Clinical Overview Template ( Asbestosis ) - 1563 Words

CLINICAL OVERVIEW TEMPLATE (Asbestosis) TERMINOLOGY CLINICAL CLARIFICATION Asbestosis is a bilateral interstitial fibrosis affecting the lower 2/3 of the lung.8 In rare cases, may occur in the upper portion of the lung10 CLASSIFICATION Grade of severity10 0 ? No fibrosis associated with bronchioles 1 or I ? Early fibrosis involving at least one bronchiole; inflammation similar to that caused by cigarette smoking 2 or II ? More severe fibrosis involving acinus; aveolar ducts and/or at least two adjacent layers of aveoli. Normal lung remains between adjacent bronchioles 3 or III ? Advanced fibrosis involving entire acinus; all lung between two adjacent bronchioles is affected; some aveoli completely obliterated. 4 or IV ? Honeycomb†¦show more content†¦DIAGNOSTIC PROCEDURES Primary diagnostic tools Patient history10 Imaging Laboratory Not applicable Imaging Chest X-ray10 Initially small, irregular

The And Collective Anti Semitic Violence - 1679 Words

Collective acts of violence during the late nineteenth century and early twentieth century became more prominent and apparent since the Civilizing Process meant that violence was no longer an inherent part of everyday life. Ideology, namely, ‘a historically rooted, descriptive and normative mental map of both the way the world works and the way the world should work’ , played a prominent role in influencing collective violence. This essay will focus primarily on pogroms and collective anti-Semitic violence in order to gain a more in depth understanding of collective violence. Anti-Semitism works particularly well to understand collective violence since it occurred throughout Europe, without being specific to one particular country or†¦show more content†¦One of the main reasons for anti-Semitic collective violence was the fear of the outsider. Jews as the minority group were often seen as a threat to nationality, and attacking them became a symbolic way of stre ngthening patriotism during times of political upheaval. In Eastern Europe, the onset of the Russian Revolution meant that anything that was deemed un-Russian was perceived as a threat. When examining the 1905 pogrom in Odessa it becomes clear that the political developments during 1905 created a polarization of political opinions . The course of actions leading to the pogrom, with riots and demonstrations either for or against the Tsarist regime created tension, eventually leading to the pogrom. Jewish resentment began with the belief that they were not contributing to the Russo-Japanese war, and was strengthened by blaming Jews for being responsible for the cities’ disorders. It is clear that political unrest felt before the Russian Revolution worked as a trigger for attacking a group that was ideologically deemed an outsider and a threat. The Lwà ³w pogrom of 1918 similarly had elements of political polarity that acted as an immediate cause of the pogrom . With the end of the First World War, the communist revolution and the battle for independence between the Ukrainians and the Poles, all cultural and ethnic outsiders immediately became perceived as enemies . Jewish neutrality

