Choice and Real Life Product Essay

Abstract: In the lab that was conducted, students were supposed to examine the tendencies of fruit flies, specifically Drosophila’s, to move toward or away from important stimuli that aide in their survival, also known as taxis. Another objective for this lab was to identify the patterns and relationships between environmental factors and a living organism. Students are supposed to use two bottles to allow the flies to choose which side they want to go to, depending on what substances they are attracted to more. Fruit flies are not attracted to fruits; rather they are attracted to the rotting fruit. Problem: In this lab, students are studying the behavior of animals, ethology, and the factors that contribute to the way they behave. Do certain environmental factors behave as a stimulus to animals? Hypothesis: If the fruit flies were given choices on which substance they are most attracted to, they there wouldn’t be any preference to any over the other. Materials & Procedures: Material: In this experiment, the we used: tape, 2 water bottles, scissors, 6 different cotton balls, 1 chamber, about 20 fruit flies, water, lime water, banana, vanilla extract, and ammonia. Procedure: Cut the bottom ends off of two water bottles, and tape them together. I labeled each cap with letter â€Å"A† and â€Å"B.† I then inserted the fruit flies in through one end. For each new substance, we dropped a few drops of it onto the cotton balls. We observed the fruit flies for about 5 minutes, undisturbed, and then counted the flies at each end. We repeated these stepped for each new substance being exposed to the flies. Data/Results Table 1. Fruit Fly Choices |Trail 1 |Trail 2 |Trail 3 |Trail 4 | Limewater |Water |Ammonia |Limewater |Vanilla |Banana |Limewater |Banana | |13 |1 |0 |3 |7 |13 |5 |20 | | Questions: 1. Did the flies demonstrate a chemotaxis in relation to any of the substances you chose? Be specific. Chemotaxis is a movement in response to the presence of a chemical stimulus. The flies demonstrated a chemotaxis to the vanilla, lime water, and banana. For each trail, the flies either went one way or the other in response to the substance they preferred. 2. Which substances had the greatest positive and negative chemotactic response? Through the trailing, it is evident that some of the substances had positive and negative responses. In this lab that was conducted, the vanilla extract and banana had the strongest positive responses, while ammonia and water had the most negative responses. Ammonia killed all of the fruit flies that were inside the choice chambers. 3. Describe some possible reason for their preferences? Some possible reasons for their preferences are that they mostly are, however, attracted to fruit. Most of them like the smell of the fruit, and in this case the banana because it rots quickly. 4. What other factors might affect whether or not the fruit flies moved from one part of your choice chamber to another? 5. How can you apply this lab to a real world setting? How might fruit fly preference translate to a real life product? This lab can be  applied to the real world setting not only shown through fruit flies, but also with humans. The fruit fly preference can translate to a real life product by, for say in a restaurant they wouldn’t stay where the ketchups or what have it, but it would be near the garbage area devouring over the rotting food. Conclusion: From this experiment, the behaviors of fruit flies were observed and investigated. Through the sampling of different substance in the choice chambers, it was found that the flies found the banana more desirable than the others and moved towards that side more quickly. This proved the hypothesis that was stated was incorrect. Although, we did make an error; in the trail with ammonia, we added a prodigious amount, which therefore led to the mass killing of the fruit flies causing us to use new ones for the other substances.

