Swot Analysis of Hospital Coursework Example | Topics and Well Written Essays - 750 words

Swot Analysis of Hospital - Coursework Example The medical clinic has a ton of qualities that has seen it extend and climate diverse cruel occasions to in any case be pursuing 100 years its origin. The way that it has been around for every one of those years is a quality. The emergency clinic additionally has an enormous limit with respect to a network medical clinic. Its different qualities incorporate an accomplished and learned staff, its area in suburbia, the utilization by a clinical school as its exploration office and new administration. Sadly, a portion of its qualities are additionally its shortcomings. These incorporate its old staff, its area in suburbia and its extremely old offices. Different shortcomings experienced by the medical clinic incorporate obsolete administration and tasks frameworks, a crisis division (ED) with escape clauses permitting individuals to abuse the emergency clinic that channel cash from the clinic lastly a unionized staff that appears o be quicker on completing their short moves as opposed t o taking care of patients. The clinic has a great deal of chances to misuse. These incorporate the way that it is utilized by a college for its exploration can pull in assets for research and another administration to redesign things. Different open doors remember change for portrayal and jobs of staff, making projects to provide food for less advantaged individuals from the network, they have ability to develop and be greater and increment beds and a chance to consolidate the historical backdrop of the medical clinic and present day offices to draw in top of the line customers. Starting at now, the clinic has a great deal of dangers. First is the connection between the old specialists and individuals from the board. The hospital’s helpless administrations and awful exposure can likewise prompt it being closed down, the absence of inspiration by staff prompting helpless administrations is additionally a danger, as is the outlook of the vast majority of the staff. Different da ngers incorporate negligible training by most staff and the hesitance to acknowledge change by the entire emergency clinic network, leaving the medical clinic decades back in the arrangement of social insurance administrations. The hospital’s qualities can really help get it in the clear. The accomplished staff has had loads of training with a few unique cases that youthful doctors have not. Accordingly they can help the more youthful doctors by managing them. The medical clinic is exceptionally old and the way that it is as yet standing can be utilized by the administration to pick up trust from patients. Moreover, individuals of the more seasoned ages may have some connection to the medical clinic, subsequently stay faithful to it. The obtaining of the clinic by the college implies infusion of assets and current innovation to the medical clinic. The new administration carries with it unique and current thoughts on the best way to run the office to meet the advanced day†™s wellbeing challenges. The way that the medical clinic is situated in suburbia implies that they can offer types of assistance explicit to the individuals from suburbia and its environs so as to draw in more customers. The oldness of the clinic and its present money related burdens may imply that the emergency clinic probably won't have been kept up well or even at all throughout the years. In the event that the structure is broken down, a few sections not working or its hardware are obsolete, at that point it won't have the option to adapt to the arrangement of satisfactory consideration to patients. That the staff is likewise comprised of elderly individuals who demand utilizing obsolete techniques to run the emergency clinic is additionally a factor that has pushed it to the edge of total collapse. Throughout the years the executives

Assignment - Responses to Art Essay Example | Topics and Well Written Essays - 750 words

Task - Responses to Art - Essay Example Among the forerunning specialists who built up a general public of impressionists known as â€Å"Cooperative and Anonymous Association of Painters, Sculptors, and Engravers† (in English) were Claude Monet, Pierre-Auguste Renoir, Camille Pissarro, and Alfred Sisley every one of whom further resisted customs by setting up free workmanship displays of their own. The term ‘Impressionism’ given for such style or strategy for fine art really started from the idea of Monet’s painting in 1872 entitled â€Å"Impression, Soleil Levant.† In its encouraging as an insurgency in the field of craftsmanship, Impressionism was mechanically supported through the development of pliable lead paint tubes during the 1840s. So also, a more extensive scope of hues had been presented upon the logical disclosure of new colors which empowered the impressionist painters to turn out to be increasingly adaptable and think about various points of view on delineating light or the g hastly part of the picture being created. Also, the advancement of photography just as new printing methods upgraded the nature of making and replicating impressionist pieces (Denvir). In the end, these advancements showed up in various works, denoting a development which can be broadly seen in the structures of other conspicuous impressionist painters, for example, Paul Cezanne and Vance Kirkland. Despite the fact that a part of Cezanne’s attempt in â€Å"The Card Players† reflects transient effect of light and shading, the reasonable weight dispensed between its solid and theoretical visuals and the general striking quality, essentially lessening the work’s fleeting impact, by and large add to a ‘Post Impressionist’ personality. Rather than utilizing a traditional hallucination, Cezanne describes his structure to the ideal inside the space of vagueness where he can deftly look for or find expected normal request. Accordingly, the balance showed by the container arranged between the players portrays reasonable dispersion of request among huge articles in space. The two men who face each other over the table in comparable positions and some level of shade contrasts seem to give a general face under harmony. Their strong structures which resist the painting’s conceptual substance to the point of direct acknowledgment have been applied after a post impressionistic idea on shading degrees in innovative relationship to human component. Then again, in the theoretical impressionist sythesis of â€Å"Explosions on a Sun 70 Billion Light Years from Earth†, Kirkland shows his craftsmanship on using â€Å"dot style† by consolidating the comparative standards of Australian native dab workmanship and Pointillism. His work vivifies the general topic ‘explosion’ through brush strokes that are attempted to create circle sprinkles and spots in relative sizes whose fundamentally splendid difference against the remainder of the more profound or less lighter shades is spread at the painting’s focus to extend the rise of a blasting activity. Kirkland’s workmanship piece portrays dynamism also in the way unpredictable lines and bends are rendered to stream in a few ways crediting how ‘explosion’ at the substance of the sun might be envisioned with power and rough movement. A blend of red, orange, blue, yellow, and green in differing degree all through the piece naturally shows the

Personal Goals :: essays research papers

