Working with incarcerated Parents/mothers

When parents, especially of the female gender are incarcerated, the whole family is affected. The adverse effects of incarcerated parents are mostly felt by children. For instance, parent incarceration can impact on the child’s social behavior, educational, prospects, and social behavior. The practical challenges of a disrupted family life and the emotional trauma that may occur can be made more complicated by the social stigma that a child faces due to the incarceration of his or her parent (Rasheed, Rasheed, & Marley, 2011). In this case, children may experience financial difficulties that arise from loss of the income of the parent. In addition, a number of incarcerated parents may face parental rights termination as children may take a longer time in the foster care system more than that allowed by law. Children need support from federal, state, and local systems in order to serve their need. Children may also face other challenging situations. For instance, they may have gone through trauma because of the arrest or their parents or because of experiences that led to the arrest. Such children are likely to have experienced other unpleasant experiences such as exposure to drugs and alcohol, witnessing violence in their households or in their communities (Harris, 2011). Parent incarceration, however, impacts not only on the individual and children, but on the entire family. The essay, therefore, discusses the on facts about incarcerated parents and how parent incarceration impacts on the individual and the family system as a whole. The paper also highlights the current interventions used with the individual and the family system, and its impacts on both.

It is unfortunate that only few resources exist to support families in dealing with the issue of incarceration. The individual and family members have to deal with the shame, anger, and confusion that come along with the absence of a parent. In the United States, the 2.7 million children who have their parents incarcerated share the same experiences. However, they do not frequently feel at ease speaking about them (Cohen, 2012). This is because their caregivers or parents do not know how to start a conversation and may sometimes discourage kids from speaking about it to adults or peers in their life including extended family and teachers. Children and the entire family are, therefore, emotionally and mentally affected by the incarceration of a parent.

Specifically, children have clear imaginations when faced with challenges of parent incarceration. When a parent is missing in the life of the child, the child goes through emotional disturbance. It is possible for the child to have the belief of being responsible for the life changes. Such children need the assurance that the changes that are happening, as well as, the disappearance of their children, is not their responsibility or fault. They need to be reassured of the love and care of caregivers or parents that are present or absent in their lives. There is a sophisticated array of emotions of children with incarcerated parents. For instance, they may feel disappointed and sad that their parent is missing. However, they may still feel very happy that they have a chance of making contacts with the parent. The adults who are in the life of children with incarcerated parents frequently feel uneasy to discuss the problems that the family is going through, and this can result to the child being confused on what is happening and view such experiences as something to be ashamed of. In this case, therefore, it is crucial to recognize that while children may not have negative feelings about the condition, his or her love for the parent does not dissipate simply because they have been arrested, and can have positive attitudes and feelings still, about their parents.

As an individual, the incarcerate person experiences a number of challenges as a result of incarceration. The individuals experience trauma as a result of incarceration. Prison can be a scary place even for the most hardened offenders. For instance, there are threats related to sexual abuse, fights, assaults, and other violence acts in prison settings. Violence, however, is not restricted only to the inmates as guards work in highly stressful environments, which can trigger their possibility of being violent (Loper & Tuerk, 2006). For instance, some incarcerated persons may bear threats of physical abuse, verbal abuse, and severe attacks from the guards because they fear to report them as no meaningful action will be taken.  Inmates of the female gender are even at a higher risk of being assaulted sexually by prison and jail guards. This trauma can lead to depression, anxiety, and post traumatic disorders in inmates who did not have any critical mental health problems.

In most cases, inmates are cut off from the outside world or the rest of society. This means that the access to supportive family and friends may be limited, except for special cases as allowed by law. Most prisons and jails have mail policies mail policies that prohibit magazine and letter subscriptions (Loper & Tuerk, 2006). These policies may eliminate the ability of those incarcerated to receive support and communicate with friends and families. In addition, phone calls from jail can be expensive, and inmates from poor backgrounds may have friends and families who may not afford the costs of collecting calls (Blumberg & Griffin, 2013). In this case, there is only little hope of getting support in jail since many inmates are more concerned with avoiding fights and gaining respect in a persistent search for safety. Support from family, friends, and other loved ones can contribute significantly in assisting people conquer mental problems. Isolation, on the other hand can increase the risk of a person of having mental health issues including anxiety and depression.

Inmates are denied primary privacy rights. In this case, they lose control over everyday aspects of their lives that many people may take for granted. Inmates live in extremely deteriorating and cramped areas, and do not have control even over the identities of individuals that they share rooms with. They do not have control over what they eat and what time to sleep. Some prisoners feel that the degraded environments that they are forced to live in act as a reminder of the stigmatized role as inmates and their compromised social status (Rasheed, Rasheed, & Marley, 2011). A degraded personal value and sense of self-worth may arise. In other cases, inmates tend to internalize the symbolic meaning of the substandard circumstances and treatment they receive while in prison. Stigma then fills the minds of the inmates.

A majority of inmates ignore the primary societal rules. In this case, it may be difficult for inmate issues of rights to attain much sympathy from the public. Many inmates, however, are arrested for nonviolent drug offences that are a consequence of substance addiction. Even those who are incarcerated for violent offences do not serve life sentences. A majority of inmates are eventually released (Blumberg & Griffin, 2013). The mental health problems that they develop in jail may increase the risk of committing crimes again. This makes it difficult for them to reenter society as nonthreatening and productive citizens. Most of those who have been imprisoned are arrested again in three years after being released, a condition known as recidivism (Laakso & Nygaard, 2012).

It is important to note that contact between children and incarcerated parents is exceptionally vital. Although a parent may be incarcerated, a positive impact on his or her children can still be experienced.  At-home caregivers should support the contact between the incarcerated parent and the child through the use of letters, phone calls, and visits (Carlson & Shafer, 2010). It is also important, however, to note that that the imprisoned parent may not always respond positively. Most of the caregivers are grandparents or relatives who take care of a child of incarcerated parent. The role of the caregiver is at time invaluable as it takes a number of individuals to support the child financially and emotionally in such difficult times. In other cases, children are switched from one caregiver to another and this may present difficulties for the children in trying to adjust to the new situations (Carlson & Shafer, 2010).

