Ethnic and Racial Group overview Essay

While I have always believed myself to be reasonably educated about racial diversity, and non-prejudice against those who come from different ethnic backgrounds than my own, this course has taught me that there is much more to the history and reality of Americas struggle to overcome the all too real problem that is prejudice and discrimination. I have learned much about my own background and history that I was not previously aware of as well. The history of Prejudice and discrimination in America dates as far back as to the days of slavery. While to most this is a well-known fact, there are a few facts about my own ethnic history that were not well-known to me until I participated in this course. The fact that stands out the most is that German immigrants (such as my own grandparents) suffered a reality of segregation in schools and language barriers, not unlike that of today’s Mexican Americans. German Americans struggled to establish bi-lingual schools because they were a growing population in America, and the need was apparent. Knowing this opens up a whole new perspective of my understanding of just how equal we all really are. Because trends in immigration have grown steadily and will continue to grow well into the future, by the year 2050, the U. S. population will experience a culture of diversity so elaborate, and so completely wide spread; resulting in America having no choice but to unite, or suffer from mass self-destruction of the worst kind. The challenges of such a diverse America will be apparent in many ways, and there will be some of the same issues of discrimination and prejudice that have always been. With all of the different cultures coming together, there will be inevitable language barriers, which will result in a continued issue of segregation among children, and the added challenge of providing them with equal educational opportunities. In the same way that children have to face the challenges of diversity, so do the adults who will face discrimination and possible insufficient opportunity to move forward based on their race. On the other hand, when faced with such diversity, America as a whole will be forced to accept change, and perhaps finally overcome the issues that it has been faced with for so long. The opportunity will rise, with the variety of diversity, to become educated about those who are around us. Because there will be nothing else to do but find a way to work together, or to fail as nation, I think that the way that we all see one another is going to change significantly. The idea that others are inferior in any way to any other individual will begin to fade, because with so much diversity all around, there will not be a majority, nor a minority. Perhaps equality in racial group numbers will finally be the key to unlock the door to a prejudice-free America.

The Code Of Ethics In Advocacy

The term advocacy has been used in various contexts such as in legal mechanisms as well as in social services. Yet, the notions on advocacy have a common ground – that is it pertains to an act made for the benefit of other person. By such definition, advocacy can really be used in different circumstances. For example, in courtroom sessions, the prosecution lawyers advocate the legal rights of their client. Obviously, advocacy is used to define how lawyers want to voice out the need of their client for the upholding of the latter’s right.Advocacy can also be seen in services offered by social workers. The social workers act in behalf of unfortunate individuals who wish to improve their social inadequacies. What Advocacy Is? As defined by Neil Bateman, advocacy refers to an act of pleading in support of another person. This implies that the central focus of the concept of advocacy is not the advocate but the subject of his advocacy – that is the achievement of the need of his client. Yet such pleading does not necessarily mean that the advocate would plea for mercy.Such is done by means of conversing logical arguments in order to establish the necessity of the advocacy (Bateman, 2000). In effect, the main thesis in the definition of advocacy is that it is done to uphold the welfare rights of those people who are socially marginalized. The function of the advocate then is to make it clear to the other party that there is a need for the betterment of these marginalized people. Furthermore, the concept of advocacy wants to clarify the distinguishing terms associated with the very concept of â€Å"client (Bateman, 2000).The most common expression use to denote the latter is customer. However, people who define advocacy thinks that it would become very discriminating on the part of the client to say that he is a customer which also means that he is a â€Å"service-user. † Yet that is the very thing that is happening. Nevertheless, these pe ople would like to change such connotation by saying that client are not mere service-user but a partner of the advocate himself. By that, it is ore appropriate to call them as â€Å"partners† and not service-users (Henderson & Pochin, 2001).The Need for the Code of Ethics in Advocacy As mentioned earlier, the main theme of advocacy lies on the idea that the advocate is doing his effort for the sake of another person. Hence it must be clear that the advocate is not acting for his own interests but for the betterment of the welfare of his client. This must be observed for the reason that advocacy would lose its essence if the object of advocacy is defeated by the idea that the advocate is only doing it for his own sake.Moreover, advocacy is intended to create a very profound relationship among the advocates and the clients themselves. In the first place, there is a need to establish an open communication on the part of the client and the advocate in order to fully address the former’s grievances or demands (Henderson & Pochin, 2001). And in doing so, the advocate is required to have a moral sense so as to become aware of the feelings and other concerns of his client.For example in a case of a rape-victim, the advocate should be careful enough not to make actions that are offending to his client. Though he is the latter’s advocate, it does not allow him to trespass his client’s personal concerns such as privacy. More often then not, the advocate and the client made an agreement in which the limitations of one another are set. Such agreement is made to make sure that the advocate would not go beyond limitations. In addition, John Weafer viewed advocacy as that which empowers those people who are not motivated or capable to speak for themselves.Empowerment means that the advocate is supporting the welfare of his client to the point that he is fighting for what is the most advantageous thing for his client. The advocate stands for the ne ed of the client. Hence it is needed that the advocate has the same view and principle regarding the case of his client in order to avoid future moral dilemmas that may impair the realization of a particular advocacy (Weafer, 2003). Also, Weafer argued that in advocacy, the advocate is making negotiations with the other side (other party) in behalf of a person who is socially marginalized.The promotion of the welfare rights of those people who are left out (also known as the marginalized sector of the society) is the underlying principle behind the concept of advocacy (Weafer, 2003). It is to be noted that there are people who do not have access to certain information that has concern with their welfare. The task of an advocate is to make this information accessible and open to their clients so as to get their full reactions and demands. Thus, the code ethics that the advocate must follow includes that above all things, the advocate must maintain the same position as what his client has.Secondly, the advocate must never use the need of the client as means for his own success or for his own interests but always treat such as the end (as how Kantian puts it). Next, the advocate must always seek the permission of his client for all the relevant things that concern his client before he uses it as one of his means to pursue the advocacy. Lastly, the advocate has a duty towards his client to inform him about the development and progress of the advocacy. Irish Report: Voluntary Hospice Movement in IrelandThe advocacy to increase the number of hospices in Ireland as well as to improve the facilities in established hospices has been the most current movement in Ireland. According to the report, the advocates of the hospice movement demand to increase the services rendered by the hospices as well as to advance the in-patient facilities (Hospice/Palliative Care in Ireland). Such is being raised by the advocates to ensure that ill-people would receive greater and better a mount of treatment.By such advocacy, the Irish government has started to give full attentions on the establishment of hospices all over the country as well as on the development of hospice services. Although the state has promised to allocate funds for the advocacy on hospices, the government is asking for a partnership with the volunteer bodies and organizations so as to maintain the monitoring and advancement of hospices. The advocacy has become an extensive campaign that necessitated the consideration of founding hospices in whole Ireland. ConclusionTo sum up, advocacy pertains to the act of supporting or doing something in behalf of others. The main core of the concept of advocacy revolves on the idea that it is done for the benefit of other not for own sake. Acting for the sake of other people requires the advocate to become morally aware of his actions and purposes in order to protect the interests and the original need of his client. The code of ethics mentioned in this paper will give moral standard on how an advocate shall act in the pursuit his objective – a particular advocacy.

Santa Barbara Essay Example | Topics and Well Written Essays - 750 words - 1

Santa Barbara - Essay Example Santa Barbara is one of the unique cities in the world because of its structure. It is surrounded by mountains and sea which not only enhances its beauty, but provides a pleasant climate as well. Even though the state California is known for world famous cities like Los Angeles, Hollywood, San Francisco and San Diego, it doesn’t mean that the list ended with the above cities alone. In fact Santa Barbara is the least advertised cities in California which prevented the global tourists in gathering vital information about it. Most of the tourists who visits California, may go to world famous places alone and will deny the opportunity to visit Santa Barbara because of lack of information and publicity about it. Santa Barbara is a city where one can observe the mixed beauty of American and European culture. Santa Barbara is located at the northwest of Los Angeles and it is also situated close to Europe. In other words, European continent starts where the Santa Barbara ends. This close company of Europe has made Santa Barbara a place which is equally attracted by the American and European tourists. In a tourist’s point of view, one can enjoy both the European and American culture together at one place at Santa Barbara. Hotels, restaurants, recreational activities etc in Santa Barbara have the blending effect of both European and American cultures and traditions. The Santa Barbara city council is keen in maintaining the unique structural style of Santa Barbara in order to preserve its European look. Tourists who have visited Europe can identify the similarity of Santa Barbara with respect to Europe even at the first glance. Like Europe, most of the coffee shops in Santa Barbara are surrounded by Roman fountains and various kinds of statues where people can have the most enjoyable coffee in the open air. These Roman fountains present a cool air and cool wind around the coffee shop area to the customers who can enjoy the taste of hot coffee in a cool

In-depth comparative analysis research paper between two different Essay

In-depth comparative analysis research paper between two different firms operating in two different countries but which have sim - Essay Example Proctar & Gamble, a company founded in United States by two British men around 150 years ago, aims to provide products and services of superior quality and value. What began as a family oriented business then became a multi-national in no time. It is today one of the leading firms worldwide which caters to providing consumer goods. Unilever, founded in 1890, started off by making a soap that helped popularize cleanliness and hygiene. Today, it has grown in the same way as P & G and has similar goals and likewise, faces similar problems. As the firms are now multi-nationals and have large operating units in different parts of the world, different cultures gives them different challenges which should be met tactfully so as to avoid controversies. Procter & Gamble, India, has a diverse range of popular products, for example Pantene shampoo, Ariel washing detergent, Pampers baby diapers etc. P & G has now settled in to the country but faced several problems in the beginning. One example is that of promoting Pampers. Indian Women preferred cloth nappies than diapers and the women who did shift to Pampers were often referred to as lazy or that they did not give their babies enough attention. With such cultural walls, Pampers found it difficult to break in to the industry, its strongest competitor being the common nappies.

