Strategic Business Management and Planning Coca cola Company

Strategic Business Management and Planning Coca cola Company In the exact of science Business planning is often described as more than of an art. In organizations this becomes especially true when ones business plans revolve around the cycle of annual budgeting. At this point, business analysts with widespread of experience in the business exert the alleged spreadsheets from hell that a small number of people can be aware of modifying them alone. In other companies when compared to Coca Cola budgeting involve continuous revisions and edits to dozens of incoherent spreadsheets. This type of annual budgeting cycles are costly in both time and require more people resources, and they are generally determined by prior history, relatively to a companys strategic plans. In todays dynamic business world, this kind of business planning in an organization makes it difficult to hold growth and to get used to the continuously changing needs. (Michael Mankins and Richard Steele 2005) To become more responsive and contend effectively, companies need to develop from spreadsheet-based budgets towards a planning situation that can support organized strategic, tactical and operational business plans. This kind of planning atmosphere enables sound implementation strategies and business presentation advice mechanism which allows the executives and profession managers to modify business plans and processes. (Michael Mankins and Richard Steele 2005) 1.2 Organizational structure: Each and every organisation is made up of more than one person which needs some form of structure known as organisational structure. An organisational chart shows the working process of an organisation and the way in which chain of commands work within the organisation. The way that the company is planned is illustrated for a packaging company. The company is owned by shareholders and to look after their interests the shareholders decide directors. The managers are then appointed by the directors to run the business on a everyday basis. (The Times 100 / Revision Theory / Strategy (Accessed on 28th oct 2010)) The major responsibility of Managing Director is to run the company, which includes setting targets for the company and taking care of all the departments. The in and out movement of goods of the warehouse, supervising drivers and supervising the transport of goods to and from the firm are controlled by Distribution Manager which is his responsibility,. For keeping nonstop supply of work smooth to all production staff and also for organising manpower to get together the customers orders, the Production Manager is made responsible. The responsibility for building contact with customers and obtaining orders from those relations is held by Sales Manager. All the financial connections of the company are controlled by company Accontant and he is responsible to produce management accounts and monetary reports. (The Times 100 /Revision Theory/ Strategy (Accessed on 28th oct 2010)) 1.3 Understanding the problems: Strategic planning is essential to business success, but there are evidences which state that most of the companies today are failing in executing their strategies of business. The recent statistics state that Balanced Scorecard Collaborative (BSC) says that nine out of ten companies are lacking strategy execution. Current study of Marakon Associates by 197 senior executives states that 65% of companies accredited that they were better at developing strategies when compared to executing them. The studies of BSC and Marakon states that there is a major disconnect among the organizations strategic plans, tactical plans and the operational functioning of those plans. The main reasons for this disconnect are discussed below: (Michael Mankins and Richard Steele 2005) Sufficient time is not devoted by the executives and resources are not used in developing corporate strategies and clear action plans are not created to implement those strategies. Without allocating suitable resources or budgets to implement business plans, strategies are often defined by executives. As operational managers are not taking part of the strategic planning process, they are not responsible for execution of plan, and as a result they have no encouragement in making the plans work. Strategic plans are not communicated by the executives to an employees in which ways they are related to their everyday objectives, role and responsibilities. A very little business intelligence (BI) is used by the executives and they are often not aware of problems in the plan execution and make use of them to help them to line up actual business concert with business goals. To solve these problems executives and managers need planning tools that help them create and manage action plans, interact with employees about those plans and associated business strategies, and align business performance with business goals. 2. Mission, Vision, Values and Goals of Coca Cola Company: 2.1 Mission of Coca Cola Company: The mission is to create customer products, communications, consumer service, bottling system strategies, processes and tools in order to make aggressive benefit and distribute higher value to Customers as a better beverage experience. Through the use of completed drinks customers as a chance to grow profits. Bottlers as a chance to raise income in volumes. Bottlers as a brand development and positive financial value Added. Suppliers as a chance to make realistic income when creating real value-added in an atmosphere of system-wide team work, flexible business system and continuous growth. Indian society in the form of a contribution to economic and social development. 2.2 Vision of Coca Cola Company: The vision is to provide outstanding strategic management in the Coca-Cola company system which results in customer preference and loyalty, throughout the companys commitment to them and in an extremely lucrative Coca-Cola Corporate considered beverages system. Profit: Maximizing return to shareowners while being mindful of our overall responsibilities. People: Being a great place to work where people are inspired to be the best they can be. Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy peoples Desires and needs. Partners: Nurturing a winning network of partners and building mutual loyalty. Planet: Being a responsible global citizen that makes a difference. Fig: Vision for Sustainable Growth 2.3 Values of Coca Cola Company: Coca-Cola Company is guided by shared values where both the employees and the individuals of the Company live by their values. The values are that the employees in the Company are expected to keep and works regularly are as follows: Leadership: To deliver outstanding results, leadership is an initiative taken in order to lead, motivate and drive the team with energy and zeal. It is also taken as courage to shape a better future. Innovation: In whatever we do, innovation is a continuous strives to progress and to reach the next level of excellence, where it can be imagined, created and delighted. Passion: It is a deeply commitment in heart and mind in order to deliver an outstanding performance. Teamwork: Team work is to unite greater strength and work as a group collectively towards the attainment of common goals. Ownership: Thinking and acting like owners at all levels; taking decisions at the lowest appropriate level as best as possible. Accountability: For delivering decided targets and goals accountability is defined as individually and transparently to our colleagues. 