There are a number of programs and interventions that are put in place in order to deal with the issue of parent incarceration. One of such programs is the Incarcerated Mother’s Program abbreviated as IMP. This is a particularly designed program that deals with the special needs of mothers who are parenting their kids from prisons (Cohen, 2012). The IMP works to reinforce families through lessening the gap between women in prison, their kids and caregivers through understanding the need for connection between the child and the mother. The program ensures that children stay in close contact with their parents (mothers). The protection, well being, and safety of children are the program’s greatest focus and concern. The key objective is to avoid foster care placement through giving women and their children support in the process of arrest and even after arrest, in court, jail, and when they go back to the society. IMP has introduced initiatives such as the expansion of parenting groups that are based in prisons to serve fathers (Harris, 2011). The program takes into consideration that kids benefit most when both parents are present or are actively involved in their lives. The program ensures that parents can communicate with their kids even from prison, and this gives a lot of encouragement to children.

There are other programs committed to give support to children with incarcerated parents and help them deal with the challenging experiences. These initiatives provide resources to comfort and support children and guides caregivers and parents on how to talk about incarceration and highlight the significance of communication between caregivers and children. The initiatives are specially developed for families that deal with incarceration challenges. The struggles of people dealing with challenges of incarceration are things that people across the globe should comprehend better (Blumberg & Griffin, 2013). Specifically, caregivers and parents face financial difficulties especially if the incarcerated parent was the bread winner in the family. Dealing with financial issues is a challenge that leads to other adverse life challenges for the entire family. As stated, anger and shame are among the things that accompany incarceration. For this reason, families with incarcerated parents are afraid of the ridicule that may come from members of society. This, in turn, leads to psychological and emotional disturbances that may have negative effects on members of the family.

 

References

Blumberg, D. M., & Griffin, D. A. (2013). Family Connections: The Importance of Prison Reading Programs for Incarcerated Parents and Their Children. Journal of Offender Rehabilitation, 52(4), 254-269.

Carlson, B. E., & Shafer, M. S. (2010). Traumatic Histories and Stressful Life Events of Incarcerated Parents: Childhood and Adult Trauma Histories. The Prison Journal, 90(4), 475-493.

Cohen, K. S. (2012). Child and family practice: A relational perspective.

Harris, M. S. (2011). Editorial – Children of Incarcerated Parents. The Open Family Studies Journal, 4(1), 95-95.

Kilpatrick, A. C., & Holland, T. P. (2009). Working with families: An integrative model by level of need. Boston: Allyn & Bacon/Pearson.

Laakso, J., & Nygaard, J. (2012). Children of Incarcerated Parents: How a Mentoring Program Can Make a Difference. Social work in public health, 27(1-2), 12-28.

Loper, A. B., & Tuerk, E. H. (2006). Parenting Programs for Incarcerated Parents: Current Research and Future Directions. Criminal Justice Policy Review, 17(4), 407-427.

Rasheed, J. M., Rasheed, M. N., & Marley, J. A. (2011). Family therapy: Models and techniques. Los Angeles: SAGE Publications.

Assignment 1.3: Investigate a Social Issue Draft

The cloning of mammals is a relatively new concept in the field of science. The issue emerged in 1996 after scientists took tissue from a dead sheep and cloned a lamb from it (Macintosh, 2013). This breakthrough made experts in various scientific fields realize that scientists could apply the same technology to human beings. Since then, scholars have been engaged in a scientific and philosophical debate concerning cloning and the way that the technology will affect the human race. Through this debate, it has emerged that cloning technology will revolutionize the people live their lives.

Sociologists link cloning to the theory of sociobiology. The theory holds that human behavior shares an intrinsic link with natural selection (Baxter, 2007). The connection between cloning and sociobiology comes from the fact that the former interferes with the process of natural selection (Human Genetics Alert, 2004). Scientists can use cloning technology to cure diseases such as cancer and diabetes. Alternatively, the technology will also allow people to interfere with key processes in life such as birth and death. Both of these facts share a connection with natural selection because birth, death and the diseases that cause them are an integral aspect of human evolution (Morales, 2009).

There are several contentious issues regarding the science of cloning. Experts still do not understand the full extent of the technology. Since scientists created Dolly the sheep, various unconfirmed reports of human cloning have emerged in China, Korea and Europe without any real substance behind (Human Genetics Alert). This means that the ideas of giving birth or reviving the dead using cloning technology are still far-fetched. Additionally, sociologists do not understand the full sociological and psychological effects of cloning humans (Pulman, 2007). They are still trying to determine how people would react to raising children who are essentially their genetics twins (Human Genetics Alert, 2004)

Sociological research into cloning could have a large impact on the science. Firstly, it would help scientists understand the true social and psychological impact of practices such as cloning the dead and conception carried out using the technology (Zavos, 2005; Morales, 2009). Sociological research into cloning could also help experts comprehend why people have such strong reactions to the idea of using the technology in any way (Human Genetics Alert, 2004).

 

 

References

Baxter, B. (2007). A Darwinian worldview: Sociobiology, environmental ethics and the work of Edward O. Wilson. Aldershot, England: Ashgate.

Human Genetics Alert. (2004). Reproductive cloning: Ethical and social issues. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=8&ved=0CGwQFjAH&url=http%3A%2F%2Fwww.hgalert.org%2Ftopics%2Fcloning%2Fcloning.PDF&ei=E8v9UvO0LcSh4gTxn4DADg&usg=AFQjCNFdW-wTZAALkTj74v16ReRm4pKvMA&sig2=f0uMfiM_3mo6YnrIJFTHQg.

Macintosh, K. L. (2013). Human cloning: Four fallacies and their legal consequences. Cambridge [U.K.: Cambridge University Press.

Morales, N.M. (2009). Psychological and ideological aspects of human cloning: A transition to a transhumanist psychology. Journal of Evolution of Technology, 20 (2), 19-42.

Pulman, B. (2007). The issues involved in cloning: Sociology and bioethics. Revue Francaise de Sociologie, 48 (5), 129-156.

Zavos, P. (2005). Reproductive cloning is moral. In J. Woodward (Ed.), The ethics of human cloning (pp. 14-24). San Diego: Thompson Gale.

