Gulf Fertilizer Company Strategies

Strategic Planning Mission and vision statements, core values and organisational goals have become defining forces in the formulation of organisational strategy.Advertising We will write a custom report sample on Gulf Fertilizer Company Strategies specifically for you for only $16.05 $11/page Learn More To this end, some strategists note that mission and vision statements, core values and goals can offer options to a tedious work of organisational planning (Dobson, Starkey and Richards 10). This is because stakeholders look at organisations in terms of their mission and vision statements, core values and goals. These factors define the long-term purpose of a company with regard to its services and products. Organisational strategies and objectives must support its vision and mission statements, core values, and goals. Vision and mission statements, core values, and goals should show the purpose of the firm in terms of the main business, principal values and aspirations. It should also show key stakeholders and principles of the code of conduct to guide employees on how to behave. Therefore, we shall focus on these strategies when formulating vision and mission statements, core values and goal for Gulf Fertilizer. This is a start-up organisation that needs well-formulated statements to provide strategies that can radically transform it for the markets it serves. These are the mission and vision statements, core values and goals of Gulf Fertilizer. Mission statement Gulf Fertilizer is a global leader in the provision of fertilizer to farmers. We are a leading fertilizer company that combines various processes and technology to produce high quality fertilizer. There is no other company in the world that produces fertilizer to farmers the way we do by integrating technology and research. Vision statement Gulf Fertilizer is dedicated to providing the best quality fertilizer with the aim of value creation for farmers and quality performa nce of crops, and providing productive and sustainable farming in society at large. Organisational goal To provide the best fertilizer manufactured with the state-of-the-art technology and research.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Core values Proving the best quality natural and organic fertilizers available Delighting and satisfying customers through meeting their diverse needs Creating ongoing win-win partnerships with suppliers Caring about farmers and the environment Promoting the safety and health of farmers through education programmes on fertilizer handling and usages Description of the organizational environment, both the internal functions and the external context The internal environment an organisation reflects features within the organisation. These are resources, culture, strategies, competence, and behaviours among others. Some elements of the internal envir onment may relate to the management, whereas others affect the entire organisation. Gulf Fertilizer is a progressive organisation that empowers its workforce to make decisions that drive business. Some elements of the internal environment of the company include the following. Organisational Resources These refer to the company’s human resources and other inputs that produce products through combinations of various processes. Gulf Fertilizer needs resources like money, raw materials, facilities, knowledgeable workforce, and manpower in order to produce products for various markets. Gulf Fertilizer must ensure availability of products and meet the costs of these resources so as to ensure success of its goals, strategy, mission and vision. Organisational Behaviour These are behaviours within the organisation originating from forces and influences of management and workforce. They can influence usages of available resources. Gulf Fertilizer promotes functional behaviours to ensur e that relevant departments get adequate resources. Distinctive Competence This is the strength the company has among its major rivals. The company has distinctive competence in its core functional area like research and development, finance, human resources, and marketing systems. The company evaluates its strength in terms of skills and abilities that enable it to implement its core strategies.Advertising We will write a custom report sample on Gulf Fertilizer Company Strategies specifically for you for only $16.05 $11/page Learn More Therefore, Gulf Fertilizer can address its weaknesses by investing its resources so as to achieve the strength necessary for implementation of strategies. The company can also change its mission so that the available skills and resources can support it (Roberts 49). Functional Plans and Policies The company strategy should serve its plans and business policies. Implementation of these plans and policies influence the eff ectiveness of strategic management. Functional plans and policies shall help Gulf Fertilizer in the following areas. First, plans and policies ensure that the company implement its strategic decisions across all departments. Second, the company has capabilities to control processes in different areas of its operation. Third, functional plan and policies shall reduce time spent in decision-making processes as the organisation already has plans. It shall also help the organisation distribute its resources fairly in core areas that need them. Finally, there is coordination among all departments of the organisation. The external environment entails all elements outside the company which have effects on growth its growth. The company has little or lack control over external environment elements. However, the organisation must monitor them and adapt accordingly. We shall focus on areas that have significant effects on Gulf Fertilizer. Competition Gulf Fertilizer shall face competition fro m well-established companies like FAUJI Fertilizer Company, Abu Dhabi Fertilizer Industries Company (ADFERT), Saudi Aramco, and Oman India Fertilizer Company (OMIFCO) among others. These industries have a regional presence, strong market relations, large in sizes, better facilities, and high skills. Customers Gulf Fertilizer shall directly supply its products to farmers. It will also set up distribution outlets in the region. Global context The company shall assume a regional context in the Gulf region and Middle East. Its expansion strategy shall focus on Africa, Asia, and the US.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Resources The company shall rely on external resources such as efficient road networks in the UAE, logistic capabilities, power supply and manpower for its success. Skilled Workers The company shall utilise available and qualified labour pool in the production of its products especially in research and development of new products. It shall also observe changes in the labour market so as to adjust with shifts in the labour market. This shall prevent the company from losing qualified employees. Raw Materials Gulf Fertilizer shall avoid any disruption in the supply of raw materials to ensure its continuous operation. It shall also watch fluctuating costs of raw materials. This shall also include storage facilities, transport facilities and subcontract to other organisations. Finance The company shall rely on its initial investment of one billion dirham in driving its operation. Since Gulf Fertilizer is a start-up company, it has little avenues of raising capitals. Technology The compan y shall rely on technology for efficiency in its production. This shall also include technical tools in the production processes. Laws and Regulations Gulf Fertilizer shall apply good corporate governance and ensure effective implementation of the region’s laws and regulations. However, it shall also take into account costs associated with compliance especially in the environmental area. Current organizational chart showing functional relationships and lines of communication Management structure strengthens the culture of a company by providing foundations, showing planned relationships, communication line, and providing outline boundaries in which the firm’s activities take place. The management structure must accommodate all aspects of varied departments. However, it can ignore conflicting expectations of the constituents (Miner 147). There are two main strategies of designing a company’s structure. These are mechanistic and organic structure approaches. Tradi tionally, structures depicted power delegations, authority