to Mutual Funds worldwide. 2007 Tripathy P. Mutual Funds : Emerg

Walt Disney Company Research Proposal Example | Topics and Well Written Essays - 3500 words

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Ethics in Contemporary organizations Essay Example | Topics and Well Written Essays - 500 words

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Classification essay, different types of nursing careers CNA, Essay

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Accounting Career Problem Research Paper Example | Topics and Well Written Essays - 2000 words

Accounting Career Problem - Research Paper Example However, the thing is that having a career in accounting does not only come with advantages. The career also has some challenges. One of the most common challenges faced by accountants in their careers is the challenge of coping with pressure from organizations’ management to create balance sheets and financial statements that can cope with the current high rate of competition in various industries and anger for success. This paper aims at discussing pressure from management as a challenge commonly faced by accountants. Being an accountant, there are always many ethical issues that are always surrounding everything that you do. Many business managers are usually willing to do anything so that they might emerge as successful. As a result, there are always some stress and pressure that is placed on accountings when it comes to their responsibilities of creation of financial statements and balance sheets. Accountants are always expected to give a true and clear report on an organization’s profit, liabilities and assets. It is always a challenge in making sure that that record on a company’s profit, assets, and liabilities even in situations that the true records might not be very good in terms of the success of the business organization (Woolf & Hindson, 2013). The situation is always further amplified if the mangers involved insist that the records should be altered so that they can serve the interests of the business organization. In such a situation an accountant will find themselves having the dilemma to choose between following the ethical standards expected of them as accountants and altering the records in order to please their employers. If they choose to alter the records they might end up losing their credibility if in any case it is realized that they had involved in unethical conducts. On the other side if they decide to go against the will of the managers and deal with the right

How can we make the roads safer for those who share the road with Thesis - 1

How can we make the roads safer for those who share the road with bicyclists - Thesis Example The roads must be safer for all those who share them with bicyclists. Every life is precious, that of the rider on the bicycle or the gentleman driving the car. An accident is an accident and we know that it is an accident only when it happens! Deaths and injuries from car-bike collisions are common. The blame game-the motorists claiming the exclusive rights on the road, and the cyclists demanding equal rights-- is no solution to the issue. For road fatalities, cyclists are not alone responsible. The reasons are varied. Carelessness of the adventurous rider, mechanical problems, and bad road conditions are some of them. The cyclists demand their right on the road along with safety. An individual must first live to exercise the right! It is not a posthumous award! The argument that if there is no bicycle lane, the road should be out of bound for the cyclists, may be technically correct, but it defies solution. The motorists need to give up the stand that they are born to race the car at 100-120 km per hour, from the moment it is out of the garage till the final destination, is a greedy and one-sided approach. Limit the speed and accommodate the bicycle riders, instead of going ballistic over them. While tendering the advice I would address the session for the bicyclists first and urge them to follow the rules scrupulously. It is not a circus performance. Never zigzag to challenge the oncoming cars. Self-discipline is the life-saver. Cyclists demand rights on a city road, and that underlines perfect regard for the traffic rules. The end-results should be a win-win situation for all. The argument of the motorists that they have the exclusive rights to use the roads, for which they pay tax in dollars, is not perfect. Cyclists too have paid taxes at the time of purchasing the bicycle (though indirectly) and they are citizens of the country subject to all

Medical Emergency Team Essay Example | Topics and Well Written Essays - 4000 words

Medical Emergency Team - Essay Example Research across nations has shown that a risk management approach, leadership skills, and other criteria utilised in a teambuilding activity may prove to be very efficient in implementing such a team in teaching hospitals (Lee et al., 1995); however, although possibility and feasibility of advanced practice nurses as leaders of such teams have been explored in some studies (Jenkins and Lindsey, 2010), in reality there has been no such attempts in creating such a team in a District General Hospital. The introduction above is actually the background of a project proposal to introduce a Medical Emergency Team in the District Hospital where this author works. Since this concept is new and unknown, and the hospital infrastructure is not yet ready for that purpose, it would need extensive organizational changes and changes in attitudes of the healthcare professionals engaged in different aspects of care delivery in this hospital. Thus implementation of such a programme would need provisions for planning and execution of the different stages of the plan. By organisation, it means the policy, process, people, principles, and promoters, since launching a new service would need manipulations in all these areas at the organisational levels. Obviously, while planning this project, all key concepts at the background of such a service must be incorporated, although some local changes must be made to suit the local needs of the hospital at the district level, which would definitely vary from the needs of a tertiary care hospital in the same area. The project would be feasible only when it would be grounded on the key concepts and not principles derived from the prevalent national health and social care policies. However, only this could not achieve the objectives of such a team unless it works on the principles of team building and integrated effort towards building partnerships among the stakeholders through appropriate leadership skills that bring the best of team work and change management. This author is an advanced nurse practitioner for the last three and a half years in this hospital. As already known, this position allows independent, autonomous, and accountable practice in different clinical areas including 20 years of work in the Accident and Emergency. This position allowed sufficient exposure to different emergent clinical scenarios that may be encountered in practice, and rapid response was absolutely essential in such care deliveries. It is very important to note that such care is possible through teamwork only, and it is called Medical Emergency Team. The basic tenet of such a project would be very collaborative teamwork based on as recommended by Kerridge and Saul (2003) continuing education on recognition of acute illness and processes involving audit and education. They must recognise the areas where in-hospital response to acute and critical illness outside the ICU is suboptimal. This author's experience in working in team, which is used to work in the hospital in day/night teams may this become useful for such projects. In this proposed project, there will be a team of 20-plus advanced nurse

Write an essay arguing that Emily Grierson relationshi with her father

Write an arguing that Emily Grierson relationshi with her father contributed to her tragedy - Essay Example The description of Emily’s father was presented in paragraph 25 as a â€Å"spraddled silhouette in the foreground, his back to her and clutching a horsewhip† (Faulkner 25; cited in Kennedy and Gioia). Likewise, as noted, none of the young men were deemed good enough for Emily and that the townsfolk â€Å"remembered all the young men her father had driven away† (Faulkner 28). In addition, there was emphasis noted to the fact that â€Å"the Griersons held themselves a little too high for what they really were† (Faulkner 25). Due to the extreme sheltered existence given to Emily and the prevention of her father to find a suitable man as her husband, Emily remained isolated all her life. By the time her father died, there could actually be some manifestations of mental illness or insanity as it was revealed that Emily refused to admit her father’s death. When the townswomen came to offer their condolences, it was revealed that â€Å"Miss Emily met them at the door, dressed as usual and with no trace of grief on her face. She told them that her father was not dead. She did that for three days, with the ministers calling on her, and the doctors, trying to persuade her to let them dispose of the body. Just as they were about to resort to law and force, she broke down, and they buried her father quickly† (Faulkner 27). The length of time spent totally dependent on her father could have instigated the innate fear of being left alone and therefore, Emily could not accept the fact that this fear was in fact a reality. Alone and afraid in the house with nothing left to support or sustain her daily living, Emily’s life succumbed to depression and anxiety . When a potential lover in the person of Homer Barron came to her life, the hope of having someone to spend her life with was just what she needed. However, as the story unfolded, it was revealed that Homer Barron, who the townsfolk