 

Reaching Out and Encouraging Awareness against Racism in Multiculturalism

Abstract

White majority stereotypic perception is in anyway barbaric and lacks a coherent justification. In any case, this stereotypic perception must be uprooted chiefly by whites. White majority should take responsibility in realizing the various damages racism does to the global community. This paper will attempt to prove how literature works are imperative in passing an awareness message from minor races to the majority whites. The paper will review the literature works by two successful multicultural authors; courtesy of Frank Yu, and Ronald Takaki who wrote Yellow and A Different Mirror respectively. The paper will first scrutinize the background of the two texts, and secondly, it will examine how their literature was substantial in developing and understanding awareness.

Background

First Literature (Frank Yu, Yellow)

Yellow is a book written by Frank Wu. Wu was born in 20th, August 1967 in Ohio by Chinese immigrants from Taiwan. Wu is the only Asian- American professor at Howard law school. The book attempts to explain early childhood multiculturalism experiences and how racial color was an inference against their challenged natural abilities in America. The book critically explains racial inequalities existing in an academic level. To achieve this, Wu uses a cultural displacement as a central concern in the development of the literature. In fact, his obsession to be like Johnny Sokko (an imaginary comic of Asian origin) leads to the development of the plot. It is clear that Wu technically felt displaced for being Yellow. However, this displacement was extended even to the scientific effort of Asian origin. Wu explains that Johnny Sokko, despite his superiority, was not welcome in American soil. In any case, a visiting naughty French student was considered righteous than Chinese immigrants primarily, because of the color. In analysis, Wu explores the stereotypical assumption American driven racism against the minority Hispanics. Critical topics in the text revolve around civil liberties, civil rights, multiracialism, and affirmative action.

 Second Literature (A different Mirror: A history of Multicultural America)

This development was written by Ronald Takaki, and seeks to explain the minority perspective of a multicultural America. The text explores quotes, letters, telegrams, folk songs and photographs to develop a comprehensive literature dispensation. In a close reading of the text, one will realize the concept of superior cultures against junior cultures. The literature borrows deep relation to the colonial and slavery times, as well as, ethnically driven acts; for instance, Chinese Exclusion Act. This racially driven piece of legislation attempted to blame the Chinese for having taking American jobs away. The Act was structured to exclude Chinese expatriates from working in America. In fact, the Federal government constantly considered U.S government Native Americans ‘Indians’ as domestic foreigners. Secondly, the influence of capitalist ideologies the development of text cannot be ignored. Takaki depicts racism as a sword affiliate to sponsor capitalist ideologies, and inversely subjecting a significant number of people into servitude bondage. Takaki explains the minorities had significant economic development as compared to the white. When the minorities were repatriated to Hawaii, the islands were covered with Ohia forests, guava fields and wild grass (Takaki, 35). However, there efforts were instrumental in changing the islands into a pleasant Agricultural destination. Thirdly, the presence of Mexican politics racial politics explains the significant racism. In any case, it is coherent to expect Spanish-Americans to refer to native Mexicans as immigrants from South America (Takaki, 57).

Discussion

How their literature was important in occasioning awareness

It is clear that minorities have traditionally held a powerless position. In any case, Majority group will influence the law with intent to make untruthful ideology appear just and legitimate. The weapons structured against minorities are significantly brutal in how it operates. However, this analysis attempts to present how literature work has been instrumental in influencing cultural awareness, not only to the oppressed but as well as their sympathizers. Historically, the activities tackled by Klu Klax Klan, attracted immense criticism from Northerners. Nevertheless, literature was important in explaining to the Northerners the human activities happening in the south.

Takaki and Wu are instrumental in reflecting the ancient and current situation in American as far as racism is concerned. While Takaki explains the slavery period and how brutal it was, Wu attempts to present the contemporary racism. In both texts, one will not fail to notice how the authors relegate themselves to the extent of outsiders. This is a powerful technique in letting the authors present a philosophical analysis of American multiculturalism. The two descriptions relate heavily to an extent of discovering how the American majority society backed by the federal government has participated heavily in sponsoring racism. In Takaki description, will not fail to notice significant levels of physical and emotional control. These descriptions are deeply rooted on the harsh reality of capitalism and how it has been applied to sponsor inhuman ideologies. This piece of literature arouses the audience community ‘primarily the white majority’ reprehensive cognition. The literature explains to the audience that inhuman activities happening in America were essentially responsible in dragging the society, civilization and economy backward. In fact, both Wu and Takaki attempt to examine the concept of individual perception towards racism.

Wu and Takaki deeply examine the white perception against the minorities, arguing it as impractical and most absurd. For instance, the white community viewed black community as run by the devil because of their color. While the white community accessed Wu Chinese affiliation as secondary individual. In both scenarios, this perception is a greater challenge towards civilization. In any case, Wu and Takaki attempted to explain that the hatred and barbarism practiced by white was much evil compared to the physical appearance presented by the minority. In analysis, Wu and Takaki explain that these stereotypes were impractical, and their subjects were innocently subjected to them.

Conclusion

This paper has attempted to examine the influence of literature in uprooting multiculturalism stereotypic perception. This paper has borrowed two literature works courtesy of “A different Mirror” by Takaki and Yellow by Frank Wu both of minority origin. This literature works amongst others were primarily responsible in raising the majority whites’ conscience on the evils of racism. To this effect, the paper has examined the weaknesses and incompetence of a stereotypical perception in executing racist, arguing it lacked appropriate basis.

Work Cited

Takaki, Ronald. A Different Mirror: A History of Multicultural America (Revised Edition).

eBooklt.com, 16^th, November 2012. Print.

Wu, Frank. Yellow: Race in America Beyond Black and White. Basic Books, 2003. Print.

 

 

 

 Organizational Structure and Culture

Organizations should have specific types of structure not only to maintain their organization, but also to foster employee development and client satisfaction and safety. A proper nursing organizational structure provides a formal framework through which the management processes take place within the organization (Keyton, 2011). That is, an effective organizational structure provides communication networks, effective work systems, and identity to the employees. The organizational structure for healthcare centres should foster job satisfaction and create client centered care. This paper outlines the organizational structure for Integrated Care and Nursing Home, closely focusing on how the structure create a supportive environment for client centered care, the main information systems, and how the organization integrates the community’s social and cultural influences into the care delivery.

