Sunday, December 29, 2019

What Role Do Mobile Phones Play in Society - Free Essay Example

Sample details Pages: 3 Words: 964 Downloads: 8 Date added: 2017/09/12 Category Advertising Essay Tags: Relationship Essay Did you like this example? The amount of use of mobile phones in modern society has grown to an enormous scale. They have been accepted into everyday life and have become a way of life, not only for instant communication but now days, mobiles are integrated into everyday life with email, photography, playing music and also a form of security for people. Mobile phones have changed global cultures, especially for the younger demographic as contact with friends is instant and easily accessible. Don’t waste time! Our writers will create an original "What Role Do Mobile Phones Play in Society?" essay for you Create order This essay aims to explore the extreme acceptance and impact that mobile phones have to gain a better understanding of the effects on the world today whether positive or negative. It is now a norm to see mobile phones in educational and learning environments such as the school ground. Once an isolated learning environment, now a constant connection to outside distractions and interruptions. A survey of 1,000 young people aged 11–15 years found that 90% had their own mobile phone (Kendall 2001). Of those young people owning a phone; the majority (73 percent) had their mobile phones on during the class and a further 13 percent said that they had received a call or message since the class had begun. This shows the change from a student who should be focusing and learning, that is now distracted and socializing. We must ask ourselves, what quality of education are the youth getting? Along with education, work and leisure time have been radically impacted by the introduction of mobile phones. Usually these two lifestyles, work and private family life, were distinctly separated although the mobile phone has changed these limitations making it extremely permeable. The usage of mobile phones may be altering, in a profound way, the structure of leisure time. It has changed the idea of ‘killing’ time when you would read a newspaper, book or magazine. Now, killing time can be more productive by communicating with someone, planning things or even checking emails (Fortunati, 2002). Also, work life can now be taken wherever the individual goes and so can their family life (Beaton Wajcman 2004). This changes the role that mobile phones play in society by making contact hours much more flexible and readily accessible. Not only is work and educational lifestyles changing but also peoples social dynamics in public life. The way that we meet people, form relationships and maintain those relationships is an entirely new world thanks to the mobile phone. By having the Internet incorporated on the mobile phone meeting people is as easy as opening a chat room or adding people on ‘Facebook’. These relationships are then enhanced and maintained through the instant and regular contact of emails, chat rooms, SMS, picture messaging and more. It is also becoming more common to hear of people in long distance relationships. This would normally be an extremely difficult task of keeping in constant communication but now you can carry the easy and relatively cheap connection with another in your pocket. The impacts of this technology on society can be seen in both a positive and negative light. There is a huge loss of personal interaction, as this is replaced by real-time voice calls, video calls and text messages. Through the mobile phone you can talk to 20 people in a day and at the same time not see a single person all day. However, these innovative advances in technology are allowing people to talk while on the move and have a conversation, which includes characteristics and facial expressions. A more negative side of phones is the cameras that are integrated in. This permits users to abuse this technology and invade peoples right to privacy, by having such a portable and small camera anything; anywhere can not only be recorded but also uploaded on the World Wide Web (Beaton Wajcman 2004). Yet we have a camera incorporated into nearly every phone you can buy today because the average, moral user is given the opportunity to take photos of special moments and use the camera in a respectable way. Another way the mobile can be viewed as a positive incorporation into society is that it can be used to create a sense of security for the individual. In a worst-case scenario you are always able to call for help or advice. It also creates a sense of security for parents who are able to contact their children in any given moment. By carrying a mobile phone parents feel they can allow children to be unsupervised by not accompanying them on certain journeys due to the fact that they can be contacted any time. This changes the culture of the younger demographic as it offers them more freedom and empowerment. In conclusion, mobile phone technology has been embraced by the world and has become an advance technology. One in which much more research is needed to fully understand the pros and cons of the effect on society that they have. The mobile phone isn’t a new technology but one that is rapidly advancing and has a phenomenal impact on society, they don’t just play a role in society they are becoming apart of society and a way of life. References: Beaton, J. , Wajcman, J. (2004) The Impact of Mobile Telephones in Australia. Social Science Research Opportunities, viewed March 26 2009, Daily Telegraph, Sydney. (2004). Its the biggest little thing Mobile phone impact to be revealed. iewed March, 19, 2009 from https://ezproxy. lib. swin. edu. au/login? url=https://search. ebscohost. com/login. aspx? direct=truedb=anhAN=200409231024941719site=ehost-livescope=site Fortunati L. (2002), ‘Italy: stereotypes, true and false’, In: J. E. Katz and M. A. Aakhus (Eds. ), Perpetual contact, New York: Cambridge University Press. Kendall, P. (2001) A mobile generation: huge majority have their own phone, survey reveals. Daily Mail 29 June 7. Love, S (2005) The Mobile Connection: The Cell Phones Impact on Society. International Journal of Technology and Human Interaction ,1. 4, p101.