relations, and communication lines among others. The mechanistic management structure provides a single line of reporting and communicating that employees follow rigidly. Employees in similar horizontal structures have no power or authority over each other. On the other hand, the organic structure lacks rigid or fixed hierarchy. Workers can work together to finish a project, and then provide help in other areas. In addition, employees can also handle more than a single project at any given time. Workers can have a manager, many managers, or none at all. In such situations, the firm expects its workforce to exercise self-leadership. Gulf Fertilizer shall adopt an organic management structure to ensure effective operation and coordination among departments. This structure shall also work best because the company is new. Below is the proposed management structure. Breakdown of the organisational structure in terms of character istics, size, line and staff components or administrative and operational components, and examples of differentiation in terms of vertical and horizontal components, integration, centralization, standardization, formalization and specialization The organisational structure and related information depict the division and coordination of the work of the firm among various departments (Kazmi 25). This provides specific functions for every department among all functional areas of the organisation. Breakdown of the organisational structure is necessary so that processes and policies have clear coordination for maximum achievement of the core goals and strategies. These strategies become functional strategies of the organisation. The firm can create them from its corporate and business strategies. It is necessary that the company aligns its strategy implementation with the capabilities of its resources (Griffin 78). Organisational strategies work at different levels. However, a company mu st create congruence and coordination of all its different strategies. This is the importance of vertical and horizontal elements of strategies. These processes should create both vertical and horizontal fit for the company. Vertical elements create a necessary definition of various functional strategies with regard to their capabilities within the functional area so as to enhance the strategic advantage of the company. Gulf Fertilizer functional strategies with the focus on both horizontal and vertical elements shall focus on the following key areas. First, the company shall focus on strategic sales and marketing management. The aim of this strategy is to align marketing strategies of the firm alongside its core goals in order to achieve strategic advantage in the market. Second, the company shall also focus on strategic, financial management in order to control costs of operation and maximise returns for shareholders. This is a key strategy that the company will use to achieve str ategic advantage against its competitors. Third, the company must also pay attention to its operations management. The company should align operations management with its business and organisational strategies so that it creates a competitive advantage. Fourth, Gulf Fertilizer must also focus on recruiting and retaining the best talents in order to achieve success from its human resources capabilities. This implies that the company must focus on demographic shifts in the workforce and adjust its recruitment strategies. Strategic management of human resources shall ensure that the company has recruited, retained and exploited its human resources for the overall strategic advantage of the company. Fifth, the company must also manage its research and development strategies in order to create the best fertilizer for its customers. This is a crucial area in the success of the company. It ensures growth and survival the company. The company must introduce technology, facilities, and knowl edge and skills that can facilitate this strategy. Horizontal element of the company shall ensure integration of different operational activities within the company that produce products for customers. Thus, the company must ensure integration during implementation processes of operations management. Centralization The company shall operate with heads of departments that report to the director. Standardization The company shall learn to standardise its processes as it comes of age. In the beginning, there shall be limited standardisation of processes. Formalization The company shall not operate with formal written rules. However, it shall change its rules as it matures. Specialization Organic management structure allows employees to have overlapping roles and perform various tasks. However, this is likely to change as employees become specialists in their areas. Estimate of the organizational life cycle in terms of where it has come from and where it is going and comment about short term objectives and longer range strategy A start-up like Gulf Fertilizer must go through a life cycle like any other company. This implies that directors and other staff must perform all the necessary functions to keep the business running. However, the future survival of the organisation requires changes from these practices found in start-ups. Thus, the management must recognise processes that the firm is undergoing. The management must understand issues that the company faces in its life cycle. This creates a sense of insight and provides opportunities on how management can respond to various issues the company faces during operation. As the organisation changes, it acquires new features different from the old ones. Daft provided a summary of an organisational life cycle upon which we define life cycle of Gulf Fertilizer (Daft 135). Gulf Fertilizer Life Cycle.  (Adapted from Daft, 1992) Birth Youth Midlife Maturity Size Small Medium Large Very large Division of labour Overlapping tasks Some departments Many departments Extensive, with small jobs and many descriptions Centralization One-person rule Two leaders rule Two department heads Top-management heavy Formalization No written rules Few rules Policy and procedures manuals Extensive Internal systems Nonexistent Crude budget and information system Control systems in place; budget, performance, reports, etc. Extensive planning, financial, and person Short-term Objectives The short-term objectives of the company shall focus on the first year of its operation. The company shall focus on growth and expansion in terms of sales, finance, and market share. The company shall also concentrate on employees and management of the company. The process shall involve recruiting top talents for the organisation. New employees shall also undergone training and take various responsibilities within the company. Gulf Fertilizer must also focus on sales and income. However, this may change as people learn about its products. The company must consider prices, outputs, and demand within the region. Long-term Strategies Gulf Fertilizer shall focus on revenue growths as its core strategy. In order to achieve this goal, the company shall study the market, competition, customers buying behaviour, and provide new products to drive sales. The organisation shall also focus on customer service. The company targets at least 95 percent of positive response from its regular customers. It will redesign customer service approach where necessary so as to ensure customers’ satisfaction. Gulf Fertilizer shall also engage in employee appreciation and reward systems that ensure low staff attrition. This also aims at attracting creative inputs from employees. The company shall also focus on community and the environment. Employees shall volunteer to support community projects and environmental conservation efforts in areas it operates. Strategy Development SWOT analysis SWOT analysis shall offer G ulf Fertilizer advantages by identifying areas where it can focus and create a niche. At the same time, the company shall also understand the fertilizer industry in the Middle East and Gulf region. This process shall also enable the company to identify potential threats and formulate strategies to counteract them. Strength Massive capital of 1 billion dirham Favourable distribution channels Suitability of location Low operational costs Weaknesses Low market penetration High costs of production Similar products in the market Unreliable supply of skilled labour Opportunities Research and Development Technology in production Favourable