Study On The Changes Of The Nhs Nursing Essay

Study On The Changes Of The Nhs Nursing Essay In the last five years, United Kingdom has experienced a significant change in its national health services (NHS). This paper therefore focuses on that change. The first section is a detailed description and the main objective of the change. Using appropriate models and frame works, the second section identifies the key drivers to the change and how their interaction has affected the issues addressed by management. Drawing upon the examples of best management practices, the third section assesses the appropriateness of the approach taken by management in effecting the change and how effective management implemented the change strategy. The final section examines the extent to which the change has been successful in meeting its objective and assesses the need for any further related change. 2. Organisational change overview 2.1 The National Health Service The National Health Service (NHS) is the public funded health care system in the United Kingdom (UK) that provides the majority of health care to the UK residents. Its areas of health care coverage are the primary health care, in-patient care, long term health care, ophthalmology and dentistry. The Department of Health (DOH) headed by the Secretary of State of Health is the UK government department that is responsible for the NHS (Department of Health 2007). 2.2 Major change in the NHS Since 2005, the United Kingdoms NHS (UK NHS) has been implementing an innovative technology that will help patients stay healthy and maintain their independence. This technology is targeted at terminally ill patients with long term health condition that require regular monitoring. It also covers elderly people suffering from dementia and individuals with Down syndrome who may be at risk of injury. Thus, with this new technology, patients emergency room visits as well as unnecessary nurse visits to patients homes are reduced. Furthermore, this technology increases clinical efficiency and reduces the mounting financial cost of institutional health care in the UK. The implementation is said to be the worlds biggest trial of remote monitoring of chronically ill patients in their homes. Patients in New Ham, East London and Hull Yorkshire have benefited from this programme. This programme, funded by the department of health is been implemented by Philips, the worlds leading electronic companies. Philips electronics is hoping to prove to the NHS that it can immensely reduce the financial burden of institutional health care by implementing ultra-modern diagnostic equipment that uses internet technology to link patients from their homes to care providers in the hospitals. Since over 14.5 Million people in Britain have long term health conditions, it is expected that they will require regular monitoring (Department of Health 2007). I am a trained Electrical Engineer and have been providing tele-health equipment installation consultancy for Philips UK since 2008. I am directly involved in the implementation going on presently in Hull and New Ham. Patients in New Ham and Hull are been monitored at Home using diagnostic equipments linked via broadband internet connected to local hospitals and clinics. These patients are able to use the diagnostic equipments to take their vital signs and blood sugar level. Subsequently, the information is wirelessly uploaded to patients TV for their own monitoring and electronically sent via broad band to staff at the primary health trust. Further implementation is underway in Cornwell and Kent and will gradually expand to all cities in the UK as the department of health targets technology efficiency that could save the NHS Millions of pounds. Although the technology enables people to live independently in their homes, it is not intended to replace hospitals and care homes but to make better use of recourses and reduce financial burden on the system. 3. Drivers for NHS change Force field analysis by Lewin (1951) is a diagnostic tool used in looking at the variables involved in determining whether organisational change will occur. Once change priority has been agreed, a force field analysis can be used to identify actions that will enhance or deter their successful implementation. Applying Lewins force field analysis as shown in figure 1 below, it can be seen that the NHS Tele health technological implementation has some internal and external driving and forces. 3.1 Internal Drivers Among the strongest internal driving forces as can be seen in figure 1 below are; strong leadership and the need for accurate and consistent patients information availability. Strong leadership and commitment of top management are often cited as the most important factor for implementing a successful change programme (Bashein et al, 1994). NHS leadership is effective, strong and was able to provide a clear vision of the change programme. Other internal driving forces are the fact that the technology will aid patients to be independent and free up nurses and doctors to concentrate on other important task. This motivated medical practitioners in looking forward for the change. 3.2 External Drivers The identified external driving forces as can be seen in figure 1 are Governments desire to reduce the cost of administering health care in the UK, New European Union legislation in support of tele-montoring and the recent economic recession. Since 2005 the UK government has been researching on ways of bringing down the cost of instructional health care. Limited resources availability as a result of the recent economic down turn and an increasing UK population has necessitated the need for a cost effective alternative as the status quo is unsustainable. Another external driver is the new European Union legislation in support of tele-monitoring. Figure 1: Lewins Force Field Analysis of health care change in the NHS DRIVING FORCES INTERNAL Strong leadership and shared goal across the NHS Accurate and consistent information availability Patients independency Free up nurses and doctors to concentrate on other important task. EXTERNAL Governments desire to reduce the cost of administering health care in the UK European Union legislation in support of tele-monitoring The recent economic down turn necessitating the need for fiscal responsibility Adapted from Lewin (1951 4. Main objectives in making the change 4.1 Reduce cost of administering health care in the UK As the case load in primary care in the UK is increasing in size and complexity and the number of people with multiple long term disease is also increasing, there is increasing financial burden of administering primary care in the UK. The tele-health technology will in the long run help to reduce the mounting financial burden of institutional care. 4.2 Reduce nurse visits to patients house. Prior to the implementation of the tele-health technology in the NHS, each patient with long term condition is assigned a care taker nurse whos duty includes regular house visit. The nurses are required to take patients vital signs, blood sugar level and other related data that are necessary in monitoring the patients health condition. Upon implementation of the tele-health technology, the required data are taken by patients and are automatically sent via the internet from patients house to the hospital through the diagnostic equipment. As a result, nurse visit to patients house is considerably reduced. 