Saturday, December 21, 2019

The Emotional Analysis Of Video Analytics - 1595 Words

BTP Report Emotional Analysis in Video Analytics Submitted by Anchal chandra Gupta 12114010 Banoth Ramesh 12114021 Guided By Dr. Balasubramanian R (Associate Professor) Index 1.Introduction 2.Related Work 3.Dynamics-based Emotion Representation 4.Representation of Temporal Dynamics 5.Dynamics based Expression Representation 6.Emotion Recognition 7.Multimedia content analysis(MCA) for emotional characterization of music video clips. 8.Conclusion Introduction The existing research on automatic perception of human emotions has opened up a new dimension for Human-Computer Interaction research, and also showed great potential to benefit and support a wide variety of applications, including computer assisted learning. Emotional analysis and Facial expression recognition are of next great field to study to to develop a better human-computer interaction and social behavior understanding. Recognition of face expressions and emotions may help to improve interactions with a robot or any intelligent machine in socially assistive robotics and computational behavioral science, or to study people’s social engagement in any collaborative tasks. emotion recognition include approaches which tend to extract a representation of the face appearance, adopting some classification framework. Some approaches use temporal information, other use a frame-based representation. The newer works are supported by theShow MoreRelatedUse Of Data Mining On The Recruitment Process Using Resumes, Talent, Skills, And Personality Assessment Among Graduate Essay1513 Words   |  7 Pagesget a job which adapts to your skill and also on the other hand the employers have a long process of multiple interviews which does not gives them concise results after this process. 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Despite the value associated with these measures, they do not address the fundamental cause of emotional and physical stress, which entails the suffering of the loved one (Hebert, Arnold Schultz, 2007). In appreciation of the role of care givers, this paper evaluates whether developing a customized health care plan for care givers can reduce the levelRead MoreDecision I Have Made When Bought An Ipad Is High Involvement Feeling Decision1092 Words   |  5 Pagesinformation, but the general attitude and emotional arousal, as the product and the brand name associated with my personal system of values. Beside the size and weight, iPad is not different from my MacBook. In addition, iPad is more expensive than the alternative models of tablets. Most likely, I have chosen the Apple product because the brand meets my needs (rational component), or because it is the personal commitment of the brand or brand loyalty (emotional component). D. Assuming the consumerRead MoreThesis Statement For Social Media1207 Words   |  5 Pagespotential clients; all in a traceable fashion. Depth is what is missing from traditional marketing mediums. A television commercial or radio advertisement could only tell the consumer so much about the Elite brand. Also, these mediums leave no room for emotional connection to the consumer. Social media allows both of these negative points to be addressed. To address such, the name of the game is consistency. Across each platform, there should be two to four posts, minimum, daily. The content must fit each

Friday, December 13, 2019

Conceptual Skills Free Essays

string(161) " recruiting base has been associated with perceptions of change as a planned process, in which the institution is focused on attracting more talented employees\." Conceptualizing Organizational Change This paper focuses on conceptualising organisational change as a planned and manageable process. Different theoretical assumptions are presented in order to support the argument of change as a planned and manageable process in contemporary organisations. The paper utilises examples from two Nigerian companies, Access Bank Plc and Unilever Nigeria Plc. We will write a custom essay sample on Conceptual Skills or any similar topic only for you Order Now The main conclusion is that Access Bank Plc indicates that change can be a planned process, while Unilever Nigeria Plc shows the case of change as a manageable process. However, it is indicated that change may not succeed as a planned and manageable process especially in the context of Nigerian public education and the food and beverage industry. The paper also contributes to understanding change as a flexible and innovative process occurring in global companies. Introduction It has been suggested that organisational commitment may lead to the proper implementation of change. Managers tend to rely on employees while planning or managing organisational change, but organisational commitment may decrease as a direct response to such change (Grieves 2010). Manifesting positive employee attitudes towards change has been linked with successful change initiatives in organisations. It has been argued that change can be both a planned and manageable process (Caldwell 2006). At the same time, it may appear that change as a planned and manageable process may fail, as it will be shown in the case of Nigerian public education and the food and beverage industry. The objective of this paper is to explore the dimensions of change as a planned and manageable process, with focus on the performance of two Nigerian organisations, Access Bank Plc and Unilever Nigeria Plc. Change as a Planned Process: Access Bank Plc, Nigeria This section provides evidence on change as a planned process as applied in Access Bank Plc, Nigeria. There is an argument outlined in the change management literature suggesting that employee attitudes towards change might be affected by the perceptions employees demonstrate towards organisational change (Olufemi 2009). Employees play an important role in forming specific attitudes towards organisational change as a planned and manageable process (Caldwell 2006). They may either show positive or negative evaluative