Business Strategy Coursework Example | Topics and Well Written Essays - 1750 words

Business Strategy - Coursework Example This is also because of the growing demand of UK retail products all around the world and advent of ecommerce facilities (Ethical Consumer, n. d.). When it comes to calculating the maximum retail spending, London is the most popular shopping centre of the country. Though during recession, UK's retail industry faced a heavy blow, but this did not affect their international rankings among the largest retail sectors of the world (Gordon, 2011). UK has been always the hub for clothing and high quality fabrics. The high street fashion industry in London is estimated to be about ?450 billion. This clearly signifies the contribution of the retail apparel stores in UK's economy. The citizens of the country spend about ?1,054 million on clothing and also on footwear in 2009. Overseas also the retail industry of UK earn about ?7.3 billion revenue, which includes countries like USA, China, Russia, Japan, Italy, etc. Internet retailing is also quite prevalent in the country. The top retailers in UK are Tesco, Sainsbury, Morrison, Asda, Marks & Spencer, Alliance Boots, Home retail group and many more (Oxford Said business school, 2011, p. 9-10). Strategic Group Analysis of Marks & Spencer Company Overview The study is all about the strategic group analysis of Marks & Spencer. Marks & Spencer is one of the leading retailers of UK. The retail shops of Marks & Spencer receive about 21 million visitors every week. The retailer provides an attractive range of clothing, food, wine, and home products to its customers. There are around 78,000 employees in the company round the world, including UK. The retailer have about 700 retail store in UK and further plans for expansion is on progress. Marks & Spencer is number one retailer of lingerie and women wear in the country. It is also striving to become number one in menswear, kids wear and home products. The clothing and the home product department of Marks & Spencer generates 49 percent revenue, while other 51 percent revenue is gen erated from the food and wine department. The company has also declared itself carbon neutral and has created a five-year eco plan for the company. The company was started by Michael Marks as a penny stall in the year 1880. He was soon joined by Tom Spencer, who was a cashier of the supplier. The company aims to focus mainly in their core business area that is the clothing section and improve the range of their products. The company also want to work upon their sub-brands. Their motto for the food and wine segment is to present the British flavour to the world. Michael Marks had certain principle, based on which he wanted to develop his retail store. The principles formulated for the day to day business operation were: They wanted to offer their customers high-quality products at an affordable price. They wanted to encourage their suppliers to use the most advance technologies for production. The company wanted to work with the suppliers to ensure highest quality of products offered to the customers. They wanted to provide a friendly atmosphere in the store, helpful services and an excellent shopping experience to the customers. The retailer wanted to improve their efficiency by simplifying their operations. Lastly, the company wanted to maintain a good relationship with the customers, employees and suppliers. Strategic Group This term is mainly used in strategic management. It simply signifies the companies in the same industry have

Globalization and Democratic Policies essay Example | Topics and Well Written Essays - 3000 words

Globalization and Democratic Policies - Essay Example ipate in political rallies, community activities, direct association with political leaders and trade union protests enjoy the common ground of equality. When the majority of citizens in the society are charged with the duty to make decisions binding on the whole society we term that democracy. Political equality can justify the form of democratic government in various ways that allow empowerment of citizens to grow socially and economically while enjoying their civil rights. The society is held together by a joint action towards realizing a certain common goal. When citizens put aside their partisanship, they will realize that development is indispensible in society. Hence, the need to work together as a team is created. Thus in the light of political equality communities are built and developed through the enabling environment of unity (Kropf 2003). Citizens can promote legitimacy when they are involved in political activities. It is through seeing people as equals before the law that will only prompt their participation in affairs concerning their governance. For instance giving people a chance to vote their leaders will ensure satisfaction with the vote results even if they lose. In most cases, citizens learn to obey the laws and little police control is required to bring order. It becomes a culture by citizens to always get the right things done as they are fueled by the universal call for equality, justice, and unity. Democratic governments are easily identified by the warm and fruitful relationships they enjoy with their subjects through maintaining order and law. Involving people in making policies and laws will instill a sense of ownership making the laws to earn protection from the very citizens it is meant for. Contesting for any seat during national elections must be made open to anybody regardless of gender, colour, religion and race as long as the individual meets the basic requirement of the constitution and citizenship to that country. In

Samsun Galaxy Tablet's Design, Operations, and Supply Chain Strategies Research Paper

Samsun Galaxy Tablet's Design, Operations, and Supply Chain Strategies - Research Paper Example Moreover, they are the second largest semiconductor chip manufacturer in the world at present. Many people believe that they may surpass the leader Intel in that segment also in near future itself. It is widely believed that Samsung Electronics is best positioned for the new developments in the smartphone market and will continue to expand its leadership in memory, as well as new components like AMOLED and Mobile AP. The company is more favourably positioned than before in most of its product categories: it is quickly becoming the number one player in handsets (from a distant third place behind Nokia and Motorola in 2005), it's already the dominant number one player in TV (from fourth in 2004) and it's a major player in new components like Mobile AP (part of System LSI) and AMOLED (part of Display Panel), which are relatively new businesses. It has several "stars" including smartphones, tablets, AMOLED and System LSI; a few "cash cows" such as DRAM and featurephones; and one real "do g" in LCD displays (Samsung Electronics: The Jewel of the Samsung Empire — Secrets of Success and Future Growth Engines, p.151) Even though Apple Inc is believed to be the most valuable technology company in the world, the death of Steve Jobs has opened many opportunities for Samsung to defeat Apple not only in mobile phone market but also in the tablet market as well. At present Apple Inc and Samsung are believed to be engaged in fierce battle to dominate the smartphone and tablet market. Even though Apple was successful in introducing world’s first touch screen phone (iPhone), Samsung was able to give a strong reply to iPhone with the help of their Galaxy S2 and S3 series of smart phones. Same way, Apple introduced iPad or tablets much earlier than Samsung; however, Samsung tabs are causing strong challenges to iPads even though they came little bit late in the market. Samsung Electronics Co. is so big and profitable that the measure for telling when the company is d oing better than normal is when it goes on a streak of setting record quarterly profits. It happened in 2010 and it’s happening now. Samsung’s second quarter results broke the record set in the first quarter. Some analysts think the third quarter will be even better, but that net income will drop sequentially in the fourth (Samsung 5 Lessons: The 2nd Record Edition) In short, Samsung is one of the most rapidly growing consumer electronics companies in the world at present. Samsung tablets are capturing wide public attention because of its superior performances and cheaper prices compared to the products of its competitors. The future of tablets is bright since it is a blend of mobile phones and laptops. It should be noted that mobile phones are handy; however, its capabilities are limited compared to a laptop. Same way, laptops are convenient for computing purposes; however, they are bulky and heavy weighted. On the other hand, tablets can be used as a computer as well as a smartphone. Moreover, it is handy and light weighted. In short, the future of tablets seems to be extremely bright and hence it is important to learn more about this produc

The Calendar Girl Movie Review Example | Topics and Well Written Essays - 500 words

The Calendar Girl - Movie Review Example In the movie, Dales poses strategically nude more than fifty pose. Despite being based on a true story, the nudity was not legally justified event in the community that contain naà ¯ve and developing children. The actions or the nudity in the movies deeply expresses the moral decay that might have the genesis of prostitution the society. Notably, until very late years, prostitution was an illegal act that was never recognized by the legal system and it warranted an arrest. Moreover, stripping clubs were never recognized as part of morals of the community; therefore, those that operated, did so illegally. Thus, the movie contains many scenes and arts that were illegal. For instance, the movies indicated ladies who were pips and their nude portraits were the order of the movie. The movie may also be regarded as the first export in the light comedy steamroller division that was ever found in the British film industry. However, most parts of the movie avoided the queasy class condescension such as the hell bent charmers that they relied on since the unemployed steel mill workers pegged their groove on thangs in the â€Å"The Full Monty.† Additionally, the British people are never expected to indulge in these actions. The women are related to the son of the coal miner who pirouetted in the â€Å"Billy Elliot†. They are compared to the tweedy widow whose work was to harvest dynamites weeds in the â€Å"Saving Grace†, all of which are illegal traits or actions that were never supported by the British legal systems (Calendar Girls 01:00: 37). The movie portrays Helen Mirren or Chris or Tricia Stewart (as in the real life story) as a lover of strip game. Moreover, she is the one who introduces or hatches the money making idea for the memory of Chris’ late husband’s memory. The group that engages in money collection are beautiful women. Apparently, they use their nudity as a means of collecting or attracting

