BM Case Study The Imperial Notes free essay sample

This activity reinforces the ‘story’ of The Imperial to students, helping them to be more familiar with the key events and the people involved in the case study. What do your students know about? key events: Imperial’s Position slowly deteriorated why? 49-50, All option, Chapter 2. 1 Very Important The Imperial: 1. Roger Williams established Imperial Hotel in 1906 at Mombasa, Kenya. 2. By 1920, the seaside hotel became very famous. 3. The hotel was an attractive 200-room property with a private beach and easy access to Mombasa Airport. 4. The hotel was very reputed and has a positive corporate image. 5. Grandiose (Magnificent) Architecture, high quality service, (elegant Decor) sophisticated designs and style. 6. This hotel was bought and sold several times from 1959 to 1989. 7. The imperial had five different owners. Global Properties: 1. Purchased the Imperial Hotel in 1989, by making a subsidiary â€Å"Private Limited Company† 2. It is an international investment group. 3. Its shareholders were from US, Japan and South Korea. We will write a custom essay sample on BM Case Study The Imperial Notes or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 4. GP did not wanted to be involved in the Imperial. 5. GP preferred to have it work by â€Å"A manager on Site†. 6. Profits of the Imperial may be distributed as dividends to Shareholders of GP. 7. Martin Kimathi was the manager of the Imperial under GP. Character Analysis Martin Kimathi: 1. He was born in London. 2. He was a son of JomoKimathi. 3. As a child he was a victim of racist bullying. 4. He went to university and graduated with a degree in Hotel Management. 5. He went with his parents to Kenya in the year 2000. 6. He got one of the positions as Receptionist in the Imperial. 7. After Five years he was promoted to Head Receptionist. 8. Four years after that when he was 30, he was appointed as the manager. 9. He was appointed as â€Å"Manager† of the â€Å"Imperial† in 2009. 10. He married to Kenyan girl Anima. 11. His style of leadership was Laissez-fair. 12. He believed in authorization (empowerment) and delegation of work. 13. He allowed supervisors to resolve small problems. 14. He was warm, friendly and outgoing. Question: Functions of a manager? Responsibilities of a manager? JomoKimathi: 1. He is the father of Martin Kimathi (manager-Imperial). 2. Eventually, he was grounds-keeper during the time of Williams Family. 3. Jeff Williams helped Jomo to get work permit to UK. 4. Jomo moved to London and worked rest of his career in Hotel Industry. 5. He got retired in the year 2000 and returned to Kenya. Susan Chapman: 1. The head of house-keeping when Martin Kimathi was the manager. 2. She had studied hotel management in UK. 3. She came back in 2002 and started working in 2002. 4. She was a daughter of Craig Chapman. 5. She had also applied for manager in 2009, when Martin was selected as a manager. 6. She thinks that GP had made a mistake in making Martin a manager instead of her, so she works more harder and focused than ever. 7. She was efficient, hard working and task-oriented. 8. She liked bureaucracy (administration) and a clear chain of command. 9. She had scientific approach to decision making. 10. She demanded more work from the employees and was intolerant to minor mistakes. 11. The employees found her attitude to be autocratic. 12. Manager Martin asked her to softer her leadership style and also thought that she needs leadership training. 13. She Roger Williams: 1. He was the founder of the Imperial hotel at Mombasa, Kenya in 1906. 2. He made large fortune in â€Å"Primary Sector† 3. He wanted to diversify his investment, so he established Hotel Imperial. 4. Soon, the business started facing â€Å"Financial Problems†, viz. Cash flow problem and liquidity management. 5. In 1959, Roger’s son Jeff Williams sold the family properties along with the Imperial Hotel. Jeff Williams: 1. He was a Son and heir of Roger Williams. 2. He sold the Imperial in 1959 because of political unrest in Kenya. 3. He helped Jomo to get UK work permit. Anima Kimathi: 1. She was wife of Martin Kimathi – the manager of the Imperial. Craig Chapman: 1. He was the father of Susan Chapman – who was head of House keeping at the Imperial. 2. He travelled to Kenya from Liverpool UK in the 20th Century to open and operate an orphanage near Nairobi. 3. He had a humanitarian motivation. Guthoni: 1. He is an employee in the House Keeping Department in the Imperial under Susan. 2. Susan dismissed him because of long absenteeism. KamauOnyango: 1. The owner and manager of the famous safari tour company â€Å"Kensafar† 2. Option 3:Forming up alliance with the Imperial. Time Line 1. 1906: Roger Williams established The Imperial Hotel at Mombasa, Kenya. 