judgments of the change model. Change as a planned process indicates the presence of two dimensions, change readiness and change resistance. These dimensions reflect the presence of strategic planning within organisations that are ready to embrace the innovative concept of change. Change readiness has been associated with employees’ behavioural responses to change (Hughes 2010). Resistance to change may not take place in case employees strongly believe that they ha ve the capacities to cope with such projected change. Even though resistance to change may take place, it may be perceived in a positive way considering that it would force companies to implement new and more effective strategies to address the issue of change. Change can be a planned process, which managers aim to link with change-oriented activities. It can be argued that planned change occurs when some stakeholders manifest a desire to change, enhance their personal introspection, and modify their behavioural patterns in relevant ways (Hughes 2011). However, it would be unrealistic to state that planned change reflects the idea that everyone decides it is useful. Change as a planned process indicates the presence of solid changing forces in both the internal and external environment of organisations. Kotter’s 8-step model of change indicates that change can be a planned process involving eight proposed steps from creating the urgency for change to managing it accordingly in the organisational context (Hughes 2010). Jarrett (2003) has argued that planned change seems to increase an organisation’s effectiveness. Approaches to change as a planned process may reflect the relevance of different theories and concepts that tend t o describe the stages and procedures of implementing change. The integrative model of organisational change suggests that change can be a planned process through a strong focus on exploration, planning, action and integration (Jarrett 2003). In addition, emergent theories of change present an argument that managers who aim at developing change as a planned process show an in-depth understanding of the organisation, its culture, assets and readiness to change. Researchers have argued that change projects utilising process orientation and learning are more expected to succeed than those manifesting expert planning at all stages of organisational change in contemporary business (Nistelrooij and Sminia 2010). Change planning and management have identified change as an essential competency for the majority of organisational leaders. Planning change in the context of certainty has become a necessary aspect in organisations which openly promotes flexible communication based on change and innovation. Since some individuals may perceive change as an i ntegral part of organisational life, it would be relevant to focus on developing effective strategies to monitor and sustain such change (Hughes 2010). Planning in relation to change refers to a consideration of the current and future needs of organisations. Companies illustrating that change can be a planned process focus on planning as a goal-directed activity, in which emphasis is put on organisational goals while trying to maintain change. This may result in better coordination and easy implementation of change in companies (Carnell 2007). An exploration of the Nigerian banking industry reveals a close relationship between planned organisational change and HRM interventions. New banking management practices in Nigeria require the implementation of planned change that may contribute to improved organisational commitment, performance and compliance with important regulatory standards (Olufemi 2009). The acquisition of Intercontinental Bank by Access Bank Plc, Nigeria, has resulted in the necessity of redefining organisational change as a planned process to reflect the needs of the new workforce and the objectives of the banking organisation (Paton and MacCalman 2008). It has been suggested that successful change planning and management in organisations depends on staffing, alleviating fears, effective communication and planning, and integrating human resource systems (Hughes 2011). In the case of Access Bank Plc, planned organisational change has resulted in creating the need for the human resource department to focus on staffing (Olufemi 2009). The expansion of the bank’s recruiting base has been associated with perceptions of change as a planned process, in which the institution is focused on attracting more talented employees. You read "Conceptual Skills" in category "Essay examples" Even though organisational change may create fear and uncertainty, managers considering change as a planned process may alleviate those fears (Hayes 2010). The acquisition initiated by the Nigerian bank shows that employees have learned to adapt to new processes and procedures within the institution (Olufemi 2009). The case of Access Bank Plc indicates that organisational change can be a planned process due to the interventionist strategies employed by HR managers of the organisation. The creation of new job structures by the bank reflected the necessity to relate organisational change to employees’ roles and expectations (Olufemi 2009). This was done in order to accommodate employees working in both companies considering the acquisition process that took place. The existing human resource systems in the bank showed the trend of planned organisational change which further reflected employees’ commitment to the bank’s long-term objectives. Moreover, Access Bank Plc needed to adjust its HRM policies to achieve its initially determined strategic goals which represent the process of planned change within the institution (Hayes 2010). The model found in the bank presents the existence of convergence among HRM interventionist strategies that were consistent with the perceptions o f change as a planned process. Variables such as fear, planning and development as well as integrated human resources indicate a strong focus on organisational change which has been adequately planned at Access