Organizational structure refers to the management levels within an organization (Keyton, 2011). The levels allow effective and efficient management of various departments. However, with the patients’ lives in its hand, Integrated Care and Nursing Home has a vertical organizational structure with several management layers. Most of the hospital’s staffs work in specific, narrow, and low-authority roles. The hospital’s management is designed to ensure that individual staffs do not interfere with the hospital’s system because of the chain of command that they are supposed to adhere to. The vertical organizational structure creates a supportive environment for client centered care not only by ensuring that there is a clear distinct chain of command, but also ensuring that the tasks are conducted efficiently and effectively through close supervisor within each department.

In addition, the hospital has information services including document and process information. These assist in keeping medical records, billing, and collection of various charges for services, admissions, facilitating health education, and accessing human resources. According to Keyton (2011), communication among workers especially in healthcare accounts for most information flow and communication errors thereby leading to a high clinical mortality and morbidity rates. Nonetheless, the Integrated Care and Nursing Home uses telecommunication system supplemented with portable phones for each department to avoid such incidences.

All Integrated Care and Nursing Home’s departments hold regular face-to-face meetings, both planned and impromptu, notice boards, and notes at ward desks. On the other hand, the employees use informal communication channels such as notes and gossip. The informal communication involves the social and personal relationships among employees (Jablin & Putnam, 2001). The channels provide social satisfaction and helps employees to meet their individual objectives. Owing to the fact that informal communication is a key aspect to the management, the Integrated Care and Nursing Home is aware of the existence of informal communication, understand its operational techniques, and deploys it to achieve the healthcare goals.

Overall, the organizational culture is critical in every aspect of the company’s decision-making (Jablin & Putnam, 2001). For instance, whenever healthcare organizations focus more on profits, they are likely to lose their integrity. The Integrated Care and Nursing Home promotes a thoughtful culture and makes decisions based on the best services for the patients, the staff, and the entire community. However, the hospital faces pressure from the finance department to control costs partly due to the increasing cost of drugs and supplies. Nonetheless, such pressure has never prompted the management to make unethical decisions. Some departments also face challenges managing different population and the management’s expectation for clients to be treated with care.

Integrated Care and Nursing Home has an administrative organizational chart with directors in top-management down to the physicians at the bottom. The directors are followed by the executive including the chief executive officer, chief nursing officer, chief medical officer, chief informational officer, chief financial officer, and chief operational officer. The executive officers form the core management often implement decisions made by directors on their (executive officers) day-to-day operations of the hospital.

Thereafter, the department administrators follow within the hierarchy reporting to the executive. The departments include those of patient care such as labor and delivery, orthopedics, and emergency department. However, there are also non-patient-care department including food billing and services. There is also the clinical department that has many staffs because it has high supply and purchasing needs and regulations which nurses must comply with. Therefore, the administrators have assistants to oversee the numerous complex operations.

Below the department administrators there are patient care managers who directly oversee the patient care. These include director of rehabilitation services and the supervising physician, and the nurse manager with people under them assisting on patient care. The patient care managers ensure that the staffs act appropriately, address all duties, and give the best care while complying with legal and hospital’s standard. Similarly, the patient care level of management oversees basic human resource and schedule functions for the employees. The last category includes service providers including such as laundry workers and cooks with specific duties and job descriptions which the hospital requires them to handle to ensure the patient’s health and safety. Although each individual reports to specific functions and authorities within each department, whenever other functions are required which are out of a particular department, a staff from a different department is called to assist thus ensuring effective and efficient service deliver to the clients.

The Integrated Care and Nursing Home’s organizational structure describes the duty arrangement within each department. Keyton (2011) describes such concept as designed to maintain command, reinforce authority, and provide formal reporting lines. The hospital has a vertical organizational structure with a clear relationship with all the staffs. That is, each department has a single reporting line that is formally recognized. According to Keyton (2011), formal reporting lines allow staffs to have independence and be accountable for their actions and outcomes. However, sometimes the informal organizational structures have informal reporting lines within the hospital. Whenever the two lines (formal and informal) cross, departments such as administration are involved in the care management and executive areas. Consequently, there arise power and control issues within the organization. Nonetheless, the hospital continues to ensure that, decisions are made at departmental levels and communicated formerly through single reporting lines down the structure.

It is important to understand how the community thinks about illness and health and individual behaviors and habits which influence health, how the community perceives the healthcare practitioners and their actions, and how culture interacts with the environment to affect healthcare delivery (Keyton, 2011). The Integrated Care and Nursing Home recognize the community’s assumption about issues such as mental health and childbirth among others thereby considering such assumptions during healthcare delivery. For instance, the staffs concerned with labor and delivery understand the community’s assumption regarding the role of medicine in reproductive health, the number of children a family should have, and where women should have their babies. In most cases, such ideas are integrated during healthcare delivery programs within the community.

On the other hand, social factors involve factors which distinguish major differences between groups of people within the community (Dziegielewski, 2003). These include religion, occupation, income, education, ethnicity, and race among other factors. Understanding these factors often assists the hospital to plan and deliver healthcare services. For instance, such factors assist in understanding the most vulnerable communities and group of people thereby making an informed decision prior to healthcare delivery.

Generation refers to an identifiable group that share birth years, location, age, and significant life events at developmental stages (Miles, Furino, & Schaie, 2006). The Integrated Care and Nursing Home’s workplace consist of different generations thereby leading to variations in employees’ career stage and lifestyle. These and other differences are often challenging for the management to standardize the organizational values and norms or change from one operational standard to another. Similarly, sometimes the hospital experiences declined ethics and loyalty toward department heads at the workplace due to generational differences. Nonetheless, the elder employees are often loyal to their team leaders; in fact, most young workers value their relationship with co-workers than their relationship with their department heads and hospital as a whole. However, the hospital has introduced integrated training programs to overcome such challenges.

Overall, the Integrated Care and Nursing Home has a suitable structure that facilitates proper coordination of management activities to ensure patient safety and care. The hospital has information system and uses good communication methods thereby ensuring that there is smooth flow of information. Although the hospital faces social and cultural challenges, such factors are systematically integrated within the organization thereby improving healthcare delivery. Although the hospital’s culture is negatively affected by generational differences, the organization has devised training programs to address these challenges.

References

Dziegielewski, S. F. (2003). The changing face of health care social work: Professional practice in managed behavioral health care. New York: Springer Pub. Co.

