Violence and the Emergency Room Essay Example | Topics and Well Written Essays - 1750 words

Violence and the Emergency Room - Essay Example Many of these elders must be cared for in the home which puts them in harm's way when violence occurs. The stress of caring for them at home and the lack of funds increases the chance of violence and or the use of alcohol. All of these things affect the emergency room on a daily basis and many times they are fueled by alcohol which makes the encounter that much more volatile. This paper will examine domestic violence fueled by alcohol and how it might affect the emergency room. Intentional and unintentional violence and its effects take a toll on human health and the quality of life. Globally more than 5 million people die from injuries every year; violence kills more people than HIV/AIDS and malaria combined, yearly (World Health Organization, 2002). Every week in Wales and England, two women are killed by their current or former partner (Reeves & Sully, 2007) and many more are damaged for life. This is not an unusual statistic throughout the world at this time. This kind of violence in families has a very long history. It consists of a pattern of coercive control that is designed to isolate the victim (Davis, 2007). This all presents in major health issues in which the cost is high. Those in the violent situation and the communities in which they live have lost positive community participation and increased costs in healthcare. This type of violence usually manifests itself in physical, sexual, and or psychological abuse which involves fear, intimidation , and emotional depravation of not only the victim but those around them (Davis, 2007). It often engrains the victim in poverty that becomes difficult to climb out of. When fueled with alcohol, the violence can be much more sudden and heightened for the victims as well as the emergency room staff. There are some social, political, and legal context in Australia that should be considered here. In the last decade of conservative Federal government in Australia, there has been an erosion of services to women living with domestic violence. There has been a concerted move toward the consolidation of family which may force a situation in which the perpetrator is in the victims life longer. This has also caused the dismantling of policies and services that are available, including such things as child care subsidies, youth training schemes, youth allowances, legal aid, supported accommodation schemes, and movement to negotiated settlements. All of this affects programs that support women and children in trouble (Wright & Waugh, 2007). This makes it more difficult to get these women and children to safety and keep them there. When violence occurs the victims often come to the emergency room and many of them have never seen a primary physician so the violent episode may just be the tip of what is wrong with them. There is a often a revolving door situation in which the same victims come back with injuries on a regular basis. They may also keep coming back with complaints of things like headaches and stomach pain in an attempt at safety. Studies show that this may be the only safe place in which these victims can disclose or plan for escape. These same studies show that a woman's decision to expose abuse can depend on the attitude of the clinician that is caring for her as a victim (Janssen & Holt, 2002) and that nurses attitude may be the victims only hope for escape. It should be noted,

The AIDS inflicted citizens in Africa Essay Example for Free

The AIDS inflicted citizens in Africa Essay The dilemma regarding the AIDS inflicted citizens in Africa is a modern day paradox. On one hand, mankind can achieve huge strides in the research necessary to control the malady which has already killed so many. On the other, modern civilization risks the exploitation of fellow human beings born into a more unfortunate and primitive lifestyle deficient in modern healthcare. In general, the debate which takes precedence above all others is the question of equality in the context of morality. According to the traditional perspective of Immanuel Kant constructed in his Metaphysics of Morals, the universal presumption of moral principles is that they apply to all rational autonomous beings at all places and at all times. Thus, Kant would argue that the medical care provided to trial participants in Africa should be equivalent, or at least comparable, to the treatment offered to citizens in more advanced societies as long as it does not compromise the rational autonomy of the people involved. To approach the issue from Kants perspective, it is important to first delineate the considerations Kant would reason to be the most morally relevant when attempting to provide a conclusion. In his work, Kant clearly outlines three general principles about moral duties as well as other considerations which can are applicable to the situation. First of all, it would be essential to determine if giving inferior treatment to uneducated individuals in Africa is a choice based on a sense of duty, or if ulterior aims might exist. On first glance, this seems to lead to an initial conclusion that failing to provide volunteers with comparable treatment is an unfair and immoral choice based on monetary and political motives. However, further analysis reveals that the rational autonomy of the individuals in question must also be considered. Providing the luxurious treatments seen in more advanced countries to people in Africa may violate their rational autonomy by tempting or deceiving them into an action they would not normally undertake. Therefore, any choice made in regards to AIDS treatments must reflect a desire to do what is right while preserving and respecting the rational autonomy of the individuals. Kants second consideration would be to base the moral quality of his decision on the intentions of that choice, not the actions consequences. Thus, the issue cannot be resolved by developing a best case scenario, but must be determined by distinguishing which option is enacted with the best moral intentions. In this way, it is likely that the most morally acceptable choice would be the one which puts Africas citizens on an equal consideration with the rest of the world, and so would include providing identical treatment. Thirdly, it is important to make sure that whatever direction is taken, it is taken out of respect for the moral law and for no other reason such as need or desire. To fulfill the third principle, an action cannot violate the categorical imperative. Otherwise, the decision cannot be considered as a moral action. The moral law, as Kant explained, is a universal formula that ensures all actions are undertaken with pure motives without consideration of the consequences. When deciding whether or not to give Africans the same health benefits that AIDS phase II trial volunteers would receive in other countries, even if they are very expensive, it is important to determine whether the choice could be applied universally. In other words, Kant would compare the options faced by pharmaceutical companies by placing all of them in the categorical imperative, and observe which options are inherent contradictions. When weighing the options using the categorical imperative, the results once again suggests that providing African volunteers with equivalent treatments takes precedence over all other options. The concept of appropriate treatment, if determined only on monetary, social and political status, would seemingly contradict itself if it were considered a universal law. Kant would argue that by issuing care by status, people would be applying