4.3 Maintain patients independent. The technology ensures that nurses only visits when it is necessary and as a result allows patients to leave more independently. From a medical point of view, it is usually helpful for patients to be independent as it can give them the agility they may need to remain healthy. 4.4 Reduce patients emergency room visits. As patients health situation is monitored on a daily base, doctors and nurses are able to know when a patients condition is deteriorating and therefore avoid emergency situation. In Hull and New Ham it has been noticed that emergency room visits by monitored patients is much reduced. 4.5 Increase in clinical efficiency The diagnostic equipment interacts with the patient through a user friendly interface. It provides reminders, collects vital data and asks questions that help assess the condition of the patients. It also gives warning when a patients condition is changing. This in general allows doctors and nurses to intervene more quickly and accurately and as a result increases the overall clinical efficiency. 6.0 How action required was planned Management tools for problem analysis are very crucial for success in change management. One of such tools is the Cause and Effect analysis. Cause and Effect analysis is also referred to as the Fishbone diagram because the diagram has a fish bone appearance. The technique was proposed by Ishikawa in the 1960s and as a result called the Ishikawa diagram. The diagram is used to determine the root cause of a problem and identify areas that changes can be made. (Ishikawa 1985) In applying the Cause and Effect analysis to the NHS in determining what change is required and what action is to be taken. The first step is to get a clarity and consensus on what the problem is. Among many others, the focused problem statement identified in the NHS is the mounting financial burden of institutional health care in the UK. The economic recession and increasing overseas debt is forcing the UK government to look for ways of cutting cost and saving money. This necessitated the need for fiscal accountability and cost cutting in the NHS (NHS Centre for Reviews and Dissemination 2008). In constructing the Fishbone diagram for the NHS, the problem statement forms the head of the fish bone alone with the fish backbone as illustrated in the figure 5 below. The next step is to brainstorm potential causes of the problem. The major causes are laid out as large bones connected to the backbone. In the NHS, the major causes identified as responsible for the increasing financial burden are staffs people, technology, procedures, and policy. The fish bone diagram is then developed based on the identified causes. The final step is to probe deeper into each cause. A question asking-technique included in Senge et al (1994) Five Ways model can be used. It involves asking repeated why does this happen until it is clear that the root cause have been found. The answers are then added as sub-bones to the cause as shown in figure 5 below. Fig. 5 Fishbone Diagram stage three Too many admin staffs Increased number of nurses Too many Doctors Increased ageing population More sick patients More hospital admissions Expensive bureaucracy Productivity failure Expensive medical equipment Increased drug prescriptions Pay increase by government Increasing fixed cost Inflation policy Staffs People Procedure Policy Equipments/Materials Mounting Financial Burden of Institutional Health Care. There is increased spending in the NHS as there are now more people been treated in the hospitals than ever before. This is the direct consequence of increase in population and immigration over the years. Increase in the number of sick people and the ageing population has also contributed to increase spending. These increases in people requiring attention have necessitated an increase in Nurses, GP consultations and a large increase in drugs prescriptions. (Slywotzky and Morrison 1997) Furthermore, pay increases offered by the government to medical practitioners were in many cases over generous. Economic inflation and increased cost of fix asses has in no little way affected NHS budget. The office of the national statistics (ONS) has shown that NHS productivity is falling as spending is increasing. As output has not kept pace with rise in spending it is important to implement an efficient and cost effective way of administering health care. As the tele-health technology will ensure that the increasing number of people requiring health care is efficiently covered with little resources, it will therefore provide an efficient and cost effective way of administering health care in the UK. Looking at it critically, it is important to know that cause and effective relationship may not be easily apparent and that an intervention in any part of a health care organisation will have outcomes in many others, not all of them anticipated, and not all of them desirable. Smith (1995a; 1995b) in his work on response to performance indicator highlighted that change can lead to unanticipated and indeed dysfunctional consequence. Additional technigues that was used. The NHS employed process modelling technique in order to gain understanding of how the current process works and provide a clear articulation of how the new process is to be different. The process modelling technique provided clarification of the expected process so that the NHS is able to plan the required action. Fig. 6 Current and expected process flow Current process flow Expected process flow Is he in the clinic? Doctor decides that a patient needs monitoring No Yes Specialist nurse visits patient for information and counselling Vital information register created for patient and care nurse assigned to patient Care nurse visits patient and takes vital readings Vital readings recorded in patients information register Doctor assesses patients register Necessary actions take for abnormal readings Process repeated daily Action suspended Is he in the clinic? Doctor decides that a patient needs monitoring No Yes Specialist nurse visits patient for information and counselling Tele-Monitoring equipment is install and doctors assesses patients information remotely Necessary actions take for abnormal readings The process flow in fig.6.0 above is a diagrammatical representation of all the staged involved