The effect of movie

This work will look at the effect of movies in the socceity. According to Wikipedia a † Movies encompasses individual motion pictures ,the field of movie as an art form ,and the motion picture industry. films are produed by recording images from the world with cameras, or by creating images using animation techniques or special effects. Film is considered to be an important art form ,a source of popular entertainment and a powerful method for educating -or indoctrinating -citizens â€Å".Movies affect the life of a society in a positive and negative way. Over the years ovies have been used by most people as an entertainment tool. Most family considered watching movies at home not only as a time of bonding but to save resources, whereas others go to theater s for fun and relaxation. Also movies in some homes plays an important role in the brighten the mood of family members when they are depressed or sad. Also movies have been used as a tool for educating the society ,for examp le in the US there are TV shows like NC'S, Law and Order etc. that teaches the society on crime,how they are committed. Movies like Olympus has Fallen brings out the evils of terrorism,how a nation should strengthen it security gainst terrorism. This is educative in the sense that it teaches society on national security. Some movies also educate the society on social Justice. Example Divorce court have been a very good tool for women who have been maltreated by men and also how some people suffer injustice from other people. Movies affect people's beliefs, values and ideals.For example, the passion of the Christ is movies that strengthen people faith and belief in Christ Jesus. Although some Jews around the world found the film offensive. Movies bring out delicate things that are happening in the life of people in a very artistic way. Evils like child trafficking, child marriage, women being abuse by male is being brought out by the movie industry. Most time government offices and c orporation do not want the society to be educated about their wrong doing†¦Ã¢â‚¬ ¦.The implication for such education by the movie industry will help enlighten the public which influence their perception and decision making to determine the political party they will like to elect to government. Some movies have some theme and morale that they convey to the public. They bring awareness to the public about what is going on in the world. There are people who are uneducated- hey can't read or write but with the aide of movie even the layman knows whats going on in the world. Another impact to society is that it brings to life some historical event that is slowly fading away . t brings out the beauty of culture of different civilization of the past. Despite the positive effect of movie industry, there are negative aspects of the movie industry. As mentioned above, movies brings out the evils of terrorism, how a nation should strengthen it security in society. Though it is educative to the society, yet, people tend to imitate most of what is acted on screen his leads to violence in the society. Most love and marriage relationships have been destroyed as a result of the â€Å"big screen†.Couples and lovers sometimes forget the fact that what is acted on screen is mostly fantasy; such is not applicable when it comes to real life. There is a issue of horror movies people lose their grip or reality whilst watching this movies and develop mental issues and in some case act out what they see in the movies. A lot ot cult and Fraternity seen in the society are as a result of the horror and fraternity that are being shown on screen. Movies even hough they are a powerful source of education and information they can also act as a form of indoctrinating citizen.Individual actions are based on what they learn and what they know and as humans learning takes place by seeing and imitation. Following this trend of thought, it safe to infer that as people watch movies the y tend to act according by means of learning and practicing. Ponographic movies can some times be useful for some home ,especially home that needs sexual arousement in love making. However ,this has caused most tinagers to invove in sexual relationship at an early age ,that leads to early unwanted pregranany.

Johari Window And Language Communication Business Essay - Free Essay Example

Sample details Pages: 16 Words: 4944 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Abstract ¼Ãƒâ€¦Ã‚ ¡ In modern society, people can not survive without using language. However, language is like a sword with two edges. On one hand, it is of good advantages; on the other hand, it may cause conflicts and may cause the people fail to achieve effective communications. Don’t waste time! Our writers will create an original "Johari Window And Language Communication Business Essay" essay for you Create order Especially in the enterprise managing business, good managers often have to use good communicative skills and principles to make good management push their companies to develop successfully which is the ultimate goal of managing. As for the realization of the good management, it is closely depend on the managers language communicative competence. This essay examines the relationship between management and effective communication, and tries to draw a conclusion of the use of language communicative competence based on Johari Window in enterprise managing. Keywords: language, language communicative competence, effective communication, Johari Window, management. 1. Introduction Language is the way for human communication, and reflects the high level of modern human civilization. Besides, language communication refers to the process which people use the language to express the meaningful information among others. In daily life, people can not survive without any connection of the others, and the communication must be efficient and meaningful so that the good communicative skills are badly required. Unfortunately, this is not so easy at all for most of the people in modern society due to the highly connected relationships with others. The way for people to convey efficient communication is kind of research which involves plenty of language communicative knowledge including communicative principles, strategies, etc. As for this, some scholars have done so many researches on the peoples language communicative competence in all kinds of areas. Take the Johari Window as an example, Joseph Luft and Harry Ingham, the famous scholars, had done the study of lang uage communication, they proposed a window concept model focusing on how to achieve effective communication and this model is known as Johari Window later. It is also should be known that, in the modern business management, the excellent supervisors convey good human relations through the use of appropriate language communicative strategies and the principles with subordinates , and this have so much to do with the communicative modelJohari Window. Therefore, if we take the language communication, Johari Window model and enterprise managing altogether into the consideration; or briefly, we can put the language communication in use in enterprise managing; and thus making the managers language communicative competence become the key point of the their managing efficiency. This will be a new research of the linguistics as well as a new study of the enterprise managing. Based on the Johari Window model and language communicative knowledge, this paper focuses on the above aspect s, and shows the use of language communicative competence under the Johari Window to achieve effective communication and finally achieve the good management in enterprise managing business. The aim of this article is to explain the essential and distinct features of the language communication, and I will emphasize on those features of language that are related to social communication and enterprise managements. Focusing on What is language communication?, What is Johari Window and how can it be explained and used? and How the effective management is achieved by using language communication based on Johari Window in enterprise managing business? ,this paper is a dramatic trial for the new study of language communication. 2. Johari Window and language communication 2.1. Language and language communication 2.1.1. The mastery of language Firstly, when we talk about language communication, the top priority is the mastery of language, for language mastery serves as the essential powerful means of interacting with one another. People who want to achieve effective communication must acquire the language first and so it is with the managers in all the enterprises. No matter how powerful the managers are, they can not avoid communicating with their employers by using language. Thus requiring him or her must be a good language learner as well as a good language speaker. The mastery of language requires people have the basic knowledge of the language they use, which means they have to the rules of how to use language correctly. As for managers, they must be capable of speaking their official language. Suppose the managers are in China at present, so the mastery of standard Chinese Mandarin or Putonghua is a must for those managers who want to use their language competence to win their subordinates trust and support. 2.1.2. The language communicative object Of course, the mastery of language just the basic element and the first step of the language communication .When communicating with others, we have to take Who are we taking with? into consideration, which is the reason why the language communicative object should be the key factor. So in enterprise managing businesses, managers should pay due attention to their communicative objects: their supervisors, their colleagues, their subordinates, and of course their partners. What managers should be mindful is that addressing wisely when greeting or starting conversations with others. In the first place, managers would better to address others according to their positions and identities. Addresses like Master Li, Sir or Madam, Miss, Lao Zhang are used when communicating with them. Secondly, managers also should notice whether the people are educated or not when they are communicating. As for the educated people, paying enough attention to the dictions is considered to be wise, a nd managers may gain their reputation by speaking politely. However, if the managers have noticed that the people who they are going to talk with are not educated, choosing to use plain words is the best option for managers to gain others good first impression on themselves. 2.1.3. The purpose of language communication Generally speaking, the purpose of communication is to send your message effectively to the receivers or listeners. Communication links people who believe in a common cause, together with a view to strengthen relationships. To be more specific, the managers want to achieve the following goals in enterprise managing business. Give orders or assignments, maintain good relationships with colleagues as well as subordinates, enhance the bond of team spirits, improve the working efficiency, and finally achieve good management, which are all the products of the effective language communications between the managers and co-workers. 2.2. Johari Window As a matter of fact, in enterprise managing business, it is not easy at all to achieve effective communications between managers and their co-workers. All these have to rely on the effective communicative theory -the Johari Window Model. 