Jablin, F. M., & Putnam, L. (2001). The new handbook of organizational communication: Advances in theory, research, and methods. Thousand Oaks: Sage Publications.

Keyton, J. (2011). Communication & organizational culture: A key to understanding work experiences. Los Angeles: SAGE.

Miles, T. P., Furino, A., & Schaie, K. W. (2006). Aging health care workforce issues. New York: Springer Pub. Co.

Business and Services Marketing: Yo! Shusi

Question 1: Critically assess to what extent a theatre analogy is appropriate when analysing the service encounter at Yo! Sushi. How might the analogy provide insights into employee and consumer behaviour during the service encounter? (25 marks)

The services marketing nature shares the feature of drama, in that, participants focus on putting forward strategies and tactics to create and sustain appealing impressions before an audience (Grove & Fisk 1992). Customers/employees are cast in their roles as audiences/actors where every gesture, line, or movement is rigidly specified in a secured script (Mudie & Cottam 2010). When analysing a service encounter at YS, a theatre analogy is appropriate in various ways.

The actors are likened to employees at YS. Just as actors strive to win over the audience through their appearance, ability and dedication to perform their role well, YS’ employees also focus on courtesy, good demeanour, delightful appearances, and great service to attract new customers, encourage return of first-timers, and promote strong brand loyalty.

The audience is likened to the customers, whose presence is what gets the show going. The audience of YS entails customers yearning for fresh food that can be served quickly and at a reasonable cost, and they can choose from an interesting range of menu items (Wilson et al. 2012).

Just like the setting in the theatre, YS chooses appropriate locations where its services can be delivered.  Wilson et al., (2012) describes YS restaurants as beautiful designs in premium urban locations strategically located to draw their focus customer segments. YS chose the design of a central-view kitchen surrounded by four dinars for its restaurants. Each restaurant setting is styled uniquely with design features including plasma screens, airline-style call buttons, and water points which can be likened to the mixing and rearranging of various elements in a theatre’s physical setting to manipulate audience perception of the service.

Performance at YS entails activities that will sustain the functioning of the restaurant with the customers, employees, and management coordinating in various ways to promote the role. The customers provide demand for food and services, as well as feedback via YS emailing system, which can also be likened to post-performance reviews in drama. The servers ensure quality interaction with the customers to promote satisfaction and return. The head chef orders food from suppliers thus ensuring the food demand is met. The restaurant manager schedules the number of staff to work in a weekly duration, thus ongoing performance delivery.  The chefs portray skill and cleanliness in cooking and handling the food and thus help the servers to serve customers with quality, clean, healthy food promoting the performance of a back-stage production team.

Just like theatre’s auditioning and training, YS senior management ensures the hiring of appropriate staff and ensuring training to enhance the critical aspect of quality service. The CEO Robin Rowland is likened to the Director who stages the direction of YS through activities that will bring a competitive advantage to the show, for example, identifying YS customers and expansion of the restaurant in appropriate markets. Simon Woodroffe is the creator, who brought to life the idea of creating an edgy, informal, fashionable  Japanese restaurant with a conveyor-belt system of ordering and serving fresh foods, and which displays quality of service as a key theme (Wilson et al. 2012).

The analogy provides insights into the employee-consumer behaviour during the service encounter by revealing that the understanding of consumer behaviour is important for modelling the quality of services, consequently attaining a loyal audience addicted showing high satisfaction levels (Bitner et al. 1990). Re-modelling for a quality encounter can be achieved through attention to details, training and empowerment of employees, improving physical surroundings, introducing efficient technologies, and encouraging the customers to push for a positively memorable experience.

A service encounter entails a duration in which a consumer is in direct contact with a service either through personal or impersonal interactions (Chantal 2013). The quality of service experience is fundamentally determined during the front stage customer-employee encounter (Glushko & Tabas 2008). Yo! Sushi bears a high-involvement personal services typology encounter characterized by high the tangibility of services provided (Palmer 2011). There is almost a continual interaction between the customer and employee from the moment that the customer steps into the restaurant, until the exit time. The customer-employee relationship is important because both parties share in the creation and continuance of the service (or script) (Guiry 1992).

Question 2: What are the implications of viewing consumers as co-producers in the service process at Yo! Sushi? (10 marks)

One of the unique features of services as compared to goods is the feature of inseparability between production and consumption (Zeithaml, Parasuraman, & Berry 1985).  Yo! Sushi (YS) customers exist because there are YS chefs and servers to offer them food services, just as the employees exist because the customers are present to benefit from their services.

There are implications of viewing consumers as co-producers in the service process. The customer-employee relationship in service delivery at YS can be explained using the Servuction model (See Appendix 1), which is an amalgamation of service and production systems (Hoffman & Bateson 2010). In this model, the customer, employee and the physical environment are viewed as resources in the service production process by which their interaction can create or destroy value (Langeard et al. 1981).  Customers’ judgement of the quality of service – whether in the process of service delivery or of the final outcome – can build or destroy YS’ ability to have returning customers. YS’ virgin or first-time customer segment (Wilson et al. 2012) can become returning customers if they perceive to have been welcomed and guided through the YS food ordering/serving/billing systems well which will contribute to the expansion of the business. Furthermore, these customers can become part-time marketers (Gummesson 1991) by recommending YS’ services to other customers. This contributes to the marketing mix of through word of mouth (WOM) advertising. The need to get a right first-time service encounter implicates for careful recruitment, training and empowering of employees as studies reveal that dissatisfied employees can encourage negative perceptions from customers (Zeithaml et al. 1985).

Returning/loyal YS customers expect high level of standards to be maintained. This is where creativity in service delivery should be emphasized, for example, in the way YS introduce new menu items reflecting the service feature of variability (Zeithaml et al. 1985). The service provider is judged by the ability to showcase knowledge and skills in managing variability and consistency in this can foster brand loyalty. Also as YS is running a service in which perishability is a feature, strategies to increase consumer participation are used, for example, conducting seasonal food promotion (Wilson et al. 2012).

