Diabetes Essay -- Disease, Health, Medical, Nursing

Diabetes Diabetes is a killer; in fact, it is among the top ten killers of adults in the United States. "It can lead to, or contribute to, a number of other serious diseases" (Sizer and Whitney 112). Diabetes means "syphon" or "to run through" (Sizer and Whitney 112) therefore denoting the increase in urinary volume excreted by people suffering from this disease. Mellitus means "sweet". Diabetes mellitus means increased excretion of sugars being released with the urine, creating a sweet smell at the time of elimination. The patient with this type of disease has a problem with his insulin production or usage. Insulin is a hormone produced in the pituitary gland, that helps to digest the sugars and use them for energy, and must be given through an injection into the arms or legs; if this is not done the gastrointestinal enzymes in a person's stomach will digest the hormone. A diabetic does not produce adequate insulin or cannot use his own. Diabetes mellitus is not a single disease. This is a h eterogeneous syndrome for which several theories of etiology (explanation of the cause of the disease) have been proposed (WebMd Health). Diabetes is a life-threatening disease, but it is not a death sentence. With proper maintenance of insulin, exercise, and diet, diabetes can be controlled. Advances in medicine will create a larger variety of treatment options and help remove the stigma, as well as fears, associated with diabetes. The signs and symptoms of diabetes are divided into early, secondary, and late signs. Some of the early signs include polyuria (excessive urination) and thirst; another sign can also be a sweet smell from urine. This odor is due to the loss of water through promoting cellular dehydration. Polyuria is the result of large amounts of glucose, ketone bodies, and protein being excreted by the kidney; an osmotic effect of sugar attracts water and promotes diuresis. The secondary signs include nausea and vomiting, dry mucous membranes with cracked lips, hot flushed skin, abdominal pain and or rigidity, acetone odor of the breath, soft eyeballs because of dehydration, and kidney disease. Other signs include impaired vision or blindness resulting from cataracts and damaged retinas, nerve damage, skin damage, and strokes and heart attacks. The root cause of all of these symptoms is probably the same (Sizer and Whitney 113). Late symptoms includ... ...diseases. Signs and symptoms also vary; they are broken down into early, secondary, and late. Complications also fluctuate depending on the lifestyle and control that the patient has over his insulin. First signs are not good to have and most are, overlooked by the patient. Treatments can range from simple injections to the use of more complicated machinery. Diabetes does not choose a specific race, age, or gender, but any person is at risk. Depending on the diabetic's lifestyle and habits in everyday life, longevity and normal living will triumph. Works Cited American Diabetes Association. 10 March 2005. Apgar, Ellen. Telephone interview. 09 March 2005. Boone, Ria. Personal interview. 14 March 2005. Cordy, Eric. Telephone interview. 2 March 2005. Luckmann Joan, and Karen Creason Sorensen. Medical-Surgical Nursing: A Psychological Approach. Philadelphia: W.B. Saunders Company, 1980. Sizer, Frances, and Eleanor Whitney. Nutrition Concepts and Controversies. Eighth edition. Australia: Wadsworth/Thomson Learning, 2000. WebMd Health. 2003. WebMd Corporation. 22 Jan. 2005 . International Diabetes Federation. What is Treatment for Diabetes? 20 Jan. 2004. .

Hr Systems Comparison: System Thinking , Best Practice, Best Fit

Managing human capital| HUMAN RESOURCE MANAGEMENT| | | | Table of Contents 1. Abstract3 2. Introduction3 3. System and Ecological Thinking4 3. Best Practice5 4. Best Fit6 5. Discussion7 5. 1. ‘Systems Thinking’7 5. 2. ‘Best-Practice’8 5. 3. ‘Best-Fit’9 6. Summary and Conclusion10 7. Bibliography11 1. Abstract This assignment will assess three main schools of thought that apply to Human Resources Management (HRM). With regards to contemporary HRM concepts it is evident that a consideration of the ‘larger picture’ is necessary to be able to effectively push an organisation towards its ideals goals.A consideration of ‘system thinking’, ‘best practice’ and ‘ best fit’ systems of HRM lead to balanced conclusion that it is necessary for an HR Manager to have a sensitivity to the individual needs of the workforce as well as the ultimate mission of the company. Each system discussed here does this diff erently here does this differently with each focussing on alternate viewpoints of what is most important; be it the intricacies of the system, the commitment applied to the overreaching goals of the organisation.This study finds that our of the three areas studied is viable and arguable that best practice system offers the most well rounded set of principles for general HRM. However, to assess the appropriate HR System for a more specific organisation either local or international, it is essential to consider a conglomerates system, which takes into consideration the specific aims of the company the needs of the staff to create an efficiency and enhanced performance that is still systematic and easily applicative.Key words: System Thinking, Best Practice, Best Fit, Human Resource Management 2. Introduction Human Resource Management was influenced from the changing look of the employment management relationship that occurred after the First and Second World War. It starts with the Fi rst World War; it can be classified in terms of a changed attitude of managers towards labour, changed labour management practices, the development of personnel techniques, and development of the personnel profession.During WW1 the demand for workers significantly increased, as a result of this, the need for monitoring workers, and finding qualified workers to manage the group of people similarly increased. â€Å"These new values became incorporated in what was emerging as a distinctive body of management thought, practice and ideology, upon which later theory and practice are founded. † WW1’s impact on HRM grew rapidly during WW2, with an increase in new theories and ideas. In addition to this, labourers created their industrial unions which enhanced the monitoring of the people and also allowed a development in training.During WW2 developments opened vast fields for HRM. Significant impacts occurred after the war, when the idea was introduced that â€Å"quality adds to costs†. Subsequently, â€Å"western organisations have since come to emulate the philosophy and practises of quality that proved so successful†. The concept of HR can thus find their beginnings rooted in the aftermath of the two world wars This essay will consider three main systems of HR namely; ‘systems thinking’, ‘best practice’ and ‘best fit’.Within these topics there will be an assessment of what each of these systems involves with regards to HR and occasionally the International HR Manager. The ‘best-fit’ system can be subdivided into three models which shall be discussed also. These are the ‘life-cycle model’, the ‘competitive model’ and finally the ‘configurational model’. Furthermore there will be consideration of the benefits and limitations of each of these practices, culminating in an assessment of which of these systems could offer the advantageous and beneficial HRM for the Director. . System and Ecological Thinking By definition, the context of HRM is complex because the nature of HR is that it is affected by many different factors, both internal (Vision, Mission and Goals, Policies, Management Approach, Organizational Culture, Quality of Work Life) and external (Political , economic, Social and Technological). Collins comments that â€Å"from the perspective of context, the story is never-ending†. He refers here of course, to the idea that these internal and external factors have an enormous effect on the working environment.It is a sensitive issue which requires a large amount of continued assessment; the goal being to keep these factors in check and accounted for in order to create a harmonious, productive and efficient workforce. This approach helps to simplify the complexities of context by looking upon HR as a ‘system', a term which denotes a delicate