2.2.1. Origin of Johari Window The Johari Window is a creative model of language communication and interaction. It comes from the first names of Joseph Luft and Harry Ingham who created it. Like the happy centipede, many people get along well working with others, without thinking about which foot to put forward. But when there are obstacles, when the usual methods do not work, and when we want to achieve effective communications, there is no other optional choice for us to make but to examine our own behaviors in relation to others. The top issue is that, among other things it is so hard to find ways of thinking about such matters, particularly for people who have no extensive background knowledge in the social sciences. When Harry Ingham and Joseph Luft first presented the Johari Window Model to illustrate relationships in terms of awareness(at Western Training Laboratories , in 1955), they were surprised to find so many people , academicians and nonprofessionals alike , using and tinkering with the model . It seems to lend itself as a heuristic device to speculating about relations. 2.2.2. Explanation of Johari Window The model employs a chart with regions that illustrate four levels of informational exchange between individuals. It is simple to visualize the four regions which represent the Johari Window Model. The underlying concept of the Johari Window is that the open area, or two-way communication enhances interpersonal effectiveness. And when information is mutually held and freely exchanged, organizational productivity will increase. (The brief chart of the Johari Window Model) And the four regions are described as follows. The Region I : the Arena. This region represents information that is known by oneself and known by others or we can say the information is mutually held and exchanged without any obstacles. The Arena is the most productive area in which people can operate within an organization. The larger this region is, the more effective, productive, and mutually beneficial interpersonal relationships can become. The managers who care about team work productivity and effici ency will take steps to enlarge this region to the fullest extent. The Region II : the Blindspot. This region of the chart represents information that is known by others rather than oneself. Blind spot occurs when we fail to pay close attention, or are purposely kept out of the information resource loop. Whatever the cause is, our blind spot area can prevent us from taking needed actions timely or from understanding the purposes of others. Our informational blind spot can reduce our effectiveness at work, even delaying or ruining our career progress. Managers or leaders should be mindful of information dissemination among everyone in the work place, recognizing that those people who are out of the information resource loop can not be maximally efficient or productive. The Region III: The Faà §ade. This region represents information that is known by oneself but not known by others. This information that could be useful to others in the organization but we may purposely withhol d it sometimes, either because we wish to wield power over others by carving out an advantage for ourselves, because we fear that others might use the information to increase their advantages or to increase our disadvantages, or because we simply misperceive the importance to the team of our sharing information with others. Managers must be mindful of hoarded or unshared information in the enterprise organizations. Maximizing organizational progress requires free flow information among all the players in the same group-the enterprises. The Region IV: the Unknown. This region represents information that is not known by oneself and others. This represents the collective Blindspot for everyone in the organization. Potentially useful information that is not known by anyone in the organization is the stuff of which unpredicted breakthroughs could be made if one certain key information were known and acted upon. If the leader wants to keep the enterprise successful and moving ahead of the other competitors, the competition of new information and knowledge by all individuals within the organization and dissemination of that information and knowledge should be transferred into the first region the Arena. Open communication is the key to effective leadership and good management. In terms of the Johari Window Model presented here, this means the managers have to enlarge the Arena to the fullest extent, simultaneously closing down the other three regions of the Johari Window which are less productive. 2.3. Language communication based on Johari Window 2.3.1. The enlargement of the Arena in Johari Window Communication plays a vital role in the success of every organization, successful managers in giant enterprises always build their team that attract people who want to have a dreamful career prospects. And communication just like the glue that holds the team members in the enterprises together. Besides, highly effective communication is a powerful factor in determining a managers good management and in shaping the quality of subordinate practices. One way to achieve this is to develop the Developer style, gaining others trust and getting mutual information shared. Managers excellent interpersonal communicative skills are required if we want to achieve effective communication of which the Arena is the highlight. A develop manager has a larger Arena, which making him the communicative expert who has the highest level of self awareness and mutual understanding .The realization of the enlargement of the Arena requires managers to change their communication styles. In the open area f or both sides or in the Arena, managers can not be more efficient in communicating and managing only when they have the fullest extent of the Arena. 2.3.2. The elimination of the barriers According to the Johari Window model, the efficient way for managers to achieve highly effective communication should be the enlargement of the Arena. As for this, managers have to figure out ways to shrink the other three regions: the Blindspot, the Faà §ade, and the Unknown. And the shrinking of the other three less productive and effective regions takes two important steps. On one hand, the managers have to expose what they have already known to their subordinates. This is so called self-exposure which means the managers give their information to others purposely and this information can not be gained from any other ways. In this way, the open area or the Arena of the managers is enlarged, at the same time the listeners are being encouraged to know more information. On the other hand, the managers have to get feedback from others. The aim of getting feed back is to form self awareness which shows the connection with others. By doing this, managers can form a better unders tanding of themselves and also they can know more about what their subordinates or co-workers need. In a nutshell, the Johari Window is a very simple communication model. However, this very simple model is like a Magic Cube, although it is simply built, yet it functions unpredictably. Managers know how to play this Magic Cube will achieve highly effective management without any trouble. 3. Language communicative competence based on Johari Window in enterprise managing Having discussed the operational mechanism about the Johari Window, managers also have to pay much attention the cultivation of language communicative competence based on the Johari Window if they want a successful management. Being the key factor of the efficient management model, the cultivation of the managers language communicative competence based on the Johari Window in enterprise managing business make it possible for managers to conduct their good management. 3.1. Purpose of language communication in management From some certain angle, we can see that there are communication goals, an intangible chain for management, in the enterprise management. Talking about the intangible chain-the purpose of language communication in management, what the managers really care about are the incoming results and conditions. Generally speaking, it refers to the mission of the enterprises which the managers want to accomplish in the last place. As for enterprises managers, they are urged to achieve the effective communication with subordinates, and the final goal is to accomplish the management progress successfully. Giving orders or assignments, maintaining good relationships with colleagues as well as subordinates, enhancing the bond of team spirits, improving the working efficiency are all considered to be the basic purposes, and the final purpose is the realization of good management. Therefore, as the middle part of the enterprise managing, language communication purpose in management leads manager s the way to accomplishing missions. At the same time, the purpose of language communication also means the function of motivating the subordinates or co-workers to make the entire enterprise working efficiently. 3.2. Principles of language communicative competence In daily enterprise managing activities, language communication is dispensable for managers. A successful and effective communication requires managers not only to know what they are going to say, but also requires managers know how to say their words in an appropriate way, for there is a word goes like this The bare facts of conversation come alive only in a mutually accepted , pragmatically determined context.(Jacob.2001). Managers who want to convey a successful and efficient communication have to start their communications with their subordinates according to certain language communicative principles. 3.2.1. The cooperative principle The Cooperate Principle raised by the American scholar H. Paul Grice is an important pragmatic principle, which consists of four maxims: the maxim of quantity; the maxim of quality; the maxim of relation; and the maxim of manner. As for the maxim of quantity, it requires that speakers should make contribution as informative as is required and also should avoid making their contribution more informative than is required. As for the maxim of quality, it means that speaker should not say what they believe to be false or to say that they lack adequate evidence. As for the maxim of relation, it means that speakers should say things that are relevant to their topics. As for the maxim of manner, it requires that speakers should be perspicuous by avoiding obscurity, ambiguity, unnecessary prolixity, and should be orderly. Based on the communication in enterprise managing, the Cooperate Principle is an important principle that governs a successful communication. 