Leadership Framework Free Essays

string(94) " to describe this and to help staff understand their progression and development as a leader\." Leadership Academy Leadership Framework A Summary  © 2011 NHS Leadership Academy. All rights reserved. The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL. We will write a custom essay sample on Leadership Framework or any similar topic only for you Order Now Publisher: NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL. This publication may be reproduced and circulated free of charge for non-commercial purposes only by and between NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their related networks and officially contracted third parties. This includes the right to reproduce, distribute and transmit this publication in any form and by any means, including e-mail, photocopying, microfilming, and recording. No other use may be made of this publication or any part of it except with the prior written permission and application for which should be in writing and addressed to the Director of Leadership (and marked ‘re. ermissions’). Written permission must always be obtained before any part of this publication is stored in a retrieval system of any nature, or electronically. Reproduction and transmission of this publication must be accurate, must not be used in any misleading context and must always be accompanied by this Copyright Notice. Warning: Unaut horised copying, storage, reproduction, adaptation or other use of this publication or any part of it is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civil liabilities and criminal prosecution. Similar essay: Describe How Own Behaviour Could Impact Negatively The Clinical Leadership Competency Framework was created with the agreement of the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges from the Medical Leadership Competency Framework which was created, developed and is owned jointly by the NHS Institute for Innovation and Improvement and the Academy of Medical Royal Colleges. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) Medical Leadership Competency Framework, 3rd edition, Coventry: NHS Institute for Innovation and Improvement. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010 The Leadership Framework The Leadership Framework provides a consistent approach to leadership development for staff in health and care irrespective of discipline, role or function, and represents the foundation of leadership behaviour that all staff should aspire to. Fundamental to its development was a desire to build on existing leadership f rameworks used by different staff groups and create a single overarching leadership framework for all staff in health and care. In developing the Leadership Framework detailed research and consultation with a wide cross section of staff and stakeholders has been undertaken, including those with a patient perspective and those involved in healthcare outside the NHS such as professional bodies, academics, regulators and policy makers. Those consulted embraced the concept of the Leadership Framework because it affords a common and consistent approach to professional and leadership development, based on shared values and beliefs which are consistent with the principles and values of the NHS Constitution1. The Leadership Framework is based on the concept that leadership is not restricted to people who hold designated leadership roles and where there is a shared responsibility for the success of the organisation, services or care being delivered. Acts of leadership can come from anyone in the organisation and as a model it emphasises the responsibility of all staff in demonstrating appropriate behaviours, in seeking to contribute to the leadership process and to develop and empower the leadership capacity of colleagues2. This document provides a summary of the seven domains of the Leadership Framework. A full and web based version can be found at www. leadershipacademy. nhs. uk/If Design and structure of the Leadership Framework Delivering services to patients, service users, carers and the public is at the heart of the Leadership Framework. The needs of the people who use services have always been central to healthcare and all staff work hard to improve services for them. However, if we are going to transform services, acting on what really matters to patients and the public is essential and nvolves the active participation of patients, carers, community representatives, community groups and the public in how services are planned, delivered and evaluated3. The Leadership Framework is comprised of seven domains. Within each domain there are four categories called elements and each of these elements is further divided into four descriptors. These statements describe the leadership behaviours, which ar e underpinned by the relevant knowledge, skills and attributes all staff should be able to demonstrate. To improve the quality and safety of health and care services, it is essential that staff are competent in each of the five core leadership domains shown at right: demonstrating personal qualities, working with others, managing services, improving services, and setting direction. The two other domains of the Leadership Framework, creating the vision and delivering the strategy, focus more on the role and contribution of individual leaders and particularly those in senior positional roles. 1 Department of Health (2010) The NHS Constitution: the NHS belongs to us all. The NHS Constitution can be accessed via http://www. nhs. uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview. aspx NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership: Underpinning of the MLCF Patient and Public Engagement, Department of Health (2009) Putting Patients at the Heart of Care: The Vision for Patient and Public Engagement in Health and Social Care. www. dh. gov. uk/ppe 2 3 Leadership Framework: A Summary 3 The word ‘patient’ is used throughout the Leadership Framework to enerically cover patients, service users, and all those who receive healthcare. Similarly, the word ‘other’ is used to describe all colleagues from any discipline and organisation, as well as patients, service users, carers and the public. The leadership context The application and opportunity to demonstrate leadership will differ and the context in which competence can be achieved will become more complex and demanding with career progression. We have therefore used four stages to describe this and to help staff understand their progression and development as a leader. You read "Leadership Framework" in category "Essay examples" They are: Stage 1 Own practice/immediate team – is about building personal relationships with patients and colleagues, often working as part of a multi-disciplinary team. Staff need to recognise problems and work with others to solve them. The impact of the decisions staff take at this level will be limited in terms of risk. Stage 2 Whole service/across teams – is about building relationships within and across teams, recognising problems and solving them. At this level, staff will need to be more conscious of the risks that their decisions may pose for self and others for a successful outcome. Stage 3 Across services/wider organisation – is about working across teams and departments within the wider organisation. Staff will challenge the appropriateness of solutions to complex problems. The potential risk associated with their decisions will have a wider impact on the service. Stage 4 Whole organisation/healthcare system – is about building broader partnerships across and outside traditional organisational boundaries that are sustainable and replicable. At this level leaders will be dealing with multi-faceted problems and coming up with innovative solutions to those problems. They may lead at a national/international level and would be required to participate in whole systems thinking, finding new ways of working and leading transformational change. Their decisions may have significant impact on the reputation of the NHS and outcomes and would be critical to the future of the NHS. 4 Leadership Framework: A Summary Application of the Leadership Framework and supporting tools The Leadership Framework is designed to enable staff to understand their progression as a leader and to support fostering and developing talent. There are many ways it can be applied, for example: †¢ To raise awareness that effective leadership is needed across the whole organisation †¢ To underpin a talent management strategy †¢ As part of an existing leadership development programme †¢ To inform the design and commissioning of training and development programmes †¢ To develop individual leadership skills †¢ As part of team development †¢ To enhance existing appraisal systems †¢ To inform an organisation’s recruitment and retention processes. To assist users the full and web based version have a suite of indicators across a variety of work place situations which illustrate the type of activity staff could be demonstrating relevant to each element and stage as well as examples of behaviours if they are not. Supporting tools A self assessment and 360 ° feedback tool support the Leadership Framework; in addition an online development module signposts development opportunities for each of the seven domains. The 360 ° is a powerful tool to help individuals identify where their leadership strengths and development needs lie. The process includes getting confidential feedback from line managers, peers and direct reports. As a result, it gives an individual an insight into other people’s perceptions of their leadership abilities and behaviour. To assist with integrating the competences into postgraduate curricula and learning experiences, there is the LeAD e-learning resource which is available on the National Learning Management System and through e-Learning for Healthcare (www. -lfh. org. uk/LeAD). The Clinical Leadership Competency Framework and the Medical Leadership Competency Framework are also available to specifically provide staff with clinically based examples in practice and learning and development scenarios across the five core domains shared with the Leadership Framework. A summary version of the Leadership Framework follows, which includes the domains, elements and d escriptors. Work-place indicators that demonstrate he practical application of the framework at the four stages are included as tables in the back of the document. The examples in practice are not included, however these are available in the full document as well as on the website (www. leadershipacademy. nhs. uk/If). Leadership Framework: A Summary 5 1. Demonstrating Personal Qualities Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To do so, they must demonstrate effectiveness in: †¢ Developing self awareness by being aware of their own values, principles, and assumptions, and by being able to learn from experiences †¢ Managing yourself by organising and managing themselves while taking account of the needs and priorities of others †¢ Continuing personal development by learning through participating in continuing professional development and from experience and feedback †¢ Acting with integrity by behaving in an open, honest and ethical manner. 1. 1 Developing self awareness 1. Recognise and articulate their own value and principles, understanding how these may differ from those of other individuals and groups 2. Identify their own strengths and limitations, the impact of their behaviour on others, and the effect of stress on their own behaviour 3. Identify their own emotions and prejudices and understand how these can affect their judgement and behaviour 4. Obtain, analyse and act on feedback from a variety of sources 1. 2 Managing yourself 1. Manage the impact of their emotions on their behaviour with consideration of the impact on others 2. Are reliable in meeting their responsibilities and commitments to consistently high standards 3. Ensure that their plans and actions are flexible, and take account of the needs and work patterns of others 4. Plan their workload and activities to fulfil work requirements and commitments, without compromising their own health 1. 3 Continuing personal development 1. Actively seek opportunities and challenge for personal learning and development 2. Acknowledge mistakes and treat them as learning opportunities 3. Participate in continuing professional development activities 4. Change their behaviour in the light of feedback and reflection 1. 4 Acting with integrity 1. Uphold personal and professional ethics and values, taking into account the values of the organisation and respecting the culture, beliefs and abilities of individuals 2. Communicate effectively with individuals, appreciating their social, cultural, religious and ethnic backgrounds and their age, gender and abilities 3. Value, respect and promote equality and diversity 4. Take appropriate action if ethics and values are compromised 6 Leadership Framework: A Summary 2. Working with Others Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. To do so, they must demonstrate effectiveness in: †¢ Developing networks by working in partnership with patients, carers, service users and their representatives, and colleagues within and across systems to deliver and improve services †¢ Building and maintaining relationships by listening, supporting others, gaining trust and showing understanding †¢ Encouraging contribution by creating an environment where others have the opportunity to contribute †¢ Working within teams to deliver and improve services. . 1 Developing networks 1. Identify opportunities where working with patients and colleagues in the clinical setting can bring added benefits 2. Create opportunities to bring individuals and groups together to achieve goals 3. Promote the sharing of information and resources 4. Actively seek the views of others 2. 2 Building and maintaining relatio nships 1. Listen to others and recognise different perspectives 2. Empathise and take into account the needs and feelings of others 3. Communicate effectively with individuals and groups, and act as a positive role model 4. Gain and maintain the trust and support of colleagues 2. 3 Encouraging contribution 1. Provide encouragement, and the opportunity for people to engage in decision-making and to challenge constructively 2. Respect, value and acknowledge the roles, contributions and expertise of others 3. Employ strategies to manage conflict of interests and differences of opinion 4. Keep the focus of contribution on delivering and improving services to patients 2. Working within teams 1. Have a clear sense of their role, responsibilities and purpose within the team 2. Adopt a team approach, acknowledging and appreciating efforts, contributions and compromises 3. Recognise the common purpose of the team and respect team decisions 4. Are willing to lead a team, involving the right people at the right time Leadership Framework: A Summary 7 3. Managing Services Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. To do so, they must be effective in: †¢ Planning by actively contributing to plans to achieve service goals †¢ Managing resources by knowing what resources are available and using their influence to ensure that resources are used efficiently and safely, and reflect the diversity of needs †¢ Managing people by providing direction, reviewing performance, motivating others, and promoting equality and diversity †¢ Managing performance by holding themselves and others accountable for service outcomes. . 1 Planning 1. Support plans for clinical services that are part of the strategy for the wider healthcare system 2. Gather feedback from patients, service users and colleagues to help develop plans 3. Contribute their expertise to planning processes 4. Appraise options in terms of benefits and risks 3. 2 Managing resources 1. Accurately identify the appropriate type and level of resources required to deliver safe and effective services 2. Ensure services are delivered within allocated resources 3. Minimise waste 4. Take action when resources are not being used efficiently and effectively 3. 