2.4 Goals of Coca Cola Company: It is recently announced by CEO of Coca-Cola Company that they will tie top managers pay to how well the company meets new goals for diversity. It is also said that a position will be created to develop ways to promote minority employees. The Wall Street Journal recently reported that an e-mail was sent to all employees stating that Coke will set up a series of goals, objectives and targets for achieving assortment throughout the company over the next few months and that everyone in the organization, including the CEO, will be held accountable for meeting them. It also been added that success and compensation will be attached to meeting the new variety goals, and the same will be true throughout the management ranks. (Jet. FindArticles.com. 2010) The U.S. division of the company already tied a segment of managers bonuses to promote minorities, said by a Coke spokesman. It also distinguished that there are plans to employ a vice president and director of variety strategies who will work on promotion of minorities in the company worldwide. (Jet. FindArticles.com. 2010) Diversity, in its broadest sense, is a clear business imperative for our company and its future, and it is a top priority for me, was also stated. This makes us a better employer and business partner. It helps us compete more effectively in the marketplace. It makes us better neighbours in the communities we serve. And finally, it builds value for our shareowners. (Jet. FindArticles.com. 2010) 3. Current strategic plans of Coca Cola company: 3.1 Strategy formulation and implementation: The organizations business strategy is defined as a set of objectives, plans, and policies to compete successfully in its markets. In effect, the organizations competitive benefit is specified by the business strategy and how this benefit will be achieved and continued. The organizations core competencies is defined and focused as the key aspect of the business strategy. The business strategy that is actually detailed by strategic plan is typically formulated at the administrative committee level like CEO, president and vice presidents. It is usually formulated in the long range, which is three to five years. In fact, however, the long-range strategy is the decision that is made over time. In most of the firms, no pattern is showed at all by these decisions, which reflects the truth of having no active business strategy, even though they went through the process of strategic planning. In other cases the decisions accept very little or even no relationship to the stated organizations or official business strategy. The main point is that its true business strategy is told by the organizations actions than its public statements. 3.2 Formulating the Business Strategy: The organizations vision/mission statement, a range of factors outside to the organization, and a variety of factors inside to the organization are integrated by its relevant inputs to the strategic planning process. Resource Based View one school of thought is considered by the set of resources an internal factor available to the organization as the main driver of the business strategy. (Barney (1998, 2001)) By considering all the inputs, by developing a vision statement, a mission statement, or both a strategic planning is initiated. The organizations values and aspirations are expressed by Vision statements. The organizations purpose or reasons for existence are expressed by Mission statements. In some cases, the vision and mission statements are combined and chosen as a single statement by some organizations. Regardless of the developed vision and mission separate statements or combined statements, the main aim is to communicate organizations values, aspirations, and purpose such that the employees can make decisions that are reliable with and support these objectives. (Collis and Montgomery (1997)) Employees to high levels of performance can be inspired if the effective vision and mission statements are written using their language. According to, foster employees commitment, in the growth of the vision or mission statement, it is desirable to comprise a wide variety of employees, relatively to enforce top managements view by decree. Individual vision and mission statements that support the organizations overall statement are developed by work groups, departments, divisions, process teams, project teams and so on, once as a whole the vision and mission statements are developed for the organization. For example, if vision mission statement is developed by a university, each college under the university will develop their own unique statement which specifies their role that has to be played to support the overall mission. Similarly, once each and every school under the university develops its own vision-mission statement, unique statements within the school are developed by the de partments. The development of own unique statements by its organizational unit promotes wider involvement in the process, helping employees to think how it supports the overall mission in terms of their work, and statements result in more meaningful way to a selected group of employees. (Collis and Montgomery (1997)) 4. Cancer Research UK 4.1 Organizational structure: Each and every organisation is made up of more than one person which needs some form of structure known as organisational structure. An organisational chart shows the working process of an organisation and the way in which chain of commands work within the organisation. The way that the company is planned is illustrated for a packaging company. The company is owned by shareholders and to look after their interests the shareholders decide directors. The managers are then appointed by the directors to run the business on a everyday basis. (The Times 100 / Revision Theory / Strategy (Accessed on 28th oct 2010)) The major responsibility of Managing Director is to run the company, which includes setting targets for the company and taking care of all the departments. The in and out movement of goods of the warehouse, supervising drivers and supervising the transport of goods to and from the firm are controlled by Distribution Manager which is his responsibility,. For keeping