Research paper/interview Paper Example | Topics and Well Written Essays - 1250 words

/interview - Research Paper Example It was discovered that detention only works to make the delinquents even worse. This is because it brings many delinquent offenders together, and they are able to share ideas and express their bitterness towards the society. Bearing in mind all the findings, the paper went ahead to recommend some alternatives to juvenile detention, such as one-on-one counselling and community service. The juvenile justice system refers to the correction mechanism used to handle offenders below the age of eighteen. In other words, it is the way the state deal with young criminals. In the nineteenth and early twentieth centuries, young criminals were treated the same way as adult criminals. There were no special ways in which the criminal justice system dealt with young offenders. All criminals, whether young or adult were considered the same, and they were subjected to the same criminal justice system. There were no juvenile courts nor juvenile prisons. However, as time went by, the society realized that young offenders were special in a way. The reasons they ventured into crime were not the same reasons why adult criminals engaged in crime. The society, and the criminal justice system to be exact, started to find for ways through which the young offenders could be handled more efficiently and according to their special needs (Ramirez, Nd, p. 1). That is how the juvenile justice system came into being. However, one thing that did not change was the correction mechanisms. Up to date, delinquent criminals are still imprisoned, which is the major correction mechanism in the general criminal justice system. Unfortunately, detention (commonly referred to as imprisonment) has proved to do the young offenders, and the society at large, more harm than good (Leyritania, Nd, p. 1). Juvenile detention has proved to make young offenders worse. There are high chances that a detained juvenile will come out of the detention even more encouraged to commit crime. Detention therefore,