habitat made from smaller ‘sub-systems', where each ‘sub-s ystem' provides a layer of information that feeds up the chain to create the bigger picture.In the context of International HR (IHR), managers take on the same responsibilities as their local based colleagues but the area of activity and difficulty of these duties is based on the extent of internationalisation of the organisation. As they move towards a more global economy, organisations are supposed to revise their HR strategies. From one country to another, for example, external factors (e. g. politics) or internal factors (e. g. practice) would be vastly different.As a result of this, normal decisions can be really complex in an organisation operating around the world in multiple countries, particularly since for international organisations, all HR events are supposed to be synchronised across the home country and different national branches. The IHR manager needs to consider how to improve their leadership of a global company, choosing high potential employees and making correct decisions for the overall HR organisation A critical issue for IHR managers is creating co-operative strategies between countries.Consequently, the IHR manager cannot look at the ‘big picture’ from only one perspective. As Collin’s suggests, positivist and alternative views of a system can open â€Å"useful insights into the understanding of context†, ‘system’ thinking â€Å"allows us to see the whole rather than just its parts and recognise that we are a part of that whole. It registers patterns of change, relationships rather than just individual elements, a web of interrelationships and reciprocal flows of influence rather than linear chains of cause and effect. †The ‘system’ approach is organised in such a way that the processes and objectives are considered as a whole. For example, the ‘system’ consists of the organisation of the human element, machines, material resources, tasks, formal authority relatio nship; all of which are small informal groups. Each of these components works towards achieving the objective of the organisation – all of the processes are connected to each other. The main ‘system’ is the organisation, and this includes the interrelated and interdependent subsystems.The system thinking approach can be divided into an ‘open system' which refers to systems that take information from the environment, and a ‘closed system' whereby the system does not have any relationship with the environment. It is important for IHR Managers to remain firmly within an ‘open system’. They are required to start a dialogue with their environment and constantly adjust internally to remain buoyant and in balance with the external factors. It is interesting to consider an aspect of ‘systems thinking’ referred to as both ‘Hard Systems Thinking’ (HST) and ‘Soft Systems Thinking’ (SST).Within HST, humans are c onsidered as an objective resource. Its purpose is to pinpoint the ideal solution for predicting and controlling the use of existing resources. Once this ideal solution has been identified, the role of HRM then focuses on enforcing compliance with the designed regime. The difficulty with HST however, is that it is incapable of taking into consideration any kind of human misunderstanding or conflict which may hinder goal achievement. On the other hand, SST as proposed by Checkland (1980), is available to help tackle those problems which could not be handled by HST.SST has seven stages, which focus heavily on wide participation to create ownership of the outcome. Firstly, one must enter the problem situation, secondly express the problem in a â€Å"rich picture†, thirdly Formulate Root Definitions so that one can create precise perspectives of the participant system, fourthly Build Conceptual Models to understand better what each system does, fifthly, compare these models with reality, sixthly identify possible changes and seventhly take firm action to improve the situation. The benefits of SST are that it truly is able to recognise that problems occur due to differences of opinion.Its chief aim is to develop a sense of mutual understanding and preserving the existing state of affairs. Another aspect of ‘systems thinking’ is ‘Critical Systems Thinking’ (CST). According to Jackson (1991), CST accumulates five main components: critical awareness, social awareness, and dedication to human emancipation, complementarism at the theoretical level and complementarism at the methodological level. Midgeley (1995) stresses that CST developed around three areas of thought: improvement, critical awareness, and methodological pluralism.Improvement is able to be easily monitored through value systems, critical awareness considers participation factors and boundary judgements while methodological pluralism reflects on the range of methodologies available to temper communication and observation in order to supply an improvement, offer mutual understanding and involve a decision making process. Both Jackson and Midgeley show that CST is able to satisfy the three key human interests that were identified by Habermas in 1970 as being the technical interest, the practical interest and the emancipatory interest. 3. Best PracticeThe concept of ‘best practice’ falls under the category of a strategic human resource management technique (SHRM). It is also an example of ‘high commitment’ HRM. The idea behind ‘best-practice’ SHRM is that if an organisation adopts a particular selection of HR practices that are considered ‘best’ or most effective, then this will allow that organisation to enjoy an improved performance; both in terms of organisational productivity and output, and employee satisfaction. It is argued that with the ideal set of ‘best practices’, any company or organisation will benefit if they implement these practices fully (ie. ith a level of ‘high commitment’). There has been much research into the perfect set of ‘best practices’; since without knowing what constitutes the ideal universal set, it is impossible to claim any is really a ‘best’ set. Pfeffer (1994) provides one of the most commonly considered set of HR practices – a collection of sixteen HR principles designed for â€Å"competitive advantage through people†. These sixteen were then later simplified in 1998 into seven practices for â€Å"building profits by putting people first†.Marchington and Wilkinson later tweaked these practices for the benefit of the UK populace in 2002. The simple act of Pfeffer’s work needing to be altered to better fit a UK audience, suggests that the original principles were not relevant and consequently, not universal. If, the concept of ‘best practice’ is for an org anisation to follow a set of universal practices as closely as possible, with the idea being the more closely followed, the better the performance, then these principles need to be applicable to a universal audience to begin with.Guest (1987) expands on this by noting that since lists of ‘best-practices’ vary wildly in their inclusions it is difficult for there to be any rigorous evidence that supports any kind of universal application. Youndt et al. (1996) provide a generalised acknowledgement of what most models of ‘best-practice’ seem to focus on. In this research it is claimed that most focus on â€Å"enhancing the skill base of employees†. Extensive training of staff is undoubtedly important for many sets of ‘best-practice’, with most providing at least induction training and/or performance appraisals.Similarly Youndt’s recognition that many practices â€Å"promote empowerment, participative problem-solving and teamwork† which we can see reflected in examples such as Huselid’s (1995) stress on information sharing, Kochan and Osterman’s (1994) problem-solving groups, and Arthur’s (1994) suggestion of social events respectively. Youndt et al. goes some way towards establishing a more universal set of ‘best practices’, by taking the most commonly appearing practices and collecting them into a likely looking set of the most popular practices.In doing so, one could hopefully assume that the principles are relatable to a vast majority of organisations if not, ideally, all. Considering the difficulty in pinning down a firm set of ‘best practices’ acknowledged and agreed upon by all, it is interesting then that Capelli and Crocket-Hefter (1996:7) believe that in place of a single set of practices, which they believe to be â€Å"overstated†, it is rather the â€Å"distinctive human resource practices† that cause progression and enhancement of or ganisation.A type of practice that is thus distinguishing and characteristic or a particular workplace cannot be considered universal, but rather a focused set of practices that are applicable in a specific work environment. A final aspect to consider with ‘best-practice’ is the notion put forward by Storey, 1992, that single practices will be less affective if they are executed individually. MacDuffie, 1995, expands on this further by suggesting that it is essential for each practice to be grouped together into with complementary practices.This concept is known as ‘horizontal integration’. It is recognised that this type of integration allows some practices to be added or left out, as long as there are a core set of highly committed principles to adhere to. Although this too has problems, since in Guest et al. ’s analysis of the WERS data in 2000, they found that â€Å"the only combination of practices that made any sense was as straightforward cou nt of all the practices†. 