ShantanuT01/DACTYL-Pretraining huggingface dataset:
The idea of having an annual off-site retreat can be good in a limited number of cases. It can be effective to leave the office and see some particular processes (involved in product development) or to learn more about the culture of people in new markets. However, it is definitely a bad idea to have an off-site meeting that involves an opportunity to play golf. Strategic planning is a complex process that often requires several meetings where people are focused on achieving goals set previously (Moran 99). The meeting held by top management of Second National Bank could not be successful as all the members were thinking about playing golf rather than working on the plan. It is also necessary to note that the entire process of planning was inefficient. A successful strategic planning process often involves work of a working group or even several working groups (Grünig and Kühn Process-Based Strategic Planning 55). Clearly, top management makes decisions but these decisions should be based on a thorough and comprehensive work of the working groups that come up with a draft plan. Furthermore, the leader of the group is unprepared to the meeting as he does not even remember what was on their strategic plan. At the same time, an efficient leader should have a particular agenda and a plan concerning the entire process (Bryson and Alston Creating Your Strategic Plan 60). This involves having detailed information on the previous scheme, ideas concerning the new plan, information on the effectiveness of the previous program. More so, the leader did not even have any materials for the meeting. It has been acknowledged that participants of such a meeting should have all the necessary materials, and the previous plan is one of the central hand-outs (Mahal 150). Documents should be ready for the meeting, and participants should pre-read them to be prepared to discuss crucial points (Grünig and Kühn The Strategy Planning Process 254). It is also essential to have a particular evaluation of the previous plan. A review of the plan, which can be developed by a working group (or working groups), should be detailed. It should also contain some recommendations based on the analysis of the previous plan (Bryson and Alston Creating and Implementing Your Strategic Plan 111). The new plan turned out to be almost the same as the participants were utterly unprepared for the meeting. They were even unable to comment on the effectiveness of the previous plan. This can be also explained by the fact that the participants of the meeting had a golf game later. They could be unwilling to criticize each other’s performance during the year as they wanted to have a good foursome. At least, this would be the way I could feel in the same situation. I would feel uneasy if I had to spoil a friendly atmosphere that was present at the meeting. I would think of the game with the person who invited me. Apparently, this psychological aspect could also contribute to the complete failure of the planning process. In conclusion, it is possible to note that the planning process was inefficient as it was not thoroughly planned, participants were unprepared, and the overall atmospher
Consider the last time you used Canada’s health-care system. Was the experience positive or negative? What role did information quality play? The last time I visited Canada’s health care system, I was impacted positively. I recall that I could not explain my health condition to health care providers because I was unconscious. Fortunately, my electronic health record (EHR) in the hospital demonstrated that I was asthmatic. The EHR helped care providers to do a quick clinical assessment and diagnosis. Since the medications that I had been given by my physician were not very efficacious, the emergency room staff used the data in my EHR to craft a care plan that could improve my health. I was jubilant about the critical role that my EHR played in my visit to the hospital. Thus, I believe that information is important in Canada’s health care system. What do you think of the purpose of Infoway? Do you believe that “deep integration” is required in the Canadian health-care system? Infoway is a non-profit organization that aims at deeply integrating health care services through the utilization of information technology (IT). Generally, integration refers to the process of combining many related parts to form a unified whole. From a technical perspective, the integration of an information system culminates in relatively high levels of accuracy, relevancy, and accessibility. From a practical point of view, deep integration in relation to the health care system in Canada would result in decreased wait times, reduced side effects of medications, better ways of managing chronic diseases, and better patient participation in the delivery of health care. The case study indicates that Canada’s universal health care system has a big number of professionals who work in teams to facilitate the delivery of care. To further demonstrate the large size of the health care system in the country, it is indicated that annual health care expenditure is above $180 billion, which implies that every citizen spends an average of $5,300. Therefore, deep integration of the health care system is required in the nation. With an integrated health care system in the nation, the quality of health care information would be improved. At the end of the day, a deeply integrated health system will improve the health of Canadians and national identity, both in the short-term and long-term. For example, in the case study, a nurse says that she is able to make one or two follow-up appointments in one week using IT tools. In fact, each trip is almost 1600 kilometers. What kinds of challenges do you believe Canada Health Infoway will face in completing its vision? How long will it take to achieve complete integration? Although Canada Health Infoway is committed to achieving a deeply integrated health care system in the country, the organization would face some challenges in its endeavor. The firm needs to use strategic management approaches to overcoming the challenges so that it can achieve its goals. First, a large-scale integration approach would require a lot of capital. As contained in the case study, the kind of deeply integrated health c