3.2.2. The politeness principle A successful communication needs the cooperation of two sides both the speakers and the listeners, while only with cooperative principle that is not enough. Leech, a scholar, raised another principle the politeness principle to explain why people sometimes should talk indirectly and to show their real purposes. In enterprise managing business, it is of great importance for the managers to use politeness principle to achieve effective communication. The politeness principle raised by Leech is generally considered to be made up of six maxims: tact maxim, generosity maxim, approbation maxim, modesty maxim, agreement maxim, sympathy maxim. As for the tact maxim, it means that speakers have to reduce causing loss for others. e.g. A, manager, wants to borrow the car from B, the subordinate. A: Will you come out this afternoon? B: No, I dont. A: I have a meeting with my friend and I may need your car, so I want to borrow your car for a moment, may I? B: No problem. Fr om the conversation we can see the good use of the tact maxim in communication. It tells that the manager A wants to borrow Bs car, and he uses I may need ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ and may I. Thus, the manager successfully accomplished his purpose easily and the subordinate B has a good feeling abut the manager A, and lends his or her car to the A with pleasure. Second, as for the generosity maxim, it means that speakers have to reduce gaining many profits from others. e.g. Manager A goes to subordinate Bs office , and wants to take the files he forgot taking 10 minutes ago. A: Excuse me; I was here to take the USB driver and some files. I am so sorry that I forgot the file with me. Could I get them back? B: Oh, it dose not matter. Here there are! In this short conversation, both the manager A and subordinate B have used the generosity maxim. They star the communication from the point of others views, and they are willing to take the duty themselves. As a resul t, the communication goes quite well and the purpose of this communication is accomplished successfully. As for the approbation maxim, it means that the speakers would better to increase more chances to praise others. In daily communication, everyone wants to be praised by others. So it is a good way to gain others trust by using appropriate compliments. e.g. The manager A is noticing the B, one of his subordinates, typing very quickly with his article. And the conversation goes like this: A: A nice piece of writing on the test paper. Keep up the good work. B: Thank you sir! Just one single piece of compliment, but its function is dramatic. The subordinate B is definitely encouraged by his supervisor. As for the modesty maxim, it requires speakers to increase the self-disparaging. e.g. The manager A has a good handicraft and the subordinate B is also a good at handicraft. The subordinate B has finished his writing report and hand it to the manager A. A: I thi nk the report is quite good from your beautiful handwriting, and how I wish to have such beautiful handwriting. B: Thank you sir. In the conversation the Manager A disparages himself this way makes the subordinate feel confident and shortens the distance between them. As for the agreement maxim, it requires speakers enlarge the agreements with others. e.g. The manager A has a discussion with some of his subordinate over next seasons proposal. But they do not have the exact same thoughts at last. The experienced manager A finally draws a conclusion of the agreements with his subordinates and put the disagreement behind for further discussion. As for the sympathy maxim, it means to reduce the repugnance of others. Take the smoking habit as an example. Some managers hate smoking very much, yet they allow their subordinates to take a smoke in private place casually. After all , it is of good effect to working sometimes and it may be unaccepted to forbid people smoking. All in total, Leechs politeness principle ties the two communicating parties together with politeness, and its core is to minimize the expression of the impolite benefits. In enterprise managing, managers can be a popular among their subordinates or co-workers on the basis of using politeness principle felicitously. 3.2.3. The reality principle The reality principle is a psychoanalytic concept, and originally it is proposed by Sigmund Freud, which compels people to defer gratification when necessary due to the obstacles of reality. According to this, the reality principle is governed by the ego that controls the instant- gratification mentality of the id. When speakers start their communications with others, they have to be mature and realistic enough to avoid instant gratification in favor of the long-term satisfaction. e.g. The manager A wants to seek a long-term benefit so he gives up the chance to get promoted, while he recommends one of his best subordinates to be his assistant. People may hold the view that the manager A must be an idiot judging from the appearance. However, he will gain more benefits from this by get his subordinate promoted in the near future. This is a specific example for the use of the reality principle. In enterprise management, managers who have a good use of the reality principle can fore see the development of the enterprise prospect and certainly will be good communicators as well as successful managers. 3.3. Strategies of language communicative competence Knowing the principles of language communication is not enough for achieving the effective communication; managers also have to apply some pragmatic strategies in communicating. Based on the effective communication model Johari Window and the language communication causes among people, specific language communicative strategies are required: the avoidance strategy, the cooperative strategy, the delaying strategy as well as the compensatory strategy. 3.3.1. The avoidance strategy The avoidance strategy can also be called the topic shifting strategy which means that speakers can avoid taking the topic they do not mentioned; instead they bring about another new topic and continue their communication. As for managers in enterprise managing, it is a good way for them to shift topics to the ones they want to be discussed. e.g. The subordinate A wants to have a talk with his manager B on the issue of raising his salary. But the manager B does not want to talk about it and he figure out a way to handle this. A: Mr. Paul, Id like to suggest that you can offer me more by 10% per month. B: I would like to, but you should take everything into consideration .For example, the poor sales ratio and the huge expenses. Our company is really in poor conditions. In this conversation, the manager B uses the avoiding strategy and successfully shifts the topic into another so that the subordinate A may not have the chance to come to the original topic on the raising of his salary. 3.3.2. The cooperative strategy The cooperative strategy means the strategy of an autonomous group of person who voluntarily cooperate for their mutual, social, economic, and cultural benefit. In enterprise management, managers are supposed to get their subordinates altogether and start his communications with them in a cooperative way. e.g. The manager A wants to figure out a way for the Performance related pay or briefly the PRP, in order to cheer all the subordinates. He conveys his communication like this, My fellow colleagues, in order to mostly benefit every one in our company. Our company decides to adopt the performance related pay, and Id like to hear the views from all of you. Lets figure out the best option altogether. When managers are communicating like this, the subordinates will feel they are respected and may ask less for their own benefits, and the mangers may enhance their leaderships at the same time. 3.3.3. The delaying strategy The delaying strategy refers to the strategic delays by using the mouth filling words and repeating when people are talking with other. Using the delaying strategy can buy some time for the speakers to figure out better ways to express their ideas. In the discourse conversion, sometimes the communications may have to be cut owing to the lacking of communication backgrounds or excuses. In order to avoid the failing of the communications, speakers can use some mouth filling words to make up for this gap. For example, Well, You know, To be honest are quite acceptable. Sill, we can make up our conversations by repeating. When the speakers are not truly understand about what others purposes, they can say, Sorry, I can not follow you, would you like to repeat it? Briefly, the strategic delays play a good role in avoiding the embarrassment which the managers may usually use in management communications. 3.3.4. The compensatory strategy The compensatory strategy refers to the strategy that speakers use to make communications move on by compensating for the difficulties they meet in communicating. Successful managers who are confronted with communicating obstacles, they prefer to methods to compensate the conversations to make their purposes easily understood by their subordinates. Generally, experienced managers are used to managing the attention and concentration of others. When they have some proposals published in a meeting, the first thing for them to do is to draw the listeners full attention rather than get to the main course directly. By telling a story or sharing some news which is closely related to their coworkers, it reduces the chance of distraction factors at a meeting: playing with mobile phones, chatting with others, turning a blind eye to the business, etc. Also, successful managers always have organized plans when they assign assignments to their subordinates. They have detailed thoughts of the lists in their mind, and they put them in a logic order according to the priorities. In the end, they can easily assign the tasks to their subordinates, and on the other hand the working efficiency is greatly ensured for the subordinates act well with the organized plans given by the managers. However, all the strategies mentioned above are quite useful for the managers on the basis of proper use. 3.4. The application of language communicative competence 3.3.1. The accuracy of using language The accuracy of using language for managers has much to do with the communication results. Managers wan to know achieve this have to focus on the following aspects. Firstly, making language vivid, imagery and moving so that managers can express their thoughts clearly, accurately, persuasively and forcefully. Besides, managers have to make their words clear to be understood and pay attention to their dictions when using rhetorical devices. Last but not least, the use of formal language is better than the use of rare dictions. 3.3.2. The control of others emotion In the enterprises, the emotion of the co-workers is the vital factor of the effective communication. A good manager must have the ability to control the emotions of his subordinates. That way, the information can be expressed to each other successfully and the efficiency of the team is greatly improved. Good managers always have to have a sensitive feeling of their subordinates emotion and make sure it is active. 3.3.3. Timing When communicating with others, the time is also an important factor for the people to take into consideration since it takes time to filter the information for use. Owing to the limited time and other factors, managers may ignore the some key information. Therefore, effective communications should be closely connected with the certain grasp of timing. As for the managers, they can take this easily by arranging a specific time during working or make a schedule for the communications with subordinates off duty time. Whenever it is, one thing should be sure is that the time is suitable for the two parties, the managers and the subordinates, so that communications between them will not be ruined by other things. 4. Conclusion Language is the set of vocal symbols used for human communication, and it is media for people to pass on and conserve the human civilizations. Certainly, the research on how to use language to transfer information and communicate with others is also an important issue. In enterprise managing business, managers convey the effective language communications with their subordinates and co-workers in order to push the enterprises develop rapidly. Therefore, managers language communicative competence has become the significant weights on the managements so that managers must take effective language communications seriously if they want to be successful managers. This paper is a new trial research of language, for it is a combination Johari Window, effective language communication and management. Hopefully, this paper may bring some new thoughts on language communication and enterprise management, further more to enlarge the study of language and communication. References Fairclough, N. Language and Power. London New York: Longman. 1989. Karimnia, Amin; Izadparast, Marziyeh. On communicative and linguistic competence. International Journal of Communication (New Delhi: Bahri). Retrieved June 27, 2012. Lynn Little. Leadership Communication and the Johari Window. PhD 2005 Terry R. Armslrong. REVISITING THE JOHARI WINDOW: Improving Communications through Self-disclosure and Feedback. PhD. Pearson, J. Interpersonal Communication. Glenview, Illinois: Scott, Foreman and Company. 1983.ÃÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚  ÃƒÆ' ¨Ãƒâ€šÃ‚ ¯Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ÃƒÆ' ¨Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ºÃƒÆ' ¨Ãƒâ€šÃ‚ ¯Ãƒâ€šÃ‚ ­ÃƒÆ' ¨Ãƒâ€šÃ‚ ¨Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ÃƒÆ' ¤Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ¤ÃƒÆ' ©Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ÃƒÆ' ¨Ãƒâ€ Ã¢â‚¬â„¢Ãƒâ€šÃ‚ ½ÃƒÆ' ¥Ãƒâ€¦Ã‚  Ãƒ ¢Ã¢â€š ¬Ã‚ ºÃƒÆ' ¥Ãƒâ€¦Ã‚ ¸Ãƒâ€šÃ‚ ¹ÃƒÆ' ¥Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒâ€šÃ‚ »ÃƒÆ' §Ãƒâ€¦Ã‚ ¡Ãƒ ¢Ã¢â€š ¬Ã… ¾ÃƒÆ' ¥Ãƒâ€¦Ã‚ ½Ãƒâ€¦Ã‚ ¸ÃƒÆ' ¥Ãƒâ€¹Ã¢â‚¬  Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ÃƒÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¹[J]. ÃÆ' ¥Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚  ÃƒÆ' ©Ãƒâ€šÃ‚ ¹Ãƒâ€šÃ‚ . ÃÆ' ©Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ÃƒÆ' ¨Ãƒâ€šÃ‚ ¥Ãƒâ€šÃ‚ ¿ÃƒÆ' ¥Ãƒâ€šÃ‚ ¸Ãƒâ€¹Ã¢â‚¬  ÃƒÆ' ¨Ãƒâ€¦Ã¢â‚¬â„¢Ãƒâ€ Ã¢â‚¬â„¢ÃƒÆ' ¥Ãƒâ€šÃ‚ ¤ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦ÃƒÆ' ¦Ãƒâ€¦Ã‚  Ãƒâ€šÃ‚ ¥(ÃÆ' ¥Ãƒ ¢Ã¢â€š ¬Ã…“ ²ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦ÃƒÆ' §Ãƒâ€šÃ‚ ¤Ãƒâ€šÃ‚ ¾ÃƒÆ' ¤Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã‚ ¡ÃƒÆ' §Ãƒ ¢Ã¢â€š ¬Ã‹Å"ÃÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦ÃƒÆ' §Ãƒ ¢Ã¢â€š ¬Ã‚ °Ãƒâ€¹Ã¢â‚¬  ). 1998 ÃÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚  ÃƒÆ' ¨Ãƒâ€šÃ‚ ¯Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ÃƒÆ' ¨Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ºÃƒÆ' ¨Ãƒâ€šÃ‚ ¯Ãƒâ€šÃ‚ ­ÃƒÆ' ¨Ãƒâ€šÃ‚ ¨Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ÃƒÆ' ¤Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ¤ÃƒÆ' ©Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ÃƒÆ' ¨Ãƒâ€ Ã¢â‚¬â„¢Ãƒâ€šÃ‚ ½ÃƒÆ' ¥Ãƒâ€¦Ã‚  Ãƒ ¢Ã¢â€š ¬Ã‚ ºÃƒÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¹ÃƒÆ' ¥Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚  ÃƒÆ' ¥Ãƒâ€šÃ‚ »Ãƒâ€šÃ‚ ºÃƒÆ' ¦Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ ÃÆ' §Ãƒâ€¦Ã‚ ½Ãƒ ¢Ã¢â€š ¬Ã‚ ¹ÃƒÆ' ¦Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ÃƒÆ' ¥Ãƒâ€šÃ‚ ¾Ãƒâ€šÃ‚ ·Ãƒâ€š  ¼Ãƒ ¢Ã¢â€š ¬Ã‚ ºÃƒÆ' ©Ãƒ ¢Ã¢â€š ¬Ã‚ ¢Ãƒâ€šÃ‚ ¿ÃƒÆ' ¥Ãƒâ€šÃ‚ ®Ãƒ ¢Ã¢â€š ¬Ã‚ °ÃƒÆ' ¥Ãƒâ€šÃ‚ ¤ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦ÃƒÆ' ¥Ãƒâ€šÃ‚ ¤-ÃÆ' ¨Ãƒâ€šÃ‚ ¯Ãƒâ€šÃ‚ ­ÃƒÆ' ©Ãƒâ€ Ã¢â‚¬â„¢Ãƒâ€šÃ‚ ¨ ÃÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚  ÃƒÆ' ¤Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚ ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã‚ ¡ÃƒÆ' ¤Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ºÃƒÆ' ¥Ãƒâ€¦Ã‚  Ãƒ ¢Ã¢â€š ¬Ã‚ ºÃƒÆ' ¨Ãƒâ€šÃ‚ µÃƒ ¢Ã¢â€š ¬Ã… ¾ÃƒÆ' ¦Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ÃƒÆ' §Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ Ãƒ ¢Ã¢â€š ¬Ã‚  ÃƒÆ' ¦Ãƒâ€šÃ‚ ²Ãƒâ€¦Ã‚ ¸ÃƒÆ' ©Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚  Ãƒ ¢Ã¢â€š ¬Ã‚ ÃƒÆ' §Ãƒâ€šÃ‚ ©Ãƒâ€šÃ‚ ¶ÃƒÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¹ÃƒÆ' ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ºÃƒâ€šÃ‚ ¾ÃƒÆ' §Ãƒâ€šÃ‚ »Ãƒâ€šÃ‚ ´ÃƒÆ' §Ãƒâ€šÃ‚ ºÃƒâ€šÃ‚ ¢Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ÃƒÆ' ¨Ãƒâ€šÃ‚ ´Ãƒâ€šÃ‚ µÃƒÆ' ¥Ãƒâ€šÃ‚ ·Ãƒâ€¦Ã‚ ¾ÃƒÆ' ¥Ãƒâ€šÃ‚ ¤ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ ÃÆ' ¤Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚ ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ Ãƒ ¢Ã¢â€š ¬Ã‚  Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ 2008 ¼Ãƒâ€¦Ã¢â‚¬â „¢ ÃÆ' §Ãƒâ€šÃ‚ ¡Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ÃƒÆ' ¥Ãƒâ€šÃ‚ £Ãƒâ€šÃ‚ « ÃÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚  ÃƒÆ' §Ãƒâ€¦Ã‚ ½Ã‚ °ÃƒÆ' ¤Ãƒâ€šÃ‚ »Ãƒâ€šÃ‚ £ÃƒÆ' ¤Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚ ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã‚ ¡ÃƒÆ' §Ãƒâ€¦Ã‚ ¡Ãƒ ¢Ã¢â€š ¬Ã… ¾ÃƒÆ' §Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ Ãƒ ¢Ã¢â€š ¬Ã‚  ÃƒÆ' ¦Ãƒâ€šÃ‚ ²Ãƒâ€¦Ã‚ ¸ÃƒÆ' ©Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¦Ã‚ ¡ÃƒÆ' £Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã‚ ¹ÃƒÆ' ©Ãƒâ€šÃ‚ »Ãƒ ¢Ã¢â€š ¬Ã… ¾ÃƒÆ' ¨Ãƒâ€šÃ‚ ¾Ãƒ ¢Ã¢â€š ¬Ã‚ °Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ÃƒÆ' ¥Ãƒâ€šÃ‚ ¹Ãƒâ€šÃ‚ ¿ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã¢â‚¬Å"ÃÆ' ¥Ãƒâ€šÃ‚ ·Ãƒâ€šÃ‚ ¥ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã‚ ¡ÃƒÆ' ¥Ãƒâ€šÃ‚ ¤ÃƒÆ' ¥Ãƒâ€šÃ‚ ­Ãƒâ€šÃ‚ ¦Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ ÃÆ' ¤Ãƒâ€šÃ‚ ¼Ãƒâ€šÃ‚ ÃƒÆ' ¤Ãƒâ€šÃ‚ ¸Ãƒâ€¦Ã‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ ®Ãƒâ€šÃ‚ ¡ÃƒÆ' §Ãƒâ€šÃ‚ Ãƒ ¢Ã¢â€š ¬Ã‚  Ãƒâ€šÃ‚ ¼Ãƒâ€¦Ã¢â‚¬â„¢ 2003 ¼Ãƒâ€¦Ã¢â‚¬â„¢ ÃÆ' §Ãƒâ€šÃ‚ ¡Ãƒ ¢Ã¢â€š ¬Ã‚ ¢ÃƒÆ' ¥Ãƒâ€šÃ‚ £Ãƒâ€šÃ‚ «

Applying For Masters For International Business Program...

1) At UF I am majoring in Business Administration and I plan on specializing in International Studies. Additionally, I plan on applying for the Masters in International Business Program and spending a semester interning abroad. I am interested in a career working for an international organization or company. At first I wasn’t exactly sure what I wanted for my future, but I soon learned how I could incorporate my love for traveling and experiencing other cultures with my interest in business administration and marketing. My interest for a career in the business field was greatly influenced by my father, who is a businessman himself. 2) Five years from now I don’t know where I would see myself. I hope to have a job in either London or New†¦show more content†¦In order to improve my public speaking and leadership skills I can get involved on campus by joining business clubs and organizations such as The Florida Business Leadership Society or participating in the Heavener Leadership Challenge. Additionally, in order to gain experience in the work field I intend to apply for an internship abroad in London, which will also develop other important traits such as independence, flexibility, and cooperation. 1) Lynda.com taught me several news skills for using Microsoft Word that I did not previous know myself. I feel that one skill that is extremely beneficial for me in any future job includes the proper use of tab tables. Before watching this video I had always used spaces or the table function multiple times in order to create evenly spaced columns to make tables. Once I watched this video I realized t here is a much more efficient way of creating these tab tables which can be beneficial by saving a great deal of time and keeping the format of the document aligned. Mastering the use of tab tables can be useful in my future career because it can be used to draft contracts and legal paper work that must follow an expected format. Knowledge of this skill would make the drafting process much smoother. Additionally, knowing how to use this function would be more efficient and will also have a better presentation. For example, if I were to draft a table and needed to make a change much as the font size of type, the

A Research Study On Moravian College - 1120 Words

The Lehigh Valley is home to Allentown,Bethlehem, and Easton, as well as educational institutions such as Moravian College; in short, the Lehigh Valley, specifically Bethlehem is known for its diversity. In this research paper I will focus on Moravian College, its population and their interaction with each other when they are walking around the campus. In this research, I anticipate that while observing men and women of similar ages, men will tend to be more distracted and focused on just one topic, while women will be walking closer to each other and talking about multiple subjects. Both men and female will follow certain social norms that they were born into without realizing it. For this observation, I hypothesize that men will most†¦show more content†¦During this time of the day, there were many men and women also know as college students walking to their dorms with a group of friends and peers. To my own advantage, I was able to sit on a hammock which gave me the perfe ct view to see men and women come from different directions. In other words, it was rather easy to identify sidewalk behavior without making it obvious that I was making such observations. In this first attempt, in order to come up with the correct data, I counted all the men and all the women who were walking down the hill into their dorms, the number of single groups, the mixed groups, and everyone who was walking alone. Because no one noticed that I was observing their sidewalk behavior they didn’t do anything that would have affected my conclusion and data. Additionally, the second and final observation of my research took place in front of the Haupert Union Building otherwise known as the HUB. This observation took place on Tuesday, September 29,2015. The observation began at 7:00AM and concluded at 7:30AM. As many may or may not already know, Tuesdays are lab days for half of the student body at Moravian College , which means that this observation lacked the presence of students and as a consequence my data might have been affected by such student absence. To further describe the location

Proposal On Health And Safety Management Of Ooredoo - Samples

Question: Discuss about the Proposal On Health And Safety Management Of Ooredoo. Answer: Introduction Risks are an inevitable issue within the workplace issues. Risks need the conscious approach of the personnel for ensuring the safety and security of the personnel. On the other hand, absence of risk assessment compels the personnel to encounter complaints from the customers and clients. With the advancement in technology, health and safety management systems have found their place within the business operations in companies and organizations (McNeil, Frey and Embrechts 2015). These systems prove effective for the caregivers to provide quality and standardized care to the patients. This assignment looks into the benefits of healthmanagement systems and assesses the consequences if organizations like Ooredoo adopt one of these systems. Company profile With its headquarters in Doha, Qatar, Ooredoo serves the customers through the provision of quality telecommunications service. Thirst for innovating the quality and standard of the services, has enabled Ooredoo to accumulate a greater share in the local and foreign markets. According to the annual report of 2015, the company served over 114 million customers across the globe (Ooredooo.qa 2018). 68% of Ooredoos share is borne by the Qatar government, which are enlisted within Qatar stock Exchange and the Stock exchange of Abu Dhabi. As a matter of specification, Ooredoo operates in Middle East, Europe, Asia. Within this coverage, Algeria, Indonesia, Iraq, Kuwait, Maldives, Oman, Palestine and Tunisia is included. Widespread presence in these countries enables the company to reach to large number of customers at a single time. According to the annual report of 2015, the market capitalization of Ooredoo was QAR 301.2 billion, which is USD 82.7 billion. 