4. Best Fit ‘Best-fit’ is also an example of SHRM.It is a concept which is rooted in ‘vertical integration’; the idea that a company’s business and HR strategies are aligned and cohesive. The suggestion being that an organisation becomes increasingly efficient when its HR department and the overall aims, goals and mission of the company are tailor fit. There are three models of ‘best-fit’ that explore this vertically integrated relationship, firstly the ‘life-cycle models’ (Kochan and Barocci, 1985), secondly the ‘competitive advantage models’ (Miles and Snow, 1978 and Schuler and Jackson, 1987) and thirdly the ‘configurational models’. . 1. Life-Cycle Models This model tries to link the vertical relationship between HR practices and company policy to a metaphoric ‘life-cycle’ of a company, from its start-up phase through to decline. Baird and Mershoulam (1988) states that â€Å"human resource management’s effectiveness depends on its fit with the organisation’s stage of development†. The inference is that as a company grows, changes, progresses etc. so must its complementary HR department. During the start-up phase, the emphasis for the HR department is flexibility and informality.As the company grows (growth phase), so must the HR policies. With the assumed increase in staff it is necessary for there to be a more rigid and formal HR department to cope with this. It is a perfect opportunity to foster innovation. The next stage is the maturity stage whereby a company is more established. During this time the HR role is about stability and control, and about perfecting practices already in place. Finally the decline stage considers HR’s role in matters such as redundancy and generally reducing company size. 5. 2. Competitive Advantage ModelsThis model usually applies to the research conducted by Porter (19 85), in which three bases of competitive advantage were identified: cost leadership, quality of service, and focus or innovation (i. e. being the sole provider of a product or service). Schuler and Jackson (1987) expand on this research by defining HR practices that ‘fit’ Porter’s three bases. Within each base (which can be referred to as a market strategy) there is an ideal set of employee roles alongside a reinforcing set of HRM policies. If the two are able to align efficiently, then it is presumed a higher level of performance will incur. 5. 3.Configurational Models The configurational model was proposed by Delery and Doty (1996). It attempts to rectify the problem that the best-fit school is often levelled with, that it oversimplifies the organisational reality. It does not take into consideration the ways in which a company is expected to grow and change in accordance with external factors (economic, political, social). The configurational approach aims to steer clear from linear thinking, and allows for the prospect that a company/organisation may be subject to many independent variables and may be focusing on multiple performance strategies at any given time.In short, the configurational model’s aim is to simultaneously achieve both horizontal and vertical integration. It responds to the truth that it is necessary for a company to be able to integrate it’s HR policies both horizontally and vertically (i. e. in accordance with the company’s overall direction but also with a set of practices that provide employee satisfaction and growth) in order for it to survive. This concept is easily visualised through Miles and Snow’s (1978) ‘defender’ and ‘prospector’ categories.The ‘defender’ category refers to a system that operates in a stable and predictable environment, while the ‘prospector’ category is conversely unpredictable and hurried. Each category is nec essary for the progression of the company (vertical integration), while the varying characteristics of both allow for a set of fairly general HR practices designed to secure employee satisfaction (horizontal) while adhering to the needs of both categories. 5. Discussion The three systems that have been discussed address HRM in vastly different ways.What is interesting to note is that despite this incongruence, they each prove to be successful and efficient systems. It is necessary however to discuss each system a little more critically in order to assess which system would be the most useful and effective in a work environment. 6. 1. ‘Systems Thinking’ ‘Systems thinking’ is a highly beneficial process for the IHR Manager. What is unique about its application is that it is able to take a very complex, perhaps global, situation and conceptualise it in such a way that it becomes clear how it can be manipulated by external factors.The manager is able to witness how the environment can affect the subsystems and consequently implement changes that react with the environment so as to produce a dialogue that is able to breathe and develop organically. For the IHR Manager it is essential for such complex dynamics to be simplified to an extent that it becomes easily manageable and they are able to grasp the bigger picture, whilst remaining in tune with the intricacies of the subsystems that are flexible to change. It is this ‘open system’ that makes ‘systems thinking’ so unique.Furthermore, the concepts of HST and SST are equally beneficial within ‘systems thinking’. HST is perfect for workforce planning and optimising resources, while SST is excellent for agreeing goals, performance feedback and participation. However, ‘systems thinking’ finds its downfall in the fact that while HST and SST are effective systems, they are only able to work independently of each other. Ideally, one would merge the two to provide an all encompassing system both in tune to the personal needs as well as the technical aspects. Another limitation of most ‘systems thinking’ in general is that it is primarily oriented towards ethodology, and is fundamentally rationalist. Flood (2001) argues that when focused on human existence, â€Å"systemic thinking helps people to sense a deep holistic or spiritual quality†, but arguably perhaps only if the idea of ‘systems thinking’ can be expanded to become part of a worldview, rather than just a discipline or methodology. In short, ‘systems thinking’ is at risk of only seeing the bigger picture to the detriment of the particulars. 6. 