...Abstract As life expectancy increases the number of older adults requiring long-term care of some kind increases. These adults have varying needs, but most adults have problems with skin integrity, muscle weakness, and emotional issues in long-term care facilities. Interventions to meet these needs focus on preventing skin break down, improving muscle strength to prevent falls, and settings that promote usefulness and a feeling of not being alone. Current options available to older adults may not meet all of their needs, and creativity is needed in devising interventions to meet these needs. Structuring long-term care settings to encourage activity in older adults and connecting with other generations can help prevent feelings of loneliness and uselessness, and help older adults live meaningful and productive lives in long-term care settings. Long-Term Healthcare Needs of the Elderly As adults age many will require long-term health care. The evolving needs of the older adult population will require creative and new ways to meet their health care needs. This paper will look at the needs older adults have, and options that are currently available to meet these long-term care needs. This paper will also present new options that have been proposed for long-term health care settings, how these options compare with current interventions, and what outcomes can be expected if these new options are implemented. The Problem As life expectancies increase the older adult population...
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...How effective is the Montessori method in developing children's creativity, both during early years education and throughout primary school education? There are currently approximately 700 Montessori schools operating in the United Kingdom, and this number is growing annually (Montessori St. Nicholas, 2010). The vast majority of these schools cater for children between the ages of three and six. However, in more recent times, there has been a gradual establishment of Montessori schools that provide primary school education for children older than six. There are now about thirty such primary schools in the United Kingdom (Montessori St. Nicholas, 2010). Although this is still a relatively small number of schools on a national scale, it is nevertheless an interesting increase to investigate further. These schools use the 'Montessori method' to both educate children, and further their holistic development. Before a brief discussion of what differentiates the Montessori method of education from other educational pedagogies, it is important to know and understand the underlying principles that all Montessori schools adhere to for the benefit of the children who attend them. The Montessori method is based on the ideas and theories of Maria Montessori, an Italian physician who experimented with giving young children more freedom, both to direct their own learning, and work and learn at their own pace. In the process, she arrived at two pivotal (and, at the time, somewhat...
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...5. Situational Analysis ………………………………………………………….. 3 • SWOT Analysis…………………………………………………………. 3 • Environmental Forces…………………………………………………… 3 • Consumer Analysis……………………………………………………… 4 6. Market product Grid ………………………………………………………… 5 • Service Offering………………………………………………………... 6 • Service Strategy………………………………………………………… 6 7. Break-Even Point …………………………………………………………….. 6 8. Marketing Program ………………………………………………………….. 10 • Promotion Strategy…………………………………………………….. 10 • Promotion Schedule……………………………………………………. 11 • Promotion Strategy (cont.)……………………………………………… 12 9. Implementation Phase …………………………………………………………. 13 10. Executive Summary ……………………………………………………………. 14 11. Bibliography …………………………………………………………………….. 16 Company Description Kids “R” Us Babysitting Service is a new and local child care service located in Harlingen, TX. After performing a brief survey to the local families in Harlingen, their main concern was trustworthy and reliable child care in the evening hours at their home. Reva Leanna Rodriguez, founder of Kids “R” Us Babysitting Service, knew this was exactly what the families of Harlingen needed. Kids “R” Us offers local babysitting services for children 0-12 years of age, twenty-four hours a day, seven days a week in the comfort of your own home. Our employees are trustworthy, reliable, have numerous references, years of experience, and most importantly background checks. Employees are taken through a vigorous screening/training process to ensure the safety...
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...process of conceptualising, organising, launching and — through innovation — nurturing a business opportunity into a potentially high growth venture in a complex, unstable environment. Entrepreneur: Entrepreneurs are those individuals who discover market needs and launch new firms to meet those needs. They are risk takers who provide an impetus for change, innovation and progress in economic life. Intrapreneurship: Intrapreneurship is the form of entrepreneurship which takes place in existing businesses around new products, services or markets. Intrapreneur: Intrapreneurs are innovative employees who either rejuvenate existing organisations or create new ventures within a corporate structure. Intrapreneurs are also referred to as internal or corporate entrepreneurs. Discuss the entrepreneurial motivation. Push Factors: Poor remuneration Lack of Job advancement Restrictive employers Potential restructuring and / or retrenchment Inability to secure a job Lack of innovation in the current workplace Pull Factors The motivation of profit The need for a challenge and self actualisation The desire for independence The desire to improve one’s community Describe the profile of an entrepreneur. Prominent among the character traits of successful entrepreneurs have the following traits: * * The ability to recognise and exploit opportunities; * Resourcefulness; * Creativity (use of the imagination to develop new and original ideas); * Vision; ...