in a patents monitoring task. It shows both the current and process and what the process is expected to be after the implementing the tele-health system. The current process requires 9 steps and would take between 12 to 24 hours to complete a cycle while the expected process will require 5 steps and would take 10 minutes to complete a cycle. With the process modelling technique, the NHS identified that in order to successfully implement the change; it must fundamentally re-think the way work is done and adequately prepare the organisation for change. How management implemented change Having understood the situation, knowing why change is needed in the NHS, who and what needed to change, it is important to examine how these insights and what framework can be used to deliver the results that are needed. The technique of Business Process Re-engineering (BPR) is employed in the NHS in order to implement the change that is needed. Davenport and Short (1990) defines BPR as a technique for redesigning the way work is done. They also stated that it enables organizations to rethink work process so as to improve customers satisfaction, reduce operation cost and become more competitive. In addition, Hammer and Champy (1993, p32) stated that BPR is the fundamental rethinking and redesigning of business process to achieve dramatic improvement in cost quality service and speed. In the health sector, Walston and Kimberley (1997) observes that over 60% of hospitals are involved in re-engineering initiatives. In the NHS, the re-engineering initiative of the tele-health system is focused on optimizing productive work time, automating process to increase productivity and quality and resource management. The steps that were employed to implement BPR in the NHS are show in the model below. Fig.6 Change process model Communication the need for change Effective communication is considered a major key to successful BPR change implementation (Jackson 1997). The NHS implementation process began with series of meetings between the NHS management and stake holders inside and outside the HNS that would be involved in the change process. The purpose is to communicate the need of the change and the technology that would be implemented to effect the change. The meeting also helped to ensure patience and understanding of the structural and cultural change that are needed. Cooper and Markus (1995) suggest that communication should be open, honest, clear and in both direction between those in charge of the change initiative and those affected by them. Effective communication continued in the NHS throughout the change process. This formed the base that prepared the entire organization for change. Preparing the organization for change Hammer and Champy (1993) stated that organizational culture is a major factor to consider in preparing for a successful BPR implementation. Organizational culture influences the organizations ability to adopt to change. In the NHS, management ensured that the organization can understand and can conform to the new values and management process that are created by the newly re-designed process. This is so that a culture which upholds the change is established. Benjamin and Levinson (1993) argue that preparing the organization to respond positively to BPR related change is critical to success. In preparing for change, the NHS ensured that adequate trainings were given to staff that are involved in the change process. The New Ham University in conjunction with tele-health engineers from Philips UK provided the required trainings to staff. This is in line with the suggestion made by Tower (1994) that training and education is an important component in preparing an organization for change. Bruss and Roos (1993) also state that IT skills and techniques are important dimension of training for BPR. Fundamentally rethinking the way work is done After identifying and analyzing core business process, the NHS was able to define key performance objectives and design new processes to achieve the objectives. Davenport and Short (1990) define a process as a set of logically related tasks that are performed to achieve a defined outcome. Patient monitoring involves process with a great number of intermediate steps. The objective of the NHS is to reduce the processes involved in to single process that takes part directly to the final outcome. The single process designed with the needs and wants of patients in mind will allow the NHS to gain important advantages in the following ways; It reduces process steps and the time it takes to accomplish task; Improving the accuracy of patients medical information; Eliminate human mistake inherent with complex and repetitive task; Improve NHS efficiency and effectiveness and drastically cut down the overall cost of health care Implementing new technology to achieve change In order to make changes, certain known elements are required Harrington (1991). These are elements that act as variables for processes to change. Thus, , adequate IT infrastructure is considered as a vital factor in successful BPR implementation Moad (1993). Also, identification of enabling technology for redesigning business process and proper installation of IT components contributes to building an effective infrastructure for business process Barrett (1994) . In the HNS, the IT based tele-health system aimed at people with long term condition is the enabler for achieving change. The equipment connected to users television allows user to measure their vital signs. The results are automatically sent over the internet to monitoring centre. The results are monitored daily by health care professionals who can take immediate and appropriate action if there is any abnormality in the result. The system is designed to be user friendly, clear and straight forward. After installation, the technician will go through the system with the user to explain how it works and how to use it. Users are also able to call the monitoring centre at any time should they have any issue with the system. Extent to which change was successful Despite the significant benefits gained from the successful implementation of BPR, it is noted that not all organization embarking on BPR projects achieve their intended result. Hammer and Champy (1993) estimate that as many as 70 percent do not achieve the dramatic result they seek. This in most cases is attributed to poor implementation of BPR rather than a problem with the concept itself. Implementation process is complex and needs to be checked against several factors to ensure successful implementation (Alter 1994). However, it is important to note that the process re-engineering change initiative in the NHS can be said to be successful as it has implemented a modern technology which can be the way of the future for in-home patient care in the UK. It has helped increase productivity through reduced process time