2. ‘Best-Practice’ The concept of ‘best-practice’ is one that takes into consideration the specifics of HRM.It encompasses some of the most commonly used principles of HR by identifying key policies that are essential to HRM. The advantages of this system lie in its simplicity. It is able to present a firm, established and tested selection of HR principles that will undoubtedly be beneficial to an organisation. The problems with ‘best-practice’ arise centred around the word ‘best’, however if one concurs with Capelli and Crocker-Hefter (1996), that these practices would be better referred to as ‘distinctive’, then we are faced with a healthy abundance of productive systems, ready to be implemented.An HR Manager in this instance need only choose a set of principles which they feel is most applicable to their situation and organisation and start using the immediately. Since there are so many ‘best-practice’ systems, it is arguable that one could alter and tailor-make a set of ‘best practices’ that are specific and unique to a particular organisation. The technique of horizontal integration, or ‘bundling’ allows complementary systems to be implemented alongsi de each other and heightens a sense of congruence and cohesion, as asserted by Wright and McMahan (1999).Furthermore there is evidence to support the idea that the ‘high-commitment’ strategy behind ‘best-practice’ (i. e. an organisation should aim to follow all systems within a ‘best-practice’ set) creates a higher achieving organisation. While horizontal integration can be considered beneficial, frustrations may arise due to the fact that ideally no single practice should be pulled out of a system and used individually as its efficacy will drop considerably. Additionally, the ‘best-practice’ system is only effective on a non-universal plane.Since there is such an abundance of systems it is impossible to select just one set as being the only ‘best-practice’. Consequently for an organisation on an international level, the ‘best-practice’ system would not be beneficial and could potentially neglect certain i mportant aspects if it is not catered towards the specifics of that organisation. On the other hand, Youndt et al. (1996) were able to briefly collect a sample of some of the most commonly appearing policies, which could provide a sound starting point for any HRM. 6. 3. Best-Fit’ When considering the ‘best-fit’ model it is plain that its main advantage is its use of vertical integration. By paying close attention to the overall aims and goals of the company, the ‘best-fit’ system is able to create a set of HR policies that work in complete cohesion with those aims in order to fully maximise the potential of the staff and consequently the business. Every aspect of the organisation works with the focus of the same goals. The various models within the ‘best-fit’ system each have their own benefits too.The ‘life-cycle model’ is able to vividly explore the natural progression of a company and alters it’s HR policies in tan dem with this progression. However, it is difficult to know throughout this model which HR strategies are able to secure the type of human resources that are necessary to continued viabilities, even when industries develop, and which are more likely to contribute to sustainable competitive advantage through the life cycle? (Boxall and Purcell, 2003). The ‘life-cycle’ model is unique also since it is able to allow the HR Management master the present while pre-empting the future.However, it is incapable of allowing for unexpected incidents and relies on an organisation not veering away from the pre-planned cycle. The ‘competitive advantage model’ is useful since it focuses on company gain and edge and tries to set an organisation apart from the other by an awareness of Porter’s three key bases (1985). Finally, the ‘configurational model’ allows both horizontal and vertical integration, which ideally allows the full potential of a company to be realised, whilst expanding and enhancing staff prospects. The difficulties of the ‘best-fit’ system lie in its common criticism, that it oversimplifies the matter entirely.It does not take into consideration internal turmoil or conflict which needs to be sensitively addressed. It assumes that everyone’s best interests are with the overall aims of the business, and provides a rather harsh reality of working life. It forces HR into a submissive system that fits into the overall goal, and implies that within this model HR is a secondary factor. On balance, on an advisory level for an IHR Manager, ‘systems thinking’ would be the most beneficial, since it offers the opportunity to assess the situation on a larger scale and implement strategies that can be manipulated in harmony with the external influence.However, when considering a start-up company or a localised company, it would appear that the ‘best practice’ model is the most viabl e. While it is not able to be fully universally applied, it is able to provide an excellent basis for most businesses. For the discerning HR Manager, a set of ‘best-practices’ can be established specific to that organisation that can be assessed and manipulated as the company progresses with time. 6. Summary and Conclusion In conclusion, this assignment is able to consider the complexities of HRM through the investigation of three strategic systems.It is apparent that each system has many benefits, and each is certainly applicable in various situations. Each HR system is designed with a certain business model in mind. The ‘system thinking’ approach is clearly catered towards a more internationally based institution, while the ‘best-fit’ approach takes into consideration the start-up company. It is only really the ‘best-practice’ system (in this study) that offers a middle ground option for the largest sector of businesses.It is evi dently important for the HR Manager to keep on top of their chosen system, as the ever changing environment, especially nowadays, leaves businesses vulnerable to external factors (most apparent in the form of political, social and economic factors). It is vital for HRM to remain vigilant, but flexible in their approach in order to maintain stable in the face of adversity. 7. Bibliography 1. Midgley, G. , Systemic Intervention: A Critical Systemic Perspective, in Systems Thinking, Government Policy and Decision Making, Bergvall-Karweborn, B. Ed. ), ISSS, Louisville, Kentucky(1995). 2. Human resource management in context, Audrey Collin pg85 4th edition 3. Ulrich, W. , Critical Heuristics of Social Systems Design, 103-115, in Flood, R. L. and Jackson, M. C. Critical Systems Thinking, Directed readings, Wiley, Chichester(1991). 4. Checkland. P. B. , â€Å"Are Organizations Machines? † Futures, 12:421(1980). 5. Miles, Raymond E. and Snow, Charles C. (1978). Organizational strateg y, structure, and process. New York: McGraw-Hill Book Co 6. Delery. J. E. and Doty. H. D. 1996) ‘Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance predictions'. Academy of Management Journal. 7. Bennis, W. and B. , Nanus, Leaders: The Strategies for Taking Charge, Harper & Row(1985). 8. . R. S. Schuler / Journal of International Management 6 (2000) 9. Adams, J. S. , â€Å"Toward an Understanding of Inequity,† Journal of Abnormal and Social Psychology, Nov. , 422- 436(1963). 10. Armstrong, M. , Managing People, A Practical Guide for Managers, Kogan Page, London(1998). 1. Beer, S. , The Heart of the Enterprise, J. Wiley & Sons, Chichester(1979). 12. Beer, S. , The Brain of the Firm, J. Wiley, Chichester(1981). 13. Bratton, J. and J. , Gold, Human Resource Management-Theory and Practice, MacMillan Business, London(1999). 14. Belbin, E. , Management Teams: Why They Succeed or Fail, Heineman, Lon don(1981). 15. Burrell, G. and G. , Morgan, Sociological Paradigms and Organizational Analysis, Arena, England(1994). 16. Checkland, P. , Systems Thinking, Systems Practice, J. Wiley and Sons, Chichester(1981). 17. Combs, W. V. Manpower Planning: Operational Research and Personnel Research, American Elsevier Publishing Co. , New York, (1965). 18. Flood, R. L. , Solving Problem Solving, J. Wiley, Chichester(1995). 19. Flood, R. L. and M. C. , Jackson, Creative Problem Solving, Total Systems Intervention, J. Wiley, Chichester(1991). 20. Flood, R. L. and N. R. A. , Romm, Diversity Management, J. Wiley, Chichester(1996). 21. Foot, M. and C. , Hook, Introducing Human Resource Management, Addison Wesley Longman Ltd. , Essex(1999). 22. Habermas, J. , Knowledge and Interest, in Sociological Theory and Philosophical analysis, D.Emmet and A. MacIntyre (Eds. ) MacMillan, London, (1970). 23. Habermas, J. , Theory and Practice, Heinneman, London(1974). 24. Handy, C. , Understanding Organizations , Penquin Books(1993). 25. Jackson, M. C. , Systems Methodology for the Management Sciences, Plenum, New York(1991). 26. Rice, A. K, Productivity and Social Organization, Tavistock, London(1958). 27. Ryan, T. A. , Intentional Behavior, Ronald Press, New York(1970). 28. Tyson, S. , and A. , York, Personnel Management Made Simple, Heineman, London, (1982). 29. Weightman, J. , Managing Human Resources, Institute of Personnel Management(1993).

Sports Psychology, Sports Nutrition, And Strength And...

