Salem Telephone Company Case Solution Essay Example for Free

Salem Telephone Company Case Solution Essay In order to improve their net income, Flores has suggested three options as follows. Option 1 is to increase the price to $1,000 per hour while reduce demand by 30%; option 2 is to reduce the price to $600 per hour while increase demand by 30%; option 3 is to increase revenue hours by up to 30% through increasing their promotion cost. Each option will affect net income in the following ways: For option 1: Profit 1 = 205 hours * $400 per hour + $1,000 per hour * (138 * 70%) hours – total hours (205 + 138 * 70%) * variable cost $28.7 per hour – total fixed cost 2,939= -,994. 92 For option 2: Profit 2 = 205(400) +600(138 * 130%)-(179.4 +205)*(28.7) -212,939= -$34,331.28 For option 3: Profit 3 =205(400) +800(179.4)-(205 + 179.4)*(28.7) -212,939 = $1,548.72 In conclusion, for option1 and 2, both will decrease in net income. Option 1 will decrease net income by (-30,383) (-42,994.92) = $12,611.82, and option 2 will decrease net income by (-30,383) (-34,331.28) = $3,948.18. For option3, net income will increase to a benefit amount. If the promotion expense is equal to or less than 1548.72, this option should be taken consideration. On the other hand, if the promotion expense exceeds 1,548.72, the net income will turn into negative. However, as long as it is more profitable than -$30,383, option 3 is the optimal choice. Since option 1 and 2 make their net income even worse and option 3 requires them to spend very little on promotion, there is a suggestion to close SDS instead of keeping it. However, if they close SDS, the change in their net income will be: Exhibit 5 They will save costs in maintenance, power, and so on, but they will lose the rent profit $8,000 if there is no other company rents that floor. Besides, they need to outsource and the outsourcing cost will be 205 hours * $800 per hour = $164,000. Therefore, as it is shown in Exhibit 5, their extra cost of closing SDS will be $94,356. If they don’t rent the place to other companies, they will suffer more loss than keep SDS. As a result, they should keep SDS instead of closing it. What they can do to make their income better is to use option 3, which is to increase commercial revenue hours by up to 30% through putting more money on promotion. This may be unrealistic because if we look into their promotion cost in March, we find out that they spent $8,083 (increased 15% compared to February) on promotion and they increased commercial revenue hours by only very few percentages (only roughly 2%). In order to control their increase in promotion cost fewer than 1548.72, they need to increase only roughly 20% of promotion costs to reach a 30% increase in commercial revenue hours. Assume the relationship between promotion costs with commercial revenue hours is what we observed in February and March (15% increase in promotion cost brings an 2% increase in commercial revenue hours), they need to increase (30% / 2%) * 15% = 225% in promotion costs, which would be 8083 * (1 + 225%) = 26,270. Under this assumption, net income of choosing option 3 will turn out to be 1548.72 – 26,270 = -24,721.28. Still, option 3 would bring them least loss and it is the optimal choice.

Human Resource Management in the FMCG Industry

Human Resource Management in the FMCG Industry Human resource management (HRM) is that part of management process which makes, enhances, manages and develops the human element of the enterprise measuring their resourcefulness in terms of talents, abilities, total skills, creative, knowledge, and potentialities for effectively contributing to the organizational objectives. Human resources are precious and a source of competitive advantage. Human resources may be tapped most effective by mutually standard policies which promote promise and foster an inclination in employees to act flexibly in the interests of the adaptive organizations pursuit of excellence. Human resource policies can be joined with planned business and used to reinforce appropriate culture. Human resources play a critical role in enabling the organization to effectively deal with the external environment challenges. The human resource management has been accepted as a strategic partner in the formulation of organizations strategies and in the implementation of such strategies through human resource planning, employment, training, appraisal and rewarding the personnel. Strategic management of human resources facilitates creation of competitive advantage for the organization over its rival by building unique human resource based competence. An organizations recruitment, selection, training, performance management process and compensation practices can have a strong influence on employee competence. Company output increase if the management can hire more experience well qualified candidate. Performance appraisal takes in account the past performance of the employees and focuses on their improvement for the future performance of the employees through counseling, coaching or training. The human resource strategy of a business should reflect and support the corporate strategy. An effective human resource strategy includes the way in which the organization pans to develop its employees and provide them with suitable opportunities and better working conditions so that their optional contribution is ensured. This implies selecting the best available personnel, ensuring a fit between the employee and the job and retaining, empowering and motivating employees to perform well in the direction of corporate objectives. Statement of Purpose Consumer packaged goods (CPG) Organization, alternatively called as FMCG industry mainly deals with the production, marketing and selling of consumer packaged goods. The FMCG or Fast Moving Consumer Goods are those goods which are generally consumed at a regular interval by the consumers. FMCG industry has some of the main activities like financing, selling, purchasing, marketing etc. The industry also contributes or also involved in general management supply chain, operations and production. FMCG industry gives a variety of consumables and consequently the amount of money is very high which is circulated against FMCG products. Day by day the competition between the FMCG producers is increasing consequently the investment in FMCG industry is increasing. FMCG Sector in India is estimated to grow at a very high rate by 2012. PRIME FMCG PRODUCTS Some general FMCG product categories include dairy products and food, drinks, coffee, tea, tobacco and cigarettes, glassware, paper products, pharmaceuticals, dry cells, electronics, prepacked food products, plastic goods, watches, greeting cards, soaps, printing and stationery, household products, detergents, photography, drinks etc. In FMCG industry some of the features which made this organization as a strong distribution networks are small operational cost, as a prospective one, presence of renowned FMCG companies. Population growth is also one of the major factors behind the success of this industry. Introduction GOOD FOOD, GOOD LIFE NESTLE is a very popular brand in all over the world. It basically supplies packaged food. It was established and has headquartered in Vevey, Switzerland. Nestle was established in 1905 when the two companies was merged. The first company was established in 1866 by Page Brothers to produce milk products and their company name was Anglo-Swiss Milk Company in Cham, Switzerland and the second one was Farine Lactà ©e Henri Nestlà © Company to supplies an infant food product set up in 1867 by Henri Nestlà ©. Nestlà ©s have a trademark (birds in a nest), derived from Henri Nestlà ©s personal coat of arms, evoke the values upon which he founded his Company. Nestlà ©s have their no. of brands which are well-known worldwide; list of all the products has made the company a international market master. Some of their famous products are coffee, chocolate, ice cream, confectionery, milk, pet food bottled water. FAMILY OF NESTLE Family of NESTLE consists of products related