The Purpose of a Resume - Resume Tips for Recent Graduates

The Purpose of a Resume - Resume Tips for Recent Graduates This article was originally posted at New Grad Life. A common misconception about resumes is that they are meant to describe what you did in your past jobs. In actuality, the most effective resumes are written from a FUTURE perspective. In other words, your resume will work if you think about what a potential employer would want to know about how you WILL perform. What experience do you have that will make you a contribution to their firm or organization? Photo by Ed Brambley, CC-BY-SA 2.0 If you are writing a resume from the perspective of the FUTURE, here’s what will happen: 1. Measurable Results. You will write detailed bullets that demonstrate your capability to achieve measurable results. That means: include numbers as often as possible. Don’t just say you tutored students; say how many and by how much their grades improved. Don’t say you were successful; tell us exactly what results you achieved. Don’t just say â€Å"increased;† tell us by what percentage. Your readers will imply that you can produce similar results for them. 2. Finding Relevance. You will think about the purpose and priority of each item on your resume. Does it matter that you worked as a bartender if you are now applying for marketing positions? Maybe, if you you were a student working 20 hours/week and still maintained a 3.8 GPA, or if you were the highest-tipped bartender at the establishment. Additionally, bartending demonstrates your ability to multitask and interact with a wide variety of people. But it does not need to take up three lines on your resume, just because it’s what you did; you can make it a short bullet under your â€Å"Education† section to show you were doing it while in school full time. 3. Deleting Irrelevant Items. You will delete anything that is irrelevant or of minimal importance to your future. These things include stuff you did in high school. High school activities are no longer relevant – you had 4 years of college to become who you are now, and if you did less in college than you did in high school, looking into the future, the logical conclusion is that you will do less and less as time goes on. Let us help you look your best on your resume and in all your writing. The Essay Expert provides writing help with LinkedIn profiles, resumes, cover letters, and other writing projects.

Dissatisfied vs. Unsatisfied

Dissatisfied vs. Unsatisfied Dissatisfied vs. Unsatisfied Dissatisfied vs. Unsatisfied By Sharon Dont mix up dissatisfied with unsatisfied. Dissatisfied applies only to people who are unhappy, frustrated or disappointed with a thing, person or situation. Examples: I was dissatisfied with the service I received at the restaurant. She was dissatisfied with his response to her question. Unsatisfied refers to the feeling of needing more and can be used with abstract items. Examples: Despite the hearty meal, his hunger remained unsatisfied. She has had the bill for three weeks, but it still remained unsatisfied. The adjective is dissatisfaction. Here are some quotations from publications around the web: No, thats not a real statistic. Yet Ilana hasnt been alone in her sexual frustration. Several shows recently have been depicting women as unsatisfied. Like Ilana, theyre determined to do something about it and a finding man isnt necessarily part of the equation. LA Times More people than ever are dissatisfied with the products and services they buy, according to a new report from Arizona State Universitys W.P. Carey School of Business. And when there is a problem, were less happy with the customer service we receive. USA Today Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Grammar Test 125 Russian Words Used in English (and 25 More That Should Be)12 Misunderstood and Misquoted Shakespearean Expressions