CAREER GOALS: Through applied sport psychology, sports nutrition, and strength and conditioning, my goals are to give back to my community by: 1. Leading local athletes through a process of discovering their true potential and greatness, so that they can perform successfully to a level that brings true peace of mind and self-satisfaction that they did the best to which they were capable. a. Volunteer to teach leadership and life skills training to athletes in my community with the Habitudes imagery curriculum and Coach John Wooden’s Pyramid of Success. b. Apply positive leadership and health strategies to motivate and inspire athletes and coaches recovering from injury and setbacks. c. Utilize outdoor recreation, such as rock climbing and long distance hiking, to strengthen and condition the minds of athletes and coaches to enhance their mental performance in their particular sport. d. Create â€Å"4th quarter† sports nutrition plans and mental training strategies to increase the endurance of athletes and coaches during the last half of a sports competition. 2. Educating and encouraging the aging population to make lifestyle choices necessary to live healthier with increased productivity. a. Develop and teach specialized strength and conditioning, nutrition, and mental performance strategies for our aging population to offset fast twitch muscle lose and assist with injury prevention and recovery. 3. Integrating Sport and Performance Psychology with theShow MoreRelatedPhysical Therapy, Sports Psychology, Motor Behavior, Biomechanics, And Athletic Training And Sports Medicine723 Words   |  3 Pagesphysiology, sport nutrition, sports psychology, motor behavior, biomechanics, and athletic training and sports medicine. In this career a person enjoys working out, love playing sports, and wants to maintain a healthy body. 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Some of the careers in Kinesiology are sports journalism, sports marketing, and strength/conditioning coach. I never thought of training people for a living but it is now in the back of my head. I am also a great writer, which makes me want toRead MoreThe Effects Of Caffeine On The Central Nervous System3576 Words   |  15 Pageswhich eliminates any chances for a diverse group of participants to partake in the study. (Desbrow 2007) Another study involved twenty division I football players. All participants volunteered for the study and were actively engaged in off-season conditioning. The procedure consisted of a double-blind randomized crossover design so that each participant was apart of the placebo group and the group that received the caffeinated drinks. The study consisted of two trials. One week before the first trialRead MoreThe Role Of Human Resources Throughout The United States Olympic Committee1791 Words   |  8 Pagesvalues of the Olympic Movement, thereby inspiring all American. With headquarters in Colorado Springs, Colo., the USOC serves as both the National Olympic Committee and National Paralympic Committee for the United States. As a major entity in the sports and entertainment industry, The USOC is responsible for the training, entering and funding of the U.S. teams for the Olympic, Paralympic, Youth Olympic, Pan American and Parapan American Games, while serving as a agent of the Olympic Movement throughoutRead More Lifespan reflective paper6038 Words   |  25 Pagesdevelopment, theoretical perspectives and research related to lifespan development. I will conclude with discussing how my knowledge and understanding of lifespan development can be applied within my specialization of Industrial-Organizational (I-O) Psychology. Reflection on Lifespan Development As middle age lurked its unwanted presence I began to recognize how true and applicable the saying â€Å"life is too short† applied to almost everything the average middle-aged person set to accomplish. At age 42Read MoreChildrens Behavior Is Worst Today Than Ten Years Ago4871 Words   |  20 PagesHeredity is the process by which children inherit physical and mental traits from their parents. Environment consist of all factors in a child’s surrounding that effects the child’s development. Such as family members, lessons activities at school, nutrition and exercise, and interactions with other in the community. Child poverty merits attention because a substantial body of research links poverty with lower levels of child well-being. For a variety of reasons, when compared with children from moreRead MorePsy 244 Essay10464 Words   |  42 Pagesï » ¿ Psychology 244 Instructor: L.J. Harris PSYCHOLOGY 244 MIDTERM EXAMINATION Spring, 2014 Study Guide Organization of Examination and Questions From Which Test Questions Will be Drawn All questions on the examination will come from the lectures (Topics I – X) and the assigned chapters and parts of chapters in the textbook. To help frame the questions for you, they will be organized under the same main headings and subheadings used in the Lecture Notes. The only exceptions willRead MorePsy Evaluation Essay11057 Words   |  45 Pagesdisorders. ANS:A PG157 22. Aversion treatment derives from the ______________ school. A. Classical conditioning/behaviorism B. Carl Rogers C. cognitive D. psychodynamic ANS:A PG176 23. Which class of medications are widely prescribed today to combat depression? A. antibiotics B. SSRI’s C. â€Å"truth serums† D. Ritalin. ANS:B PG179 24. Naltrexone works by A. blocking brain activity that produces a high B. conditioning C. producing a synthetic high D. causing nausea ANS:A PG180 From Chapter 4: 1. The story

The Effects of Divorce on Children - 1135 Words

Divorce not only affects the parents, but it also affects the child/children. The child whom is now part of a divorced family has to face a change in their life. It can undermine their child’s sense of security and stability, because the two people whom the child was the most dependent on are now being split up and are no longer living with one another and thus leading to separation of time spent with the child from each parent, regardless of the custody settlement that is reached. The foundation of the child’s world is damaged and changed. The best thing for a child who has divorced parents would be for the parents to not be hostile with one another and for both parents to spend shared and equal amount of time with the child. Also that both parents stay active in the child’s day-to-day life and routine. This means that there has to be good communication amongst the parents. If the child is raised in these conditions, then a divorce will not have a heavy effect on them and it can increase the potential for the child to develop a strong relationship with both parents. However, these conditions are extremely hard to meet if one of the parents decides to relocate. Relocation can be seen as a distance between the noncustodial/nonresidential parent and the custodial parent and child. When a divorced parent relocates, it makes it a lot harder for the non-relocating parent to see the child, if the child moves with the relocating parent. Not only does moving effect theShow MoreRelatedEffects Of Divorce On Children And Divorce1460 Words   |  6 Pagestoday’s world, most people accept divorce or separation as a way of life. Parents are unaware or do not understand the damage it can have on their children. However, in some instances, it is better to get out of an abusive relationship because that can be as toxic as divorce. On average, 50% of children who are born with married parents, will experience divorce before the age of 18 (Children and Divorce Baucom, 2010-2017). Along with divorce statistics, 40% of children in America are raised withoutRead MoreDivorce Effect On Children : Divorce1825 Words   |  8 PagesApril, 2016 Divorce Effect on Children Divorce seems to become more and more common nowadays. Divorce can be a simple or complicated process depending if children are involved. This process can have negative and positive effects in a child s life. A divorce is the legal process of a marriage coming apart. A divorce with children involve cost more and takes about eleven months for the marriage to end. The majority of the divorces happening in the United States involve children. Divorce has differentRead MoreThe Effects Of Divorce On Children And Children1255 Words   |  6 Pages The effects of divorce on children Throughout time, people from all over the world have chosen to live together, or â€Å"get married†. Marriage is a beautiful thing, but there are some couples who are unable to maintain their relationship, because they choose divorce as a solution to cope with the problems between husband and wife. Although divorce can be solution to cope with problem between the husband and wife, it still has dangerous effects especially on their children. Children with divorced parentsRead MoreEffect Of Divorce On Children1068 Words   |  5 PagesEffects of Divorce on Children While divorce may reduce strain on a failing marriage, it may cause damaging effects on the children. Often times parents are too concerned on the marriage to notice the effects on children. From the way parents react in front of the children to new marriages all can directly affect the daily lives, and behavior of children. Though, there are ways to mitigate some of the issues that can come with divorce, possibly avoiding some of the effects all together. UnfortunatelyRead MoreDivorce : The Effect On Children1084 Words   |  5 PagesNicole Halterman Professor Tausch CTI 102 D Written Communication 4 October 2014 Divorce: the Effect on Children In today’s society, divorce has become a normal occurrence. Married couples today are getting divorces due to many different reasons; conflicts in the marriage, a loss of romantic feelings, perhaps a spouse is having an affair, or other types of problems. Most divorces have children that are really young and due to their age, they do not have any idea how to deal with this type of situationRead MoreDivorce And Its Effects On Children1296 Words   |  6 Pages50% of all the children born to married parents today, will experience the divorce of their parents’ before they are eighteen years old. Divorce in and of itself doesn’t necessarily harm a child, but the conflict between parents does. A child’s behavior correlates directly with the effects of their parents’ separation. Deep emotional wounds are created before, during, and after divorce and separation. It is rare that you find a child that actually wants their parents to separate, unless the ma rriageRead MoreDivorce And Its Effects On Children1343 Words   |  6 Pagesknow that the divorce rate in the United States hovers around fifty percent, including forty percent under the age of 21. In that fifty percent one of every six adults is likely to go through a divorce twice. Not only does divorce affect the adults involved, but forty percent of children in the United States will experience parental divorce (Portnoy, 2008). Children with divorced parents struggle with negative consequences emotionally, mentally, and academically compared to those children from intactRead MoreDivorce And Its Effect On Children998 Words   |  4 PagesDivorce has become very popular in the United States. According to the U.S. Census Bureau, on average 50% of marriages result in a failed marriage. This percentage has been at it’s all time high. Not many couples have sustained a successful marriage in present days. Divorces have been around for a long time, and unfortunately kids have a lways been affected the most according to their age. As a result of divorce, there are many children that have to go through this situation at a very young ageRead MoreThe Effect Of Divorce On Children847 Words   |  4 Pagesbecome more unmanageable. According to Sirvanli-Ozen, recent studies confirm that the impacts of divorce on children are not restricted to the childhood period but are manifest during adolescence and adulthood as well. Many studies on the subject show that children who have experienced parent divorce have a lower degree of psychological accord and lower socioeconomic status in their adulthood (Amato Keith, 1991b; Biblarz Raftrey, 1993; Ross Mirowsky, 1999; Amato, 1996) and have more problemsRead MoreEffect Of Divorce On Children1207 Words   |  5 Pagesmarriages that end in divorce has been steadily increasing. When a marriage ends children are impacted and it’s not only emotional and devastating the couples but this also has a huge effect on the children of all ages involved. Many parents go thro ugh a divorce disaster with little knowledge of the effects that the children may go through. Some of the most common impacts that divorce has on children include the fact that children tend to start to blame themselves for the divorce, adjusting in areas

A Critical Appraisal Of Social And Environmental...