3 Managing people 1. Provide guidance and direction for others using the skills of team members effectively 2. Review the performance of the team members to ensure that planned services outcomes are met 3. Support team members to develop their roles and responsibilities 4. Support others to provide good patient care and better services 3. Managing performance 1. Analyse information from a range of sources about performance 2. Take action to improve performance 3. Take responsibility for tackling difficult issues 4. Build learning from experience into future plans 8 Leadership Framework: A Summary 4. Improving Services Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. To do so, they must demonstrate effective in: †¢ Ensuring patient safety by assessing and managing risk to patients associated with service developments, balancing economic consideration with the need for patient safety †¢ Critically evaluating by being able to think analytically, conceptually and to identify where services can be improved, working individually or as part of a team †¢ Encouraging improvement and innovation by creating a climate of continuous service improvement †¢ Facilitating transformation by actively contributing to change processes that lead to improving healthcare. 4. 1 Ensuring patient safety 1. Identify and quantify the risk to patients using information from a range of sources 2. Use evidence, both positive and negative, to identify options 3. Use systematic ways of assessing and minimising risk 4. Monitor the effects and outcomes of change 4. 2 Critically evaluating 1. Obtain and act on patient, carer and user feedback and experiences 2. Assess and analyse processes using up-to-date improvement methodologies 3. Identify healthcare improvements and create solutions through collaborative working 4. Appraise options, and plan and take action to implement and evaluate improvements 4. 3 Encouraging improvement and innovation 1. Question the status quo 2. Act as a positive role model for innovation 3. Encourage dialogue and debate with a wide range of people 4. Develop creative solutions to transform services and care 4. 4 Facilitating transformation 1. Model the change expected 2. Articulate the need for change and its impact on people and services 3. Promote changes leading to systems redesign 6. Motivate and focus a group to accomplish change Leadership Framework: A Summary 9 5. Setting Direction Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. To do so, they must demonstrate effective in: †¢ Identifying the contexts for change by being aware of the range of factors to be taken into account †¢ Applying knowledge and evidence by gathering information to produce an evidence-based challenge to systems and processes in order to identify opportunities for service improvements †¢ Making decisions using their values, and the evidence, to make good decisions †¢ Evaluating impact by measuring and evaluating outcomes, taking corrective action where necessary and by being held to account for their decisions. . 1 Identifying the contexts for change 1. Demonstrate awareness of the political, social, technical, economic, organisational and professional environment 2. Understand and interpret relevant legislation and accountability frameworks 3. Anticipate and prepare for the future by scanning for ideas, best practice and emerging trends that will have an impact on health outcomes 4. Develop and communicate aspiration s 5. 2 Applying knowledge and evidence 1. Use appropriate methods to gather data and information 2. Carry out analysis against an evidence-based criteria set 3. Use information to challenge existing practices and processes 4. Influence others to use knowledge and evidence to achieve best practice 5. 3 Making decisions 1. Participate in and contribute to organisational decision-making processes 2. Act in a manner consistent with the values and priorities of their organisation and profession 3. Educate and inform key people who influence and make decisions 4. Contribute a clinical perspective to team, department, system and organisational decisions 5. 4 Evaluating impact 1. Test and evaluate new service options 2. Standardise and promote new approaches 3. Overcome barriers to implementation 4. Formally and informally disseminate good practice 10 Leadership Framework: A Summary 6. Creating the Vision Effective leadership involves creating a compelling vision for the future, and communicating this within and across organisations. This requires individuals to demonstrate effectiveness in: †¢ Developing the vision of the organisation, looking to the future to determine the direction for the organisation †¢ Influencing the vision of the wider healthcare system by working with partners across organisations †¢ Communicating the vision and motivating others to work towards achieving it †¢ Embodying the vision by behaving in ways which are consistent with the vision and values of the organisation. 6. 1 Developing the vision for the organisation 1. Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation 2. Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future 3. Create a vision which is bold, innovative and reflects the core values of the NHS 4. Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system. 6. 2 Influencing the vision of the wider healthcare system 1. Seek opportunities to engage in debate about the future of health and care related services 2. Work in partnership with others in the healthcare system to develop a shared vision 3. Negotiate compromises in the interests of better patient services 4. Influence key decision-makers who determine future government policy that impacts on the NHS and its services. 6. 3 Communicating the vision 1. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others 2. Express the vision clearly, unambiguously and vigorously 3. Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them 4. Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it. 6. 4 Embodying the vision 1. Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision 2. Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision 3. Challenge behaviours which are not consistent with the vision 4. Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are. Leadership Framework: A Summary 11 7. Delivering the Strategy Effective leadership involves delivering the strategy by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans. This requires individuals to demonstrate effectiveness in: †¢ Framing the strategy by identifying strategic options for the organisation and drawing upon a wide range of information, knowledge and experience †¢ Developing the strategy by engaging with colleagues and key stakeholders †¢ Implementing the strategy by organising, managing and assuming the risks of the organisation †¢ Embedding the strategy by ensuring that strategic plans are achieved and sustained. 7. 1 Framing the strategy 1. Take account of the culture, history and long term underlying issues for the organisation 2. Use sound organisational theory to inform the development of strategy 3. Identify best practice which can be applied to the organisation 4. Identify strategic options which will deliver the organisation’s vision 7. 2 Developing the strategy 1. Engage with key individuals and groups to formulate strategic plans to meet the vision 2. Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable 3. Create strategic plans which are challenging yet realistic and achievable 4. Identify and mitigate uncertainties and risks associated with strategic choices 7. Implementing the strategy 1. Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluation measures 2. Identify and strengthen organisational capabilities required to deliver the strategy 3. Establish clear accountability for the delivery of all elements of the strategy, hold people to account and exp ect to be held to account themselves 4. Respond quickly and decisively to developments which require a change in strategy 7. 4 Embedding the strategy 1. Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused 2. Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider healthcare system 3. Establish a climate of transparency and trust where results are discussed openly 4. Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy 12 Leadership Framework: A Summary The following tables combine the indicators of behaviours at different leadership stages from each domain section. Please refer to the full domain pages for the element descriptors. 1. DEMONSTRATING PERSONAL QUALITIES Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To do so, they must demonstrate effectiveness in demonstrating self awareness, managing themselves, continuing their personal development and acting with integrity. 2 Whole Service/Across Teams 3 Across Services/Wider Organisation Element Appreciates the impact they have on others and the impact others have on them. Routinely seeks feedback and adapts their behaviour appropriately. Reflects on their interactions with a wide and diverse range of individuals and groups from within and beyond their immediate service/organisation. Challenges and refreshes own values, beliefs, leadership styles and approaches. Overtly role models the giving and receiving of feedback. Successfully manages a range of personal and organisational demands and pressures. Demonstrates tenacity and resilience. Overcomes setbacks where goals cannot be achieved and quickly refocuses. Is visible and accessible to others. Acts as an exemplar for others in managing their continuous personal development. Facilitates the development of a learning culture. 1 Own Practice/Immediate Team 4 Whole Organisation/Wider Healthcare System Uses sophisticated tools and sources to continuously learn about their leadership impact in the wider health and care community and improve their effectiveness as a senior leader. Understands how pressures associated with carrying out a high profile role impact on them and their performance. Remains focused on strategic goals when faced with competing and, at times, conflicting demands arising from differing priorities. Identifies where they need to personally get involved to achieve the most benefit for the organisation and wider healthcare system. Develops through systematically scanning the external environment and exploring leading edge thinking and best practice. Applies learning to build and refresh the service. Treats challenge as a positive force for improvement. 1. 1 Developing Self Awareness Reflects on how factors such as own values, prejudices and emotions influence their judgement, behaviour and self belief. Uses feedback from appraisals and other sources to consider personal impact and change behaviour. Understands personal sources of stress. 1. 2 Managing Yourself Plans and manages own time effectively and fulfils work requirements and commitments to a high standard, without compromising own health and wellbeing. Remains calm and focused under pressure. Ensures that own work plans and priorities fit with the needs of others involved in delivering services. Demonstrates flexibility and sensitivity to service requirements and remains assertive in pursuing service goals. Leadership Framework: A Summary Puts self forward for challenging assignments and projects which will develop strengths and address development areas. Acts as a role model for others in demonstrating integrity and inclusiveness in all aspects of their work. Challenges where organisational values are compromised. 1. 3 Continuing Personal Development Takes responsibility for own personal development and seeks opportunities for learning. Strives to put learning into practice. 1. 4 Acting with Integrity Behaves in an open, honest and inclusive manner, upholding personal and organisational ethics and values. Shows respect for the needs of others and promotes equality and diversity. Creates an open, honest and inclusive culture in accordance with clear principles and values. Ensures equity of access to services and creates an environment where people from all backgrounds can excel. Assures standards of integrity are maintained across the service and communicates the importance of always adopting an ethical and inclusive approach. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Demonstrates behaviours that are counter to core values of openness, inclusiveness, honesty and equality †¢ Lacks confidence in own abilities to deliver results Does not understand own emotions or recognise the impact of own behaviour on others †¢ Approaches tasks in a disorganised way and plans are not realistic †¢ Unable to discuss own strengths and development needs and spends little time on development 13 14 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Works across b oundaries creating networks which facilitate high levels of collaboration within and across organisations and sectors. Builds and maintains sustainable strategic alliances across the system and other sectors. Has high impact when interacting with others at all levels. Uses networks to bring individuals and groups together to share information and resources and to achieve goals. Identifies and builds effective networks with a range of influential stakeholders internal and external to the organisation. Builds and maintains relationships with a range of individuals involved in delivering the service. Manages sensitivities between individuals and groups. Creates a supportive environment which encourages others to express diverse opinions and engage in decisionmaking. Constructively challenges suggestions and reconciles conflicting views. Helps lead others towards common goals, providing clear objectives and offering appropriate support. Shows awareness of team dynamics and acts to promote effective team working. Appreciates the efforts of others. Integrates the contributions of a diverse range of stakeholders, being open and honest about the extent to which contributions can be acted upon. Builds and nurtures trusting relationships at all levels within and across services and organisational boundaries. Creates systems which encourage contribution throughout the organisation. Invites contribution from different sectors to bring about improvements. Takes on recognised positional leadership roles within the organisation. Builds high performing inclusive teams that contribute to productive and efficient health and care services. Promotes autonomy and empowerment and maintains a sense of optimism and confidence. Contributes to and leads senior teams. Enables others to take on leadership responsibilities, building high level leadership capability and capacity from a diverse range of backgrounds. †¢ Does not encourage others to contribute ideas †¢ Does not adopt a collaborative approach 2. WORKING WITH OTHERS Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. This requires them to demonstrate effectiveness in developing networks, building and maintaining relationships, encouraging contribution, and working within teams. Element 1 Own Practice/Immediate Team . 1 Developing Networks Identifies where working and cooperating with others can result in better services. Endeavours to work collaboratively. 2. 2 Building and Maintaining Relationships Communicates with and listens to others, recognising different perspectives. Empathises and takes into account the needs and feelings of others. Gains and maintains trust and support. 2. 3 Encouraging Contribution Seeks and acknowledges the views and input of others. Shows respect for the contributions and challenges of others. Leadership Framework: A Summary 2. 4 Working within Teams Understands roles, responsibilities and purpose within the team. Adopts a collaborative approach and respects team decisions. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Fails to network with others and/or allows relationships to deteriorate †¢ Fails to win the support and respect of others 3. MANAGING SERVICES Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. This requires them to be effective in planning, managing resources, managing people and managing performance. Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Anticipates the impact of health trends and develops strategic plans that will have a significant impact on the organisation and wider healthcare system. Ensures strategic objectives are translated into operational plans. Strategically manages resources across the organisation and wider healthcare system. E lement Works collaboratively to develop business cases and service plans that support organisational objectives, appraising them in terms of benefits and risks. Leads service design and planning processes. Communicates and keeps others informed of strategic and operational plans, progress and outcomes. 1 Own Practice/Immediate Team 3. 1 Planning Contributes ideas to service plans, incorporating feedback from others including a diverse range of patients, service users and colleagues. 3. 2 Managing Resources Understands what resources are available and organises the appropriate type and level of resources required to deliver safe and efficient services. Identifies resource requirements associated with delivering services. Manages resources and takes action to ensure their effective and efficient use. Forecasts resource requirements associated with delivering complex services efficiently and effectively. Manages resources taking into account the impact of national and local policies and constraints. Motivates and coaches individuals and teams to strengthen their performance and assist them with developing their own capabilities and skills. Aligns individual development needs with service goals. Leadership Framework: A Summary Provides others with clear purpose and direction. Helps others in developing their roles and responsibilities. Works with others to set and monitor performance standards, addressing areas where performance objectives are not achieved. †¢ Does not effectively manage and develop people †¢ Fails to identify and address performance issues 3. 3 Managing People Supports others in delivering high quality services and excellence in health and care. Inspires and supports leaders to mobilise diverse teams that are committed to and aligned with organisational values and goals. Engages with and influences senior leaders and key stakeholders to deliver joined up services. . 4 Managing Performance Uses information and data about performance to identify improvements which will strengthen services. Establishes rigorous performance measures. Holds self, individuals and teams to account for achieving performance standards. Challenges when service expectations are not being met and takes corrective action. Promotes an inclusive culture that enables people to perform to their best, ensuring that appropriate performance management systems are in place and that performance data is systematically evaluated and fed into future plans. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Disorganised or unstructured approach to planning †¢ Wastes resources or fails to monitor them effectively 15 16 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Creates a culture that prioritises the health, safety and security of patients and service users. Delivers assurance that patient safety underpins policies, processes and systems. Reviews practice to improve standards of patient safety and minimise risk. Monitors the impact of service change on patient safety. Develops and maintains audit and risk management systems which will drive service improvement and patient safety. Engages with others to critically evaluate services and create ideas for improvements. Synthesises complex information to identify potential improvements to services. Identifies potential barriers to service improvement. Benchmarks the wider organisation against examples of best practice in healthcare and other sectors. Evaluates options for improving services in line with future advances. Acts as a positive role model for innovation. Encourages dialogue and debate in the development of new ideas with a wide range of people. Challenges colleagues’ thinking to find better and more effective ways of delivering services and quality. Accesses creativity and innovation from relevant individuals and groups. Drives a culture of innovation and improvement. Integrates radical and innovative approaches into strategic plans to make the NHS world class in the provision of healthcare services. Focuses self and others on achieving changes to systems and processes which will lead to improved services. Energises others to drive change that will improve health and care services. Actively manages the change process, drawing on models of effective change management. Recognises and addresses the impact of change on people and services. Inspires others to take bold action and make important advances in how services are delivered. Removes organisational obstacles to change and creates new structures and processes to facilitate transformation. †¢ Maintains the status quo and sticks with traditional outdated ways of doing things †¢ Fails to implement change or implements change for change’s sake 4. IMPROVING SERVICES Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. This requires them to demonstrate effectiveness in ensuring patient safety, critically evaluating, encouraging improvement and innovation and facilitating transformation. Element 1 Own Practice/Immediate Team 4. 1 Ensuring Patient Safety Puts the safety of patients and service users at the heart of their thinking in delivering and improving services. Takes action to report or rectify shortfalls in patient safety. . 2 Critically Evaluating Uses feedback from patients, carers and service users to contribute to healthcare improvements. Leadership Framework: A Summary 4. 3 Encouraging Improvement and Innovation Questions established practices which do not add value. Puts forward creative suggestions to improve the quality of service provided. 4. 4 Facilitating Transformation Articulates the need fo r changes to processes and systems, acknowledging the impact on people and services. Generic behaviours observed if individual is not yet demonstrating this domain: Overlooks the need to put patients at the forefront of their thinking †¢ Does not question/evaluate current processes and practices 5. SETTING DIRECTION Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. This requires them to demonstrate effectiveness in identifying the contexts for change, applying knowledge and evidence, making decisions, and evaluating impact. 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Synthesises knowledge from a broad range of sources. Identifies future challenges and imperatives that will create the need for change and move the organisation and the wider healthcare system in new directions. Influences the context for change in the best interests of services and service users. Uses knowledge, evidence and experience of national and international developments in health and social care to influence the future development of health and care services. Ensures that corporate decision-making is rigorous and takes account of the full range of factors impinging on the future direction of the organisation and the wider healthcare system. Can operate without all the facts. Takes unpopular decisions when in the best interests of health and care in the long term. Identifies gains which can be applied elsewhere in the organisation and incorporates these into operational/ business plans. Disseminates learning from changes which have been introduced. Synthesises learning arising from changes which have been introduced and incorporates these into strategic plans. Shares learning with the wider health and care community. Element Identifies the external and internal drivers of change and communicates the rationale for change to others. Actively seeks to learn about external factors which will impact on services. Interprets the meaning of these for services and incorporates them into service plans and actions. 1 Own Practice/Immediate Team 5. 1 Identifying the Contexts for Change Understands the range of factors which determine why changes are made. 5. 2 Applying Knowledge and Evidence Gathers data and information about aspects of the service, analyses evidence and uses this knowledge to suggest changes that will improve services in the future. Involves key people and groups in making decisions. Actively engages in formal and informal decision-making processes about the future of services. Obtains and analyses information about services and pathways to inform future direction. Supports and encourages others to use knowledge and evidence to inform decisions about the future of services. Understands the complex interdependencies across a range of services. Applies knowledge to set future direction. Leadership Framework: A Summary Evaluates and embeds approaches and working methods which have proved to be effective into the working practices of teams and individuals. 5. 3 Making Decisions Consults with others and contributes to decisions about the future direction/vision of their service. Remains accountable for making timely decisions in complex situations. Modifies decisions and flexes direction when faced with new information or changing circumstances. 5. 4 Evaluating Impact Assesses the effects of change on service delivery and patient outcomes. Makes recommendations for future improvements. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Makes poor decisions about the future †¢ Fails to evaluate the impact of previous decisions and actions Unaware of political, social, technical, economic, organisational factors that impact on the future of the service/organisation †¢ Does not use an evidence-base for decision-making 17 18 ELEMENT DESCRIPTORS (see also page 11) 4 Whole Organisation/Wider Healthcare System Actively engages key stakeholders in creating a bold, innovative, shared vision which reflects the future need s and aspirations of the population and the future direction of healthcare. Thinks broadly and aligns the vision to the NHS core values and the values of the wider healthcare system. Actively participates in and leads on debates about the future of health, wellbeing and related services. Manages political interests, balancing tensions between organisational aspirations and the wider environment. Shapes and influences local, regional and national health priorities and agendas. Clearly communicates the vision in a way that engages and empowers others. Uses enthusiasm and energy to inspire others and encourage joint ownership of the vision. Anticipates and constructively addresses challenge. Consistently displays passion for the vision and demonstrates personal commitment to it through their day-to-day actions. Uses personal credibility to act as a convincing advocate for the vision. †¢ Misses opportunities to communicate and share understanding of the vision with others †¢ Lacks enthusiasm and commitment for driving the vision 6. CREATING THE VISION Those in senior positional leadership roles create a compelling vision for the future, and communicate this within and across organisations. This requires them to demonstrate effectiveness in developing the vision for the organisation, influencing the vision of the wider healthcare system, communicating the vision and embodying the vision. Element 6. 1 Developing the Vision for the Organisation †¢ Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation †¢ Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future †¢ Create a vision which is bold, innovative and reflects the core values of the NHS †¢ Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system . 2 Influencing Vision in the Wider Healthcare System †¢ Seek opportunities to engage in debate about the future of health and care related services †¢ Work in partnership with others in the healthcare system to develop a shared vision †¢ Negotiate compromises in the interests of better patient services †¢ Influence key decision-makers who determine future government policy that impacts on the NHS and its services Lea dership Framework: A Summary 6. 3 Communicating the Vision Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others †¢ Express the vision clearly, unambiguously and vigorously †¢ Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them †¢ Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it 6. 4 Embodying the Vision Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision †¢ Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision †¢ Challenge behaviours which are not consistent with the vision †¢ Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are Gene ric behaviours observed if individual is not yet demonstrating this domain: Does not involve others in creating and defining the vision †¢ Does not align their vision with the wider health and care agenda 7. DELIVERING THE STRATEGY Those in senior positional leadership roles deliver the strategic vision by developing and agreeing strategic plans that place patient care at the heart of the service, and ensuring that these are translated into achievable operational plans. This requires them to demonstrate effectiveness in framing the strategy, developing the strategy, implementing the strategy, and embedding the strategy. Element ELEMENT DESCRIPTORS (see also page 12) 4 Whole Organisation/Wider Healthcare System Critically reviews relevant thinking, ideas and best practice and applies whole systems thinking in order to conceptualise a strategy in line with the vision. 7. 1 Framing the Strategy †¢ Take account of the culture, history and long term underlying issues for the organisation †¢ Use sound organisational theory to inform the development of strategy †¢ Identify best practice which can be applied to the organisation †¢ Identify strategic options which will deliver the organisation’s vision . 2 Developing the Strategy †¢ Engage with key individuals and groups to formulate strategic plans to meet the vision †¢ Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable †¢ Create strategic plans which are challenging yet realistic and achievable †¢ Identify and mitigate uncertainties and risks associat ed with strategic choices Integrates the views of a broad range of stakeholders to develop a coherent, joined up and sustainable strategy. Assesses organisational readiness for change. Manages the risks, political sensitivities and environmental uncertainties involved. Leadership Framework: A Summary 7. 3 Implementing the Strategy †¢ Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluation measures †¢ Identify and strengthen organisational capabilities required to deliver the strategy †¢ Establish clear accountability for the delivery of all elements f the strategy, hold people to account and expect to be held to account themselves †¢ Respond quickly and decisively to developments which require a change in strategy Responds constructively to challenge. Puts systems, structures, processes, resources and plans in place to deliver the strategy. Establishes accountabilities and holds people in local, regional, and national structures to account for jointly delivering strategic and operational plans. Demonstrates flexibility whe n changes required. 7. 4 Embedding the Strategy Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused †¢ Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider healthcare system †¢ Establish a climate of transparency and trust where results are discussed openly †¢ Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy Enables and supports the conditions and culture needed to sustain changes integral to the successful delivery of the strategy. Keeps momentum alive by reinforcing key messages, monitoring progress and recognising where the strategy has been embraced by others. Evaluates outcomes and uses learnings to adapt strategic and operational plans. Generic behaviours observed if individual is not yet demonstrating this domain: †¢ Absolves oneself of responsibility for holding others to account †¢ Fails to enable an organisational culture that embraces the strategy †¢ Does not align the strategy with local, national and/or wider health care system requirements †¢ Works to develop the strategy in isolation without input or feedback from others 19 How to cite Leadership Framework, Essay examples