On the whole, my organization functions well and exhibits many characteristics of a successful microsystem as defined by Nelson et al. (2002). The score I’ve given my organization is 18 points, and this result is above average. There are some aspects of the clinical microsystem that could be improved by addressing certain shortcomings and gaps, but most others should be maintained at the current performance level. Leadership in my organization is strong, which plays a significant role in providing safe and efficient care (Godfrey, Nelson, Wasson, Mohr, & Batalden, 2003). For instance, our managers establish and explain performance goals and track their completion consistently. We also benefit from high levels of organizational support, which is manifested primarily in rewards and recognition schemes. The management also provides information relevant to improving care outcomes, such as assessments and feedback. However, the staff focus in my organization is not as strong as it could be. While the managers know each employee well, some nurses experience workload issues that impact care quality. Addressing the workload by improving staffing and workflow would benefit both care providers and patients (Mohr et al., 2003). Although continuing education is available to everyone, many nurses do not have enough training in interprofessional collaboration and teamwork, which influences our care outcomes. Hence, the results in education and training and interdependence are lower than they could be. With regards to patient focus, my organization scored high because managers are always willing to improve services and listen to patients. For example, last year, we received some complaints about waiting times, and the manager responded by hiring two new nurses to enhance the workflow. Nevertheless, the community and market focus is rather low since we do not always have enough knowledge about community resources available to every group of patients. Sometimes nurses and physicians have to research relevant community resources on their own, which takes time from their patient appointments. It would be beneficial to improve community outreach by increasing the number of programs available and forming closer ties with specialized care providers (Huber et al., 2003). The performance of the microsystem is generally high, and there are processes in place to measure outcomes consistently, report any gaps to managers and staff, and implement improvement processes. We also use evidence-based practices whenever possible in order to enhance patient outcomes. For instance, when there was an issue with an increase in adverse drug reactions reported by patients
‘Entry level’: The very word suggests that you will continue on in this same firm or industry, having opened the door, and having walked through. What is the reality, however? In all too many cases, the phrase ‘entry level’ translates into ‘the work that no one else wants to do’. From the perspective of the employee entry level often translates into ‘dead end’. For the firm, entry level jobs can be a revolving door that only occasionally garners a long term member of staff. For employees, entry level jobs waste time that could be spent on finding and learning a job that is a more suitable match, and often at very low wages. Is there a solution to this expressing prospect? A real entry level job offers the chance to learn about the industry, the industry segment, and the firm itself. A true entry level position gives an employee who performs well the opportunity to compete for promotion within the firm. It may even allow them to take their newly acquired skills and knowledge to another company and move up the ladder there. Let’s consider some strategies might turn and level job into something longer term. Job hunting: The task of avoiding a dead end entry-level job should begin long before filing an application, sending a resume, or conducting an interview. It begins when we are looking at possible openings or, even better, firms in which we would like to work . This includes firms that may not even be currently advertising for new hires. Your targets include any firm where you think you would be happy. This is where you need to do research on the firms of interest. If you can manage to speak with a current employee, even if they are not in a position to hire, do so. If it seems comfortable, ask questions that reveal the firm’s personnel management approach. Ask whether new staff are trained, and how. Is it formalized or just on the job? Does the firm offer any sort of tuition support to help staff acquire skills and knowledge? Is there supervisory training? You should also inquire whether promotions are made from within the organization, chosen from the outside, or reflect a mixture of these two alternatives. These are two areas where a firm reveals their real behavior vis-à-vis career advancement, as opposed to their published policies. You are looking for organizations that do more than pay lip service to training staff, and consider them for upper level positions. Interviewing: These days, most of the job hunting process may occur online. Resume volume has increased massively. Once upon a time, firms sent confirmations – today, even this minor courtesy is missing in many cases. Don’t let it discourage you, and don’t use it as an excuse to give up. If you are fortunate enough to get in to a face-to-face interview, this gives you a chance to assess whether this is a real entry level job. Ask some of the same questions noted above. You have the right to ask explicitly about career ladders. Let the interviewer know that you have ambition to move up within the company – not to take the interviewer’s job (that is threatening) but definitely t
