Moving and Handling Essays

Moving and Handling Essays Moving and Handling Essay Moving and Handling Essay The anatomy which is the physical construction of the organic structure and the physiology which is the normal maps of the organic structure assist us to travel our limbs. Muscles work like departers and this allow the castanetss at a joint to work like flexible joints. When traveling person it is of import to retrieve that the musculuss can merely travel the joint every bit far as the bone will let them. When traveling an person you must take into history if they have any conditions that get particular traveling techniques. Here are a few illustrations ; Persons with Parkinson’s may hold limb rigidness which can impact their ability of motion and cause restrictions. When traveling the single into different places you must do certain to coerce the stiff limbs as this can do farther hurting and uncomfortableness. Persons that have had a shot frequently have long-run and lay waste toing failing down one side of their organic structure. When traveling that single you must be cognizant of the extent of the shot and on which side of the organic structure has been effected. 1. 2 Describe the impact of specific conditions on the right motion and placement of an person. If you have person who has had a shot this may do them to free the usage of their limbs which mean that it is of import to retrieve that you dress the bad side foremost and discase it last. This is so you are non drawing their musculuss in the way they won’t go. If an person has a break. the motion must be soft and careful. and the right process must be followed. so as to cut down any complications to the break. If an person is bed-bound. the right hoist and sling must be used. When staff adhere to the appropriate moving techniques. it will cut down the hazards of back hurt 2. 1 Describe how statute law and agreed ways of working affect working patterns related to traveling and positioning persons Every clip attention workers move or support an person they are executing manual handling on that person. Harmonizing to the Health and Safety Executive ( HSE ) 50 % of all reported accidents are from the Health and Social sector and in peculiar with traveling and managing. To cut down the sum of accidents and hurt. there is statute law in topographic point to protect everybody. Here are a few illustrations of statute laws ; L. O. L. E. R. Manual Handling Operations Regulations 1992. Health and Safety at Work Act 1974. These statute laws are in topographic point to do certain it is a legal demand for employers to do certain the wellness. safety and public assistance of their employees is maintained and for employees to hold a responsibility of attention for themselves and others. There are several cardinal pieces of statute law that relate to moving and positioning’ which need to be considered during your work environment. The Manual Handling Operations Regulations 1992 ( known as MHOR ) are designed specifically to extinguish or cut down a manual handling hazard to an acceptable degree. Raising Operationss and Lifting Equipment Regulations 1998 ( known as LOLER ) has specific demands associating to work equipment which is used for raising and take downing people or tonss. It requires an employer to guarantee that raising equipment is positioned or installed to forestall hazard of hurt and sufficiently strong. stable and suited for intent. Provision and Use of Work Equipment Regulations 1998 ( known as PUWER ) ensures that the equipment employers provide is suited for the purpose. safe for usage. merely used by people who have been trained to make so. and maintained in a safe status. The Workplace ( Health. Safety and Welfare ) Regulations 1992 ( known as WHSWR ) guarantee employers provide suited on the job conditions for their employees. hypertext transfer protocol: //www. cis-assessment. co. uk/docs/pdf/wb/St8_wkb. pdf Ask your supervisor or director about the wellness and safety policies and processs in your work topographic point. 2. Health and safety hazard appraisals 2. 1 Know why it is of import to measure wellness and safety hazards posed by the work scene or state of affairs or by peculiar activities The intent of measuring hazard is to guarantee the wellness. safety. public assistance and security of staff. persons and the wider community. The jurisprudence requires a hazard appraisal to be carried out about the environment in which you provide back up for persons every bit good as for the undertakings you undertake. These enable you to cut down or take any hazards. You will necessitate to do certain you know where these hazard appraisals are kept for each person. Hazards that are identified will inform the manner in which you work with persons. Risk appraisal is about doing determinations. which are logical. realistic and legal. Hazards can alter depending on the fortunes over brief or long periods of clip. hence risk appraisal and hazard direction will be capable to frequent reappraisal. The Risk Assessment and Management Plan should be within the attention plans for the persons you are back uping. Ensure you read this and if any alterations need to be made consult with the in dividual responsible for doing those alterations. The undermentioned counsel is taken from the HSE cusp called Five Stairss to Risk Assessment . Step 1 Identify the jeopardies Measure 2 De