2. 1920: The Imperial Hotel became very famous. It had a very positive corporate image and well-deserved reputation. 3. 1950: Political Unrest in neighbouring countries of Kenya. 4. 1959:Roger’s son Jeff Williams sold the family properties along with the Imperial Hotel. 5. 1959 to 1989: The Imperial Hotel was bought and sold several times. 6. 1989: Global Properties (GP), an international investment group, set up a subsidiary â€Å"Private Limited Company† and purchased the Imperial hotel under it. 7. 2000:Jomo got retired and went to Kenya. 8. 2002: Susan Chapman started working at the Imperial. 9. 2008: Kenya experience post election violence, it was generally safe and stable. 10. 2009: Martin Kimathi was appointed the Manager of the Imperial. 11. Nov. 2013: Tension in the Imperial. One employee of Housekeeping department dismissed. Employees to go on strike in December 2013. Para 1 Primary Sector: Businesses involved with the extraction, harvesting and conversion of natural resources. E. g. Agriculture, fishing, mining, forestry and extraction. Market Opportunity:A market analysis studies the attractiveness and the dynamics of a special market within a special industry. Earlier Roger made good money in primary sector. Now he wants to use this money in some other industry (market opportunity). Means he wants to â€Å"Diversify his Investments†. Diversify Investments:In finance, diversification means reducing risk by investing in a variety of business. Now that, Roger wants to diversify earnings of primary sector and invest it in a hotel business. Financial Problems: It is when a business finds difficulty in paying off bills. Cash Flow Problems: When a business is not able to generate sufficient working capital to pay their employees, suppliers, financiers and landlords. Causes of Cash flow problems: TB pg 325 Liquidity Management: (working Capital) The business must successfully manage its current assets and current liabilities. Roger started the hotel as a sole trader. Sole Trader:A sole trader is an individual who owns his/her personal business. Corporate Image: Para 2 Roger sold its business, and then on the Imperial was bought and sold for several times. Para 3 Global Properties, an international investment group, set up another PLC and purchased The Imperial Hotel under it. Private Limited Company: 1. It is a company that cannot raise share capital (money) from the general public. 2. Instead, shares are sold to private family members and friends. 3. Shares in private company cannot be traded without the prior agreement from the Board of Directors, so that directors can maintain overall control of the business. 4. Advantage: Owners have greater control over the business. Cheaper to set up PLC. Limited Liabilities. Break-Even Quantity: Pg. 558, 559 Learn Whole Break Even Analysis. 1. It is a level of output where total cost equals total revenue. Margin of Safety: Pg. 560 Learn whole topic 1. It measures the difference between a firm’s sales volume and the quantity needed to break-even. 2. i. e. It shows how much demand for a product exceeds the break-even quantity. 3. The larger the positive difference between Sales output and BEQ, the safer the firm will be in terms of earing profits. 4. Positive margin of safety: Firms makes profit 5. Negative Margin of Safety: Firms makes a loss 6. Formula: Level of demand less (-) Break-even quantity. Para 5 Performance Related Pay: 1. It rewards employees who meet certain goals like sales targets, successful completion of a contract. 2. The goals achieved are evaluated and reviewed in Performance Appraisal Meeting. 3. It is a little more flexible than profit-related pay. 4. Types of Performance related pay / Advantages / Disadvantages: Pg. 248 Para 6 Limited Budget: 1. It is a plan that shows how much money an organization expects to earn and spend during a particular period of time, and how it will spend its money 2. A budget is prepared in advance, usually on a monthly, quarterly or annual basis. 3. Importance of budget:pg. 334,335 / Types of budget:pg 335 Box 3. 44a / Limitations of Budgeting: Pg. 336,337 Trend: 1. Trends involve looking at the statistical analysis of historical data over a selected time frame and charting the progression. If the data suggests consistent increases, decreases or even constancy or flatness, there exists a trend. Businesses of all sizes use this kind of data to help predict the future or help shape strategic decisions Secondary Market Data: 1. It involves the collection of data and information that already exists in another form viz. Internet, newspaper, journals. 2. Ad: It is cheaper and faster to collect because it is already available. 