a different standard to their own behavior than they would want applied to themselves and everyone else. The problem with the contradiction argument, critics might argue, is that it may prove difficult if not impossible to provide supporting evidence that universalizing the maxim would result in a contradiction. Advocates would then turn to another method of formulating the categorical imperative to support their position. In the alternate interpretation, known as the second formulation, the categorical imperative serves as a requirement that we must not treat other rational beings as mere means to our own purposes. This tactic allows proponents of equal treatment to establish their position without attempting to prove any inherent contradictions. Instead, they simply have to show that by failing to meet the precedence of care in other countries, pharmaceutical companies are treating people as ends not as means. Critics may also claim that a truly moral decision would factor in the hard work of the manufacturers of the antiretroviral drugs, as well as anyone else involved in the trials. Kant would not dismiss this assertion. In Metaphysics of Morals, Kant does not attempt to claim that all actions must always be undertaken out of a sense of duty, he simply outlines the necessary components required to establish an individuals own autonomy based on reason. When considering the dilemma faced by pharmaceutical companies, the only critical consideration is whether the ultimate decision conforms to moral law. They may also argue that the drugs given to Americans and Europeans are so much more expensive to Africans that it cannot be deemed appropriate to treat African volunteers with them. To this argument, Kant would refute the idea that the term appropriate should not be applied universally. In his perspective, all humans are rational autonomous agents who deserve the same treatment. If a law or rule cannot be applied universally, a.k.a. fails the categorical imperative, then it should not be considered moral. The philosophy of the Metaphysics of Morals appears to lend itself nicely to the dilemma of conducting phase II trials in Africa by clearly addressing the major moral concerns involved while at the same time respecting the complexity of the conflict. Kant would recognize that other peoples livelihoods and incomes can be considered when deciding whether or not to provide expensive treatments in Africa, as long as the ultimate decision does not violate moral law. Pharmaceutical companies must insure that they are not manipulating or violating the rational autonomy of their possible test subjects in Africa, but may still consider other variables such as profits and benefits to society. Consequently, pharmaceutical companies appear to have a moral duty to provide adequately equal care to all phase II trial participants in Africa, providing they take steps to insure they are not violating anyones rational autonomy in the process.

Soccer :: Art

Soccer My favorite recreational activity is soccer. I play soccer a lot and have been playing for five or six seasons. in a game not long ago I made a hat trick , or three goals in one game. We placed second in our league this year. Their are lots of rules in soccer and they are all very important. If you don’t follow them you will pay the consequences. I’ll tell you about them in this paper. Probably the most important rule is that you can’t touch the ball with your hands. If you do you will be penalized by the other team getting an indirect kick or a direct kick. The only time it will be a direct kick because of a hand ball will be when the hand ball is in the goalie box. Another rule of soccer is that you can’t hit the other players or curse at them. If you do hit another player you will either get a yellow card or a red card depending on the severeness of the hit and if was an accident or not. A yellow card is a caution and a red card puts you out of the game. Soccer is played al over the country and all over the world. It is a sport that is in the summer Olympics. The games will be held in Atlanta this year and teams from all over the world will be playing there. Hopefully we will get tickets to one of the games because I really want to see one. Soccer is a very fun sport and is very good for me. I love it and will always play it. You should try it you have not already tried it. Bicycling Riding my bike is my favorite recreational activity. I have a haro race group 1zI. I ride every day and often ride to school. Their are many tipes of bikes for sale these days. My freinds all ride too. Sometimes we go all over town just for fun. There are many kinds of tricks you can do on bikes. Some of them are very difficult and others are very hard and take a while to learn. I can only do a few simple ones. One of the tricks is called an indo. This one I can do and quite well. It’s really pretty simple all you have to do is get going pretty slow and hit the front brakes.

Literature Review Performance Management and the Balanced Scorecard

Chapter 2 Literature Review Since the Balanced Scorecard was developed in the 1990’s by Robert Kaplan and David Norton (1992), it has gained in popularity amongst academics and practitioners. In 1990, Kaplan and Norton led a research study of a lot of companies with the purpose of exploring the new methods of performance management. The importance of the study was an increasing belief that the financial measures of performance management were not as effective as before with the development of modern business enterprise.Representatives involved in the study companies, including the researchers Kaplan and Norton, were persuaded that the reliance on financial measures of performance had an effect on their ability to create value. After deep discussions the group brainstormed on several alternatives but finally settled on the balanced scorecard, which featured performance measures, customer issues, internal business processes, employee activities, and shareholder concerns.Kaplan a nd Norton introduced the new tool as the Balanced Scorecard and summarized the concepts of the study in the first of three Harvard Business Review articles, â€Å"The Balanced Scorecard-Measures That Drive Performance†. Many organizations in both the private and public sectors have embraced the concept of the balanced scorecard. Most have implemented it in an attempt to improve performance (Chan & Ho 2000; Hoque & Jamesl Ittner & Larcker 2003). However, it appears that the term balanced scorecard is subject to different interpretations.For example, a document published by CMA Canada (1999) suggests that the term â€Å"Balanced Scorecard† maybe understood differently by different individuals/organizations. They state that many organizations believe that if a performance measurement system includes both financial and nonfinancial measures, it is a balanced scorecard, whereas Kaplan & Norton claim that a BALANCED SCORECARD is much more than just a collection of performanc e measures. Different interpretations of a BALANCED SCORECARD are evident in academic studies as well.Hoque & James (2000) determined BALANCED SCORECARD usage using a 20-item scale noting that their BALANCED SCORECARD measure might not pick up the strategic linkages of a real BALANCED SCORECARD. As a result, companies in their study may possibly have had varying levels of BALANCED SCORECARD implementation which could have affected their results, especially considering the fact that BALANCED SCORECARD usage was the dependent variable in their regression model.Chan & Ho (2000) stated in their limitations section that â€Å"†¦ the respondents may have mistaken their organization’s performance