Biography of Matilda of Scotland, Wife of Henry I

Biography of Matilda of Scotland, Wife of Henry I Matilda of Scotland (c. 1080–May 1, 1118) was a princess of Scotland and later queen of England through her marriage to Henry I. She was a popular queen who presided over an educated and pious court, and she even functioned as queen regent in her husbands stead at times. Fast Facts: Matilda of Scotland Known for:  First wife and queen consort of King Henry I of England and sometimes queen regent, mother of  Empress Matilda/Empress Maud  and grandmother of King Henry IIBorn: c. 1080 in Dunfermline, ScotlandParents: Malcolm III of Scotland, Saint Margaret of ScotlandDied: May 1, 1118 in London, EnglandSpouse:  King Henry I of England (m. 1100–1118) Early Years Matilda was  born around 1080 as the older daughter of the Scottish king Malcolm III and his second wife,  the English princess Margaret later canonized as  Saint Margaret of Scotland.  The royal family had several children: Edward, Edmund of Scotland, Ethelred (became an abbot), three future Scottish kings (Edgar,  Alexander I, and David I), and Mary of Scotland (who married Eustace III of Boulogne, becoming the mother of Matilda of Boulogne who later married King Stephen of England, a nephew of King Henry I of England). Matildas father Malcolm descended from the Scottish royal family, whose brief overthrow inspired Shakespeares Macbeth  (his father was King Duncan). From the age of 6, Matilda and her younger sister Mary were raised under the protection of their aunt Cristina, a nun in the convent at Romsey, England, and later at Wilton. In 1093, Matilda left the convent, and Anselm, the archbishop of Canterbury, ordered her to return. Matildas family turned down several early marriage proposals for Matilda: from William de Warenne, second Earl of Surrey and Alan Rufus, Lord of Richmond. Another rejected proposal, reported by some chroniclers, came from King William II of England. King William II of England died in 1100 and his son Henry quickly seized power, supplanting his older brother through his quick action (a tactic his nephew Stephen would use later to supplant Henrys named heir). Henry and Matilda apparently knew each other already; Henry decided that Matilda would be the most suitable bride for his new kingdom. The Marriage Question Matildas heritage did make her an excellent choice as a bride for Henry I. Her mother was a descendant of King Edmund Ironside, and through him, Matilda was descended from the great Anglo-Saxon king of England, Alfred the Great. Matildas great uncle was Edward the Confessor, so she was also related to the Wessex kings of England. Thus, marriage to Matilda would unite the Norman line to the Anglo-Saxon royal line. The marriage would also ally England and Scotland. However, Matildas years in the convent raised questions of whether she had taken vows as a nun and was thus not free to marry legally. Henry asked Archbishop Anselm for a ruling, and Anselm convened a council of bishops. They heard testimony from Matilda that she had never taken vows, had worn the veil only for protection, and that her stay in the convent had only been for her education. The bishops agreed that Matilda was eligible to marry Henry. Matilda of Scotland and Henry I of England were married at Westminster Abbey on November 11, 1100. At this point, her name was changed from her birth name of Edith to Matilda, by which she is known to history. Matilda and Henry had four children, but only two survived infancy. Matilda, born in 1102, was the elder, but by tradition she was displaced as heir by her younger brother William, who was born the next year. Queen of England Matildas education was valuable in her role as Henrys queen. Matilda served on her husbands council, she was queen  regent when he was traveling, and she often accompanied him on his travels. From 1103 to 1107, the English investiture controversy led to a conflict between church and state over who had the right to appoint (or invest) church officials at the local level. During this time, Matilda served as a mediator between Henry and Archbishop Anselm, eventually helping to resolve the conflict. Her work as regent lives on: to this day, charters and documents signed by Matilda as regent survive. Matilda also commissioned literary works, including a biography of her mother and a history of her family (the latter was completed after her death).  She administered estates that were part of her dower properties and oversaw several architectural projects. In general, Matilda ran a court that valued both culture and religion, and she herself spent a great deal of time on works of charity and compassion. Later Years and Death Matilda lived long enough to see her children make good royal matches. Her daughter Matilda (also known as Maud), was betrothed to the Holy Roman Emperor Henry V, and she was sent to Germany to be married to him. Maud would later attempt to take the English throne following her fathers death; although she did not succeed, her son did and became Henry II. Matilda and Henrys son William was the heir apparent to his father. He was betrothed to Matilda of Anjou, daughter of Count Fulk V of Anjou, in 1113, but died in an accident at sea in 1120. Matilda died on Mary 1, 1118, and was buried at Westminster Abbey. Henry married again but had no other children. He named as his heir his daughter Maud, by that time widow of Emperor Henry V. Henry had his nobles swear fealty to his daughter and then married her to Geoffrey of Anjou, brother of Matilda of Anjou and son of Fulk V. Legacy Matildas legacy lived on through her daughter, who was set to become Englands first reigning queen, but Henrys nephew Stephen seized the throne, and enough barons backed him so that Maud, though she fought for her rights, was never crowned queen. Mauds son eventually succeeded Stephen as Henry II, bringing the descendants of both Norman and Anglo-Saxon kings to the throne. Matilda was remembered as the good queen and Matilda of Blessed Memory. A movement began to have her canonized, but it never actually took shape. Sources Chibnall, Marjorie.  The Empress. Malden, Blackwell Publishers, 1992.Huneycutt, Lois L.  Matilda of Scotland: A Study in Medieval Queenship. Boydell,  2004.â€Å"Matilda of Scotland.†Ã‚  Ohio River - New World Encyclopedia, New World Encyclopedia.