Introduction Environmental and social sustainability is a growing concept, in the modern day business world. This essay will cover sustainability but particularly, will cover the following: A critical appraisal of social and environmental sustainability, its importance related to issues that can affect corporate social responsibility. The essay will evaluate specific ideas; provide evidence to support the recommendation, using relevant academic books, journals and articles where it is appropriate. Concluding this essay, there will be a critical appraisal of a company’s annual reporting, that may contribute to embedding sustainability in decision making, in the context of business practice. 1.1 Sustainability A firm is legally a separate entity and it is treated as a citizen. Although it is controlled and directed by people, â€Å"Corporate governance is the system by which companies are directed and controlled. Boards of directors are responsible for the governance of their companies†(Financial Reporting Council, 2012). FRC corporate code tells us that the company is driven by the board and they are also responsible for the effective running of the firm. This clearly states that the board owes the fiduciary duty of care to act in the best interest of the shareholders and other stakeholders, as they are acting as agents on the behalf of the principal (shareholders). Stakeholders are all those who can affect or be affected by the business activities. Rajan defines sustainabilityShow MoreRelatedCorporate Social Responsibility And Human Resource Management1474 Words   |  6 Pages Corporate social responsibility (CSR) and human resource management (HRM) continue t o show increases in commonality within business operations. The need for CSR to be structured and organized within businesses is gaining attention from top managers (Carroll Shabana 2010) who want to decrease overall costs. CSR has both internal and external factors that contribute to the success of a business; internal: skills and education, human rights, labor rights, workplace health and safety, due diligenceRead MoreBusiness Strategy : The Co Creation Model1688 Words   |  7 PagesBusiness strategy: The â€Å"Co-creation Model† Corporate social responsibility (CSR) and human resource management (HRM) continue to show increases in commonality within business operations. The need for CSR to be structured and organized within businesses is gaining attention from top managers (Carroll Shabana 2010) who want to decrease overall costs. 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As increasing numbers of companies choose to expand their organisations across borders, the issues surroundingRead MoreTaking a Look at the Hyatt Hotel Group1769 Words   |  7 PagesEndogenous Factors CSR activities Corporate Social Responsibility (CSR) is about delivering sustainable value to society, as well as to owners and shareholders, for the long-term benefit of both. A number of hotel chains have long since recognized that having sound social policies makes good business sense and has its own inherent paybacks. Good CSR policies are evident within the large hotel chains, particular those with a strong brands and a good reputation to maintain. Furthermore, the valueRead MoreThe Sustainability Strategy of Nike Company Essay2748 Words   |  11 Pagescustomer base. This paper critically analyzes Nike company sustainability strategy. 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First, â€Å"the concept of profitability is the primary driving force behind strategic management†Read MoreComparison Between Different And Methods1126 Words   |  5 Pagesfinancial aspects appraisal for the best intervention, and afterwards create administration strategies. (Eagar et al, 2001). So right now it is evident that institutional based arrangement is more top-down methodology instead of execute activities in expansive way as in population based planning. Meanwhile institutional-based planning has an organization/service/administration accentuation, while populace construct arrangement accentuation with respect to health gains. There is a critical contrast in parametersRead Moresix key aspects of EBM2274 Words   |  10 Pagesï » ¿Table of Contents Introduction Ecosystem-based management (EBM) is a great tool to protect not only the environment, but to do it in a way that is not detrimental to humans or the economy. Traditional environmental movements have for the most part been a failure since they advanced the environment at the expense of the economy and of humans. However, we cannot continue in this same manner or else we will live in a world that is too polluted to live in. One of the greatest minds, StephenRead MoreLife Cycle Cost Of The Building2015 Words   |  9 Pagesminimization of use of non-renewable resources, environmental degradation and motivation to reuse and recycle material to be considered as one of the governing principles for construction. However, there has been an imbalance between sustainable measures and project budgets in the past and even right now to some extent. On one hand, the industry tends to employ â€Å"cost comes first† mentality and approach to construction projects. On the other hand, environmental experts and technology innovators are oftenRead MoreBrand Manager For Topshop Is The Most Difficult Market1437 Words   |  6 Pagesconsidered fashion establishment and TOPSHOP are the only high street fashion store to appear in London Fashion Week and are one of many to take on the ‘see now buy now’ pop up shop after the runway show. TOPSHOP have also taken some steps towards sustainability such as using organic cotton and they don’t use fur or angora, they also recycle 89% of their product waste. Whilst they have signed the Bangladesh Fire and Safety Accord, there are still some concerns about the use of child labour. TOPSHOP is

Role of Media and Islam in Pakistan’s Politics Free Essays

With the end of the cold war, the drive towards democratization assumed center state. Out of a total 206 states in the world, 195 claims to be either democratic or republican. In spite of it, the nature and function of many self pro claimed democratic systems leave much to be desired. We will write a custom essay sample on Role of Media and Islam in Pakistan’s Politics or any similar topic only for you Order Now This has led to international efforts, led by the US, to engage in the twin task of democracy promotion and democracy protection. India joined the community of the democracies in 2000, at the turn of the millennium, and later became a member of the UN democratic funds in2005. It has sought to contribute to the efforts aimed at promotion and strengthening of democracy in its own way. The author of the book under review, Professor Muni, calls it â€Å"significant shift† in India’s foreign policy. As a close followers of India’s foreign policy he has tries to isolated the â€Å"democracy dimension† in India’s foreign policy towards its immediate neighbors on an individual country basis over three distinct phases, which makes interesting readings. Professor Muni has enough experience as an academic and a diplomat to comment on such an important issue with great care and diligence. After a brief review of theories of democracies and its interface with foreign policy, the author situates the Indian experience over three different phases. He argues during the first phase (1947-1960s) soon after freedom from colonial rule, India emphasis â€Å"independence and nationalism†. The principal architect of Indian foreign policy, Jawahar Lal Nehru, set out to build of free, cooperative and peaceful Asia. This explained Nehru’s vociferous argument in favor of inclusion of communist china in the comity of nations as an independent state. He went on to fashioned his policy of non alignment as a main benchmark of India’s foreign policy and try to stay out of the bipolar power politics. His policies towards neighboring countries demonstrated his predilection for democracies in spite of the compromises he made to protect the strategic and economic interests of India. The author makes a detailed analysis of Nehru’s approach towards Nepal, Sikkim, Bhutan, Myanmar and Pakistan and concludes that Nehru’s preferences for democracies was often trumped by India’s vital security concerns. During the second phase (1960s-2000) the successors of Nehru, the author argues, adopted a pragmatic policy devoid an idealism that marked the Nehru years. The post 1962 (sino-indian war) years, as Nehru confessed shocked him out of his idealism and prepared the grounds for unapologetic realism in Indian foreign policy. Professor Muni demonstrate through his narrative of twists and turns of Nepalese politics that Indian supported democratic moments in Nepal when its suited its strategic interests unencumbered dilemma that characterized by Nehruvian years. All through, the main driver of India’s policy towards neighbors was to keep the region free from adversarial influences. The security challenges post by china and Pakistan largely determined the parameters of India’s foreign