YS’ physical environment directly relates to what its target customer segments expect. Lovelock & Gummesson (2004) discussed nonownership as another distinct feature of services. When customers enter and sit in a YS restaurant, they gain the right to exclusive but temporary use of the hotels’ space. In the moment of close proximity with other customers and chefs; as YS’ kitchens are positioned to be visible to customers, the level of interaction increases which can be a positive experience if customers judge the intangibility features of a service. If customers judge the environment as clean or behaviour of chef as outstanding, customer satisfaction is enhanced, leading to increased demand and profitability (Klassen & Rohleder 2001). This defines further the role of the customer as a participant in the economies of scale.

Question 3: From the information in the case study, identify what constitutes quality at Yo! Sushi. How could it be managed and measured across the Yo! Sushi chain of restaurants? (35 marks)

Parasuraman Zeithaml and Berry (PZB) (1988) define quality as the difference between perceptions and expectations of the services offered by the firm. At Yo! Sushi (YS), quality is considered at a multi-faceted approach involving both the quality of food and the quality of service delivery. Quality is achieved when YS’ customers are given a consistent level of service that meets their expectations. Service quality at YS perceived by customers can be described using the five dimensions of RATER (Reliability, Assurance, Tangibles, Empathy, and Assurance) theory as described by PZB (1988).

Reliability is when the consumers sees the firm as dependable and having accurate performance on delivering its promises and service provision. This dimension is evidenced by YS emphasis on serving fresh foods. Customers come for the fresh food, and as such, YS promotes this element of quality by ensuring that only freshly cooked food is served. Food items that stay on the conveyor belt for more than two hours are discarded. In addition, YS’ management ensures food availability to ensure that customers are expectedly and continuously served with their favourite dishes.  (Wilson et al. 2012).

Assurance is measured by the ability of the employees to be competent in a way that inspires trust and confidence in the service. This is evidenced by YS having servers/employees who have extensive knowledge of the menu and YS operations and can effectively respond to customers’ concerns.

Tangibility is the physical representation of the firm with regards to appearance of both inanimate and animate elements. Y.S focuses on aspects such as design and ambience to promote service quality. The environments chosen for YS restaurants are designed to reflect an informal, edgy and fashionable decor that matches the consumer behaviour of its various urban social segments. The kitchens are centrally placed and surrounded by diners thus the chefs’ skills are observable illustrations of quality to the consumers. Surfaces and floors are cleaned, and hands washed every 20minutes to reflect cleanliness as a responsive factor to quality.

Responsiveness is the ability to attend to customers’ needs in a helpful manner. This is evidenced by Y.S’ employees who strive to ensure that the dwell time –the duration at which the customer enters and exits the restaurant – is as short as possible, and doesn’t go beyond 45 minutes (Wilson et al. 2012).

Empathy is treating customers as individuals by showing understanding, good communication, and customized attention. Empathy as a quality factor is demonstrated at YS through, a feedback system by which customers can send emails to the company’s website address and the senior management responds to at least ten customer feedbacks per day (Wilson et al. 2012). YS can improve further by enhancing person-to-person interactions between employees and customers which can be achieved through use of courteous language when talking to the customer, greeting customer upon arrival and even remembering their names or issues from past visits.

These qualities can make the customer to perceive the services to be of quality, guaranteeing customer satisfaction (PZB 1988). According to PZB (1988), consumers rated reliability as being the most important dimension while tangibles being the least.

Service can also be measured using a two-dimensional approach these being outcome/technical dimension and the process/functional dimension (Gronroos (1984). The technical outcome of the production procedure is what the customer gets from his interaction with the service and this is analogous to the instrumental performance of the firm (Kang 2006). At YS, this dimension is demonstrated when the customer gets a meal after selection from the conveyer belt, or placing an order with a server. On the other hand, the process functional dimension describes how the customers perceive quality as the outcome is delivered to them. In YS, the functional dimension is demonstrable through the courteous manner in which customers are spoken to, or the functionality of the conveyor belt in regards to being consistently full with various kinds of food for the customer’s selection. Rust and Oliver (1994) expanded Gronroos model by adding the service environment as a measure of quality but they did not test the model (Brady and Cronin 2001; Ghotbadi, Baharun & Feiz 2012).

Measuring and managing service quality (SQ)

YS can use the GAPS conceptual framework (PZB, 1988) to identify quality problems and manage them to reach customer satisfaction and exceed expectations. GAP 1 involves not knowing what customers expect and this is a potential problem for YS if the management does not understand issues that will attract customers to eat at YS. This gap can be managed by conducting thorough market research and dealing with customer feedback (Shahin 2010), actions that YS has already embarked on. GAP 2 involves not selecting the right service standards. While expanding to other markets, YS should manage this gap by committing to develop physical environment that is in line with customer’s expectations and standardize their repetitive tasks to enhance consistency (Zeithaml & Bitner 2001). Gap 3 results from failing to deliver standards which YS can deal with by ensuring careful recruitment and continuous training and motivation to close the gap between service quality specification and delivery. Gap 4 entails failure to meet promises and this can be solved through strategic communication in marketing operations where YS can pre-test advertising and seek input from contact personnel in the new markets (Shahin 2010).

Although service quality is abstract thus difficult to measure, YS can and should look for ways to measure quality of service in order to improve its services hence promoting customer loyalty and retention (Kotler & Armstrong 2007). One of the ways is to use SERVEQUAL: a popular instrument designed measuring service quality (PZB, 1991). SERVEQUAL is based on 22 item-questionnaire weighed across five dimensions (RATER), in which perception and expectation scores for each are compared to reach at a gap score (PZB 1988). A small gap is an indication of high quality evaluation. In YS, SERVEQUAL can be adapted to feature items that define quality at YS including promptness, cleanliness, food freshness, food availability, and ambience among others.

Cronin & Taylor (1992) recommended the SERVPERF model which is based on performance SQ measurement. YS can also utilize methods that will help collect data about SQ such as mysterious customers where managers pose as customers; naturalistic observation/ethnograpgy; employee research; and customer panels from which the company can assess the seven criteria for good perceived SQ as described by Gronroos (2007). These are professionalism/skills, attitudes/behaviours, accessibility/flexibility, reliability/trustworthiness, service recovery, physical environment and reputation/credibility of its employees and customers.

Question 4: Critically analyse the capacity and demand issues that Yo! Sushi faces. How might it manage these issues? (25 marks)

When demand and capacity match in service delivery, the chances of profitability increases but this is an area of challenge to many service firms (Klassen & Rohleder 2001) including Yo! Sushi (YS).