2013 was the period, when Ooredoo bagged the Best Mobile Operator of the Year at the World communication Awards (Ooredoo.qa 2018). Utilization of health and safety management systems Ooredoo personnel is determined towards enhancing the lifestyle of the customers. Innovation is an integral part of the business activities. In order to serve the customers better, the company develops policies, so that the focus on catering to the needs, demands and requirements of the clients can be improved. The policies help Ooredoo personnel in enhancing their corporate social responsibility. This is also applicable for the aspect of health and safety management. The company provides the employees with safe and comfortable workplace. For management of the health and safety issues, the company makes use of Information and Communication Technologies (ICT) (Ooredoo.qa 2018). Along with this, Occupational Health and Safety management systems; qualitymanagement systems, in house standards and codes are also used by the company for managing the aspect of health and safety. However, risk management is one of the important systems, through which the company personnel manages the health and safety issues. Within this, the personnel make use of templates for gaining an insight into the potential risks, which the employees might face. This evaluation is done in the form of meetings, by involving the board panel, stakeholders and shareholders. At the initial stage, potential risks are discovered (Ooredooo.qa 2018). The next stage is the assessment of the intensity of the risks, followed by the process of gaining solutions for mitigating the risks. Permission is taken from the board panel and the risk managers for involving them in the risk assessment exercise. Drafts are sent to the higher officials regarding the meeting, which they want to arrange for achieving effective solutions for mitigating the risks. The written grants and allowances permit Ooredoo personnel to organize meetings for the adopting latest and modern health and safety management systems. Safe preservation of the written and signed drafts helps the Ooredoo personnel to avert the illegal instances and scandals (Ooredooo.qa 2018). Advantages of health and safety management systems used Information and Communication Technology (ICT) enhances the stability in the relationship between the personnel and the clients. Typical example in this direction can be the social media, which enables Ooredoo personnel to reach to a large number of audiences. Effective use of social media helps the personnel to convey the important information to the clients. Uploading the image of the health and safety management systems on the social media makes the clients aware of the latest activities undertaken by the company. Market survey helps the personnel to gain an insight into the latest health and safety management systems, which are ruling the market (Ooredoo.qa 2018). However, evaluation needs to be done for assessing the appropriateness of the systems in terms of ensuring the safety of the customers. Occupational health and safety management systems help Ooredoo personnel to provide first aid services to the employees. Herein lays the appropriateness of Health and Safety at Workplace Act. These systems inform the managers about the condition of the employees in the workplace. Consideration of CCTV cameras helps the managers to regulate whole of the workplace activities. This regulation is assistance in terms of achieving relevant solutions for the potential risks, which the employees might encounter while executing the allocated duties and responsibilities (Ooredoo.qa 2018). Quality management systems help Ooredoo personnel to regulate the quality of the healthcare service. Hiring quality experts proves beneficial in testing the quality of the systems before launching it for the customers. Tests are conducted for the newly adopted health and safety management systems. These tests assist the personnel to cater to the wellbeing of the customers and clients. The results of the tests are sent to the managers for estimating the resources needed for fulfilling the identified and specified aims and objectives. It is this estimation, which brings to the forefront the potential risks in the workplace operations (Ooredoo.qa 2018). In house standards, codes, practices and policies help the personnel of Ooredoo to develop trust, dependence and loyalty within the customers. Here, the role of statutory body of law attains an important position. This is in terms of setting the standards and protocols, which the personnel need to adhere and comply for efficient management of the health and safety issues. Consistent evaluation helps the personnel to reach to the benchmark level of performance. The perspective of the personnel, here, is to adopt strategic planning for mitigating the risks, which results in a systematic progression towards ensuring the wellbeing of the stakeholders (Ooredoo.qa 2018). Disadvantages and threats related to the used health and safety management systems used Lack of essential skills in the employees compels the managers of Ooredoo to receive complaints from the customers regarding the transmission of incorrect information. Not taking immediate steps for modifying this lack would result in customer turnover. This would provide opportunity to the contemporary brands to increase their sales revenue, adding vulnerability to the market position of the company. Moreover, it also broadens the gap between the personnel and the customers. This gap deprives the customers from knowing the latest activities adopted by the organization for managing health and safety issues. Absence of policies stalls the productivity of Ooredoo. This is in terms of haphazard form of the business operations (Ooredoo.qa 2018). Along with this, absence of policies means the employees perform the activities according to their wish, leading to negative results. This negativity means compromise with the needs, demands and requirements of the customers. This creates a negative impression of the brand in the minds of the customers, indicating loss, flexible enough for spoiling the reputation of the brand. Attaching the aspect of risk management, if there are no flexible policies, the employees and the customers would be hesitant towards investing in the services of Ooredoo (Ooredooo.qa 2018). This is an utter loss in terms of poor infrastructure. In terms of the occupational health and safety, policies are crucial in terms of generating trust, loyalty and dependence in the minds of the customers. However, in absence of the policies, none of the practices of the organization is good. Lack of risk mitigation policies and procedures aggravates the complexities of the personnel. Here, if any worker falls sick in the workplace, they would be compelled to suffer, as there would be no provision for first aid. Not using latest machines for testing the quality of the health and safety management systems produces negative results. Apart from this, not verifying the identity of the quality experts can lead to security issues for the Ooredoo personnel (Ooredooo.qa 2018). Even in this verification, quality machines are needed for speculating every spare part of the systems. Inconsistency in examining the machines would generate difficulties in operating the machines efficiently and effectively. Self-attempts in repairing the machines would result in loss of the organizational resources. Lack of unity and cooperation between the functional departments of Ooredoo, results in difference in opinion, conflicts, discriminations and harassments. These issues destroy the productive capability of the personnel. Apart from this, these instances destroy the stability in the relationship between the personnel and the customers. These issues compel the personnel to encounter illegal scandals and issues (Glendon, Clarke and McKenna 2016). Negligence towards these issues can spoil the reputation of the Ooredoo as a brand. Conclusion and recommendations Training can be one of an effective means for the modifying the aspect of knowledge gaps. The senior and the experienced managers can provide training to the employees about effective and judicious use of the health and safety management issues. Practical tests would help the managers to assess the capability of the employees to fulfil the assigned duties and responsibilities. Along with this, evaluation would bring to the forefront the drawbacks in the ways and means of carrying out the business activities. If this evaluation is done in the form of meetings, the managers would be able to gain an insight into the approach of the employees. Risk management is important to include in these meetings. Using risk assessment templates would enhance the clarity of the personnel regarding the ways and means adopted for mitigating the potential risks. Using search engine optimization would make the personnel aware of the latest and modern health and safety management systems. This optimizatio n is needed as the personnel of Ooredoo need to cater to every business aspect. Policies are important in terms of providing quality healthcare and safety facilities to the customers. Ooredoo can introduce accidental policies for ensuring the safety and security of the employees and the clients in the workplace. Taking feedbacks from the clients would help the managers to assess the effectiveness, appropriateness and feasibility of the proposed policies. Uploading the survey and the feedback forms on the website and social networking sites would help the personnel to provide smarter services to the customers. For this, efficient and flexible officials need to be posted on the customer help desk. This is in terms of catering to the needs, demands and requirements of the customers. Statutory bodies of law need to be constantly informed by the Ooredoo personnel in terms of assessing whether the business operations are executed in a legal manner. Their opinion is final and violation of their statements can lead to confiscation of the employment in case of the personnel. Assistance of the statutory body of law would be crucial in terms of developing the standards and protocols for managing the health and safety issues. Countering this, once a health and safety management system is adopted, it needs to be registered with the government. The documents of this registration need to be preserved carefully for averting illegal scandals and issues. As the health and safety management systems used by Ooredoo lack efficiency, therefore, the personnel need to organize meetings for deciding which system would be perfect for fulfilling the organizational requirements. For this, practical application of the available machines is needed. Rationality is important as the quality of the systems needs to be maintained. Innovation is one of the other aspects, which would help the personnel of Ooredoo to attract more customers. Market survey regarding the preference of the customers and recent studies regarding health issues would be beneficial in mitigating the potential risks, which the employees and customers might face while executing the allocated duties and responsibilities. Consistency in the execution of evaluation would help the personnel of Ooredoo to upgrade the standards of the business activities. References Bromiley, P., McShane, M., Nair, A. and Rustambekov, E., 2015. Enterprise risk management: Review, critique, and research directions.Long range planning,48(4), pp.265-276. Carbonara, N. and Pellegrino, R., 2017. How do supply chain risk management flexibility-driven strategies perform in mitigating supply disruption risks?.International Journal of Integrated Supply Management,11(4), pp.354-379. Chance, D.M. and Brooks, R., 2015.Introduction to derivatives and risk management. Cengage Learning. Cole, S., Gin, X. and Vickery, J., 2017. How does risk management influence production decisions? Evidence from a field experiment.The Review of Financial Studies,30(6), pp.1935-1970. Glendon, A.I., Clarke, S. and McKenna, E., 2016.Human safety and risk management. Crc Press. Haimes, Y.Y., 2015.Risk modeling, assessment, and management. John Wiley Sons. Ho, W., Zheng, T., Yildiz, H. and Talluri, S., 2015. Supply chain risk management: a literature review.International Journal of Production Research,53(16), pp.5031-5069. Hopkin, P., 2017.Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers. Leveson, N., 2015. A systems approach to risk management through leading safety indicators.Reliability Engineering System Safety,136, pp.17-34. McNeil, A.J., Frey, R. and Embrechts, P., 2015.Quantitative risk management: Concepts, techniques and tools. Princeton university press. Ooredooo.qa (2018). About us. Available at: https://www.ooredooo.qa/portal/OoredoooQatar/home [Accessed on 10th Marh 2018] Reason, J., 2016.Managing the risks of organizational accidents. Routledge. Shatkin, J.A., 2017.Nanotechnology: health and environmental risks. Crc Press. Wager, K.A., Lee, F.W. and Glaser, J.P., 2017.Health care information systems: a practical approach for health care management. John Wiley Sons.