United States Automobile Industry Essay Example | Topics and Well Written Essays - 3500 words

United States Automobile Industry - Essay Example Automobiles are durable experience goods that sell for a fairly high price. Consequently, as the purchase of a car constitutes a large investment for the average household, the demand for cars is fairly price and income elastic and strongly affected by macroeconomic conditions, including income trends, employment, and interest rates (Adams and Brock, 1995: 68). Because we look at competitive performance within the industry, however, we do not consider the industry's overall performance and its impact on the national economy. The US automobile industry is highly concentrated, with domestic production dominated by a tight triopoly. The top three firms, General Motors, Ford, and Chrysler (the 'Big Three'), account for 98% of domestic production. This high concentration started mainly in the 1930s. In the first three decades after the automobile was invented in the 1890s, more than 80 firms existed in the industry, with a number of companies entering and leaving the market every year. The number of companies that managed to stay efficient and profitable, and that survived the Depression in the 1930s, shrank to eight firms in the 1940s (White, 1982: 143). Since then, the Big Three have merged with or bought the remaining domestic firms. In the 1970s, however, US auto makers first began to face significant foreign competition. German and especially Japanese car markers, which were already established in their home markets, entered the US market with small, efficient cars that provided stiff competition for domestic producers. Today, imports account for about a quarter of the existing US market share (as opposed to 0.4% market share immediately after World-War II). This trend is reflected in Figure 1, which shows the market shares of the Big Three over our sample period. This considerable gain in market share for the foreign companies resulted mainly from the oil crisis of 1979, after which US consumers began to value fuel efficiency over size and style. The importance of barriers to entry in this industry is widely debated. In general, a long-run barrier is any cost or factor that permits market incumbents to earn supernormal returns while deterring entry. Examples include absolute (capital) costs, economies of scale, product differentiation, sunk exit costs, strategic behavior, special resources or licenses, and other legal restrictions. Because both incumbents and new entrants appears to enjoy the same benefits of economies of scale, these do not appear to constitute a major entry barrier in the US auto industry. White (1971: 38-53) estimates the minimum efficient scale of production in automobiles to be about 400,000 vehicles per year, which amounts to only an 8-10% market share. Absolute capital requirements, however, may be more important. New entrants in the automobile market must build a variety of plants, such as engine and final assembly plants, that require significant sunk costs, and establish a distribution and a dealers hip network to sell 400,000 units. According to the Department of Transportation this can easily cost over a billion dollars (Adams and Brock, 1990: 110). This large investment for the new entrant, along with the uncertainty of future success, provides a relatively high barrier to entry. Auto Industry and US Economics The automobile industry has long been viewed

Global Marketing Operations Case Study Example | Topics and Well Written Essays - 750 words