Mix Map Model Essay Example for Free

Mix Map Model Essay Mixmap model provides information that helps the company to determine the factors that effectively analyse the present tactics and based on the analysis it can determine future tactics. Mixmap model includes 4P’s, Product life cycle, BCG matrix and Ansoff matrix. * Product life cycle Product life cycles (PLC) are the stages that a product goes through during its life cycle in the market. Product life cycle is used in order to show current stage of the product or the company at present which including four stages, Introduction, Growth, Maturity and Decline. PLC is useful for determining the current market position and it is significant for the company to adapt their product or brands marketing strategy to the changing condition of the market environment. Introduction – is first introduced. It offers something new in terms of its design or performance, with few competitors offering the same product. Growth – as volume grows, competitors may enter the growing market. Keeping up with demand could prove to be the main operations.. Maturity Demand starts to level off. Operations will be expected to get the costs down in order to maintain profits or to allow price cutting. Decline After time, sales will decline with more competitors dropping out of the market. Eg. MS is in a high fashion industry and its product offering is the latest trends and designs with a life of maximum 2 weeks so its product life cycle cure becomes like the above diagram. * Boston Group Matrix – Uses market share and market growth criteria for determining the attractiveness and balance of a business portfolio. Star – is a business unit within a portfolio, which has a high market share in a growing market. It is well- established and fantastic opportunities. Question mark – is a business unit within a portfolio that is in a growing market, but does not yet have high market share. Cash cow – is a business unit within a portfolio that has a high market share in mature market. Dogs – are business units within a portfolio that have low share in static or declining markets. Example MS in terms of BCG matrix is either ‘dogs’ (cash in balance) or question marks (cash cow). The portfolio of MSs products is good in clothing having star position and in food MS has occupied the position of question mark relative market shares is low with low industry growth and in financial services industry growth is high but MSs market share is low and will require substantial capital investment to turn them into stars. * McKinsey Matrix – Highlights the importance of fit between strategy, structure, sytems, staff, style, skills and superordinate goals. Three aspects of organizing. First, organizing involves a lot more than just getting the organizational structure right; there are many other elements to attend to. Second, the 7-s framework emphasizes fit between all these elements everything from structure to skills needs to be connected together. Third, if managers change one element of the 7-s, the concept of fit suggests they are likely to have to change all the other elements as well in order to keep them all appropriately aligned to each other. Strategy are plans an organization formulates to reach identified goals, and a set of decisions and actions aimed at gaining a sustainable advantage over the competition Structure – is the key ingredient of organizing for success. But structure can only work if they are supported by formal and informal organizational system System – can be subdivided in two ways. First, systems tend to emphasis either control over inputs or control over output. The second is between direct and indirect control. Style – refers to the leadership style of top managers in an organization and how key managers behave to achieving the organization goals. Staff – is about the kinds of people in the organization and how they are developed. Skills – relates to staff. It raises not only staff skills but also issues to do with how these skills are embedded in and captured by the organization as a whole. Superordinate goals – refers to the overarching goals or purpose of the organization as a whole. Superordinate goals are placed at the center of the 7-s framework: all other elements should support these. Example MS are fully exercising the 7s model and coordinating at all levels to generate maximum output. Structure is well defined since it is old player in this industry so they have learnt a lot from their experience curve and now have developed an outstanding structure. In the initial phase MS got experience through hit and trial method and now have developed good strategies and system. MS also has got excellent skills and is full getting benefit of these skills. They are well known figures in clothing industry and have gained professional and productive staff. MS have shared values which are widely spread in its all 7s and are reflected by their strategic moves * Ansoff’s Matrix – Is a very useful tool and can be used in nearly every scenario. It neatly summarizes many of the strategic options facing organizations. Market penetration – existing markets and products This is a strategy by which a company seeks to increase the sales of its present products in its existing markets. Product development – existing markets and new product This strategy has the aim of increasing sales by developing products for a company’s existing market. Market development – existing products and new markets This strategy has the aim of increasing sales by repositioning present products to new markets Diversification – develop new products in new markets This could be related to what we do at the moment. Diversification is a high risk strategy as the business is unfamiliar with the product and the target market. Example We can see from the Ansoffs Matrix, MS’s lunch of Financial services products will have involved a diversification strategy. As MS did not already sells financial products, so new market and new product. Both capability and market consideration has driven MS into development of new markets and products. 4Ps * Price – The price of a product or service is the important influencers in the decision on whether to buy. Eg. Marks and Spencer vary in price. However most of the products seem to be fairly cheap affordable prices. This is good because the clothes are of good quality; however the pricing isn’t too expensive. * Promotion – represents all of the methods of communication that a marketer may use to provide information to different parties about the product. The promotion mix consists of four elements: advertising, sales promotion, public relations and personal selling. Eg. Marks and Spencer tend to promote ladies fashion mainly on Television and on their website. They also advertise on billboards etc. * Place – refers to providing the product at a place, which is convenient for consumers to access.eg. For MS all ladies fashion is placed on a certain floor in the store, so it is easily found and is easy to locate, and find particular product. * Product – Product covers both the usefulness and demand for an item in general and also any specific features and benefits. In general, when buying the fast fashion clothes, style and quality are the key requirements for customer. If it is to stand out from rivals products. It can be done by changing this brand name, quality, and packaging. Eg. MS offers many different clothing concepts for man, woman and children, and also sell accessary and cosmetic.

Energy Resource Challenges Essay Example for Free

Energy Resource Challenges Essay Renewable energy is energy generated from natural resources, such as sunlight, wind, and biomass fermentation. These alternative energies do not harm the environment or wear out natural resources. In fact, these exploitable energies are derived from sources that have the capacity to replenish themselves, thus depicting them as infinite energy. Renewable energy is also identified as clean or green energy because it does not generate pollutants or toxins that are dangerous to the environment. The major obstacle to wind energy use and management is the present insufficiency of transmission systems that distribute electricity from the best resource sites in isolated areas to where it will be used in metropolitan areas. For solar energy, attempting to seize sun rays over a wide area can be very difficult. In addition, the energy in any given place will vary because of weather and cloud conditions. For biomass fermentation, the foremost challenge occurs when a minute level of greenhouse gases are produced through the process of generating the energy. Moreover, extensive crop production will require vast areas of water and land, indicating significant problems. Another renewable energy is the hydro power energy, which is produced by using of electric generators that extract energy from water current (AEoogle). Streams and rivers are conveyed through hydro generators to produce energy, even though there are unfavorable consequences in so far as the environment is concerned. Nonrenewable energy, in contrast, is energy generated through burning of fossil fuels, such as oil, coal and natural gas. Nonrenewable energy resources cause pollution through the emissions of greenhouse gases. Nonrenewable energy will eventually run out if they are continuously used, given that there are only limited resources of fossil fuels on the planet. In addition, nuclear fuels cause waste materials that are dangerous to human and to the environment. Reference AEoogle. (n. d. ). Hydro Power. Retrieved February 20, 2009, from http://www. alternative-energy-news. info/technology/hydro/

Critical Thinking Process Case Study

Critical Thinking Process Case Study As Buckingham and Adams (2000) state, â€Å"getting a better understanding of their decision making processes has important benefits for nurses†, and for their employers and their patients (p 982). Critical thinking in nursing is related to the traditional nursing model of assessment, planning, implementation and evaluation, a fundamental nursing process (Lee et al, 2006). Because of the universal application of the nursing process, and its efficacy, there is an assumption that â€Å"the process of clinical problem-solving is well understood† (Taylor, 2000 p 842-849). This essay explores the critical thinking process related to one client, and evaluates the quality of that process and its relationship to effective planning and implementation of nursing care. Some theorists link critical thinking in nursing to diagnostic practice, particularly in relation to advanced nursing practice, and cite this as a new phenomenon (Lee et al, 2006). This author however, would argue that this is a part of nursing practice in every case, and that critical thinking and diagnostic processes are very similar, except it has never been called diagnosis in nursing until recently. However, Lee et al (2006) do cite the means by which nursing judgements on which plans of care are based, including systems-processing type judgements and intuitive reasoning. One of the criticisms of nursing decision making, however, and a problem which continues to trouble the profession, is the reduction of this process to little more than intuitive processes rather than rational ones (Buckingham and Adams, 2000). This is partly because â€Å"nurses have struggled continually to articulate the nature of their expertise† Buckingham and Adams, 2000 p 982). But the literature demonstrates that intuitive processes tend to represent subconscious decision making combined with conscious decision making, and this author believes that both are of equal value and importance in coming to decisions and planning nursing actions and ongoing care. Aitken (2003) suggests that clinical decision making starts with the development of a hypothesis, which is then proved or disproved by further gathering of clinical data, objective and subjective, including objective tests and nursing-process related observations and questioning. â€Å"Hypotheses were used to summarize attributes that had already been acquired, describe the possible problem that existed and direct future attribute acquisition.† (Aitken, 2003 p 481). Offredy (1998) in research on nurse practitioners found that hypothesis generation as part of the decision making process occurred even before the client history had been taken, and that this kind of ‘hunch’ was one which they believed to be borne out in later more objective clinical evaluation. This is related to the level of experience of the nurse (Offredy, 1998). Lee et al (2006 p 61)) cite the following variables as affecting critical thinking processes: knowledge; experience; discipline specific training, which provides the diagnostic labels that can be used to ‘classify and explain the data’ involved ; and the task. Aitken (2003) suggests that the strategies which are applied to nursing decision making is not necessarily a conscious plan but could be a process which is more subconscious. This may be related to what Offredy (1998) describes as pattern recognition. In this case, the critical thinking process was based on Jaslyn’s symptoms and presentation in terms of physical and emotional state, which in turn were identified and informed by the nurse’s own knowledge, nursing and symptom related knowledge, and by the nurse’s experience gained from training and previous practice. There were key factors which highlighted Jaslyn’s state of health/illness and also flagged up the warning signs that signified Jaslyn’s immediate needs. These were identified both through objective data and subjective data, which in terms of Maslow’s hierarchy of needs, could be seen as safety and security needs, related to the patient’s expressed suicidal thoughts, and physiological needs, related to her physical condition, which, once met, would allow for interventions to support in meeting her self-esteem and other psychological and emotional needs. Prioritisation of safety and physiological needs may be derived from p revious nursing experience, as already suggested, because, as Aitken (2003) suggests, clinical decision making processes can be affected by the decision-making environment, and also by â€Å"the potential consequences of each of the [potential] alternative decisions† (p 477). Thus previous experience of nursing, combined with knowledge from my training, which is also affected by the socialisation process of nursing, and by the shared knowledge of colleagues, placed the greatest emphasis on the prevention of harm occurring, which led to the decision to provide close supervision of the patient to prevent self-harm. Another attribute of this decision making process, one which I had hitherto not recognised, was the use of what Aitken (2003) calls â€Å"a think aloud† method (p 483). This is very much evident in the kind of decision making I engage in, and critical reflection suggests that I have learned this process from colleagues, because the process seems to be a communal one, in which colleagues (including myself) verbalise their judgements on findings and gain confirmation from each other that their findings and actions are correct. This might also be a means of trying to reduce the potential for error which is inherent in the decision making proc ess, and constitutes the risk element of the process (Buckingham and Adams, 2000; Round, 2001). The application of the nursing process has shown me that processes of decision making are based on experience, but that some of this experience is derived from shared knowledge and experience with colleagues. Throughout the decision making process involved in this case, decision making was more collaborative than unilateral, signifying the fact that no clinical decision is made in isolation. The decision making process was borne out in the clinical progression of the case, and reflection demonstrates that decision making is both objective, and informed by intuition, but that what is called intuition is simply the bringing to bear of knowledge developed through experience. References Aitken, L.M. (2003) Critical care nurses’ use of decision-making strategies. Journal of Clinical Nursing 12 476-483. Buckingham, C.d. and Adams, A. (2000) Classifying clinical decision making: a unifying approach. Journal of Advanced Nursing 32 (4) 981-989. Lee, J, Chan, A.C.M. and Phillips, D.R. (2006) Diagnostic practise in nursing: a critical review of the literature. Nursing and Health Sciences 8 57-65. Offredy, M. (1998) The application of decision making concepts by nurse practitioners in general practice. Journal of Advanced Nursing 28 (5) 988-1000. Round, A. (2001) Introduction to clinical reasoning. Journal of Evaluation in clinical practice7 (2) 109-117. Taylor, C. (2000) Clinical problem-solving in nursing: insights from the literature. Journal of Advanced Nursing 31 (4) 842-849.