and has also drastically reduced cost. It has also improved quality and greater patient satisfaction in the NHS. Comparing the periods before and after implementation of the tele-health technology in the NHS, there has been a reduction in GP and Nurse Visits to patient and also a reduction in hospital admission of patients with long term condition. General satisfaction with the tele-health technology and the use of the equipments is high for all groups of patients. Patients felt comfortable using the technology and did not find it difficult. They also felt it helped improved the awareness of their condition (Department of Health 2009). To the 1.75 Millions who now rely on the tele-health service in the UK, it offers peace of mind and the certainty that there is always someone to help them in times of difficulty. Resistant to change in the NHS Cultural Issue Johnson (1992) in his cultural web model shown in fig 6 below suggests that until the paradigm at the heart of culture is changed, there will be no lasting change. Based on Drennan (1992) definition that culture is how things are done around here it is a general believe that organizational culture is a very strong resistant to any change implementation program. Figure 6. Garry Johnson Cultural Web In the NHS, evaluation has shown that the central principles of BPR radical, revolutionary approach to change is fundamentally incompatible with the traditions, culture and politics of the NHS. This in no small measure is a major resistant to change in the NHS (Buchanan 1997). Threat to Status One of the resistant to change in the NHS is that many of its staff perceived the change as a threat to their personal position. This is in agreement with Hanner and Champy (1993) who argued that the fear of job loss by employees is a major resisting factor to the success of management change program. Dawe (1996) added that, change moves the whole organization as well as every single employee out of their comfort zone and as a result, there are always going to be some people who would try to resist the change process. This is true for the NHS as some of both its management and medical staff try to stop or ignore the process of change. This is because the management failed to make a compelling case for change to its staff. Some NHS employees believed that the change was initiated only for the sole aim of saving money and cutting cost, that there is nothing in it for them. As a result they were not motivated to support the change process. This is supported by Kotter (1998) when he suggests that failure to create a win over hearts and minds will reduce the impact of a change program. Privacy issue Another major resistant experience in the implementation of tele-health change program in the NHS is fact that some people for personal reasons do not like to be watched over. They did not welcome the idea of been monitored on a daily base as they felt it violate their privacy right. The NHS management was able to resolve some of this problem by identifying patients who has indicated such fears and assuring them that only authorized medical officials would have asses to their information and that monitoring was mainly for their own good. Patients who were still skeptical and would rather not want to be monitored were all together exempted from the program. Recommendation for future improvement The overall improvement in patient health condition and reduction in hospital admission observed after implementing the tele-health system in the NHS supports continuation and further improvement of the scheme. A recommendation for further improvement is that the NHS could develop an assessment and measurement system that would help to register the build-up of momentum and identify early victories. Success in management is of little value unless they are supported by best practices and hence Senge (2003) suggest that success depends on the application of best practice. Nelson et al (1998) argues that although measurement is essential if change are to be sustained, the measurement them self must be defined practically. In the light of this, the NHS could adopt outcome and cost measurement, qualitative and quantitative measurement and a balances set of process to build measurement into the daily work routine and display it so that it tell a story of where they are, where they should be and where they are going in the change process. Furthermore, the management of the NHS should be aware that resistant is part of the change program and that anticipation and planning for resistant is important in implementing a successful change program (Clemons 1995). It is observed that the NHS management communicated change information only to stakeholder that was directly involved in the change program. This was only able to disfranchise the other stakeholders and strengthened the resistant. It is important that communication with a wide range of stakeholders directly or not directly involved in the change program be made so that they become involved and motivated (Stanton et al. 1993). The major future challenge that the NHS may encounter is how to engender a culture of continuous change in which change is on-going, evolving and cumulative. It would require a major shift in assumptions made by the organization and its members. Many of the individuals and groups whose assumptions and behaviors must change if this cultural shift is to be achieved are perceived to be of high status and are used to the exercise of individual and professional autonomy. Conclusion As people are living longer and there are more and more people who are unwell, going into residential and nursing home and living with long term conditions, the NHS which is the public service most valued by the British people must be able to keep pace with these change in society. The Remote monitoring tele-health technology will enable the NHS to effectively cope these increases in demand for health care. It would also help to reduce the overall cost of administering institutional health care in the UK. Although there are still pockets of issues and resistant, the program is generally termed as successful as it is already yielding the desired objective of improving life and saving cost. This paper presented an analysis of the approach take by management to effect the change and how effective management implemented the change strategy. It also demonstrated the extent to which change was successful and made recommendations for future development.

Causes of and Needs Related to Intellectual Disability