Bank Plc. The bank’s managers have ensured understanding of the planned change process which is fundamental for change implementation (Nistelrooij and Sminia 2010). The interests of various stakeholders are considered as part of such ongoing planning process. As a result of the acquisition, Access Bank Plc tried to alleviate employees’ uncertainty through setting clear corporate objectives and effective communication (Paton and McCalman 2008). Flexibility has been associated with planned organisational change in this Nigerian organisation. Taking various perceptions into consideration was important in encouraging employees’ commitment and planning change. Despite the occurrence of certain conflicts in the institution, the managers demonstrated strong leadership skills while planning and managing change. Another significant aspect of the planned change process in Access Bank Plc is the formation of a change team for better articulation of the stages expected during organisational change. The Nigerian bank has demonstrated readiness of its employees to accept change as it has been linked with improved organisational performance (Olufemi 2009). The organisation’s managers encouraged integration between processes and implementation of new organisational methods to cope with the process of planned change. Strong corporate culture, strategy, structure and relevant organisational priorities emerged as a result of the Nigerian bank’s focus on organisational change as a planned process. The process of planned change tries to incorporate potential situations of crisis that may occur in the organisation (Caldwell 2006). Therefore, the planned approach to change incorporates unpredictable events that may result from different organisational conflicts. The Nigerian bank ensures constant adaptations to changing organisational situations. Considering that organisational change is unpredictable is important in perceiving such process as comprising of different organisational factors and flexible learning (Hughes 2010). Lessons learned from the case of Access Bank Plc involve both practical and theoretical considerations, such as identifying sources of change resistance, involvement of employees on a regular basis and developing proper communication plans (Olufemi 2009). The idea is to help the bank’s employees perceive themselves as part of the ongoing organisational change which reflected elements of a planned process. They need to understand that organisational change may influence them to a significant extent in terms of becoming more confident and competent in accomplishing their roles and responsibilities (Nistelrooij and Sminia 2010). It has been demonstrated that all levels of management of Access Bank Plc were aligned w ith organisational change and thus prevented the formation of negative attitudes among employees. In conclusion, the progress of change in the Nigerian bank was significant due to the role played by HR managers and leaders who placed importance on communication to achieve the planned process of change. Failure of Change as a Planned Process: Nigerian Public Sector This section describes the failure of change as a planned process in the Nigerian public sector. In a study conducted by Abdulraheem et al. (2013), it has been found that government reform agenda in Nigeria failed to achieve proper results in improving the quality of education in the country despite adopting the model of change as a planned process. In-depth interviews were conducted as the results showed that cultural differences are a significant indicator of adherence to organisational values (Abdulraheem et al. 2013). It has been suggested that despite the easy formulation of theories and models of change as planned, such aspects of change were difficult to implement in practice. Employees’ resistance to change was indicated across the Nigerian public sector. Cultural differences in terms of change prevented the successful implementation of change. Different education programmes have been introduced in the context of the Nigerian public sector, but they failed to achieve the objectives of meaningful change in education they initially presented. Abdulraheem et al. (2013) pointed out that change as a planned process was counterproductive to some educational programmes. The divergence of organisational values in Nigeria reflected the unsuccessful adoption of change as a planned process in public education. Despite change efforts, the level of educational development was failed to be comprehended properly. Change as a Manageable Process: Unilever Nigeria Plc This section covers the implications of change as a manageable process in the case of Unilever Nigeria Plc. The business environment in general has created a fast pace of change in the workplaceVarious acquisitions, advanced technological tools, reformation, cutbacks and economic recession are all aspects that contribute to a quite unstable business climate (Hayes 2010). The capability to adjust to the demands of the evolving workplace is considered an essential element for individuals and organisational existence. Organisational change is constantly present at Unilever and individuals are shown ato manage, control and guide it. Such change refers not only to accepting human factors, but also to an ability to organise and manage change factors efficiently, considering that change may be predictable (Grieves 2010). Organisational change taking place in the Nigerian organisation is at a transitory stage in a direction of stabilising its future position in the industry. The process of o rganisational change at Unilever can be managed as the procedure of planning, controlling and executing change in organisations in such a way is to reduce employee confrontation/resistance and cost to the organisation. In turn increasing the usefulness of the change effort becomes a priority to managers. Change is both predictable and attractive for the Nigerian company embracing the idea of innovation (Carnell 2007). The current business environment indicates signs of rapid competitiveness