A major capacity and demand issue that YS faces is uncertainty of demand patterns due to the nature of the food industry (Klassen & Rohleder 2001). It is difficult to always predict what and when customers will eat and the perishability nature of the services threatens profitability if the capacity is beyond demand (Crandall & Markland 1996). If less food is cooked, or if the demand was too high and exceeded the capacity provided, as demonstrated by customers seeing an empty or half-filled conveyor belt (Wilson et al. 2012), it can be perceived as an inability of the restaurant’s capacity to meet its demand, and would lead potential customers to seek the services of YS’  competitors. Y.S tries to manage the issue of uncertainty in demand by ensuring the availability of food ingredients, which are purchased earlier from the suppliers by the head chef. The agility of servers in ensuring that the conveyor belt is filled with food compartments is also another way to manage demand and the higher the number of servers, the greater the capacity when the demand is high.

Another issue in managing demand and capacity at YS concerns the inseparability nature of its services in that demand and capacity have to co-occur (Chase 1978). Since YS is committed to delivering fresh foods, defined as that which has stayed not more than two hours (Wilson et al. 2012) it is possible that losses can occur when the demand is low and food has to be discarded. The unpredictability and inseparability nature of the service is problematic in the sense that food can be discarded now and a few minutes later, customers step in, and increase the level of demand, just when the capacity had gone low.

Predictability of demand patterns can be observed during the service process (Hahn, Park & Macinnis 1992). For example, during lunch hours between 12.00 to 2 pm the demand for meals is likely to be higher than at 5pm in which the demand for beverages is likely to be higher than that of meals. Also, customers are likely to order some foods during certain periods of the year, hence YS uses promotional activities to boost the sale of seasonal foods. Y.S also uses ongoing calendar events at the immediate environment to determine the level of capacity. Such events include the premier of a film at a nearby local cinema, or a Saturday weekend when there is a rush of shoppers who will check-in-quick for lunch. Thus, being in touch with the local environment is important for YS to manage its capacity and demand issues (Wilson et al. 2012).

Y.S is expanding in various locales in London, and it is possible that some food stores will experience more customers streaming in than others, depending on the density of the street/location in which a store is located. This is a challenge to demand and capacity especially if large capacity restaurant has been created in a low density service area while a small capacity restaurant is positioned a busy local with many potential customers (Shapiro, Kasturi  & Sviokla 1992). YS attempts to fix this challenge by conducting a background research of the location where it plans to open a new store (Wilson et al. 2012). The research is a data collection process that gathers information such as the number and kind of diners to expect and the profile of demand over a week. This information helps in the layout of the physical design of each of the restaurant’s outlet in various geographical locations.

 List of References:

Bitner, M, Booms, B & Tetreault, M 1990, ‘the service encounter: Diagnosing favourable and unfavourable incidents’, Journal of Marketing, vol. 54, pp. 71-84.

Brady, M K & Cronin, JJ 2001, ‘Some new thoughts on conceptualizing perceived service quality: A hierarchical approach’, Journal of Marketing, vol. 65, no. 3, pp. 34-49.

Chantal, A 2013, Global consumer behaviour, John Wiley & Sons, United Kingdom.

Chase, R 1978, ‘Where does the customer fit in the service operation?’ Harvard Business Review, Is. Nov-Dec, pp. 137-42.

Crandall, RE & Markland, RE 1996, ‘Demand management: Today’s challenge for service industries’, Production and Operations Management, vol. 5, no.2, pp.106-20.

Cronin, J & Taylor, S 1992, ‘Measuring service quality: a re-examination and extension’, Journal of Marketing, vol. 56, no. 3, pp. 55-68.

Ghotbadi, AR,  Baharun, R & Feiz, S 2012, ‘A review of service quality models’, 2^nd International Conference on Management Proceeding, Malaysia.

Glushko, R., & Tabas, L. (2008) ‘Designing service systems by bridging the ‘front stage’ and ‘back stage’, Available from University of California, Berkeley, School of Information Online.  [18 February 2014].

Gronroos C 1984, ‘A service quality model and its implications’, European Journal of Marketing, vol.18, no. 4, pp. 36-44.

Gronroos, C 2007, Service management and marketing: Customer management in service competition, 3^rd edn, John Wiley & Sons, West Sussex.

Grove, S & Fisk, R 1992, ‘The service experience as theatre’, Advances in Consumer Research, vol.19, no. 1, pp. 455-461.

Guiry, M 1992, ‘Consumer and employee roles in service encounters’, Advances in Consumer Research, vol.19, pp. 666-672.

Gummesson, E 1991, ‘Marketing revisited: the crucial role of the part-time marketer’, European Journal of Marketing, vol. 25, no.2, pp. 60-67.

Hahn, M, Park, C & Macinnis, D 1992, The adaptive information processing hypotheses: Accounting for the V-Shaped advertising response function, Journal of Advertising, vol. 21, no. 2 pp.37-46.

Hoffman, K & Bateson, J 2010, Services marketing: Concepts, strategies & cases. Cengage Learning, Ohio.

Kang, G 2006, ‘The hierarchical structure of service quality: Integration of technical and functional quality’, Managing Service Quality, vol. 16, no. 1, pp. 37-50.

Klassen, K & Rohleder, T 2001, ‘Combining operations and marketing to manage capacity and demand in services’, The Service Industries Journal, vol. 21, pp. 1-30.

Kotler, P & Armstrong, G 2007, Marketing: An introduction, 8^th edn, Prentice Hall, Pearson.

Langeard, E, Bateson, J, Lovelock, C & Eiglier, P 1981, Marketing of services, Marketing Sciences Institute, Cambridge.

Lovelock, C & Gummesson, E 2004 ‘Whither services marketing: In search of a new paradigm and fresh perspectives’, Journal of Service Research, vol. 7, no. 1, pp. 20-41.

Mudie, P & Cottam, A 2010 Management and marketing of services, 2^nd edn, Taylor & Francis, London.

Palmer, A 2011, Principles of services marketing, 6^th edn, McGraw-Hill, Maidenhead.