Strategic HUman Resource Management Essay Example for Free

Strategic HUman Resource Management Essay Defining SHRM The purpose of this portion of the paper is to provide an explanation into strategic human resource management (SHRM). This information will look at the ways that some scholars have defined the concept of SHRM, and the role that it serves within an organization. In addition, the first part of this research will examine how a human resource department can actually be called strategic in nature. This information will also be examined in relation to an actual organization. Various models of SHRM will be discussed, and the idea of how they compare to the organization in question will be presented. After reading this portion of the paper, it should become clear that SHRM is much more than simply hiring people. It is also much more than operating within a bubble. It is about actually helping the overall strategy and vision of a company. The first thing that needs to be done is to provide an actual definition and analysis to what it actually means to be SHRM. In order to define this concept, it is first important to actually explain what is meant by human resources in general. Appleby Mavin (2000) explain that Human resources are the efforts, skills, and capabilities that people contribute to an employing organization which enable it to continue in existence. Although difficult to define, SHRM is generally perceived as a distinctive approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce (s555). The definition that is provided here explains that human resources is really about the skills that the people of an organization bring together in order to keep it alive. In addition, the authors explain that moving into the realm of SHRM is about managing the human capital of an organization in such a way as to achieve some type of competitive edge. Having not only a committed workforce, but also having a workforce that is highly trained for the job that must be performed achieves the competitive edge. Moving in this direction is where human resources becomes SHRM. Van Donk (2001) takes this idea one step further by explaining where in the planning process of a company the human resource management role must fit in  order to make it strategic in nature. He also explains how this role has evolved in the past twenty years or so: From the 80s onward there have been pleas for integrating human resource management and corporate strategy. A number of authors have been working on approaches to the achievement of what is called Strategic Human Resource Management. These approaches place the human resource management policy formulation at the strategic level. In these approaches to Strategic Human Resource Management it is claimed that: (1) human resource problems are problems solved by linking HRM and strategy formulation at an early stage; and (2) problems with strategy implementation are solved by early adjustment of the HRM to these strategies (299). In the end, what Van Donk adds to the definition of SHRM is that human resources cannot be called in at the last minute to fix a hiring problem. Instead, human resources must be involved from the very early planning stages in terms of the type of human resources that are needed. This early involvement allows human resources to understand exactly what is needed. It also allows human resources to be able to adjust so that the decisions that are made about the people that are needed can be adjusted immediately to fit new or changed strategies for the company. Finally, Mueller (1996) adds one additional piece to the information that helps us to formulate an overall definition for SHRM. He explains that: I propose to take the following as the defining features of the ‘orthodox notion of SHRM. According to this notion a strategic utilization of human resources means that: 1. Management is active, not reactive 2. There is high integration between policies 3. An orchestrational role is played by senior management 4. and there is articulation of policies by senior management (759). The information that is provided by these three scholars can help us to create on integrated definition of what is truly meant by SHRM. This concept really means that the human resource department and its leaders are not simply thought of as the people who are given the task of hiring employees. Instead, they are an important part of the strategy formation of a company. These people are a part of the process from the very beginning, and they are  given the authority by company management to be taken serious to provide ideas about the strategic planning of the company in terms of the role that employees will play, and the skills that need to help achieve those goals. The information that is provided should also make it clear that SHRM is more than just about the role that the human resource department of a company plays in the strategic vision of an organization. It is the role of senior management that helps to actually make SHRM work. Senior management must actually give the authority and respect that is needed to make the human resource department a vital part of any strategic vision. This must be more than simply saying that human resources are important for the company. Instead, it means that senior management must act upon it, and they must take an active approach to human resource needs to fulfill those strategic plans. They must communicate with human resource managers, and they must also listen to human resource managers. In the end, it could be easily explained that strategic human resource management is about adjusting the role of human resources. Rather than having a department that reacts to the needs of the company, SHRM is about ha ving a department that is on top of the planning that goes into deciding the human resource needs of the company (McMahan, Bell Virick 1998: 196). Evaluating SHRM in an organization In order to evaluate the extent to which human resource management in an organization can be termed strategic, we must first understand some of the basic models that apply to the organization that is being discussed. We must also have an organization that we can discuss in the first place. In order to choose an organization, it is easier, as an example, if an organization is chosen that is widely known by a lot of people. For this, we are going to turn to a description of large accounting firms and the role of human resources in their firms provided by Boxall Purcell (2000). To Illustrate what we mean about strategic choices in HRM, take the case of a management consulting firm that aims to join the elite cluster of firms that are transnational, if not ‘global’ in their reach (firms such as McKinsey, PricewaterhouseCoopers and Anderson Consulting). There is no doubt that such a firm must have highly selective recruitment and strong development of staff to ensure it can consistently offer clients high-quality service on  complex business problems. In this elite strategic group, a synergistic blend of certain human resource policies—such as proactive recruitement channels, high entry standards, high pay, employee ownership and extensive professional education—are critical prerequisites to a firm’s credibility in its sectoral labour market. On the other hand, it is unlikely that there is much handing on the firm’s choice of job evaluation systems. If any one o fa range of such systems supports its remuneration goals in recruiting and retaining highly qualified consultants, or doesn’t perversely undermine them, then the choice among different systems is not critical. Similarly, the contracting out of payroll or benefits administration in such a firm is not a strategic dimension of its HRM. It is not difficult to meet the requirements of employment contracts in these areas and elite firms are not differentiated from lesser firms on this basis. What is critical, however, is that they firm’s leaders put together and aply the system of broad-based HR policies that will help the firm to join the elite group of professional firms in its sector—although it would be unwise to think that this will happen quickly or be achieved solely through HR strategy (184-185). From the example that is given by major accounting firms, it is easy to see what makes human resource management strategic, and what does not. It all comes down to the notion of the decisions that are made in terms of moving the company forward in its goals and visions. On the other hand, decisions that really do not affect the visions of the company, such as choosing one piece of software over another to administer payroll, is not something that makes a human resource department strategic. With all of this in mind, the company that is going to be used as an example to determine how it has implemented, or needs to implement, SHRM is a small software company with which is I am familiar and have some working knowledge of the internal structure that sells communication software to physicians known as Televox Software. The software from the company helps companies immediately send recorded messages to customers to remind them of appointments or past-due bills. The software even allows customers to pay bills right over the internet without any work on the part of the company that wants the feature for its customers. In order to determine how the company’s human resources are already strategic in some ways, it is important to look at some of the models that explain SHRM. One of these models is known as the open systems theory. The open systems theory states that a company receives inputs from the environment, such as from customers and even other companies, and then uses that information to change how it operates. Wright Snell (2001) explain the concepts behind the open systems theory: It emphasizes two important characteristics of organizations: the system character, so that the movement in any part of the organization leads to movement in other parts, and the openness to environmental inputs (208). In terms of human resource management at Televox, the company is very much strategic in this regard. The company is constantly looking for feedback from customers. This feedback, unlike at some companies, is taken very seriously. When a customer complains about the way in which an employee has done his or her job, this information is analyzed to determine where the problem took place. If the problem lies with the employee’s training or motivation, human resources takes actions immediately to alleviate or correct the problem. A second theory that easily applies to Televox is the universalistic perspective. Colbert (2004) explains that Under a universalistic approach, strategic HR practices are those that are found to consistently lead to higher organizational performances, independent of an organization’s strategy. Examples are such practices as formal training systems, profit sharing, voice mechanisms, and job definition. One might argue that these are not strategic in the sense used elsewhere in the SHRM literature (i.e., contingent on strategy or explicitly aligned with specific strategy) and may simply be terms prudent in the sense that they have been shown to consistently enable a given firm to perform better than it might otherwise (344). Regardless of what some might think about the universalistic perspective, the ideas behind the theory can led a company to SHRM. In the case of the  company in question, Televox, the organization is very definite about defining job duties and providing formal training to employees. However, the company does lack in profit sharing as it is not a publicly traded company. In addition, the company also lacks in actually listening to its employees and giving them a voice in real decision-making. This shows that the company has moved from simple human resource management to strategic human resource management in some ways. However, it also shows that the company is not yet fully involved in the SHRM process. In terms of the information about Televox at this point in the analysis, it can only be deemed to have SHRM management in the way in which it takes information from the environment that it operates. When customers and others have issues with the services and support that are provided by employees, the company takes this information very seriously. The result is that training or even firings take place. In addition, when people are hired into the company, they learn very quickly that excellent customer service and attention to customer needs are the key to the vision and strategy of the company. This means that these ideas and objectives are going to be key to the way in which employees operate. At the same time, the company is very much about defining job duties and explaining the place that everyone holds in the company in relation to the vision of the company. However, the company, simply based on the information that we have discussed