Morality and politics are two subjects that have been widely debated. In the “Politics” , Aristotle describes the relationship between communities and politics. Aristotle believes that “morality and politics should always go together” (Aristotle, 198). This is necessary because the two play an important role in promoting a virtuous life. Aristotle believes that leaders should never consider the political activity as a practice aimed at pursuing our personal or societal interests. Instead, he argues that leadership should be an important practice aimed at supporting a good life. That being the case, political activity should always promote morals and values (Aristotle 201). Such morals will ensure there is justice in order to give people their rights. For a government to be effective, there must be a set of morals and virtues in place to ensure the people are happy. Justice is an important part of morality. According to Aristotle, political leaders should possess virtuous habits and behaviours. There is a need to support certain habits, such as friendship and unity. These habits are attainable through moral legislation. Aristotle also believes that living in a community is a critical component of societal morality. To have social order, there should be a sense of justice and morality (Aristotle, 205). A political society should exist because of noble actions. This explains why it would be wrong to establish political societies based on mere companionship. Aristotle (205) goes further to state that a society is a union of villages living in self-sufficiency. The people in a society should always be happy. This explains the importance of morality in a political society. With this bold relationship between morals and politics, Aristotle’s ideas for a community and its relationship with its people continues to inspire many people today (Aristotle 207). After many centuries, a “new law” has dominated our world thus changing promoting new political theories. Consequently, Machiavelli introduces an influential theory on politics. The great thinker based his views on Aristotle’s argument of “causes”. The outstanding lesson from Machiavelli is that both immorality and morality are important for leaders. This is necessary because the two have their purpose in political agenda and power. Machiavelli believes that not all men should be good (Machiavelli 46). The important thing is for a leader to remain fierce and always wise. In his work, Machiavelli states clearly that leaders should never deviate from the good. This is the best way for them to remain powerful. As well, he goes further to say leaders should understand how to commit evil deeds whenever it is necessary. Machiavelli goes further to state that politics and morals are two distinct elements. He believes that “private morality” is necessary because it helps define the character of an individual. Sometimes the virtuous man might place himself at a great disadvantage. This explains why Machiavelli believes that a king or a leader can violate moral codes, especially
Even the most satisfied customers posses the potential of abandoning a brand if given bigger incentive can easily convince them go somewhere else or buy something else. I think the main issue is not satisfaction of customer but about emotional attachment to the brand. Many researches also shows that only 30percent of individual’s decisions and behaviors are motivated by rational contemplation meaning that more than 2/3 of customer loyalty and expenditure decisions are based on emotional features (Reinartz& Kumar, 2002, pp 34). So, in this case, to measure customer satisfaction in order to determine customer loyalty will only lead to the truth. But when gauging customer satisfaction, it does tell about how customer feels about product, service and brand at that particular time. But there is no guarantee of loyalty, if they get a better deal in the same product line (McEwan, 2005, pp 8). For instance, there is not much product differentiation in terms of electronics product design and technology. For instance, Sony has gained a lot of emotional attachment to the brand, but if brands like Samsung, LG and Philips is give better incentive or deal – customer will definitely consider buying. In other words, customer satisfaction shouldn’t be confused with customer loyalty and bribe like single upset in delivering will be causing abandoning by satisfied customer but loyal customer is firm and has the emotional capability for seeing beyond the upset and maintains his resolute support for brand(Rozensher & Fergenson, 2008, pp36-38) and (Divett & Henderson, 2003, pp 66). The following diagram shows that customer satisfaction is influenced by many factors like quality, service, features and benefits, but loyalty comes in the post buying behavior is only depends on satisfaction. A survey was conducted in year 2007 by MM research and they also concluded that “ A loyal customer is certainly a satisfied customer, but a satisfied customer