Causes of and Needs Related to Intellectual Disability Demonstrate knowledge of causes and associated condition related to intellectual disability Candidate’s full name: Hangbun Tang Task 1 Give 2 definitions of intellectual disability in accordance with a recognised source. Follow prescribed APA format when citing sources. Definition 1: Intellectual disability is a disability characterized by significant limitations both in the intellectual functioning (reasoning, learning, problem solving), or adaptive behaviour, which covers a range of everyday social and practical skills. This disability originates before the age of 18. Source: Frequently Asked Questions on Intellectual Disability, American Association on intellectual and developmental disabilities. Definition 2: Intellectual disability is a term used when a person has certain limitations in mental functioning and in skills such as communicating, taking care of him or herself, and social skills. These limitations will cause a child to learn and develop more slowly than a typical child. Source: National Dissemination Centre for children with Disabilities. Using a definition of intellectual disability give 2 explanations of how this impact on the person adaptive skill: Adaptive skills are those daily life skills needed for living, working and playing in the community. It includes communication, social skills, self-care, health and safety, basic reading, numbering, time, money†¦. Furthermore, adaptive skills are assessed in the person’s typical across all aspects of an individual’s life. When a person with an intellectual disability and they don’t know about their disability, it might be hard for them to learn about the realistic, and growing up to be a responsible person. If that person always treated as a child, it will be very hard when he/she grow up. Using a definition of intellectual disability give 2 explanations of how this impact on the person cognitive ability: Cognitive ability is the ability to think and process information. When a person grows up with an intellectual disability, this person will be hardly to receive the information or misunderstood about the instruction. Most of intellectual disability people are having a big issues of problem solving, comparing to a typical people. Task 2 2.1 Give 2 examples of causes of intellectual disability that occur before birth and describe 2 main characteristics of the effects. Example 1: Prader Willi Syndrome (Genetic factor) Source: The American Association on intellectual and developmental disabilities. Main characteristics: If a person grows up with the prader willi syndrome, his/her genitals not a well developed, has almond shaped eyes, and a small down turned mouth. And the skeletal abnormalities and has small hands and feet with the delayed motor skill. Example 2: Foetal alcohol syndrome Source: The American Association on intellectual and developmental disabilities. Main characteristics: The baby will have a low birth weight and has small head and facial abnormalities, comparing to a typical baby. Failure to thrive, developmental delay, has behaviour problems, hyperactivity and poor social skills. 2.2 Give 2 examples of causes of intellectual disability that occur during or immediately following birth and describe 2 main characteristics of the effects. Example 1: Hypoxia Source: FAQ on intellectual disabilities, AAIDD Main characteristics: Babies born with hypoxia condition present at birth with pale or blue tinged skin and slow heart rate. Baby will also find difficulty in breathing, feeding, and has a poor muscle tone (floppy baby). Example 2: Trauma Source: FAQ on intellectual disabilities, AAIDD Main characteristics: The baby will be unresponsive and inability to regulate or maintain the body temperature. The baby will have problem with breathing and tissue damaged (obvious bruising, swelling and/or intracranial bleed). Give 2 examples of causes of intellectual disability that occur during childhood years and describe the impact on the day to day support needs of the person. Outcome 3: Describe conditions frequently associated with intellectual disability. Task 3 Condition 1: Spina Bifida Cause/s: Birth defect of the spinal column occurs 21 to 28 days after conception. Sometime during the first month of the pregnancy, the two sides of the spine (backbone) join together to cover the spinal cord, spinal nerves and meninges (the tissues covering the spinal cord). Spina Bifida refers to any birth defect involving incomplete closure of the spine. Main characteristics 1: partial or complete lack of sensation or paralysis of the legs. Main characteristics 2: fluid buildup inside the skull (hydrocephalus) and dimpling of the sacral area. Description of the support needs of the person with the condition: Physical support needs: Medical and surgical interventions Mobility aids Continence needs Adapting environment Social support: Transport and community access Friendship and activities support Opportunity for education and work Cognitive support needs: Learning support Aids to support learning Condition 2: Foetal Alcohol Syndrome Cause/s: Foetal Alcohol Syndrome is growth, mental and physical problems that may occur in a baby when a mother drinks alcohol during pregnancy. Main characteristics 1: problem with face narrow, small eyes with large epicanthal folds and small head. Main characteristics 2: small upper jaw, smooth groove in upper lip, smooth and thin upper lip. Description of the support needs of the person with the condition: Physical support needs: Medical supervision. Physiotherapy. Assistance with daily living activities. Social support needs: Interaction with friends training. Behavior management training. Support activities Cognitive support needs: Support educational opportunities. Aids to support learning. Assist with communication. Condition 3: Prader Willi Syndrome Cause/s: a gene missing on part of chromosome 15. Normally, your parents each pass down a copy of this chromosome. Main characteristics 1: If a person grows up with the prader willi syndrome, his/her genitals not a well developed, has almond shaped eyes, and a small down turned mouth. Main characteristics 2: The skeletal abnormalities and has small hands and feet with the delayed motor skill. Description of the support needs of the person with the condition: Physical support needs: Specialist weight management. Exercise. Remove food (usually locked away). Medical supervision. Social needs: Consistency about food issues. Activities which are unrelated to food. Provide distractions so life is not centered on food. Cognitive needs: Routine about meal times. Educate about managing own diet. Educational support. Reference List: American Association on Intellectual and Developmental Disabilities.  http://aaidd.org Bray, Anne. (2003). Definition of Intellectual Disability. Donald Beasley Institute. Intellectual Disability Causes and Prevention  http://www.inclusionireland.ie/sites/default/files/documents/causesandpreventionbooklet.pdf National Dissemination Centre for Children with Disabilities.  http://nichcy.org/disability/specific/intellectual Oliver, Michael. (1997). The Politic of Disablement, critical texts in social work and the welfare state.  London: Greenwich Macmillan.