measurement system to that of a true BALANCED SCORECARD (p. 167). † It is also possible that a company’s performance measurement system has all of the attributes of a balanced scorecard but they do not consider it to be one. Clearly defining a BALANCED SCORECARD would be a 4 contribution to future research by providing a basis to determine the extent of BALANCED SCORECARD adoption by an organization. This study will attempt to do this.Although there are numerous studies on the balanced scorecard (Chan & Ho 2000; Hoque & James 2000; Lipe & Salterio 2000; Malina & Selto 2001; Lipe & Salterio 2002; Ittner & Larcker 2003; Speckbacher et al. 2003), only one study has attempted to develop a conceptual model of the scorecard and used it to examine the extent of its adoption. This was in Austrian, German and Swiss organizations (Speckbacher et al. 2003). This suggests a need for more research to examine what attributes of a Kaplan and Norton (1992, 2001, 2006) Balanced Scorecard other organizations use in their performance measurement system.This study will not attempt to explain the reasons for any differences between organizations with different levels of Balanced Scorecard adoption, it will only report them. In summary, while other studies have looked at specific aspects of the balanced scorecard, only one has looked at its structure as a whole (Speckbacher et al. 2003). Similar to Speckbacher et al. (2003), this study examines the structure of the BALANCED SCORECARD as a whole. This study is however, unique in that it addresses both the structure and use of the BALANCED SCORECARD. Kaplan & Norton (1992; 1996; 2001), the originators of the balanced corecard, emphasize that the inclusion of non-financial measures is just one aspect of the balanced scorecard, noting that there are several structural attributes that make it unique from other frameworks, such as KPI (key performance indicator) cards and stakeholder cards. Kaplan & Norton (1996, 2001) also suggest that its unique structure allows it to be used as a strategic tool to steer organizations towards sustained long-term profitability. They argue that simply including non-financial metrics in their performance measurement system is not enough for organizations to learn, improve , and grow.If Kaplan and Norton’s argument is correct, then companies with different levels of BALANCED SCORECARD adoption should see different results. This suggests a need to compare organizations that have different levels or numbers of balanced scorecard attributes to see if there are any differences. As well, academic studies may be more comparable if a clearly defined Balanced Scorecard was used. A clearly defined BALANCED SCORECARD would enable organizations and researchers to assess the level of BALANCED SCORECARD adoption which may help to explain some of the differences in results between studies.Understanding Performance Management Processes 2. 1 Defining Performance Maila (2006) stated that performance implies the action of doing things that is using things, attending to conditions, processing, communicating and achieving results. Performance is the actual work that is done to ensure that an organisation achieves its mission. In summary, performance encompasses in puts, conditions, processes elements, outputs, consequences and feedback. According to Maila (2006), the end product of performance should be measured against four elements that are: quantity, quality, cost or risk factors and time.The idea of measuring the end product is fully supported as it can be argued that a product can be in any form that is good or bad, hence the need to have it measured. Botswana Unified Revenue Service (BURS, 2002) states, performance shall mean the standard of performance required by BURS related to an employee's output measured in terms of quality and quantity. In addition, it shall mean the behavioural standards and competencies adopted by BURS. The OPM (2005) defined performance as actions, behaviour and/or inputs by a staff member contributing to the achievement of results.While the researcher acknowledges the above definitions, she argues that application of the definitions should be treated with a provision that the output of that action is positive to the organisation. In the researcher’s own definition, performance means an action by an employee that has produced an output relevant to an employee or organisation’s goals. 2. 2 Defining Management Management means to give direction, lead, control, govern, rule over, whilst a manager is an official who manages or controls- a person who has in his hands the general leadership of an enterprise or of a division (Bryman, 1984:78 as cited in Brynard, et al 1997).Vaughan-Jones (2009), defined management as a process of achieving organisational goals through engaging in the four major functions (planning, organising, leading and controlling). Cleland (1994:39-40) described management through the major management functions that are planning, organising, motivation, directing and controlling. Mayor (2005: 246) identified planning, organising, directing, controlling and motivating as roles of individual project manager, an improvement on the definition by Vaughan-Jones as i t has added motivation as a manager function.The description of the major activities/functions of the manager as planning, organisation, command, coordination and control put for the first time the management process into the context of major activities or functions (Fayol, 1949, pp. 3-6). These management functions have been condensed to four, namely: planning, organising, leading and controlling, (Robbins 2003). What comes out clearly from the literature is that planning, organising and controlling are common in the description of the management process or the functions of management.The researcher has made use of these concepts while cognisant of the fact that the usage of majority-based viewpoint can only be made if the viewpoint is proven by means of scientific investigation (Brynard, 1997: 54), however this research will not be able to prove that due to time constraint. In comparing management to leadership activities, the researcher noted that leadership activities has to do with: dealing with change; developing a vision and setting a direction for an organisation; formulating a strategy; aligning stakeholders with the organisation? s vision, motivating and inspiring employees; and recognising and reward success.Management activities include planning and budgeting, implementing strategy, organising and staffing to achieve strategy; and controlling behaviour and problem solving to ensure strategy is implemented, Henry (2008: 143). The research supports the contemporary definition of management provided by Mayor especially that he has added motivation to the definition, a factor that contributes to effective performance management. 2. 