nonstop supply of work smooth to all production staff and also for organising manpower to get together the customers orders, the Production Manager is made responsible. The responsibility for building contact with customers and obtaining orders from those relations is held by Sales Manager. All the financial connections of the company are controlled by company Accontant and he is responsible to produce management accounts and monetary reports. (The Times 100 /Revision Theory/ Strategy (Accessed on 28th oct 2010)) 4.2 Understanding the problems: Strategic planning is essential to business success, but there are evidences which state that most of the companies today are failing in executing their strategies of business. The recent statistics state that Balanced Scorecard Collaborative (BSC) says that nine out of ten companies are lacking strategy execution. Current study of Marakon Associates by 197 senior executives states that 65% of companies accredited that they were better at developing strategies when compared to executing them. (Michael Mankins and Richard Steele 2005) Cancer Research UK is pleased by Cancer Reform Strategy, that it is committed by the Government to buid its own strategy for cancer in UK and look forward to support its expansion. Cancer Research in UK has without doubt undergone great improvements from the time when the first NHS Cancer Plan of 2000 was in print. Services are improved corresponding increase in patients are seen by a team of specialists, and the patients who are taking part in clinical trials also increased. Cancer frequency and survival rates are both rising, improved medical technologies and treatments are constantly provided by the scientific advances, and in NHS radical change has begun to undergo in the structural and policy environment. It is believed that the Cancer Reform Strategy desires to take action to these developments, to make sure that cancer patients have admittance to services and information now and in future in the best possible way. It is belived by Cancer Research UK that the below mentioned are the priorities for Cancer Reform Strategy: Outcomes of Clinical data and support based policy. Speculation, employees and capability of planning and competence. Cancer research is supported and access to clinical trials improved. Cancer prevention prioritising. Inequalities tackled. Early presentation, detection and screening are improved. Access to new treatments are ensured. High excellence, customized information to patients is provided. Cancer networks are developed. To deliver improved outcomes cancer services are reconfigured. 5. Vision, Values, Goals and Impact of Cancer Research 5.1 Vision Statement of Cancer Research Cancer Research UKs vision is Together we will beat cancer. Our vision is of what we want to, why we exist and the impact of us on society. We are beating cancer is an enormous challenge. Below mentioned are the four ways how we are going to address the challenge: (The Big Give.org.uk, Accessed on 28th Nov 2010) To progress our understanding of cancer world class research is carried out and finding a solution to prevent, diagnose and treat different kinds of cancer. To progress the lives of all cancer patients it is made sure that our findings are used. Helping people to understand cancer, the progress that is made and the choices each person can make. To achieve the maximum impact in the worldwide fight against cancer, Cancer Research works in partnership with others. 5.2 Values of Cancer Research Encouraging excellence: We seek out the best and support those who are able to make a disproportionate difference. Supporting innovation: We use the advantages of our independence and financial security to try radically new things. Sustainability: We seek to create sustainable improvements. The Charity supports and respects its historical connections and seeks to support innovative initiatives that aim to modernise healthcare, in particular by researching new and improved solutions, speeding up treatment, delivering care as near to home as appropriate and by making the hospital environment a pleasant experience for patients, visitors and staff and one conducive to healing. (Chelsea and Westminster Health Charity, Jan 2008) Investing ethically: The Charity investment policy forbids direct investment in tobacco companies. 5.3 Goals of Cancer Research: Ten goals have been launched by Cancer Research to shape the work over the next decade and beyond. To attain these ten goals, partnerships with charities and other medical research organisations are formed, as well as partnerships with professional and public health bodies, pharmaceutical companies, the Government and our supporters whose perseverance is necessary to our progress. The target is to achieve the following goals by 2020: 1. People will know how to decrease the risk of cancer: Three-quarters of the public in UK will know the main way of life choices they can make to lessen the danger of getting cancer. 2. The figure of smokers will fall radically: Four million smaller amount adults will be smokers, preventing thousands of new cases of cancer every year 3. People below 75 will be smaller amount to get cancer: The probability of a person getting cancer up to the age of 75 will drop down from more than one in four to one in five. 4. Cancer will be diagnosed in advance: when the cancer can be treated successfully two-thirds of all cancer cases can be diagnosed at a stage. 5. People will understand how cancer is started and developed: People will have a clear understanding of the causes and changes in the body of all cases of cancer. 6. Better treatment can be provided with smaller number side effects: Treatments that exactly target the cancer will have some serious side effects will be decreased to slightest half of all patients. 7. More people can survive cancer: There will be an increase in survival rates of all common cancers, with at least two-thirds of newly-diagnosed patients living more than five years. 8. Cancer can be especially tackled in low income communities: The difference of dying from cancer will be reduced by half among the wealthiest and the least wealthy people. 9. People suffering from cancer will get the information needed: More than nine out of ten patients can access the information needed during diagnosis and at the time of treatment. 