so far, lacks SHRM in other ways. For example, the company does not give employees a voice in helping to set strategy and goals for the company. In addition, communication between manager and employees is often very much one-sided. The company also does not give incentives that might keep the specialized and trained employees that they need to work in a skilled environment like a software company. In the next section of this analysis, information and research regarding HR Departments will be discussed. Once this literature review has been completed, we will return to Televox to determine what types of other improvements can be made to the company to move it closer to truly operating with the mindset of SHRM. This move closer to true SHRM can also be seen as  providing ways that Televox can actually move closer, as was explained earlier in this paper, to be an elite company in the sector in which it operates. Literature Review The purpose of this section of the report is to look at research and information regarding HR departments. The background information is being provided in the context of determining the problems and opportunities that exist for HR departments to transition from simply doing human resource management to handling strategic human resource management for the companies in which they operate. What should be taken from the background information that will be presented is that the difficulty that still exists in making that transition in one of understanding of SHRM and old ways of thinking about human resources in general. Before any background information can be provided, it is important to understand some of the key questions of SHRM so that we will know what to look for in the research that is available on this topic. Colbert (2004) explains that Research on the contribution of human resources (people) and HRM (practices) to organizational effectiveness has addressed a wide array of questions: what is the effect of HR practices on the development of the firm’s human resources? Which HR practices lead to greater organizational performance? To what degree does that depend on firm strategy? How does a firm ensure that its HR Practices ‘fit’ with its strategy? How does it ensure that its individual HR practices fit with one another, or does fit even matter in HR practices? Must the attributes of a firm’s base of human resources always align with an a priori strategy, or can its stock of skills, knowledge, and interactions drive strategic direction? (342). One of the ideas that exists about human resource management is that it was divided into its various parts in the past. This division of what constitutes human resource management is known as a subfunctional view. This view held that human resource departments actually had various separate roles, such as selecting employees, training employees, and even appraising employees. It has been argued, however, that the view that human resource departments have small functions that must come together for the sake of the  company has actually created problems for companies and HR departments. One of these problems is that the subfunctional view created problems for HR managers to try to understand how all of these functions actually came together. It was often the case that HR managers did not see them coming together. Instead, they were simply seen as separate tasks, such as selecting qualified candidates and then later on evaluating their performance. The end result has been that HR departments have not seen that all of the functions they perform actually do work together to accomplish the overall vision for the company (Wright Snell 2001: 206). In fact, Van Donk Esser (2001: 302) note that human resource managers often view the idea of managing human resources as lying within certain areas of concern and policy for the company and its employees. These areas concern the influence that a company may give to employees and even employee unions, the flow of human resources to various parts of the company, the rewards and benefits that are given to the employees, and the actual design of the work and the jobs that are performed. It is already clear that viewing each of these areas separately can certainly cause problems for human resource departments. If an HR manager thinks of hiring employees as a separate task from actually training employees or thinking about the jobs they will perform, confusion can easily be created when all of this is brought together when new employees are assigned to a department and told to get to work. There is clearly no harmony in the way that some HR managers think about the assets, that being the human assets, that they are supposed to be managing. Lundy (1994) also explains, as far as human resources goes in the United States, that their was an old system in place of managing employees. This was a system where those who oversaw personnel decisions really lacked any power or decision-making skills at all. However, she explains that this is changing in the United States, and that the role that human resource officials play within the companies for which they work is evolving. She explains this evolution: There are other issues worth consideration. It would seem that, from a US perspective, a good case can be made for  concluding that personnel management in its traditional form has been evolving to a process identified as human resource management (HRM). In particular, the Harvard model and writings demonstrate the nature of the evolution. It incorporates: a strategic orientation; standard personnel management practices, e.g. selection, appraisal; a philosophy and new practices geared towards employee motivation. It has a strong managerial perspective and, in many ways, the new practices have been managements pragmatic response to its changing environmental context. It is also worth noting that historical analysis has suggested five different HR management systems linked to environmental conditions. This gives strong emphasis to the contingency-based properties of the current commitment system. While the likely endurance of the commitment system is unknown it is important to take account of the probable strength of the educational and social changes within human resources which have influenced the development of the system. The historical analysis has also pointed up that the different HRM systems denote a shift in the balance of influence between employer and employed. There is a connection here with the literature on the changing face of American industrial relations and the phenomenon of the non-union firm. Certainly the analysis highlights certain extremes in behaviour and perspective, e. g. mutuality/adversarialism, control/commitment, specialization/flexibility, standardization/innovation, alienation/identification and so on (713). The reason for this evolution and changing dynamic between companies and human resource departments, as well as between human resource departments and employees may lie in the outcome of being more focused on employees and the planning of human resources. In fact, Appleby Mavin (2000) conducted research to determine what happens when there is an integration of human resource roles and ideas. The research looked at over 800 companies in the manufacturing industry in England. The authors used a self-assessment questionnaire that would report how well each company was achieving a world-class levels of performance, and what was helping to lead to that level of performance. The authors report that actually bringing together all of the roles and functions of HR departments was related to an organization actually attaining world-class level. The authors of the study  explain: The results show a positive association between the integration of HR strategy and the world-class status of orga nizations. Further, those organizations using an integrated HR strategy show better practice and performance with regard to: quality management, managing and developing their people, and their sustainability and innovation (s560). This study is not the only study to find that actually integrating the roles and duties of human resource departments actually lead to better overall results for the companies in question. Rodwell Teo (2004) conducted a study of for-profit and non-profit companies in Australia. The study consisted of 61 companies in Australia that operated in the medical industry. Questionnaires were given to company leaders asking about human resource practices. The results of the study found that regardless of whether a company was for-profit or non-profit, human resource practices that actually integrated people and their functions resulted in better performance for the company. As the authors of the study state: The evidence suggests that as the health sector experiences more global reform in terms of policy and managerial changes (EOHCS 2001) Australian HS firms emphasize the buying of skills, experience and knowledge through selective staffing and other human capital-enhancing practices. Researchers such as Snell and Dean (1992) conclude that the adoption of these strategic initiatives are related to the adoption of strategic HRM and those practices that focus on the creation of human capital required for mastering the new managerial and medical systems and techniques. In this instance, HRM has been used to ensure that human resources are selected to add value to the firms’ quest for efficiency, effectiveness and economy in the Australian health sector (325). Now, at this point, some might argue that about the ability to take research from one area of the world, or even in one sector, and generalize the findings to all companies and how human resources should be managed across the spectrum. The fact of the matter is that this is an important area of discussion. The research that has been presented clearly shows that the notion of human resource management in companies is changing because it is  good for the companies. In organizations where human resource departments are given the authority to integrate their tasks and to worry about the resources that they are supposed to be in charge of, the result has been companies with better levels of overall performance. Still, the argument remains as to the ability to generalize these findings. However, in light of the information that is available, it clearly seems that more research and even more practice is warranted. As Wright, Snell Dyer state quite clearly: The conference at Cornell was s uccessful in bringing together leading HR academics from around the globe to enhance the emerging international dialogue on SHRM theory and research. The resulting papers suggest general agreement on one point: that differences in institutional environments, and perhaps cultures, serve as boundary conditions with respect to the generalizability of our models and empirical results. Clearly, however, there is less agreement about the nature of these boundary conditions and the direction and magnitude of their effects, or on the stakeholder vs stockholder controversy. We hope that SHRM theorists and researchers in all corners of the globe will see this situation as a challenge. The papers in this volume represent a promising start. The task now is to build on this work by incorporating a fuller range of boundary conditions in our research, explicitly wrestling with the global universality vs local adaptability issue and experimenting with a wider range of outcomes in our models and studies preferably doing so through networks of international collaborations and consortiums. Ultimately, we must make absolutely certain that our field continues to hold its own in the ubiquitous drive to globalize (879). Based on the studies and opinions from scholars in the field of human resource management, it is clear that HR departments must change their focus on how they view people, and how those people fit into the organization. This change must come at the management level, and must actually see human resource departments as part of the management level, rather than as simply another part of the organization that can be ignored. Kazmi Ahmad (2001) explain the types of questions and focus that comes when human resources are seen as being part of the management level in a company. For example, in the personnel selection/placement area, operational-level activities include the  annual staffing and recruitment plans. The managerial-level is more concerned with staff planning for the intermediate-range future. A question posed at the managerial-level is, for instance, if the company is about to set up two plants in different parts of the country, what kind of people will be needed and how will they be found? Strategic-level activities look on the long-term future. Here a question such as this could be posed: what kind of people will be needed to manage and run the organization in the future? The implications of the long-run