At the point when I consider moving on from school, I see somebody who is 22-years of age. At the point when I was 22 years of age, I had seen a larger number of things than I want to recollect. I had quite recently left the Air Force where I was a surgeon in the main Gulf War. I invested a large portion of my energy in the Labor and Delivery unit of the base emergency clinic. I cherished helping with the introduction of a youngster. My time spent in the Labor and Delivery unit was the most great and compensating experience. Before I left the Air Force, I began taking school courses moving in the direction of a bachelor’s qualification in Nursing. My fantasy was to acquire a Master of Nursing degree in Midwifery. As a Certified Nurse Midwife I could think about pregnant ladies and assist them with bringing their children into this world. Complete My Degree At the point when I left the military and came back to Austin, I kept on pursueing a Nursing degree, however got diverted school life. That would be the gathering side of school life. I was not centered around my investigations. I started a remunerating profession by some coincidence. I sold significant distance telephone utility for MCI as low maintenance work. Over a brief timeframe I was being advanced over and over. In the long run, I abandoned school since it didn't appear I required a degree to excel. While I took in a lot through hands on preparing, I never felt like I had a total comprehension of my field. I had unearthed a profession in Information Technology and notwithstanding my absence of formal preparing, I kept on substantiating myself and to develop my vocation. I have since discovered that I appreciate the Information Technology field without a doubt and might want to finish my degree in Business/Information Systems as opposed to nursing. Find out About Business and Information Technology In spite of my movement to a senior level in my field, there are still parts of my field that I don't completely comprehend. I have exceeded expectations as a Business Systems Analyst for a long time; be that as it may, I plan to study business to assist me with bettering comprehend the necessities of my colleagues. I additionally plan to become familiar with the numerous aspects of Information Technology so I can start to advance toward vital arrangements improvement. Rest easy thinking about Myself I have consistently felt horrendous about leaving school. I trust it was the correct activity at the time since I was not paying attention to it however I have consistently lamented stopping.

Immigration law Essay Example | Topics and Well Written Essays - 1500 words

Movement law - Essay Example By the by, despite the fact that Article 8 gives the rules to human rights, it likewise stresses the wellbeing of the kids. Nonetheless, surveys of adolescent enactments of numerous nations around the globe uncover that few countries neglect to make sure about the eventual benefits of their youngsters. The situation of the UK courts according to case law and enactment In ZH (Tanzania) v Secretary of State for the Home Department1, the court held that at whatever point guardians are confronted with extradition, the specialists need to consider the eventual benefits of the youngsters particularly where the kids have UK citizenship. By considering the situation of youngsters for this situation, Lord Baroness made judgment that was in accordance with Article 8 of ECHR. For this situation, a mother of two claimed in an official courtroom in the wake of dealing with expulsion indictments which could likewise influence her two kids who were British residents by birth. Despite the fact that the mother had accomplished refuge in the UK unlawfully, the court held that evacuating her eventual lopsided as it would disregard the rights presented to the youngsters in Article 8. Numerous legislatures are by and by considering changing their movement administers so as to have an away from structure in regard of a child’s wellbeing in any evacuation case. Remarkably, the interests of a kid as indicated by Moreham are dealt with where a youngster is permitted to stay with the guardians if there should be an occurrence of leaving the country.2 However, where a kid is conceived in a nation wherein the guardians are not domiciled and the state wishes to evacuate the guardians, at that point the kid can be conceded brief remain dependent on conditions that best serve intrigue, for example, instruction or wellbeing. In Britain, for a kid to be conceded perpetual living arrangement after removal of the guardians, Thym sees that such a kid more likely than not been an inhabitant for at the very least six years.3 The situation of the UK and the rules utilized in releasing its obligations and proportionality in assurance of minors Under the UK movement laws, the interests of youngsters must be dealt with and in this way any British court ought to build up the sensibility of moving a kid to another nation. The UK migration Act 1971 forbids evacuation of British residents. In any case, in a circumstance where a non-resident parent is strongly expelled and chooses to move with the kids, at that point the youngsters will have no alternative however to move with the parent. By and by, these kids stay British resident by prudence of birth, yet in addition since they have been occupant of UK over the span of their lives. Disappointingly, such kids won't appreciate the benefits of developing in their own way of life and in this way in completing proportionality appraisal, the British legitimate framework underlines that the wellbeing of a kid must stay a key thought . Where enthusiasm of a kid is exceeded by different contemplations and in a circumstance that requests severe adherence to movement controls, Lord Hope contended that moving youngsters to another nation would be commensurate to causing them to lose the advantages of UK citizenship for the remainder of their lives. Irrefutably, there is a following pressure between arrangements of ECHR and how the European Court of Human

My Favorite Cousin free essay sample

My Favorite Relative Who is your preferred family member? Numerous individuals have family members that they like and abhorrence. In my circumstance I like every one of my family members, yet the one that I like the most is my cousin Andres. My cousin is amusing, accommodating, and clever. The principal thing that I like about my cousin is that he is entertaining. A great deal of people that realizes him may not comprehend his jokes or the amusing thing that he says. Notwithstanding, so as to comprehend the interesting things that he is stating you need to realize him as I do. In the interim, I will keep making the most of my clever cousin until every other person gets what he is stating. The second thing that I like about my cousin is that he is nice. Andres, is an individual that I can disclose to him anything and he won't get distraught. My cousin is so nice, that one time I lost a couple of shades that cost him 200 bucks, and he occasion care. We will compose a custom paper test on My Favorite Cousin or on the other hand any comparative point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Along these lines, that is the reason my cousin is so cool. The third thing that I most respect about my cousin is his smart. My cousin is considering worldwide relationship and he is doing a minor in geographic. Andres, is an individual that may not look an exceptionally splendid individual. In any case, in actuality he has a great deal of information on various sorts of themes. To sum up, my cousin is interesting, agreeable, and canny. In any case, this doesn’t completely depict the extraordinary individual that is my cousin. To truly know the cain of individual he is, you need to meet him face to face.