which results from the application of change initiatives that target the development of companies in a relevant direction Aspects of globalised markets and swiftly evolving technology influence businesses to adopt change in order to strengthen their performance in the market (Hughes 2010). For instance, such changes may reflect the introduction of a new software programme, or refocusing a marketing strategy. Companies, it has been suggestsed, must accept the force of change simply because their business environments require constant changes to take place (Jarrett 2003). Different external and internal organisational factors guide companies to consider the importance of change. Internal demands for change are derived from senior management and lower-level employees who drive the urgency for implementing change. External demands reflect changes in the PESTLE business environment (Burnes 2005). In practice, the management of change as presented in the case study of Unilever Nigeria Plc reflects common aspects of change observed in other Nigerian manufacturing organisations. . Observing the level of accepting organisational change among employees of Unilever Nigeria Plc may allow managers to structure the process of change in a manner to reflect employees’ different perceptions and expectations of change (Anthonia et al. 2013). This example also focuses on drawing lessons that can be functional and useful to other companies operating in the business environment of Nigeria. Approving and implementing organisational change indicate Unilever employees’ eagerness and willingness, support and assurance to the organisation which is important during the phase of major shifts in the structure of the organisation (Jarrett 2003). It has been suggested that senior managers are usually not in a rush in introducing change. They adhere to the belief that such procedure must be slow, balanced and systematic, particularly in large manufacturing companies like Unilever Nigeria Plc. Results from the survey conducted among employees of the Nigerian organisation revealed that the mean acceptance of change for all participants was reasonable. It has been indicated that characteristics of work settings do not represent any barriers to adopting change by Unilever employees. Acceptance of change by Unilever employees indicates the enthusiasm and confidence of the involved parties to hold and operate in a flexible business environment dominated by stakeholders’ assurance to influence and execute the changes (Anthonia et al. 2013). As highlighted by different scholars (Caldwell 2006; Jarrett 2003), the process of change can be both planned and managed especially if all stakeholders accept the desired outcomes by such organisational change. Researchers have argued that change should be established, executed and managed in such a way that draws the dedication from the affected parties like employees to accomplish the desired goals (Burnes 2004; Carnell 2007; Hayes 2010). The idea is that change is obligatory and predictable for organisations, as in the case of Unilever. It has been argued that to productively promote innovation in Unilever Nigeria Plc, it is not possible for senior management to have the ability and expertise needed for recognising th e necessity to manage change. Managers needed to widen their understanding of the major factors that may encourage or obstruct employees’ support for change initiatives in the organisation (Hughes 2010). This is significant because employees are considered the main stakeholders as well as the executers of change in the organisation. In the case of Unilever, it has been indicated that older employees and management staff were less receptive to the concept of change in comparison to younger employees working in the organisation. From the perspective of Unilever Nigeria Plc, employees were expected to hold and manage the execution of innovation through recognising the importance of innovative organisational culture. Unilever is a manufacturing company, in which the success of innovations is closely associated with support and encouragement from both senior management and non-managerial personnel (Anthonia et al. 2013). Additionally, innovations in Unilever Nigeria require strategic policies representing the company’s vision, goals, priorities and ways of action. In order to contribute to successful management of change within the organisation, senior managers combined effort and interpersonal reliance of all employees from all organisational departments and levels comprising the organisation’s hierarchical structure (Olufemi 2009). Unilever Nigerian Plc indicates an objective to deliver sufficient dividend on stakeholder investments. Yet the company is not resistant to most problems faced by oth er Nigerian companies. Similarly to most organisations operating in Nigeria, Unilever faced different internal challenges that weakened its competence to accomplish its mission thus pursuing to reinvent itself and manage the change process. Unilever Nigeria Plc has achieved solutions through innovations in order to implement change which has been recognised as a manageable process. The organisation is dedicated to innovation in various dimensions of its business, such as products, change policies, marketing initiatives and change mechanism strategies. It has been demonstrated that Unilever should reconsider the way in which it carries out its business activities in the economic Nigerian environment (Anthonia et al. 2013). The Nigerian organisation provides a practical example of how companies embrace the idea of change and manage it accordingly, with the idea to guarantee that the change process is executed effectively (Hayes 2010). Employees’ support, motivation, encouragement and commitment to change is fundamental. For example, results from surveying employees at Unilever revealed that most employees accept innovations, as non-managerial staff was more ready to accept change. Unilever Nigeria Plc tries to achieve the goals outlined in its vision of being a leading manufacturing