distribution channels Skilled personnel Market share Availability of natural gas Reliability of supply Increasing capacity for raw materials Threats Market saturation Shortage in key inputs including skilled labour Economic uncertainties such as recession, exchange rates, inflation rates Arab uprising threats Competition Changes in regulat ions and trade policies The PESTEL analysis Economic factors The globe financial crunch of 2008 and the euro crisis were the main economic factors that tested start-ups in the recent period. The prevailing economic conditions influenced how consumers, resellers, and other stakeholders in markets purchase products. Some start-ups closed because their business systems could not sustain difficulties of the recession. However, the financial crisis may create opportunities for new investors with low operating costs. Gulf Fertilizer can take advantage and exploit the vacuum in markets. The fluctuation of exchange rates also has huge potential of affecting the company’s earning and profits. The prevailing market factors are difficult to predict. Thus, the company should prepare for such eventualities in the market. Political factors These may entail taxes, regulations, political unrest in the Middle East and other related political factors. Gulf Fertilizer must operate within t he regulations of Middle East and the Gulf region. The unrest in the Middle East and the Arab spring are major factors that can cause instability in the company. The company must anticipate effects of such unrest before exploring new markets. Social factors The company shall engage in social responsibilities such as conserving the environment and supporting local communities’ initiatives. This shall create a favourable company’s image and enhance its relationship with customers. Such approaches have influence on consumers’ emotions, attitudes, opinions and interests regarding the company and its products. The company must also avoid any negative publicity that may affect its operation. Thus, it must relate well with its customers, communities, suppliers, and other stakeholders in order to enhance it social image among competitions. Technological factors Gulf Fertilizer shall adopt technology in its core operation. The company must actively engage technology in r esearch and development of its new products. Changes in technology shall ensure efficiency and low costs for the company. Technological advancements have changed the way companies conduct business. In fact, Gulf Fertilizer must adopt technology in all its operation and in dealing with external suppliers and relations. Legal factors Gulf Fertilizer must operate with the law of the fertilizer industry in the region so as to avoid expensive lawsuits that shall affect its profits. Therefore, it must avoid charges from regulators, customers, competitors, labour unions, environmentalists, and trade unions among other interested parties. Environmental factors Environmental factors shall also influence Gulf Fertilizer practices. Regulators are keen on the effects of fertilizer materials on the environment. As a result, the company must ensure compliance with the environmental requirements regarding its products in terms of chemical compositions and packaging. It must also minimise productio n of waste materials during manufacturing processes. Protection of the environment has become the key sustainability approach among many manufacturing organisation. Therefore, Gulf Fertilizer must also adopt best practices in the industry when conducting its manufacturing processes. Competition profile analysis Fertilizer companies in the Gulf region and Middle East mainly engage in manufacturing or mixing of fertilizer materials from other sources. The fertilizer industry in the Gulf region grows at a high rate predicted to reach 7.5 percent per annum by 2016. As a result, fertilizer companies should embrace long-term strategies for sustainable growth. Top fertilizer companies in the Gulf region and Middle East Company Market share FAUJI Fertilizer Company Abu Dhabi Fertilizer Industries Company (ADFERT) Oman India Fertilizer Company (OMIFCO) Gujarat State Fertilizers and Chemicals Borouge Fertil Saudi Aramco Total Petrochemicals Strategy map for Gulf Fertilizer showing the different perspective of it along with the cause-and-effect relationships between these different dimensions The strategy map shows cause-and-effect relationships among various key performance indicators and overall goals of the company. Strategy maps originate from the Balanced Scorecard framework (Kaplan and Norton 64). It shows organisational performance through four key areas. Analysis of cause-and-effect relationships in the strategy map breaks down a mission and a strategy to a point where we can identify key performance indicators (KPIs) and objectives as the organisation focuses on detailed and specific objectives. However, in a case where various departments engage in promoting the mission and strategies, then KPIs build a chain that ensure the implementation of organisational, strategic goals and mission. KPIs show the relationship among key activities of the company. For instance, Gulf Fertilizer shall recruit qualified employees and provide them wi th the necessary training. Highly qualified and trained staff shall improve internal processes of the business through developing quality products, and maximise use available resources to satisfy customers’ needs. This has potential of creating customers’ loyalty. Loyal customers will come for repeat purchases thus, increase the company’s profitability and shareholders’ returns. Strategy map adapted from Kaplan Norton, 1996 Strategy Implementation The balanced scorecard: common goals, targets, measures and course of actions along with the responsibility (or department in charge) for each and every perspective of the balanced scorecard At the centre of developing the balanced scorecard are the vision and strategy of the organisation that focus on financial, customer, internal processes, and learning and growth aspects of the organisation. Learning and growth The HR department shall be responsible for recruiting and training new employees. It shall also e nsure new employees learn culture of the company in order to contribute to the strategic goals of the company. The main goal is to recruit qualified employees who can provide in core areas of the organisation such as sales and marketing, finance department, customer service and operation where the KPIs shall focus. At the same time, recruits must also show considerable knowledge in technology. Internal process Various heads of departments must know how the organisation is performing in all areas of the business such as customer service, product developments, and financial performance among others. The metrics in this area must note how every department is contributing to the overall performance of the company. Customer perspective Customer focus and satisfaction have become key factors in business success. Customers are likely to find other suppliers if they receive poor services from a company. The metric should focus on repeat customers, levels of satisfaction with products and se rvices, and attraction and retention of new customers. All employees must spearhead customer service. Financial perspective Financial performance of an organisation remains crucial to its survival. The financial department should provide timely and accurate financial information to show progress the company makes. The department must also focus on risks and cost-benefit analyses for ensuring healthy reporting. Strategy Evaluation A brief plan of controlling the implementation of the strategy and the balanced scorecard Specific strategies This focuses on measuring performance. Gulf Fertilizer must identify most important objectives relating to achieving excellence in customer service, financial performance, products and services, recruitment and retention of best talents. The company shall also focus on factors that drive results such as employee commitment, technology, customer service, and motivating workforce. At this stage, the focus is also on workforce diversity, leadership, tr aining, company values and their effects on performance (Schiemann 207). The company should perform interview to determine the effectiveness of its strategy, align the team with strategy and identify factors that hinder improvement. This process should result into an action plan for evaluating the