Management by Objectives The Definitive Guide

Management by Objectives â€" The Definitive Guide When it comes to managing organizations, there are plenty of theories available for companies to use. Among the most popular is the model of Management by Objectives. In this guide, we’ll explore the concept and the basic principles guiding the objective-focused approach to management.We’ll explore the key features and outline the strengths and weaknesses of the approach. The guide will also explain the steps an organization needs to take in order to implement the approach as well as examine a few examples of companies using the approach. WHAT IS MANAGEMENT BY OBJECTIVES ALL ABOUT?Management by Objectives (MBO) as a concept first appeared in a 1954 book The Practice of Management. The author, Peter Drucker, has since become known as one of the world’s most influential business experts. Aside from developing the ideas around MBO, Drucker has revolutionized the corporate world with his views and theories on essential things such as leadership. His other famous books include The Effective Executive and Management Challenges for 21st Century.In The Practice of Management, Drucker examined the different schools of management, from the classical to the human relations theories. He felt the problem of these theories was how effectiveness was assumed a natural and expected outcome of management. He saw effectiveness to be more important than efficiency, creating the foundation for organizations to operate and therefore an integral part of focus for organizations. Due to the findings, Drucker set forth certain principles and processes that would create effectiveness in the relations between the management and the employees.Therefore, Management by Objectives is“a management model that aims to improve performance of an organisation by clearly defining objectives that are agreed to by both management and employees”.The aim is to create a more harmonious relationship between the management and the employees and enhance the operational efficiency of the organization. According to Drucker, this is best achieved if the goal setting and action planning is determined by both the management and the employees.Furthermore, Drucker’s MBO is based on a few core principles, which are:Challenging yet achievable goalsDaily feedback on achieving objectivesFocus on rewarding good behavior rather than punishing failureEmphasis on personal growth and developmentDrucker wanted MBO to align organizational goals with employees’ personal objectives. The focus on a common challenge, set by different players within the organization, would help each person understand their responsibilities better and move everyone towards the target with speed. The model hopes to increase participation and commitment among employees, but also the different layers of management. Furthermore, it supports operational and employee maturity and responsibility.The key part of success is MBO’s ability to clarify and align the roles and responsibilities of different people within the organization, which will lead to enhanced effectiveness and quicker achievement of goals. But in addition, Drucker was interested in the ability of the model to improve employee satisfaction and personal fulfillment of the different people within an organization. Peter Drucker saw Management by Objectives as a tool to help organizations identify and achieve goals, even though it might not be the solutions to end all ailments.The participative and democratic model of MBO has become a popular philosophy of management in today’s corporate wor ld. The ideas of Drucker have been refined and used to establish and implement the model in a variety of industries. For each organization or a manager, the detailed, in-depth definition of MBO might slightly differ, but Drucker’s core tenets still hold. If you want to hear more about how the MBO model can be viewed, watch the video below. In it, Dr Fredmund Malik shares his insights on the concept. THE FEATURES OF MBOLet’s delve deeper into the features that make the MBO model operate. The section will first examine the basic principles of the model, before taking a closer look at one of the key features of setting the objectives: the SMART model.The key featuresFive features or elements are central to the Management by Objectives model. Drucker saw these as the basic principles of the model and each element helps with the long-term implementation of the model.Superior-subordinate participationAs mentioned above, the MBO model emphasizes the democratic and participative leaders hip and decision-making. It asks for involvement of the different stakeholders, from low- to high-level management and the employees. Therefore, the model can’t obtain it’s full potential unless the participation between the superior and the subordinate is equal. Both superiors and subordinates have to buy-in in the program and to fully understand the model and its benefits.The key is to create an environment where objective-setting is considered a joint activity by both the subordinates and the superiors. The input to identify objectives and the follow up with responsibilities must be commonly shared. It doesn’t require the setting of same objectives or responsibilities, as hierarchies can still play a role and job descriptions are naturally different. Nonetheless, both parties need to be aware that both participants should have a say in the determining of the objectives and roles.The management and the subordinates need to work hand in hand to define and to fulfill the goals for the organization. This means discussions on the viability and the difficulties that either party might face. The idea is that once each stakeholder participates in the goal-setting, there’s also more clarity in terms of how to obtain these goals. Therefore, it isn’t merely the objectives superiors and subordinates must agree on; they must also agree on the processes to achieve the goals.Joint goal-settingBoth parties need to fully subscribe to the joint process, but MBO further emphasizes the need for the goals to be realistic and tangible. It’s not only about getting superiors and subordinates to agree on a goal, but they also must find the objectives attainable. Therefore, by setting the goals together, the aim is to ensure the objectives are set based on actual capabilities and abilities of the team.In essence, the superiors can bring knowledge of resources and the requirements, while the subordinates can help determine the speed and ability in which goals can be achie ved. The equal input and information is