3. Dis. : The data and information can be outdated and the reliability of the source might be questioned. Marketing Audit: 1. It refers to a systematic examination and review of the current marketing position of an organization in terms of its strengths and weaknesses. 2. The audit examines internal and external issues: Pg. 407 Para 7 Profit Centres: 1. A profit centre is a department or unit of a business that incurs both costs and revenues. 2. A manager is responsible for the profit centre, including having to produce an independent profit and loss account. 3. Each profit centre is responsible for contributing to the overall profits of the business. 4. Having profit centres allows a firm to spot the areas that generate the most and the least revenues. 5. Advantage Drawbacks: Pg. 552 Preparation of Final Accounts: 1. Final accounts are the annual financial statements that all limited companies are legally obliged to report. These include the Trading Account, Profit and Loss Account and the Balance Sheet. 2. Purpose of Final Accounts / Users of Final Accounts: Pg. 344 3. Trading Account Profit and Loss Account; Pg. 345,346,347,348,349. 4. Final Accounts: Pg. 350,351,352,353,354. Para 8 Problems of Human Resources: 1. Recruitment: 2. Training 3. Safety 4. To resolve Staff Conflicts Para 9 Leadership Style: Pg. 219 1. Management and leadership style refers to the ways on which decision makers behave or reveal their behaviour. 2. Types of Leadership: Autocratic (Susan) Laissez-faire (Martin) An autocratic leader or manager is one that makes all the decisions and prefers not to delegate any responsibility. Laissez-faire leaders and mangers are who allow the subordinated to make their own decisions and to complete tasks in their own way. This style is appropriate when the workers are unskilled and depend on directions and instructions of the leader. This style is suitable in business or situations where creative ideas are important. One drawback is that the opinions and suggestions of workers are totally ignored. One key limitation is that coordination and decision making can be time consuming since there is lack of supervision or direction. This style can cause dislike amongst employees who want to be part of the decision making process. This style can cause high level of motivation as staff may feel trusted and highly valued by their employer. Democratic : A democratic leader is one who prefers to involve employees in the decision making process. Managers and leaders consult staff and consider their views before taking final decisions. The main limitation of this style is that it can delay decision making because more people are involved in decision making. This style motivates the employees. Bureaucracy: Pg. 190 1. It is the execution of tasks that are governed by official and administrative and formal rules of an organization. 2. Bureaucracy organization are characterised by prescribed rules and policies, standardised procedure, and formal hierarchical structures. 3. It is often associated with the concept of RED TAPE i. e. excessive administration, paperwork and formalities. Accountability: Pg. 180, 189 1. It describes the extent to which a person is held responsible for the success or failure of a task. 2. Accountability allows senior managers to have better control over the running over the business. 3. Those who achieve their targets are recognized. 4. Those who fail to achieve their targets can be clearly identified and held accountable for their mistakes. Chain of Command: Pg. 189 1. The chain of command refers to the formal line of authority through which orders are passed down in an organization. 2. There are two types of chain of command: Short chain of command: They have less layers in firms that have flat hierarchical structures. Long chain of command: They have many layers in firms that have tall hierarchical structures. Empowerment: Pg. 250 1. Empowerment involves granting workers the authority to be in charge of their own jobs and to execute their own ideas. 2. Subordinates have some autonomy in decision making and can decise for themselves the best way to deal with a task or a problem. 3. Empowerment boosts motivation. 4. Empowerment can only be successful if the workers have adequate skills and have received the necessary training to independently tackle given tasks. Delegation: 184, 189, 253 1. As manager is not able control all aspects of the business. Hence, passing on of control and authority to others is called delegation. 2. It involves the manager assigning and empowering staff to complete a task or project but holding them accountable for their actions. 3. The responsibility still remains with the manager. 