Global Marketing Operations - Case Study Example Samsung has emerged stronger with global image by their innovative strategies that were globally focused, restructured, and streamlined to the target. Samsung achieved 70% of the business from outside Korea. The company remained very much Product- focused with attention on manufacturing. They believed in quality product that could take care itself to establish and to be preferred by consumers. But in today's world of competition this notion was mistaken and they had to change to become market oriented under the able leadership of Mr. Kim. In 2008, Samsung is expected to earn 9.27 trillion won, up from 7.4 trillion won last year, according to Reuters Estimates. The major objective of the company in 2008 is to be top three electronic companies in the world by 2010 with quality products, to double up their 2004 sales achievement of $55 billion by 2010, to have 20 number one market share in the compared to the present eight number one market share products, to identify growth engines of growth and pursue innovation through out its business operations. It is a fact that Samsung Electronics had been more a manufacturing giant than a market entity. In terms of marketing the company has been backward if compared with its rivals in the market such as Nokia and Motorola. The company started its marketing efforts late and yet they could not make highly visible brands particularly in the foreign market. The company is badly in need of signature product that will make its brand name stick in consumers' mind. The company is suffering from identity crisis. For example iPods of Apple is easily identifiable in United States as 'Anycall' phones of Samsung is identifiable in Korea. But this brand has identity problems in other countries. The real challenge is to build Samsung into a beloved brand into the mind of people who would love to have it and recall it any time. Cell phones account for 31% of Samsung's revenue and therefore needs intensive attention from the marketing manager. The company is planning to enter and succeed in emerging markets. The efforts of building the brand image can be resumed in these countries. Emerging markets have become highly competitive and it is very dangerous to take initiative here. But Samsung with its history of doing miracles with its products innovation can do it in marketing as well. In India about six million people are buying new mobile set every month. Nokia and Motorola are well positioned there even at low profit margins. They are active in the market to sell dirt-cheap handsets with hope to take over the high-end market in future. Samsung does not like to market these low-end handsets. They are catering to high end of the low-end market- 'the premier low end' in the price range of $50-$70. Samsung needs differentiation of its brand here in this premier low-end market. There are numerous consumers who bought high-end products in the past but and they are not happy buying the cheap products. Samsung with its superior image of building high quality products can focus its brands of low-end premium products without increasing the

The Definition of Success :: Definition Essays 2014

"Success entails having a positive outlook and good work ethic to help you pursue your dreams and goals throughout your entire life. Success is achieving intellectual growth for your own personal enrichment. Success is making the best of the opportunities that are presented to us in order to do good things for ourselves and for those around us." – Aarron Hedlock – What is success and how can you achieve it? I’d like to to propose a new definition of success that isn’t about landing a job; it’s about believing that the job you will do is the job you should be doing. In other words, success must come from you, and the support—whether from family, professors, or career counselors—is what will help you to get there. There are some difficult steps along the way, the first of which is to know thyself. You might not be visiting the oracle at Delphi, even though having your future told might be nice in an age of endless options. As entrepreneur Bo Bennett explains: â€Å"Success is not what you have, but who you are.† Who am I? How’d I get here? Okay, Descartes, relax. There are some modern day tools that will help you bypass the existential crisis. Many of these, from Strong Interest Inventory to the StrengthsFinder, can help you gain perspective on all those hidden talents you may not have realized you had. What could be better? Are you â€Å"The Inspirer?† â€Å"The Executive?† â€Å"The Scientist?† Myers Briggs, also available at Career Services can help you find out. Of course, everyone has a pretty good sense of what they are good at. But finding out more, you might gain a language for talking about your abilities—and how that can translate into your own personal definition of success. But for anyone who has taken the SAT, you know there’s only so much multiple choice can say. The next step is getting to know you. Listen to your tendencies. Do you like risk or stability? High energy tasks or a steady pace? Engaging with new people or working with a small, tight group? This streamlines right into step two: know thy options. It’s like an exit on an airplane: look for a job â€Å"keeping in mind that it might be behind you.