Should Racist Speech Enjoy Protection Under The First Amendment Essays

Should Racist Speech Enjoy Protection under the First Amendment Prejudice and racial stereotyping are two of this country's greatest problems today. Many people in our society have tried to find ways to eliminate or at least limit these types of behavior, but have met with very limited, if any, success. Because of the complex nature of racism and racist acts, coupled with the fact the first amendment prohibits the government from limiting the publics' right to free expression and speech, the Federal government has been ineffective in eliminating racist actions that pervade our society. State governments and institutions have attempted to set up their own laws condemning such actions, but have been wholly unsuccessful. Some of those waging a war on racism have established anti-discrimination policies, and have had these policies challenged as a result. Central Michigan University, for example, had instituted a discriminatory harassment policy, only to have it shot down by the Supreme Court in 1995 on grounds that the policy "necessarily requires [the] university to assess racial or ethnic content of speech." Since Central Michigan University is a State school, the First Amendment prohibits it from enacting regulations that would limit an individual's right to free speech unless the regulations, according to a 1986 ruling by the Supreme Court, are "narrowly and precisely designed." As you can imagine, precisely tailoring any statute in order to prohibit racist speech is nearly impossible - and as many other speakers have already said, banning the current racial slurs will only create new ones. Additionally, an outright ban on racist speech and ideas could likely lead to a higher level of violence in our society. A number of other supreme court rulings have come out in favor of protecting all speech, including racist speech, such as: A 1941 ruling on the case of Sullens v State, stating that the "Freedom of speech includes freedom to speak unwisdom or even heresy." A 1949 ruling on the case of Terminillo v Chicago, stating that "Attacks on racial and religious groups are protected by right of free speech in absence of showing of serious substantive evil that rises far above public inconvenience, annoyance, or unrest?" A 1952 ruling on the case of Joseph Burstyn, Inc. v Wilson, stating that: "[The] First Amendment prohibits [the] state from banning communication of ideas deemed by some to be blasphemous or sacrilegious." A 1965 ruling on the case of Cox v Louisiana, stating that "Freedom of speech is of paramount importance and may not be denied merely because it may create dispute." Thus with these rulings, and with the only notable exception being in the case of the utterance of "fighting words," which are defined as "words which by their very utterance inflict injury or tend to incite immediate breach of peace," racist speech is currently protected under the First Amendment. Some would argue, however, that any racial slur or racist speech has no place in today's society, and that the general public does not want to hear and should not be subjected to hearing such outright bigotry. But does the right to speak one's mind outweigh the listener's rights? Apparently, yes, it does. According to the supreme court in the case of the National Labor Relations Board v Montgomery Ward & Co. (1946), the "First Amendment is concerned with freedom of thought and expression of [the] speaker or writer, not with conditions under which [the] auditor receives [the] message? [the] First Amendment does not require that [an] audience shall have volunteered to listen." This ruling essentially invalidates the argument, and forces the listener into a position where he must decide what to listen to and what to ignore, which is what we all do anyway. Allowing racist speech is an important thing, though. Without it we would have no 'litmus test' available to test the racial tension in our country, and would therefore have no way to combat it. By allowing free speech to continue and by researching other methods of ending racism, we can get at the root of the problem and stop racism before it starts. The key is not to limit or control action, but rather to influence reason and thought. There are a number of

Apollo Hospital Essay Example

Apollo Hospital Essay Example Apollo Hospital Essay Apollo Hospital Essay The ‘‘wow’’ factor in service relies on constant innovation and demands continuous and sensitive focus on all issues that may affect the patient’s stay in a hospital. Every touch point of the hospital needs to be ‘‘alive’’ and the client must be able to feel the warmth offered. The culture of service is imperative in today’s scenario, where the differentiators could just be the manner in which services are offered. All the major players could replicate infrastructure within a short span of time, but not the service culture. Dr. Umapathy Panyala, Chief Executive Officer, Apollo Hospitals, Bangalore (March 2013) Dr. Panyala, CEO, Apollo Hospitals, Bangalore believed that in the future, the hospitality aspect of hospitals- the service provided to patients- would differentiate Apollo Hospitals from a large number of equally competent competitors in the growing Indian healthcare industry. He had set up a quality department at the Apollo Hospital in Bangalore, headed by Dr. Ananth Rao. Apart from being an expert on Metabolic Diseases and Biochemistry, Dr. Rao was also a Lean Six-Sigma black belt from the Indian Statistical Institute, Chennai. You can’t manage what you don’t measure- although this may sound cliched; I am still a firm believer of this philosophy and want to apply this, especially in the hospitality part of hospitals. Clinical benchmarking is a compulsory requirement and is taken care of; however, patients have so many other touch points in their stay at hospitals- the hospitality part. Some of the world-class hotels (such as the Ritz–Carlton) have performed benchmarking to standardise their hospitality offerings; at the same time, its employees are allowed to use their judgment to provide whatever delights the customer in every visit. 1 We want to internalise this in our culture as well. – Dr. Ananth Rao, Head–Quality Department, Apollo Hospital, Bangalore (March 2013) Dr. Rao also believed that the hospitality aspect would differentiate Apollo Hospitals from its competitors. Patient cure and care played very important roles in hospitals. Many patients were generally anxious when in a hospital and the sense of disservice increased their anxiety level very easily. Integrating healthcare and hospitality was essential for creating patient-focused care. Hospitality aspects included a smooth admission procedure, friendly medical and non-medical staff, comfortable furniture, varied choices on the food menu, attractive surroundings, recreational facilities, privacy, clear signposting, adequate provisions for visitors, and so on. 2 Important aspects of hospitality were managed by the nursing staff and other non-medical staff, which meant inherent variability of service owingto human interventions. Dr. Panyala and Dr. Rao wanted to measure the hospitality aspects at Apollo Hospitals and improve hospitality to create a world-class hospital. Dr. Rao and his team collected feedback every day from the patients and received a number of complaints, ranging from not having a TV remote to long response time on the part of nursing staff in attending to requests from patients. For Apollo Hospitals, it was important that the patients’ experience in the hospital was not compromised, since it could have a significant financial impact. Managing the hospitality elements of the hospital was as important as managing the clinical aspects. Apollo Hospitals had a stringent process in place to take care of clinical aspects. Dr. Rao wanted to improve the hospitality at Apollo Hospitals by reducing the 1 Hall, J. M. and Johnson, M. E. , When should a process be art, not science, Harvard Business Review, 2009, 1–9. Hepple, J. ,Kipps, M. and Thomson, J. , The concept of hospitality and an evaluation of its applicability to the experience of hospital patients, International Journal of Hospitality Management, 1990, 9(4),305–318. 2 Suhruta Kulkarni, Kripa Makhija and U Dinesh Kumar, Professor of Quantitative Methods and Information Systems, prepared this case for classroom discussion. V Sandeep assisted in data collection and analysis. This case is not intended to serve as an endorsement or source of primary data, or to show effective or inefficient handling of decision or business processes. Copyright  © 2013 by the Indian Institute of Management Bangalore. No part of the publication may be reproduced or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) – without the permission of Indian Institute of Management Bangalore. This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 2 of 20 number of complaints from patients; he also wanted to achieve significant improvement in sigma levels measured through the Six Sigma performance scale. According to Dr. Ananth Rao: The immediate challenge is to understand the patients’ sentiment towards the hospitality provided and to design a process improvement plan that is affordable. Apollo takes feedback from patients every day and the quality department staff interviews many patients every week to understand their needs. Dr. Rao was aware that improving hospitality at Apollo Hospitals was going to be a continuous exercise in improvement; collecting feedback was one way of approaching the process of continuous improvement. He treated every complaint as a â€Å"defect† and planned to use lean Six Sigma concepts to eliminate defects. Implementing Six Sigma in all departments was likely to be a challenge since departments such as housekeeping faced high attrition rates. His immediate objective was to introduce a system where future complaints related to hospitality could be reduced. Also, how much importance should be given to hospitality by Apollo Hospital was one of the dilemmas faced by Dr Rao and he wanted to set a realistic target for Sigma level in hospitality at Apollo. APOLLO HOSPITALS: THE TRENDSETTER Dr. Prathap C. Reddy, founder of Apollo Hospital Enterprises Ltd. (AHEL) had accomplished a successful medical career in the United States. He returned to India in 1972 to contribute to the healthcare system in India. Health infrastructure in India was very poorly developed in the 1970s. In 1971, there were 3,862 hospitals and 12,180 dispensaries with a total of 348,6553 beds for a population of 548,159,6524- a ratio of 6. 36 beds per 10,000 people as against the ratio of 9 beds per 10,000 people in 2011. 5 India’s first National Health Policy was declared in 1983,6 almost 36 years after independence, which was an indication of the neglect faced by the health sector in the country since independence. Dr. Reddy had set up a good medical practice in India and used to send patients outside the country for specific treatments. However, in 1979, a young patient died as he could not arrange the money for treatment in the United States. Dr. Reddy then decided to provide the best of medical treatment from the West to patients in India with an emotional touch, calling it â€Å"High Tech with High Touch. † Apollo was a doctor-promoted enterprise- 10,000 Indian doctors, 4,700 U. S. -based doctors, and 60 doctors from the United Kingdom invested approximately USD 5,000 to start the venture. Dr. Reddy selected the best of the talent available to ensure the best possible service and care. He also ensured that a clear distinction was maintained between business management and clinical management. 