Network setup solutions :: essays research papers

WoodCarvings Inc. Solution 1: To use charter pipeline Desktop: IBM ThinkCentre A50 8148 Main Features †¢   Ã‚  Ã‚  Ã‚  Ã‚  2.4GHz Intel Celeron †¢   Ã‚  Ã‚  Ã‚  Ã‚  256MB RAM †¢   Ã‚  Ã‚  Ã‚  Ã‚  40GB HDD †¢   Ã‚  Ã‚  Ã‚  Ã‚  CD-ROM †¢   Ã‚  Ã‚  Ã‚  Ã‚  10/100/1000 Ethernet †¢   Ã‚  Ã‚  Ã‚  Ã‚  Windows XP Pro Price: $500.00 per desktop (125 users) Printer: IBM InfoPrint 1332n - printer - B/W – laser Main Features †¢   Ã‚  Ã‚  Ã‚  Ã‚  B/W †¢   Ã‚  Ã‚  Ã‚  Ã‚  laser †¢   Ã‚  Ã‚  Ã‚  Ã‚  Legal (8.5 in x 14 in) †¢   Ã‚  Ã‚  Ã‚  Ã‚  A4 (8.25 in x 11.7 in) †¢   Ã‚  Ã‚  Ã‚  Ã‚  1200 dpi x 1200 dpi †¢   Ã‚  Ã‚  Ã‚  Ã‚  up to 35 ppm †¢   Ã‚  Ã‚  Ã‚  Ã‚  capacity: 350 sheets †¢   Ã‚  Ã‚  Ã‚  Ã‚  USB †¢   Ã‚  Ã‚  Ã‚  Ã‚  10/100Base-TX Price: $1,100.00 per printer (5 printers, 20 users per printer)) 24 ports Main Features †¢   Ã‚  Ã‚  Ã‚  Ã‚  24-port 10/100/1000BASE-T (RJ-45) Gigabit Ethernet Web Smart managed rackmountable switch with 2 Combo SFP Expansion Slots Price: $467.00 per switch (5 switches 20 users per switch) Licensing: Select License 6.0 highlights: Microsoft Select License 6.0 provides volume licenses for medium- and large-sized businesses. With a minimum forecast of 1500 points over three years, you will receive a volume price level for each pool of products selected (Applications, Systems and Servers) based on this forecast. Each product pool within the Select License program has a point value assigned which enables customers to determine the price level for each product pool. The Symantec Elite Program is a contractual plan that allows companies to leverage your purchasing power with a consistent price band over the term of the contract. Depending on their needs, customers can choose the Commit option to immediately maximize your two year volume discounts via an up-front purchasing commitment. Or they can choose the Forecast two year purchasing model to minimize initial outlays for their licensing requirements. Total Price: Desktops: $500.00*125= $62,500.00 Printers: $1,100.00*5= $ 5,500.00 Switches $467.00*5= $2,335.00 (Also the price of charter pipeline, and your licensing) Total Price: $70.335.00 Solution 2: To use DSL We are going to use the same desktops, printers, and switches so the price will not change from solution 1, which was $70,335.00. Only difference is we are using DSL as our current ISP. Solution 3: Wireless We are going to use the same desktop as in solution 1 and 2 which was the IBM Think Centre A50 8148 which cost $500.00 per desktop (125 users) The same printer is being used also, the IBM Info Print 1332n Printer-B/W-laser which cost $1,100.

Confucianism Essay -- Religion Confucianism

Confucianism The religion of Confucianism is and interesting and unique religion. The various parts of this belief system deal more with humanity than with deities or supernatural occurrences. It is this fact that leads many to believe that Confucianism is more a philosophy or way of life than a religion. There are, however, various ceremonies and beliefs that those who follow Confucianism observe. In short, Confucianism has had more impact on the lives of the Chinese than any other single religion. Confucius was born in the province of Lu (now known as Shantung), in 551 BC, the youngest of eleven children, in the period of China's history when the nation was divided into feudal states. Confucius saw the time in which he lived as a low point in China's history so he set out to teach his philosophy in an effort of improving his society. He was born into a noble class, but his family had been stripped of its nobility by the time he was born. By the age of 21 he had been so well educate d that he already had disciples and by 22, he had opened a school. He became known later in life as K'ung Fu Tzu (which was later Latinized in the west as Confucius), meaning Great Master Kung, for his teaching. It is known that he had a wife , a son, and a daughter, and that he held a few governmental offices. The teachings of Confucius were to lead people to achieve a status known as Chun Tzu, or superior man, to become Chun Tzu you must reach a perfect balance and awareness in political and social situations. In the time of Confucius, only the aristocracy was educated, which meant that the Chun Tzu was exclusively the wealthy, however, he devoted his life to teaching everyone regardless of their financial standing, provided they were intelligent eno... ...ained a large following, with Buddhism competing directly against Confucianism (Taoism, due to it's similarities coexisted with Confucianism without much conflict). Eventually, Chinese political leaders came to believe that foreign religions (one of which was Buddhism) were eroding their traditional way of life, and this resulted in the persecution of many who followed these foreign religions, thus revitalizing Confucianism. In the past century, Confucianism has suffered greatly. due to industrialization and science, it has been seen as outdated and as abridging personal freedoms. Today it has finally began another resurgence. The current ideals of society have turned toward more spirituality and respect for other religions has once again breathed new life into this old philosophy. Bibliography Aspects of Religion CD-rom, Interactive Learning Productions, 1994

12th Night - Orsino Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  William Shakespeare’s Twelfth Night depicts the trials and faults of several characters’ loves. There are many downfalls and unrequited loves, and the story basically ends up in a confusing love triangle. He especially shows the many quirks of Orsino in his quest for winning the true love of Olivia. In this play, the reader can easily understand the many mistakes that Orsino makes in love.   Ã‚  Ã‚  Ã‚  Ã‚  For a majority of the play, Orsino is very oblivious to the fact that Cesario is actually a woman. Viola, disguised as Cesario, makes many comments to him that could possibly lead him to finding out her secret. For example, when Orsino asks what kind of woman Cesario loves, she replies â€Å"Of your complexion† (2.4.27). Orsino does not catch this, but describes that one should love a woman younger than himself. â€Å"For women are roses, whose fair flower Being once displayed, doth fall that very hour† (2.4.40-41). This is most likely a positive point for Viola, being that she is clearly younger than Orsino, and once the disguises are taken away, he will realize that he can love her. Orsino 1 actually describes a platonic love between himself and Cesario. This is a hint to the reader that the unveiling of Viola could, in fact, lead to a true love. For instance, Orsino tells Cesario â€Å"If ever thou shalt love; in the sweet pangs of it remember me† (2.4.13-14). This is almost ironic, and foreshadows the follies yet to come including the growin...