balanced scorecard. The balanced scorecard shall help the organisation focus on certain strategy, communicate it to the team, align the team with strategy and make the strategy part of decision-making. Evaluating current measures The assessment reviews current measures against strategies. At the same time, the stage involves reviewing employees’ performance against KPIs in financial performance, customer satisfaction, recruitment and training, and operations management. This process also reviews the effectiveness of the KPIs in measuring performance of the organisation. The aim of this step is to identify any shortcoming in the KPIs and areas of assessment in various departments. Cr eating new focus areas and KPIs The company creates new measures based on the effectiveness of the earlier measures. The process of creating new measures may involve conducting a survey that predicts the outcome in the main business areas. These areas may cover recruitment and selection processes. This should be flexible to meet human resource needs of the company. At the same time, the process must also indicate continuity in training processes. The process should also review employees’ commitment, customer commitment, retention, loyalty, employee participation, clarity of objectives, customer focus, organisational innovation and adaptability and how they influence performance. This process should create refined assessment tools that can work for the company for long time in predicting outcomes in different situations. Using new balanced scorecard KPIs The company should use tools that are easy to implement, understand, and measure. The performance metric for various areas s hould be flexible to reflect set targets and deliverables for evaluation purposes. Analysis and recommendation Analyses of the strategic approach are necessary for creating effective report and recommendations. The company can perform analyses in areas related to core business strategies. These should help the company identify the link between its processes and the actual outcomes. The focus should be on employee productivity, financial performance, customers’ satisfaction, and employees’ retention. The process should aid the organisation in identification of factors that have the significant influence on performance. The process should also provide opportunities of getting insight of returns on investment in terms of profitability, customer repeat purchase, and other areas that measure activities of key stakeholders. The organisation should also use the report for comparison purposes against the industry key players. Such comparisons are useful in setting realistic ta rgets best on what best performers have attained. From the recommendations, the company should implement improvement plans from the senior level with clear priorities, deadlines, and performance targets. This process makes use of the balanced scorecard on a daily routine. The organisation must also track improvement of the implemented recommendations. This helps in identification of emerging issues and formulating their strategies. Finally, the organisation must engage in continuous improvement by using the balanced scorecard to reset goals so as to create long-term competitive advantage. Works Cited Daft, Richard. Organizational Theory and Design. St. Paul, Minnesota: West Publishing, 1992. Print. Dobson, Paul, Kenneth Starkey and John Richards. Strategic Management. Oxford: Blackwell Publishing, 2004. Print. Griffin, Ricky. Management. 7th ed. London: Houghton Mifflin Harcourt, 2002. Print. Kaplan, Robert and David Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business Review Press, 1996. Print. Kazmi, Azhar. Business Policy and Strategic Management. New Delhi: Tata McGraw Hill, 2004. Print. Miner, John. Organizational behavior I: Essential theories of motivation and leadership. New York: M.E. Sharpe, 2005. Print. Roberts, John. The Modern Firm: Organizational Design for Performance and Growth. Oxford: Oxford University Press, 2007. Print. Schiemann, William. Creating the Measurement-Managed Organization. Branchburg, NJ: Metrus Group, Inc, 2002. Print. This report on Gulf Fertilizer Company Strategies was written and submitted by user Axel Allison to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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Sexual harassment in workplace was defined by Magley (1997, p. 15) as â€Å"unwanted sex-related behavior at work that is appraised by the recipient as offensive, exceeding [ones] resources, or threatening [ones] well-being.† This problem is very common in many nations USA having no immunity; its estimated that 35- 50% of all US women and 9-35% of all US men have been victims to sexual harassment. Shaw has observed that sexual harassment is not only physical, but also involves; comments, treatment in sexual nature, and any activity that is based on a persons gender and makes the person feel uncomfortable. Gender Bias: Sexism is a way of thinking about sexes; sexism is a form of discrimination, or gender based biasness. Gender roles emanate from having such a way of thinking. Many people are socialized to believe that there are chores for men while some others are for women, hence if one is seen doing what is culturally believed to be for the other sex, its perceived as ‘incorrect conduct. Gender biases are based on stereotypes, where people are judged according to their physical traits, physical abilities, interest, occupation attitudes and personality traits. Gender biases are the basis for maltreatment of female law enforcers (Shaw, 2000). Chapter Two: LITERATURE REVIEW Masculinity Culture:   Ã‚  Ã‚  Ã‚  Ã‚  Santos (2004) made observation of the challenges that Latin American (Brazilian) women police were going through prior to establishment of women police stations. The case study explained how the women police managed to overcome the masculinity culture that was dominating the police force and perceiving the women in the force as just items of showing gender concern for the nation but not for any â€Å"real work.† Santos has concurred with Conselho Nacional dos Direitos da Mulher (2001) observations that women police in Brazil were discriminated and accorded the light duties as such was the most rational approach to their role in the force considering their gender; women can not manage hard tasks. Indeed the very absence of institutionalized gender-based training for women police was a clear indication of the limitation of creation of womens space in the masculine and repressive arm of the state.   Ã‚  Ã‚  Ã‚  Ã‚  Natarajan (2009) argued that there is a need to have a separate but an identical model of policing whereby men and women should have separate departments. The reason behind such an argument was based on Natarajan observations that despite the fact that the western countries had moved from what he referred to as â€Å"reluctant separate and unequal status for women police officers,† the police women remained to be numerically minority and demeaned in role playing within the police force. She pointed out that the women police were faced with barriers to equal access to diverse roles and tasks available in the police force as compared with their male counterpart. High integration is not an option if women will have equal opportunities as men in maintenance of law and order. His argument was that use of â€Å"back door† approach would facilitate recognition of women value as officers in police department. From a research conducted in among Indian police she argues that ineffectiveness in police department especially on gender issues result from men domination of police force, women are not free to express their challenges to men. Underground Discrimination:   Ã‚  Ã‚  Ã‚  Ã‚  Silvestri (2003) has noted that despite many nations removing barriers that were preventing women from entering to the male-dominated police career, the structures are yet to be fully transformed to warmly accept women in the field. He has pointed on the ratio in their leadership in police top positions as an open evidence of that fact. For example in Australia, they occupy just 6.3 percent of the top national policing while US top police leadership has 5 percent women representation. His argument is that discrimination of women policing is still on but less visible and more subtle and discrete, it operates from the underground and the police women experience it and are affected daily by it, no wonder have higher stress as opposed