to: Milk Nutrition Beverages Prepared dishes cooking aids Chocolates confectioneries NESTLE is one of the well known FMCG company. In the Every part of the world, the Nestlà © name represents a commitment or promise to the customer that the product is of high standard and safe. NESTLE support the UNGC (United Nations Global Compacts). UNGC guiding principles on human rights, their aim and labour to offer an example of better labour practices and human rights all over his business activities. Nestle people played a major role for his success. Nestle people give the equal respect and dignity to each other and expect from the every employee to share and contribute their opinions and views to improve Company personal development and results and also promote a sense of personal responsibility. Nestle recruit motivated and competent people, who know and respect our values, provide equal opportunities for their advancement, development, protect their privacy and do not tolerate any form of discrimination or harassment. Human resources of an organization can provide it with a reasonable advantage over its competitors in the fast changing environment. This calls for the strategic management of human resources for the accomplishment of corporate objectives. STRATEGIC HUMAN RESOURCE MANAGEMENT is called as the linking of strategic goals with human resources. No. of objectives in order to enhance or to develop an organizational culture, to improve organization performance and that fosters flexibility, innovation, and sustainable competitive advantage is called. HRM practices of an organization give its an edge over its competitors, thereby leading to strategic human resource management. KEY FACTORS OF SHRM PROCESS The outcomes of the Strategic Human Resource Management (SHRM) process which should be evaluated both qualitatively as well as quantitatively. The business strategy it alters and is altered by the SHRM process and which provide the business a good thought of direction. The external environment which is flexible and dynamic in the present global business scenario. The internal environment The general culture and the organizational context which is prevalent in the organization. VISUAL DEPICTION OF THE SHRM PROCESS HUMAN RESOURCE MANAGEMENT WITH BUSINESS OUTCOME STRONG AND FOCUSED VISION HUMAN RESOURCING OPEN COMMUNICATION PERFORMANCE APPRAISAL CHALLENGES AND ADVENTURES SHARING OF INFORMATION SHAPING THE WORKING CULTURE CONTINUOUS DEVELOPMENT STAGES OF STRATEGIC HRM PLANNING PROCESS Strategic human resource management is the process by which managers design the mechanisms of an HRM system to be reliable with each other, with the organizations plans and goals and with other essentials of organizational architecture. The main role of strategic HRM is the improvement of an HRM system that increases an organizations awareness, worth, invention, and productivity to customers. Strategic human resource planning (SHRP) involves four distinct stages: Situational analysis/environmental scanning. Estimating demand for human resources. Analyzing the supply of human resources. Developing action plans to close any gap between human resource demand and supply. The first stage of HR planning is the point at which strategic planning and HRM interact. HR planners anticipate sources of threats and identify and should drive the organizations strategic planning and opportunities with the help of Environmental scanning. The strategic ideas or plan implement to environmental circumstances, and HR planning is the mechanisms that an organization can use to accomplish this adaptation process. The second stage, forecasting demand, requires estimating not only how many but also what kinds of employees will be needed by the organization. The demand for employees should be closely tied to the strategic direction of the organization. Forecasting yields advance estimates of the organizations staffing requirements. This is a difficult task, especially for organizations in rapidly changing environments. Four forecasting techniques include expert estimates, trend projections, statistical modeling, and unit-demand forecasting. Estimate by no of expert, a group of experienced or expert provides the organization with demand estimates based on subjective assessments of available economic, intuition, prior experience, and labor force indicators. Trend projection involves forecasting which is based on a previous relationship between the employment and a factor related to employment (e.g. sales levels). Statistical modeling techniques (e.g. regression analysis or Markov analysis) are mor e quantitative forecasting and sophisticated techniques. Unit-demand forecasting requires the unit managers (e.g. department head, project team leader) to analyze the present and future job-by-job, people-by-people needs. The third phase involves studying the number and types of current employees in terms of the training and skills necessary for the future and also the supply of capable workers in the outside labor market. The skills inventory is a major tool used to assess the internal supply of employees. A skills inventory is a list of names, skills and characteristics of the people currently working for the organization. The list of skills coded into the skills inventory should be tailored to the needs for the organization, but might include such factors as level and field of education, knowledge of a foreign language, professional qualification or certification, or licenses held. The organized inventory provides a way to acquire these data and makes them available as needed in an efficient manner. Also important is the need to maintain the inventory so that information is kept current. With regard to the external labor market, the entire country (or world) may be the relevant labor market for hig hly skilled jobs. For unskilled jobs the relevant labor market is usually the local community. After the HR planning system has analyzed both the supply of and the demand for future workers, the two forecasts are compared to determine what, if any, actions are necessary. If a discrepancy exists between the two estimates, the organization needs to choose an appropriate course of action designed to eliminate the gap. The organization has a number of options available when the demand for workers is greater than the supply of workers. The organization might elect to use overtime work with current employees, increase training and promotions of current employees, or recruit new employees. In tight labor markets, the availability of labor is limited (i.e. demand exceeds supply), driving up the price of those employees who are hired, and limiting the extent to which the organization can be selective in its hiring procedures. In a loose labor market, qualified employees are abundant. When the supply of workers exceeds demand, alternative solutions include attrition, early retirements, demotions, layoffs, and terminations. STRATEGIC HRM AT NESTLE Nestlà © aims to increase the business, list of customers, profits and sales but, at the same time, to improve the Standard of living everywhere it is active and the quality of life for everyone. Nestlà © is also convinced that nestle employees is the strength of the Company and it is impossible to achieved without their energy and their commitment, which makes people its most important asset. Involvement of people and also showing their interest at all levels starts with the basic and appropriate information on the Companys activities and also on the specific aspects of their work. Through shared their views, ideas and communication and focused vision, everyone is invited to share and contribute there opinions and views to improvements enhancing Company personal development and results. Currently human resource is the term which is in demand of every organization. By using the HR policies companies are able to describe the combination of organizational management personnel functions with achievement, Knowledge, relation between employees, employees experience and how to utilize resource at different levels. PURPOSE