4. Effective Delegated tasks must be S_M_A_R_T_E_R Para 10 Autocratic: Done Appraisal: Pg. 159, 177 1. It refers to the formal process of evaluating the contributions and performance of an employee, usually conducted through observations and an interview with the appraisees manager. Para 11 Absenteeism: Pg. 175 1. It measures the percentage of the staff absent from work in a particular time period. 2. A low rate of absenteeism means staff are motivated to work. # 3. A high rate of absenteeism means staff are deliberately avoiding coming into work. 4. High absenteeism means productivity or work suffers and rising costs. Dismissal: 164, 177 1. Dismissal means the termination of a workers employment due to incompetence or a breach of contract. 2. Reasons of Dismissal: Incompetence: lack of ability, qualifications or effectiveness required to carry out the job. Misconduct: unacceptable behaviour viz. late at work, harassing other employees. Gross Misconduct: viz. theft, fraud, drunk at work. Legal Requirements: If the employee does not have the necessary skills or requirement for the job, then the employer can legally dismiss the worker. Strike: Pg. 273 1. This refers to the refusal of employees to work. 2. Strike is the result of major industrial unrest viz. pay disputes, serious complaints. 3. Strike can only be counted as official if it has the backing of majority of members of trade union. 4. Workers carry out strike action in the hope that an agreement with the management can be reached. External Environment: Pg. Strategic Decisions: Pg. Option 1: 1. To close the Imperial for one year for renovations and make a premier hotel. 2. He found that the Imperial has reached to its Decline Phase of its product life cycle. To rebuilt the entire hotel. To introduce the new hotel with new Brand Name 3. Martin sketched two approaches for Human Resources Strategic Plan: Approach 1: Up-skilling the existing workforce. 1. Emphasis on Internal Recruitment 2. Strong emphasis on training and development. 3. No concern about staff retention rate, as most employees would be Kenyan. Approach 2: Building a new global workforce: 1. Emphasis on External Recruitment 2. Little emphasis on training and development. 3. Major concerns about staff retention rate, as most of the employees would be international. Option 2: 1. To convert hotel rooms into self-contained apartments with small kitchens. 2. Marketing audit revealed that: there is increasing demand for such apartments. very few hotels offers such apartments. the market is small market has high growth potential. 3. Fixed cost and variable cost would decrease. 4. Under workforce planning: Housekeeping staff will be reduced by 70%. Option 3: 1. To make alliance with the famous safari tour company Kensafar. 2. Kensafar would take 20% commission for all hotel guests booked through them.

Why cant human dive us deep us other diving animals essays

Why cant human dive us deep us other diving animals essays When a diver dives deep for a period of time, breathing regular compressed air, a certain amount on nitrogen will be dissolved in the blood. If the diver comes back up to the reduced pressure of the surface too quickly, small bubbles of nitrogen will form in the blood stream. This is called "the bends" and requires the person to spend some time in a decompression chamber to gradually reduce the pressure and allow the nitrogen to escape the body. Some animals goes down much deeper then we do, so how come they don't get the bends are die from the pressure? Like some seals and whales that could go 10 times deeper then us and comes back to the surface 10 times faster. How come they don't suffer from this? Researchers had found that deep diving animals rely far less on air stored in their lungs and far more on oxygen stored in their muscles. Their muscles tend to hold unusually high concentrations of myoglobin. A myoglobin is a protein that picks up life-giving oxygen from the blood and stores it for later use in providing usable energy for muscles by oxidizing sugars. Humans on the other hand rely on only their lungs and the compressed air in their tank for diving. The myoglobin in the humans carries much less oxygen. Matter of fact we store very few of our oxygen in the myoglobin, we store the oxygen in the lungs and use the oxygen for the myoglobin when we need to use it. When the seal ascend the lungs collapse rapidly, keeping large amounts of nitrogen from entering the blood. The collapse of the lungs halts the flow of all atmospheric gases form the lungs into the bloodstream. They also prevent the flow of oxygen into the blood. When this animal does deep dives, the muscles are working much harder than any other organ. It will carry their own supply of oxygen in the form of myoglobin. Deep diving animals' stores 47 percent of its overall body oxygen in its muscles, the rest is circulating through the blood and lungs....