to male police. Women Integration: The integration of women in police force is far from being achieved. Natarajan (2001) has posited that in many countries if not all, women comprise of a very minute percentage of serving officers. He draws from many studies that identified that women are yet to be fully accepted as qualified candidates from the duties in police department. Barriers to full integration emanates from various circles, including: male officers prejudices, societal attitude and beliefs on police career and women, and inherent differences between both sexes in physical capabilities. The women law enforcers that were studied complained of; lack of promotion, family suffering because of tight work schedules, getting late for marriage which resulted to birth complication, and works that were physically draining. Natarajan stated that these reasons have used to justify lack of integration, for women were not fully contented with what the police career entailed. Leadership Imbalance:   Ã‚  Ã‚  Ã‚  Ã‚  Silvestri (2005) noted that in Wales and England glass ceiling has been cracked in the police force; however the number of women in the force and in high positions remains to be disappointingly low. Silvestri noted that a decade after Pauline Clare was appointed as first Britain woman chief constable, there was very little change in ratio of traditional men to women police amidst numerical increase of women in police force. He argues that myths of women as weaker sex and lacking ability to manage the heavy duties in the police force are still prevalent. Drawing from a research on what it takes to be police leader, he found out that police leaders are expected to be knowledgeable agents, of which stereotypes posits that women have lesser knowledge compared to their male counterpart. He noted that police force is faced with a challenge of long working hours which though unsuitable for both men and women, women suffers the more for they long hours are incompatible wi th womens family roles; consequently demeaning any hopes of rising up the leadership ladder. Women Stress: Stress Spillover   Ã‚  Ã‚  Ã‚  Ã‚  Thompson, Kirk and Brown, (2005) conducted a research on stress spillover among police women and how it affects their careers as well as their family. The high occupational demands in the police force acts as limitation to women advance in police career. They noted that women are known to reflect more workplace stress more than men, consequently women who are interested in making their marriages and families work find it hard to cope with police force work. They found out that emotional exhaustion act as a mechanism through which workplace stress spills over to the family, consequently reducing family cohesion. Thompson, Kirk and Brown, (2005) shared their findings with Morash and Kwak (2006) that the victims suffer interpersonal disorder such as withdrawal which affects women more than men. Women being more socialized to family hood resolve to giving in to their families than careers, this is taken as the base of women low ranks in the police force. The stereotyp e is used to abase the police women in their pursuit of senior positions. Rank and Stress: While conducting a research on the relationship between high ranking women officers and low ranking women officer among Greek officers, Antoniou (2009) identified high ranking officers were more stressed in comparison of low ranking. He pointed out the difference was as a result of the male bosses attempt to oppress women not to rise upper. This strategy was observed as having been employed in many states. He identified that women were intimidated through threat of their personal integrity, exposure to danger, and violence and rape threats by fellow officers or criminals. Stressor and Obstacles: Dowler and Arai (2006) conducted a study to identify how the male dominated field may increase stressors and obstacles among female police. They first noted that despite the steady growth of women in the police force, they are still by far under represented with 12.7% only of the entire body of large organizations lawn enforcers and 8.1% in small agencies. They noted that from time immemorial police work was perceived to be mens hence masculinity subculture is yet to be exited creating additional stressor for female officers based on male centered environment. The women experience significant resistance and resentment from male administrators, supervisors and counterparts, especially by the chauvinists who have grave reservations on women in relation to competency as law enforcers. The reservations and resentments are based on femininity stereotypes. Women police table men-colleagues attitude towards them and their career as the most significant setback that they face in doing their work. They identified that men and women police have divergent perceptions on gender discrimination, which acts as the source of conflict as women feels they are judged according to their gender. Dower and Arai concurred with McCarty, Zhao and Garland (2007) who argued that workplace stress is manageable if one had peer support to share challenges with. Police law enforcers have a low percentage of women hence in many places women have no one to share their pains with. Stress and Suicide: While reporting on a study conducted on the rates of suicides among police officers as compared with their respective genders Burke (2006), observed that the rate of male officers who committed suicide was lower than the total males who committed suicide, but police women suicide rate was four times more than all the women who committed suicide. The study therefore concluded that police women were subjected to more stress than male counterpart. Women Reactivates: Sun and Chu (2008) conducted a research in an attempt to identify gender differences in policing. The study was geared towards understanding what approach the police prefer as the most effective to law enforcement. The women respondents were more supportive to an aggressiveness approach as opposed to men. The researchers argued that the reason for women attraction to aggression was in an attempt to prove that they were capable and did not fear male criminals. This was perceived as a strategy to put off stereotypes against women law enforcers. In a study conducted by Seklecki and Paynich (2007) on police womens perception about their career as law enforcers, most of them felt that they were equally capable if not better than their male peers. Most the interviewees tabled harassment from their male peers and their husbands based on their career as the greatest challenge they face daily. Most of them were found to deliver better than men since they worked with an attitude of proving the allegations that they are lesser able wrong. Criminals also were easily caught by women for most perceived women as not being able to hand put them into trouble. Their greatest battle is fighting chauvinistic harassment. Public Perception:   Ã‚  Ã‚  Ã‚  Ã‚  Yima and Schaferb (2009) conducted a research to identify how the public perception of police affects the officers job satisfaction. The research identified that the public perceptional image on officers influences their job satisfaction as well as delivery. Community perception of women law enforcers is that they are less capable as compared with their male counterpart, this demoralizes the officers and most of the time they do a duty to prove that they are able not to fulfill their duty. While not on duty they are esteemed for achieving â€Å"mens† career, but are not trusted as capable of delivering. Affirmative Action:   Ã‚  Ã‚  Ã‚  Ã‚  Tougas and Beaton (2005) observed that were it not because of affirmative action in the United States, women would have remained to watch and admire the traditionally male-dominated careers. Nevertheless they did not fail to notice that change in workforce composition was still facing immense challenges. Police work was perceived as requiring males because of the physical strength required and the dangers police officers are exposed to. Women involvement in the work was perceived as challenging masculinity icon of the work. They shared the observations with Hunt (1990) in arguing that violence and criminal issues are not feminine, hence women should keep of and let those who are endowed for such (men) deal with them. They argued that this were the basis for harassment, exclusion from some tasks, and discrimination. Tougas and Beaton argued