thought to ensure the goals are not set with unrealistic aims in mind.Furthermore, during the joint goal-setting, the objective is to guarantee the goals will be tangible, verifiable and measurable. This is closely associated with the SMART method, which is an acronym for Specific, Measurable, Acceptable, Realistic and Time-bound, and we’ll return to it later.Joint decisions on methodologyThe main difference of MBO to other management styles is its lack of focus in terms of the processes that are used to achieve the objectives. The most important part of organizational efficiency in the MBO model is the objectives. The focus is on ensuring these are set through a participative framework and enough attention is paid on ensuring the goals are realistic and attainable. But this means there’s less focus on the process of achieving them. Nonetheless, when it comes to deciding the methodology, the superiors and subordinates must work together.De ciding the methodology is not focused on the small detail and attention is not on the process at any point. However, the idea is to set up certain standards and performance evaluation points to guarantee the objectives are appropriately obtained. Although the focus must be on setting the objectives, the key is to ensure the broad framework of methodology (how to achieve the objectives) is jointly decided and agree upon. This further strengthens the participation levels and it can help in ensuring the objectives are realistic.Easy to attain maximum goalsThe process emphasizes rational thinking. As mentioned, the goals must be realistic and achievable, which further helps to guarantee the model helps achieve maximum results. The participative framework and attainability of the goals ensures organizational efficiency and it makes achieving success more straightforward. The systematic approach can help organizations to create a rational approach to approaching objectives.Since the focus is on setting the objectives and only a broad framework of methodology, the model could provide a bit more breathing room for the superiors and subordinates in terms of execution. The system has in-built freedom, which allows creative decision-making, since the only important part is to set realistic objectives and achieve them. The freedom can motivate and help subordinates, especially, to perform to the maximum ability.Support and coachingFinally, a key element of MBO focuses on the support system. The model facilitates effective communication as it forces the superiors to talk with the subordinates. Requiring co-operation in terms of goal-setting, the two stakeholders are forced to discuss things more authentically and openly. Since the goals must be realistic, both parties need to be aware of the positive and negative forces influencing the structures at play.For the model to work, the superiors must be able to offer appropriate support and coaching structures. The improved rel ationships should help create an environment where sharing problems become easier. In order to ensure the objectives are met, superiors want to support and help develop subordinates.The SMART approachAs mentioned above, Drucker’s model focuses on using the SMART approach in order to set the objectives. The Specific, Measurable, Acceptable, Realistic and Time-bound model ensures the objectives are efficient and effective. It acts as a checklist for setting the objectives and it provides an opportunity for transparency within the organization as well. It’s a feature providing clarity and efficiency to goal-setting.Below chart outlines how to make a goal SMART:SpecificDetermine what it is you want to achieve. You need to have a clearly defined reason and avoid broad idea of what the focus on. A specific goal is one that answers questions such as:What? Where? How? When? With whom? Why?MeasurableThe objective also needs to be quantified. You want to break it down to elements, which c an be individually measured.AcceptableAcceptable goals emphasize the attainability of them. This is about deciding whether the goal has meaning in the current situation.RealisticYou also need to ensure the goals are realistic. The team must be able to set objectives that can be achieved, either with the resource limitations or labor limitations in mind, for example.TimelyObjectives must also have a specific timeline to guarantee success. You need to have different deadlines in mind to boost measurability of the objectives and ensure it is a realistic goal.ADVANTAGES AND DISADVANTAGES OF MBOThe above has detailed the concept and the basic features of the model. But what do these features mean in practice? To understand the model, you also need to consider the strengths and weaknesses of the approach.Advantages of MBOMBO has plenty of advantages relating to the operational effectiveness and the enhanced relationships between the different stakeholders. Drucker thought of effectiveness as something the management has to focus on and through the communicative and participative style, organizations can improve the rate at which they achieve the objectives.In essence, the fact that objectives are organization-wide and they are appropriately discussed prior to setting them, the organization can enjoy from heightened effectiveness. Creating a system in which objectives are not done in secret, employees and managers feel more engaged with the system.Management by Objectives increases participation. As people feel more engaged with decision-making and planning, they will also feel more motivated. The work effort and input have a direct impact, with the employee or manager’s understanding of the situation resulting in a beneficial situation for all.Since the organization is interested in the input and good behavior is rewarded, the person will feel more inclined to work hard, develop his or her skills, and achieve the objectives, as they don’t just benefit the organi zation but also the employee. Both increased participation and motivation can further lead to higher job satisfaction. The employee will feel engaged and valued. The work has an actual meaning, which can ensure they remain interested and satisfied.The model guarantees the different layers within the organization are paid attention to. Management hierarchies are understood, which helps devise strategies for deeper inclusion. Management at all levels has a say in operational objectives, together with the inclusion of employees. Studies have shown how better inclusion of different opinions and backgrounds can not just result in better results, but also improve the relationship.When management and employees