10. We will prolong to fight against cancer beyond 2020: Adequate scientists, doctors, nurses and communications will be in place to make sure of continued quick improvement in the fight against cancer beyond 2020. (Cancer research uk) 5.4 Impact of Cancer Research: UKs Cancer Research work till now has saved millions of lives in UK and all over the world. In the last thirty years the Cancer survival rate has been doubled and the work is at the spirit of that development. The scientific research is taken all the way to the patients bedside from the laboratory bench, funding more than 4,500 researchers, doctors and nurses throughout the UK. Over 100 clinical trials, testing exciting new drugs and treatments for cancer are supported by us. (The Big Give.org.uk, Accessed on 28th Nov 2010) 6. Cancer Research Business Planning: 6.1 Introduction: It has been published by the Government in July 2004, the governments 10-Year Science and Innovation Investment Framework. This shows the commitment of Governments towards science and research over the next decade, with the long-term objective of the overall levels of investment in research and development is to boost up to 2.5% of gross domestic product by the year 2014. This Delivery Plan states out how Cancer Research in UK is continuing to contribute to the overall achievement of ambitions of framework, which are listed as below: (Study on the Economic Impact of the Research councils 2007) Making UK as the world-class in each and every area of science, engineering and technology. More effectively translating the new knowledge that is generated into innovation. Improving wealth and excellence of life of UK. Making UK the location for the choice of RD and adding high value to business. 6.2 Technological change: Engineering and the physical sciences are considered to be critical across the spectrum of business for the development of technological innovation. Engineering and the physical sciences research council (EPSRC) is the largest Research Council in partnership with TSB, and has their own widespread of direct partnership with industry, together with SMEs, from most important strategic partnerships to their extensive support in every aspect of industry, all the way through knowledge transfer activities and collaborative training. The key Delivery Plan is the priority to broaden the engagement with business and the service sector, working in collaboration with TSB and BERR. (Study on the Economic Impact of the Research councils 2007) Examples include: Appealing with financial service and retail sectors to have improvement in the services like advanced techniques to fight against credit card fraud and through the Digital financial system. Through Network Security improvement Platform, supporting the Government as a major user to use ICT, like working in affiliation with the Home Office Passport and Identity Agencies. Contributing to the transformation of energy like well-organized photovoltaics through Nano science theme, which supports new technologies like plastic electronics, quantum information processing, advanced composites, and beyond silicon electronics. 6.3 Globalisation and Shifting Economic Patterns: In UK the raises of challenges globalisation for business are growing regularly. Features of EPSRCS contribution for globalisation include: EPSRCS portfolio of Innovative Manufacturing Research Centres (IMRCs) are funding a broad range of study in manufacturing technology, business process engineering, manufacturing management, supply chains. This work has contributed forthcoming Sainsbury Review, which continues to provide a significant proof base for BERR, DIUS and the Treasury in the growth of modernization policy and strategy. (Study on the Economic Impact of the Research councils 2007) The exploitation of user is driven and Grand Challenges are ensured such that they remain united with the strategic needs of the society and economy. To be competitive internationally PhD training is realigned, and leverage is gained from international knowledge in partnership with peer funding agencies. 6.4 Global Uncertainty and Terrorism: EPSRC is maintaining funding partnerships with a number of key stakeholders, in order to tackle the challenges of prevention, discovery and response to crime and terrorism. The crime collection features widespread end-user partnership includes Local Authorities, Home Office Agencies, industry and Police services. Actions that include: In partnership with Home Office facts in crime and terrorism, originally on container screening at air ports, construction on the accomplishment of previous events on gun crime and hostility terrorism in public places. Establishing organization with Centre for Protection of the National Infrastructure (CPNI), aiming to increase this to comprise other key stakeholders like the MoD and the Cabinet Office. Additional partnership with Home Office, Communities and Local Government in areas like conniving out crime and crime-free communities. EPSRC is the leading Research Council in partnership with MoD Joint Grant Scheme, with negotiations in progress to increase our communication with MoD originally determined during Nanoscience theme. Defence security also attribute powerfully in our collection of strategic partnerships with industry, in exacting with BAE Systems and QinetiQ. Emerging affiliation with DFID, construction on worldwide development activity purposeful on Energy. (Study on the Economic Impact of the Research councils 2007) 6.5 Demographic Change: EPSRCs key interests in demographic alteration are disturbed with ensuring that civilization is clever to increase the challenges that new demographic outline will present, the elderly people in particular. Key areas include: The Department of Health is collaborated with Healthcare theme of Next Generation, surrounding with in areas like Information Driven Healthcare and Assisted Living, both of them support the cross Council Life Long Health and Wellbeing agenda. Extensive Quality of Life selection, addressing issues like treatment technology and the comprehensive aim of goods and environments, with well-built appointment with social care agencies both in local Government sector, charity and NHS sectors. The IMRCs support for healthcare examination release, with devoted centres determined on the stipulation of communications and on technology appraisal and procurement, operations closely in partnership with NHS stakeholders. (Study on the Economic Impact of the Research councils 2007) 7. Facilities and Infrastructure 7.1 High-End Computing The stipulation of high-end computing communications are ensured throughout the following performances: In October 2007 service is commenced known as High-End Computing Terascale (HECToR) which works in collaboration with the sponsoring Research Councils, industry and academic world to make certain good utilization facilities. The extent and price of stipulation necessary away from HECToR has led to intervention at European-level, by means of methodical case which is previously agreed. EPSRC will spend for technology development activities in the starting 2-year phase due to the funds from the Commission to be matched. (Study on the Economic Impact of the Research councils 2007) 7.2 Other Facilities: A number of facilities are supported where significant mass and centralisation present more suitable provision than distributed, numerous