Organizations, competition and environment Essay

There are different kinds of organizations. All of which exemplify the complex nature of organizational relationships. The public sector is an excellent illustration of the interaction and tensions both within the organizational essentials, as well as those operating between the organization and its environment. Besides, government policy of privatization, deregulation and the commercialization of the public sector has destined that the peculiarity between public and private concerns is becoming ever more blurred, further explanatory our focus. Though, we will discuss them briefly for better understanding. Private organizations sprang up equally for economic and non-economic purposes. Scientific relations, propaganda leagues, religious, sports and tourist associations, etc. , became global in scope. The growth of private organizations for economic rationales is connected with the capitalist expansion of this period. A large numbers of commercial firms implicit an international character by extending their activity to all parts of the world. And so international companies came into being; international competition was synchronized by agreements, ententes and cartels between private organizations, which at times took on a quasi-public form. The public services are those public sector organizations giving public goods to citizens, excluding the public corporations. The major UK public services are central and local government, health care, education, the police, fire services and the armed forces and their employee relations have always be different from those in the private sector. This difference does not relate mainly to the absence of profit, a characteristic the public service sector shares with the private ‘not for profit’ sector, though clearly this limits the resources and strategies of both types of organizations. Nor does it relay to the greater strength of trade unions and communal bargaining in the majority of the public services compared with the private sector, as this has not always been the case and in several public services, i. e. the police and the armed forces, trade unions are outlawed. The difference is that, unlike the private sector, the fabric of public service employee relations is turn through with the key dimension of political power. As Storey has commented, the dilemmas for public sector managers ‘derive . . . rom the inherently political nature of the values and objectives which should inescapably govern the way taken’ (Storey 1992a: 55). Though tere are also Voluntary organizations that held responsible (to funders and to the public) for the grants they receive, and may as well be competing for funding in an added stringent environment. But the extent to which voluntary organizations are held to account for the grant they obtain and the involvedness of the accountability mechanisms needs to be perceptively tailored to the size of the grant, the stage of development of the organization, and the nature and purpose of the organization. Major accountability for the welfare of its citizens, the charities and other voluntary organizations which had established and delivered so many services were to be displaced to the margins, to become little more than icing on the constitutional cake. In Britain the development of voluntary sector studies was led by David Billis and his colleagues, initially at Brunel University and now at the London School of Economics. Other main contributions have been made by the Open University’s Business School and by Martin Knapp and his colleagues at the University of Kent, while scholars at another dozen British universities have turned their consideration to the study of the sector. Developing and disseminating visions and missions for organizations is considered as a basic component of alignment to facilitate stakeholders to know what an organization’s values are and what it stands for. Though, there are definitely those who believe that this has been, in several organizations, a purely cynical process to influence alignment. The gap practiced by staff and customers between the rhetoric of espoused values and the policies, procedures and practices supports this view. Expressions such as ‘we need buy-in’, ‘how will we get staff to sign off’, ‘developing ownership of the vision and values’, while professing to reveal a concern for alignment may simply obscure a deliberate and conscious choice of language somewhat than making real changes in the way things are done. Ever more, the shift in the relationship between an organization and its stakeholders facilitated by technology is resulting in ongoing, dynamic and receptive processes being developed. Organizations view themselves as communities and to act similar to communities not only inside the walls of the corporate offices, plants and outlets but as well outside in the wider society. Corporations do not function in a vacuum. The reason governments’ worldwide proffer giving incentive schemes to entice businesses to their shores is because governments know that the existence of such businesses can provide community benefits least of which are jobs. There are also well documented instance of the desolation that a company pulling out of a country can have on the community it leaves behind. The impacts can be massive. Corporations, consequently, exist within a context a framework which they cannot ignore and a framework in which they have certain responsibilities. There are substantial international differences in the ways in which the local and national economy and the affiliation of the economy to market, state, and civil society are envisioned. The ways in which the local and national economy is conceptualized and understood, and the ways in which it is seen to relay to social exclusion, have taken a variety of forms, partly reflecting changeable national cultural and political traditions and policy choices (Jouen 2000:15-26). In the UK, ‘†¦a country characterized by a welfare system of an enduring type†¦the distribution and production of goods and services was undertaken mainly by†¦non-profit organizations’ (Borzaga and Maiello 1998:25). Reflecting the dearth of a strong welfare state, there has been an entrenched tradition of seeking to build a sense of community and persuade local ‘bottom up’ community development progressively distanced from the politically-inspired community activism in which it was initially rooted. The Third Sector became a new form of organizing welfare via non-profit and voluntary organizations. Planned or command economic system place in the employment of large workforces to mass produce goods for a mass consumer market persistent by growing wages, state demand management policies and state welfare provision. A distinguishing combination of state and market – centered on the economics of mass production/consumption and Keynesian regulation catered for economic and social need transversely the social spectrum. ‘The free market and restricted government form the space in which all the institutions that stand between the individual and the state can develop and thrive’ (Willetts 1999:31), stress the virtue of self-responsibility. The social economy can instill an ideology of self-motivation and self-provision, serving to return individuals as free market agents. Whereas, the capitalist system underline on individual greed, profit, and market value relatively than social need. The linkage between the local and national economy through evocations of community and local connectivity is ever more justified through the specificity of problems at the local level. The localized notion of the economy emphasizes the capability to address specific local needs and tackle localized social segregation. The mixed system, therefore, conceptualized as an aggregation of localized Third Sector organizations, ready and competent to combat localized social exclusion. For ‘the free market/capitalist system approach makes obvious the extent to which alterations in the division of labor between monetized economic activity and non-monetized activity depends on the local context and culture’. As a result, the ‘national’ and, reflecting well-established or further recent forms of regional devolution in a range of advanced capitalist states; ‘regional’ social economies might be simply heterogeneous agglomerations of localized practices. The role of the state in the economy mostly influences organizations. The capacity for adapting organization new open and competitive framework and significant investments in territorial infrastructures, with the resultant