PROGRAMMING AND CULTURE IN ARCHITECTURE WAY Assignment - 1

PROGRAMMING AND CULTURE IN ARCHITECTURE WAY - Assignment Example The outdoor spaces and areas such as the porches, decks and gardens are also an important element in the design of the house. They speak the importance of the outdoors lifestyle of the Eressos community. The superfluous elements identified in the design of the house included the fitting of air conditioners. The house will be designed in a â€Å"green† manner to enable plenty of airflow during the warm summer periods. Unnecessary resource in the bathroom will be minimized as these are superfluous. The bathroom will be compartmentalized, instead, in a manner that will still provide functionality and privacy. Based on what I have read about Eressos, I would consider housing design in other contexts as being innovative and creative. The use of other materials besides stone in construction is quite creative and less costly. Such materials include bamboo that not only construct good houses but whose use also helps in the conservation of the

Case study Example | Topics and Well Written Essays - 500 words - 19

Case Study Example Some of the critical symptoms include appetite loss, weight loss, dulled mental ability, increased cough, hemoptysis, a history of lung cancer and tobacco abuse, wheezing, and muscle weakness. Apart from the abnormal figures obtained from the examination of the patient, there are other abnormal laboratory results. For instance, such patients also have levels of glucose that are above normal (hyperglycemia) with levels of sodium in some cases being below normal (hyponatremia) (Aladesanmi et al., 2005). Based on the presenting symptoms, laboratory findings and radiographic evidence, the patient’s diagnosis is lung cancer with hypercalcemia as a complication. The patient had elevated levels of PTH-rP which has been associated with shortened survival times. Additionally, another study revealed that hypercalcemia-leucocytosis syndrome is associated with paraneoplastic syndrome which is an indicator of poorer outcome in patients of lung cancer (Hiraki, et al., 2004). Therefore the prognosis is grave. The girl is suffering from Vitamin D deficiency which has resulted in rickets. According to Berman (2002), children who presented to the hospital with a deficiency of Vitamin D often have stunted growth with bow legs. In some cases, such patients will have a history of having the disease within their family. The laboratory test revealed that the girl had abnormally low levels of calcium in her blood (hypocalcemia). The patient has a history of taking mil, and this eliminates the possibility of the cause of the hypocalcemia being dietary. The follow up laboratory tests on 25-hydroxy Vit.D and 1, 25 dihydroxy Vit.D were to evaluate the amount of these substances in blood. These substances particularly 1, 25 dihydroxy Vit D is responsible for regulation of blood calcium levels (Children’s health, 2010) . It does this by stimulating the absorption of calcium from the intestines.

Leadership and Management in Nursing Care Delivery Models

Leadership and Management in Nursing Care Delivery Models A care delivery model is an integral component for delivering patient care. Nursing care delivery model is a way of organizing at the unit level to facilitate the delivery of nursing care to the patients (Tiedeman Lookinland, 2004). Organization of care is a key factor that determines quality of nursing care (Tiedeman Lookinland, 2004). Various types of care delivery models have been designed to meet the goals of efficient and effective nursing care While many different care delivery models are practiced in the wards and departments of the acute care hospital that I work in, it is beyond the scope of this paper to discuss them all. In the 20 bedded medical oncology ward that I work in, nursing care delivery is organised into team and primary nursing. Six beds are allocated to transplant patients. One registered nurse is assigned to be the primary nurse of three transplant patients each. The other fourteen patients are split between two teams of nurses. Each team has a registered nurse, an enrolled nurse and a patient care assistant. Thus, this paper is concerned with these two modes of organization of care. An overview of primary and team nursing models of care will be presented. Thereafter, the experiences of nurses involved in the delivery of care using these models of care will be discussed with regards to job satisfaction and quality of care. Description of Care Delivery Model Primary Team Emerging in the United States in the1960s, the primary nursing model involves patients being allocated to individual nurses (Tiedman Lookinland, 2004). One registered nurse is allocated a number of patients for whose care this nurse is accountable during the patients hospital stay (OConnell, Duke, Bennett, Crawford, Korfiatis, 2006; Tiedman Lookinland, 2004).The nurse-patient relationship is the backbone of primary nursing. The primary nurse collaborates with other health team members, the patient and family to continually assess, plan, implement, and evaluate the patients nursing care (Reed, 1988; Sellick, Russell, Beckmann, 2003; Tiedman Lookinland, 2004). When the primary nurse is unavailable to provide care, associate nurses follow the plan