are not divided and kept secret, communication between the two groups improves. The strong feedback systems of MBO provide people the opportunity to improve the work input, but also to self-development. The ability to voice opinions without the fear of punishment creates an environme nt of trust and respect. Both managers and employees feel appreciated and respected, which builds mutual trust and understanding. As communication becomes better, the organization will benefit. Job satisfaction is higher and effectiveness to reach operational goals improves.While the above are major benefits for organizations, the theory also has the major advantage of being easily applicable in different situations. The model doesn’t require a specific sized organization and the model can work in a number of different industries. In essence, the model is easily scaled to suit the needs of the organization and it could be used organization wide or applied in a specific department. Setting up is rather straightforward and the cost of implementing the model is modest.Disadvantages of MBOAlthough the model can increase organizational effectiveness and have a positive impact on the relationships, there are certain disadvantages to using the model. While the MBO model is a straightforw ard one with clear steps of implementation, it does require a systematic approach to implementation.For the model to work efficiently, the approach has to be followed rigorously, which can be time-consuming and difficult to maintain. In essence, the model requires careful monitoring and enforcing even after the initial stage, which adds pressure on the organization in terms of resources.The model is rather rigid, resulting in a situation where the rules and processes must be followed. This requires knowledge, time and resources. The MBO model brings about plenty of paperwork in the form of training manuals, feedback forms, and performance data collection. The rigid system can add extra burden on staff and reduce motivation.Furthermore, as the name suggests, Management by Objectives emphasizes organizational objectives above the outcome or even the action. The focus is on setting the objectives and discovering the right objectives, with resources, time and effort flowing to this part of the process. But this reduces attention on the actual outcomes.If the objectives are met as laid out, the lack of the desired outcome is not necessarily an issue for the organization, even though it perhaps should be. In addition to lack of attention on the outcomes, there isn’t enough emphasis on the processes. Lack of focus on the process that led to the outcome can hinder the operational efficiency or result in practices, which are not beneficial for the organization.Although clearly defined objectives can make achieving desirable outcome easier, experts argue it isn’t always the most important thing. Heightened focus on objectives can lead to the exclusion of certain elements that could influence the planning in the first place. The model doesn’t consider the environment, available resources, stakeholder needs, and other such key elements, as the focus is just on aligning operational and individual objectives.Furthermore, since the focus is on the objectives and achiev ing them, people can become disengaged from the wider organization. The employee and the manager will become transfixed in their own set of objectives, which can lead to the polarization of effort. People simply focus on their own set of objectives instead of looking at the wider picture.The model can also result in a lack of innovation, as it could discourage risk-taking. Since the emphasis is on rewarding behavior that meets the objectives, people can start setting objectives, which are easy to obtain. Effectiveness becomes the key goal for employees and managers, which can in short mean people are relying on strategies that have worked in the past. Innovation and creativity can suffer as a result of this complacency.Finally, while the model can lead to improved motivation and employee satisfaction, the reward-focused system can have its drawbacks as well. While punishment structures might not be set in place, the system of getting rewards based on performance can add pressure on the employee and the manager. This could result in unrealistic expectations and goals, which can diminish motivation or lead to loss in job satisfaction.FIVE STEPS TO IMPLEMENTING MANAGEMENT BY OBJECTIVESHow can Management by Objectives be implemented? As mentioned in the previous section, the application of the model has to be systematic in order for it to work. To implement it in an organization, the following five steps are crucial for success. Drucker laid out the steps in his book and they are key to putting the model into practice.Step 1: Determining the organizational objectivesFirst part of the model calls for the identification of the organizational objectives. These can be either the objectives currently in place or the objectives that needs to be set. Without setting the organizational objectives, the next steps of the model are not able to work and don’t even make much sense.The organizational objectives are based on the mission and the vision of the organization. Ther efore, if the organization doesn’t have a clearly defined vision and mission, the first step is to outline it. Once a vision is established, the organization is able to draw the objectives from the mission statement. Furthermore, the process refers to the identification of Key-Result Areas (KRAs). An example vision of KRA is outlined below:Example Indicators of PerformanceKey Results AreasIndicators of PerformanceReturn/ProfitReturn on Revenue,Donations to Sales RatioNet profitProductivity$ sales per employeeUnits produced per monthsPeople developmentPercent ethnic hireDays of training per employeeMarket penetrationPercent of market sharePercent growth by productIn terms of the organizational objectives, the decision-making is in the hands of the top executives. The organizational objectives should be decided after consultation with the entire management team, but the organizational objectives are distinct from the other objectives outlined by the model. This is down to the nature of these broader operational requirements. In essence, the objectives are not necessarily set by anyone, but stem from the vision.Step 2: Explaining the objectives to employeesOnce the organizational objectives have been identified, it’s time to translate them to employee level. This means turning the organization-wide objectives into detailed operational level objectives