provision. Continuous investment in the subsequent will make sure that researchers have right of entry to necessary communications in a cost-effective manner: à ¢Ã¢â€š ¬Ã‚ ¢ Isaac Newton Institute International Centre for Mathematical Sciences à ¢Ã¢â€š ¬Ã‚ ¢ Engineering Loan Pool à ¢Ã¢â€š ¬Ã‚ ¢ Materials science equipment sharing à ¢Ã¢â€š ¬Ã‚ ¢ Meso-scale facilities à ¢Ã¢â€š ¬Ã‚ ¢ Capital equipment to support leading-edge research. International Review of ICT recommendation are followed to preserve the software essential to maintain UK researchers competitive benefit in the Digital Economy. (Study on the Economic Impact of the Research councils 2007) 7.3 Next-Generation Facility Users: EPSRC is investing in partnership with STFC, to make sure that greatest importance is obtained from the UKs centrally provided research facilities, which include Diamond Light Source and ISIS Target Station. Funds are provided to support a impartial selection of research with a component of doctoral preparation to develop the next generation of researchers skills by means of these and other facilities. For HPC outline busines case is developed by means of Architecture Comparison and by a reassess of vendor market positions. In the year 2009/10 the business case will be honed with our not compulsory panels earlier than being that is taken to Council for endorsement after which discussion is done with other Research councils for seeking endorsement from RCUKEG. (Study on the Economic Impact of the Research councils 2007) 8. Similarities between Coca Cola Company and Cancer Research UK: 8.1 Introduction: Over the years, marketing had difficulties in gaining acceptance in a number of non-profit organizations like Cancer Research UK. One hindrance was the view that marketing really was not necessary (Kotler et al, 1991). Today top companies like Coca Cola recognize the primacy of customer orientation. The customer orientation works back from an appraisal of what customers want to how production and resources can be organized to meet these wants (Doyle, 1998). Most organizations profit and non- profit are not highly customer-centred, even if they want to. But now management has realized that it is the customer who truly determines the long-run success of any strategy that the non-profit organization can join the ranks of the sophisticated customer-centred marketing strategists typically found in the private sector. They begin with the customer and the customers needs and wants (Kotler et al, 1991). Despite the differences that exist between for-profit- and non-profit organizations, marketing Procedures relevant to profit-oriented companies are also applied to non-profit organizations. Target marketing, differentiation, and marketing mix decisions are made (Jobber, 1998). The single most important stage in the strategic marketing planning process is determined by the organizations core marketing strategy (Kotler et al, 1991). All marketing strategy is built on segmentation, targeting and positioning (Kotler, 2003). Most companies use outside agencies to help implement their marketing communications but managers cannot abdicate their responsibilities for communications. The decisions are too important and too costly for top management not

Leadership For Health & Social Care Services

Person centred practice (PCP) or more commonly referred to as person centred planning is based on the principles of inclusion and taking a holistic approach when planning the care service delivery. There are five key features of PCP; The individual is at the centre of the plan. The plan will identify what is important to the individual and identify the individuals’ strengths and what support they will require to achieve their potential. The individuals support network are involved in the ongoing planning and reviewing process. The plan will promote community participation for the individual.The plan is a live document which is reviewed by all involved minimum every 6 months or when circumstances change. The care planning, monitoring and reviewing of care plans are key aspects to working with individuals and care workers. In line with PCP key aspects must be adhered to including legislation and policy to ensure the individual is at the heart of the plan & review process. Howeve r we must remember not to get caught up in the planning and administration process its self, we must remember the true purpose of the care plan. Such example of this can be seen by a quote from a Service User; â€Å"I don’t have a care pathway.I have a life. † (Scottish executive, 2005:5) Care plans must be done properly and all relevant parties involved. Some people may not know what a care plan is. When people don’t feel good they need support to be involved. After all, where’re planning their care and the individual must be at the centre of the plan. A Service User who contributed to the report Developing social care: service users vision for adult support, felt strongly that social care should be based on the social model; informing policy, practice and procedures (Beresford 2005).The Department of Health clearly states that it supports the social model of disability (DoH 2008a). This social model is underpinned by a range of legislation and policy wh ich steers the provision of person centred care. There are several Acts that underpin PCP. The human rights act 1998 sets a firm base line for pcp. The act covers the individual’s right to liberty and security, respect for private and family life, and the right for freedom of thought conscious and religion.This act sets a firm base line for good practice in health and social care by underlining the needs of the individual are paramount and that everyone has the right to receive quality care. Age Concern quote (2008) â€Å"the dignity needs and wants of older people must be put at the centre of their care, and Human Rights are the perfect vehicle to ensure this and deliver quality care services† Whilst drawing up a care plan there are several legislations and policies to adhere to, below I have listed a few which have an integral role in pcp.There is a statutory duty on public authorities to ensure they eliminate unlawful discrimination and harassment and to promote equ ality of opportunities between men and women. This is governed by the equalities act 2006 which makes it unlawful to discriminate on the grounds of a person’s sexual orientation, religion and beliefs when providing a service and exercising a public function. This act has established a commission for equality and human rights (CEHR) which is responsible for promoting the understanding of human rights and equality, also challenging unlawful discrimination.The disability discrimination act 1995 main function is to stop discrimination for disabled individual, giving those equal rights and access to goods, facilities and services. This act states that providers are not allowed