Increasing Organizational Productivity Essay

There is a great challenge in increasing the productivity of organizations particularly to the managers who properly have turned to be experts in their specific fields. Basing on an organizational challenge that is tending to ubiquity, the productivity of the organization is the ratio that evaluates the efficiency of the resources used in the production of services. Production refers to the ratio between outputs and inputs. There are some particular companies that manage to produce more after using less as compared to other companies even when the conditions for productions are quite the same. Two companies may happen to be working in the same industry, deal with the same suppliers and resources, and work in similar business environment and after all, show some differences in organizational productivity. It means therefore the greatest challenge for managers of specific organizations is to have ideas on how to increase productivity. This is one of the manager’s responsibilities that lead to increasing the market share of an organization as well as maintaining profit (Smith, 1995). Goal setting A manager of an organization has to clarify the goals of the organizations, device processes so as to achieve them and in addition control the processes. A Service oriented organization basically shares the same goals with the peer organizations. The goals include developing a service that seems superior as compared to those offered in the marketplace. The second goal involves increasing the market share for the organizations. Sustain the profits and at the same time increase sales volume should be included. Moreover, offering suitable return on investment and using the available technology to increase productivity are also included. The goals also include eliminating waste, fostering the morale of the employees, reaching the best level of functioning efficiency and enhancing the image of the organization. It should be noted that the goals are related to each other and more importantly, their major intention is to increase the productivity of an organization. In all organizations the efforts of the employees basically determine the effectiveness of the organization. Generally, productivity happens in correlation to the interest and concern employees portray to a specific input component. Thus the human resource manager should be actively involved in developing and putting into practice practices and policies which encourage employees’ productivity (Maanen, 1998). Coping with factors that affect production There are some factors that have a great effect on productivity in service oriented companies. These are organization factors, environment factors, factors related to employee and management factors. The management of an organization have the obligation of examining the factors correctively to find out how one factor affects the other. This is because failure to examine a particular factor may lead to lowering of productivity. Since nobody can have a control on the environmental factors, the organization must always strive to be flexible so as to adapt to them. The structure of the organization is influenced by the environment it operates on and the environment has a significant impact on the employees. It is obvious that the style of the management establishes the effectiveness of the organization simply because it affects the reaction and attitude of the employee. Considering the relationship that exists among the factors have an ultimate effect on the productivity of an organization (Smith, 1995). The changing conditions in the economy have intense effect on the productivity of an organization and hence the degree of the stability of the company in terms of economy has effects on decisions concerning growth and staffing. As a result the labour union may change the benefits, wages and work rules and therefore the human resource department have to be cautious of the changes in the labour market conditions. An organization ought to be in a position that it can adapt easily to changing work environment. The organization factors which include structure, climate and technology also affect the profitability, efficiency and more particularly productivity (Smith, 1995). The application of management approaches of economy, efficiency as well as effectiveness as productivity measurement in a service oriented company have been noted not to increase productivity significantly (Bass& Avolio, 1998). There is need to incorporate the use of ethical approaches such as empathy and evaluation to increase the production of the organizations to a greater extent. There are limits that seem practical in the level of formalization and specialization of an organization. It may be national, privately owned or publicly owned and to increase productivity, the human practices and policies must match with the complexity and size of an organization. The makeup as well as size of the Human Resource department ought to echo with the organization’s structure. Another thing to consider is the degree of specialization or in other words technology. This involves the technical level of the processes in an organization. To sustain market viability, there is need for a particular scope of development and research. Employees should have the necessary skills basing on varying degrees. An organization ought to focus on whether it wishes to be employee-centred hence encourage employees to attain results. It must bear in mind its reward systems, communicating information, decision making and offering a positive climate for all employees. The Human Resource professionals ought to involve themselves in determining the climate of the organization. If it happens that they do not get involved, it means they lack the power to command a position that seems strong to lead to the implementation of policies created by the climate. Each organization has a basic management style that may be naturally evolved or consciously adopted. Whether democratic, task-oriented, authoritarian, laissez-faire, whether it strives to be reactive or chooses to be proactive or innovative, the managerial style for a particular organization has intense effect on the ability of the HR department in developing and implementing procedures and policies as well as on the employees. The function of the Human Resource is also highly affected by the manner in which resources are attained and used, the question regarding who makes decisions and sets the goals, how communication is communicated and the style of motivation used (Warrwick Organizational Behaviour Staff,2001). Employee attitude is another factor that has effect on the productivity of an organization. It is through the employees that the goals of an organization are attained and as a result they drive the failure or success of the organization. It is important to have employees with the proper educational levels or knowledge and skill concerning the job. Moreover, the employees’ motivation and abilities are also important factors to consider. The organization should avoid setting practices and policies that intensify negatively the employees’ social, personal, religious and political factors since this is likely to affect the workers’ effectiveness hence influencing productivity (Warrwick Organizational Behaviour Staff, 2001) What matters most? Productivity is concerned with what can be derived from the organizations’ resources and hence it is important to clearly list the most significant resource. For example in labour-intensive industries, the major input could be total number of hours worked by an individual and in steel plants could be the equipment. To increase productivity it is good to benchmark the operations in an organization to avoid being left behind