By using the HR policies an organization can be transparent with their employees on organization environment Employee expectation from the company Company expectation from their employees What are the company policies and how the polices apply. What are the acceptable behavior What is the behavior of the workforce that cant be accepted? The policies are basically used to help an organization to explain that it reach the requirements for training, variety, principles. If an Organization want to fire any employee in this case it may be necessary for the organization to show the reason of the complaint with the employee contract and also all the others legal documents. HR management policies are important for those companies that do not want and personnel issues in future. Complete HR solution which covers human resource policy solutions, evaluation services, professional human resource advice and job description writing given to the customers. Common Sense would seem to dictate the necessity of having written policies and procedures covering all aspects of the employee/organization relationship. Yet, there are organizations with few or no written policies. In fact, there are organizations that have never considered developing policies and procedures-written or otherwise. There are organizations with written policies and procedures that read well but have no relationship to the needs of the organization/company or employees. There are organizations with elaborate sets of policies and procedures that no one seems to read, let alone follow, and there are organizations that appear to use their policies and procedures primarily as rules for identifying and punishing infractions. In actuality, HR policies- Provide clear communication between organization/company and its employees regarding conditions of employment. Form a basis for treating all employees fairly and equally. Are a set of guidelines for supervisors and managers. Create a basis for developing employee handbooks. Establish a basis for regularly reviewing possible changes affecting employees. To fulfill all these purposes and objectives, Policies should: Be clear and specific, but provide adequate flexibility to meet changing conditions. Comply with all appropriate federal and state laws and regulations. STEPS FOR SHRM Job Design Recruitment Selection Training Development Pay structure Benefits Performance Management Rewards and Incentives Maintenance: Welfare JOB DESIGN: Job design refers to the way the tasks are combines to form a complete job. Job design is a process which joins the intrinsic and extrinsic relationship, tasks, and the candidate experiences and educations required like knowledge, qualification, skill and capabilities for every type of task that meet the requirements of organization and employees. The job design under NESTLE is a very detailed and based on strategic process. The company incorporates practices like Job Enrichment and Job Enlargement, to motivate employees and to break the monotony of their job tasks. The correspondent herself works in both sales and brand management departments, which is an example of job enlargement. Nestle HR policy- Nestle group used this policy to covers those rules which create a sound basis for well-organized and active HR Management around the world. 2. RECRUITMENT SELECTION: Recruitment is the process of developing and maintaining adequate manpower resources. Recruitment is basically a process to select the interested candidates and divide the candidates in different- pool of prospective employees, so that the recruiters are able to select the right candidate from this pool. The recruitment process at Nestle is clearly defined. People with qualities like dynamism, realism, loyalty, pragmatism, hard work, honesty and reliable. Match between candidates values companys culture. Recruitment for management levels takes place in the head office and all others at the branch level. The existing employees are promoted to higher posts as per the requirements. There are no lateral recruitments. Another source of recruitment is campus placements and human resource consultancies. Selection-Combination of written test, GD interview (Interviews for top Management posts). 3. TRAINING DEVELOPMENT: Training is a major and also an important part of organized activity for increasing the skills and knowledge of people and also to understand the deep knowledge of task that what they have to perform or for a definite purpose. It involves systematic procedures for imparting technical know-how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency. From the Company floor to the upper management, training at Nestlà © is continuous. Nestlà © people provide this training and it is constantly appropriate to the professional life. Nestle provides the following- Literacy training-to upgrades essential literacy skills, especially for workers who operate new equipment (Mission-directed Work Team Approach). Employees are also sent abroad to study markets, consumer tastes etc. Nestle Apprenticeship Programmes. Local Training Programmes-on issues ranging from technical, leadership, and communication and business economics. Employees are also sent abroad to study markets, consumer tastes etc. Nestle people development review- this policy throws light on Nestlà ©s culture and core values, different training programs and life of employees after work. Nestle leadership and management principles- it describe the management style and the corporate values of the Nestlà © Group, specifically in the area of interpersonal relations. 4. PAY STRUCTURE: Pay Structure is basically used to set the salary structure of the employees according to the level of job, or group of jobs and also consider basic salary, overtime and bonus. We can also call pay structure as salary structure. Nestle strives to offer fair remuneration. Remuneration level is above the average in industry. The variable component of the salary is comparatively big to reward individual Performance. In case of higher management level, the variable part is linked to individual team target achievements. 5. BENEFITS: Nestle offers no. of benefits to their employees to fulfill their expectation like Health insurance for his and his family members, PF, reimbursements (Car, Phone) etc. Take all the necessary steps for the protection of the employees during work with Nestle. The following benefits are provided to all employees, with no discrimination- Leave-Personal Medical (fixed no. per year) Children Education Assistance Scheme Provident fund Retirement Gratuity Scheme Group Insurance Accidental Insurance Scheme Conveyance Reimbursements Residential Accommodation Monthly health check-ups free consultation for self family etc. 6. PERFORMANCE MANAGEMENT: Performance management includes all standard procedures used to appraise contributions, potentials and personalities of group members in a working organization. It is a process which is important for making accurate and impartial decisions on employees for secure information. At Nestle performance appraisals of Employees are done in order to understand each employees abilities, competencies and relative merit. Formal assessment by Line Managers and HR once a year with feedback. Subordinate can question an unfair evaluation. Specific Key Performance Indicators have been enlisted by the HR department. One of the important key performance indicators is achievement following the Nestle management and leadership principles. Remuneration structure and promotion criteria take into account individual. 7. REWARDS INCENTIVES: it consists of a variety of modules that can be presented to reward employees and identify unique performance. The structure is based on consistent, delivering equitable and fair rewards to a differentiated group to encourage the employees to generate new ideas in improving the workplace productivity and consists of the following non-financial and financial rewards. Passion to Win awards- These quarterly awards have been institutionalized to reward those who over-achieve their targets. Long-service Awards- To recognize employees who have been with the company for more than 30 years. Nestle Idea Award- It was found from the correspondent that the company institutes Nestle Idea Award every quarter to recognize and award employees who come up with relevant and innovative ideas which have the potential of being implemented at Nestle. 