to treat the disabled less favourably because of their disability. Most companies and organisations that provide service, facilities or goods, be it either paid or free; both private and public bodies / companies must adhere to this act.One aspect of the NHS and community care act 1990 is that local authorit ies must conduct a needs-lead assessment which takes into account a person’s preference making it pcp. On the other hand a resources-lead assessment only takes into account the resources available and not the individual. In my area of work an example would be an individual would be sent to a day service where their preference would be a sit in service which would be more appropriate. This example goes against all principles of pcp.All care service providers are regulated by an independent body as outlined in the Care standard Act 2000. In Wales we are regulated by the CSSIW. This independat body carries out regular inspections to ensure compliance with all relevant legislation and one of their key focus is Service User quality of life which is closely linked to pcp. In addition to legislation there are numerous policies in place to ensure compliance with pc care. The white paper Valuing people (DoH 2001) stipulates that person centred approach will be essential to deliver rea l change in the lives of people.Whilst this white paper is aimed at individuals with learning disabilities the principles can be applied to all types of care. The national service frameworks are long term strategies for improving specific areas of social care. PCP is a theme that runs through the white paper. We as care providers have minimum expectations which are required of us by the government; national minimum standards. These standards are not legally enforceable but are guidelines for providers and commissioners to judge the quality of a care service. There are many ways consent is established with individuals.During a PCP meeting the individual may be able to make their wishes and expectations known clearly. In which case the Service User will give consent. On the other hand the mental capacity act 2005 is in place to empower individuals who lack capacity to make their own decisions. There are five core principles; It’s assumed an individual has capacity unless an ass essment has taken place that determines otherwise. Individuals must be given appropriate support prior to making decisions (prior to a judgement being made to say the individual can not do so.Individuals have the right to make an unwise decision, by making an unwise decision it does not mean the individual lacks capacity. When an individual is assessed as lacking in capacity, any decisions made for them must be in their best interest. Any actions that are result of an individual lacking in capacity must be the least restrictive in terms of their basic rights and freedoms. By applying all these principles in a MDT meeting a decision can be reached which will be in the best interest of the individual.During the PCP/ MDT/ BIM the individual may have family, friends, HCP, advocate present to enable a holistic approach to the individuals care pathway. By using person centred practice positive outcomes can be achieved; by adopting all the above legislation, regulations, policies the indiv idual will receive the level of care and support they require, as decided by themselves and people who have the individuals best interests as paramount to the individuals care. In my role I have reviewed all documentation in relation to the primary assessment our Service Users undergo prior to our delivery of care.The assessment takes a holistic approach to the Service Users life, from mobility to cognitive function and is undertaken in the Service Users home with their preferred family member, social worker and any other health care professionals that have input into the Service Users life. Following a management and staff meeting and consultation with Service Users families and HCP to gather their feedback and views I have implemented changes to the documentation to make the assessment and subsequent care plan / file user friendly as needed by the Service User.By implementing this I’m ensuring compliance with regulations and legislation. I support my team to implement perso n centred practice in many ways. Adequate training as detailed in the care workers professional development plan and led by example, I believe being the best. PCP is discussed at management meetings which is then cascaded down to the care workers through their team meetings and supervision sessions.We have recently introduced a new format care plan, which I’m supporting the team leaders to complete using the active support model of care. During the recruitment process, all care workers undergo a 5 day induction period, during which PCP is introduced with the support of accredited dvd’s from Mullbery House and the new care worker is given the opportunity to demonstrate how they would apply pcp. Also a small library of reference books are available for care workers to loan for their professional development.I have recently supported one of the team leaders to review the manual handling care needs of a new Service User, no-capacity, who’s family were not familiar w ith manual handling techniques, by using techniques that were not prescribed the Service Users was being put at risk of injury as were the family. During the primary assessment this was discovered and immediately reported to myself. In conjunction with the team leader we contacted the social service to arrange for OT assessment, also we submitted a VA1 to inspectorate reporting our safeguarding concerns.During the OT assessment the Service User, family, social worker and our team leader was present to enable a best interest care plan to be drawn up. Several items of equipment were agreed and ordered, and care plan agreed by all. Several weeks later, the Service User is now in receipt of appropriate approved equipment and manual handling techniques which meets his needs. I have implemented a handover sheet for care workers prior to their delivery of care to new Service Users / from new care workers to ensure the Service User receives continuity of care.The handover takes place betwee n the primary assessor and the care worker. The care worker and assessor discuss the care plan and risk assessments. At the Service Users first call the care worker is introduced by the assessor. All the care workers are required to notify the office of any changes to the Service Users care needs or preferences immediately, care workers are also encouraged to discuss Service Users needs/ preferences during their 6 weekly supervision session. Care workers are made aware of changes to the care plan in the handover and during the monthly team meeting where all Service User changes are discussed.I’m in the process of reviewing policies and procedures, which will ensure we are