3 Defining Performance Management OPM (2005) defines performance management as: â€Å"ongoing communication process between staff and supervisor/managers for getting better organisational results.It involves: (a) establishing clear expectations and understanding about performance and the results to be achieved; (b) identify ing essential areas of performance as relating to the mission and objectives of the O/M/A; (c) developing realistic and appropriate performance criteria; (d) giving and receiving feedback about performance; (e) conducting constructive performance assessments; and (f) planning continuous development of staff to sustain and improve performance so that individual, unit and organisational human capital is optimised†.Performance management is a system for integrating the management of organisational and employee performance (Williams, 2002 as cited by Maila, 2006:13). Performance management is defined as â€Å"the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organisational effectiveness in the accomplishment of agency mission and goals†, this was obtained through (U. S.Office Personnel Management, (Undated) Botswana Unified Revenue Services (BURS, 2002) states that performance management is a joint responsi bility between managers who carry out the assessments and the staff whose performance they are assessing. It is essential that this process is carried out objectively,openly and honestly. The researcher has found some common words to arrive at this definition: performance management is a continuous process between staff and supervisors agreeing on the activity to be performed, how it should be measured and within what period, with an aim to accomplish a goal at employee and organisational level. . 4 Defining Performance Management Processes Performance management process was defined as â€Å"a continuous process where supervisors and employees work together to establish objectives (goals), monitor progress toward these objectives and assess results†. With this process, employees receive regular feedback and coaching which is a vital development process for all employees (KSU, 2009). According Cornell University (2010), the first element of performance management process that must be effectively executed is specifying the required levels of performance and identifying goals to be achieved.The researcher understands from the above definitions that performance management processes is a continuous (non-stop) process that underscores the need for supervisors and employees to work together in determining the organisation and employee? s goals and determining performance standards required to achieve those goals. The researcher views performance management processes as a continuous negotiation process that calls for effective communication (Acuff, 2008:6).It is a process that requires that calls for identification and prioritisation of goals, defining what constitutes progress towards goals, setting standards for measuring results and tracking progress towards goals. It further calls for exchanging feedback among the components, reinforcing goal oriented activities and intervening to create improvement when needed. the performance management process places gre ater importance on the methods used to achieve results.This study recognises that there is a thin line between the definitions of management processes and the description of management functions which then points to the conclusion that these two concepts could be used interchangeably. 2. 5 Defining Performance Measurement Balanced scorecard originally developed as tool for performance measurement at the organisational level and has been expanded to include critical success factors (Kaplan and Norton, 1993 as cited in MoF, 2009).It is recognised by the researcher that the definition of performance measurement underscores the need for output/ product to be measured, (Maila (2006). Emphasis on measuring output is fully supported by this study as it could assist managers to determine whether or not the employee’s output contribute to the attainment of the set goals. The researcher’s contribution to the definition of measurement is that this process is aimed at determining strategies necessary to the realisation of the organisation’s objectives, as they appraise how far one is from attaining the set goal.The process calls for assessment of results and provision of honest feedback to either strengthen progress or remedy non progress. 2. 6 Importance of Performance Management Processes Flanagan and Finger (1998:154) stated that most performance improvement processes consist of agreeing on the standards or expectations by managers and staff: monitoring progress; recognising; achievement and reviewing the performance displayed with recognition and review featuring in the maintenance plan. It is imperative that supervisor and employee agree upon and understand each other's expectations of the job.This is the foundation upon which the entire performance management process will be built. The challenge is that both supervisor and employee have to posses negotiating skills as they are required to agree on each other’s expectation of the job. Acco rding to Cornell University (2010), the main purpose of performance management process is to develop people and improve performance by clarifying goals and coaching regularly. A secondary purpose is to provide honest and accurate formal evaluations to support rewards for performance practices.Performance management processes is important as it entails planning employee performance, facilitating the achievement of work related goals and reviewing performance as a way of motivating employees to achieve their full potential in line with the organisation’s objectives, (Swanepoel et al, 1998 as cited Maila, 2006:8). The researcher deducing from the literature above concluded that performance management process was important as it entails planning employee performance, agreeing on standards, monitor and evaluate performance with a view to facilitating the achievement of work related goals.The process is further important as it allows for a two way feedback aimed at supporting rewar ds or punishment for performance practices. According to Maila (2006, p. 4), criteria for measuring success should be clarified and obstacles timorously identified so as to seek solutions and that public service delivery is not halted, performance management system is one of the instruments that can provide that solution.According to Hogue (2010), performance measurement system highlights whether the organisation is on track to achieve its desired goals. Performance measurement system develops key performance indicators (KPIs), or metrics, depending on the nature and activities of the organization. KPIs can serve as the cornerstone of an organization’s employee incentive schemes. The researcher’s contention is that it is much more difficult to develop KPIs for each area of performance within the organisation which can be measured effectively.According to the MoF (2009), the BALANCED SCORECARD of Robert Kaplan and David Norton of 1996 provide a framework that not only p rovides performance measurements, but helps planners identify what should be done and measured. BALANCED SCORECARD is an important approach for measuring and managing the most critical processes in organization. To be meaningful, company performance should be judged against a specific objective is achieved. Without an objective, a company would have no criterion for choosing among alternative strategies and projects (Armstrong 2000; Chang 1999).For example, if the objective of the company is to maximize its return on investment, the company would try to achieve that objective by adopting investments with return on investment ratios greater than the company’s current average return on investment ratio. However, if the objective of the company were to maximize its accounting profits, the company would adopt any investment, which would provide a positive accounting profit, even though the company might lower its current average return on investment ratio (Birch, 1998; Atkinson, Warehouse, & Well, 1997).Performance measurement is important for keeping a company on track in achieving its objectives (Armstrong, 2000; Atkinson & Epstein, 2000; Frigo, Pustortio, George, & Krull, 2000). The selection of the most appropriate indicators is however, an area with no defining boundaries as there are a number of purposes to which performance measurements can be put, although not all performance