of care developed by the primary nurse, unless a change in patients condition necessitates a modification of the care plan, so as to maintain the continuity of care for the patients (Tiedman Lookinland, 2004). Team Nursing Implemented in the 1940s as a response to the nursing shortage resulting from the World War II, team nursing is based on the premise of collaboration and division of responsibilities for the nursing care of patients (Tiedman Lookinland, 2004). In team nursing, nurses and ancillary staff with different levels of education, skills and licensure are assigned to teams and each team provides total nursing care to the patients assigned to that team (OConnell et at., 2006; Tiedman Lookinland, 2004). Leadership for each team is provided by a team leader, who is an experienced registered nurse responsible for planning and supervising the provision of nursing care for patients cared for by team members. The team leader has overall accountability for coordinating the nursing care provided, while the team members are accountable for completing their assigned tasks and for documenting the care delivered (OConnell et at., 2006). Nursing Staff Job Satisfaction Primary Team One of the most important gains of primary nursing for the nurses interviewed was more contact and enhanced relationships with patients. One nurse said, I know more about each of my patients and do not constantly have to get to know new ones. These views are consistent with Mccleod and Stellas (1992) study where nursing staff on medical and surgical wards were asked what they liked about primary nursing. Participants liked the enhanced relationships and collaboration with patients and other members of the healthcare team. To be able to take care of the same patients day after day was greatly appreciated by the nurses interviewed. This continuity of care led to the development of good relationships between the primary nurse and the patient as well as with relatives. This is an aspect that the nurses found increased their levels of job satisfaction (McCleod Stella, 1992). Primary nursing facilitated an in-depth knowledge of their patients and as a consequence, the nurses felt more able to act as a patients advocate. Nurses verbalised they had additional responsibility and accountability as all duties and responsibilities in taking care of a patient for his or her duration of stay is delegated entirely on a single nurse. The primary nurses interviewed perceived that they had the authority to make clinical judgments and decisions for the benefit of the patient. Their use of phrases such as freedom from control by others, ability to plan and organize the workday, using knowledge to make decisions and advocating for the patient described autonomy. Autonomy refers to the ability to act according to ones knowledge and judgment, providing nursing care within the full scope of practice as defined by existing professional, regulatory, and organizational rules (Gagnon, Bakker, Montgomery, Palkovits, 2010). The nurses noted that through practicing primary nursi ng, their autonomy was increased. There is a substantial body of evidence indicating that nurses perceived autonomy is linked to job satisfaction. A study by Melchior, Halfens, Abu-Saad, Philipsen, van den Berg Grassman (1999) investigated the effects of a primary nursing care delivery system on the work environment among nurses working in long-stay psychiatric care settings. Results showed that as a result of primary nursing, the nurses found more autonomy in their work and thus experienced increased job satisfaction. Similarly, Macguire and Botting (1990) analysed the perceptions of nursing staff, following the introduction of primary nursing into an acute medical ward for elderly people. Nurses reported better communication, improved relationships and increased responsibility after implementing primary nursing. It appeared that both increased autonomy of practice and increased knowledge of specific patients, coupled with a greater continuity of care, gave nurses a high level of satisfaction than did previous meth ods of care delivery (Macguire Botting, 1990). On the downside, some nurses commented that working in a primary care system tends to be isolating and this proved to be particularly difficult when they were looking after a critically ill patient. These experiences mirrored those reported by nurses in the study by Manley, Hamill, and Hanlon (1997). Team Nursing Nurses practicing team nursing commented that working as a team was a lot better, because then they can have somebody else backing them up. According to OConnell et at. (2006), working collaboratively with team members serves to enhance job satisfaction, as many find this to be a learning experience that utilizes the expertise of each team member. This was supported by Rafferty, Ball, and Aiken (2001) who demonstrated that nurses who report a higher level of teamwork are more satisfied with their jobs, plan to stay in them, and are likely to experience less stress. However, enrolled nurses and the patient care assistants interviewed added that they felt the staff nurses were spending too much time with medications and writing reports while they were left to do the heavy manual work. A similar finding was demonstrated by OConnell et al. (2006). In this study, both