Drilling in North America Essay -- Environment Argumentative Persuasiv

To Invest in Drilling or to Invest in Our Future? You've almost made it. The captain says that around these mountains, in about 15 minutes, you should see it, the great coastal plain of the Arctic National Wildlife Refuge: birthplace to caribou, polar bears, and much of the other arctic wildlife. You've been looking forward to seeing this for as long as you can remember and when you do it's breathtaking: crisp clean white plains, just like you'd seen in the National Geographic. You listen to the sounds surrounding you, the ocean lapping along the boat, the air whistling through the mountains, thewhat's that? That mechanical noiseit sounds likelike engines, but what are machines doing on this remote, beautiful, peaceful, and highly important land? As you turn your focus to the east, where the noise is coming from, you see it. Among the fragile tundra and substantial mountains lining the plain you see a giant oil field. In the middle of this pristine territory there it is, a mechanical giant: drilling and moving to it's own ominous so und. And then you remember it all12 years ago during the Bush administration, our president pushed for the opening of the Arctic National Wildlife Refuge to stop our dependence on foreign oil and to boost our economy with new employment after the tragic events of September 11, 2001. This scenario tragically could happen. Sure it sounds like a great plan, let's stop supporting the terrorist countries and drill our own oil, let's provide thousands of new jobs after so many people are being laid off, let's drill in the last remaining untouched American Arctic coastline. It sounds good, but it's not reasonable, environmentally or economically. It would take years before we could even reap the profi... ...on, Pete. "Jobs and Drilling in the Arctic National Wildlife Refuge: A Summary and Review of Current Literature." The Wilderness Society. 25 Sept. 2001. < www.wilderness.org > In Dr. Pete Morton's study of the relationship between jobs and drilling in the Arctic Wildlife Refuge facts were presented through research of numerous books and studies by other researchers in the field. He looks at the proposed number of job employment and uses his research as well as others to disprove this high number. 9) The National Resource Defense Council. < www.nrdc.org > Online. 23 Feb. 2002. The National Resource Defense Council website offered information on any and all existing environmental problems, including alternative energy sources, national parks, etc. The section on the Arctic Wildlife Refuge provided graphs and statistics useful for the environmental stance.

Pros and Cons of Home Schooling Essay -- Education Classroom Teaching

Pros and Cons of Home Schooling Every parent is faced with the decision of whether or not to home school their child. While some families may find home schooling as being very helpful and beneficial to their child’s education, others may find that it is crucial their child be sent to a normal school. Some parents are hesitant to send their children to public school because of crime and lack of discipline and also because they fear that the quality of education is declining. Parents may also feel that sending their child to school will aid in their social development. Home schooling has both advantages and disadvantages which aid parents in this difficult decision. Home schooling has been proven to result in higher test scores for students. This could possibly be a result of a more individualized learning environment where personal attention is always given. According to two Time reporters, â€Å"the average SAT score home schoolers in 2000 was 1100, compared with 1019 for the general population† (Cloud and Morse). The amount of time a child has been home schooled has a direct correlation with their performance on standardized tests. â€Å"Home-schooled pupils who took the Iowa Test of Basic Skills outscored public school students by 37 percentile points.† â€Å"On the Stanford Achievement Test, the advantage was 30 percentile points.† (Viadero) It is clear that home schooling does not hinder a child’s education. While home schooled children may achieve academically ...

Importance of Financial Institution Essay

Nature of financial institutions Financial institutions are the organizations which perform the essential functions of channeling funds from those with surplus funds (suppliers of funds) to those with shortages of funds (user of funds). Financial institutions are active in today’s global markets include commercial banks, insurance companies credit unions, finance companies, savings and loan associations, saving banks, pension funds, mutual funds, and similar organization. Their fundamental role in the financial system is to serve both ultimate lenders and borrowers but in a much more complete way than brokers and dealers do. Financial institutions issue securities of their own-often called secondary securities to ultimate lenders and at the same time primary securities from borrowers. The secondary securities issued by financial intermediaries include such familiar financial intermediaries include such familiar financial instruments as checking and savings accounts, life insurance policies, annuities and shares in mutual fund. For the most part, these securities share several common characteristics. They generally carry low risk of default. Financial institutions are accept primary securities from those who need credit and in doing so, take on financial assets that many savers, especially those with limited funds and limited knowledge of the market, would find unacceptable. Money lending in one form or the other has evolved along with the history of the mankind. Even in the ancient times there are references to the moneylenders. Shakespeare also referred to ‘Shylocks’ who made unreasonable demands in case the loans were not repaid in time along with interest. Indian history is also replete with the instances referring to indigenous money lenders, Sahukars and Zamindars involved in the business of money lending by mortgaging the landed property of the borrowers. Towards the beginning of the twentieth century, with the onset of modern industry in the country, the need for government regulated banking system was felt. The British government began to pay attention towards the need for an organised banking sector in the country and Reserve Bank of India was set up to regulate the formal banking sector in the country. But the growth of modern banking remained slow mainly due to lack of surplus capital in the Indian economic system at that point of time. Modern banking institutions came up only in big cities and industrial centres. The rural areas, representing vast majority of Indian society, remained dependent on the indigenous money lenders for their credit needs. Independence of the country heralded a new era in the growth of modern banking. Many new commercial banks came up in various parts of the country. As the modern banking network grew, the government began to realise that the banking sector was catering only to the needs of the well-to-do and the capitalists. The interests of the poorer sections as well as those of the common man were being ignored. The significance of the financial system to economic development is not quite clear-cut. Some researchers such as Hicks (1969) are of the opinion that the financial system plays a crucial role in the mobilization of capital for industrialization. On the other hand, there are those, who hold a contrary view. In the 1980s, several African governments embarked on structural adjustments programs in order to correct the disruptions in their economies. As Geo-Jaja and Mangum (2001) note, structural adjustment programs seldom delivered on their intended objectives. However, the relationship between financial development and economic growth during post-SAP period is examined using the Spearman rank correlation. The expected outcome of the structural adjustment program in Nigeria was marred by policy reversals of government. This is a possible reason for the poor performance of the financial sector of the economy. Therefore, financial development and economic growth have no consistent relationship in post-SAP Nigeria.