8. MAINTENANCE A) EMPLOYEE RELATIONS: Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems which arise out of or affect work situations. Nestle provides a very healthy working environment which is one of the reasons why Nestlà ©s employees state their commitment level to be very high. Employee turnover is less than 5%., which is considered to be very low for a Multinational Corporation. Nestle has a open culture upward communication especially in case of grievance redressal. Work/Life balance is given importance, as illustrated in the Nestle Human Resource Policy document. Nestle Family annual events are organized by their HR department whereby employees along with their families are invited. Emphasis is laid on safety of employees (Nestle Policy on Health and Safety at Work). B) SAFETY HEALTH: Risk assessment must be required in an organization to identify any type of miss happening or danger in the workplace and should be able to identify or known the steps to be taken to handle the condition. The Nestle Operational Safety, Health and Risk-Management Strategy document illustrates that: Nestle is dedicated to safe healthy work environment. Regular safety assessments audits take place by internal external bodies. CHANGE MANAGEMENT Nestle has adjusted to the ever-changing external environment for the last 140 years since its inception 1866 without losing its fundamental views and fundamental values. It manages Change and drives sustainable profitable growth by following the policy of making gradual changes instead of making drastic and risky changes. ERP implementation- In June 2000, Nestle SA signed a contract of $200 million with SAP with additional $80 million for maintenance and consulting to install an ERP system for its global enterprise to maintain centralize a multinational that subsidiaries in 80 countries and have owns 200 operating companies. While the ERP system was likely to have long-term benefits, the project touched the corporate structure and culture. The structure was decentralized, and it tried to centralize it. This was initially opposed by employees but with subsequent measures taken by the HR like training etc., this has been successfully implemented. CONCLUSIONS AND RECOMMENDATIONS The Model employed by Nestle is one of High Performance, High involvement and high commitment. Nestle is unique in the sense that it has been able to successfully inculcate its business objective as well as its core values, consistently in its employees day-to-day activities starting from recruitment till continuous performance appraisals. Like, open and flexible culture is ensured by way of providing training programs to employees at all the levels. This kind of culture is also supported by decentralized structure of Nestle. Transparent performance appraisal systems and the freedom given to them to question their seniors benefit not only the employees but even the organization as a whole. Nestles emphasis on individual achievement is evident from the kind of pay structure HR has designed for its employees. Need to develop consultation/awareness program to assist the employees for their better understanding of the policies. More incentives should be offered to the employees who provide continuous services to the organization. Nestlà ©, maintain their essential principles and fundamental value from their past historical experience from village operation to the international leading food company which is important for long-term achievement and success. Nestle used HR policies from the last many years and as the company size is growing, increase the difficulty to a dimension which make the demands of research and development of its organization. Nestle motivation is depend upon the willingness to understand and to put query about what why it is doing it, along with respect to Nestlà © values, will guarantee its victory.

The performance of The Galley restaurant

The performance of The Galley restaurant The Galley is a restaurant which is a part of the large international shipping company which used to cater food to the company employees. The restaurant was in a cafeteria style with 150 seats and was located on the top floor. Due to a rise in the international market the Galley reduced in size. In the year 2003 the restaurant merged with the Lunchbox Ltd. The area around the building went under a huge change, new technology, new restaurants with new concepts, quite a large number of offices and a pub which gave a tough competition to the Galley to survive in that area.( Galley case study). The report contains a SWOT analysis and some theory on managing change successful in an organization. Since the area has gone under rapid change so it was necessary to conduct a SWOT analysis to find out the organizations factors that match to the surrounding area. It also provides information which is helpful in matching the resources and capabilities in the competitive environment to know where it stands. SWOT analysis is done to make some strategies for the business. Strength and weakness are internal to a company. Each and every organization should find out its strengths and weakness to become successful in achieving the goals of the organizations. Resources can be tangible and non-tangible, human and non-human. Threat and opportunity are external to any organization. Any organization to become successful and to survive in the market should know its surrounding area. Strengths are its employees, brand name of the company, any unique selling proportion etc. weakness include outdated resources, human resource gets older etc. Opportunities inc- lude any growth in the business and threats include competitors and active participation of trade union. The aim of SWOT analysis is to make a clear picture about where the organization stands. (Bhat and kumar, 2009). Kirkpatrick has suggested that element like Empathy, communication and participation are successful in managing a cha nge in any organization. After the market condition is known then specific steps should be taken to manage change in an organization. The organization should prepare itself to adapt the change in the surrounding. If a change is planned it shows that the organization is trying to improve its operation ways so as to survive in the competition. (Mullins, 2005).The report contains detailed information about the SWOT analysis and change management. SWOT ANALYSIS: A SWOT analysis is an analytical tool which is used in the business to assist in assessing a business in relation to other competitive business. It is a quick way to look at the current environment as well as what the future may hold. (Hall, 2003, pg-92) 2.1.1 STRENGTH(S) The galley has the following strengths. 2.1.2 INFRASTRUCTURE: The Galley Cafeteria is a 150 seat cafeteria and is located on the top floor of an eight storey office block. The view from the top can be very useful for attracting customers and can also act as a unique selling proportion. 2.1.3 EXPERIENCED STAFF: In this cafeteria 20 employees have been working since 1970s and are experienced and have emotion attached to the organization. The employees know the type of customers come and also know about the area. 2.1.4 EXPERIENCED MANAGER: Jean Porter was an experienced caterer who had previously worked and managed other outlets of lunchbox. Jean had a proper knowledge about the companys objectives and hence use the experience to maximize profits and minimize the loss. 2.1.5 BRANDNAME/GOODWILL OF LUNCHBOX: A brand is a term, name, sign, symbol, design or a combination that identifies a companys product from its competitors. The brand of Lunchbox can be used to make the Galley unique and attract customers as the area had gone under rapid change. 