that as much as affirmative action has facilitated a great deal of women entry to the force, the numerical imbalance is still immensely visible. Perception of police women as lesser police is a prevalent form of sexual harassment. Collins (2003) conducted a research geared towards identifying why there was a significance increase in the harassment among female law enforcers despite having laws that are supposed to protect female officers from such harassment, from the public or their peers. The writer identified that Florida criminal justice standards were wanting as in many other states. The article writer noted that despite collecting enough evidence of pervasiveness related to sexual harassment, the number of sexual harassments were on the increase. He argued that the increase emanated from the minimal discipline that was imposed on culprits, it was substantial hence encouraging more men to do if not repeat such acts. Chapter Three: Conclusion- Seklecki and Paynich   Ã‚  Ã‚  Ã‚  Ã‚  In an attempt to find an answer to the hypothesis of whether gender have an effect of how police officers are treated in the workforce, Seklecki and Paynich (2007) conducted a national survey of female police officers. They pointed out that to have women in law enforcement was a battle that was won in courtroom through amendment of the constitution. They have noted that the police force was men workplace and women were expected to keep off for the duties involved required masculinity. Seklecki and Paynich identified that qualification to the police force required agility and physical strength.   Ã‚  Ã‚  Ã‚  Ã‚  Seklecki and Paynich conducted literature review on the findings of various writers on women policing. They found out that the entry of women to law enforcement career has been very low with as little as 15% of the entire police force. They have observed that police force is still structured for men limiting women from joining and fully exploiting their potential in the career. They observed that discriminations against women are still prevalent. The behaviors of female officers such as excessive use of force were linked to the discriminations, in attempts to prove they were equal police to their male counterparts. Seklecki and Paynich observed that objection of women from joining law enforcement career was/is an attempt to maintain patriarchal society and roles.   Ã‚  Ã‚  Ã‚  Ã‚  Seklecki and Paynich observed that to ensure that women self-esteem in policing career was abased, male counterpart have created a negative work environment for women police. Female officers operate under pressure compared to male peers. References: Antoniou, A. (2009). Occupation-specific precursors of stress among Greek police officers: the roles of rank and gender. International Journal of Police Science Management, 11(3), pp. 334-344. Burke, R. Richardsen, A. Martinussen, M. (2006). Gender differences in policing: reasons for optimism? International Journal of Police Strategies Management, 29 (3), 513-523. Collins, S. (2003). Sexual harassment and police discipline: Whos policing the police? International Journal of Police Strategies Management, 27(4), 512-538. Conselho Nacional dos Direitos da Mulher, (2001). Pesquisa nacional sobre as condigoes defuncionamento das delegacias especializadas no atendimento as mulheres: Relatorio final. Brasilia. Dowler, K Arai, B. (2006). Stress, gender and policing: the impact of perceived gender discrimination on symptoms of stress. International Journal of Police Science Management, 10(2), 123-135. Hunt, J. (1990). The logic of sexism among police. Women and Criminal Justice, 1, 3-30. Konik, J. Cortina, L. (2008). Policing Gender at Work: Intersections of Harassment Based on Sex and Sexuality. Soc Just Res (2008) 21:313-337. Magley, V. (2002). Coping with sexual harassment: Reconceptualizing womens resistance. Journal of Personality and Social Psychology, 83, 930-946. McCarty, W. Zhao, J. Garland, B. (2007). Occupational stress and burnout between male and female Police officers: Are there any gender differences? International Journal of Police Strategies Management, 30(4). Morash, M. Kwak, D. (2006). Gender differences in the predictors of police stress. An International Journal of Police Strategies Management, 29(3), 541-563. Natarajan, M. (2001). Women Police in a Traditional Society: Test of a Western Model of Integration. Koninklijke Brill NV, Leiden, IJCS XLII, 1-2. Natarajan, M. (2009). Women Police in a Changing Society. Backdoor to Equality. International Journal of Police Science Management. 11 (4), 518-520. Santos, M. (2004). EN-GENDERING THE POLICE: Womens Police Stations and Feminism in Sao Paulo. University of San Francisco. Seklecki, R. Paynich, R. (2007). A National Survey of Female Police Officers: An Overview of Findings. Police Practice and Research, 8(1), 17-30. Shaw, F. (2000). Coping with Sexual Harassment and Gender Bias. New York: The Rosen Publishing Group. Silvestri, M. (2003). Women in Charge: Policing, Gender and Leadership. The Australian and New Zealand journal of criminology, 304-307. Silvestri, M. (2005). Doing time: Becoming a police leader. International Journal of Police Science Management. 8(4), 266-288. Sun, I Chu, D. (2008). Gender differences in policing: an analysis of Taiwanese officers attitudes. Police Practice and Research, 9(5), 431-443 Thompson, B, Kirk, A Brown, F. (2005) Work based support, emotional exhaustion, and spillover of work stress to the family environment: A study o f policewomen. Stress and Health, 21 199-207. John Wiley Sons. Tougas, F Beaton, A. (2005). Policewomen Acting in Self-Defense: Can Psychological Disengagement Protect Self-Esteem From the Negative Outcomes of Relative Deprivation? Journal of Personality and Social Psychology. 88 (5), 790-800. Yim, Y. Bryan, S. (2009). Police and their perceived image: how community influence officers job satisfaction. Police Practice and Research, 10(1), 17-29

Is Time Travel Possible? Essay -- Space Back to the Future Science Fic

Is Time Travel Possible? Time travel has always fascinated humans. The idea of being able to change the past or the future creates infinite possibilities. The most common form of time travel is through the use of a time machine, although in some cases, characters with mystical powers can transport others in time. The subject of time travel has been brought up in various blockbuster movies, such as Back to the Future series, the Terminator trilogy, and even Bill and Ted’s Excellent Adventure.4 In the literary world, some well-known writers have written about time travel, including H.G. Wells, Issac Asimov, Ray Bradbury, Robert Heinlein and Madeline L’Engle. There are songs about time travel, from George Harrison’s â€Å"Any Road† to â€Å"The Timewarp† from the Rocky Horror Picture Show. Time travel is also a prominent theme in commercials and advertisements, television shows, and art. In these media forms, time travel can be construed as good or bad. In some cases, the hero or heroine in the story travels back in time to save someone or change a bad outcome. In others, tampering with the past leads to tragedy in the future. A frequent topic on this is what happens if one were to meet himself in the past. Because we have no definite answers on the concept of time travel, the possibilities in entertainment are endless. Scientifically, there are currently three popular theories on how time travel may be possible: through the use of black holes, wormholes, and cosmic strings. There are two types of black holes. Schwarzschild black holes are the more well-known and consist of a singularity at the center that crushes all matter beyond recognition. Kerr holes are rotating black holes where the singularity is formed in a ring, much like th... ...htly older while his twin has long since died of old age. The consequences of time travel on society would be tremendous. Today’s moral systems are based on the concept that (as Shakespeare wrote) â€Å"what’s done cannot be undone.† A society in which the correction of past mistakes or the prevention of future ones was possible would most likely have a radically different moral system less focused on the consequences of one’s actions. (1)Hawking, Stephen. â€Å"Lectures: Space and Time Warps.† . (2) Pickover, Clifford. â€Å"Traveling Through Time.† 2000. NOVA Online. http://www.pbs.org/wgbh/nova/time/through.html. (3)â€Å"Sagan on Time Travel.† 2000. NOVA Online.. (4)â€Å"‘Time Travel’ Transcripts.† 1999. NOVA. .