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...Marriage Guidance – Summary MGG201W MGG201W – Marriage Guidance – facilitative couples counselling Theme ONE – Understanding couples Intimacy involves: love, affection and caring, deep attachment to another person. The TRIPOD of couple relationships An intimate relationship consists of three factors that form a tripod on which the relationship rests. 1. Passionate attraction (PA) 2. Mutual expectations (ME) 3. Personal intentions (PI) Passionate attractions (PA) → Individual experiences intensely pleasurable sensations when thinking about or being with a new partner. → Blushing, trembling, breathlessness, high sexual desire → Referred to as infatuation = passing love “a foolish and unreasoning love’ → Infatuation is not a realistic / accurate appraisal of the relationship / idealisation → Negative / flaws in the idealised beloved may be intellectually recognised, but disregarded as endearingly special. Person chooses to ignore the negatives → Normal phase in the process of relationships → Infatuation can lead to a lasting relationship – but it mostly fades away and relationship based on infatuation alone will fail. Love → Involves physical attraction - deeper → Love encompasses PA, ME and PI → People rely mostly on life experiences to guide them to their own unique way of demonstrating love. → Eric Fromm “love is active concern for the life and growth of the person we love” → Love is deep, unselfish, caring, deep respect Hauck’s basic principles about love • It is not just...
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...Concentrated Knowledge™ for the Busy Executive Vol. 24, No. 11 (3 parts) Part 1, November 2002 • Order # 24-26 FILE: HANDS-ON MANAGEMENT ® Real-Life Stories of How People Change Their Organizations THE HEART OF CHANGE THE SUMMARY IN BRIEF By John Kotter and Dan Cohen CONTENTS The Heart of Change Page 2 Increase Urgency Pages 2, 3 If you’ve ever tried to change anything, you know how hard it is. How do you go about getting your message across to truly change people’s behavior? While most companies believe change happens by making people think differently, that isn’t the case. Instead, according to John Kotter and Dan Cohen, change happens when you make people feel differently. You have to appeal more to the heart than the mind. In this summary, you will learn about a new dynamic — the “see-feelchange” dynamic that fuels action by showing people potent reasons for change that spark their emotions. Built around the eight steps of change first introduced in Kotter’s bestseller, Leading Change, The Heart of Change gives straight advice on successful change — and true stories of companies making change happen. Build the Guiding Team Pages 3, 4 Get the Vision Right Pages 4, 5 What You’ll Learn In This Summary In the following pages, you will learn about: ✓ The Heart of Change: Why people succeed and why they fail at large scale-change and how you can use an eight-step path to success. ✓ The Need for Urgency: You will see why you must raise feelings...
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...Concentrated Knowledge™ for the Busy Executive Vol. 24, No. 11 (3 parts) Part 1, November 2002 • Order # 24-26 FILE: HANDS-ON MANAGEMENT ® Real-Life Stories of How People Change Their Organizations THE HEART OF CHANGE THE SUMMARY IN BRIEF By John Kotter and Dan Cohen CONTENTS The Heart of Change Page 2 Increase Urgency Pages 2, 3 If you’ve ever tried to change anything, you know how hard it is. How do you go about getting your message across to truly change people’s behavior? While most companies believe change happens by making people think differently, that isn’t the case. Instead, according to John Kotter and Dan Cohen, change happens when you make people feel differently. You have to appeal more to the heart than the mind. In this summary, you will learn about a new dynamic — the “see-feelchange” dynamic that fuels action by showing people potent reasons for change that spark their emotions. Built around the eight steps of change first introduced in Kotter’s bestseller, Leading Change, The Heart of Change gives straight advice on successful change — and true stories of companies making change happen. Build the Guiding Team Pages 3, 4 Get the Vision Right Pages 4, 5 What You’ll Learn In This Summary In the following pages, you will learn about: ✓ The Heart of Change: Why people succeed and why they fail at large scale-change and how you can use an eight-step path to success. ✓ The Need for Urgency: You will see why you must raise feelings of urgency so that people...