2.1.6 LOYALTY OF STAFF: The Galley had merged with the Lunchbox in the year 2003. The employees accepted the change and still were working with the organization. 2.1.7 STILL GAINING PROFITS: The area around the building had gone under a vast change with new restaurants, new technologies but the Galley had a few old customers who used to come. WEAKNESS (s) The Galley has the following weakness. 3.1.1 SCARCITY OF NATURAL RESOURCES: The area had a gone under rapid change and the Galley has been operating since 1970s so there are chances of outdated resources and no proper training given to the employees to cope up with the change. 3.1.2 LACK OF LEADERSHIP QUALITY: Jean was not able to motivate the employees to adopt the change. Jean tried to force orders rather than planning some strategies to make them a feel a sense of ownership for the company. Team work and co-ordination was missing which lead to conflict between the employees and the manager. 3.1.3 SUBSIDISED MEAL IN THE GALLEY: The area had gone under rapid change with new restaurants, new technologies and new cuisines. The galley had a very few range of dishes which lead to decrease in customers. 3.1.4 RESISTANCE TO CHANGE: When Jean joined the company she introduced a wider range of dishes. The staff did not accept the changes and did not listen to Jean as she was 10 years younger. 3.1.5 PRESSURE FROM NEW OWNERS: The owner and the manager tried to force their ideas on the employees. Jean abolished the half an hour morning coffee, smoking break which annoyed the staff. 4. OPPORTUNITY: The galley has the following opportunities: 4.1.1 DEVELOPMENT IN THE LOCAL AREA: The area around the building has gone under rapid change with offices, restaurants, cinema and a pub. There are chances of increased marketing condition. Proper strategies and advertisements are done then more customers can be attracted. 4.1.2 DIVERSIFICATION: Galley can make plans to increase its outlets. New products can be introduced with new varieties and modify its service operations. 4.1.3 TIE-UP WITH MULTIPLEX: Galley can take contracts from the multiplex and can open up a food court where they can sell their products and at the same time they can promote their restaurants and thus can increase their customers. 5. THREAT (s): 5.1.1 GLOBALISATION AND FIERCE WORLD COMPETITION: The area around the building has gone under rapid change. New restaurants have opened up with new strategies and varieties in dishes. 5.1.2 INVOLVEMENT OF TRADE UNION: Trade union plays an important role in any organization. The trade Union has legal powers to shut down the company if the employees are not happy. 5.1.3 CUT-OFF IN WAGES: The employees did not respond to the managers orders so the management decided to cut down the wages by 5% as a result there are chances of high turnover of employees. Thus a SWOT is a systematic identification to find out the companys position in the market. Strengths are matched with opportunity to convert the weakness into strengths and threats into opportunity.( Stapleton and Thomas,1998).Change management is done to retain this position and still gain profits and minimize the loss incurred. 6. Change Management has been defined as the process of continually renewing an organizations direction, structure and capabilities to serve the ever changing needs of external and internal customers. (Moran and Brightman, 2001: 111 as cited in Todnem{2005} ). Change may originate from outside or inside the organization. In order to promote or adopt the change the organization should define the origin of change and the need to change to its employees. (Mullins, 2005). Change is a pervasive influence. We are all subject to continual change of one form or another. Change is an inescapable part of both social and organisational life (Mullins, 2005, pg-909). Kirkpatrick has suggested that Empathy is the first key to anticipate the feelings and reactions of the employees towards a change. Communication is the second key to communicate clearly with all the employees affected by the change. Participation is the third key to make the employees involved and generate ideas for the change. (Kirkpatrick, 2001) 7. EMPATHY: Empathy is about putting oneself in the conditions of other person and looking into things from their point of view. Manager should try to find out the reason for their resistance. The author mentions that may be the employees feel threatened and disoriented by the challenge of change. (Kirkpatrick, 2008).Managers should have the skill to anticipate the point of view and emotions behind the resistance. It is the ability to understand others perspective in a neutral way and understand their emotions and give weight to their concern and ideas. (Cook, Macaulay and Coldicott, 2004).Managers should take initiative to make a change effective. Usually employees are emotionally attached to the organization and hence feel afraid to accept the change and hence adopt a negative attitude. (Mullins, 2005).Supervisors should think beyond their positions and analyse the change from an employees perspective. An empathetic manager can encourage and increase the sense of ownership among them and it ca n also act as a tool for motivation and leadership. (Pugh, 2007). Managers should analyse from employees view point and this can be done by anticipating the advantages and disadvantages according to them. (Kavanaugh and Ninemeier, 1995). Jean Porter in the Galley Cafeteria tried to force decisions on the employees she did not try to look at the things from the employees point of view and hence could not create a sense of ownership towards the organization. The employees did not respond to her decisions as she was ten years younger and hence their was ego problem. Jean should have tried to bridge the age gap between them. Employees also became hostile towards her as she forced some rules on them. As mentioned above Kirkpatrick and some other authors mentioned that Jean should come down her position and think from the staffs view. The employees working did not adopt the change as Jean did not discuss about the cause of change in the organization and did not show concern to their views. 7.1.1 COMMUNICATION: Communication is a skill or ability to negotiate for mutual benefits of the parties involved. Good communication helps to share thoughts and ideas and helps in social negotiation. (Kirkpatrick, Duck and Foley, 2006). Communication is a two way process in which one listens and the other gives feedback. To implement a change proper communication should be there between the employees and the management. (Daft, 1988).Formal and informal communication helps to convey 80% of the information to the employees. Grapevine is a network of informal communication and helps to translate the managements formal messages to employees language. (Bhatt and Kumar, 2009). Management should clearly discuss about the change with the employees. One to one communication, group discussion and debates are the mediums through which information from the owner to the employees are passed. (Robbins and Sanghi, 2006). Supervisor should delegate their work to the subordinates through proper communication. It is very essential that supervisor should communicate properly to implement a change. (Miller, Walker and Drummond, 2007). Poor communication act as a key driver of negative feelings and conflict among the employees. (Tony and Doukakis, 2003). Communication is an important factor in the process of implementing a change because it is used as a tool for discussing and making people understand about the positive and negative aspects of change. (Spike and Lesser, 1995 as cited in Kitchen and Daly {2002}). Jean should act as a medium of communication between the owner and the employees. She did not explain the companys aims and objectives to the employees. Employees did not understand about the change and hence were not flexible as a result it led to conflict between the employees and organization. Organizations that effectively communicate their purpose, information about products and their services to the employees are more successful. 