registered nurses and enrolled nurses felt that the team-nursing model sometimes involved an uneven and unfair division of tasks that overburdened some nurses. The medication responsibilities of registered nurses within the team-nursing model imposed excessive demands on enrolled nurses as they were left with meeting the hygiene needs for the patients in their group without assistance. These tensions led to a decrease in job satisfaction. Quality of Care Primary Team The nurses interviewed felt patients were more satisfied when primary nursing was in place because they received individualized care as a result of continuity and coordination of care. Primary nursing has led to the nurses having a better knowledge of the patient. Nurses pointed out that primary nursing enabled them to know each patient more closely. One nurse remarked, I know my patients like the back of my hand. Therefore, it was easier to find out what each patient needed and to meet those needs appropriately. Jenny and Logan (1992) suggest that greater knowledge of the patient is linked to the increased likelihood of picking up subtle changes in the patients condition. In addition, Perala and Hentinen (1989) found that through primary nursing, doctors received information about patients that was more exact and relevant because nurses knew their patients better. This enabled nurses to provide more applicable and effective patient centred nursing care. In response to this therapeut ic relationship, the patient feels more secure about and satisfied with nursing care (Jenny Logan, 2000). The nurses views were supported by the findings of Radwin (2000). In this study conducted over a 3-year period, oncology patients were asked to identify qualities of nursing care that were important to them. Professional knowledge, joint decision making between the patient and the nurse, individualized treatment plans, promptness to addressing individualized needs and continuity of care were some aspects of care delivery that were identified. Team Nursing Nurses interviewed said that since staff was supervised more closely, the likelihood of missing things out was low. This, they felt, resulted in patients receiving better care. This sentiment was echoed by the nurses in OConnell et al.s (2006) study. Moreover, nurses added that the patients benefitted from the combined skills of the team. According to the study by Cioffi and Ferguson (2009), team nursing made a difference to patient care as it was patient-oriented, all the nurses in the team were familiar with the patients receiving care, care was more complete as things were missed less often and staffs were supervised more closely. This resulted in patients receiving better care. In conclusion, providing care to a group of patients require nurses to be more efficient and use their time more effectively. Nursing care delivery models facilitate this. This paper has provided an overview of primary and team nursing care delivery models. The experiences of nurses were discussed with regards to job satisfaction and quality of care in the two models. Literature supporting the nurses experiences was then explored.

Virginia Woolfs Mrs. Dalloway :: Woolf Mrs. Dalloway Essays

Mrs. Dalloway Selection: "How many million times she had seen her face, and always with the same imperceptible contraction! She pursed her lips when she looked in the glass. It was to give her face point. That was her self-pointed; dartlike; definite. That was her self when some effort, some call on her to be her self, drew the parts together, she alone knew how different, how incompatible and composed so for the world only into one centre, one diamond, one woman who sat in her drawing-room and made a meeting-point, a radiancy no doubt in some dull lives, a refuge for the lonely to come to, perhaps; she had helped young people, who were grateful to her; had tried to be the same always, never showing a sign of all the other sides of her-faults, jealousies, vanities, suspicions, like this of Lady Bruton not asking her to lunch; which, she thought (combing her hair finally), is utterly base! Now, where was her dress?" (37). Discussion: The 'diamond' metaphor in the preceding passage is striking and fresh. A diamond is clear but not transparent; it attracts light, yet reflects and refracts it. The diamond possesses many sides but is organic, one whole thing. When Clarissa is 'in the world,' she draws "the parts (of herself) together," she is whole and unified but doesn't show "the other sides of her," as though the social side of Clarissa takes precedence; all others are part of her being but the side she presents to the world best represents the whole. Amazingly, she is aware of this process and one gets the feeling that Clarissa feels that this one-pointed unification represents her at her best, her strongest, and her most real. The diamond is a metaphor for a certain type of human consciousness. The diamond and it's qualities of clarity and many-sided wholeness are alluded to in several places in Mrs. Dalloway. Peter Walsh talks of his own life in terms of holding something in his hand: "The compensation of growing old...[is that] one has gained...the power of taking hold of experience, of turning it round, slowly, in the light" (79); This quote speaks of both satisfaction and detachment.