An Analysis of Leadership Models

An Analysis of Leadership Models Each theory provides a model for effectively steering an organization. Three contemporary theories are widely applied in organizations today; Transactional Leadership, Charismatic leadership and finally transformational leadership. Each of these theories has its strong points weaknesses and challenges in real world application. These are not by any means the only theory – there are many others applied in other leadership situations. A lot of management research has gone into finding the perfect leadership solution. In this paper, we will review three leadership theories, their pros and cons and discuss examples of each theory. Page 1 Transactional Leadership Transactional Leadership model Leadership style plays a crucial role in the development of an organization. It is a leadership style that is often used by many companies assumes that people are motivated strictly by reward and punishment. This style generally does not appeal to the values, morals, or other intrinsic characteristics of most people. The transactional leader is highly focused on task, provides very clear direction, and oversees productivity in detail. When a subordinate fails, the next step is a penalty or punishment. The introduction of the task versus people orientation and the idea of leadership styles are widely accepted today. The model does have a downside, however: It does not consider other potential factors that may influence outcomes and therefore affect leadership effectiveness. While a two-dimensional task-versus-people perspective might be a helpful way to talk about leader behaviors, it by no means tells the whole story about leadership. Research continues to this day on these important questions, and this has led to additional new theories of leadership (Yukl, Gary A. Yukl). Assumptions ? ? ? ? ? Style The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place. Transactional leadership believes that punishment and reward motivate people People are motivated by reward and punishment. Social systems work best with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime purpose of a subordinate is to do what their manager tells them to do. Page 2 The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinate’s manager) gets authority over the subordinate. The „transaction’ is the money or any other award that the company pays to its subordinates for their compliance and effort (Kurnik, 2012). When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). The transactional leader often uses management by exception, working on the principle that if something is operating to defined (and hence expected) performance then it does not need attention. Exceptions to expectation require praise and reward for exceeding expectation, whilst some kind of corrective action is applied for performance below expectation. Transactional leadership has more of a „telling style’. Transactional leadership is based on the fact that reward or punishment is dependent on the performance. Even though researchers have highlighted its limitations, transactional leadership is still prevalent in real workplace and more companies are adopting transactional leadership to increase the performance of its employees. This approach is. Whereas Transformational Leadership has more of a ‘selling’ style, Transactional Leadership, once the contract is in place, takes a ‘telling’ style. Advantages of Transactional leadership This method works in most of the cases, where it’s applied, provided the employees are motivated by rewards. It is a proven compliance strategy, which works best if the top most leader in the hierarchy is capable of making most of the important decisions and is a strong personality. Page 3 Disadvantages of Transactional leadership A powerful and assertive leader will find the transactional model conducive to his way of running things. However, though he will create great followers, he will stunt their growth as leaders. When people get used to doing just what they are told and only as much they are told, they stop thinking ‘out of the box’. Original thinking is not really promoted in this system, because of which, an obedient workforce will be created with a lack of imagination. New leaders will be tough to find from the lower strata of power hierarchy. This leadership model will create a stressful work environment. Productivity will be maintained but innovations and breakthroughs will be tough to find. Examples of Transactional leadership In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches. This is reinforced by the supply-and-demand situation of much employment, coupled with the effects of deeper needs, as in Maslow’s Hierarchy. When the demand for a skill outstrips the supply, then Transactional Leadership often is insufficient, and other approaches are more effective. The main limitation of this leadership is that it assumes that people are largely motivated by simple rewards. Under transactional leadership, employees