7.1.2 PARTICIPATION: Employees input and ideas should be used to develop and select alternatives as the work of implementation will be easier. Employees who are involved in the decision making process will accept the change. (Kavanaugh, and Ninemeier, 1995). Participation is basically creating opportunities under suitable conditions for the employees to take part in the decision process where the subordinates get control over freedom of choice with respect to his own duties. (McGregor as cited in Banerjee, 1994). Prior to implement a change staff should take part in the decision process as it is very difficult for the staffs to resist a change decision which they have participated. It will also increase commitment towards the organization. (Robbins and Sanghi, 2006).Manager should ask the employees to cooperate and take part in the decision process. Staff would take initiatives and generate ideas and concern to accept the change. (Mullins, 2005). Participation benefits both the organization and the staff . Specific programs like discussions or training can be done to involve the staff to generate their views. Participation contributes to the quality of change and increases the acceptance for those who implement the change. (Kirkpatrick, 2001). Encourage employees to introduce ideas without any fear. Encourage the participation of employees in the use of quality management process of the company. (Tony and Doukakis, 2003). Worker responds positively to change if their responsibilities are increased. Encourage active participation and ask the employees to contribute express their ideas freely. (Walton, 1985 as cited in Obrien {2002}). Manager should be honest and open minded and should be able to build trust among the employees for the organization. (Judson, 1991 as cited in OBrien {2002}). Records show that direct employee participation within the company leads to motivation and trust. In direct participation employees are concerned about the working environment, employee turnover, recruitment and wages but in current scenario records show employees are more interested in the development of the business and achieving goals. (Geary and Sisson, 1994 as cited in Shapiro{2000}) Jean did not involve the employees in the decision making process which lead to lack of co-operation and co-ordination. She did not discuss about the aims and objectives with the employees and hence they resisted the change. Jean should recognize the importance of motivation and encourage the staff to contribute in the improvement process 8. CONCLUSION: The SWOT analysis gave a clear picture about the Galley where it stands in the market. The analysis showed that what the company is good at or bad at and also shows steps how to maximize the profits and minimize the loss. SWOT analysis and change management are done to help every organization to adapt to new circumstances, to take part in the competition in the surrounding area and also to improve product and services. Employees are known as the internal customers or internal market of an organization. Employees should be informed about the organizations mission and vision. Manager should keep a notice that the channels of communication work properly in order to keep the internal market up-to-date about the external market. Special motivation programs should be introduced to meet competition. Managers should understand employees capabilities and use some communication techniques like newspaper and videos to provide latest trends in market. Manager should take initiatives to teach emp loyees the necessity in doing things than only asking them to complete. Employees can be motivated through rewards and incentives to provide excellent service. (Tony and Doukakis, 2003).Empathy, communication and participation are the important skills for the successful management of change. Jean should have understood the staffs mentality towards the change and then discussed with them or inform them about the change and finally asked them to generate ideas during decision making process and give weight to their concern. Kirkpatrick as well as some well known authors have mentioned above the idea or concept to be followed to overcome the change. When Jean the company she should have done through reading about the Galley. Jean did not try to change the weakness and threats to strength and opportunities. If the internal customers (staff) are happy then the external customers will be happy.

Down Syndrome Essay examples -- Mental Retardation Mentally Retarded

Down syndrome Down syndrome takes its name from Dr. Langdon Down. He was the first person to describe the syndrome in 1866. The earliest recorded incident of someone having Down syndrome dates back to an altar piece painted in a church in Aachen, Germany in 1504. Although the syndrome is named after Dr Langdon Down, he did not understand the condition, as we know it today. The syndrome was referred to as having mongolism. This was because people who have Down syndrome have similar physical characteristics to those people of oriental heritage. The diagnosis of the syndrome can be made shortly after birth. Most parents who find out their child has it have conflicting emotions. These can include shock, feelings of disbelief, feelings of sorrow, guilt and feelings of embarrassment. In the past, most babies who had Down syndrome were put into an institution. Today the trend is to keep the child at home and have the child became a functioning member of society. Having a handicapped child can cause great stress. There is also a problem of explaining the condition to the other siblings. Down syndrome should not be explained to the other siblings as an illness. They should be told the child has a handicap. Parents should also be careful not to spend all their time with the child that has Down syndrome and spend equal time with all their children. Other relatives and friends should be told as soon as possible. It will normally make other people uncomfortable. They may not understand what the parent is feeling and say inappropriate things. Down syndrome is one of the most common chromomal defects. It occurs in about 1 out of 800 births. The probability of having a child with Down syndrome increases with the mother’s age. The rate for women in their twenties is about 1 in 2000 births. This number increases dramatically for a women in her forties to about 1 in 100. The cause of Down syndrome is an extra chromosome. In 95 percent of the cases, the child has three instead of two chromosomes on the 21 chromosome. There is a test called amniocentesis that can tell the mother if her child will have Down syndrome. Amniocentesis involves inserting a needle into the amniotic sac to withdraw a small about of the amniotic fluid. The cells in the fluid are then analyzed to see if the child has Down syndrome. There is small risk of a miscarriage or infection to the uteru... ... to enjoy life in a way that other people cannot. They were so grateful for the attention that you showed them. Just like anyone else, they had their good days and bad days. The clients that had Downs were always the first ones on the dance floor when they had parties and they always had a smile on their face. In the last twenty years, there has been a push to get mental retarded people into the mainstream of society. Most adults with Downs syndrome will need some help daily activties. Independent living centers has replaced large institutions. These living centers usually have about four to twelve clients living there, the center I worked at had two houses and there were ten people in each house. They worked at a company putting wicks in candles and really enjoyed their job. They were responsible for cleaning their rooms and bathrooms. They also had different chores to do around the house such as mopping the floor and helping with dinner. Every night there were activities planned such as watching movies or doing arts and crafts. It was a great experience working with the clients. That is one of the main reason I decided to go back to school and pursue a degree in social work.