measurement can be used for purposes (Fitzergerald, Johnston, Brignall, Silveston, & Voss, 1993).Even though individual firms tend to utilize firm-specific performance indicators appropriate to their needs, for many firms the main performance indicators would typically include some combination of financial; market/customer; competitor; human resource; internal business process; and environmental indicators (D’Souza &Williams, 2000; Barsky & Flick, 1999). More often than not usually however, performance measurements has relied on financial or accounting-based measures, de spite the drawbacks associated with such an approach.Specifically, the use of financial measures alone has serious limitations because of inherently backwards-looking nature, their limited ability to measure operational performance and their tendency to focus on the short-term (Kaplan et al. , 2001a; Ittner, Larcker, & Rajan 1997). The reliance on financial measures alone, therefore, to present the true picture of organizational performance, is in itself backward looking, especially from a variety of stakeholders.As a result, an organization requires more from its performance management system than ever before (Becker & Gerhart, 1996l Kaplan et al. , 2001a; Lambert, 1998). Several researchers have identified that the selection of performance measurement indicators should be: 1. Driven from strategies and provide a linkage between unit actions and strategic plans; 2. Hierarchical and integrated across business functions; 3.Supportive of the company’s multidimensional environme nt (internal or external and cost-based or non cost-based); and 4. Based on a thorough understanding of cost relationships and cost behaviour (Brown & Mitchell, 1993; Euske, Lebas, & McNair, 1993; Kaplan & Atkinson, 1989; McKensize & Shilling, 2000; McMann & Nanni, 1994). Additionally, the method of monitoring performance should be dynamic in order to adapt to internal and external changes.In response to these recommendations, a number of frameworks that adopt a multidimensional view of performance measurement have been developed, most notable of which has been the Balanced Scorecard (BSC) developed by Kaplan and Norton (1992, 1996). The Balanced Scorecard addresses the need for multiple measures of performance and provides a strategic framework, which specifically encourages the use of both financial and non-financial measures along four perspectives – financial, customers, internal business processes, and learning and growth – to measure firm performance (Kaplan & No rton, 1996b).In both research and practice, the BSC has received much attention, particularly as a tool for driving unit level strategy within many industries, including hospitality, health, manufacturing and banking (Ashton, 1998; Beechey & Garlick, 1999; Birch, 1998; Chow, Ganulin, Haddad, & Williamson, 1998; Kaplan et al. , 2001a). According to Kaplan and Norton (1996, p. ) â€Å"the balanced scorecard translates an organization's mission and strategy into a comprehensive set of performance measures and provides the framework for strategic measurement and management†. On the outset therefore, the BSC appears to have all the answers for choosing the most appropriate measures of company performance, which are governed by the organisation’s strategic orientation and external competitive environment.The success of the BSC relies on a transparent and well-defined strategy as the basis for the development of specific and relevant performance measures. Although the BSC, al ong with many other perspectives, acknowledges that firms respond to the environment they face in developing their strategy and ultimately performance measurement system, institutional theory specifically asserts that the social network in which firms operate exerts an equally strong hold on the decision- making practices of the firm (DiMaggio, 1983).For instance, it is likely that for firms operating in highly uncertain environments, for example, the choice of performance measures may be influenced by choices made by industry leaders as a means of reducing uncertainty and enhancing legitimacy (mimetic isomorphism) (DiMaggio & Powell, 1991a; Greve, 2000; Haverman, 1993). For firms operating within institutional environments, such as banking, accounting, insurance and the like, shared norms and behaviours may dictate the types of performance measures used (normative isomorphism) (DiMaggio & Powell, 1983; DiMaggio et al. 1991a; Gupta, Dirsmith, & Fogarty, 1994; Heverman, 1993; Hussain & Gunasekaran, 2002a). For firms operating in environments where there is a pressure to conform to rules and practices, performance measurement may be influenced by the dictates of supervisory bodies (coercive isomorphism) (DiMaggio et al. , 1991a; Greve, 2000; Haverman, 1993).Therefore, it appears that if organisations are seeking to utilise the BSC or similar frameworks to develop the most appropriate measures of performance, coercive, mimetic and normative forces, along with strategic orientation, need to be factored into any analysis in order to gain a true picture of what factors influence performance measurement and management. Hence, it is the purpose of this dissertation to examine the role that institutional forces play in the choice of performance measurement systems, via the application of the BSC framework in an industry where the institutional forces mentioned above are at play.Information about performance management is critical to the effective functioning of any bus iness (Chandler, 1962a; Kaplan et al. , 1992; McWilliams, 1996). However, what constitutes good performance and what constitutes good measures of performance are continuously being debated (Corrigan, 1998; Kaplan & Norton, 1998; Kimball, 1997; Landy & Farr, 1983; Maisel, 1992). For instance, do financial performance indicators provide the necessary information for operating within environments that are classified as turbulent, given that they are backward looking? Armstrong, 2000; Barker, 1995; Kaplan, 1983). Is it important to utilise non-financial information for organisations that are facing changes in demand? (Chang, 1999; Kaplan, 1983). In order to answer these questions and more, this chapter reviews literature on performance management and describes the factors that influence performance measures. In addition, why there is a need for organisations to focus on both traditional financial and non-financial indicators of performance in order to meet organisational objectives, irr espective of competitive environment, is reviewed.Specific frameworks, which can be utilised by organisations to measure performance in this way, are also reviewed, with a particular focus on the Balanced Scorecard (BSC) as a measurement tool which meets the demands of contemporary organisations (Duursema, 1999; Ittner & Larcker, 1998a; Kaplan et al. , 1992). 2. 