Danone and Sutas free essay sample

Danone and Sutas Brand Description Danone is one of the biggest dairy corporate groups in the world and has an extensive portfolio of brands and products. Brand idea In the dairy products sector in Turkey, both company has a reputable brand image. The brand idea of both company focus to the natural products. Danone shows this with â€Å"Bringing health trough food to as many people as possible†. On the other hand, Sutas defends this idea with â€Å"Following us, take you to goodness and natural flavor. †. Both company works hard to support the main idea of the brands. Danone supports the organization to improve the milk suppliers and farmers and to raise milk production standards to the European levels such as ‘Farmer Improvement Programs’, ‘Healthy my milk, support my villages’. On the other hand, Sutas supports the supply chain approach which is based of total quality management-oriented business processes, to ensure the requirements of the concept of from grass to table. So the main production system is based on ‘Food Safety Management System’. When we look at both companies, we can say that Danone follows international business standards to maintain its brand idea. Besides, Sutas tries to preserve the name of the provider of fresh and daily milk provider continued for many years by traditional ways. Brand Image Danone is an international dairy producer company. When questioned on Danone’s brand image in any country, Danone products sold, consumers are more likely to answer ‘healthy’ and ‘pleasure’. In Turkey, consumers more likely to answer ‘high quality’, ‘healthy’, ‘foreign company’, ‘probiotic products’ and ‘pleasure’. However, the news published in Romaine about the Danone products containing carcinogenic substances affected the brand image of the brand in a bad way. Additionally the politics about Israel changed the thoughts of some consumers on the brand. As a conclusion of these situations, opposite brand image is occurred as a ‘pro-war’ and ‘unhealthy’ on the consumers’ mind. On the other hand, when questioned on Sutas’s brand image, most of the customers answer ‘fresh and daily milk’, ‘healthy’, ‘natural’ and ‘clean production’. This shows that Sutas could achieve to create a brand image parallel to its brand idea. Brand Awareness and Connection with Consumers * Brand awareness and Brand feelings As the two most popular of dairy products sector Danone and Sutas always take attractions of the consumers on the shelves. Turkeys milkman by consumers. This brand image brings to company high brand awarness in the markets. Especially Sutass daily milks attracts consumers in the shelves. When we look at the market researches, market share of Sutas still increases. In 2009, the total market share of Sutas was 15. 6 percent,in 2010 it was 17,5 and in 2011, it was 20,4 and in 2012, it increased to 23,6. On the other hand, Danone has been serving from 1998. When we look at Danone brand awareness, we can see Danone’s successful brand awareness works. Such as Danino’s campaign ‘Discover the Animals’. This campaign took the IAB Mixx Awards Europe in 2012 as the best brand awareness and positioning campaign. The â€Å"Discover the Animals† application has been used by 2 million different customers. It gained over 180,000 members who experienced the Danino’s web page. More than 500,000 magnets were sold and this number corresponds to 3 million Danino product sales all around Turkey. Additionally, Danone Activia campaign brings a high product and brand awareness to the company. At the first time, the product was launched to the market; brand image among consumers was occured as an old person’s yogurt for upset stomachs. A strategy team of Danone worked to develop a brand position and communication strategy that shifted Activia yogurt to an always on and actively working yogurt that keeps you, your best – Not just a probiotic solution for stomach aches. Market share of Danone increased across 10 percent with this 10 million dollar labor. Also Sutas launched Yovita, probiotic product to the market to take a share from 20 million dollar probiotic sector which constitutes 4.6% of the dairy products sector. However, Danone’s Activia has been loved by women more than Yovita so we can see that Activia’s market share is 55 percent and Yovita’s 45 percent. Most consumers think that Sutas’s Yovita is a follower of Activia in probiotic sector. On the other hand, in daily or pasteurized milk products, most consumers think that Sutas much more natural and healthy compare to the Danone. However, with the increase in the number of dairy products manufacturer, some consumers have been started to think that Danone and Sutas more expensive that the quality they offer. Point of Parities and Differences of Brands Sutas and Danone are the most powerful rivals of each other in the market. On the other hand, we can see that there are many differences as well as similarities. Sutas in dairy products sector from 1975, but Danone has been serving from 1998 in dairy products, from the end of 2007, it has been serving in baby and nutrition product sector. When we look at the production and distribution channels of the firms, Danone makes production in seven different cities around Turkey while Sutas manufactures in two facilities. Two companies give a big attention to distribution channels to reach each part of Turkey. However, Sutas give much more attention and labour to daily produced milk so it uses its distribution channels more effectively to deliver product produced every day in 12 hours, but Danone has no intention on this direction. Differ from Sutas, Danone has a high reputation and customer attention because it is a well-known international company and it tries to catch the international standards in production. On the other hand, Sutas has been serving for several years and having many years of experience in the dairy market gets self-esteem to the brand and high reputation. Also customers interiorized Sutas as traditional dairy manufacturer. Sutas has more products choice in dairy product sector compare to Danone. Danone serves in dairy product sector more, Sutas services in the market with milk, cheese, yogurt, butter, baby and childrens products, fitness and health products, fresh dairy desserts, industrial products and products of mass consumption outside the home. Sutas is known as ‘Turkey’s milkman’, but Danone has no such kind of specific product positioning in Turkey. Both company allocate significant budget for the social responsibility projects and make organizations and events in this purpose.

An analysis of I Have a Dream essays

An analysis of I Have a Dream essays This famous speech by Martin Luther King, Jr, in 1963 is an example of structured and impassioned rhetoric that is also carefully designed to elicit a specific response and to appeal to a wide ranging audience. The use of language and stylistic devices in the speech serve to enforce the central massage, which is repeated and built on throughout in different contexts. The central thrust of the speech lies in the demand for freedom and equality for African Americans or the Negro' population. This is a carefully structured and controlled argument that begins with the necessity to rectify the injustices of the past and then, logically and emotionally, builds on the legitimacy of this demand. This is enforced by a veiled threat that the demand for equality is not to be taken lightly; which in turn is ameliorated by a reassurance that the speech is not a call to irresponsible actions. Lastly, the speech emphasizes that the issue of freedom and basic human rights for the Negro is related to the freedom of all in a harmonious and united society. Throughout the speech the use of language is concise and controlled and aimed at evoking specific responses. I will focus on the use of metaphor that dramatically enforces the central message. The analysis also focuses on the way in which the speech is constructed to appeal to the audience's sense of morality and justice and to allay any preconceptions or fears about radical black empowerment. The first paragraph encapsulates the intention of the speech, namely that while the Proclamation of Emancipation is a historical fact it is still not yet a fact in the daily lives of the Negro people. The immediate intention is to emphasize the legitimacy of what is to follow and to refute preconceptions relating to these demands. The sense of justice and legitimacy is emphasized by the use of historical/Biblical terminology and style to em...

cather rye essays

cather rye essays Stradlater said, but I knew he probably wouldn't... "Ask her if she still keeps all her kings in the back row." "Okay," Stradlater said, but I knew he wouldn't. (p.33-34) This is seen again when he doesn't trust Stradlater to stop his advances of Jane in the case that she says no. Holden gives up his faith in people to trust him when he boards a bus holding a snowball. The driver refuses to believe that Holden won't throw the snowball so he draws the conclusion that "People never believe you." (p.37). He is also always placing labels upon people as being "phonies" which gives the reader the idea that Holden thinks that others are materialistic. Holdens attempts to protect the innocence in the world is another early sign of his deteriorating state. When Holden goes to Pheobe's school to deliver his note he sees some swearing of the wall which he says "drove me damn near crazy" (p.201). He wipes the words from the wall in an attempt to prevent the inevitable from occuring, leading the reader to believe that he may experience some mental unstability in the future. Eventually he comes to the realization that he can't rub all the profanity away himself. Another example of Holden's attempt to shelter innocence is the fact that he never does call Jane, possibly for fear that she will scar his memories of her as an innocent child. The title of this novel presents this theme to the reader in that Holden wants to be "the catcher in the rye" (p. ) so he can catch all of the children that sway to close to the edge of a cliff in thier play. Perhaps the most obvious example of foreshadowing in the novel occurs when his parents come close to having him "phsycoanalyzed and all" (p.39) when he breaks all the windows in the garage. Throughout the novel he refers to himself as "a madman" (p.79) which gives the reader the idea that he sees himself as having a sort of mental problem. These two peices of evidence alone present a fairly firm idea of what wi ...