position are then retraced to guide current selection, placement, and training practices. If, say, a major oil company formulates a strategic plan for major diversification by the year 2005, a relevant question would be: what kind of people should it be recruiting now so that it will have employees capable of running the diversified company five years and beyond? (135). Of course, with all of this discussion about moving human resources to the role of being a strategic part of a company, Schuler (1992: 25) explains that human resource departments need to be part of the team that not only makes strategic decisions, but also helps to set some of the tone for the company. For example, he explains that human resources can take on three roles: a leadership role, a managerial role, and an operational role. In the leadership role, HR helps to steer the direction of the employees of the company. This can include attitudes and culture that exist in the way that employees approach their jobs and the people they serve. In the managerial role, HR acts to give employees the training and direction they need. HR also gives feedback to the work that is being done, and ways that employees can improve. HR can also help to direct how people work together to get tasks done efficiently. Finally, in the operational role, HR helps to set the function of certain roles. This can be as simple as telling employees that they must smile and greet customers by name. However, in the light of various functions, HR departments must see themselves as part of the company that actually helps to build profits and results. They can no longer see themselves as simply working for a company. They must see themselves as actually moving a company forward, and having to produce results to show that work and effort. Rogers Wright (1998) explain this idea. Universal application of macro HRM models of analysis  with dynamic constructs for performance may prove more achievable and useful than the search for a single universal linkage of micro HR to a particular measure of organizational performance. Just as happened with the field of economics, human resources management is developing a clearly distinguishable macro side. The HR field must face the questions of micro-macro linkage, bias in aggregation, and plausible mechanisms of action to connect individual human activity in the form of HRM with organizational performance. How these questions are answered will in large part determine the direction and utility of the filed in the next decade. A case has been made for expanding the concept of performance to enable establishment of a general construct for organizational performance through the adoption of a performance information market concept. The PIM concept needs to be equipped with variables and the model’s mechanism of interaction verified by empirical investigations (328). Problems and Opportunities of Becoming Strategic Based on the information that was provided in the literature review, it should become clearer that a transition from simple human resource management to strategic human resource management is not going to be something that is going to result in just opportunities for human resource departments. Instead, there are also going to be problems and areas of concern along the way. All of these areas must be addressed and dealt with my HR departments if they are going to be part of the strategic process in companies in the future. First, with the transition to strategic human resources, HR departments are going to be held accountable for the work that they perform. This means that they cannot simply sit on the sidelines and expect to reap the benefits of being treated like part of the management team without gaining some of the pressures and responsibilities that come with actually being part of the management. This is going to result in HR managers and departments having to actually justify their existence. They are going to have their own goals and objectives that will have to be met. Even more, they are going to have to answer to the senior management of the companies for which they work, as well as the investors of the companies, when the decisions they have  undertaken to obtain qualified employees or to hold on to employees do not go as planned. They are also going to be expected to communicate problems and concerns more openly, rather than lurking in the shadows waiting to be noticed by those in power . Another area of opportunity or problem, depending on where you stand, is going to be that human resource personnel can no longer be people who sit and shuffle paper. It will not matter if we are talking about the HR manager or the associate sitting in the office. The fact of the matter, everyone who works in the HR department is going to have to be trained not only in how to interview and hire employees, but also how to develop plans to deal with strategies that will move a company forward. In fact, it does not seem far-fetched at all to assume that more time will be spent by those in HR departments developing strategies and analyzing what is working and what is not as it relates to employee operation and performance. Of course, with all of these areas of concern will come many opportunities and benefits for HR departments to work toward SHRM. First, this is the chance for those who work in HR departments to truly be taken seriously as leaders and managers. They can come out of the shadows and stop being seen as employees who are removed from the actual work that is being done in the company. Instead, they can be viewed by employees as being relevant to the operations of the company. These individuals can also be seen as having the abilities to truly be effective leaders. At the same time, all of this promises success for more than just the companies or those who work in HR departments. The change from human resource management to SHRM will mean that employees will be recruited with the idea that they are truly valuable, and how they are treated is important for the future of individual companies. Of course, for employees and potential employees, this will also spell added responsibility. Employees will have to show that they have the skills and qualifications that are necessary for the specific job or function they will play within the company. However, they will also need to show that they can learn and expand as the strategic plans and goals for the company change. Just as HR  managers will have to adjust, the move to SHRM means employees will be affected, and they will have to change as well. However, if all of this comes together, the end result should be a great improvement in how companies operate. The research shows that companies that are involved with SHRM perform at a higher level. The research also shows that these companies are in a better place to provide world-class service. Application of SHRM to an Organization Now that we have analyzed the research leading to SHRM, it is time to turn back to Televox Software and the ways in which it can improve upon SHRM in its operation. First and foremost, the research shows that HR departments must communicate clearly and accurately the expectations to new employees. At Televox, new employees are not always give the full range of their duties until they have already been on the job. It is true that they are given the specific duties of the job for which they are hired. However, they are often not told that they will be cross-trained to handle duties of other employees with those employees are not available to help customers or are on vacation. This sometimes leads to employees who are not happy with the job once they are hired. A move to SHRM at the company will mean that the full range of expectations and duties will be provided to employees from the beginning. In fact, a move to SHRM would mean that he HR department would seek out employees who enjoy the challenge of actually having to take on duties that are outside of their specific roles within the company. Instead of hiring people who are only skilled at one job, and only want to be skilled in that job, those who make hiring decisions would work to gain employees that want to be well-versed in many duties within the organization. At the same time, a move to SHRM would make the company realize that having skilled employees who are motivated by the strategic plans for the company have to be compensated and treated with respect and dignity. Currently, the company shows its respect for employees in basic ways, such as to give away free lunch and other items. However, when it comes to listening to employee concerns about working conditions, the company is not always responsive,  either openly or in future moves of the company. The organization needs to show more openly that it takes employee concerns seriously, and that it realizes the employees are trained and skilled enough to know when to provide feedback about working conditions that should be taken seriously by management (McMahan, Bell Virick 1998: 198). Of course, it must be understood that moving closer to full SHRM is not going to be something that can occur in a short amount of time. The reason for this is that the company have dozens of employees that have been with the company for years. Adjusting to a way of doing business that focuses more on employee skills may be something that is not taken seriously by existing employees. The result is going to be some who are on board with the SHRM measures, and some who are not. All employees will have to be brought up to speed with the new plans, or some employees will have to be informed of the consequences of not getting on board with the new strategic plans for the company. In the end, the research and actual application of SHRM shows that moving in this direction is good for companies. However, the research should leave no doubt that the transition is difficult, and it does require changing well-established attitudes and roles. These are attitudes that have existed for decades, and they are not going to change quickly. On the other hand, as with many things that occur in the world of business, as companies realize that advantages that come with SHRM, more will move in that direction and require acceptance of the policies that come with it (Wright McMahan 1992: 316; Siddique 2004: 219). References Appleby, A. Mavin, S. 2000. ‘Innovation not imitation: Human Resource Strategy and the Impact on World-Class Status,’ Total Quality Management, vol. 11, no. 5, s554-s561. Boxall, P. Purcell, J. 2000. ‘Strategic Human Resource Management: Where Have we Come From and Where Should we be Going?’ International Journal of Management Reviews, vol. 2, no. 2, pp. 183-203. Colbert, B. A. 2004. ‘The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management,’ Academy of  Management Review, vol. 29, no. 3, pp. 341-356. Kazmi, A. Ahmad, F. 2001. ‘Differening Approaches to Strategic Human Resource Management,’ Journal of Management Research, vol. 1, no. 3, pp. 133-140. Lundy, O. 1994. ‘From Personnel Management to Strategic Human Resource Management,’ International Journal of Human Resource Management, vol. 5, no. 3, pp. 687-720. McMahan, G. C., Bell, M. P. Virick, M. 1998. ‘S trategic Human Resource Management: Employee Involvement, Diversity, and International Issues,’ Human Resource Management Review, vol. 8, no. 3, pp. 193-214. Mueller, F. 1996. ‘Human Resources as Strategic Assets: An Evolutionary Resource-Based Theory,’ Journal of Management Studies, vol. 33, no. 6, pp. 757-785. Rodwell, J. J. Teo, S. T. T. 2004. ‘Strategic HRM in For-Profit and Non-Profit Organizations in a Knowledge-Intensive Industry,’ Public Management Review, vol. 6, no. 3, pp. 311-331. Rogers, E. W. Wright, P. M. 1998. ‘Measuring Organizational Performance in Strategic Human Resource Management; Problems, Prospects, and Performance Information Markets,’ Human Resource Management Review, vol. 8, no. 3, pp. 311-331. Schuler, R. S. 1992. ‘Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business,’ Organizational Dynamics, vol. 21, no. 1, pp. 18-32. Siddique, C. M. 2004. ‘Job Analysis: A Strategic Human Resource Management Practice,’ International Journal of Human Resource Management, vol. 15, no. 1, pp. 219-244. Van Donk, D. Esser, A. 1992. ‘Strategic Human Resource Management: A Role of the Human Resource Manager in the Process of Strategy Formation,’ Human Resource Management Review, vol. 2, no. 4, pp. 299-315. Wright, P. M. McMahan, G. C. 2001. ‘Theoretical Perspectives for Strategic Human Resource Management,’ Journal of Management, vol. 18, no. 2, pp. 295-320. Wright, P. M. Snell, S. A. 1991. ‘Toward an Integrative View of Strategic Human Resource Management,’ Human Resource Management Review, vol. 1, no. 3, pp. 203-225. Wright, P. M., Snell, S. A. Dyer, L. 2005. ‘New Models of Strategic HRM in a Global Context,’ International Journal of Human Resource Management, vol. 16, no. 6, pp. 875-881.