organisation in Nigeria. However, the changes (or innovations) used to direct the company in that direction must be suitable to all stakeholders as well as properly executed (Burnes 2005). However, the successful execution of change and implementing other alteration measures in Unilever Nigeria Plc represents the relevance of two functional categories of human resources, that is management and non-management employees. Employees’ commitment to accomplish the various stages of change is a necessary requirement for the transformation of the company into an innovative enterprise because it would reflect strong indications of a company’s dynamic tempo of development (Hughes 2011). It has been found, through administering surveys to a sample of 720 senior/management staff and junior/non-managerial staff, that employees of Unilever Nigeria Plc demonstrated a positive attitu de towards change. This indicates a high level of recognition of change on the behalf of stakeholders (Anthonia et al. 2013). The findings recommended that senior management of Unilever Nigeria Plc indicated effective practices of uniting employees in order to sustain and manage the change process. The findings further implied that since employees at the company are likely to assess change completely, they are not opposed to it and thus any resistance is not expected to take place. In other words, employees would accept change and oppose it only if it increases legal concerns that may emerge in the workplace (Hughes 2011). This is consistent with the views shared in the organisational change management literature in the sense that negative attitudes of change may be an indicator for growing anxiety among employees. These findings are consistent with claims presented in existing literature, which shows that individuals may resist change or innovations because of uncertainty, misunderstanding, peer pressure, personal conflict and inaccurate perceptions of the change process (Anthonia et al. 2013; Hughes 2011; Paton and McCalman 2008). In particular, participative management, quality control management and trust in management emerged as important determinants of accepting the vali dity of the organisational change process by turning it into manageable and acceptable among employees of Unilever Nigeria Plc (Anthonia et al. 2013). The change initiated by senior management of Unilever Nigeria Plc was supported by employees, indicating that the organisation has adequately communicated the necessity to embrace and manage change (Anthonia et al. 2013). The major objective of the case study was to describe the organisational management of change at Unilever Nigeria Plc, which provided evidence that the change process can be manageable. The outcome that can be illustrated from this case study is that the corporate strategic model implied above does not seem to fit in with the assumptions of change demonstrated by senior managers (Hughes 2010). This may result in damaging the execution of necessary change at the organisation. This can apply to all manufacturing companies in Nigeria, as the majority of Nigerian organisations face interrelated challenges across different industry sectors. Failure of Change as a Manageable Process: The Food and Beverage Industry in Nigeria This section demonstrates findings that change has failed as a manageable process in some companies operating in the food and beverage industry in Nigeria. Olarewaju and Folarin (2012) aimed at exploring the impact of economic and political environment changes on organisational performance. Respondents from three companies operating in this industry filled questionnaires, as the results indicated that change failed as a manageable process. It has been suggested that managers should demonstrate greater concerns regarding organisational change and performance in terms of employing regular scanning of programmes introduced in organisations. It has been concluded that the influence of the external business environment, which involves persistent change, on organisational performance in the food and beverage industry in Nigeria was inadequate (Olarewaju and Folarin 2012). Understanding change as a manageable process was not effective across this industry because some food and beverage companies did not succeed in maintaining their performance measurement system properly. Forces shaping competition in the industry were irrelevant, pointing out that change initiatives were inadequate in this business context. Conclusion This paper presented arguments that change can be a planned and manageable process in contemporary organisations. The focus was on discussing the implications of change in the context of Nigerian companies, respectively Access Bank Plc and Unilever Nigeria Plc. It has been concluded that Access Bank Plc demonstrates a change structured process that is planned, whereas Unilever Nigeria Plc illustrates a manageable change process (Caldwell 2006). In addition, details of the failure of change as a planned and manageable process were included with regards to Nigerian public education and the food and beverage industry. The paper also illustrated the argument that change is linked with innovative organisational culture, which indicates a strong focus on the expected innovative performance of companies (Burnes 2004). The implications of conceptualising change as a planned and manageable process may help individuals and practitioners in the field recognise important characteristics and stag es of organisational change. References Abdulraheem, I., Mordi, C., Ojo, Y. and Ajonbadi, H. (2013) ‘Outcomes of Planned Organisational Change in the Nigerian Public Sector: Insights from the Nigerian Higher Education Institutions’, Economic Insights-Trends and Challenges, Vol. 2(1) pp26-37 Anthonia, A., Adewale, O. and Joachim, A. (2013) ‘Organisational Change and Human Resource Management Interventions: An Investigation of the Nigerian Banking Industry’, Serbian Journal of Management, Vol. 8(2) pp139-153 Burnes, B. (2004) Managing Change, London, Prentice Hall Burnes, B. (2005) ‘Complexity