policy since the 1970s. Even as India evolved as a democratic nation and institutions promoting democratic values took firm roots in the country, during this phase there was no enthusiasm to propagate democracy and encourage democratic forces in the neighborhood. Nevertheless, India played an important role in the liberation of East Pakistan in 1971, integrated Sikkim in 1975 and supported exiled democratic forces from Myanmar in 1970s and 1980s. Democracy mattered only when it converged with India’s strategic interests. However, india choose to diassociate it self from democratic forces in the mid 1970s. in Bhutan, india’s sided with the king and discouraged the popular movement raised by Bhutanis of Nepales region. It is quiet and other india forced the nepaled king to negotiate with the democratic forces in 1988. In the case of Myanmar, since the late 1980s, it decided to mend its relationship with the military Junta and ignore the democratic forces to balance china’s increasing proximity to Myanmar. The third phase since the start of new millennium as found India in the company of US, seeking to promote and protect democracy around the world. India has calibrated its policy towards its neighbors accordingly. Despite its aversion from the maost of Nepal, it played a critical role in the mainstreaming of this group and revived the democratic process. Despite playing a modest but critical role in Bangladesh’s return to democracy in 1990, it has maintained a study aloofness from the rough and tumble of Bangladesh politics. In recent years a fresh wave of the democracy swept the neighborhood. The author has appreciated India’s diplomatic responses to these changes. There is also a brief discussion on India’s efforts and indo-US coordination in the process of reconstruction and democratization in Afghanistan since 9/11. The author implies that in view of India’s strategic interests in Afghanistan, it is imperative for India to continue with its developmental work despite attacks on its citizens by paksitan-sponsopred terrorists. In some author suggest that in its conduct of foreign policy, India should not blindly follow the US at the cost of its strategic interests. The book provides useful insights to India’s neighborhood policy over the last six decades. The author brings to bear his personal interaction many leading actors in both India and Nepal to present his analysis of Nepalese politics forcefully. His study of other neighbors of India somehow struggles to come that level of compliance and intensity. To be share to the author, given india’s leverage in Nepal and its ability to influence its politics, Nepal was certain to attract that much attention and care. However, one wondered if the author have accorded some space to India’s reaction to the imperfect nature of Srilankan democracy with its lack of emphasis on inclusivity and pluralism. Given the threat it posed to the Srilankan polity and deep Indian involvement in the 1980s, Srilanka deserved some attention in the book. To the conclusion reader of the book finds the book and the author holds a strong grip over the material and issue it contained. The book deserve the attention of foreign policy analysts and scholars of international relations in India because in recent years India has sought to spell out its neighborhood policy tentatively with emphasis on building a web of interdependencies the neighbor and finally the book is a good depiction of India’s foreign policy specially in reference to its influences the democratic scenario in the outer world. How to cite Role of Media and Islam in Pakistan’s Politics, Papers

Hospitality Management of McDonalds Samples †MyAssignmenthelp.com

Question: Discuss about the Hospitality Management of McDonald's. Answer: Introduction McDonald's is among the largest food chain across the world and it serves a incredible number of customers all over the world on almost a daily basis. Ths said organisation has built such high profile brand image on the basis of the quick service, quality food, everyday value, cleanliness etc. Besides this, there are several other factors which have assisted the firm in building up its image, like the advanced operational system, experienced management, information system, modern infrastructure, customer friendly policies and many more. In this report, we have discussed many topics about the McDonald's in Australia, like its business environment, marketing strategies, sustainable initiatives taken by the firm etc. The McDoland's has been operating successfully in Australia for more than 40 years and has also been given an Australian nickname- Macca's. Business environment, challenges and opportunities Macro Environment Analysis: The macro environment of McDonald's can be studied through the PESTEL analysis: Political factors: The business of the cited organisation is under the control of regulations and rukes of the government. The prime issues of governing food business are tax issues, employee laws, license, etc. McDonald's abides with the foreign investment policies as well as the policies of the local government for the franchise business strategy (Goulding and Lim, 2014). Economical factors: As the McDonald's operates internationally, it has to face various scale of revenue and tax measurement in various countries. The company also faces some issues due to the fluctuation in the international currency especially in the worldwide food distribution. Social factors: People of the modern urban society demands latest facilities and service of the highest level for the hospitality organisations (Nadolny and Ryan, 2015). In addition to this, the changing demands differs society wise as wwell as counrty wise, thus, McDonald's has to do effective reserach on the market in order to provide an effectice menu. Technological factors: In order to meet the technological innovations, there are certain factors that helps the McDonald's in Australia, such as speedy and modern distribution channels, quick and easy payment facilities, internet facilities at the stores etc. Environmental factors: Environmentalists have criticised McDonald's as its food packaging is based on the polystyrene and it also uses some perilous elements for the drink glasses. Legal factors: It is compulsory for the organisation to follow the procedures and rules of the country in which it operates the business, like tax, safety rules, registration, stuff laws, etc. Being a huge food chain, McDonald's in Australia tries its best to abide with the legal formalities of the country. Micro Environment Analysis: Suppliers: The firm has divided suppliers in two divisions, i.e., indirect and direct suppliers. Ingredients to direct suppliers is being delivered by the indirect suppliers and food for the firm is produced by direct suppliers. Competitors: McDonald's has various competitors in the global market like Pizza Hut, Burger King, KFC, etc., all these firms possess a good brand image, huge market share etc. Thus, McDonald's should consider power of these competitors to retain the dominating poistion. Customers: The organisation serves to almost every kind of person and has got millions of customers. It gives first priority to the customers and also tries to provide them maximum satisfaction. Public: It includes the external groups which are related to and interested in the company. It also considers the importance and power of various groups like local and central government, consumer group, media, pressure group, financial community, etc. Intermediaries: Business operation of a fast food chain is quite different from that of other hospitality firms. for promoting business, the firm performs promotional activities and the other restaurants act as the distribution centres. Challenges And Opportunities: Source: Soontiens and Lacroix (2009) Opportunities: Inventing new food can can help in attracting more customers and can raise the sales as well. It can take opportunity of setting at affordable price at any situation like at the time of economic slowdown, when people avoid spending their money on other things. Availing the technological benefits can also attract the customers. Sponsoring for the community support helps in working for humanity which in turn helps in promoting the business. Challenges: It has to face fierce competition from several companies like Burger King, Pizza Hut, Subway, KFC, etc. It is sometimes criticesed for the health issues. Fluctuations in the foreign currency also affects the business operations. Description of operational area McDonald's has seggregated the job roles and responsibilities among several operational area for the purposr of providing effective and efficient customer services, for boosting the sales and for making the brand image even stronger: Quality, Service, Cleanliness (QSC): It includes using the hazard log for identifying the hazards, ensuring workmen's safety and security, making the employees abide with Personal Protective Equipment (PPE) etc. Workplace safety: It includes maintaining the critical standards for raw and finished products, fast