Do Soap Operas reflect life in the 21st Century? Essay

Soap operas are very popular. All ages watch soaps, from young children to retired grandparents. People are interested in soaps because they reflect life in the 21st century. They reflect life in the 21st century by making the characters seem real and by making he setting like an average town or part of town. I think that soaps are popular because they offer a chance for people to escape from the real world. Soaps make peoples problems seem small. People think that their problems can never be as bad as peoples problems in soaps because characters in soaps have such extreme problems which makes people feel a little better about themselves. Another reason that people like soaps is because it conveys society in a dramatic way, they cut out all of the small talk and everyday routines which nobody is interested in. Most people are interested in other peoples business and know that soaps aren’t real. The way soaps are made give it some reality so watching soaps is the same as knowing other peoples business but soaps mix the extreme with everyday life. As the soap characters problems are dramatic and usually major, people become absorbed into the story and soaps usually finish with a cliffhanger, which leaves you with half a story so that you will have to watch the next episode(s) to find out how the story ends. Soaps have many different characteristics, which are peculiar such as the fact that the show is ongoing; the only repeats are on channels such as UK gold. The characters have peculiar characteristics too. The characters are extreme. They are extremely nice people in soaps and then there are evil people. The characters also forget things very quickly. Things that happened two months ago aren’t mentioned now. Soaps are like a microcosm, the problems are bigger than usual and more focused on. The characters problems are also never ending, as soon as one ends another begins or a new problem arises at the worst possible time. Compared to a drama there are no central characters, a few peripheral characters, and the setting is always the same, there is no travelling outside the setting. I think that soaps for fill a social purpose because when people watch sops they know that they don’t want some of the things that happen on soaps to happen to them. People may subconsciously receive messages about life, for example teenage pregnancy. If a teenager has seen the consequences of unsafe sex perhaps they won’t make the same mistake. On the other hand people may think that things that happen in soaps can never happen to them. The language in Eastenders tries to be realistic. Because it is a soap this is impossible to make it the same as real life speech. The reasons for this are time and the fact that it would make the soaps boring. People in soaps don’t talk about the weather because it’s not what people want to hear. Characters in soaps don’t stutter or hesitate because it wastes time as there is only half-hour to squeeze everything in. Characters don’t swear as much as they would in real life because of the time it is shown. The way soaps try to be realistic is by using some slang, having background noise and the use of accents although some accents are obviously put on, It also isn’t very realistic because speech is very structured. Everybody has immediate responses in soaps and that isn’t how the real world works. Different soaps are aimed at different people but generally speaking soaps are aimed at teenagers and families. I can tell this because of the times soaps are shown at, the characters in soaps and the issues in soaps. There are all sorts of characters in Eastenders and issues about teens and about adults. It is on after people get home from work but before children go to bed. This information shows that Eastenders is a family soap. Soaps change with the times so I can see changes in soaps in the future. Soaps change because the world changes. The big issues in the world are reflected in soaps so as the world’s problems change, soaps change. Soaps can also teach us morals such as things can only get better. Characters in soaps are strong teaching us to be strong. When bad things happen to bad characters its showing us that people get their just desserts. I think that soaps can’t really affect our lives unless you are easily influenced but it can affect our lives in the way I mentioned earlier. It can make us more aware of problems and make us not want to be in that situation. Since working on this my attitude towards soaps has changed a little. I’m not a big fan of soaps but doing this essay has made me a little interested in soaps. This may be because I’m more aware of what goes on in soaps. In my opinion soaps do reflect life in the 21st century because they have the same problems as real life people but it isn’t realistic because if it were too real people wouldn’t be interested. This is why the characters are more extreme and why there are a lot more problems for one character than in real life.