Types Of Operations Process In Tesco

Types Of Operations Process In Tesco The food and drink retail sector represents the largest industry in the UK, providing employment for over three million people in primary production, manufacturing and retailing. In 2003 retail accounted for 9% of gross domestic product (Datamonitor, 2003). In recent years UK supermarkets have come under increased scrutiny over their treatment of suppliers, particularly of own-label products, yet the development of strategic supply networks has been an integral part of most supermarket strategies for the past decade.The report below provides an insight into the supermarket company, Tesco, with emphasis on its external environment analysis and companys analysis of resources, competence and culture. Two future strategic options are suggested in regards to the resources based strategies. Inbound logistics are placed at the first stage of the value chain as they possess the earliest opportunity to create value. Therefore, the elements of this stage are considered to be upstream activities. The logistical tasks, in this case, include the receipt of goods from suppliers, storage of goods, handling transportation of goods internally and placing the products on the shelves. Tesco tries to maintain the level of consumer choice in store (+), whilst improving the efficiency of its distribution system (+). In applying a quality control procedure concerning damaged goods and products, it provides an excellent opportunity to reduce costs unfairly incurred by the company, therefore preventing these costs being passed on to the consumer (P+). Operations The production element of Tesco activities are service orientated. Hence, operations could be the second upstream opportunities that enable services and products to be provided, tasks such as opening every day in accordance with trading hours, maintaining the shelves, and the stock (+). In order to obtain future competitive advantage Tesco has to consider expanding further in terms of operating hours in those places, where it does not occur or opening new Metro and Express stores (P+). However, this might be restricted by law or planning councils, which is essentially takes away competitive advantage (-). Outbound logistics The third stage of the value chain is the outbound logistics that is concerned with delivering the product to the customer. Tesco currently adds value in its home delivery service (+). However, other tangibles that have to be improved are those of parking facilities, trolley collectors, till staff and systems to gain competitive advantage, if executed more efficiently than competitors, they will add value by saving the customer time (+), whilst increasing the turnaround (+). Adding value could be achieved through the implementation of a trolley deposit system, keeping them tidy and enabling customers to get to and from the premises quicker, as well as making these facilities readily available and quicker to obtain. Support Activities Company Infrastructure Planning and control functions are the ones that account to provide the continued focus on the costs and cash control of the companys operations (+). And departments such as profit protection whose main jobs are to reduce shrink. The company has now increased its staff count who are involved in upgrading its anti-fraud software (infrastructure/technology, interdependence), and installing new security systems which aim to reduce internal theft, an expense the customer will now not have to cover in the price of their purchases ( Human resource management HRM is regarded as up and downstream activity, covering everything from recruitment to management development. The company aims to increase the number of training schemes and further develop its recruitment programmes so to pass on to the customer the benefits of a well recruited, well trained staff, not the costs. Tesco continues to invest in customer service (+), where training is also linked directly to pay, so the staff are motivated to learn, and are encouraged to improve their approach to customers and service provision quality. Technology development It is a downstream activity and is the ability to provide new innovative product ranges/ solutions that anticipate customer needs. It also remains a key competitive advantage, adding value, as Tescos brand name gives the product vitality (+). However, installation and capital investment is a long term process and needs total commitment of the staff. But who will be responsible for the service provision and the floor personnel? (-). UK Operations In the UK, Tesco operates six different store formats, each distinguished by size and the range of products sold. Tesco Superstores Tesco superstores are the companys standard store format. These large supermarkets stock and sell all groceries along with a large range of non-food products. They also offer an in-store pharmacy. Tesco Extra Tesco Extra stores are the retailers large out-of-town hypermarkets (second in size behind superstores) which stock nearly all of Tescos product ranges. Tesco Metro Metro stores are medium-sized stores (sized between Tesco superstores and Tesco Express stores) that offer a range of food lines. Tesco Express Express stores are convenience shops that are mainly located on Esso petrol station forecourts. Most of their stock consists of food, with an emphasis on higher-margin products alongside everyday essentials. Tesco Homeplus Homeplus stores offer all of Tescos ranges, except food, in warehouse-style units based in retail parks. These large units feature an Order and Collect desk where customers can purchase and collect most items without delay. One Stop One Stop stores are the very smallest Tesco stores. These stores work on a different pricing to all the other store formats and are also distinguished by their later opening hours. Global Operations Tesco boasts a global store portfolio of over 1,800 stores. Besides the UK, the company operates stores in France, China, the United States, Poland, Republic of Ireland, Japan, Malaysia, Czech Republic, South Korea, Slovakia, Thailand and Turkey . Online Operation Tesco runs the worlds largest grocery home-shopping service, Tesco.com. The site was formally launched in 2000 six years after Tesco first began operating on the internet. Consumer goods, telecommunications and financial services are also provided via the internet. Tesco Direct, the supermarkets catalogue/internet service, was added to the retailers portfolio in 2007. Customers can browse the Tesco Direct catalogue or go online to purchase non-food goods ranging from home electricals, toys and furniture to sports equipment, jewellery and even bathroom suites. Tesco Personal Finance Tesco Personal Finance is the banking arm of the Tesco plc. The business was previously run as a joint venture with the Royal Bank of Scotland, but in July 2008 Tesco paid  £950 million to acquire the banks 50% share in the company. Financial products on offer include loans, credit cards, savings accounts, mortgages, and several types of insurance, including car, home, life, dental and travel cover. Tesco Clubcard Tesco is one of only two UK supermarkets to offer its customers a loyalty card-scheme (the other being Sainsburys). Introduced in 1995, Tescos Clubcard branded loyalty scheme is now the number one loyalty card in the UK, with around 13 million active Clubcard holders. Every  £1 spent in a Tesco store, online at Tesco.com or through Tesco Petrol, earns customers one Clubcard point. Shoppers can also collect points by paying with a Tesco Credit Card, or by using Tesco Mobile, Tesco Broadband, selected Tesco Personal Finance products or through Clubcard partners, Avis and E.ON. Each point is worth 1p in-store when redeemed, or 4p when used with Clubcard deals on holidays, day trips, etc. Points can also be used to rack up Airmiles, or converted into coupons. B: Capacity planning, Inventory management, Supply chain design, Performance measures and total quality management Tesco Capacity Planning Example : The Scenario Tesco operated a major distribution centre with 26 truck loading decks handling 20 vehicles arriving every hour. Deliveries for individual supermarkets needed to be selected, marshalled and loaded within 60 minutes. The existing loading system was totally manual, using pickers and fork-lift trucks. Due to increasing capacity needs, Tesco engaged with a material handling company to design the expanded facility. This company proposed a novel loading system using automatically guided vehicles (AGVs) to deliver prepared cages of goods. This system would have to be integrated with the existing manual facility, accessing the same warehouse and loading decks. The Challenge Tescos Project Director did not have confidence that the simple spreadsheet calculation of the planned additional capacity could accurately represent the likely outcome as it could not show dynamic interactions within a system comprising hundreds of movements per hour between the warehouse and the loading dock. The following questions arose: What would be the key issues involved in operating the two systems side-by-side? If the two systems could be successfully integrated, how could the optimum operating protocol be devised? How