that are defined in terms of the different parts of the organization. The aim is to guarantee each employee is aware of the objectives, but also participate in the process.For the second step to work, the SMART method must be applied. The Acceptable aspect of the SMART method is especially key at this stage, as it refers to an agreement between the superiors and the subordinates. The part of the method is about ensuring the goals fit the current situation and are attainable by all. Therefore, it requires both the employees and the organization to agree on the terms of the objectives. The goals cannot be determin ed by one side, but require the involvement of both, even it it’s technically just about the buy-in.According to the principle of the MBO model, the management can’t determine objectives without the input from the employees. This doesn’t just relate to the defining of the objectives, but also explaining them to the employees. The organizational objectives have to be recognizable by the employees, with the specific responsibilities of each employee identifiable in relation to these goals.Therefore, the step is about establishing clear communication routes between the superior and the subordinates. It is about understanding and identifying the expectations of both parties and creating the feedback structures to enhance the communication, making the following steps easier.Get superior communication skills by thinking fast and talking smartly. Step 3: Stimulating further participation of employeesDuring stage three, the focus is on deepening the joint involvement in defining objec tives and achieving goals. As the model is about aligning personal objectives of the employee with the organizational objectives, the third step focuses on establishing this part. The organizational objectives should now have been discussed properly and the different aspects of the goals should have been clearly explained to the employees. Each person within the organization should be aware of what is required of them and why the specific requirements are important. In short, the organizations vision and goals have to be clear.With the clarified understanding of the organizations needs and aims, the employees can become more involved in determining their own specific contribution. The idea is to move beyond expectations and to achieve participation instead. MBO guarantees the employees are aware of the expectations, but also have the opportunity to actively engage with the expectations.The decision-making process, in terms of the detailed objectives, is shared and the management sho uld include the employee input at this stage. The process requires the alignment of the organizational objectives, the business unit objectives, the departmental objectives, the team’s objectives, with the personal objectives of the employee.The employee’s responsibility at this point is to ensure the actions they take enhance the achievement of all of the above points. For the management, the key is to provide the resources and the support the employees need in order to perform their tasks.Step 4: Monitoring progressA big part of the SMART method emphasizes the aspect of measurability. Under the MBO model, the objectives will need to be measured or the system doesn’t function properly. Each objective must entail smaller objectives, with the superiors focused on supporting the subordinates and monitoring the progress. The larger idea behind Drucker’s model was about development and growth.Therefore, the focus of the superiors shouldn’t be on performance and reviewing this aspect of the tasks. The more important focus is on noticing how the employee is developing. The evaluation has to focus on growth, as well as the obtaining of the objectives.Therefore, the two main aspects of the monitoring process are creating objectives which are measurable and outlining personal development goals which align with the objectives. You can see the connection between the main objectives of the organization and the personal objectives individual employees set. When it comes to monitoring progress, the alignment becomes obvious and part of the success of the model. If the monitoring shows the organizational objectives are being met, the employees are most likely to experience personal growth.Step 5: Evaluating and rewarding achievementsThe final stage is about evaluating the progress and rewarding the right behavior on the basis of the findings. The monitoring stage must lead to evaluation of the performance, which means all the five stages work in harmony. As mention ed above, you can take any stage as a one-off event, but each stage leads to the other. At the final stage, the information from the previous step will lead to the evaluation, which in turn will set the company to check the organizational objectives.The idea of the MBO model is to improve performance and therefore evaluation is crucial. A comprehensive system for analyzing employee behavior must be in place. Again, if the SMART method has been used to set the objectives, evaluation becomes easy. The objectives are measurable, timely and applicable, creating the framework in which the analysis can take place.Each objective and its mini goals can be looked in the SMART context and immediately evaluated to see whether the performance has been good or bad. In terms of the individual, the evaluation is based on understanding how well the person has been able to set those individual goals and objectives. The idea is to focus on the why, when and how the objectives can be obtained.Furtherm ore, after the evaluation has been conducted, the employee should receive a reward for good behavior. The model uses positive reinforcement and not negative punishments. The emphasis must be on providing feedback and rewards, not punishing for poor performance. The final stage tests the feedback structure within the organization and its important to ensure to communication flows from one department to another, not only from the immediate superior to subordinate.EXAMPLES OF COMPANIES THAT HAVE USED MBODue to the benefits Management by Objectives model can provide for companies, the model has been widely used in the business world. Since Drucker outlined his model, a number of organizations have applied the above steps to seek out improved productiveness and enhances sales. Few of the most notable examples include companies such as Hewlett-Packard, Xerox and Intel.The computer company Hewlett-Packard used the model to create a system where objectives were discussed at each managerial level, creating a system of integrated objectives, following