Health care reform Research Paper Example | Topics and Well Written Essays - 1000 words

Health care reform - Research Paper Example In the film Sicko, by Michael Moore, he looked at the inequalities that exist between the United States healthcare systems in comparison to that in other countries. The way in which he showed his argument both in the interviews as well as his actions makes a compelling argument for the inadequacy of US healthcare. While universal healthcare and non-profit systems such as in Canada and Cuba are great, however the expenses come at a price to the people. It does point out the inequalities that exist in comparing the US to other nations. The biggest shocking fact was that 9/11 victims were not being treated adequately. As a result, they had to travel to another country in order to get the aid they needed. It is an inadequacy that we are medically treating criminals and enemies of the state for free, while our own people who either can or cannot afford medical insurance are forced to try to make due with the system that is already in place. The IOM paper was able to provide a good methodo logy for the development and re-establishment of the US healthcare system. It calls for reform not only in the way in which the healthcare system works, but also in which physicians, nurses, etc. should behave and work with citizens. The focus is on treating the patient not only physically, but mentally and spiritually as well. It also calls for making healthcare more easily accessible. The biggest flaw with the article in what is needed in order to promote the changes in both medical education and hospital regulation is the monetary budget that would be required. Even if a reform was able to be funded, it would take years to completely revolutionize the system. The idea and components are sound, some of which are easier to change than others. The biggest problem with the United States healthcare is the disparities, or the inequalities that exist. One of the largest things that is emphasized in the culture and business of the United States is social Darwinism. Those that can afford healthcare and those that cannot will suffer inequalities. The example was pointed out that those with low grade health insurances usually don’t get screened for illnesses such as cancers and diabetes. This then leads to the progression of the illness which by the time it is diagnosed, it already has a high probability of mortality rate. In addition, access to certain resources and physicians is also limited by socioeconomic status. The problem with our healthcare system is the inadequacy of addressing medical concerns on a high output level. Even though technology and medical science has been increasing, there are still problems in the medical sector. Part of the problem is the training that is being received in medical school, nursing school etc. So much is put into technology and medication that the patient/doctor relationship is almost non-existent. In addition, empathy isn’t always shown to patients especially those who suffer from dehabilitating illnesses. The ci vil population also always has to deal with high insurance premiums because the price of medical treatment and medicines has increased. It is also because the malpractice insurance has also risen as a result of doctors being sued for improper medical treatment. The idea of socialized and universal healthcare is great in theory and in some societies such as Canada and Cuba, it may be possible. However, the

Gestational Diabetes Essay Example | Topics and Well Written Essays - 250 words

Gestational Diabetes - Essay Example The condition often leads to the development of glucose intolerance among women with GDM, and at least 50% of those developing the intolerance become diabetic in a period of 5-10 years (Perry et al., 2011). GDM risk factors include obesity, maternal age (higher risk at >30), family history of diabetes and a medical history of birth anomalies, miscarriage or still births. Other risk factors include glucosuria, hypertension and monilial vaginitis (Perry et al., 2011). The mechanism underlying the condition is a result of multiple factors including changes in nutrient demands by the fetus. These changes that begin in the late second trimester induce maternal sustenance of high blood glucose. Pregnancy placental hormones are responsible for the antagonism of insulin and cortisol, which results in the insulin resistance and less entry of glucose into cells. Normal body functioning elicits higher insulin production to compensate the resistance, and when this fails GDM occurs (Perry et al., 2011). GDM often leads to further health complications including hypertension, episiotomy and perineal lacerations. The high levels of insulin stimulate faster growth, which often leads to macrosomia that necessitates caesarian births (Perry et al., 2011). The induced high insulin production among the babies born after GDM often leads to hypoglycemia. Ideally, all women should be screened for GDM, and this can be done either through laboratory tests, clinical risk factors or medical and family history. It is essential for women with a family history of diabetes as well as obese and overweight women to undergo laboratory test. The same is recommendable for women aged above 25 and with a history of obstetric conditions associated with GDM. The laboratory tests include fasting glucose test, random glucose test and two-hour postprandial test (Perry et al., 2011). Antepartum Interventions: GDM treatment interventions begin immediately through insulin

Fianl report Essay Example | Topics and Well Written Essays - 1250 words

Fianl report - Essay Example GE discourages this approach by developing research based culture which promotes the employees to provide their input in the programs of continuous improvement. General Electric, commonly known as GE, is a US based company. It is well known for its wide range of specialized products and services. These products include aircraft engines, home appliance like dyers, washers, cook-tops, and many other devices that are used in healthcare facilities (GE.com). All these products and services are based on top notch technologies. The business of GE is spread in more than 160 countries of the world. China, India, Japan, Taiwan, Pakistan, South Korea, Indonesia, Malaysia, Cambodia, Singapore, Vietnam, Singapore, Thailand, Philippines, New Zealand and Australia are only a few names. GE is present in many European, African and American countries as well (GE.com). The total task force of GE consists of 36,000 employees. GE calls them technologists instead of employees. This term does not only reflect technology orientation of GE but also gives employees a commitment with technology. It recruits people from all over the world ensuring the best return of their talent. The strategy of valuing its employees pays GE fairly well both in short and long term. Operations management is generally defined as the management of processes converting input into output. This basic definition contains vast meaning and many organizational functions are covered in this domain. The classical Economics theories identified land, labor and capital as inputs or factors of production and the output was the core product. The contemporary management literature considers man, money, media and material as inputs to the organizational processes while outputs are categorized as quality and quantity of the product. Operations management is an inevitable function in any organization (Greasley, 3) and it is the core factor determining success or