in competition. An organization should invest in resources and this does not imply that there is need to use large sums of money. Investment could entail training employees on skills, operations as well as procedures. Training employees help impact in them vital skills that would help them to avoid making mistakes in customer service and manufacturing. For example, investing in technology may assist the organization to speed up in production and reduce the head count hence leading to less wastage. Paying the employees for work done would not bring the best for an organization. There are so many factors that affect the employees’ behavior. The organization needs to carry out an analysis and determine what has been missing in the list of motivating employees. To set things straight, there is need for a balanced approach and studies have revealed that doing away with pilferage of efforts could result to increased productivity (Warrwick Organizational Behaviour Staff, 2001). Best practices Increasing revenues and lowering costs are the major fundamental goals for service oriented organizations. At the same time as a businesses strives to attain its goals and objectives, IT organizations are pushed forward to accomplishing more with less. IT organizations have an added obligation of assisting other organizations comply with the regulatory requirements. Apparently, in the past years, reducing risk in organizations has assumed a different meaning and has become the most significant goal for organizations. For an organization to succeed in increasing productivity, it needs to examine the other perspective of reducing risks. This means that the need to manage and reduce risks is intertwined to increasing productivity. Managing risks involves reliability, compliance and security (Kelly, 2005). From the compliance point of view, development organizations ought to make sure that business processes as well as applications data consistently adhere to the regulatory guidelines and requirements. Failure to do this may imply that many IT departments could be exposing the organization to regulatory and legal risks. Organizations need to meet the requirement of the SOX-type reporting and hence organizations need to perfectly ensure that any alterations in their applications do not interfere but rather meet with other regulations including those of SOX. Basing on the reliability perspective, it is better that organizations continue with the attempts of increasing availability and reliability of the internal and facing customers’ applications. The key component to ensuring reliability is testing. However, many organizations fail in the procedure as they test what they perceive as important since they have little testing time at their disposal. This means that the organization leaves what is most important in real sense. Therefore, to become a bit more efficient and effective, organizations are required to perfect their effectiveness in the testing process and this means that testing should including testing the most important aspects or components and not the easiest components. From a security point of view, this is the real meaning of business in organizations. A breach in the application raises the risks involved in the organizations and therefore there should be a good thought on matters to do with reducing possibility attacks and this henceforth reduce risks linked to data access and applications (Kelly, 2005). The issue linked to managing risks is developer productivity. There is a lot of pressure on service oriented organizations to execute more while utilizing less. There is more job security if there is consequent greater effectiveness and developer’s productivity. It does not count much if organizations purpose to increase productivity without the proper tools as this will not show the practicability of the set goals. This is like purposing to work smarter but not harder. To increase organizations’ productivity, developers ought to come up with new ways of minimizing the time that is not utilized in benefiting the business value. For instance, the time utilized in testing does not particularly give business its value, but instead gives support on the release of an application that is complete which focus on a business need. Looking for ways to effectively and efficiently test will lead to an increase in productivity hence affect positively the delivering of the business value. The best way for efficient testing is creating a good level for best practices and not waste time in rebuilding standards from the grassroots (Kelly, 2005). Nothing comes easy and therefore if in an organization there will be addressing of challenges and risks, more effort and may be more time will be used. This implies that more money will be needed for executing the process. There is no way an organization can increase quality without having to increase time and cost. Organizations need to think on the best manner of reaching quality in the current world in the available time in a manner that is cost effective. This is the challenge that organizations face today. The best practices assist organizations to have a good improvement in the performance and efficiency of the organizations (Kelly, 2005). In the past years organizations considered the top down approach as the best in increasing productivity. However, this can also be achieved by using the bottoms up approach and this helps organizations to define, capture and apply the best practices in particular portions of the cycle of development. For instance, a particular organization may put into practice a limited performance of code of review for specific forms of services or applications. On the other hand, the organization may apply development tools and automated testing that streamline the identification of errors and also educate developers on the appropriate modes of solving errors as well as accomplishing a given job.

Formal & Informal Language Learning Experience

Formal, Non-formal and Informal Learning: What Are the Differences? Earlier this year I did some applied research on the differences between formal, non-formal and informal education in both the sciences, as well as literacy and language education. These terms have been used by the OECD (Organization for Economic Cooperation and Development) as well as researchers and practitioners around the globe. Here’s a simplified explanation: Formal education – Organized, guided by a formal curriculum, leads to a formally recognized credential such as a high school completion diploma or a degree, and is often guided and recognized by government at some level. Teachers are usually trained as professionals in some way. Non-formal learning – Organized (even if it is only loosely organized), may or may not be guided by a formal curriculum. This type of education may be led by a qualified teacher or by a leader with more experience. Though it doesn’t result in a formal degree or diploma, non-formal education is highly enriching and builds an individual’s skills and capacities. Continuing education courses are an example for adults. Girl guides and boy scouts are an example for children. It is often considered more engaging, as the learner’s interest is a driving force behind their participation. Informal learning – No formal curriculum and no credits earned. The teacher is simply someone with more experience such as a parent, grandparent or a friend. A father teaching his child to play catch or a babysitter teaching a child their ABC’s is an example of informal education. These may be overly simplified explanations. There are times when the lines between each type of learning get blurred, as well. It isn’t always as cut and dry as it seems, but these definitions give you a general idea of each type of learning.