the MBO model. The organization used written plans as part of its method, ensuring the objectives and the steps to achieve them were appropriately understood by each employee.Bill Packard later claimed, “No operating policy has contributed more to Hewlett-Packard’s success…MBO…is the antithesis of management by control.” He believed the model creates an environment where employees are not just working for the benefit of the organization, but the personal growth aspect ensures employees gain while enhancing the organizations success rate. The organization-wide plan has enough focus on the details, but also the bigger picture.The model is also widely used at Intel, with the company’s Manager’s Guide providing directions on using the approach. Each manager at Intel must:Begin by choosing a few overriding objectives for the team.Establish objectives with subordinates that are aligned with the manager’s overridi ng objectives.Provide the subordinates the chance to set the processes, which help them achieve the goals.Like Hewlett-Packard, Intel also uses a written model to help clarify the specific aims and targets. The document makes it easier to convey the key messages of the MBO model: what the organization is hoping to achieve, what the employee has to do in order to help receive these objectives and what the responsibility of each individual is. According to Andy Grove, who helped establish the model at Intel, the model is used at Intel and in other organizations as a system, which provides a focus for the organization.The final example of an organization, which believes its operational strengths have been boosted by the MBO model, is Xerox. The organization has established a system where management and subordinates meet regularly to set objectives and to discover solutions to problems and opportunities.Xerox uses MBO to set benchmarks for performance and to use these to improve the qua lity of service it provides across the different departments. According to one study of the management system at Xerox, the MBO model has provided the company better strategic control. The review believes the management system is “flexible enough to adopt to environmental changes both from within and outside the company”.The above examples provide an insight into the companies utilizing the system. A number of organizations continue to vouch for the model, as they feel the systematic approach to management has helped the organization to boost productivity and employee engagement. For further information on the practical application of the Management by Objectives model watch the below video where Ben Griffin, the founder of CEOIQ, explains how MBO works in practice. FINAL THOUGHTSManagement by objectives has become a popular management theory. The focus on creating an environment where decisions are not top-down, but each member of the organization has the ability to influence h as proven to be a popular method. The democratic and participative theory can provide organizations plenty of benefits in terms of improving employee engagement and satisfaction. When the organizations can guarantee people are more involved with the objectives and processes, it can expect to enjoy benefits such as improved productivity and profitability.The model is carefully thought trough and the systematic approach can be rather straightforward to implement. The main objective of the model is to ensure objectives are at the core of everything the organization does and to ensure there’s enough attention paid to ensuring the objectives are well established and understood across the company.On the other hand, the rigid approach can be problematic and purely focusing on the objectives can hinder the performance. MBO, as any other management theory, requires careful implementation in order to work efficiently and effectively.

Queerness as Otherness - Literature Essay Samples

The gods as depicted in Christopher Marlowe’s Hero and Leander are beings that exist outside of the realm of morality, living near humans but bound by separate rules and ideas. This is especially true in relation to sexuality, and the senses of morality that humans cloak such in. In Marlowe’s poem, Neptune is the only character who attempts to actively participate in homosexuality, and though Leander resists his advances, he does so without condemnation. As discussed in Andrew Bennett and Christopher Royle’s chapter on queer theory, the term â€Å"queer† evolved from senses of morality, senses that are not applicable to or by the gods in the poem. By discussing how the term queer has evolved throughout time and relating it to Neptune’s advances toward Leander, Marlowe’s Hero and Leander is not queer because it exists in a context where queerness as homosexuality does not equate to something marginal and abnormal. As Bennett and Royle outline, â€Å"queer† is a word rooted in divisiveness, rooted in creating and maintaining a sense of otherness. They write that the definition of the word queer is one which â€Å"includes three apparently unrelated senses for the ‘same’ word – clustering around ideas of strangeness, sickness, and homosexuality† (Bennett and Royle 216). Human notions of morality in regard to sexuality revolve around ideas of what is and is not normal, and therefore what is and is not desirable, something to be either encouraged or discouraged. While it is ironic and disheartening that labeling in order to separate and alienate is widely considered a moral act, it is not a view shared by the gods, as portrayed in Marlowe’s poem. The gods are described as beings that exist without abiding by any moral code, and are shown as doing horrible things; they commit rape, incest, adultery, murder, and they just generally cause harm, with the floor of Venus’s temple depicting these things. Regardless of what actions they commit however, they are still the gods, they are still the almighty, all-powerful beings who delineate what is and is not acceptable. Neptune is an example of this. His advances towards Leander are aggressive and unwanted, and nearly result in Leander’s drowning. His actions, though Leander finds them frightening, are not inconsistent with the attitudes of the gods, namely, that they can and will do whatever pleases them, on any given whim. Morality can have no part in this, because it is uniquely human; no other species are subjected to it, including the gods. Just as it is unlikely that Venus takes right and wrong into account when she sleeps with a married man, or god, Neptune does not stop to consider that intimacy with Leander, as a fellow male, could be construed