Motivational factors affecting the academic performance of the students Essay

A research proposal submitted to Ms. Azelle Charese Agdon. Instructor, Department of Economics Cavite State University Imus City, Cavite. In partial fulfilment of the requirement for subject DCEE 28, Methods of Research Bachelor of Science in Office Administration INTRODUCTION Motivation is a process of satisfying students different needs and expectations, therefore, Administrators have to be aware of and analysis those unique, individual’s needs. Administrators have the difficult task of how they can improve the performance of the students. They have to increase students attention towards their goals and direct their behavior. It is important to know to motivate the students in their academic performance, because it will affect their learning’s, setting goals and to be successful in their chosen field. Many students have their own ways on how they can motivate their selves to perform well. Now a day, there are many factors affecting the performance of the students. The Cavite State University it’s humble beginning in 1906 as the Indang Intermediate School with the American Thomasites as the first teachers. Several transformations in the name of the School took place. In 1918- Indang Farm School. In 1927- Indang Rural High School and then to Don SeverinoNational Agriculture School in 1958. The name Don Severino is in honor of Don Severino De las Alas who was then the Secretary of interior in the Aguinaldo revolutionary government. Don Severino donated a tract of land for use as fuel feed laboratory by the School. In the first semester of S.Y 2003-2004 Cavite State University opened a branch campus in Imus, Cavite. The Trece Martires Campus was established through the memorandum of Agreement (MOA) signed on May 15, 2005 to start offering courses on the first semester of school year 2005-2006. In the first semester of school year 2006-2007, Cavite State University opened a branch Campus in Silang cavite. At present the whole Cavite State University system has ten campuses in different municipalities of Cavite with a total of 18,563 registered students as to its population. STATEMENT OF THE PROBLEM This research aimed to determine the motivational factors affecting the academic performance of the students in Cavite State University- Imus Campus. 1. What is the students profile in terms of? Age Programmed enrolled Year Enrollment Status 2. What is the academic performance of the students in terms of Grade Point Average (GPA) last semester (2nd semester of School Year 2013-2014) ? 3. What is the factors that most affecting the academic performance of the students? Importance of the Study The information and data gathered to this research which were beneficial to the Students, for them to know how this study helped to motivate and also give them knowledge about these factors can truly affect their academic performance. To the Instructor, this research helped them to know how they can motivate their students. Lastly, to the future researchers, this will serve as a guide and give them an idea to their future research. Objectives of the Study Generally, the research conducted to determine and analyze the motivational factors that affecting the academic performance of the students in Cavite State University- Imus Campus. Specifically it aimed; To know the profile of the students in terms of: Age Gender Program enrolled/Year & section Status To know their Grade Point average (GPA) last semester (2nd of School Year 2013- 2014). To identify what are the motivational factors can affect most the academic performance of the students. Conceptual Framework Figure 1. Factors affect the Academic Performance This figure shows that factors have a big effect to the student for them to increase their academic performance. The factors are very important because it will lead you to achieve such goals in life and to be successful in future. In increasing student academic performance, they must have their own ways how they can motivate their selves or what can motivate them. In every success, there is a factor on it. Whenever it’s a simple motivation, it always helped them to get what they want. In students, motivation has a big factor on how they increased the academic performance or excel at the school. Also the teachers and instructors must have their ways how they can motivate the students. Time and Place of the Study The idea of the research entitled â€Å"Motivational Factors affecting the academic performance of the students in Cavite State University- Imus Campus† when the researchers observed the students and think about how or what factors may affect to increase their academic performance. The study started on August 2014 and ended on September 2014 covering the Cavite State University Imus Campus, Palico IV Imus City Cavite. Scope and Limitation This research covered the motivational factors affecting the academic performance of the students of Cavite State University Imus Campus. This study intends to know what or how the students truly motivate these factors. The researchers also collected some important data from the school to further access this matter. Finally, they conduct a survey to the students to gather data in order to them to get a result to this study. Definition of Terms Motivation – the act or process of giving someone a reason for doing something, condition of being eager to act or work. Factors – the influences that contributes to the result or outcomes. Skills – the ability to do something that comes from training experiences or practice. Cavite State University – A place were the primary concern of the researcher. Goals – Something that you are trying to do or achieve. Enrollment Status – the status of the student whether they are â€Å"regular or irregular†.

Destination Medicine Essays

Destination Medicine Essays Destination Medicine Essay Destination Medicine Essay Chapter 4, entitled â€Å"Practicing Destination Medicine†, begins with an account of a patient presenting with weakness in his left hand. He took this problem to many specialists in an effort to find a cure or treatment before the weakness became worse. After procuring the opinion of several physicians – all of whom confessed uncertainty in the diagnosis – the patient came to Mayo Clinic and was evaluated, diagnosed properly and treated within the span of four hours. This story is among several that give a similar account of lengthy, sub-par healthcare services provided at other institutions, and the stark contrast of efficient and accurate treatment given at Mayo Clinic. Chapter 4 attributes the relative success at Mayo Clinic to a systematic patient care regimen known as ‘destination medicine’. Destination medicine is time-restricted and provides accurate assessments by the top tier medical doctors that work at Mayo. Due to the impressive reputation of Mayo, patients fly from various places around the globe, and the destination model practiced there is essential to the time-constraints of people who just flew in for the world renowned institution. Chapter 5: Partnering for Leadership Chapter 5, entitled â€Å"Partnering for Leadership† follows the story of a man who gave up his job as an administrator at Mayo Clinic and soon regretted his choice. The atmosphere of Mayo was so vastly different from any other health facility, and the contrast was so stark, the administrator claims he knew he’d made a mistake in leaving Mayo within ten days of leaving the clinic. In ten months, he returned to the unique institution, claiming â€Å"The teamwork, partnerships, and integration that I took for granted, the air we breathe around here, the culture of Mayo Clinic that permeates this place is incredibly unique† (Chapter 5). It is evident that the professionalism and efficiency that have earn Mayo its prestigious status and high caliber medical practice also draw a fierce loyalty from the staff. In chapter 5, the alluring modus operandi is the team-driven patient-first initiative. Through collaboration and cooperation, the patients are offered efficient care as well as accurate diagnoses which are analyzed in the aforementioned collaborative process among the highly-trained professionals. In collecting different perspectives, the accuracy of the original diagnosis greatly improves and thus the time efficiency is improved. Chapter 6: Hiring for Values – And Talent In Chapter 6, entitled â€Å"Hiring for Values – And Talent†, the story is told from the point of view of a man who came from South Africa to the United States. The physician applied at Mayo Clinic, and discerned two attributes of the clinic that impressed him above all else. The first was the teamwork he’d observed in just his short visit there; the clinic had a camaraderie that was utterly unique and likely contributed to its success. The second attribute was the evident commitment to excellence by all facets of the healthcare staff. The beautiful facility was home to some of the world’s most brilliant doctors as well as being stocked with the latest technological innovations in biomedical engineering.