is not necessarily a loyal customer.” Another important thing in this regard is loyalty schemes like incentives, gifts, and discounts are just to attract the customers and hence claiming more satisfaction. Whereas, loyal customer still does not switch the brand just because of the emotional bonding and strong relationship. One of the best examples which can be present is Apple’s Macintosh cult. All the Mac customers bow to their products. Although they have seen hurdles in PC world but they have maintain their standards and brand loyalty. This is a result of building emotional connection between the brand and its customer, and then everything else will naturally follow(Rozensher & Fergenson, 2008, pp36-38). Gallup Consulting Group has also contributed a lot in doing research in the customer engagement sector. It has characterized four types of customer engagement:   * Fully engaged customers are the emotional and loyal, hence most precious consumers;   * Engaged customers, are the ones who have just started to feel the emotional attachment;   * Dise
In their discussions, Pettitt, Monahan, and Ruston observe that the Irish culture is struggling with the complexity of crime in the modern society. The situation is not expected to change any time soon because of the attitudes of the Irish people, which are characterized by a certain belief system. For instance, people regard criminal act as a normal social phenomenon instead of condemning it as evil. People’s emotions towards crime are widespread and intense in the sense that they entail the elements of fascination, fear, anger, and antipathy. Criminal behavior in the country is a major political issue that attracts attention of many leaders, both religious and civil. Crime is frequently represented in emotional terms. For many policy makers and members of the public, issues are always raised regarding the victims and safety of the public. The movie suggests that the criminal justice system in the country has often been ineffective and inadequate and many analysts note that something should be done to improve the state of affairs. Unfortunately, a debate has been ongoing regarding the effectiveness of the law enforcing agencies, including the public prosecution team and the arresting authorities, which has led to the widening of the private security market. In case a family becomes a victim to criminal activities, the police and other investigative units of government are not given the sole role of bringing the perpetrators to book. Instead, a private detective would be called in to help in the process of arresting and prosecuting the criminal. The media plays a critical role of sensitizing members
Abstract Trade unions play dominant roles in the enactment of employment relations in both within a country and in the international arena. Within the sphere of employment relations, states working in collaboration with the employers form and set mechanisms that see the introduction of collective bargaining approaches in matters relating to the interests of the parties represented by trade unions and the employees. The paper considers the trade union in employment relations for Australia in the light of international trade union relationships in employments. Introduction Trade unions amicably regulate the existing relationships between the employers and the people they represent. They have the obligation to “lobby government in relation to variety of issues including taxation, superannuation, child care and social justice matters” (Martin & Cristescu 2000, p.351). In Australia, trade unions have been part of the system of the industrial relations over a century. Martin and Cristescu, reckons that “as a representative organizations they campaign on behalf of their members to achieve the best possible working conditions and represent employees in disputes and negotiations” (p.351). Trade unions have chiefly been dependent on labor relations legal control with their strategies resting on practices and ideologies of social partnerships. “While the traditional unions were deeply compromised by their subordination to party, their integration , into state apparatus and their close collaboration with management in the work place, the unions appeared to be the movement of the future” (Clarke & Ashwin 2002, p.1). Collective bargaining and adoption of the anti-unionism strategies encompasses some of the strategies that employers are adopting within the states giving substantial support to such endeavors. In addition, redefinition of trade unions has received profound attention in an attempt to ensure that the new trade union face ends up being sensitive to gender and accommodate varying political views. Trade Unions in Employment Relations in Australia In Australia, redefinition of the existing trade and employment relations has occurred over centuries, with climax marked by the introduction of collective bargaining as a replacement of mandatory arbitrations in 2009. Written by Coopers, Ellem, Briggs and Broek in 2009, the article Anti-Unionism, Employer Strategy, and the Australian State is a research study conducted with the aim of examining “ the principal types of employer strategies in relation to trade unions across blue-collar and white-collar, new and old economy, workplaces from the mid 1990s in Australia” (pp. 339-340). To arrive at the results, Coopers et al borrowed largely from data acquired through group and personalized research projects based on trade onions in employment relations in Australia compiled over a decade before. Union papers, manuscripts, company papers among other sources provided both quantitative and qualitative data while not negating one on one response from south