can’t do much to improve job satisfaction. Transaction leadership has been ineffective in providing skilled employees to their organization. This style of leadership is least interested in changing the work environment. Experts do not recommend this approach. Transactional leadership focuses more on management of punishments and rewards (Kurnik, 2012). Page 4 Charismatic Leadership The sociologist Max Weber defined charismatic authority in 1947 as â€Å"resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him. † Charismatic authority is one of three forms of authority laid out in Weber’s tripartite classification of authority, the other two being traditional authority and rational-legal authority. The concept has acquired wide usage among sociologists. Weber in his writings about charismatic authority, Weber applies the term charisma to â€Å"a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader1 Charismatic authority is as said to be power legitimized on the basis of a leader’s exceptional personal qualities or the demonstration of extraordinary insight and accomplishment, which inspire loyalty and obedience from followers. ] As such, it rests almost entirely on the leader; the absence of that leader for any reason can lead to the authority’s power dissolving. However, due to its individual nature and lack of formal organization, charismatic authority depends much more strongly on the pe rceived legitimacy of the authority than Weber? s other forms of authority. Charismatic leaders can lead organizations into new areas, inspire followers, and sometimes obtain extraordinary performance and results from an organization. Conger Kanungo (1998) articulates the five characteristics of charismatic leaders. ? ? Vision and articulation; Sensitivity to the environment; 1 Weber, Maximillan. Theory of Social and Economic Organization. Chapter: â€Å"The Nature of Charismatic Authority and its Routinization† translated by A. R. Anderson and Talcott Parsons, 1947. Originally published in 1922 in German under the title Wirtschaft und Gesellschaft chapter III,  § 10 2 Kendall, Diana, Jane Lothian Murray, and Rick Linden. Sociology in our time (2nd ed. ), 2000. Scarborough, On: Nelson, 438-439. Page 5 ? ? ? Sensitivity to member needs; Personal risk taking; Performing unconventional behaviour. Advantages of charismatic leaders 1) They can sense the gap between what an organization is giving to its followers and what its followers require from the organization. Therefore they are able to create a vision that is in line with these requirements. ) Since members of the organization feel that they re part of this vision they are part of this vision, they support the goals of the organization (employee loyalty) Disadvantages of charismatic leaders 1). Followers may find this transformation uncomfortable and disrupti ve to the workplace or to them personally. Others may have difficulty relating to the leader’s vision of the future. Charismatic leaders also rely heavily on their personal charm, and perceptions, which could be significantly influenced by rumors or â€Å"negative press. † 2) They cause more harm than good. eg Adolf Hitler. 3) They lack of Successors and Visionaries. A charismatic leader often retains the majority of the control in the office because he believes in himself so much. He may have difficulty turning over control to others because he enjoys having the control or doesn’t feel anyone else is able to handle the duties like he can. This type of situation potentially leaves the company without any knowledgeable successors should the charismatic leader leave the company. Without giving others the authority and freedom to take some of the control, the company’s vision for the future is limited to the ideas of the leader. This type of environment may also squash some of the creative problem solving from other employees in the company, particularly if any ideas presented are pushed aside by the leader. 4) A charismatic leader sometimes gets so caught up in his control that he is unable to clearly see potential dangers with the company. The confidence he has in his abilities makes him feel that the company’s success will continue indefinitely. If he doesn’t have any other management Page 6 personnel on the same level with the same information, he may potentially miss a threat to the company’s financial welfare. 