Aboriginals in Canada and Mexico essays

Aboriginals in Canada and Mexico essays For many years, Aboriginal people in Canada and Mexico have fought for political sovereignty and self-government. While Canada and Mexico are two different countries with two different cultures and histories, the Aboriginal peoples fight in both countries is strikingly similar. Both groups of people have been fighting a war against assimilation and the utter destruction of their culture. While some groups have lost parts of their culture to absorption, these Aboriginals strive to preserve or regain any parts of their heritage that they can. They have been overwhelmed by European colonies and societies and have come under their rule. Aboriginal people in Canada and Mexico are expected to live under Canadian or Mexican government when they are a different people than those who attempt to preside over them. These Aboriginal people have to come to believe that the respective governments should grant autonomy and that they should be able to be their own separate entity within the already established borders of Canada and Mexico. Learning about Canadas history lends some background on how the native peoples there became repressed. Surprisingly enough, European settlers and explorers first treated the Natives of North America as a sovereign nation, completely equal in law. Relations between Europeans and Natives varied from friendly trades to hostile battles, yet the Natives were never defeated or surrendered in any way. Conversely, many Indian groups did end up signing treaties with Europeans that would continue to haunt them for generations to come. Once the Natives came under settler rule, the Europeans planned that eventually find a place for Aboriginals in the social contract (8). Still, this posed a problem for both groups because European settlers could not see the Aboriginal people as fit for inclusion in their society. Instead Indians were seen as a primitive civilization with no rights to citizenship. So...

Naval Hospital Guam Facility Case Study Example | Topics and Well Written Essays - 750 words

Naval Hospital Guam Facility - Case Study Example Naval Hospital Guam 2006). My search has so far brought up the general quality management program for the Department of Defense but no specifics on this particular facility. I have been unable to identify a comprehensive Quality Assurance Program document online for the Naval Hospital Guam. The tasks of the Data Quality Analysis and Evaluation Division, the closest thing to Quality Assurance, is as follows: "Administers, coordinates and analyzes a variety of statistical data, to include: Medical Expense and Workload (MEPRS); Clinical workload data (both inpatient and outpatient); and Utilization Reporting for use by the command and higher authority. Provides guidance to work centers in developing statistical data collection techniques; and conducts training to familiarize personnel with statistical data reporting and requirements, and the impact on financial and manpower resource allocation"(U.S. Naval Hospital Guam, 2008). In connection with TRICARE, there was reference to the 1998 document from the Assistant Secretary of Defense. The Department of Defense (DoD) Utilization Management (UM) Policy for the Direct Care System provides a framework for systematic business and clinical processes. Regional UM and Quality Management processes are developed at the Lead Agent level. The Lead Agent establishes joint plans with the Managed Care Support (MCS) Contractors. The National Committee for Quality Assurance (NCQA) standards or the Joint Committee on Accreditation of Health Care Organizations (JCAHCO) standards provide the basis for the flexible development of processes which are multidisciplinary, cost efficient and designed to optimize patient care (Assistant Secretary of Defense, 1998). The goals and objectives include attention to the cost efficiency, timeliness and quality of care as well as the optimal partnership with MCS Contractors. Process performance, process improvement and system improvement a nalysis are an integral part of the plan and appropriate measurement and statistical methods are included in the plan. Key elements of the plan are education, utilization review, demand referral management, case and disease management, discharge planning and health promotion. These provide a basis for the evaluation of care and the development of best practices including practice guidelines, critical pathways and critical outcome studies. TRICARE has developed a Provider Handbook by Region to supply information on key operational aspects of the program and program options. Mandated Requirements: According to the Assistant Secretary of Defense (1998), integration of UM in the Direct Care System (DCS) with the contractor's network, other regional Military Treatment Facilities (MTF),

Investment Strategy Essay Example | Topics and Well Written Essays - 500 words

Investment Strategy - Essay Example  ­For this formula, the n refers to the number of times per year that interest is compounded. This will be the formula that will be used in this case because the interest needs to be compounded monthly. The option that I would choose would entirely depend on how I planned to spend it. If I was looking only at the short term, then I would be better to go with the one-off payment of $100,000. However, if my goals were set towards the long term, then I would be far better off to go with the monthly payments of $750 per month. In the figures above, it can be seen that considerably more money is gained through the one-off payment after 10 years, but that the monthly payments accumulate much more at 20 and 30 years respectively. To find where the change occurs precisely, take a look at the following: The table above shows that while the $100,000 one-off payment is worth more than the $750 monthly payments after year 16, it only takes one more year, year 17, for the monthly payments of $750 to be worth more. The benefits to each option are obvious. If someone is after quick money and does not have any long-term plans for the future, then they should take the one-off payment of $100,000. However, if they want to make long-term plans that will hopefully benefit future generations, then the best option is to take the $750 monthly installments. The age that someone has a choice to make obviously would affect their decision. As I am a student, I would likely take the monthly payment option because I would benefit from it later on in life. However, someone that was close to old age would want to take the $100,000 one-off payment because they would likely not be around much longer. If they were to take the monthly payments and then suddenly pass away, they would not get much use out of the