Alternative Recycling Materials For Bricks Production Construction Essay

Alternative Recycling Materials For Bricks Production Construction Essay 2.1 Introduction In this chapter, it will discuss and study into the commonly used which is conventional and traditional materials for bricks production in current construction industry, as according to Thomas (1996), currently in over the world, there got multiple types of choice in bricks manufactured from wide range of material, but yet in western world, bricks are usually produced by these common material such as fired clay, calcium silicate which known as sand lime and flint lime or concrete. Hence 3 types of commonly traditional material in term of properties and details will be highlighted in this chapter which is calcium silicate bricks, concrete bricks and clay bricks. Moreover, this chapter will also further discuss and look into several types of recycling materials which is potential for bricks production such as bottom ash and fly ash, recycled fine aggregates and sea sand and etc. In accordance to that, comparison in all aspect between the traditional and alternative recycling materials used to produce bricks will be discuss and describe in order to find out the difference in between their characteristic. 2.2 Conventional and traditional materials for bricks production 2.2.1 Clay Bricks According to Yvonne (1996), she mentioned that these clay bricks are consider as one and only most efficient materials which has been widely used in terms of their energy consumption. Clay brick can be consider as the one of the type that are most commonly used bricks and application by contractors in construction industry nowadays, in Malaysia construction these type of clay bricks in term of usage and application has to be refer to BS 3921:1895. By referring regard with BS 3921:1895, the work size dimension of clay brick had been set to 215102.5x65mm while coordination size is 225112.5x75mm, work size is consider as the actual size of brick that should conform within specified permissible deviation while coordination size provide the meaning of the size of coordinating space allocated and specified to a brick including allowances for joints and tolerances (Horng 2010). Clay bricks are mainly produced from the natural material which is fired clay that consist a wide range of different colour and textures. They can be manufactured in many different shapes, sizes and strengths, in fact in term of properties such as water absorption, suction rate and compressive strength also can be control and produce. These properties are determined mainly by the kiln, method of forming the bricks in specific shape whether by manually moulding or extrusion and also type of clay used (Thomas 1996). Basically there are three varieties of clay bricks available which are Common bricks, Facing bricks and Engineering bricks. According to Taylor (1994), common bricks are ordinary bricks which have no special claim and design to give an attractive good finished appearance and high strength, which in fact in general also consider as the cheapest bricks available. While for facing bricks are specially designed and made to give an attractive appearance which was free from imper fection that require extra rendering or plaster to the surface such as cracks. Whereas engineering bricks was consist the most highest density and well fire which are designed primarily with strong vitreous body for strength and durability, due to the more complicated process to produce these bricks hence it price also cost higher than the other types. Figure 2.1: Common bricks Common Brick Product Code: Mbc2002Common Brick Product Code: Mbc2011Common Brick Product Code: Mbc2024Source: The Matching Brick Company (1991) , viewed 15 July 2012, Figure 2.2: Facing bricks Stock Facing Brick Product Code: Mbc4006Waterstruck Facing Brick Product Code: Mbc5001Waterstruck Facing Brick Product Code: Mbc5016Source: The Matching Brick Company (1991), viewed 15 July 2012, Figure 2.3: Engineering bricks Engineering Brick Product Code: Mbc1001 Engineering Brick Product Code: Mbc1002 Engineering Brick Product Code: Mbc1008Source: The Matching Brick Company (1991), viewed 15 July 2012, Manufacturing technique for the production of clay bricks have been evolving from initially which is by hand moulded processes to modern mechanization. At present according to Bas (1999), brick productions consist of five basic stages that can be found and allocate everywhere around the world, each of the operations are interdependent and brick will follow through these stages in a way designed specifically to suit raw material used and the final product. Figure 2.4 illustrate the main stages in clay brick manufacture. Figure 2.4 General flow of materials in brick production Source: (Bas 1999, p. 5) As show in Figure 2.4, the first stage is clay preparation, during this stage when clay are being digging out, it is prepare by crushing and mixing until uniform consistency and in order to make clay suitable for brick making, it must be mixed with water so that to increase plasticity, before it is transfer toward brick moulding machine, few day resting and left alone is necessary. Bricks moulding technique is designed to suit the moisture content of clay, bricks can either be moulding through hand or machine, normally the usually used method used to increase moisture content as stated by Taylor (1994) are semi-dry process, stiff plastic process, wire cut process and soft mud process. After moulding, the brick will undergo the second stages which is Drying stages, it is carried out to let the humidity or moisture content inside the bricks to run free or escape in order to prevent the wet brick cracks inside when temperature is rapidly increase during fire, in fact the process also en ables and assist the firing temperature rises and increased smoothly without problem such gases and vapour are trapped within the bricks that are namely Bloating. Then following stage is pre-heating where the bricks are heated constantly but slowly mainly to avoid cracking, during the firing stages, the purpose is to let the brick increase in strength and decrease the soluble salt content by ensure localized melting sintering of the clay, there are 4 main processes which are clamps, continuous kilns and tunnel kilns. The last stage which is cooling stages, the bricks are stack and cooled down in kiln after fired, this stages is necessary because bricks can result in crack inside which will indirectly cause loss of strength when temperature is rapid rise and then rapidly cool down. According to Richard and Kreh (1990), all properties of structural clay product such as brick are affected by the composition of the raw material use and the manufacturing process. The important properties are strength, durability, colour, texture and absorption. In fact, each brick used in construction are required to be tested first before proceed to the next stage in masonry construction. Sadek and Roslan (2011) stated that compressive strength of brick is important as an indicator of masonry strength and indirectly brick strength become an important requirement in brickwork design. Strength is known as resistance of brick needed to increase in term of load when stress constantly appeared on it before it breaks. For the properties of durability of clay brick is much more likely to be a problem than its strength since in most situation, clay bricks are very much stronger than is required structurally (Taylor 1994). Colour and finished of the clay brick are determine by the chemical composition of natural clay and mineral which added to the natural clay, another factor that influences or affect it colour is depends on how well the temperature during firing being control in kiln clay burned period (Richard and Kreh 1990). Whereas for texture properties in bricks, it is the arrangement of particles of raw materials in brick such as hard and smooth finish should had fine f inish or texture, normally many textures can be achieve or obtained during the stiff mud process. Lastly for absorption, it may be an important property of clay bricks, since bricks that have very low absorption are invariably of high durability, Richard and Kreh (1990) argues that the water content of bricks must be correct to obtain the best result from combining of brick and mortar to form a wall. It is frequently ignored and forgot in construction which indirectly cause the strength and durability of the wall are affected. According to William (2001) Fire Bricks which is also one of the clay mould bricks which using the refractory clay to produce is consider as a special bricks which can withstand and resist much more higher of heat and temperature. The bricks are mainly application for builder to construct lining chimney shafts, boilers and kilns or for those work activities or building which require excessive resistance toward heat. Eeydzah (2010) mentioned that even though these bricks are much weaker, but compare to other the advantage is much lighter, easier to form and produce and also insulation properties is way much better than dense bricks. 2.2.2 Concrete Bricks According to Hafiz (2010), the concrete bricks are usually and one of the most used in the construction industry as wall panel and partially drains. Concrete brick are produced from a controlled mixture of Portland cement and aggregates in sizes, colours, and proportions which are similar to clay bricks that can be served as a purpose of loadbearing or non load bearing (Beall 1993). Normally these concrete bricks production need to fulfill and comply with all the appropriate requirements as stated in BS6073: Part 2 1981 specification for precast concrete masonry unit (Thomas 1996). Horng (2010) stated that the concrete is hardened by conventional water curing process or special compression method whereas BS 1180 mentioned that the minimum requirements and the classification of these types of bricks are common with sand-lime bricks. William (2001) stated there have another type of concrete brick which is different in term of material of production, instead of cement and sand, it is actually made with cement and furnace clinker or fly ash. These bricks are built into various positions in walling mainly to help and allow those especially internal housing decoration such as picture rails, skirting, serving hatches and door frame can be secured by using nailing and nailed into them. Normally the natural colour of concrete bricks are cement colour which is greyish, but nowadays pigments are allowable which then give a range of colour such as of brown and reds are produced (Yvonne 1996). Taylor (1994) also mentioned that concrete bricks BS 6073 are relatively one of the concrete brick that are recently introduced, these bricks are comprising well compacted, low workability concrete mixes of appropriate aggregates size, leading to products of high strength and durability. In fact the properties such as colour and textures can be control which can give a final appearance very similar to clay bricks, and are most important are it is free from efflorescence but due to different movement characteristic, these type of bricks are suggested not to bond with other brick types as it will affect their structural strength and dulability. 2.2.3 Calcium Silicate (Sand-Lime) Bricks According to Taylor (1994), these bricks are made by combine and blending the finely ground sand or flint and lime together uniformly in the approximate ratio of 10:1. After that the semi dry mixture is then pressed into mould in shape and cured in an autoclave for two or three hour to speed the chemical hardening. The finished of these bricks are quite natural and uniform, the colour of the bricks is darker when wet than when dry. Thomas (1996) specified that all these bricks requirements are required to comply to BS 187:1978. Beall (1993) defines that calcium silicate brick are the most widely and extensively used by contractors in industrialized countries such as Europe, Russia, Australia and United States, the main reason is because the suitable siliceous sands are more readily available compare to clay in their country, in fact it has been broadly manufactured and produces in United States in the early year of 1900s. Taylor (1994) stated that the main properties of calcium silicate bricks are: A high degree of regularity, with a choice of surface texture ranging from smooth to rustic. A wide range of colour as pigment can be added which then available to produced various type of colour Very low soluble salt content, hence is fine with efflorescence Relatively higher moisture movement compare to other bricks Compressive strength with range 7-50 N/mm2 (BS187) Good overall durability in clean atmosphere, but they may deteriorate slowly in polluted sulphur containing atmosphere. 2.3 Recycling materials for bricks production 2.3.1 Bottom ash and fly ash According to Safiuddin (2010), Fly ash (FA) and bottom ash (BA) are produces as a by-product from municipal solid waste incinerators and coal fuelled power stations, it is a highly dispersible powder which contain mainly aluminosilicare and derriferrous glassy spherical particle and irregularly shaped grains of amorphous clay, mullite quartz and unburned metamorphic fuel whereas BA consists of irregular particles that can be add up to 10-15mm in size. The chemical compositions of both ashes from same power plant are similar. Fly ash which obtained from coal combustion is frequently used in add into concrete due to cost saving by substitute the material of portland cement, the pozzolanic properties of fly ash can improve the strength of concrete which can be found during curing at 38 Degree Celsius that it greatly accelerates its contribution to the strength of concrete (Orchard 1979). Lingling, Wei, Tao and Nanru (2005) found out that fly ash can actually improves the compressive strength of bricks and increase their resistant toward frost attack whereas Cicek and Tanriverdi (2007) also realized the positive effect of fly ash on the compressive strength of bricks during his studies research. According to Kumar (2002), he clearly stated that sufficient strength which comply to the minimum requirement of bricks can be achieve in produce brick by using these fly ash hence it have potential to use as substitute of conventional clay bricks and blocks. Naganathan et al (2012) also defined that the strength of bricks increase with the increase in fly ash, in fact he conclude that bricks of good quality can be made by using bottom ash and fly ash whereby contributing to sustainable building. Figure 2.5 clearly illustrate that the evidence and application of both of fly ash and bottom ash in real construction, from here we tend to believe that both fly ash and bottom ash since years ago already is one of the waste materials that can be trusted and widely apply by other country to recycled and apply back to construction to produce various type of material such as bricks. Figure 2.5: Application of waste material in real construction. Souce : (Safiudin 2010, p. 1960) According to Naganathan (2012), there got a lot of advantages of using bottom ash and fly ash in brick making, mainly can consuming large volume of waste which then indirectly reduced the environmental problem which cause by dumping these waste in landfill and ash pond, moreover it also help enhance the properties and performance of bricks, in fact it do contribute to sustainable development and assist developers to get green building index points. 2.3.2 Recycled fine aggregates According to Ismail and Yaacob (2010), the initially and inventive use of recycled fine aggregates began and start at the end of World war II during the time when the nation of European fed problem in rubble material disposal. Which then the RILEM Technical Committee take an important steps of publishing in promoting the recycling aggregates which finally end up followed by several number of researchers around the world. In the studies research of Ismail and Yaacob (2010), it stated that brick dimension is influenced by material content and the density of constituent materials, their study focus on average brick dimension which was calculate and evaluated from 10 samples each group regarding length, width, depth, area and volume. Figure 2.6 show the summarized of average brick dimension and clearly stated and summarized that bricks with recycled fine aggregates had an uniform size and surface area similar to bricks with conventional materials. Figure 2.6 The dimensions of brick specimens Source : (Ismail and Yaacob 2010, p. 880) 2.3.2.2 Brick Density The density of brick specimen was calculated by dividing the weight with volume. In figure 2.7 stated that the density of control bricks was 2032.3 kg/m3 which mean the result of the density for brick content 50% recycled fine aggregate slightly increase 1.7% if compared with control brick. Conclusion in the figure show average density of brick by using recycled fine aggregates are much lower compare to control brick, even the most lower can be observed in brick with 100% content of recycled aggregates which reduce 3.5 % ( Ismail and Yaacob 2010). Figure 2.7 The average density of bricks with recycled fine aggregates Source : (Ismail and Yaacob 2010, p. 880) 2.3.2.3 Compressive strength The compressive strength of a material determines its load carrying capacity before stress apply on it and become failure. British Standard Institution states that the compressive of bricks should not be less than 7N/mm2 (Ismail and Yaacob 2010). The figure 2.8 illustrated the detailed result of compressive strength of all bricks types Figure 2.8 The average compressive strength of bricks with recycled fine aggregate Source : (Ismail and Yaacob 2010, p. 881) It can be seen from the figure, the result of compression strength of control brick is 12.32N/mm2 which mean the overall finding reveal that with additional of recycled fine aggregate can instantly increase the compressive strength. In the report, (Ismail and Yaacob) conclude that based on the test result, the bricks produced with recycled fine aggregates show positive result in each test and some even similar to brick with conventional natural material hence overall it can be utilized in brick mixture as good substitute for natural sand. 2.3.3 Sea Sand According to Hafiz (2010), use of river sand in Malaysia is very widespread in construction industry, in order to protect the environment of river and prevent erosion or flooding, seas sand are suggested to be one of the substitutions to replace river sand. The composition of sand varies from place to place depends in the sources and condition of the local rocks. Sand is classified as a unique raw material for construction industry due to allocation for obtaining bulk loads of sand for construction work. Sea sand has become a potential resource yet also consider as waste material which are capable to supply fine aggregates for domestic construction usage, in accordance to that, applications of sea sand is more economic by using river sand. Sea sand mostly contain more content of salinity or sodium chloride which may directly cause or affected the durability of structural if being ignored and without treated which then result in swilling, precipitation, sulfating and other adverse consequences. Hence precautions must be taken to eliminate to avoid unwanted hazard (Hafiz 2010). Rahman (2010) argues found out that sea sand contains significant à ¢Ã¢â€š ¬Ã…“impuritiesà ¢Ã¢â€š ¬Ã‚  such as magnesium and sodium chlorides which lead to corrosion in iron, in fact in past research, sea sand is considered unsuitable for construction industry because of its small size and unless the chloride content that caused rusting is extract or reduced. 2.3.3.1 Sieve Analysis Sea Sand The sieve analysis of sea sand is to determine the gradation of sea sand such as the distribution of aggregates particles, by size within a given sample. There are many types of sieves depends on different sieve size. The figure 2.9 show the analysis of sea sand that use as concrete aggregate. Figure 2.9 Average Granulometric Curve of typical sea sand used as concrete Source: (Hafiz 2010, p. 8) The figure show that percentage of passing sea sand to get 100% on sieve analysis and sieve size is quicker than other material. This happen due to sea sand is a fine aggregate that less retain in sieve size. As a basic material in brick mixture, a classification of aggregate is very important as it will affect the strength of brick, the advantages of this process ensure the size of apertures decrease in logarithmic fashion. 2.5 Summary During current situation, enormous quantities of domestic, industrial and construction waste are generated annually throughout the country, instead disposing all of them, this research and chapter is actually give an further detail and look into several types of potential recycling material which able to used as substitution or replacement of natural resources in brick productions. After go through this chapter, it can be noticed that even though many alternative potential recycling waste solid has been introduced but yet the awareness of public toward scarcity of natural resources is still very low, it proved by most of the traditional material such clay brick, calcium silicate bricks and concrete bricks are still among the favourite choices of construction industry, bulk by bulk quantities of these material are being produced which indirectly caused depletion of related natural resources. This chapter not only showed many advantages such as avoid negative impact toward environment by using the recycling waste solid to produce bricks instead of dumping them in open fields,in fact it also prove that the result and properties of brick manufactured by recycling material is comparative, some even prove more better in term of economic and strength, so why still hesitate on the choice ?