5) Overreliance on the leader. The charismatic leader wins over the employees of the company with his motivational leadership style. While employees may find inspiration in this type of leadership, they may also rely too heavily on the person in charge. The employees begin associating the success of the company solely with the leader. They may fail to see that all employees are a valuable part of making the company a success. This saddles the leader with a huge responsibility for both keeping the company running and motivating the staff. Examples of Charismatic Leadership Bill Clinton He was considered one of the most charismatic leaders of our times. Clinton connected and inspired. He had an ability to make his audience feel as though as individuals they were each the most important person in the room. His use of eye contact, infectious smile and self-awareness ensured that he made a powerful impact on those he met. No wander he was the president with the highest opinion poll ratings at the time of leaving the presidency, even though his tenure had been marred by the Monica Lewinsky scandal. Obama is a charismatic leader, during his inauguration as the 44th president U. S. A; over 2 million people were present. He accomplished fetes such as managing to raise funds in an unprecedented fashion, that is, small sums of money from numerous persons . He has been applauded as an outstanding orator, captive speaker and brilliant man. He inspires his followers, moves them to tears and gives the hope. He feverishly wooed the citizens to vote for him. Adolf Hitler Hitler gained this ‘charismatic status’ partially because of his political skill and magnetism. He had experienced considerable success in cutting the unemployment figures and this was essential. However, it was somewhat overshadowed by his unshakeable conviction in his own Page 7 historical role. Hitler often spoke of a ‘mission’ and claimed ‘I go with the certainty of a sleepwalker along the path laid out for me by Providence’. It was this ‘mission’ achievable only for Hitler, which allowed him to transcend bureaucratic processes and become ‘charismatic’. 3 3 Noakes, Jeremy and Pridham, Geoffrey (ed. ) Nazism 1919-1945 Volume II: State, Economy and Society 1933-1939 (Exeter: University of Exeter Press, 2000) Page 8 Transformational Leadership Transformational leadership occurs when a leader takes a visionary position and inspires people to follow. James MacGregor Burns (1978) 1 first introduced the concept of transforming leadership in his descriptive research on political leaders. According to MacGregor, transforming leadership is a process in which â€Å"leaders and followers help each other to advance to a higher level of morale and motivation†. MacGregor differentiated between leadership and management, and related them to characteristics and behaviors. According to MacGregor, the transforming approach creates significant change in people and organizations by changing the employee expectations and aspirations. This is because it redesigns the perceptions and values. Unlike in transactional approach, it is not based on a â€Å"give and take† relationship but on the leader? s personality and abilities, articulation of an energizing vision and challenging goals. He theorized that transforming and transactional leaders were mutually exclusive styles. Bernard M. Bass (1985), expanded upon MacGregor? s work (1985) by explaining the psychological mechanisms that underlie transforming and transactional leadership. Bass used â€Å"transformational† instead of â€Å"transforming† original ideas to develop what is today referred to as Bass? Transformational Leadership Theory. 2 According to Bass, transformational leadership can be defined based on the impact that it has on followers. According to Bass, transformational leaders earn trust, respect and admiration from their followers. Transformational leadership can be found at all leadership levels in an organization. These leaders are seen to have a charismatic appeal in that they are visionary, enthusiastic, passionate, daring, inspiring, energetic, risk takers and thoughtful thinkers. However, charisma alone may not be sufficient to transform an organization. To gear changes, the leaders must exhibit the factors of transformational leadership. The four different components of transformational leadership as suggested by Bernard M. Bass: ? Intellectual Stimulation – Transformational leaders not only challenge the status quo; they also encourage creativity among followers. The leader encourages followers to explore new ways of doing things and new opportunities to learn. Page 9 ? Individualized Consideration – Transformational leadership also involves offering support and encouragement to individual followers. In order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of each follower? s unique contributions. ? Inspirational Motivation – Transformational leaders have a clear vision that they are able to articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfill these goals. ? Idealized Influence – The transformational leaders serves as a role model for followers. Because followers trust and respect the leader, they emulate the leader and internalize his Assumptions People follow a person who inspires them A person with vision and passion can achieve great things Enthusiasm and energy get things done. Leadership style The leadership style adopted is â€Å"selling type†. This involves: Developing the vision – transformational leadership beginnings with development of a vision. This may be done by senior managers, the leader or the team. The leaders then buy and sink into the vision. Selling the vision – the leader