many AGVs would be needed (between 15 and 20 were proposed)? Where might AGVs and fork lifts interfere, causing delays and how could this be minimised? How can collisions be avoided (Health and Safety issue)? Where might loading bottlenecks occur, reducing anticipated performance? Would the target 60 minute turnaround be reliably met under different operating conditions? Tesco needed an independent assessment of the impact of the proposed changes and of whether efficiency and loading time targets would be met. The materials handling supplier recommended Paragon Simulation. The Solution Tesco commissioned Paragon to produce a model. Paragon worked with Tescos and the suppliers input, to accurately model the proposed facility. Paragon was asked not only to construct and run the model, but also to report results and to make a recommendation. The resulting model was a plan view animation of the facility with the AGV system in place. AGV movement, acceleration/deceleration, delay time caused by interference between the old (fork lift) and new loading systems and location of problems (to aid further analysis) were all represented. As the model ran, statistics were recorded on key performance parameters. Different methods of running the systems side-by-side could be set up, run (with varying load levels) and results compared quickly and easily using the Paragon Information Manager. The Benefits The outcome of the project was a confirmation from Paragon to Tesco that the proposed solution could work and deliver the required results. In very short project timescales (just 15 days from start to finish), Paragon were able to give Tesco the assurance they needed and key input on how best to integrate systems and operate the new facility. There was also an immediate cost saving because the simulation model showed that two fewer AGVs were needed than indicated by the original spreadsheet calculations a total saving of  £160,000. Tescos mistakes in US Not understanding the American Customer In early 2006, Tesco plc decided to enter the US market with convenience stores (Fresh Easy Neighborhood Markets) to be launched by 2007. Tesco had been studying the American market for two decades and its entry was long time coming. Though the company is not faring that well (currently loss making and is not predicted to break even until the financial year 2012), it hopes to turnaround sooner than later. The following are some of Tescos mistakes in the US market: The American way of shopping Car culture and weekly shopping expeditions Tesco opened stores in California, Nevada and Arizona offering about 4000 fresh products. But US customers do not shop daily, particularly in California where families shopped weekly in cars. Tesco on the other hand wants to cater to shoppers who have less time and want fresh and healthy food. Competition not only from US super chains Tesco was also facing tough competition from Japanese owned supermarket chain FamilyMart which had started two premium convenience stores under the banner Famima in California and had big expansion plans. The Japanese store offered a new community lifestyle experience along with services like banking, stationary department and also Japanese delicacies like sushi, noodles etc. Its imported groceries also cost less than Tesco. No Discount Coupons The American customer wants to try something before making a final decision on buying. Even discounts or taste samples help in finalizing a deal. But Tesco removed discount coupons. No Promotional Fliers There is less loyalty in the US market with the American consumer shifting loyalties based on weekly/daily special promotional offers. Tesco assumed that like British consumers who would not switch loyalties easily, the Americans would follow suit. A focus group found that Tesco was not sending fliers promoting the latest special offers. Good Effort but No Learning When Tesco entered US, it did not go unprepared into the American market. It sent around 50 to 60 British executives to live with California families to discover the products they bought and the food they ate. But with Tescos dropping profits it seemed they did not learn much into the American way of buying. Tesco did not partner with a US retailer when entering the US market and also intended to use its own proprietary distribution system. B :Tesco Inventory Management : Tesco plc (LSE: TSCO), one of worlds leading retailers, has selected Micro Focus to support the growth of its international operations, notably in the United States, by improving its supply chain operations. Tescos current supply chain management system monitors and controls its entire in-store inventory. The company has enlisted the assistance of Micro Focus to modernize and extend this system, so it can be rolled out in Tescos data center in California, when it launches its first U.S. store later this year. Micro Focus has been selected to extend Tescos supply chain application, as well as future proofing it against any changes that it may face as its operations continue to expand globally. Not only will the modernized application be ready for the imminent U.S. launch, but it will also be seamlessly deployed in each of Tescos current data centers across the globe. The move will also yield considerable savings for Tesco, as it will be able to use its existing servers and will be able to avoid investing in additional support for their international operations. Tesco Suppy Chain Design : Performance Measures of Tesco : Tesco can influence society at large owing to its size and scale of operations and it does so by encouraging its employees and customers to become more socially responsible. Tesco is of the view that it has a major role to play in promoting health food among its customers and strives to make health food available at affordable prices. The company has adopted several initiatives over the years to fulfill its responsibility to society. These include charity, fund raising for a cause and promoting education. These efforts are not limited to the UK but extend to other countries in which Tesco operates. Total Quality Management : Makes a significant contribution to the perceived customer benefits of the outcome: delivers a fundamental customer benefit. In order to identify core competences in a particular market, the question of why is the customer willing to pay more or less for one product or service than another- needs to be addressed. For example, Tesco have been very successful in capturing the leadership of the retailing market. This shows that Tesco designs and implements effective supply systems and deliver an efficient customer interface. Tesco was the first UK grocer to launch a loyalty card and has been the most effective. Palmer (2004) claims that until recently, it was the only grocer to use the information to mail customers every month. Strategy frameworks and structuring tools are key to assessing the business situation. Risk and value trade-offs are made explicit, leading to concrete proposals to add value and reduce risk. Explicit plans for action, including effective planning need to be developed by Tesco as the strategic alternative. From the generic strategies discussed above, Tesco is likely to employ two strategic options that are also likely to be primary market objectives of focus on market development though partnerships and diversification through new product development By entering new markets like China and Japan it can serve as a key growth driver of the companys revenues and expansion strategy. Tescos interests in Japan are likely to continue growing in due course, as Asian markets are showing an increase in consumer spending and increased trend towards retailing. These new markets are also demographically high opportunity markets. In the case of Tesco, one of the suggested strategic options is in international alliances with the local retailers in Asian markets. It will be considered as a method of development and may be formed to exploit current resources and competence. By entering into joint ventures or partnerships, in order to gain a larger economy of scale and larger market presence, Tesco will draw on the extensive local knowledge and operating expertise of the partner whilst adding its own supply chain, product development and stores operations skills to deliver a better shopping experience to customers. However, given the huge scale, potential and complexities of these markets, Tesco may feel that being the first mover is not necessarily an advantage. The success of the partnership will be related to three main success criteria: sustainability, acceptability and feasibility. Sustainability will be concerned with whether a strategy addresses the circumstances in which the company is operating. It is ab out the rationale of this expansion-market development strategy. The acceptability relates to the expected return from the strategy, the level of risk and the likely reaction of stakeholders. Feasibility will be regarded to whether Tesco has the resources and competence to deliver the strategy. b Product Development: Diversification Johnson and Scholes (2003) believe that changes in the business environment may create demand for new products and services at the expense of established provision. Ansoffs