Tay Sachs Is Fatal Health And Social Care Essay

By 2 years, Dj responded to auditor cues more than ocular 1s. He no longer could keep up his caput or perform simple activities such as turning the pages of a book.Nystagmus and a â€Å" cherry ruddy † was noticed by the paediatric eye doctor by so which would farther assist in his diagnosing. By this clip, he had regressed to a six months developmental degree ; his balance and vision were truly acquiring worse. At 2yrs, Dj was diagnosed with Tay Sachs by the brain doctor after his changeless visits and ratings. After this diagnosing a Deoxyribonucleic acid analysis for DJ was done to seek to happen the exact defect. A ruddy cell and leucocyte hex A degrees for his parents was done every bit good, to corroborate that both of them were bearers which was proven three hebdomads subsequently. The exact mutant in DJ could non be found which was non a surprise as more than 50 known mutants for this disease be but the research labs in the United States routinely trial for merely nine of the most common 1s. By two and a half old ages, his weight increased from 20 pounds at 2yrs to 25 lbs and he grew a few inches taller. At this pointing clip he had ictuss and experient minutes of agitating when being moved. Excess mucous secretion began constructing up in his pharynx which would subsequently after his lungs and external respiration. He was placed on Diamox for 6 months by so which aided him a spot with grow. His get downing physiological reactions weakened and congestion increased. He was besides placed on a tranquillizer which assisted in diminishing his shudders. By 3 year, he used a suction machine to take the extra mucous secretion so that he could be fed passed. His developments were being delayed further and he developed pneumonia as he became more susceptible to infections. As Dj turned four old ages, he no longer ate chiefly by oral cavity, but took repasts through a NG tubing. Although he did non take medicine to command his ictuss, he now took three medicines daily for other symptoms of the disease: A DiamoxA to cut down the force per unit area on his encephalon, A RobinulA to command extra secernments, andA ZantacA to command the sourness in his stomach.DJ was by no agencies lethargic or vegetive which is common for kids around that age enduring from the disease. He was alert for most of the twenty-four hours, and he moved himself around a batch, turned his ain caput and stretched his organic structure at will. He was really loose, and did non hold a job with contractures or palsy. By 5yrs, DJ received his repasts and medicines through his NG months.A He took three medicines daily for symptoms of the disease: A DiamoxA ( acetazolamide ) to cut down the force per unit area on his encephalon, A robinulA ( glycopyrrolate ) to command extra secernments, andA ativanA ( Ativan ) to assist him kip at dark. He retained some scope of motion eg.turning his ain caput, yawning and stretching his whole organic structure. His parents exercised his carpuss and pess more as they tended to drop down. Daily therapy was given to him by his parents which assisted in diminishing his ictus episodes and retaining some physical motion. Due to limited gesture he developed force per unit area sores as he invariably slept on one side of his organic structure. As small Dj approached his sixth birthday he started holding jobs such stiffness with contractures. It became really hard for him to make certain actions such as dividing his articulatio genuss or conveying his custodies away from his thorax as his shoulder blades would lift when his weaponries were lifted. He was still undergoing physical therapy in order to seek opening up his thorax to do it easier for him to take a breath. Gentle scope of gesture exercisings for his pess and custodies were done to loosen up the articulation in these countries. He experienced acidic belch as good which was discomforting for him. A few yearss before his birthday, Dj became one more statistic for Tay sachs. 1Today, most patients are seen in households with no anterior history of the disease because the recessionary cistron can be carried without being expressed through many coevalss. Carrier testing and familial guidance have made this disease rare in those at known hazard. While there are certain populations at higher hazard, A anyoneA can be a Tay-Sachs bearer.Pathogenesis and SymptomsTay sachs is a fatal autosomal recessionary familial upset in kids that causes the progressive devastation of the cardinal nervous system due to mutants in the HEXA cistron which encodes the alpha sub unit of the lysosomalA enzymeA beta-N-acetylhexosaminidase A. ( 3 ) In order to get the disease, both parents must be bearers of this mutauted HEX A which is to be inherited by an progeny. Possessing the 2 mutated HEX A is identified to be a 1 in 4 opportunity or 25 % .TheA HEXAA cistron provides instructions for doing portion of the enzyme beta-hexosaminidase A, which plays a of import portion in the encep halon and spinal cord. This enzyme is located in lysosomes which is why the disease is classified as a lysosomal storage disease or GM2 gangliosidosis. ( 2 ) Within the lysosomes, beta-hexosaminidase A helps interrupt down a fatty substance GM2 ganglioside. Mutants in theA HEXAA cistron disrupt the activity of beta-hexosaminidase A, which prevents the enzyme from interrupting down GM2 ganglioside. As a consequence, this substance accumulates to toxic degrees, peculiarly in nerve cells in the encephalon and spinal cord. Progressive harm caused by the buildup of GM2 ganglioside leads to the devastation of these nerve cells, which causes the marks and symptoms of Tay-Sachs disease.[ 2 ] Tay Sachs have been linked to about 90 mutants in the HEX A cistron with increasing Numberss. The type of mutants range from point mutants, omissions, splicing site mutants and many others. ( 1 ) Any of these mutants will merely increase the GM2 in the cells suppressing the map of the enzyme hexosaminidase.[ 3 ]A A four base brace interpolation inA exonA 11 ( 1278insTATC ) consequences in an alteredA reading frameA for the HEXA cistron. This mutant is the most prevailing mutant in the Ashkenazi Jewish population, and leads to the childish signifier of Tay-Sachs disease.[ 4 ]A mutant that is unrelated to the prevailing Ashkenazi mutant, a long sequence omission, occurs with similar frequence in households with Gallic Canadian lineage, and has the same pathological effects.This depicts that the fluctuations in the different mutants may hold similar symptoms. The different mutants may besides impact the type of Tay sachs which occurs. Three different types of Tay sachs has been identified ; childish, juvenile and grownup oncoming. Each is characterized by assorted mutants at different phases of the life rhythm. The assorted types and symptoms associated with them as are follows: Childish TSD: InfantsA withA Tay-Sachs diseaseA appear to develop usually for the first six months of life. Then, asA nerveA cells become distended with gangliosides, a grim impairment of mental and physical abilities occurs. The kid becomes blind, deaf, and unable to swallow.A MusclesA get down to atrophy andA paralysisA sets in. Death normally occurs before the age of five.[ 5 ] Late oncoming or Adult Onset ( LOTS ) ; seen in people between their 20s and 30s. This type is normally non-fatal and is seen due to diverse mutant forms. At first, the patient is heterozygous for the mutated cistron later developing two mutated HEXA cistrons that can demobilize, inhibit or change the actions of the hexosamamidase enzyme. This therefore illustrates that one time the patient has one transcript of the HEXAA geneA that still enables some hexosaminidase A activity, a ulterior onset signifier of the disease occurs. The symptoms typically are dysarthria, A proximalA ( bole ) A musculus failing, A tremorandA ataxy. Muscle spasms, particularly in the legs at dark, andA fasciculationsA ( musculus vellication ) are common. Not all symptoms are present in every person affected by the disease ; failing of the proximal musculuss, nevertheless, is a symptom common to all. Examples of trunk musculus failing may include trouble lifting from a sitting place, problem acquiring out of bed, fighting to equilibrate while acquiring dressed. Symptoms ofmanic-depressionA orA psychoticA episodes may be present in approximately 30 % of affected individuals.[ 6 ] Juvenile TSD ; mutants are similar to that found in the grownup onset type of TSD except that the disease occurs between the ages of 2 to 10 normally. This signifier of TSD is highly rare. They develop cognitive, motor, address, andA get downing troubles, ataxy and spasticity. These patients normally die between 5-15 old ages.DiagnosisDuring gestation, many antenatal trials can be used to name Tay-Sachs in the foetus before birth such as Amniocentesis and Chorionic Villus Sampling ( CVS ) .[ 7 ]Between the 10th and 12th hebdomads of gestation, an anticipant female parent can acquire a chorionic villus sampling, or CVS, in which a little sample of the placenta is drawn into a needle or a little tubing for analysis. A reddish topographic point in the dorsum of the oculus is displayed and is clearly seeable when viewed by an eye doctor or an oculist. In childish TSD patients, parents normally notice developmental holds but baby doctors frequently dismiss these concerns as normal slow developments. Around 10-14 months of age, TSD patients exhibit problem trailing or concentrating their eyes, which leads to an ophthalmologist visit. The reddish topographic point is rapidly seen and an initial diagnosing of Tay-Sachs or similar annihilating disease is made. Genetecist and brain doctor can normally name this disease every bit good due to the complications noted. Children with Juvenile Tay-Sachs or late oncoming TSD OR grownup TSD with chronic complications normally take a longer clip period to be diagnosed. . Many affected kids and grownups express assorted emotions when eventually acquiring a diagnosing. The enzyme check is a biochemical trial that measures the degree of enzyme in a individual ‘s blood. Babies, kids and grownups have low or non-existent degrees of Hex-A in their organic structure fluid and cells are diagnosed with Tay-Sachs. Low or non-existent degrees of Hex A enzyme will be noted in this disease.[ 8 ] An enzymatic trial can besides be done in order to look into the degree of enzymes in the blood. The public presentation of the HexA cistron can be checked in the serum and leucocytes.TreatmentTays Sachs has no remedy. The patients are merely treated in a mode which can help them in being comfy for the remainder of their lives. In add-on to this, household support can be given to assist the household members cope with the effects of this disease. Each of these intervention methods can be seen in our sample instance of small Dylan. Such methods are as follows ; 1 ) Medicines: used to forestall ictuss. Such medicines are tranquillizers, diamox ( for encephalon force per unit area alleviation ) , robinul ( extra secernment control e.g the extra mucous secretion ) 2 ) Respiratory attention: Tay-Sachs disease normally leads to an accretion of mucous secretion in the lungs. To cut down the sum of mucous secretion nowadays, thorax physical therapy ( CPT ) can be done. Parents of kids enduring from the disease are trained to transport out CPT. 9Children with Tay-Sachs disease are at high hazard of respiratory infections, which affect the lungs and cause external respiration jobs, and need to be carefully monitored and provided with prompt intervention. 3 ) Use of assistive devices: As seen in the instance of Dj, get downing physiological reactions weaken as the disease progresses doing it rather hard when feeding. Devicess can be used in order to feed the patients as the nutrient or fluid may come in the lungs doing sever respiratory jobs once more. The devices used are:[ 10 ]Nasogastric ( NG ) tubingthis is a tubing inserted through the olfactory organ to the tummy.Transdermal Esophago-Gastrostomy ( PEG ) tubingPEG tubings are placed through the venters into the tummy during a surgical process that is normally done by a physician specializing in gastroenterology or radiology. This option is more lasting than the NG tubing. 4 ) Physical Therapy:[ 11 ]Physical therapy for musculus and joint stimulation which increases flexibleness and scope of gesture. This is done by rub downing the affected organic structure parts. This helps detain joint stiffness or contractures cut downing or detaining the loss of map or the hurting that can ensue from contractures. hypertext transfer protocol: //www.djhomepage.com/ hypertext transfer protocol: //ghr.nlm.nih.gov/condition/tay-sachs-disease hypertext transfer protocol: //www.goldbamboo.com/topic-t2982-a1-6Tay-Sachs_Disease.html hypertext transfer protocol: //www.ntsad.org/ hypertext transfer protocol: //www.mayoclinic.org/tay-sachs-disease/treatment.html hypertext transfer protocol: //en.wikipedia.org/wiki/Tay % E2 % 80 % 93Sachs_disease hypertext transfer protocol: //kidshealth.org/parent/medical/genetic/tay_sachs.html # hypertext transfer protocol: //www.ntsad.org/S02/S02TS_diag.htm