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...The context contemporary global business environment s requires companies to keep up with the pace of rapid changes and to meet financial expectations of numerous stakeholders. However these expectations are not financial only. Growing environmental concerns, depleting natural resources, globalisation issues, political and social instability require companies to reconsider their change management practices to comply with stakeholders expectations Pharmaceutical industry is no exception. The pharmaceutical industry has strategized around market exclusivity for many years. Successful commercialization of pharmaceutical products depends on maximizing the time available for product sales before generic products entered the market. Market protection opportunities that have the greatest impact on the life cycle of the product include patents, data exclusivity, patent term litigation, and extensions associated with pediatric indications for the drug (Goodman, 2008). Drug companies, their competitors which include other pharmaceutical companies, as well as generic companies understand this, thus enabling the drug companies to maximize product sales and royalties for many years (Goodman, 2008). These factors along with a declining economy, new healthcare regulations, political influences, changes in patent law, a change of the mentality from profits first, science secondary has lead to the decline in profits for the pharmaceutical industry. Although late adaptors to the “change”, unlike...
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...John Wiley & Sons, Inc. David L. Kurtz University of Arkansas Louis E. Boone University of South Alabama BUSINESS 14TH EDITION Contemporary . . . at the speed of business “The 14th edition of Contemporary Business is dedicated to Joseph S. Heider, who brought me to John Wiley & Sons. Thank you, Joe.” —Dave Vice President & Executive Publisher Acquisitions Editor Assistant Editor Production Manager Senior Production Editor Marketing Manager Creative Director Senior Designer Text Designer Cover Designer Production Management Services Senior Illustration Editor Photo Editor Photo Researcher Senior Editorial Assistant Executive Media Editor Media Editor George Hoffman Franny Kelly Maria Guarascio Dorothy Sinclair Valerie A. Vargas Karolina Zarychta Harry Nolan Madelyn Lesure 4 Design Group Wendy Lai Elm Street Publishing Services Anna Melhorn Hilary Newman Teri Stratford Emily McGee Allison Morris Elena Santa Maria This book was set in Janson TextLTStd-Roman 10/13 by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by R. R. Donnelley & Sons. The cover was printed by R. R. Donnelley & Sons. This book is printed on acid free paper. ∞ Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live...
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...Research report: November 2010 Creative clusters and innovation Putting creativity on the map Caroline Chapain, Phil Cooke, Lisa De Propris, Stewart MacNeill and Juan Mateos-Garcia Disclaimer This work contains statistical data from ONS which is Crown copyright and reproduced with the permission of the controller of HMSO and Queen’s Printer for Scotland. The use of the ONS statistical data in this work does not imply the endorsement of the ONS in relation to the interpretation or analysis of the statistical data. This work uses research datasets which may not exactly reproduce National Statistics aggregates. Copyright of the statistical results may not be assigned, and publishers of these data must have or obtain a licence from HMSO. The ONS data in these results are covered by the terms of the standard HMSO ‘click-use’ licence. Creative clusters and innovation Putting creativity on the map Foreword No one doubts the economic importance of the creative industries to the UK. At 6.2 per cent of the economy, and growing at twice the rate of other sectors, they are proportionately the largest of any in the world. But there is some evidence that the UK’s creative industries support innovation and growth in other parts of the economy too. The significance of these spillovers has only recently begun to be examined rigorously. And we know next to nothing about their geographical dimensions. This gap in our understanding is what NESTA set out to address in Creative Clusters...
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...“Evolution of Silos and the Subsequent Impact on Organizational Behavior". Managing People in Organizations Word Count: - 3,488 Executive Summary This paper focuses on how culture has impacts the evolution of silos, their subsequent impact on organizational behavior and outcomes for the institution if they are not eliminated. In a competitive environment it is imperative that organizations be as effective and efficient as possible. When departments exist in silos this hinders cross functionality and synergy due to lack of communication and common goals. This in turn has a negative impact organizational behavior and culture. This report examines University Y a Federal third level Education Institution in the Country X which specializes in providing tertiary education for female Nationals using an American Curriculum. It specifically looks at the evolution of silos within the Finance and Administration units which support the academic mission. There are seven of these units they include Finance, Human Resources, Campus Services, Campus Physical Development, Marketing and Publications, Contracts and Procurement and Computing Services. In addition to exploring how organizational culture influenced the evolution of these silos, it examines the impact of the unique culture of the COUNTRY X and finally what role the leader played in the sustaining of these silos, showing that leadership and culture are closely aligned. It examines the challenge of applying...