matrix also suggests that if new products are developed for existing markets, then a product development strategy has to be considered by the management level of a company. In expanding and diversifying Tescos product mix, it is also crucial to implement internal development when new products are developed. The nature and the extent of diversification should also be considered in relation to the rationale of the corporate strategy and the diversity of the portfolio. By following the changing needs of the customers Tesco can introduce new product lines. This may require more attention to RD, leading to additional spending. BARCLAYS BANK : A : A : Types of Operations Process in Barclays : Introduction Barclays is a global bank. It provides a range of financial services in 56 countries. Barclays provides retail banking services to customers, whether they are individuals or businesses. It offers a broad range of financial products and services including current accounts, savings accounts and general insurance. Within the UK, Barclays communications are designed to help customers Take One Small Step to managing their money better every day. Different kinds of customers represent distinct markets for Barclays. The market for personal banking services is very competitive. Personal customers have a choice of banks on the high street or on the web to assist them in managing their finances. For example, they can have their salaries paid into accounts, pay bills through the bank or save money to gain interest on their savings. There is also a competitive market for business banking services. Businesses require different services such as credit management, payments for suppliers or loans and overdrafts to help them to survive and grow. For example, an expanding business may need a mortgage to buy a new building. Barclays Bank history is as old as the history of the Great British banking industry as a whole. Founded back in the cobbled streeted and oil lamp lit London of the seventeenth century, Barclays has grown and progressed to be a member of the global banking fraternity with operations spreading across all of Europe as well as North and South America, the Middle and the Far East. The Bank was reputed to have begun its earliest trades way back in 1690, when the two founding partners John Freame and Thomas Gould first opened their doors in London. Their first premises were in Lombard Street, where they traded successfully for more than thirty years. One of the most significant events in the banks history took place in 1736, when Freame and Gould, obviously feeling that their days as bankers might be drawing to a close, invited Freames son-in-law, John Barclay to become a partner in the bank. The onset of World War One saw Barclays strongly represented as far north as the Midlands of England. In the year that the war ended, Barclays Bank announced its amalgamation with the London, Provincial and South Western Bank, firmly staking it place to be one of the UKs leading banking groups. By the middle of the nineteen twenties in England, Barclays had close to two thousand branches in operation in England, and had begun some tentative operations overseas, particularly in the British Colonies. Gradual expansion and consolidation was the order of the day for Barclays for the period before, during and after World War Two. Barclays woke up from the period of austerity that followed the War, with the opening of the first banking computer centre situated in London. During the height of the swinging sixties, Barclays showed that they were no slouches by introducing the famous Barclaycard, the first credit card to grace our shores. The following year, Barclays again shook the banking world by unveiling the countrys first automatic teller machine, providing cash from a wall. Today Barclays presents a mixture of a bank of a bank with a great history and rich tradition who has always reached out to the future. A mixture that finds her well prepared to weather the storm of the current financial crisis. Barclays is made up of two Clusters: Global Retail Banking, and Corporate Investment Banking and Wealth Management, each of which has a number of Business Units. The third major area of the business is Group Centre. From Human Resources to Corporate Affairs, this area comprises all the essential Head Office support functions that help Barclays maintain strategic momentum. Retail Banking Barclays UK Retail Banking is one of Britains leading retail banks serving around 15 million UK customers through contact centres, online banking and 1,720 branches. UK Retail Banking builds broad and deep relationships with customers and small business owners by providing a wide range of products and financial services. Through UK Retail Banking, customers have access to current account and savings products, Woolwich-branded mortgages, unsecured loan and protection products and general insurance. Barclays Financial Planning provides investment advice and products; Local Business provides banking services, including money transmission, to small businesses; and Premier provides tailored, relationship-based banking services to affluent customers through dedicated account managers. Barclaycard Barclaycard is a multi-brand credit card and consumer lending business which also processes card payments for retailers and merchants, and issues credit and charge cards to corporate customers and the UK government. It is one of Europes leading credit card businesses and has an increasing presence in the United States. In the UK, Barclaycard comprises Barclaycard UK Cards, Barclaycard Partnerships (Sky Card, Thomas Cook, Argos and Solution Personal Finance), Barclays Partner Finance and Firstplus. Barclaycard also added the Goldfish business to its portfolio in 2008. Outside the UK, Barclaycard provides credit cards in the United States, Germany, South Africa (through management of the Absa credit card portfolio) and in the Nordic region, where Barclaycard operates through Entercard, a joint venture with Swedbank. Barclaycard works closely with other parts of the Barclays Group, including UK Retail Banking, Barclays Corporate, Western Europe Retail Banking and Barclays Africa, to mak e use of their distribution capabilities. Western Europe Retail Banking Includes retail banking and Barclaycard operations in Spain, Italy, France and Portugal. Approximately 10,000 colleagues are employed in this part of the organisation, serving two million customers. Across the region, Barclays has more than 1,100 distribution outlets. Barclays Africa Barclays Africa encompasses Barclays Global Retail Banking, Corporate Banking, and Barclaycard operations in 10 countries organised in four geographic areas: North Africa (Egypt), East and West Africa (Ghana, Tanzania, Uganda and Kenya), Southern Africa (Botswana, Zambia and Zimbabwe), and the Indian Ocean (Mauritius and Seychelles). Barclays Africa serves its 2.8 million customers through a network of 573 branches and service centres providing a variety of traditional financial products, including retail mortgages, current and deposit accounts, commercial lending, unsecured lending, credit cards, treasury and investments. In addition, it provides specialist services such as Sharia-compliant products and mobile banking. Management of Barclays : Barclays Capital Fund Solutions (BCFS) is the investment management business of Barclays Capital, the investment banking division of Barclays Bank PLC. The emergence of new asset classes, growth in demand for derivative solutions and an investor shift towards absolute returns have identified a strong necessity for an alternative fund management approach that: Offers clients greater customisation of investment management products Uses state-of-the art financial thinking but is adaptive to changes in the investment environment Delivers multi-asset class performance, with the flexibility to access new asset classes as they emerge Considers the complexities of multi-jurisdictional investors and asset bases to deliver pragmatic financial solutions The BCFS business model and approach focus on this evolving market segment. BCFS combines its multi-jurisdictional fund expertise with world-class structuring, derivatives trading and asset allocation expertise to deliver applied investment innovation in fund management across all asset classes. The BCFS team is advised by Barclays Capitals award-winning research team. Key Attributes Since launch of the first fund in January 2006, BCFS has: Attracted leading investors, establishing a significant fund business and market leadership in applied investment innovation Established a diverse client base from insurance companies, asset managers and corporate treasuries to family offices and private banking investors Provided exposure to multiple asset classes including equities, commodities, interest rates, foreign exchange, fixed income, emerging markets, hedge funds and property Grown assets under management to more than USD 6bn* in structured and quantitative strategies and manages more than 70 funds Built a global footprint with funds distributed throughout South America, Europe and Asia Pacific Increased its strong front- to back-office team to 70 Supply Chain for Barclays : Performance Measures of Barclays :