then constantly sells the vision to the followers. The leaders seek adoption of the vision through creating trust and any means available to convince the followers. Seeking the way forward – this goes along with the selling activity. Some leaders know the way and simply want others to follow, while others happily lead the exploration of possible routes since they do not have a ready strategy. With a clear vision, though the direction may not be very clear, it is always known. Since this is an ongoing process, a transformational leader will accept the failures and content with whatever progress that is made. Page 10 Leading the charge – the final stage and most critical is that the leader takes the lead and remains central during the action. This is where the leader is a role model –setting the examples by not idling behind their troops. Their unrelenting commitment keeps the team focused. These leaders are people oriented and thus strike a balance between the task and the followers. Transformational leadership borrows a lot from relationship theories also known as transformational theories. Emphasis is laid more on the link formed between the leaders and the followers. The leader inspires and motivates the group to see the importance and significance of the task, but also wants each individual to fulfill their potential. Advantages of Transformational leadership ? This kind of leadership style often brings out high ethical and moral standards. Since the team is all geared towards achieving the organizational task as well as their individual goals. ? Produces a highly energized work force, which is essential to achieve organizational goals. It enables maximization of synergy in the team. Disadvantages of Transformational leadership ? Since the style emphasizes on impression management, it leads to a moral self glorification/ promotion by the leaders. ? Due to the influence emphasis, the followers may be manipulated by the leaders to lose more than they actually gain. ? ? The energy applied by leaders can wear out the followers making them give up. The passion and confidence can easily be mistaken as reality. This may lead to mistakes with consequences being adopted. Though transformational leaders are charismatic, they are not like pure charismatic leaders who succeed through their individualism since they believe in others. Page 11 The leadership style is almost impossible to teach or train since it? s a combination of leadership theories and personal attributes Examples of Transformational Leaders Nelson Mandela South Africa was a racially polarized country for many decades. Nelson Mandela was able to humanize the apartheid leading to the emergence of a nation now recognized globally. His was able to use his charisma to synchronize the haves and have-nots towards a common cause – transforming the nation from the polarity caused by the racial and wealth factors. Mahtama Gandhi Prior to the British occupation, India was amongst the leading goods exporting nation. The British rule was highly mechanized with modern industrial power; they successfully eliminated the local Indian artisans? infrastructure turning India into a big importer and consumer nation. Different leaders were contemplating different ways to drive British in India; he sought to understand the reason for colonialism. According to Mahatma, the way to resist the British was through non violent ways to become self reliant and stop consuming English products. He therefore opted for persistent mass movements that would eventually prove expensive to the British Rule. Gandhi inspires various leaders including South African Nelson Mandela and various movements for civil rights and freedom across the world. Sam Walton Sam Walton, founder of Wal-Mart, often visited Wal-Mart stores across the country to meet with associates to show his appreciation for what they did for the company. Sam Walton gave â€Å"rules for success† in his autobiography, one of which was to appreciate associates with praise (Walton, 1996). Page 12 Jack Welch He was Chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company’s value rose 4,000% and was the most valuable company in the world for a while. Having taken GE with a market capitalization of about $12 billion, Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch was a celebrated leader of a global manufacturer often noted for its technological prowess, he utilized a very human process to drive change through GE’s vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from. Page 13 References Lussier/Achua 3rd edition. Effective Leadership. Course text Kurnik, E. (2012). Transactional Leadership. Retrieved March 3, 2012, from HubPages Inc: http://edikurnik. hubpages. com/hub/Transactional-Leadership Yukl, G. A. (Gary A. Yukl). Leadership in Organizations (6th Edition). New Jersy: Prentice Hall. Burns, J. M. (1978) Leadership. New York. Harper Row Bass, B. M. (1998). Transformational leadership: Industrial, military and educational impact. Mahwah, NJ: Erlbaum Page 14