risk of an overly heavy presence of the state in the economy. This risk in turn leads to a requirement for institutional reform, to bring the Union closer to citizens, and at the national level to push a considerable amount of power towards lower institutional levels which are closer to the individual citizen, as laid down in the principle of subsidiary which is enshrined in the Maastricht Treaty as one of the basic principles of the Union, and as has been forcefully reasserted during the Intergovernmental Conference. Regulations by the government have the economic result of segmenting the market according to diverse qualities of the product, subject to the government’s authority, on which the public administration depends and which firms recognize. Inside a single regulated segment there can be cost advantages from a more competent use of internal economic resources, from a lessening in transaction costs, and from the generation of constructive externalities. Amongst the different segments subject to different regulations, however, these advantages turn into disadvantages, making entry into the segment in question more arduous. If the qualitative regulation is on a per-country basis, these increased demands take on the uniqueness of non-tariff barriers. It follows that the means by which such regulations are arrived at has been measured extremely relevant, politically, by national governments, all the more so the greater the force of commercial relations among states. Types of market certainly influence the organization; international production mainly comes from the proponents of the ‘internationalization of capital’ school. As focus on monopoly is based on a neoclassical-type ‘quantity theory of competition’, which observes competition and monopoly as polar opposite types of market structure. In fact, competition must be viewed as a process which dialectically links competition and monopoly. Accordingly, escalating concentration need not entail monopoly power, given actual and prospective competition by rival firms. The market forces is a nexus of horizontal relations in which virtual power is not given, but is contestable on the basis of the capability to influence organization productive activity. The organization of production and industrial competition are as a result the instruments for affirming the rights of individuals in society. The economic dynamic is therefore associated to institutional change, and this is linked to the existence of a multiplicity of subjects, free of institutional restrictions and economically independent, capable to compete to confirm their power and their social position. n economy based on the development of market forces needs a strong state to guarantee property rights and to legal private contracts, but also to guarantee those positive externalities that no one individual citizen could set off by himself, like defense, justice and public works, and those essential for collective growth such as communications, educational and health systems, and finally to avert any risk of monopolization (Robbins 1978:37). Organizations of the European Union try to pack the political gap by developing regional alliance as a condition to EU membership. It resulted in the creation of a committee of cooperation in Central Europe between Poland, Czechoslovakia and Hungary in 1991. This sub-regional cooperation, validated by the Visegrad Agreements, evolved lastly into a quadrilateral free trade agreement (CEFTA). The Treaty on European Union appeared to induct a new era in European foreign policy that appear to imply that European Political Cooperation (EPC) would relent to a more obligatory intergovernmental procedure. The planned use of Community institutions as well appeared to indicate a reduction of the attempt to sustain control over EPC by governments at every levels of the progression. Yet, if the economic effects of Visegrad are worldwide positive, it was not part of a progressive scheme of assimilation into the EU. On the contrary, it has formed a feeling of the marginalization of the eastern countries on the Western European scene. If it was thought that the CEFTA symbolized a structure of dialogue with the EU, the increasing number of eastern countries applying for membership provided such a proposition indefensible. Yet, even though the EU was rather slow in recognizing the goal of the eastern countries to assimilate with Western Europe, the different trade agreements showed the evolution of the EU towards the question of the enlargement. Hence, the approach between the EU and the eastern countries might be illustrated by bilateral Agreements, support programmes (like the PHARE programme) and mainly by the Association Agreements. Certainly, the appreciation of the enthusiasm of the eastern countries to become members of the EU is illustrated in the preamble of the Europe Agreements: ‘Having in mind that the final objective†¦is to become a member of the Community and that this association, in the view of the Parties, will help to achieve this objective’. Official Journal of the European Communities, No. L 347, Brussels, Vol. 36, December 1993). Centrelink co. UK is the coordinated efforts of numerous persons toward common objectives. At the same time, the structure of organization is almost inexorably a hierarchy of superiors and subordinates in which the higher levels exercise power over the lower levels. The thriving leaders of organizations, or more precisely the organization builders, are in any s ociety a small, but aggressive minority. But they feed the aspirations, give expression to the goals, and shape the destinies of peoples. They play the principal roles on the stage of history; they systematize the march of the masses, and they are responsible for the direction, the pace, and the definitive success of the march. The objectives within private and public sector is a result of choice and diversity in the provision of public services has been greater diversity in the range and type of public or near-public bodies used to provide public services. The range of bodies has given significance to the ecology heuristic in decision making about public services. The ecology heuristic is used more when there is an assemblage of stakeholders associated with a service. Like Pascal’s sphere the new and diverse public sector has its bounds everywhere and its centre nowhere. Rhodes (1995) argued that the public sector is increasingly comprised from networks, as well as from hierarchies and markets, as government moves from a system of government into a system of governance: This use sees governance as a broader term than government with services provided by any transformation of government and the private and voluntary sectors. Inter-organizational linkages are a defining feature of service delivery and I use the term network to describe the numerous interdependent actors involved in delivering services. These networks are made up of organizations that need to exchange resources (for example money, information, expertise) to attain their objectives, to maximize their influence over outcomes and to evade becoming dependent on other players in the game (Rhodes 1995:9). The growth of firms’ diversification is a significant element in companies such as Centrelink co. adopting a divisional structure. Over the past ten years over three-quarters of British companies have upturned their diversification; in contrast German companies have been disinclined to pursue refocusing strategies. Stakeholders are constituted to co-ordinate wider goals as if they are a type of social contract, undervalues the extent to which dominant power groupings have set those goals and shaped the appropriate structures. In fact, co-ordination or co-operation might reflect pressure, constraint or acquiescence to power as much as shared goals. Moreover, the development of organizational culture as an analytical device leaves much to be desired. There are troubles of defining the elements which comprise organizational culture, and, until we develop some systematic measures of organizational concept then its utility as an analytical tool should be limited. Even then, culture is much more complex than many credits. It is dynamic, in that the behavior and expressed feelings of staff can adapt a culture over time. Many organizations are also multicultural. Furthermore it is very hard to observe and measure something that is implicit, informal and very often invisible. Given such problems it is difficult to establish consistent links between culture and performance, let alone recognize how such a relationship operates.