Service User led and not service led. Service user active participation has many proven positive outcomes. Active participation may lead to increased confidence and self-esteem, the chance to acquire new skills, and improved material resources if for example it helps them to acquire paid employment. Active p articipation leads to greater satisfaction (Department of Health & Farrell, 2004) and improved quality of life (Wallerstein, 2006).For instance service users who have had greater control in decisions about the support they receive, report greater satisfaction and better health than those who have not. Beyond benefits to the individual, the participation process may also help create a stronger sense of community involvement. For active participation to succeed the culture of the company must allow for regular change and want to hear what the Service User has to say, take it on board and action it. All our Care workers are required to report to the office any feedback / comments/ changes from the Service User and the care work.Within XXXXXXXXX all new starter undergo a 5 day induction period, one element of this induction is active support. The care workers are given an insight into active support. Further training is made available periodically, training is an ongoing commitment to t he care worker professional development and the quality of service we provide our Service Users with. A good example of active support I like to use is, if the Service User enjoys cooking but is unable to bear their weight etc take the veg to them. The Service User may enjoy peeling the veg at the table or in their chair.This enables the Service User to take control of their meal preparation, giving them a sense of purpose and satisfaction. When we receive a referral the Service User may have already undergone the 6 week enablement package of care, after their discharge from hospital. In line with the care plan we encourage the Service User to remain independent and re-able the Service User to achieve their aspirations. To promote Service Users to actively participate in all aspects of daily living skills, during the primary / review assessment risk assessments must be agreed.This is not to prohibit the Service User from participate in daily living skills but to ensure we are suppor ting the Service user in a safe environment where risks have been assessed and minimised or where possible removed. During this process a person centred approach is paramount involving outside agencies, eg OT, family and friends, social worker, advocate. Adaptions, equipment, tele care etc may be available for the Service User to minimise the risk whilst promoting participation in daily living skills.

Gender wage gaps Essay

Introduction Everyone is entitled to the equal wages for equal work. However, women’s average income has been lower than men’s in nearly all occupation and women in Canada are still far behind the men’s starting line on wage in the labour market. It is one of many parts of gender inequality in Canada, when considering labour market participation in view of gender. I think that the current measures to settle wage discrimination are not effective enough to correspond to market income inequality. That’s why I choose this topic. It is required to think of new alternatives for closing the gap. So I provide a few ways to figure out gender wage gaps. What is the gender wage gap? The gender wage gaps describe the earning differences between men and women on paid employment in the labour market. It can be measured in many ways, but the most common method is to focus on full time and full year wages. It is also able to be measured the gender wage gap on the basis of hourly wages. The most recent Statistics data of Canada shows that the gender wage gap in Ontario is 28% for full time and full year workers. It means that when a male worker is to earn $1.00, a female worker is to earn only 72 cents. When the Pay Equity Act was passed in 1987, the gender wage gap was 36%. It has been reduced gradually over time. The current situation As a result of women have been investing significant time and resources in their education, women now consist of the majority of undergraduate and master’s degree in Ontario. 62% of university undergraduate students in Canada are women. But women still earn less than men in all occupational categories and all educational levels. Although more women than men go to university or college, they don’t always get paid better than men who have the same work. It is particularly embarrassing that the pay gap is grater  for younger generations of women. There is a 39% gap between men and women’s earnings in the ages from 35 to 44. Women account for 60% of all minimum wage workers and the women at low wages are presenting all age groups. This is the reason that poverty follows women after their retirement with women age 65. It’s over twice as likely as men to be low income. The gender wage gap gets wider when women have children and when they have a part-time job. Women having children earn 12% less than women without children. Women’s opportunities for higher wage are limited by the responsibilities of family which they still burden disproportionately. While now the most majority of mothers work in the paid labour force (almost 70% of women having children under five are working), the employment rate of women with children have much lower than men with children. Making less money for their family than men affects significantly them throughout their lives, which could put women and their children at a higher risk of poverty and decrease their income to earn a lifetime and retirement income. The reason of gender wage gap There are several factors that caused the gender wage gap. According to a report by Dr. Pat Armstrong, the gender wage gap is caused by the following three features of Canada’s labour market, which interact to yield substantially lower wage for women. â€Å"That is 1. The majority of women are segregated from men into different work and different workplaces. In Canada, 67% of women work in traditional occupations such as teaching, nursing, clerical, admin or sales and service jobs in 2009. 2. In general, women’s segregated work is paid less than men’s work. The higher the concentration of women, the lower the pay. Women’s skills and competencies are undervalued because of their association with women, as are sectors and industries such as health care and services in which women predominate. 3. Women’s lower pay reflects the systemic undervaluation of women’s work relative to that of men.