Police Corruption

Drug-Related Police Corruption: An Increasing Problem Throughout Law Enforcement Agencies In The United States In the United States, drug-related police corruption is becoming an increasingly, unjustifiable problem throughout the ranks of law enforcement agencies. Many variables exist to explain the reason for their actions, but ultimately, what makes them do it? Knowing how to recognize a corrupted officer or one exhibiting signs of traveling down the wrong path is essential in order to mitigate the problem.Law enforcement leadership also plays a vital role in the identity and prevention of drug-related corruption. Drug-related police corruption is any act by a sworn police officer that is the sale, manufacture, distribution or supporting of drug activities for the personal gain of the officer. Why is this corruption a problem? Many law enforcement officers who are sworn in to protect the lives of our citizens, to abide and uphold the law, are doing the exact opposite, and this is a problem. The purpose of the study is to provide empirical data on cases of drug-related police corruption.It identifies and describes incidents in which police officers are arrested for criminal offenses associated with drug-related corruption. Data was analyzed on 221 drug-related arrest cases of officers employed by police agencies throughout the USA. Findings show that drug-related corruption involves a wide range of criminal offenses and that cocaine is the most prevalent drug. Older officers and those used by large companies are less likely than others to lose their jobs after a drug-related arrest (Philip Stinson, 2013). Drug-related police corruption is a problem that will not go away on its own which is evident by the statistics.The first step in preventing corruption would be to recognize the signs of a corrupted officer. Learn what puts an officer at risk of becoming corrupted, and what makes them defy the law they swore to uphold, protect and defend. Drug corruption is b orn out of police attitudes because if an officer is lacking the right attitude then corruption can become a mainstay for that officer (Cheurprakobkit, 1998). For example, if any officers believe that the enforcement of drug laws is a waste of their time and that they are underpaid, they may accept a bribe from a drug trafficker to allow the trade.This places a little more money in their pocket and allows them not to worry about enforcing a law they may not agree with. Knowing how to identify the signs of a corrupted officer is a necessary step to decreasing the amount of drug-related corruption, and may one day lead to mitigating the issue. What leads law enforcement to corruption? After looking at yearly sales of different drugs in the United States, it was found that weed brings in about $3 billion dollars, heroin $10 billion, and cocaine, a whopping $38 billion dollars annually (Stevens, 1999).If you pay attention to these numbers, you can clearly see how easy it would be for a low paid, frustrated police officer to turn corrupt and help with the sale, transport, or manufacturing of illegal substances. To reduce police corruption, the commissions recommend creating external oversight over the police with a unique focus on integrity, improving recruitment and training, guidance from supervisors of all ranks about integrity, holding all commanders responsible for the misbehavior of subordinates, and changing the organization’s culture to tolerate misbehavior less (Perito, 2011).While drug-related police corruption continues to pose a threat at some level in every law enforcement agency, it does not necessarily mean there is a high percentage of corrupt law enforcement officials. While it is a problem, it could be prevented with proactive steps – observing the actions and lifestyles of these police officers. There is an opportunity for corruption wherever there are drugs present, and no law enforcement official should be above suspicion. Corrupt ion has been identified at the lowest and highest levels. Police Corruption Police corruption is the misuse of police authority for personal gain. Examples include extortion (for example, demanding money for not writing traffic tickets) and bribery (for example, accepting money in exchange for not enforcing the law).The costs of police corruptionPolice corruption carries high costs. First, a corrupt act is a crime. Second, police corruption detracts from the integrity of the police and tarnishes the public image of law enforcement. Third, corruption protects other criminal activity such as drug dealing and prostitution. Protected criminal activities are often lucrative sources of income for organized crime. The causes of police corruptionAccording to the rotten apple theory, corruption is the work of a few, dishonest, immoral police officers. Experts dismiss this theory because it fails to explain why so many corrupt officers become concentrated in some police organizations but not others. Another explanation pinpoints U.S. society's use of the criminal law to enforce morality.Unenforceable laws governing moral standards promote corruption because they provide criminal organizations with a financial interest in undermining law enforcement. Narcotic corruption, for example, is an inevitable consequence of drug enforcement. Providers of these illegal goods and service use part of their profits to bribe the police in order to ensure the continuation of criminal enterprises. Rooting out police corruptionWhen police controls break down and a scandal occurs, special investigating commissions can mobilize public opinion and rally public support for anticorruption and antiviolence reforms. Commissions get information from the police department, pinpoint where the internal controls of the police have failed, and recommend changes in policy. The problem with these commissions is that they usually disappear after finishing their reports. Paul Chevigny asserts that continuing independent auditors would be more effective than commissions. He envisi ons the function of such auditors as investigating a range of police problems, including corruption and  brutality. Prosecuting corrupt police officersSince corruption involves criminal behavior, prosecution of corrupt police officers is possible. Since prosecutors depend on the police to gather evidence and develop cases, however, they often don't want to â€Å"bite the hand that feeds them.† Legislative controlLegislators could reevaluate laws that create the potential for corruption. Such a reassessment would be based on the recognition that a major portion of police corruption is an outgrowth of laws that criminalize drug use, prostitution, and gambling. Any serious attempt to fight police corruption must wrestle with the decriminalization issue. Decriminalization involves removing the criminal label from victimless crimes by legalizing and regulating them. Decriminalization would contribute significantly to improving the police corruption problem. It is doubtful, howev er, that Congress or any state legislature will seriously consider legalizing drugs or any other prohibited goods and services in the near future.