Theories and Organizational Change’, International Journal of Management Reviews, Vol. 7(2) pp73-90 Caldwell, R. (2006) Agency and Change, London, Routledge Carnell, C. (2007) Managing Change in Organisations, London, Prentice Hall Grieves, J. (2010) Organisational Change: Themes and Issues, Oxford, Oxford University Press Hayes, J. (2010) The Theory and Practice of Change Management, London, Palgrave Hughes, M. (2010) Managing Change: A Critical Perspective, London, CIPD Hughes, M. (2011) ‘Do 70 Per cent of All Organizational Change Initiatives Really Fail?’, Journal of Change Management, Vol. 11(4) pp451-464 Jarrett, M. (2003) ‘The Seven Myths of Change Management’, Business Strategy Review, Vol. 14(4) pp22-29 Olarewaju, A. A. and Folarin, E. A. (2012) ‘Impacts of External Business Environment on Organisational Performance in the Food and Beverage Industry in Nigeria’, British Journal of Arts and Social Sciences, Vol. 6(2) pp194-201 Olufemi, A. J. (2009) ‘Managing Organisational Change in Nigeria Manufacturing Enterprises: Lessons from the Unilever Nigeria Plc’, International Business Management, Vol. 3(2) pp15-21 Paton, R. A. and McCalman, J. (2008) Change Management: A Guide to Effective Implementation, London, Sage Van Nistelrooij, A. and Sminia, H. (2010) ‘Organization Development: What’s Actually Happening?’, Journal of Change Management, Vol. 10(4) pp 407-420 How to cite Conceptual Skills, Essay examples

Thursday, December 5, 2019

Disaster Nursing Literature Review

Question: Discuss about theDisaster Nursingfor Literature Review. Answer: Introduction: Each and every nation in the world is prone to both natural and manmade disaster, which may make the lives of a large number of people at risk. Therefore, it is the duty of the nurses to take the responsibility of saving them if they are injured during these times. However, this has not been the scenario, as many of the nurses have failed miserably to handle such emergency situation effectively.The following essay will mainly portray the reasons that are acting as the barriers to effective treatment and also how nurses can assess their performance to enhance their expertise in disaster nursing. Literature Review: Oztekin et al. (2015) had defined disaster as sudden serious occurrence that obstructs the regular functioning of the society or the community that result in widespread material, environmental and also economic losses. It mainly surpasses the capability of the community to cope up with the situation using its own resources. This often results in mass causality incidents. Researchers have also stated the definition of mass casualty incidents as incidents that results in more causalities beyond what can be handled by customary response assignments (Kang Piao, 2014). Therefore, proper nursing training is extremely important to save the lives of people during major disaster. They should portray effective means of handling such patients in distress with quick response and the correct and safest interventions that will help them to survive the accidents that they face (Loke Fung, 2014). Yan et al. (2015) have conducted researches on nurses response to disaster management. These nurses have mainly attended the disaster sites of three major earthquakes that had taken place in China.Researchers suggested that it is important for them to be knowledgeable about cardiopulmonary resuscitation along with the prevention of homeostasis, bandaging, fixation, manual handling as well as emergency handling. Yan suggested that intravenous insertion, observation and monitoring and mass casualty triage are some of the main skills required. This is because in reality, resuscitation is rarely used in disaster, as most resources will be shifted to help victims with a higher chance to survive. This showed that the nurses lack proper education in disaster management and the lack of awareness of their roles during disaster (Alim Kawabata, 2015). Researchers like Thobatty, William and Plummer (2015) have implemented the Disaster Nursing Core Competencies Scale in the Kingdom of Saudi Arabia (KSA), which have a very solid and rigorous framework. While closely evaluating the scale proposed, important factors have been evaluated. The first factor shows the important core competencies that can be covered by this scale and this involves important planning, triaging, nursing, ethical issues, communication, managing resources, workplace and community drill and also the psychological preparedness. The second factor mainly helps to tackle various barriers that the nurse may face like lack of various educations, training and expertise, support from leaders and also the presence of effective evaluation tools. The third factor mainly focuses the presence of effective guidelines that will help them to develop their best expertise. This type of measurement scale is indeed very effective as it covers all important measuring aspects that wil l help a nurse to review her own expertise and enhance it accordingly. Nicolsson et al. (2016)have stated that education in the topics of disaster preparedness, response and also management must be included and further developed as a very important area in training sessions. Moreover, also recommendations for regular team based disaster management drills should be incorporated. Discussions and offerings for proper education on how to handle threatening events and violence in healthcare settings, should be offered, as it would not only be restricted to emergency units. Evaluation: Researchers have worked on the cases of disaster nursing and they have stated that registered nurses are found to be more competent in handling disasters and also in self reporting of disaster management cases than nursing students (Hutton, VeenemaGebbie, 2016). Through thorough research, Nilsson et al. had found out that time constraint is notthe main reason for the incompetency. They depicted that it is the exposure to real life situations of disaster management that helps them to gain experiences. These help them to increase their readiness so that