An Addictive Amount Of Social Media - 1595 Words

The use of Facebook, Instagram, Twitter, and Snapchat comes as naturally as breathing to teens nowadays. But for some users, these online networking services are deemed to be so addicting, that it affects their cognitive function during the day, and ability to get an acceptable amount of sleep each night. When a person doesn’t achieve a proper amount of sleep, it substantially alters their health. Lack of sleep can cause fatigue, forgetfulness, weight loss or gain, serious health problems, and cognitive function (â€Å"10 Things† 1). As a result, social media affects it’s users in more ways than they may realize. While one may be going about their day, they may be unable to communicate and function as well as they would like. This can cause interference with schooling, socializing, and the capability to work efficiently. An addictive amount of social media use can ultimately lead to severe health issues that go beyond mental health. Heart disease, heart attack, h eart failure, stroke, and diabetes are all common health problems that chronic sleep loss can lead to (â€Å"10 Things† 1). If users formed a habit of putting down their technology devices and began to communicate with people face-to-face, these chronic and mental health problems can be avoided. Communicating in person has become such a rarity today unless a job or college class forces people to. And in some cases, people are even encouraged to communicate online. This comes with a price, because when the mass of people areShow MoreRelatedAddiction of Social Media1098 Words   |  5 PagesSocial Media: The Good, The Bad, The Ugly Truth. The very first electronic mail was sent in 1971 but in just over 40 years, social media has become a global phenomenon. Social media are websites or applications that allow people to share their ideas, thoughts and feelings through mediums like photos, music and videos. 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