Power, Office Politics, and a Career in Crisis

rP os t 2095 MAY 1, 2008 W. EARL SASSER HEATHER BECKHAM op yo Thomas Green: Power, Office Politics, and a Career in Crisis Another long day at the office had drawn to a close. Thomas Green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside Dynamic Displays’ corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster.When Green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one-year anniversary with the company. His boss, Frank Davis, had sent the division vice president, Shannon McDonald, two scathing emails criticizing Green’s performance. Green and Davis had yet to see eye to eye on work styles or market trends. Tension had also risen when Green did not enthusiastically endorse the sales forecasts made by Davis. Green felt the forecasts were either overly optimistic or outright fabrications. tCBefore he left for the day, Green had reread the series of emails regarding his performance and was certain that Davis was setting him up to be dismissed. Davis’s most recent email had made it clear to Green that his position as a senior market specialist was in jeopardy. He did not have much time to rectify the situation. McDonald had emailed a formal request to him that afternoon, asking for his perspective on his performance and how he was going to improve the situation. With this in mind, Green started his commute home and began to analyze what went wrong and what he could do to save his job. NoCompany and Industry Background Do Dynamic Displays was founded in 1990 as a provider of self-service options to banks via Automated Teller Machines (ATMs). In 1994, Dynamic Displays launched a new division aimed at the travel and hospitality industry, and deployed their first self-service check-in kiosk for Discov er Airlines. In 2007, Dynamic Displays’ Travel and Hospitality Division had 60% market share with over 1,500 self-service kiosks in use at more than 75 airports. Customers included regional, national, and international airline carriers, as well as various hotels and car-rental agencies.Eighty percent of the Travel and Hospitality Division’s 2007 revenue came from airline carrier clients, 15% from hotels, HBS Professor W. Earl Sasser and Heather Beckham prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration.Copyright  © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Bus iness Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. rP os t 095 | Thomas Green: Power, Office Politics, and a Career in Crisis and 5% from car-rental agencies.The company was a full service provider, offering hardware, software, engineering, and maintenance support. op yo Kiosks were an attractive option for airlines to quickly and easily check in passengers while reducing processing costs. Dynamic Displays’ kiosks not only reduced costs but also improved customer service, shortened passenger wait times, and provided valuable information to these travelers. In 2006, Forrester Research estim ated the average cost for an airline passenger to check in through an agent was $3. 2, versus a range of $0. 14 to $0. 32 for kiosk check-in. 1 This impressive savings was realized by allowing the repetitive tasks of selecting or changing seat assignments and printing and distributing boarding passes to be handled by the passengers themselves. Airlines reduced headcount or assigned the agents to more value-added tasks, such as solving complex customer service issues and ensuring compliance with safety and security standards. The cost savings were particularly important for the airline industry during a period when margins were razor thin and fuel costs were continuing to climb.Airlines were also aggressively promoting another self-service option for travelers. Web check-in allowed passengers to complete the entire check-in process via the internet from a remote location, utilizing their personal or office computer. Cost savings using online check-in was of even greater benefit becau se the airline did not have to purchase and install a kiosk, and passengers printed their own boarding passes using their own paper. According to a 2006 Forrester report, airport kiosks were a mature application with 75% of U. S. leisure passengers using kiosk in 2006.Web check-in on the other hand, was still experiencing dramatic growth, increasing from less than 45% of U. S. leisure passengers in 2005 to 64% in 2006. 2 Thomas Green: Path to Senior Market Specialist tC Thomas Green was born in 1979 in Brunswick, Georgia, the son of a postman and a school secretary. At the University of Georgia, he worked in a warehouse and washed cars while earning a bachelor’s degree in Economics. His first full-time job was in sales for National Business Solutions in Atlanta. Green enjoyed impressive success in the Banking Division, focusing on ATM sales to regional banks in the Southeast.In March 2007, Dynamic Displays recruited Green for an account executive position in the Southeast ter ritory for the Travel and Hospitality Division. To Green, Dynamic Displays seemed to present a great chance for a fast climb up the managerial ladder. No Green hit the ground running at Dynamic Displays. In his first four months as an account executive, he completed a contract for one of the largest airline carriers, Journey Airlines, to accelerate rollout of kiosks in 20 airports and purchase upgraded software for kiosks in the majority of their locations.Green had told a close friend, â€Å"I wanted to come in and dazzle them at Dynamic Displays. This was no easy feat. But I wanted more than an account executive position. I had heard there was a lot of opportunity for fresh talent at corporate headquarters and I made it my mission to get noticed immediately. † Do Senior executives at Dynamic Displays quickly took notice of Green’s performance and were eager to strengthen his relationship with the company. In July 2007, Green attended a week-long training session at c orporate headquarters.Shannon McDonald, the division vice president, and Mary Jacobs, the national sales director, made a concerted effort to get to know him better. Green and McDonald 1 Harteveldt and Epps, â€Å"Self-Service Check-In Clicks with Travelers,† Forrester Report, February 23, 2007 2 Ibid. 2 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 ere both University of Georgia alumni and Georgia natives. They had an instant connection, and McDonald seemed to take Green under her wing. McDonald had several informal meetings with Green, and by the end of the week Green became aware of an open position for a senior market specialist. Green aggressively campaigned to be considered for this position. Over the next month, Green made several trips to corporate headquarters to meet with McDonald. Green discussed his various client relationships, and McDonald agreed that in a short time he had developed unique insights into their markets.Following a dinner meeting at which Green offered lengthy explanations of the client opportunities he perceived and his strategies for winning them, McDonald promoted him to the position of senior market specialist. op yo McDonald told Green, â€Å"Tom, you are obviously a bright and ambitious account executive. You have a great rapport with your clients. You have made a strong case for your promotion and I’m willing to take a chance on you. I think this group needs a fresh perspective. However, I do have a couple of reservations about your lack of managerial experience.You have only held sales roles, and the senior market specialist position is very different. This new job will require you to think strategically as well as tactically, and y ou will have to coordinate between several different functions and layers of corporate management. I am hoping you compensate for your lack of experience by seeking out guidance from some of our more seasoned managers. † Green was assigned to work out of corporate headquarters in Boston. The division’s organizational structure is shown in Exhibit 1.The promotion had been a giant step upward for Green; an account executive interested in joining the marketing team usually moved first to a market specialist position and then put in a number of years in the field before reaching â€Å"senior† status. The other senior market specialists in the division were in their forties. Green was 28. His salary was now $125,000, a 50% increase over his previous salary. tC Senior market specialists were responsible for identifying industry trends, evaluating new business opportunities, and establishing sales goals.In addition, specialists developed general market and specific clie nt trategies to help the account executives obtain a sale. Green directly supervised the two market specialists in his region. Green reported to Frank Davis, the marketing director. Davis had recently been promoted from the position that Green assumed (see Exhibit 2 for relevant bios). No After Green’s Promotion Green’s promotion became effective on September 10, 2007. McDonald stopped by Green’s office that first day and told Green, â€Å"Tom, you are walking into a tricky situation with Frank Davis. Frank had expected to choose the new senior market specialist and it would not have been you.You’ll have to deal with any fallout that might result from that. You are getting an unusual opportunity with this promotion. Don’t let me down. † Do Green used most of his first week to review 2006 and 2007 year-to-date sales. He spent the next week with his boss, Frank Davis, making a rapid tour of major airline industry clients. At the end of the wee k, Davis told Green, â€Å"We had some good meetings this week and the clients responded well to your ideas. However, I think we would have been more effective if we had been able to provide the clients with some market data.When you are on your own I expect you to spend a significant amount of time preparing for client meetings and developing supporting detail for your proposals. I know you will need a little time to get up to speed on your new position, but I expect you to start developing some new market strategies for your region soon. † HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 3 rP os t 095 | Thomas Green: Power, Office Politics, and a Career in Crisis Green next visited clients, market specialists, and account executives in New York, Atlanta, and Orlando. In addi tion to the travel, Green’s personal life was very busy. He was searching for a house in Boston, arranging to move belongings there, and still trying to maintain a relationship with his girlfriend in Atlanta. op yo On October 8, Green attended the 2008 Budget Plan meeting in which Davis presented sales projections for the upcoming year. This was the first time Green had been exposed to the planning and forecasting process.Since Davis had held Green’s position when the estimates were due, the numbers for the Eastern region had been developed without input from Green. At the meeting, Davis assigned 2008 performance commitments for all senior marketing specialists and their teams. Performance reviews would be based upon their ability to meet or exceed the objectives. Green was surprised by the numbers that Davis was proposing. Davis estimated 10% growth in the Eastern region. According to Green, â€Å"Frank Davis was way off base with his pro forma numbers. I had been ta lking with our account execs and there was no way we could achieve double-digit growth in 2008.The sales goals Frank set for my region were totally unrealistic. In the meeting I expressed my concern that my goals would be impossible to meet. I couldn’t believe I was the only one with the guts to speak up. After the meeting, Frank stopped me in the hall and told me about all these big opportunities for the market. I listened politely, but the time I’d spent out on the road with clients gave me every reason to doubt Frank’s expectations. † tC Davis was visibly upset that Green openly challenged him at the meeting. Davis commented to McDonald, â€Å"Thomas’s negative attitude is not what we need on this team.Corporate expects this division to be a growth engine for the company. We’ve realized a 10% CAGR over the past 5 years. The market indicators are positive, and with the right sales strategy my projections are attainable. The hotel and car-r ental markets are virtually untapped right now. Thomas’s problem is that he’s too conservative in his outlook. He is thinking like an account exec who is only concerned with the sales target. In the senior market specialist position, he has to think outside the box and develop strategies to capture that aggressive growth target. † Meeting with Frank Davis NoIt was customary for employees at Dynamic Displays to have an informal evaluation in the first or second month after a promotion. When Green saw a meeting with Davis regarding his performance pop up on his Outlook calendar, he was not the least bit worried. On October 15, 2007, Green met with Davis to discuss his performance to date. Quite to Green’s surprise, Davis had prepared a list of problems he had encountered with Green’s work in the first month after his promotion. Do Davis sternly looked Green in the eye and began. â€Å"Thomas, you have not done a good job of keeping me informed of you r schedule.For example, this past Thursday, I was trying to locate you and your Outlook calendar said you were in Orlando. I needed you to send me some information on one of our accounts. You didn’t answer your cell phone. I ended up calling the account exec in Orlando and was told you had left the previous day. To make matters worse, I had asked you to deliver on that same day a brief report on that new kiosk opportunity in Tampa—and I didn’t receive it. † Flabbergasted, Green responded, â€Å"I decided to go to Atlanta a day early because I had run out of good opportunities in Orlando.I was able to get a meeting with the VP of purchasing at a client in Atlanta and thought that would be more productive than sitting around Orlando talking to nobodies. † 4 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyrigh t. [email  protected] harvard. edu or 617. 783. 