they can properly handle situations and also help them to act in accordance with different safety regulations(Ranse et al., 2014). However, this is not the case for nursing students as they are less exposed to such cases during their training years. Nilsson et al. have also given examples where he had found that the emergency department nurses and those working during night shift are more competent than the other health care nurses. Thi s helps us evaluate that a nurses expertise in disaster management gets better more with increasing exposure to various cases that they handle. Discussion: The World Health Organization reviewed disaster nursing to be one of the major criteria that needs attention from all training institutions and healthcare sectors all over the world. They have stated that it is necessary for the nurses and the midwives to act as the frontline workers during the events of any disaster to provide emergency rescue as well as care for the victims (Yamamoto, 2013). They have also researched over the issue and have also found that most nursesdo not receive proper education and training for handling such cases. NUR/EHA SEARO (Nursing/ The Emergency and Humanitarian Action of South East Asia Regional Office) in collaboration with NUR/EHA WPRO (Nursing/ The Emergency and Humanitarian Action Western Pacific Regional Office) have initiated one such program as the Asia Pacific Emergency and disaster Nursing Network in 2006 with an aim to prepare nurses to build capacity to handle this issue (WHO, 2017). The International Council of Nursing under the guidance of World Health organization have developed competencies for disaster nursing so that the generalist nurses can achieve the expertise of handling disaster moments. The first criteria, which they have taken into consideration, are the prevention or competencies, which mainly covers on risk reduction techniques, diseases presentation and helping in health promotion. It had also stated the importance of proper management through the introduction of proper guidelines and planned procedures. Secondly, they have stated the importance of incorporating the concept of competencies through ethical procedures as well as legal practice and accountability. Another area is communication and information sharing which is extremely important. Proper education and preparedness have also been of great importance. Thirdly, the framework covers the importance of response as means of nursing competencies. While handling disaster consequences the nurses should have proper critical thinking skills with the proper care for not only community but also for each individuals. They should also take the responsibility to provide psychological care and also care for vulnerable populations. Fourth and lastly the framework has instructed nurses to look over the recovery or the rehabilitation competencies by provision of long term, family and also community recovery by the individuals(International Council of Nurses, 2017). These frameworks had been developed by the nurses to help facilitate the deployment of different nurses globally and also create consistency in the disaster nursing care given. Building confidence along with the facilitation of the communication and more professional approach are the other competencies. Promoting shared aims along with the allowance for a unified approach is also found to be helpful. Other competencies that a nurse should achieve to develop expertise is the enhancement of the ability for the nurses to perform effectively within the organizational structure and also help in the assistance of nurses to function successfully and should behave responsibly as important members of multidisciplinary team. Therefore by following such framework, one can follow the advice of Yanamoto (2013) in preparing the nurse as the frontline workers. This framework will help Yanamotos view of developing the nurses in their skills and knowldges to suit them with the emergency requirements. Thobatty, William and Plummer (2015) have pointed out important scaling techniques that usually act as important assessment tools for the nursing students. A particular tool like the disaster preparedness evaluation tool (DPET) have been mentioned by them which had been developed by Bond and Tichy in 2007 for nurses in United States of America that help to evaluate the nurses capability to handle the disaster managements. Another tool that is also been used by several institutions and also by different nurses is the Emergency Preparedness Information Questionnaire(EPIQ) which had been developed by Wisniewwski et al. in 2004 in the form of questionnaires to help evaluate nurses preparedness for managing emergencies.Thobatty, William and Plummerhave developed a highly efficient tool themselves like the Disaster Nursing Core Competencies Scale exclusively for the Kingdom of Saudi Arabia with a prior aim to help the nursing mentors and also the nurses. Conclusion: From the above essay, one can thereby understand that the main barriers to effective disaster management is the lack of proper education of nurses in handling emergency situations. If the nursing mentor can effectively handle the issue, one can expect better disaster management in the future which will help in saving many lives. References: Al Thobaity, A., Williams, B., Plummer, V. (2016). A new scale for disaster nursing core competencies: Development and psychometric testing.Australasian Emergency Nursing Journal,19(1), 11-19. Alim, S., Kawabata, M., Nakazawa, M. (2015).Evaluation of disaster preparedness training and disaster drill for nursing students.Nurse education today,35(1), 25-31. Hutton, A., Veenema, T. G., Gebbie, K. (2016). Review of the International Council of Nurses (ICN) Framework of Disaster Nursing Competencies.Prehospital and disaster medicine,31(6), 680-683. Icn.ch. (2017).Disaster Response Network. [online] Available at: https://www.icn.ch/networks/disaster-response-network/ [Accessed 24 Feb. 2017]. Jose, M. M., Dufrene, C. (2014). 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