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...Chapter One: Introduction to Organizational Behavior Chapter Synopsis This chapter launches the students' study of organizational behavior by providing an overview of management history and the OB field, and by identifying forces that promise to reshape the nature of management. It exposes the how, what, why, and when of organizational behavior, as viewed and practiced by managers. It also identifies the skills and competencies that leaders will need to create the ideal 21st century work atmosphere, such as intelligence, passion, a strong work ethic, a team orientation, and a genuine concern for people. Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics,...
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...Stress Management Training: Facilitator’s Manual Learning Materials for “Helping Health Workers Cope,” a Project of Concern Worldwide’s Innovations for Maternal, Newborn, & Child Health and the Community Association for Psychosocial Services (CAPS) December 2012 Table of Contents Acknowledgements ...................................................................................................................... ii Disclaimer .................................................................................................................................... ii Use of Material ............................................................................................................................. ii Manual Development ................................................................................................................... iii I. Training Overview ................................................................................................................ 1 II. Introduction .......................................................................................................................... 3 III. What Is Stress? ................................................................................................................... 5 IV. How Do We React To Stress? ............................................................................................. 8 V. Exploring our Sources of Stress..............................
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...Organizational Culture as a Predictor of Job Satisfaction: The Case of Development Bank of Ethiopia By: Biniyam Teka A Project Submitted to School Of Commerce in Partial Fulfillment of the Requirements for Masters of Art Degree in Human Resource Management (HRM) Advisor: Tilaye Kassahun (PhD) Addis Ababa University School of Commerce Graduate Program February, 2012 Addis Ababa, Ethiopia Acknowledgment I would like to take the opportunity to sincerely thank those who helped me finish the research successfully. First of all, I deeply appreciate our advisor Tilaye Kassahun (PhD) who offered me first hand information. Besides, thanks to Development Bank of Ethiopia and all the staff who showed their willingness to give me the necessary data. I will never be able to complete the research without their cooperation. I am grateful for their contributions. Finally, I would like to extend my gratitude to those who provide direct and indirect support to help me complete my research. Table of Content Page No. List of figures i List of tables i Acronyms ii Abstract iii CHAPTER ONE INTRODUCTION 1.1 Background of the Study 1 1.2 Background of DBE 2 1.3 Statement of the Problem 5 1.4 Conceptual framework 6 1.5 Hypotheses 8 1.6 Objective of the study 9 1.7 Significance of the study 10 1.8 Delimitation 10 1.9 Limitations 10 1.10 Ethical clearance 11 1.11 Operational definitions 11 1.12 Organization of the paper 12 CHAPTER TWO LITERATURE REVIEW ...
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...Introduction Most of the time, physical abuse is not recognize by peoples as a serious problem. Physical abuse occurs when someone physically hurts you, such as by hitting you or throwing something at you. Even if someone only hits you once or doesn't hurt you that badly, it is a big deal. It may be not so serious because it seems they’re not badly hurt, but what the people doesn’t know is they are causing harm, a serious harm to that people they hurt physically.Abuse tends to escalate, putting you at greater risk in the future. Just one incident of being physically hurt by anyone is unacceptable, and you should take steps to stop the abuse. They cause harm in the sense that that even small hurting can cause hidden scars, Hidden scars which are formed by the emotional and psychological wounds. This Hidden scars is manifested by almost all of the people specifically during their teenage years. All parents want a disciplined and well behaved child. However, there are times when a parent loses control or simply has no control over their child. This is when simple parenting crosses the line and becomes emotional abuse. Emotional abuse is elusive. Unlike physical abuse, the people doing it and receiving it may not even know it is happening. It can be more harmful than physical abuse because it can undermine what we think about ourselves. It can cripple all we are meant to be as we allow something untrue to define us. Emotional abuse can happen between parent and child, husband...
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