† Functionalistic perspectives of the gender wage gap Functionalists have the view that inequality is a product of the traditional  division in human societies. In the past, men had a tendency to attend to more external tasks such as working for company or doing government job and women attended to more internal tasks such as those involved in raising child or doing house work. While both kinds of labour are functional and necessary for a society’s survival, the external tasks which were accomplished by men always have been more highly rewarded than the internal tasks made by women. So in functionalism, it was very natural for men to get higher wage than women. However, gender roles and their accompanying inequalities have changed in industrialized societies. Industrialized society made the traditional division of labor less functional. Even though traditional arrangement remains in force in most societies, the traditional labour of division is no longer meaningful today. That means men and women are the same as the part that comprise the social and men are women must be treated equally if they do the same work. So, I think that it is not appropriate to explain the gender wage gap in functionalistic perspectives any more. Solutions of the gender wage gap There are three solutions which I want to suggest for solutions of the gender wage gap. 1. To support working families Although female workers have lower wage than men, their role is very important part of this society. As we know from this sentence â€Å"Women having children earn 12% less than women not having children†, it is important to make circumstances to focus on work in workplace. Governments and companies need to create more family-friendly workplaces and workplace policies especially for women with children. Work places need to consider providing parental leave and paid leave for sickness and family care. It is also necessary to offer high-quality childcare arrangements and encourage the development of more part-time jobs to pay well and to have good benefits. Not only is such policies good for female workers, but it beneficial to the company that want to hire competent female workers. 2. To increase the minimum wages Because the majority of 534,000 minimum wage workers in Ontario are women,  the increasing of statutory minimum wage is necessary to close the wage gap. Increasing the minimum wage to reflect the rising living costs every year reduces poverty and inequality of income. Ontario’s minimum wage has been fixed at $10.25 for three years. The three year fixing brings the effect lowering the income of minimum wage substantially by 7%. So it results in widening the wage gap. To close the wage gap, I think, the best solution is that the minimum wage is to rise as a certain percentage automatically by laws or rules. Even though it is not possible to determine the specific number because of changing economic conditions every year, it is very effective that the minimum wage increasing is controlled by rules. 3. To need detailed analysis the data Although there are sufficient resources to show that female worker tend to work equal and earn less than men, more detailed analyses are needed to settle underlying causes. Governments need to collect and share particular and reliable country’s data from which the respective gender wage gaps of country can be calculated and compared. This would make it possible to find out effective ways of dealing with the problem and to identify possible improvements to existing legal frameworks likely to lead to decreasing significantly in the wage gap. Wage Gap Program The Pay Equity Office started the Wage Gap Program in 2011, designed to examine current compensation data and assess the possibility of gender wage gaps for non-unionized employees in Ontario’s private sector workplaces. Wage gaps can be caused by a lot of factors, one of which relates to wage equity. The Wage Gap Program enables the Office to more precisely direct its efforts for supporting workplaces that appear to have wage equity gaps. At first, the Office conducted the Program by obtaining correction data from employers with over 500 employees. Workplaces with 250 to 499 employees are being examined now and it is expected that by the fall, workplaces with 100 to 249 employees will be contacted. References Gender Wage Gaps and Earnings Ratios in Ontario. (2012, November 21). Pay Equality Commission: Equal Pay For Work Of Equal Value. Retrieved from http://www.payequity.gov.on.ca/en/about/pubs/genderwage/wagegaps.php Blau, F. and Kahn, L. (2007, February). The Gender Pay Gap: Have Women gone as far as they can? Academy of Management Perspectives, pp.1-23. Morissette, R., Picot, G., & Lu, Y. (2013). The Evolution of Canadian Wages over the Last Three Decades (No. 2013347e). Statistics Canada, Analytical Studies Branch. Adshade, M. (2013, January 22). Do women choose lower pay?: The gender wage gap explained. Canadian Business. Retrieved from http://www.canadianbusiness.com/blogs-and-comment/gender-wage-gap/ Armstrong, P. (2008, June). Equal Pay For Work of Equal Value. Expert Report.

The Cask of Amontillado by Edagr Allan Poe - 933 Words

Trickery possesses large amounts of this story of a blue-blood fixated on revenge against his companion. The Cask of Amontillado by Edgar Allan Poe charms the onlooker to encounter the sodden catacombs to witness the planned demonstration. Through the fervor of the jubilee, the two walk together into the natural hollows to substantiate a container of wine. The subject is the point at which somebody is unable to disregard minor infractions, it can transform into profound scorn. The incongruity Poe skillfully included is overwhelming from the acquaintance of the characters with the bone chilling end. Being told in first individual by Montresor, Poe pushes the onlooker into a conceivable story, however the storyteller may not be dependable or trusted singularly as a result of his movements. The member approach by the storyteller plunges the spectator specifically into the story, viably making it all the more intriguing on the grounds that the onlooker feels just as they are in the story instead of understanding it. Montresor recounts the story to a probably grateful audience, somebody fit for savoring its numerous incongruities (Kishel). The story starts instantly , drawing the spectator into the incomparable franticness (4) of a Mardi Gras sort celebration in Italy. The character wears tight-fitting parti-striped dress (4) and a conelike top and ringers (4) on his head. They put shrouds on as they stroll to the vaults. In spite of the fact that no dates are said,Show MoreRelatedEdgar Allen Poe, My Hero And This Is Why1487 Words   |  6 PagesEdagr Allen Poe is my hero and this is why. He has been an not so liked person when he was alive and even after death he still isn’t that liked. People only know him as the guy who wrote stories that were creepy. Some people think that he had a lot of problems. Some people thought that he had done drugs and alcohol. One of his qoutes were â€Å"Men have called me mad; but the question is not yet settled, whether madness is or is not the loftiest intelligence†- Edgar Allen Poe (Giordano). I never knew