7860. rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 Davis continued, â€Å"On September 20, I asked you to check why VIP Hotel Group had not purchased any of our kiosks.After three reminders, I still have not received a good answer from you. In the same vein, two weeks ago, I requested the status of the regional jet division of Journey Airlines. I have not received any update from you yet. I also asked for organizational charts on two clients in Charlotte and Raleigh. Do you remember your reply? You said, ‘What’s the value of charts like that? I have that information in my head. ’ Thomas, we can make good use of those charts—they can help us lay out a strategy for getting to the decision makers in a company. I expect the charts on my desk by end of the week.Davis and Green spent the next two hours going over various incidents and discussing a plan to improve the situation. op yo Later, Green told a manager outside his group, â€Å"I can’t shake this nagging suspicion that Frank’s criticisms of my performance are a direct result of my questioning the validity of his forecasts in the Budget Plan meeting. I was blindsided by his negative assessment of my work. Frank spent two hours picking apart my work style. You would think he would be concerned with bigger issues than how often I update my Outlook calendar. †A few days after the meeting, Davis wrote an email to McDonald, who had promoted Green, outlining the points covered in the meeting and copied Green on the communication (Exhibit 3). Three Months Later: Trouble Continues tC After the October 15 meeting, Green met with the national sales director and director of software development. Green was focused on developing a new up-selling and cross-selling software program that would allow airline passengers to upgrade seating; have meals, magazines, or books delivered to the flight; and book hotel rooms or cars at their destination.According to Green, â€Å"The only way for us to capture growth is if we can convince the airlines that our products have revenuegenerating opportunity and other advantages over web check-in. However, these programs may take months to develop and will not impact our sales in 2008. † No Green spent most of November, December, and January working independently on his special software project and traveling to meet with his market specialists and various clients. According to one of the market specialists who accompanied Green to several meetings, â€Å"Thomas is great when it comes to selling the clients on his ideas.He is very charismatic and can think quickly on his feet. I can tell he has put a lot of thought into his strategies and I really like working for him. However, the clients are starting to ask me for hard data to back up his claims of cost savings. They are also requiring memos and presentations to bring to their super iors that justify the expenditure. Thomas doesn’t really work that way. He would rather talk through the issues face to face. † Do During this time, Green avoided interactions with Davis whenever he could. Green continued to tell people outside the group he did not agree with his boss’s projections for 2008.Green stated, â€Å"With the continued financial distress in the airline industry and preference for web check-in, I don’t foresee a lot of growth in spending next year. Davis is holding firm with his upbeat projections. I deliberately steer clear of him. I know my mood is terrible. The excitement’s gone from work. I must say, though, I’ve had a couple of good chats with managers from another part of Dynamic Displays, and they‘re supportive. They told me to stand my ground. † On January 28, Davis held another performance review meeting with Green, focusing on the continuing deficiencies in Green’s work and attitude.Afte r the meeting, Davis sent an email to McDonald outlining his issues with Green (Exhibit 4). Green was not copied on this email, but someone sent him a copy by interoffice mail. McDonald met with Davis the following day to flesh out HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 5 rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis the issue. Davis told McDonald, â€Å"I am truly disappointed with Thomas’s work.He is an intelligent and capable young man, but I do not believe he is making a strong effort. † In response to Davis’s complaints, McDonald sent a short email to Green (Exhibit 5) asking for his point of view on the situation. Green told a close friend, â€Å"It’s clear that Frank intends to get rid of me. He’s jus t putting his argument together. † Green’s Next Move op yo As Green entered I-93 on the way to his new home in North Andover, he replayed in his head the series of events and subsequent emails. Green recognized that he had not paid much attention to office politics when he’d taken on his job.He had met one-on-one with McDonald only twice since he moved to the corporate headquarters. He had been preoccupied with the job itself, and with living up to McDonald’s expectations. Now it seemed as though he had no allies in the company. McDonald’s email today struck a nerve. Because McDonald sponsored his promotion, Green had taken for granted that she would watch out for him. If Davis was indeed trying to fire him, Green wondered who McDonald would side with. Do No tC Several questions persisted in Green’s mind. What steps should he take next? Set up a meeting with McDonald?Write McDonald a detailed memo? Do what Davis tells him and keep his mouth s hut, even though he was convinced that the forecasts were inflated? Was it his responsibility to expose Davis’s overstated projections? Maybe contact a head hunter and start looking for another job? He had to sort through before he responded to McDonald’s email. Next week, his first mortgage payment was due and the new furniture he’d picked out was scheduled to be delivered. This was certainly not a good time to be out of work, for 2008 was shaping up to be a very stressful year for Thomas Green. 6 BRIEFCASES | HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhi bit 1 No (3) Northwest US, West Canada, Alaska, Hawaii (4) Southwest US North American Western Region Sales Manager Kent Walsh Technical Specialists2 (4) North East US, Eastern Canada (3) Southeast US North AmericanEastern Region Sales Manager Mark Washington National Sales Director Mary Jacobs op yo tC Service/ Maintenance Director John Kofalt (3) North Central US (3) South Central US rP os t North American Central Sales Manager Christine Raven Software Development Director Robert Hartley 2 There were six technical specialists (one for each territory) There were three senior market specialists (one for each region) and six market specialists (one for each territory). Thomas Green was the market specialist for Eastern Region 1 Account Executives Market Specialists1 Senior Market Specialists1 Thomas Green Jack Brown Michelle Jones Marketing DirectorFrank Davis Travel Division Vice President Shannon McDonald Abbreviated Organization Chart, Travel and Hospitality Division of Dynamic Di splays, 2007 Do 2095 -7- Exhibit 2 Relevant Bios Thomas Green (Age 28) – Senior Market Specialist rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis Thomas Green began his career as an account executive for National Business Solutions in Atlanta, Georgia. He spent six years as an account executive in the Banking Division, selling ATMs to regional banks throughout the Southeast. In March 2007 he joined Dynamic Displays as an account executive in their Travel and Hospitality Division.He is currently the division’s senior market specialist for the Eastern region of North America. Green graduated summa cum laude from University of Georgia with a bachelor’s degree in Economics in 2001. op yo Frank Davis (Age 45) – Marketing Director Frank Davis is a 17-year veteran of Dynamic Displays. He joined the company in 1990 as an account executive with the Financial Services Solutions Division. He has also held positions as an account executive , market specialist, and senior market specialist with the Travel and Hospitality Division. Frank Davis is currently the marketing director for the Travel and Hospitality Division.Prior to joining Dynamic Displays, Davis worked as a sales representative for Advanced Telecommunications Services selling PBX phone systems to large corporations. He holds a bachelors degree in history from New York University (1986) and an Executive MBA from Suffolk University, Sawyer Business School (2002). Shannon McDonald (Age 42) – Division Vice President Do No tC Reporting to the Dynamic Displays Chairman, Chief Executive Officer and President, Sam Costello, Shannon McDonald was promoted to Division Vice President in November of 2006 and is responsible for all aspects of the Travel and Hospitality Business.Previously, McDonald was the director of national sales for the Travel and Hospitality Division (2000-2006). She was responsible for driving Dynamic Displays’ self-service business w ith the largest airline carriers in the United States. Ms. McDonald has also held positions as a strategic consultant with Chicago Consulting Group’s Travel and Tourism practice and as a marketing analyst with Quest Airlines. She holds a bachelors degree in marketing from the University of Georgia (1987) and an MBA from Northwestern’s Kellogg School of Management (1992). 8 BRIEFCASES | HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhibit 3 rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 10/19/07 Email Regarding Green’s Performance FROM: â€Å"FRANK DAVIS† TO: â€Å"SHANNON MCDONALD† CC: â€Å"THOMAS GREEN† SENT: FRIDAY, OCTOBER 19, 2007 3:48:32 pM SUBJECT: THOMAS GREEN op yo Since Thomas assumed the position of senior marke t specialist on September 10, 2007, numerous incidents of poor judgment and questionable behavior have concerned me.Thomas and I talked about most of these incidents as they occurred. However, I concluded that we needed to have an overarching discussion about his performance and to develop a strategy for improving his work style. At that meeting, held October 15, 2007, we reviewed a range of problems. Among them: 1. Thomas fails to inform me of his plans and keep me updated on his schedule. 2. He does not follow up when information is requested of him. 3. Thomas’s lack of enthusiasm is troubling.He has a right and an obligation to question aspects of our plans if he finds them illogical or unfeasible, but the kind of negativity he displayed in the Budget Plan meeting on October 8 is dangerous to the organization and unacceptable to me. tC Thomas seemed to accept my criticisms in a thoughtful manner and assured me he will do what is necessary to succeed in his position. He and I plan to discuss his overall performance again in midNovember. Meanwhile, he’ll be expected to take the following corrective measures: Plan to make focused calls when dealing with market specialists, account executives, and clients.Have a specific communication strategy going into a call, and have all sales collateral and other necessary materials available. Stop making calls purely for the purpose of meeting people. 2. Update Outlook calendar regularly and always return calls from our office promptly. No 1. 3. Provide feedback to my requests in a timely manner. Thomas says he now recognizes that my requests are not merely â€Å"reminders†; they are a call for information that I genuinely need. 4. Demonstrate a more positive attitude both inside and outside the company. Do Frank R. DavisTravel and Hospitality Marketing Director Dynamic Displays 212-314-1420 HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinna h Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 9 Exhibit 4 1/30/08 Email Regarding Green’s Performance rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis FROM: â€Å"FRANK DAVIS† TO: â€Å"SHANNON MCDONALD† SENT: WEDNESDAY, January 30, 2008 4:28:12 pM SUBJECT: THOMAS GREEN op yoOn October 19, 2007, I sent you an email communicating my concerns with Thomas’s attitude and job performance. On January 28, 2008, Thomas and I had another meeting on this subject. I would like to summarize that conversation. Thomas wastes a great deal of time complaining about the problems of selling to our current and prospective clients and far too little time developing strategic marketing approaches and effective sales tactics. I informed him that his job is to sell the accounts, not to agree with our clients’ assertions about alleged disadvantages of our products or the current excess capacity in the industry.I told Thomas his lack of effort and enthusiasm are not consistent with the standards of Dynamic Displays and could lead to an outcome he likely would not find pleasant. Thomas then said he felt I was micromanaging his activities. It was here that I think we uncovered the root of the problem. I inquired as to what new or even slightly imaginative marketing approaches he documented in the past five months. His answer was, â€Å"None that are documented. † When I see no new targets and no thoughtful, creative marketing, I feel I must micromanage, and I communicated this to Thomas. tCI then pulled up several Power Point presentations, spreadsheet models, and associated emails that Michelle Jones, the Western Region senior market specialist, had used to shape her region’s strategy and to support their selling efforts. As we paged through her work, Thomas stated that all those email updates and fancy presentations and models were â€Å"political† and didn’t match up well with his personal approach to selling. I told him this was not only good politics, but also proved to his boss that he was working effectively. No Thomas ultimately conceded the mistakes and personal shortcomings that I explained to him..He pledged to develop creative marketing approaches and keep me updated on his progress. I hope these promises materialize in the next 30 days. If not, I recommend we part ways with Thomas Green and quickly seek out a competent replacement for this extremely important position. Do Frank R. Davis Travel and Hospitality Marketing Director Dynamic Displays 212-314-1420 10 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] arvard. edu or 617. 783. 7860. Exhibit 5 2/5/08 Email from McDonald to Green rP os t Thomas Gr een: Power, Office Politics, and a Career in Crisis | 2095 FROM: â€Å"SHANNON MCDONALD† TO: â€Å"THOMAS GREEN† CC: â€Å"FRANK DAVIS† SENT: TUESDAY, FEBRUARY 5, 2008 8:38:53 AM SUBJECT: PERFORMANCE op yo Frank Davis has explained to me his point of view on your performance. I think all of us want to improve the current situation, which is regrettable. At this point I would like to get your perspective on your recent performance and to understand your ideas about specific areas that need improvement.I look forward to resolving this issue ASAP. I would be glad to discuss this matter with you in detail, but first I would like to receive your statement in writing. Do No tC Shannon A. McDonald Travel and Hospitality Group Vice-President Dynamic Displays 212-314-1415 HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [e mail  protected] harvard. edu or 617. 783. 7860. 11