7 Role of Performance Measures in an Organisation To function successfully in a business environment, an organisation depends upon the decision-making ability of its managers, who in turn, depend upon the availability of useable information (Banker, Devraj, Sinha, &Schroeder, 1997). Information about performance is important in different ways to the various stakeholders within a business. For example, owners and investors are interested in company performance to ensure that their investment decisions are correct, and, if not, to look for alternative investments. Managers look at the performance of a company's subunits as a w ay of prioritising the allocation of resources (Duursema, 1999; Euske et al. , 1993; Fama, 1890; Lockamy & Cox, 1994; Tricker & Dockery, 1995).In a more strategic sense, performance measurement is seen as an important way of keeping a company on track in achieving the company's objectives and as a monitoring mechanism employed by the owners of a company where ownership and management are separated (Baker & Wruck, 1989; Bushman, Indjejikian, & Smith, 1995; Delaney & Husekid, 1996; Huselid, 1995; Ittner & Larcker, 1998b; Kaplan, 1984; Lawler, Mohrman, & Ledford, 1992; Mayo & Brown, 1999).If measures of performance are to be effective, the measures need to be performance- driven and linked with company strategy. This view is supported by a number of researchers who note that measures of performance need to be based on a company’s strategic objectives in order for employees to understand and be committed to the achievement of those objectives (Becker et al. , 1996; Hronec, 1993; Huber, 1990; John, Jacqueline, & Robert, 2002; Johnson, 1998; Kaplan, 1983; Kaplan et al. , 2001a). Specifically, D'Souza and Williams (2000), Euske et al. 1993), Kimball (1997) and Mayo and Brown (1999) argue that within the contemporary work environment, a good performance measurement system should be: †¢Supportive and consistent with an organisation’s goals, actions, people/culture, and key success factors; †¢Driven by the customer; †¢Appropriate to the internal and external environment; †¢Developed by a combined top-down and bottom-up effort; †¢Communicated and integrated throughout the organisation; †¢Focused more on managing resources and inputs, not just simply costs; †¢Committed to providing action-oriented feedback; and Supportive of individual and organizational learning. Although there is agreement that these types of characteristics will make for better performance measures (Devenport, 2000), how performance is actually measured is still a ‘black box’ for many organisations (Cross & Lynch, 1992; Eccles, 1991; ECSI, 1998; Frigo et al. , 2000; Gering & Mhtambo, 2000a; Henerson, Morris, & Fitz- Gibbon, 1987), particularly as performance measures used in one company may not be appropriate for another company facing a different situation or different set of circumstances (Otley, 1980).Defining performance for an individual company is highly dependent upon the company’s business objective and strategy and is therefore quite unique (Fitzergerald et al. , 1993; Hoffectker et al. , 1994; Kaplan et al. , 1992; Kaplan et al. , 1996b; Keegan, Eiler, & Jones, 1989). For many firms however, the main performance indicators would typically include some combination of indicators across two broad categories: financial indicators and non-financial indicators (Barsky et al. , 1999; Brown et al. , 1993; D'Souza et al. , 2000; Eccles, 1991; Fitzergerald et al. , 1993; Hoffectker et al. 1994; Johnson et al. , 1987; Kaplan, 1983, 1984; Kaplan et al. , 1996b, 2001a). References Adam, E. E; Corbett, L. M. ; Flores, B. E. ; & Harrison, N. J. ; et al. 1997. An international study of quality improvement approach and firm performance. International Journal of Operations & Production Management, 17(9): 842. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ahmed, N. M. & Scapens, R. W.. 1994. The history of cost allocation practices in Britain: Some illustrations of institutional influences, working paper.University of Manchester, Manchester. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Armstrong, M. 2000. Performance management: Key strategies and practical guidelines (Second ed. ): Kogan Page Limited. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Atkinson, A. A. ; Waterhouse, J. H. ; & Wells, R. B.. 1997. A stakeholder approach to strategic performance measurement. Sloan Management Review (Spring): 25-37. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Brown, K. A. & Mitchell, T. R.. 1993. Organization obstacles: link with financial performance, customer satisfaction, and job satisfaction in a service environment. Human Relations, 46(6): 725-758. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Cardy, R. (2004). Incentives Systems for Health Care Professionals. Available at: http://www. whpa. org/PPE_Fact_Incentive_Pro. pdf. Accessed 12 November 2012. International Hospital Federation Chan, Y. -C. L. 2002. The benefits of balance, CMA Management, Vol. 6: 48. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/books. htm? > Chandler, A. D. 1962b. Pattern in organizational analysis: A critical examination. Business History Review (pre-1986), 36(2): 233-236. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Chang, O. H. 1999. The balanced scorecard: A potential tool for supporting change and continuous improvement in accounting education. Accounting Education, 14(395- 420). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. om/journals. htm? > Chow, C. W. , Ganulin, D. , Haddad, K. , & Williamson, J. 1998. The Balanced Scorecard: A Potent Tool for Energizing and Focusing Healthcare Organization Management. Journal of Healthcare Management, 43(3): 263-279. Emerald Group Publishing. 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Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > DiMaggio, P. J. & Powell, W. W. 1991b. The new institutionalism in organisational analysis. Chicago: University of Chicago Press. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Dinesh, D. & Palmer, E. 1998. Management by objectives and the Balanced Scorecard: will Rome fall again? Management Decision, 36(6): 363. Emerald Group Publishi ng. Accessed: 11November2012 Donald, L. and Humpries, J. H, (2008). Performance Appraisal: Essential characteristics for Strategic Control. Measuring Business Excellence, 12(3), pp. 24-34. USA: Emerald Group Publishing. Accessed:11November2012 D'Souza, D. E. & Williams, F. P. 2000. Appropriateness of the stakeholder approach to measuring manufacturing performance. Journal of Managerial Issues, 7(2): 227- 246. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Fitzergerald, L. Johnston, R. , Brignall, S. , Silveston, R. , & Voss, C. 1993. Performance measurement in service business: The Chartered Institute of Management Accountants. Emerald Group Publishing. Accessed:12November2012 Flanagan, N. and Finger,J. (1998). Just About Everything a Manager Needs to Know inSouthAfrica. Emerald Group Publishing. Accessed:9November2012 Frigo, M. L. & Krumwiede, K. 1999. 10 ways to improve performance measurement systems. Cost Management Update , 96(Apr): 1-4.Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Frigo, M. L. , Pustorio, P. G. , George, W. , & Krull, J. 2000. The balanced scorecard for community banks: Translating strategy into action Bank. Accounting & Finance, 13(3):17-23. Emerald Group Publishing. Accessed:12November2012 Frigo, M. L. 2001. 2001 CMG survey on performance measurement: Trends and challenges in performance measurement, Cost Management Update: 1. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Frigo, M. L. 2003. Performance measures that drive the first Tenet of business strategy. Strategic Finance, 85(3): 8. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Gupta, A. K. & Govindarajan, V. 1984. Business unit strategy, managerial characteristics, and business unit effectiveness strategy implementation. Academy of Management Journal, 27: 25-41. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Hasan, H. & Tibbits, H.R. 2000. Strategic management of electronic commerce: an adatation of the balanced scorecard. Internet Research, 10(5): 439-450. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. , Larcker, D. , & Rajan, M. 1997a. The choice of performance measures in annual bonus contracts. The Accounting Review, April: 231-255. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1995. Total Quality Management and the choice of information and reward systems.Journal of Accounting Research, 33(Supplement): 1- 34. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1996. Measuring the impact of quality initiatives on firm financial performan ce. In S. Ghosh & D. Fedor (Eds. ), Advances in the management of organisational quality, Vol. 1: 1-37. New York: JAI Press. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. , Larcker, D. F. , & Rajan, M. V. 1997b. The choice of Performance Measures in Annual Bonus Contracts.The Accounting Review, 72(2): 231-255. Emerald Group Publishing. Accessed:12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1998a. Are non-financial measure leading indicators of financial performance? An analysis of customer satisfaction. Journal of Accounting Research, 36(Supplement): 1-35. Emerald Group Publishing. Accessed:12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 1998b. Innovations in performance measurement: Trends and research implications. Journal of Management Accounting Research, 10: 205-225.Emerald Group Publishing. Accessed:12November2012 Ittner, C. D. & Larcker, D. F. 1998c. Innovations in performance measurement: Trends and research implications. Journal of Management Accounting Research, 10: 205. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Ittner, C. D. & Larcker, D. F. 2003. Coming up short: On non-financial performance measurement. Harvard Business Review, November: 88-95. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? gt; Jones, C. 1991a. Qualitative interviewing. In G. Allen & C. Skinner (Eds. ), Handbook for research students in the social science: 203-214. London: Farner Press. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Jones, C. P. 2002. Investments : analysis and management (8th ed. ). New York: Wiley & Sons. Accessed:12November2012< http://www. emeraldinsight. com/journals. htm? > Kaplan, R. 1986. The role for empirical research in management accounting. Accounting, Organi zation and Society, 11: 429-452. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. meraldinsight. com/journals. htm? > Kaplan, R. S. 1983. Measuring manufacturing performance: A new challenge for managerial accounting research. The Accounting Review(October): 686-705. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. 1984a. The evolution of management accounting. The Accounting Review(July):390-418. Emerald Group Publishing. Accessed:12November2012 Kaplan, R. S. 1984b. Yesterday's accounting undermines production. Harvard Business Review, July/August: 95-101.Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Atkinson, A. A. 1989. Advanced Management Accounting: Prentice Hall. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 1992. The Balanced Scorecard Measure That Drive Performance. Harvard Busin ess Review, 70(Jan/Feb): 71-79. Emerald Group Publishing. Accessed:12November2012 Kaplan, R. S. & Klein, N. 1996. Chemical bank: Implementing he Balanced Scorecard, Case Studies from Harvard Business School: Implementing the Balanced Scorecard: Harvard Business School Publishing. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. & Norton, D. P. 1996a. The Balanced Scorecard: Translating Strategy into Action. Massachusetts: Harvard Business School Press. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. & Norton, D. P. 1996b. Using the Balanced Scorecard as a Strategic Management System.Harvard Business Review, 74(Jan/Feb): 75-79. Emerald Group Publishing. Accessed: 12November2012 Kaplan, R. S. & Norton. , D. P. 1996. Linking the Balanced Scorecard to strategy. California Management Review, 39(1): 53-80. Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1997a. Mobil USM&R (A): Linking the Balanced Scorecard. Harvard Business Review(May 7). Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R.S. 1997b. Mobil USM&R (C): Lubricants Business Unit. Harvard Business Review(May 5). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1998a. Mobil USM&R (B): New England Sales and Distribution. Harvard Business Review(April 30). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. com/journals. htm? > Kaplan, R. S. 1998b. Mobil USM&R (D): Gasoline Marketing. Harvard Business Review(April 30). Emerald Group Publishing. Accessed: 12 November 2012 < http://www. emeraldinsight. om/journals. htm? > Kaplan, R. S. 1998c. Innovation action research: Creating new management theory and practice. Journal of Management Accounting Research, 10: 89-118. Emerald Group Publishing. Accessed: 12 November 2012 Kaplan, R. S. & Atkins on, A. A. 1998. Advanced Management Accounting (Third ed. ). New Jersey: Prentice Hall. Inc. 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Personal statement Essay

I have come to a point in life that many people have not. I have made a firm decision to recommit myself to pursuing my dreams. While there are those who believe that with an ounce of luck and a ton of persistence anything can be accomplished, I believe that there is no reason to expend so much energy and rely on luck. I believe in taking hold of my destiny and carving out a future for myself based on the decisions that I make in life. Life is simply too short and too precious to be left to luck alone. This is why I have chosen to continue in the pursuit of my higher education in Geography at UC in California. There have been so many opportunities in life that I have not been able to take advantage of because of the competitiveness of the working environment. I believe that this experience and background of mine will help me pursue this dream. Being an expert in this course is only the beginning of a long journey for me. I realize that it will not be easy and I look forward to that challenge. In the short term, I see myself completing this degree and fulfilling the requirements for this course. I believe that this experience will be sufficient to prepare me for the next step which is applying for a good internship position that will give me the training that I need. I eventually plan to pursue larger goals such as taking a doctoral degree and perhaps starting my own business. As the world continues to change and the workplace becomes more and more challenging and competitive, it becomes imperative for anyone looking for a successful career to not only have the drive to succeed but also the training and expertise to do so. Being able to experience all these great and wonderful cultures has created me to be more open-minded on sensitive subjects or people. One tends to give people the benefit of the doubt first no prejudgment. Two years of my high school were spent living in Malaysia, which caused me to appreciate all cultures. I am confident, therefore, that the rich and diverse academic community at UC will definitely be the perfect place for me to learn and be prepared for the challenges that lie ahead. Given my experiences in life and being a diligent student, I have personally experienced how much good work ethic can contribute to the advancement of one’s dream. I have worked tirelessly in the pursuit of my education because it is said that the one thing that nobody can ever take away from you is your education, and that is the one thing that I plan to not only gain for myself but for others as well. I have learned from my parents the critical importance of the law of giving, and I am both attracted and committed to this model of community service, particularly that â€Å"students apply skills to effect social change. † A student, I believe that my experiences as a have shown my commitment to community service for this is a testament to the character of my mother, a living testimonial to the goodwill that I would like to share. As Eleanor Roosevelt once said, â€Å"The future belongs to those who believe in the beauty of their dreams†.