7Apollo pioneered world-class healthcare in India, which was later emulated by several other hospitals. Apollo focused on technological excellence and garnered many firsts to its credit in the country. Apollo was the first not only in India but also in South Asia to launch Oncological Robotic Surgery, G4 Cyberknife Robotic Radiosurgery System, 320-slice computed tomography scanner, 64-slice positron emission tomography-computed scan system, full-field digital mammography with tomosynthesis, and many such technologies. 8 According to Dr. Rao, Apollo intended to carry forward technological excellence in hospitality to provide patients with the best cure and care services. Dr Preetha Reddy, Managing Director, Apollo Hospitals Enterprises Limited has been the pioneer and chief architect of the tender loving care –TLC ‘‘mantra’’, a pillar of the Apollo way, which is affectionately applied to every patient at Apollo Hospitals. â€Å"The patients and staff comprehend this language better,† she points out. The concept of TLC integrates service delivery with clinical outcomes resulting in exceptional patient experiences9,10. 3 Background Papers: Financing and Delivery of Healthcare Services in India, National Commission on Macroeconomics and Health, Ministry of Health and Family Welfare Government of India, 2005, p. 47. 4 Source: http://cyberjournalist. org. in/census/cenpop. html, accessed on March11, 2013. 5 Source: globalhealthfacts. org/data/topic/map. aspx? ind=78, accessed on March11, 2013. 6 Health Research Policy, Indian Council of Medical Research, New Delhi, (October 2007). 7 Mitra, M. , The Apollo Mission, Corporate Dossier with The Economic Times, June 1, 2012. 8 Apollo Investor Presentation, www. apollohospitals. com, accessed in January 2013. 9 N Amarnath, and D Ghosh, The Voyage to Excellence: The Ascent of 21 Women Leaders of India Inc. , Pustak Mahal, pp. 80-95. 10 apollohospitals. com/apollo_pdf/dr_preetha_reddy_managing_director. pdf This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 3 of 20. CLINICAL BENCHMARKING Apollo Hospitals had been using a clinical score card called [emailprotected] (Apollo Clinical Excellence), which measured and monitored clinical excellence among the group’s hospitals. [emailprotected] measured 25 clinical parameters (Exhibit 1) every month, which were benchmarked against global standards. [emailprotected] was launched on September18, 2008 and used across 32 hospitals of the group. Clinical benchmarks were published by various institutions and bodies such as Cleveland Clinic, Mayo Clinic, and National Healthcare Safety Network (NHSN), among others. Hospitals were grouped according to their bed strengths, locations, services offered, and so on. Group A hospitals had to report 25 parameters- 23 were common parameters, while two were location-specific. Group B and Group C hospitals had to report 15 and 10 parameters, respectively, out of which two were location-specific. [emailprotected] was an internally developed clinical scorecard, created by drawing upon the wealth of expertise available within Apollo. An audit committee at the corporate level was set up to validate the data, methodology, and definitions followed at each location. According to Sangita Reddy, Executive Director, Apollo Hospitals Group: We needed a yardstick like [emailprotected] that would pit us against international institutes like Cleveland Clinic, Mayo Clinic, and others, and position us on the global healthcare firmament for excellence in clinical quality. This also enables us to assess where we stand and where we need to 11 be, while pursuing excellence in clinical quality. Apart from this internal benchmarking exercise, seven of Apollo’s hospitals were accredited by the Joint Commission International (JCI); and it was the largest group in South Asia to be accredited by the JCI. The JCI was a U. S. -based accreditation body dedicated to improving healthcare quality and safety around the world and recognized as the gold standard for hospitals. Apollo was also accorded the Superbrand status by the Indian Consumer Superbrands Council, which recognised that the best practices were used in the brand. Apollo was the 12 only hospital that was accorded the Superbrand status in India. There were other accreditations that several Apollo hospitals had achieved (Exhibit 2). According to Dr. Panyala, Living the brand should be our focus in every initiative or activity we perform. Apollo Hospitals has been one of the consistent names among the Superbrands. The perceived value of a brand like Apollo Hospitals is set very high in the backdrop of the decades of service and excellence it has offered. Clients need to see and experience that value, and the gap between perceived value and obtained value must be zero at best or at a bare minimum. PATIENTS’ FEEDBACK AND REAL-TIME ACTION On average, a patient spends 80% of the time in hospital for the care part rather than the cure, and we need to focus on care to ensure speedy recovery and maximum satisfaction. Hospitality is critical in healthcare as the patient and his/her attendants are already distraught and highly anxious. Hospitality is driven mainly by human interventions- in nursing, housekeeping, as well as food and beverages. It is very difficult to ensure consistency of quality and hence, we want to benchmark these to ensure we provide the best quality of hospitality all the time. –Dr. Ananth Rao, Head–Quality Department, Apollo Hospital, Bangalore (December 2012) Dr. Rao believed that although clinical services formed the core of Apollo’s services and brand image, hospitality would support the brand, and in the long run, both would merge to form the Apollo brand (as shown in Exhibit 3). All services that did not require core clinical expertise were classified as hospitality services, including services such as billing, dietician service, food beverages, facility, housekeeping, nursing, facility, and overall operations. Each service was executed through a variety of processes. All the processes included in each service were identified and defined with regard to the procedure, timelines, required output, and so on. All the processes were mapped and the quality measures defined; these would be used as Sigma metrics. 11 12 Express Healthcare, (2010), http://healthcare. financialexpress. com/201009/strategy01. shtml Source: http://kolkata. apollohospitals. com/newsroom/271-apollo-hospitals-only-healthcare-super-brand-in-india. html This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 4 of 20 The Quality Department, established under the leadership of Dr. Rao, comprised two dedicated staff- Soumi Dutta and Nisha Maria- who looked after a variety of quality-related issues. Soumi and Nisha collected feedback from the patients between March 2011 and December 2012using the form presented in Exhibit 4. Patients were asked to rate each department on a scale of 1 to 10. Additionally, open-ended feedback such as patients’ comments, opinions, or suggestions was also collected. A schedule was developed for collecting feedback, which ensured that Soumi and Nisha collected feedback from a cross-section of patients; this also ensured that no biases crept into the feedback. The feedback collection methodology is shown in Exhibit 5. Soumi and Nisha were trained to collect frank, free-flowing feedback from the patients. If they received complaints while collecting feedback, they would immediately inform the department concerned and get the errors rectified, whenever possible; or ensure that the complaints were addressed to the patient’s satisfaction in real time. One of them recollected the following anecdote: A patient had complained that the door was not getting locked properly. I got in touch with the facility personnel and they worked on the door and the lock and fixed the problem- all in a matter of 25 minutes from the moment it was brought to my attention. The patient was satisfied with the immediate solution. However, we did not stop there. We teamed up with the facility team and checked every door of the hospital and repaired them if required. We wanted to ensure that such complaints were not repeated. The feedback collection process served multiple objectives such as collecting open-ended feedback from patients, resolving the issues in real time, and further auditing the actions of the service departments. The real-time escalation flowchart is shown in Exhibit 6. The feedback was saved on an MS Excel spread sheet, and stored on a monthly basis for easy retrieval. The data was then analyzed using various parameters and trends were plotted for each service. At Apollo, each service was related to a department; hence, it was easier to deal with the complaints and determine monthly improvements. FEEDBACK ANALYSIS From March 2011 to December 2012, 1,434 complaints were received from among the 1,38,600 in-patients treated during that period (approximately 1. 03%). A Pareto chart was plotted for these complaints (as shown in Exhibit 7). The housekeeping department received the maximum number of complaints, while the dietary service had the least number of complaints. The department-wise spread of complaints is shown in Exhibit 7. Some of the complaints were genuine concerns while some were related to minor discomfort. A few of the complaints were very specific, while some were generic. All of these were analyzed, which would enable the hospital to work towards reducing the overall number of complaints. Some of the sample complaints from each department are provided in Exhibit 8. According to Dr. Rao, Every complaint is an opportunity to improve. We keep looking for the smallest of the complaints, which will help us in improving our quality by several levels. Sometimes it is difficult to interpret the complaints and it is even more complex to develop strategies that will enable a better patient experience. The complete data set was analyzed to determine the word frequency count in the complaints section. The significant words with their frequencies are shown in Exhibit 9. This analysis was used to focus on specific tasks to ensure reduction in the number of complaints. For example, the most significant word was â€Å"time† and it was associated with delays in response time for the various services. The twenty-fourth most frequent word was â€Å"late,† which is again related to response time. Thus, the word frequency technique helped in focusing on problem areas. Based on the results of the analysis, benchmarks were set in consultation with the respective department for the response time of each service as shown in Exhibit 10. Apart from this quantitative analysis, another approach was used to analyze the feedback and obtain deeper insights for quality improvements. Dr. Rao used the term â€Å"defect-defective† from the Six Sigma methodology- one â€Å"defective† product/service could be caused by one or several â€Å"defects†. According to Dr. Rao, This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality. Page 5 of 20 Any complaint from a patient is considered as a ‘‘defective’’. For example, consider the complaint: ‘‘Food is not served on time’’. This complaint may arise due to several reasons such as food not being prepared in time, food not being delivered on time, patient changing his/her order, etc. It is essential to identify these defects in order to eliminate the defective. On receiving a complaint from the patient, which was termed as â€Å"defective,† defects that led to the defective (complaint) were identified. Root-cause analysis was performed on all the processes of the identified defects. The processes were re-engineered to eliminate all the defects and a pilot study was conducted using the â€Å"Define Measure Analyse Improve Control† (DMAIC) cycle. Once