The Congress for New Urbanism and Environmental Awareness Essay

The Congress for New Urbanism and Environmental Awareness In the last two decades the New Urbanism movement has begun among planners, designers, and builders. Though it does not provide complete solutions to many of the environmental problems caused by human development, it shows a greater awareness of the undesirable and potentially destructive tendencies exhibited by conventional methods of design, planning and construction. Robert Davis, board chairman of the Congress for the New Urbanism, describes the problem of urban sprawl and development. "For five millennia, we have built towns and cities with strong centers and clear edges, beyond which lay farms and forests and lakes and streams. For five decades these clear edges have become increasingly ragged, and the centrifugal forces of sprawl have flung a strange collection of objects across the landscape. The strangest of these objects are large boxes with very specialized functions. They are connected to each other by swaths of asphalt and each is surrounded by a small sea of the same material. Their placement relative to each other and to the smaller boxes we live in is designed and planned for the maximum possible consumption of our time, and of energy in various forms, including human..."(http://www.cnu.org/nunjuly98.html). "Our monoculture development pattern started as a good idea to separate steel mills and slaughter houses from dwellings. Now we rigidly separate all uses: our homes, our workplaces, our children’s schools, the places we assemble. This not only ensures the maximum possible consumption of time and energy, it also separates us from each other" (http://www.cnu.org/nunjuly98.html). This is a design perspective based on aesthetics instead of enviro... ...d, watertables, or their conditions. Nor was their any specific mention of the use of natural recyclable or sustainable materials in construction. These facts make me aware that there needs to be more collaboration and sharing of knowledge between planners, designers, builders, and ecologists. If ecological concerns are not given consideration in development, ultimately all life forms will suffer. If biologists and ecologists do not understand the essential elements of economics and aesthetics in design when communicating their concerns, nothing will be done to correct current development trends until human health is severely effected. Works Cited CNU Update http://www.cnu.org/nunjuly98.html Environmental Building News http://www.ebuild.com/Archives/Other_ Beth Dunlop, Architectural Record Jan. 97, The New Urbanists The Second Generation, p.132-135

Geopolitics in humanitarian action Essay

The analysis of how political decisions are conditioned by geographical settings is the subject matter of geopolitics. In purely spatial terms, geopolitics is the study of boundaries and areas. In conceptual terms, geopolitics comprises the study of international relations and the outcome of power struggles, at local and global scales. It explores events such as the emergence of new states, the fragmentation of countries, and regional conflicts affecting several countries. The most important and long-lasting geopolitical event of the 20th century is the Cold War. The international humanitarian system has witnessed a dramatically transformation since the end of the Cold War, and even more so since the â€Å"war on terror†. To understand humanitarian intervention in contemporary complex emergencies, the course will analyze the humanitarian action and the changing geopolitical system. We will discuss many of the fundamental debates concerning the nature, effectiveness and evolution of the humanitarian actions, the different humanitarian actors and the accompanying political dynamics that arise in variety of regional contexts. Among other issues, students will critically analyze the relationship between aid and conflict; concepts of neutrality; relationship to military intervention; among others. We will use case studies to understand the growing complexity and the political weave of actors and influences affecting all those involve in humanitarian action and the changing operating environment. The course will encourage students to consider what is or could be the international community‘s ―carrying capacity for response in a future of small-scale and regional wars producing humanitarian crises in the years to come. Finally, the course discussion will focus in on models of cooperation among actors that empower rather than marginalize those populations and communities trapped in conflict, displacement and deprivation. Course general objectives This course examines the evolution of the humanitarian action in relation to changes in the international system. The students will be able to: a) Analyze the political economy of conflict and humanitarian assistance; b) Analyze the evolving nature of conflict in the international context; c) Understand the evolving architecture of the international humanitarian system; d) Analyze contemporary aspects of security and conflict, the concept of state sovereignty, and the uneven geopolitics of humanitarian action; e) Explore major debates and controversies of contemporary humanitarian action. Methods of assessment Grading will be based on the following marks: VG or G (Distinction or Pass) as well as ECTS grades. Grading will be a combination of the in-class team oral presentations (40%), a written final essay (50%), and the active participation of students in class (10%). The groups will be integrated by 5 or 6 students each. They will present to the class one selected humanitarian intervention case in 30 minutes with 15 additional minutes for questions and answers. All members of the group should participate. Presentations will be scheduled the first day of the course. The humanitarian intervention recommended for presentations are: Syria, Iraq, former-Yugoslavia (Kosovo), the Horn of Africa, Ruanda, Afghanistan and Sudan. We can discuss other humanitarian interventions. This course is heavily participatory. For this reason, presence and active participation will be expected at all sessions. Participation shall reflect critical analysis and reflection based on readings. The final written essay will be submitted during the IX Session of the course (Friday 22 November). The professor will explain the essay ´s topic in the beginning of the course. The essay consists of a maximum of 2500 words. Preparation for class includes readings from books, articles, and websites. Classes are a combination of lecture, discussion, presentations, and videos. Sessions overview Session I: Mon 4 November, 10-12 Room TBA Introduction: Overview of course and topics presented; course requirements and expectations. Objectives: 1. Review of Syllabus; 2. Discussion of course requirements; 3. Selection of oral group presentations. Session II: Wed 6 November, 10-12 Room TBA Geopolitics: Overview Conflict analysis and the political economy of violence Objectives: 1.- Understand the changing dynamics of conflict in the international system; 2.- Develop alternative means of analyzing conflict and understanding the impact of conflict; 3.- Understand the interaction of humanitarian programming and conflict. Session III: Fri 8 November, 10-12 Room TBA International and regional organizations in the global system Objectives: 1.- Understand the role of governmental and non-governmental actors in the international system; 2.- Discuss the role of security institutions: What is the role of NATO, UN, UE, OAS and the other regional organizations in dealing with interstate and intrastate conflicts? Session IV: Mon 11 November, 10-12 Room Eng TBA The evolving nature of humanitarian crisis Objectives: 1.- Understand the changing nature of humanitarian crises; 2.- Analyze the implications for state sovereignty of International humanitarian action. Session V: Wed 13 November, 10-12 Room TBA An introduction to humanitarian action and the evolving architecture of humanitarian intervention Objectives: 1.- Describe the historical evolution and trends in humanitarian action; 2.- Understand the normative foundations of humanitarian action; 3.- Understand the normative frameworks that have guided humanitarian action. Session VI: Fri 15 November, 10-12 Room TBA Main players and actors in humanitarian action Objectives: 1.