How Verizon Wireless Manages ethical employee behavior and creates an Research Paper

How Verizon Wireless Manages ethical employee behavior and creates an organizational culture - Research Paper Example A closer look into the code of conduct practiced by the organization, would tell us more about standards adopted by the organization in the employee behavioral aspect and its management. Verizon has set standards for the employees, which are a reflection of the core values adopted by the company like Integrity, Respect, Performance excellence and Accountability. The organization requires the employees to use their sense of judgment and be accountable for their actions. By this the employees develop a sense of responsibility and are always driven by a motivation that they are a part of this family and every decision they take would have an impact on the business. â€Å"Ethical behavior does not simply happen; it is the product of clear and direct Communication of behavioral expectations modeled from the top and demonstrated by example† (â€Å"Your code of, † 2010). Verizon provides a healthy work environment with fair and unbiased outlook. Verizon requires its employees to treat their fellow employees with ethical behavior that necessarily includes respect, dignity, integrity, fairness and honesty. Verizon’s compliance with policies such as Equal Opportunity commitment and diversity entails the organization to provide equal opportunities to all the employees irrespective of their age, sex, religion, nationality, color and other protected categories.

Ecological problems Case Study Example | Topics and Well Written Essays - 750 words

Ecological problems - Case Study Example For a start, it is prudent to acknowledge that such kinds of mishaps arise due to inexistence of clear-cut communication channels between various departments that constitute the City’s Fleet Operation Maintenance Bays. The situation can also be as a result of lack of quick and steadfast implementation of changes made over a given period of time in the City’s Fleet Operation Maintenance Bays and other departments that work in unison with it. Such kinds of mishaps have to be addressed amicably to ease managerial strains and enhance smooth operations in the bays and their affiliate departments. I therefore recommend that the four dumpsters lying at the power site remain there until an amicable solution to the quandary is constituted and implemented to the letter. This recommendation is based on the fact that, returning the dumpsters to the front of the City’s Fleet Operation Maintenance Bays would bring serious environmental repercussions and even unwarranted indust rial mishaps that would affect the Bays’ functioning and processes. Bringing back the dumpsters back to the bays would also pose grave health risks to the workforce that operates in the bays. In the meanwhile, before a lasting resolution to the impasse is found, I recommend that the concerned stakeholders in the department chart a temporary approach ahead to deal with dumpsters that will be filled before a permanent solution is instituted. What responsibility does Fleet Operations have? Fleet operations are charged with the ardent task of warranting cars and other automobiles within the City’s fleet are well maintained and execute performance to the uttermost. This calls for the personnel operating in the Bays to have experience in treating automobiles in the event of any required operation, executing habitual maintenance checks and make plans for repairs on malfunctioned or damaged motor cars and automobiles registered under fleet’s name. Furthermore, the fleet operations have the responsibility of reducing the number of oily rags disposed as a sign of being environmentally conscientious and more so, as a means of plummeting disposal expenses. To achieve this, the fleet operations ought to adopt effectual means and measures of reducing the number of disposable rags from the bays. Such measures include reducing drastically the average quantity of absorbents used and generated sequentially to reduce quantities of spills, drips/leaks and overfills that typically take place during operations (Committee on Health Effects of Waste Incineration, 2000). This is possible through implementation of trouble-free and minimal-cost pollution/contamination prevention mechanisms such as: Performing scheduled scrutiny of fluid storage spaces for spillages overfills or leaks. Perform habitual anticipatory maintenance checkups on equipment, automobile machinery and containers like replacing permeable container seals, and dispenser machines. Train baysâ€℠¢ personnel on how to implement and maintain excellent baykeeping measures and strategies. Curtail the trip numbers and distance correlated to substance shifting in order to lessen chances of inadvertent spills. Use of suitable storage and transfer equipment to avoid unnecessary spills, container breakages and loosening of seals. Case Scenario # 4 What are your first actions? My foremost reaction to such a scenario would be to ask the power plant supervisor to put off the cigarette since it is not advisable to smoke in such an establishment purely on health and hazard justifications. From his explanations that expose what one of the workers has unearthed, I direct him to thoroughly wash his hands because of his involvement in sorting out the garbage which is in essence, ‘ripe’ and has probably come into contact with the contaminated box. After he

The Nurse-Client Negotiations Model Assignment Example | Topics and Well Written Essays - 1250 words

The Nurse-Client Negotiations Model - Assignment Example I chose this model because it recognizes discrepancies that exist between notions of the nurse and client about health, illness, and treatments. This model attempts to bridge the gap between the scientific perspectives of the nurse and the popular perspectives of the client. Fundamental to understanding this model, one must recognize that most social systems include three structural arena of health care within which sickness is reacted to and experienced. The concept of popular, professional, and folk arenas is used to compare medical systems as cultural systems. Each arena or domain possesses its own model for explaining health and illness (Kleinman, 1978). This arena comprises the family context of sickness and care, including the social network and community perspective. In both Western and non-Western societies, approximately seventy percent to ninety percent of sickness is managed solely within this domain. The nurse-client negotiations model serves as a framework to attend to the culture of the nurse as well as the culture of the client. In addition to the professional culture, each nurse has his or her own personal beliefs and values, which may operate without the nurse being fully aware of them. These beliefs and values may influence nurse's interactions with patients and families. Each arena (sector) in the model can be viewed as a social cultural system with its own values, norms of behavior, beliefs, and ways of explaining health and illness. Explanations of the same phenomena may yield different interpretations based on the cultural perspective of the layperson or the professional. Anderson (1987) provided examples of different perspectives of the same intervention: Putting lightweight bedclothes on a patient may be interpreted by family members as placing their loved one at risk for "getting a chill," whereas the nurse will use this technique to prevent or reduce a fever; a Jeh ovah's Witness family considers a blood transfusion for their child as contamination of the child's body, whereas the nurse and other healthcare team members believe a transfusion is a lifesaving treatment. Important Aspect The important aspect of this model is that it can open lines of communication between the nurse and the patient/family. It helps each understand how the other interprets or values a problem or practice such that they respect one another's goals. Negotiations Negotiation implies a mutual exchange of information between the nurse and client. The nurse should begin negotiation by learning from the client' s about their understanding of their situation, their interpretations of illness and symptoms, the symbolic meaning they attach to an event, and their notions about treatment. Contingency contracting is a form of negotiation used in nursing in which negotiations focus on the values of goods to be forgone and