the process was found acceptable, it was then deployed across locations. This was followed by routine and surprise audits to ensure that the process was being followed as defined to ensure customer satisfaction. The flowchart is shown in Exhibit 11a and b. All feedback related to medical services was escalated to the Medical Director’s office. In addition to this, the Quality Department at Apollo Bangalore developed a methodology called the Daily Point Average © or DPA ©. The ratings provided by patients for different departments were used to calculate the DPA ©. The departments had to improve these ratings over a period of time. The DPA © effectively captured the â€Å"mind of the customers† since the feedback was collected during the patients’ stay and not at the time of discharge. BENCHMARKING OF HOSPITALITY Hospitality required high human involvement and was very specific not only to local cultures but also to each individual. Since a patient had to stay in a hospital to get cured, hospitality automatically came into the picture. Hospitality in various hospitals was very different owing to the surroundings and differences in customer (patient) requirements. Patients did not walk into a hospital out of volition- they came in only because there was some problem. Under such conditions, the patient would be very agitated and any small thing that was out of place would become a big issue. Any kind of delay would be extremely intolerable and all the services had to be perfect all the time. Even in the hotel industry, hospitality was not standardized and benchmarks were not available. The Ritz–Carlton hotels, which are considered the gold standard in the hospitality industry, had used Six Sigma and benchmarking for their hospitality business. 13 Although benchmarks for clinical services were well-established, those for hospitality in hospitals were yet to be established. Apollo Bangalore developed benchmarks for several common complaints with three levels of services (as shown in Exhibit 10) by adopting the Kano model, which was developed by Noriaki Kano (Exhibit 12). This model was used across service industries and it helped in understanding customer expectations from any product or service. The threshold or the basic quality was the minimum requirement of the customer, which would be taken for granted even if it were present; however, if it were not there, the customer would complain about its absence. Normal or performance quality was something that the customer would expect because these were stated either by the product/service provider or by the customer as a requirement. This quality was observed by the customer and its absence would cause discomfort and disappointment. Exciting quality of the service or product was something that would not disappoint the customer; the presence of this would delight the customer, since the customer did not expect this quality. With time, the exciting quality would become performance quality and the performance quality would become a basic quality. Hence, the manufacturer or the service provider should always strive to provide new exciting qualities. Accordingly, several metrics were defined for benchmarking. For example, patients were informed that routine hospital-provided meals would be served within 10 to 20 minutes of every mealtime. This became a performance attribute. The threshold requirement of the patient would be that meals should be served within 20 minutes after placing the order. If the meal was served within 10 minutes, the patient would be delighted. However, if this customer (patient) were to come to the hospital again, she/he would expect the meal to be delivered within 10 minutes; this then would become a performance quality for her/him. 13 Source: qfdi. org/newsletters/six_sigma_qfd_hotel_application. html This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 6 of 20 FINANCIAL IMPLICATIONS The Quality Department required funding for data collection, analysis, and other related activities. These expenses affected the bottom line of the hospital. However, from March 2011 to December 2012, the number of re-visits increased, which implied that customer loyalty had increased. There was a 15% increase in the number of inpatients. Earlier, high discounts had been offered to dissatisfied patients owing to errors in service or poor quality of service. Gradually, there was a reduction in the discounts provided, which was a direct result of better satisfied patients. Additionally, owing to better processes, cost of quality (in terms of re-work and consumable wastage) had reduced, which helped in improving the bottom line. Further, owing to better service and higher levels of satisfaction, the patients acted as brand ambassadors for Apollo and provided word-of-mouth publicity, which improved the top line. Another example of decreased turnaround time and a resultant increase in profitability was seen in the Biochemistry Lab at the Apollo Bangalore Hospital. Dr. Rao headed this lab and he understood the patients’ requirement of receiving diagnostics reports in two hours instead of three. Dr. Rao and his team redesigned the process using 5S and lean concepts and managed to reach a turnaround time of two hours. Profits from the Biochemistry Lab nearly doubled after the decrease in turnaround time; while the cost of consumables increased by only 11%. Even though the Apollo team was trying to improve customer satisfaction, it still faced the question of how much satisfaction could be actually provided to the customer considering the room tariffs that were charged. As seen from Exhibit 13, the charges at the Apollo Bangalore Hospital ranged from USD 25 for a basic room to USD 120 for the Platinum Suite. A Ritz–Carlton basic room would cost USD 799 at Washington, U. S. A. and USD 165 at Kuala Lumpur, Malaysia (per person, per night). 14 The Apollo team might be able to provide high quality hospitality to patients in the Platinum Suites. However, the aspiration to provide the same service to patients in other rooms might not be financially feasible. The team was trying to build high levels of service for the Platinum Suites. However, the volumes in the other rooms were too high to be ignored, especially in the Indian context. Additionally, customer loyalty was extremely important to Apollo; in Dr. Panyala’s words, Customer loyalty and not mere retention is what we need to focus on. It is important to think ahead of the customer to identify issues that may compromise the experience. QUANTIFYING HOSPITALITY ACROSS APOLLO According to Dr. Rao, Once, we develop the benchmarks and the Sigma metrics, we want to replicate the system across all Apollo hospitals in the country. Each hospital will have to devise its own benchmark and Sigma metrics. However, we want to provide a framework for developing these and then measuring the outcomes. All the hospitals would then be compared by equalisation of scores and would benefit from one another’s learning†. After collecting the feedback and attempting to set benchmarks, Dr. Rao knew that he needed to go deeper and analyze each service through the complaints, set up relevant benchmarks, and target certain Sigma levels for each benchmark. He wondered whether they could collect and analyze data in a better manner. He wanted to arrive at the basis for the cost-benefit analysis of this activity. Looking at the complaints and the analysis, Dr. Rao had two major questions on his mind: 1. 2. 14 What strategy should be used to reduce the number of complaints and sustain the culture of excellence at Apollo Hospitals, Bangalore under the leadership of Dr. Panyala? Given the manual intensive processes involved in addressing the hospitality issues, what is a good Sigma level? Could Apollo set a target for Sigma level in hospitality? Source: www. ritzcarlton. com, accessed on April 15, 2013. This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 7 of 20 Exhibit 1 [emailprotected] parameters Sl. Parameter No. 1 Coronary artery bypass grafting (CABG) mortality rate. 2 Complication rate post coronary intervention(percutaneous transluminal coronary angioplasty; PTCA) 3 Average length of stay (ALOS) post angioplasty 4 Average length of stay (ALOS) post total hip replacement (THR) 5 Average length of stay (ALOS) post total knee replacement (TKR) 6 Complication rate for total knee replacement (TKR) 7 Average length of stay (ALOS) post renal transplant 8 Average turnaround per dialysis chair per day 9 Average length of stay (ALOS) post transurethral resection of the prostate(TURP) 10 Complication rate transurethral resection of the prostate(TURP) 11 Endoscopy complication rate. 12 Patient satisfaction with pain management 13 Door to thrombolysis time in ischemic stroke in emergency room (ER) 14 Percentage conversion of coronary angiographies to coronary artery bypass grafting (CABG) 15 Catheter-related blood stream infection (CR-BSI) 16 Ventilator associated pneumonia (VAP) 17 Catheter-related urinary tract infection (CR-UTI) 18 Average length of stay (ALOS) in hospital 19 Average length of stay (ALOS) in intensive care unit (ICU) 20 Door to CT time in stroke cases in emergency room (ER) 21 Surgical site infection (SSI – Clean wound) 22 Medication errors. 23 Average length of stay (ALOS) post modified radical mastectomy (MRM) 24 Average length of stay (ALOS) post microdisectomy 25 Average urea reduction ratio* 26 Percentage of patients achieving/maintaining haemoglobin level of 11gram or higher after 3 months of dialysis in end stage renal disease (ESRD) *Optional This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality. Page 8 of 20 Exhibit 2 Accreditation of Apollo Hospitals Accreditation Joint Commission International (JCI) Delhi, Apollo Hospital Location Chennai, Hyderabad, Ludhiana, Bangalore, Kolkata, Dhaka National Accreditation Board for Hospitals Madurai, Chennai Healthcare Providers (NABH) National Accreditation Board for Laboratories (NABL) Chennai ISO 9002 Chennai Source: Apollo Investor Presentation (retrieved from www. apollohospitals. com in January 2013) Exhibit 3 Apollo Brand–Clinical and Hospitality Services Core Clinical Services Hospitality Source: Interview with Dr. Ananth Rao. This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 9 of 20 Exhibit 4 Feedback Form YOUR FEEDBACK Thank you for choosing Apollo Hospitals for your healthcare needs. As a quality improvement initiative, we are looking for improvements in parameters towards ‘‘Service Excellence’’ of our hospital. Please provide a few minutes of your valuable time for a personal interaction. How satisfied are you with your experience and the services provided by our hospital on a scale of 1 to 10? 1. MEDICAL SERVICES 1 2 3 4 5 6 Poor 2. NURSING SERVICES 1 2 3 7 8 Good 4 5 6 3. OPERATIONS ADMINISTRATION 1 2 3 8 5 6 7 1 2 3 1 2 4 3 5 6 7 1 2 3 10 Excellent 8 9 10 Good 4 5 6 Poor 6. FACILITY MAINTENANCE 9 Good Poor 5. HOUSEKEEPING SERVICES 10 Excellent 8 Poor 4. FOOD BEVERAGES 9 Good 4 7 Excellent 8 9 Good 4 Poor 5 6 10 Excellent 7 Poor 9 7 10 Excellent 8 Good 9 10 Excellent COMMENTS (OVERALL): Patient Name (Optional): UHID: Date of Admission: Room No: Signature: Date: This document is authorized for use only by NIKITA VAIDYA in Nutrition 346 taught by Carol Blindauer, at Dominican University Illinois from January 2015 to May 2015. For the exclusive use of N. VAIDYA, 2015. Apollo Hospitals: Differentiation through Hospitality Page 10 of 20 Exhibit 5 Feedback collection methodology A Typical Process Map: DPA Daily Data Collection Method 1:00pm–2:30pm Data consolidated; DPA Score developed* 11:00am–1:00pm Survey conducted Point of Data Colle ction Score given to IT Dept. disseminated to individual stakeholders via.