by human subjects as immoral. It is simply a context that does not exist in Marlowe’s Hero and Leander, and therefore labeling the poem â€Å"queer† would be inaccu rate, because regardless of the perceptions of audiences, and the personal biases they bring with them, queerness as otherness, as something â€Å"‘odd’ or ‘singular’† is not present in the poem (216). Though Leander resists Neptune’s advances, he does so without expressing judgment. He is frightened not because of the obvious homosexual nature of the encounter, but because Neptune’s enthusiasm nearly drowns him, before he reaches Hero’s tower. When Leander is trying to escape the amorous clutches of the god, he cries out â€Å"O let me visit Hero ere I die† (Line 662). He speaks not in anger or disgust, as would be expected and appropriate if he were morally aghast at Neptune’s homosexual advances, but in desperation, because he does not want to die, especially before visiting Hero. When Neptune goes on to kiss and touch and lustfully gaze upon Leander, speaking of love, Leander replies â€Å"you are deceived; I a m no woman, I† (676). While this line is often read as dubious, because instead of claiming his love for Hero to fend off Neptune, he says that he is not a woman, and Neptune must be confused. While this is seemingly indicative of Leander’s revealing of ill judgment towards â€Å"queerness†, and that Leander believes heterosexuality to be superior, or more moral and normal, than homosexuality, it seems more likely that it is simply rather just a sign of Leander’s sexual innocence. The poem has already made clear that Leander is a virgin with no sexual experience, despite all the lustful appreciation directed towards him. Leander does not fully understand what it means to be with a woman, as is shown at the end of the poem, when he does not understand the mechanics of consummation – it stands to reason that Leander would not have much insight towards being with a man. As such, it seems much more probable that rather than decrying Neptune for for wanting to have sex with him (sex being something Leander only really understands, at this moment, as strong urges and desire, as opposed to understanding the act itself), Leander is genuinely unaware of what is going on. Leander is not denouncing Neptune for being â€Å"queer† but instead expressing his sincere confusion, and when Neptune’s hand is injured Leander is sorrowful; if Leander were in moral outrage at Neptune’s â€Å"queerness†, he would not pity the god, but rather feel t hat his wound is justified and deserved. He does not marginalize the god, or regard him with any of the negatives Bennett and Royle outline as being the foundations of the evolution of the word â€Å"queer†, because the context necessary for those notions of queer is not existent in the poem. In his essay â€Å"Hero and Leander: The Sense of an Ending† W. L. Godshalk says that the characters of Hero and Leander are each deeply grounded in their individual senses of morality. He says that this is in contrast to the obvious indifference of the gods towards notions of right and wrong, acceptable and unacceptable, writing that: â€Å"The gods are totally uninhibited; they have no conscience, no sense of sexual taboo. Hero and Leander just as surely do†¦ [they are] moral creatures who are not in tune with the amoral universe in which they exist† (Godshalk 303). As evidence of Leander’s sense of morality, Godshalk discusses the interaction between him and Neptune and Leander’s reaction to the god’s sexual advances, saying that when he cries out â€Å"you are deceived; I am no woman, I† he is revealing his homophobia (676). Godshalk arrives at this reading because Leander states his status as a male rather than his status as being i n love with Hero, saying Leander â€Å"rejects Neptune’s advances in terms of taboo against homosexuality† (306). Essentially, Godshalk is saying that Leander prescribes to the definition of queer as outlined by Bennett and Royle, where queerness equates to otherness, abnormality, and defectiveness. Again, however, it seems more likely that Leander genuinely does not understand Neptune’s intentions, and even if he did, his lack of reciprocation would amount to the very human inability to comprehend the feelings and desires of others when he himself does not hold them. Additionally, throughout the poem Leander exhibits no other signs of a sense of morality Godshalk himself admits that it is curious and ironic that Leander is â€Å"not at all morally troubled by his seduction of a young virgin† (306). This indifference towards his taking of the chastity that Hero has so carefully cultivated and preserved, however ironically given that she is a priestess of Venus, again speaks to Leander’s overall sense of sexual ignorance, ignorance which encompasses any potential negative understandings of â€Å"queerness.† To conclude, â€Å"queer† is a term identified by Bennett and Royle as being a word whose evolution is derived from something inherently negative, rooted in divisiveness, to deliberately separate people whose sexual habits are perceived as normal, and those who are perceived as abnormal. â€Å"Queer† is an intentionally adversarial term. While homosexuality and homosociality are present in the poem, they are not shown in a way that any characters find unacceptable or repulsive or immoral, instead only being portrayed as misunderstood. Leander is clearly outlined as being sexually inexperienced, so it stands to reason that he would not fully comprehend Neptune’s amorous advances. The gods are understood to be amoral and androgynous, characteristics they are not condemned for in the poem; rather, the only sexual condemnation in the poem is Hero’s towards herself and her heterosexual longings, which speaks only to the sexual taboos forced upon women, instead of upon male-on-male relations. Due to the lack of marginality and otherness that is required in order to constitute â€Å"queerness† as Bennett and Royle define it, Marlowe’s poem is not â€Å"queer† because the necessary context for such is absent. Works Cited Bennett, Andrew, and Royle, Nicholas. An Introduction to Literature, Criticism and Theory. 4th ed,. Harlow, UK: Pearson Education, 2009. Godshalk, W.L. â€Å"Hero and Leander: The Sense of an Ending.† A Poet and a filthy Play-maker, New Essays on Christopher Marlowe, edited by Kenneth Friedenreich, Roma Gill, and Constance B. Kuriyama, AMS Press, Inc, 1988, pp. 293-314. Marlowe, Christopher. Hero and Leander. The Norton Anthology of English Literature, 9th ed., edited by Stephen Greenblatt, et al., Norton, 2012, pp. 510-30.