Colgate-Palmolive :: Oral Hygiene Industry

WS1 CP Paper Colgate-Palmolive has been a leader in household and personal care products. In 1991 the company planned new product launches while planning to venture into new markets (Quelch & Laidler, 2011). The company’s plan worked and now the company offers products from oral hygiene products to dish soap to dog food. This paper will discuss the company’s mission. This paper will also discuss a SWOT analysis which according to Kotler and Keller (2009) is â€Å"the overall evaluation of a business’s strengths, weaknesses, opportunities, and threats.† Mission A mission statement should be clear and thoughtful. A mission statement should also provide employees with a sense of purpose and direction (Kotler & Keller, 2009). According to Colgate (2011) the company’s mission statement is â€Å" to provide Colgate with a significant competitive advantage by reducing total delivered costs, extending technology resources and developing excellence in purchasing, logistics and sourcing processes.† The company has been successful in its mission and accomplishing its goals. Strengths Colgate-Palmolive has been a strong force in the oral hygiene industry. The company has many strengths that have contributed to the company’s success. The company has become a global leader with seventy five percent of sales coming from international operations (Colgate, 2011). The company has built strong brand recognition over the years. According to Sekar and Thomas (2008) â€Å"brand differentiation is now becoming an important tactic for combating competition in the hostile marketplace.† While price is important, brand is also an important influence for consumers (Chain Drug Review, 2010). Another influence is product positioning. Colgate-Palmolive has been successful in positioning their products in stores and displaying more skus than other brands. The company has a focus on new product development and innovation. Products range from oral hygiene products to pet foods. The company sells high margin products that they are able to produce at a low cost to the company (Datamonitor, 2011). Colgate-Palmolive’s financial strategy has helped the company to achieve great success. Weaknesses Although the company has many strengths the company does have some weaknesses. While the company remains the market leader in Ireland (Checkout, 2008), the company has experienced a decrease in sales in other European countries (Datamonitor, 2011). This decrease could be the result of less spending on advertising compared to the company’s competitors (DeSanto, 2010).

No Cell Phones for Kids

NO CELL PHONES FOR KIDS Cell phone is considered as an important thing in human life nowadays. We no longer rely on public phones that once we did. The cell phones users are not only people that come from the working class, but also children. Is cell phone really that important? There are a lot of disadvantages of using mobile phones which involves children from age six until thirteen. Some people might think that kids should have cell phones. However, I do believe that kids should not have cell phones.Health, financial and social issues are among of the topics that related with the disadvantages of using cell phones for children. Cell phones can be a distraction and used for bullying. Cell phones can be an easy method for cheating is true, too. Also, cell phones can result in sleep deprivation. Spending a lot of time for using cell phones can result in poor grades. Additionally, Phone use can hamper family interaction. Children’s health affected from the use of cell phones be cause it contains magnetic waves.Cell phones contain magnetic waves which is dangerous to human especially young children who immune system does not enough develop yet. They might suffer a severe disease such as brain cancer. Compare to the adult, the children have the potential to be affected is higher. Thus, the use of cell phones affected the children health. Also, it takes time away from children to go out and run with their friends. They prefer to play games or talk to each other by texting rather than to play outside.Another issue that related with cell phones is financial. When the parents let their children to use cell phone from the early age, they tend to get distracted and use it without any limitation. Children will not consider the amount that have to pay when they use the cell phone. Moreover, they tend to follow the latest style of cell phones. They will want to buy the latest cell phones’ design or buy the cell phone’ gadgets, without even considering t he amounts they have wasted.Therefore, cell phones have caused bad effect for financial. The most affected is children social style in terms of friendship and love. In friendship, they are likely to procrastinate when they started to text their friend. They will chit chat until the wee hours in the morning and left their school work. What make it worst is when the fall in their relationship. They will start to bring their phone everywhere and text their partner whenever they can. This irritating symptom will make their academic grades go down and