delivery, quality serive, customer satisfaction, supporting national and local promotions, accomplishment of the sales and other goals, etc. (Crew Role Description, 2016). Food safety/hygiene/sanitation: It includes abiding with the practices and requirements related to sanitation, hygiene and food safety. People: It includes following the basic requirements, understanding the procedures and policies of McDonald's. promoting the teamwork, etc. Promotional marketing strategy The marketing strategy of McDonald's can be explained by the following 4 P's: Product: Product has certain specific characterstics and aspects like appearance, packaging, quality, etc. The cited firm has several meal and food deals for customers and some of them are quite popular, such as Cheeseburger, Hamburger, Chicken Wrap, Big Mac, Chicken Nuggets etc. McDonald's offers breakfast menu and Extra Value meal like Kids meal and Family meal. Regular items of the firm includes salad, fries, soft drinks etc. Price: Pricing is an essential part of marketing mix. In some cases, price helps in determining competition level between the existing firms in market. McDonald's utilises own pricing strategy by providing priority on the basis of effective pricing: Product line pricing: In this, different type of products, yet related to each other in use, are clubbed in the same product line (Tanahashi, 2008). Promotional pricing: The organisation offers promotional price which is visible on the posters, store banners, or is advertised through various modes of media. For instance, buy one get one free. Penetration pricing: While starting up selling a new product, the company provides penetration price for promoting it. Sometimes, it also offers its new products for free to the customers in order to promote it and to get the feedback for the same. Place: Organisation should have certain location for reaching the clients or customers. Location is a crucial part of the business organisation. McDonald's in Australia, just like in other countries, prefers a busy area for operating the business and considers some basic factors like population density, communication, life style of the local people, etc. Promotion: Promotion includes marketing communication mix for promoting the services or products. McDonald's uses different promotion channels to ensure an effective communication. Some of the popular marketing compaigns are as follows: "You deserve a break today, so get up and get away- to McDonald's." "I'm loving it." "Food, folks and fun." Customers' experience practices McDonald'd investors and observers have been searching for signals that this restaurant chain is planning for continuing the momentum after displaying five cintinuous quarters of its growth (Lambert and Mizerski, 2011). the answer seems to be the new concept of table service restaurant, which according to the chain has raised the customer satisfaction as well as the sales in the initial markets of various countries like Australia. Customers have also stated that though the stores are now updated with WiFi and even more modern interior, but still table service is the biggest change. Now they can place order either on the digital kiosks or at cashier in which they can customize the order with, say, artisanal bun and gourmet maple bacon burger. Kiosks can now accept credit as well as debit cards, Android pay and Apple Pay. Once a order is being placed, one of the crew members brings food for them. McDonald's claimed that it is planning to add mobile payment and ordering in Australia by the next year. The cited firm is also planning to put more controlling power in the hand of its customers. The company also believes that inspite if cutting the crew members through automation, it is rather investing in the people and is providing them training to be a part of this hospitality experience. it has also suggested that the crew members will roam in the dining rooms and will assist the patrons with kiosks (Pollak, 2016). McDonald's in Australia is also planning to run local television as well as other advertising for introducing concept with the campaigns which are handled by the regional agencies. the people who cannot visit the same can do so through virtual reality together with the Oculus glasses at the events. Sustainable initiative implemented by McDonald's McDonald's is always looking forward to the opportunities of improving sustainablity of the business. Its new practices and products are trialed well in advance and launched to aid in minimizing impact of the operations on environment. Reducing energy use: In 2012, it has started Australia's first green star authorised restaurant at Kilsyth in Victoria. It has taken several sustainable initiatives like rainwater harvesting, solar panels, air conditioning, energy efficient lighting, recycled steel and concrete. A range of such restaurants also utilises energy efficient technology of LED and not that standard fluorescent lamp of 240V. it has resulted in the energy saving of around 50 to 70 per cent per sign. The present lighting system and restaurant design are now installed with the lux level sensors which are attached to the dimmer system for controlling loghing of the dining room. These sensors helps in determining level of the available natural light and helps in adjusting internal lights accordingly. It also utilises waste heat from air conditioners, kitchen or also absorbs heat from ambient air in order to heat the hot water. This has resulted in a reduction in the overall energy by upto 7% (Macca's the Environment, 2017). Reducing and recycling waste: It recycles the used cooking oil and cardboard packaging. Now the organic waste is being seperated in kitchen and is then being sent to the Earth power. The remaining wastes like general waste from dining room is being collected as the co-mingled waste. Compactor trials are presently underway for reducing the waste collections and volumes. Reducing the water use: Rainwater is now collected by this organisation and is then utilised in toilet flushing and irrigation. Time flow taps are being used in all re-modelled and new restaurants. It is capable of saving around 100 to 200 liters of water on daily basis. All the remodelled and new restaurants are now using water efficient sanitayware and tapware including the dual flush toilets and time flow taps. the guidelines for new landscape design promotes plantation of native as well as drought resistent plants (Wellard, Glasson and Chapman, 2012). in addition to this, it also utilises advanced methods of stormwater retention. Conclusion A hospitality organization is closely and directly related to the customers. There are a lot many tasks it need to perform. The customers demands regarding every section need to be fulfilled completely, like the demands related to standard service, food quality, affordable price, friendly dealing, etc. Besides this, an organization also has to face fierce competition in the international as well as the local market. It implies that the firm needs to stay strong in all aspects. In this report, a detailed discussion has been done on the various activities performed by the McDonald's in Australia. The environmental analysis depicts some general restrictions that need to be overcome as much as possible. The cited firm can take the benefit of the opportunities for building a stronger brand image and it also need to take some effective steps for overcoming the challenges discussed in the report. Present marketing strategies and communication is quite good but still it can be improved. The service line of McDonald's in Australia should be more efficient and effective. Though customer dealing is ultimate act of the business operation, it should perform it in an influencing manner in order to provide satisfaction to the customers. Competitive and affordable pricing is yet another important part of an hospitality organisation. Price of a product is considered seriously by the customers. thus, cost benefit analysis need to be done in an effective way. Being a multinational organisation, the community support provided by MsDonald's throught the social responsibility and environmental policy is really appreciable and encouraging. References Crew Role Description, 2016. [Online]. Available at: https://apply.mcdonalds.com.au/orionfiles/content/files/Crew%20Role%20Description.pdf. [Accessed on: 16th May 2017] Macca's the Environment, 2017. [Online]. Available at: https://mcdonalds.com.au/learn/responsibility/maccas-and-the-environment/initiatives-and-trials.[Accessed on: 16th May 2017] Pollak J., 2016. McDonald's Unveils New 'Customer Experience' With Table Service, Ordering Kiosks. [Online]. Available Through: https://www.adageindia.in/marketing/cmo-strategy/mcdonalds-unveils-new-customer-experience-with-table-service-ordering-kiosks/articleshow/55485991.cms. [Accessed on: 16th May 2017] Nadolny A. and Ryan S., 2015. McUniversities revisited: a comparison of university and McDonald's casual employee experiences in Australia. 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