- Understand the definitions, types and organization of humanitarian agencies. Session VII: Mon 18 November, 10-12 Room TBA The contemporary operating environment Objectives: 1.-Explore the major debates and controversies of contemporary humanitarism Presentation of 2 Case Studies Session VII: Wed 20 November, 10-12 TBA The future of humanitarian action 1.-Understand a complex political emergency and its consequences; 2.-Identify recent trends in humanitarian action. Presentation of 2 case studies Session IX: Fri 22 November, 10-12 Room TBA Final discussion on models of cooperation among diverse actors that empower rather than marginalize vulnerable populations and communities trapped in conflict and humanitarian action. Presentation of 2 case studies and final essay submission. Literature List Books required: Walker, Peter & Daniel Maxwell. Shaping the Humanitarian World. New York: Routledge, 2009 http://www.amazon.com/Shaping-Humanitarian-World-Global-Institutions/dp/0415773717#reader_0415773717 Electronic resources: Anderson, Mary. The Do No Harm Handbook. Cambridge, Local Capacities for Peace, Project, 2004. Accessible on: http://www.cdainc.com/dnh/docs/DoNoHarmHandbook.pdf Barnett, Michael. Humanitarianism transformed. Perspectives on politics, Vol. 3, No.4 (Dec., 2005), pp. 723-740. Accessible on: http://www.jstor.org/stable/3688176 Bellamy, Alex. The Responsibility to Protect—Five Years On. Ethics & International Affairs Vol.24 (2), 2010, pp. 143–169. Accessible on: http://responsibilitytoprotect.org/Bellamy.pdf Collinson, Sarah, Samir Elhawary and Robert Muggah. States of fragility: stabilization and its implications for humanitarian action. Disasters. Vol. 34 Supplement, 2010, pp. 275−S296. Accessible on: http://www.odi.org.uk/resources/docs/5978.pdf Klare, Michael. The New Geography of Conflict. Foreign Affairs, Vol.80, No.3 (May-Jun., 2001), pp. 49-61. Accessible on: http://www.jstor.org/stable/20050150 Moore, Jonathan. Deciding Humanitarian Intervention. Social Research, Vol. 74, No. 1, Difficult Choices (SPRING 2007), pp. 169-200. Accessible on: http://www.jstor.org/stable/40971894 Rieff, David. Humanitarianism in crisis. Foreign Affairs, Vol.81, No.6 (Nov-Dec 2002), pp. 111-121. Accessible on: http://www.jstor.org/stable/20033348 Chapters of books recommended: Bellamy, Allex. †Humanitarian Intervention in world politics† in Baylis, John et al. The globalization of world politics: An introduction to international relations. Oxford: Oxford university Press, 2008, pp. 522-538. Duffield, Mark. †Global Governance and the New Wars† In Duffield, Mark. Global Governance and the Causes of Conflict. New York: Zed book, 2002, pp. 108-136. Keen, David, †Going to War: How Rational Is It? in International Committee of the Red. Cross, War, Money and Survival. Geneva, 2000, pp. 28-31. Kupchan, Charles A. †Empires and Geopolitical Competition: Gone for Good† in Crocker, Chester et al. (eds.) Turbulent Peace: The challenges of managing international conflict. Washington: United States Institute of Peace, 2001,pp. 39-52. Spearin, Christopher. †Humanitarians and mercenaries: Partners in security Governance?† in Krahmann, Elke. New threats and new actors in international security. New York: Palgrave Macmillan, 2005, pp. 45-68 Rufin, Jean-Christophe †The Economics of War: A New Theory for Armed Conflicts† in International Committee of the Red Cross. War, Money and Surviva, Geneva, 2000, pp. 22-27 Recommended reports and electronic articles: ICISS. The Responsibility to Protect. Report of the International Commission on Intervention and State Sovereignty. New York, UN, 2001. Accessible on: http://responsibilitytoprotect.org/ICISS%20Report.pdf The Sphere Project. â€Å"Humanitarian Charter & Minimum Standards in Disaster Response† http://www.sphereproject.org/content/view/27/84/lang,english/ de Torrente, Nicolas. Humanitarian Action under Attack: Reflections on the Iraq War. Harvard Human Rights Journal. Vol. 17(1), 2004, pp. 1-30. Huysmans, Jef. Shape-Shifting NATO: Humanitarian Action and the Kosovo Refugee Crisis. Review of International Studies, Vol. 28, No. 3 (Jul., 2002), pp. 599-618. Accessible on: http://www.jstor.org/stable/20097813 Weiss, Thomas and Peter Hoffman. The Fog of Humanitarianism: Collective Action problems and Learning-Challenged Organizations. Journal of Intervention and Statebuilding, Vol.1 (1), 2007, pp. 47-65 Useful Humanitarian websites: Relief Web http://www.reliefweb.int Alert Net http://www.alertnet.org Collaborative learning project http://www.cdainc.com/cdawww/default.php United Nation Office for the Coordination of Humanitarian Affairs. http://www.unocha.org/ World Food Program: http://www.wfp.org The Humanitarian Policy Group www.odi.org.uk/hpg/ The Humanitarian Practice Network www.odihpn.org/ The Sphere Project http://www.sphereproject.org/ Action Learning Network for Accountability http://www.alnap.org/ And Performance (ALNAP) The Humanitarian Accountability Partnership www.hapinternational.org/ International (HAP-I) People in Aid www.peopleinaid.org/ Websites of major humanitarian agencies UN Office for the Coordination of Humanitarian http://www.unocha.org/ Affairs (OCHA) International Committee of the Red Cross http://www.icrc.org/ International Federation of Red Cross and http://www.ifrc.org/ Red Crescent Societies Mà ©decins sans Frontià ¨res http://www.msf.org/ The World Food Programme http://www.wfp.org/ Oxfam http://www.oxfam.org/ World Vision http://www.wvi.org/ CARE http://www.care.org/ Journal of humanitarian Assistance: http://jha.ac Videos: Kofi Annan: Center of the Storm, PBS Video, 2002

Principles of personal devlpment Essay

Data protection act Freedom of information act 1995 Aii) Human rights act Disability discrimination act 1995 Aiii) Human rights act Control of substances hazardous to health regulations 2002 Aiv) Care standards act 2000 Code of practice Av) Safeguarding vulnerable adults groups act 2006 Policies and procedures Avi) A PDP is a personal development plan and is done between you and your manager. They will record all information about your learning and development needs in work. Things like targets, agreed objectives and activities to meet them and standards that are required. These all build your own appraisal. Avii) Carers, members of staff that work with you. The individuals you care for and their family Supervisor, manager. Task B Case study Bi) Jenna must make sure that she respects other people’s beliefs even though they may be different to her own. She must go about this in a non-judgmental way. She should also read through people’s care plans to gain better knowledge of them and their needs. I also think Jenna should put her own beliefs to one side and then discuss with her boss any issues she may have. It is essential for carers to respect each and every individual as an individual, not letting anything affect this. Maybe she should also look back on how she has spoken to the service user and make sure she doesn’t come across as rude or nasty in the future. Bii) It is very important to reflect on your work activities as it’s a very good way to develop skills and make sure you understand everything. It will also give you chance to plan how you are going to behave if the situation happens again. You can make changes and improve the way you work, it is also very important to reflect on your own behaviour and see how it affects others. During these reflections it’s a very good time to find the help and support you may need to better the way you work. E. g. training sessions. When working in care it is important that you learn to think about your own practice in a constructive way. Reflection and evaluation should not undermine your confidence but you should use them in a constructive way to identify areas for improvement. Ci) Moving and handling course – training session Knowing how to safely move a resident e. g. hoist. Skills – risk assessment is needed for each person, which sling is safe etc. do they need a hoist. We need to know the risks because if the manoeuvre is not completed properly this can cause falls and accidents. Cii) During my senior training I received feedback during my senior training, on how to do peg feeds safely and effectively. My first time, I didn’t happen to flush enough water, so my assessor informed me of this, which then improved my skill as a senior to do my job role properly. I then had then knowledge and skills to improve my work role.