Art from greece essays

Art from greece essays The piece of art that I chose from this chapter can be found on page 157. This is a sculpture of the Greek god of the sea, Poseidon. I guess it seems fitting that this sculpture was found on the bottom of the sea in 1928. The ancient sailors relied on Poseidon for safe voyage on the seas. He had is good points and his bad as a god; he is often thought of as a moody god. When he became upset that was when the seas would be rough, causing shipwrecks and drownings. On the other hand, when Poseidon was happy the ocean would be calm and new lands in the water would be created. This god was always creating trouble with another; he was always having love affairs or competitions. But, none the less he played a major role in Greek mythology, especially as one of the major gods in the Trojan War. This statue of him is very unique. This was probably created around 460 BC by the ancient sculptor Kalamis. It is roughly 2 meters high, made of bronze, and is of one of the newer styles of Greek art. His flowing style is that of contrapposto, so it is more relaxed, unlike the earlier archaic sculptures. His pose is one that seems to command space, his slightly bents knees make it looks as though he is about to move at any moment. This pose is most likely one of him in some sort of sport or battle, because upon looking closely one can see that his right hand should be holding a spear or something of the sort. His motion is evident of one major thing, however. It shows the Greek interest in athletics. The Greeks would go to the gymnasia and study the athletes in order to perfect the figure in action. Overall, this sculpture of Poseidon was the one in the chapter that caught my attention the most. I like the contrapposto style more so than the archaic. The fact that it is also made out of bronze is special because very few sculptures of bronze have survived from that age. It seems that Kalamis did a great job emphasizing the beaut...

God Grew Tired of Us

God Grew Tired of Us Introduction The title of the film God Grew Tired of Us is rather succinctly used by the film maker in order to help audiences understand the plight of the 3 main characters in the movie and how it relates to the greater theme of the plight of people throughout Africa and the Third World.Advertising We will write a custom essay sample on God Grew Tired of Us specifically for you for only $16.05 $11/page Learn More Poverty, as the movie shows, is one of the causes of global conflicts wherein countries, states and various groups continue to fight over increasingly decreasingly resources as people all around them starve to death. It is due to this that it can be assumed that the main reason the film was created was to help create sufficient impetus so as to enact changes to prevent poverty and war through concerted global action. Examining the Movie The movie itself shows a rather strange form of symbolism wherein two contrasts are given to audiences, the first being a world of starvation, pain, hopeless and nothingness as shown by the plight of the 3 boys as they escape from Ethiopia and one filled with intensity, food, abundance and opportunity symbolized by America. It is through this unique contrast that audiences get an understanding on how grossly lopsided the world truly is wherein it can be seen in two extremes namely extreme poverty and extreme wealth, poverty and starvation, and finally opportunity and hopelessness. It is only after realizing these extremes from watching the film that people begin to understand that with these lopsided concentrations currently pervading global society wouldnt it be a rather simple process of merely sharing the wealth in order to help other people throughout the world? While this question is suggested in numerous themes and instances in the story such as the decision of the boys to help those left behind in the refugee camp on Kakuma a solution is never truly presented by the movie itself. It cou ld be assumed that a possible solution is left to the viewers that the reason why the film was even made in the first place was to have them understand the problems facing numerous individuals in countries around the world and let them make their own decisions as to what must be done. Understanding the Journey of the 3 Boys What must be understood is that the journey undertaken by the 3 boys in the story in unique due to the mere fact that it chronicles lives placed under turmoil in such a succinct manner that audiences cannot help but be concerned about the boys through the film.Advertising Looking for essay on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More Death and destruction seems to pervade the various environments the boys go through yet they continue to march forward inextricably drawn towards the potential for a peaceful life somewhere. The film shows how people become fast friends as a result of hardship, that families are created not as a result of blood but joint experiences and suffering and that in the end hoping and acting on a better life will actually bring about such a life in the end. Conclusion The message of the movie is clear; people are suffering around the world due to a lack in resources while there are countries around the world rich enough to help. As such what is needed is a concerted effort in order to ensure that people in places affected by war and starvation are given the proper kind of help so as to ensure that the situation the four boys found themselves is never seen again.