Parasuraman, A, Zeithaml, V, & Berry, LL 1991, ‘Refinement and re-assessment of the SERVQUAL scale’, Journal of Retailing vol. 67, no. 4. pp. 420-450.

Parasuraman, A, Zeithaml, V, & Berry, LL 1988, ‘SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality’, Journal of Retailing, vol. 64, no. 1, pp. 12-40.

Rust, R & Oliver, R 1994, Service quality: insights and managerial implications from the frontier. In service quality: New directions in theory and practice, eds R Rust & R Oliver, Sage, Thousand Oaks, CA.

Shahin, A 2010, ‘Developing the models of service quality gaps: A critical discussion’, Business Management and Strategy vol. 1, no. 1, pp. 1-11.

Shapiro, BV, Kasturi R, & Sviokla, J 1992, ‘Staple yourself to an order’, Harvard Business Review.

Wilson, A, Zeithaml, V, Bitner, MJ, & Gremler, D 2012, Services Marketing: Integrating customer focus across the firmm 2^nd edn., McGraw Hill, Maidenhead.

Zeithaml, V, Parasuraman, A, & Berry, L 1985, ‘Problems and strategies in services marketing’, Journal of Marketing, vol. 49,  no. 2, pp. 33-46.

Zeithaml, VA & Bitner, MJ 2001, Services marketing: Integrating customer focus across the Firms, Tata-McGraw Hill, Boston.

 

 

Appendix 1: The Servuction model

 

(Lecture Guide, ppt 5, slide 12).

MITRE Organization Case

MITRE is a not for profit corporation/company that only deals with operations of research and development centers that are funded by the federal government. According to the case, there are various issues that are articulated. First, there is an issue of public service. Since the company does not produce and sell any goods to the public, their main focus is ensuring that they conduct the projects assigned in an inclusive and thorough manner for the best outcomes. The public happens to be the great beneficiary of the positive outcomes. The company has over sixty centers that are in operation. However, the working environment being articulated in the case is the one which allows for collaboration and idea sharing. The business environment at MITRE is one that gives all employees an opportunity to be creative and uphold traditional discipline. The projects handled in the company provides a challenging environment to employees who remain objective, smart and geared towards providing better services to the public. The issue of reputation is also clearly evident in the case. Due to the high performance output and delivery of previous assigned projects, MITRE has attained a status of high reputation and this has made the federal government always willing to direct upcoming projects to them for help.

The approach employed by the company according to the case is very strategic. The company has shifted its attention to serve the interests of the public and at the same time focus on the well being of its employees. Any company that addresses the well being of its employees is most likely to record excellent results and outcomes as the employees will engage themselves as part of the company. The employees feel recognized and develop a sense of belonging to the company and their morale is boosted to work hard and record high performance by meeting the set targets. According to the case, the results of this strategic approach are clear. The company is able to meet the targets of assigned projects and this is what is giving the company a good reputation nationwide. The fact that the public is contended with the services provided and that the employees are happy being part of the company; the two are an integrative strategy that leads to the positive outcomes.

If put in a position of MITRE, the two things that I will do different are as follows. First, instead of concentrating only with the federal government of the US, I will escalate the scale to serve the interests of the world public as a whole. I will extend and initiate research and development centers worldwide to serve the interest of the world at global perspective. Secondly, since the company is not for profit, I will enhance well established communication channels to create an interactive environment between the company and the public to best serve their interests. With proper communication strategies and channels, the public is able to gives views and ideas that are likely to help the company to provide better services and deliver best on assigned projects.

From this case, I have learned that provision of a conducive working environment to employees makes them feel being part of the company and this reflects on the ultimate outcomes and performance recorded. I have also learned that the best working environment is one that allows for idea sharing and collaboration for mutual benefit.

 

  

PAYROLL OUTSOURCED SERVICE

Executive Summary

Integrating an outsourced Payroll system is faced by primary challenges in prospecting, implementing and evaluating stages. The underlying reason is based on the knowledge that a Payroll system affects all departments simultaneously. In any case, the success of the payroll system is based on the in-house support it generates and the quality planning. This paper will attempt to prove that a payroll system can be successful if proper estimates, planning, integrating and evaluation are tackled out. The paper is structured into three main parts. The first part seeks to analyze the cost benefit matrix and how it responds to risks associated with the project. The second section will provide realistic tasks, to be applied in the planning stage of the project. This section will integrate the Gantt system as a satellite planning methodology. Thirdly, the paper will access the targeting issues related to integrating Payroll system in this organization. This section will also prevail on issues related to employee behavior problems.

Construct a Cost-Benefit Analysis matrix the Payroll project

Undiscounted Flows	2014	2015	2016	2017
Project Costs (Speculation)	-$519,000	-$222,000	-$176,000	-$180,000
Benefits	$824,000	-$1,300,000	$1,400,000	$1,800,000
Net Cash Flow	$824,000	-$1,300,000	$1,400,000	$1,800,000
Discount Factors	$1,648,000	-$2,600,000	$2,800,000	$3,600,000
Discount Rate
Base Year
Year Index	0	1	2	3
Discount Factor	1	0.8754	0.7999	0.725
Discounted Flows	0.0000	0.0000	0.0000	0.0000
Costs	0	0	0	0
Benefits	$623,454	$734,000	$921,000	$1,310,000
Net	$623,454	$734,000	$921,000	$1,310,000
Cumulative	$1,246,908	$1,468,000	$1,842,000	$2,620,000
Net Present Value	$2,620,000
Internal Rate of Return	27%

 

The risks associated with integrating a new payroll system

Payroll systems fail during implementation because of several factors, amongst them being corruption and lack of sufficient support from staff members. Information Resources Management Association Internal Conference (2001, p. 739) identifies lack of discipline as the leading cause of risk. Inquiries have been made to construct logistics behind failures of most ERP systems. Results have established that discipline among poor planning and incoherent control as the primary problems. Secondly, there is a significant problem associated with incompatibility issues. This is results when there is confusion between roles and responsibility of the project’s different departments; for instance, Information Technology department attempting to override the Human Resource department. Thirdly, the system may fail to notice the difference between system scale and complexity. Fourthly, the system may fail to achieve results because of the disparity in how the risk is designed and the company expectations.

Mitigating Risks

The primary risk is associated with lack of sufficient support by the employees. So , there is a need to bridge the disparity generated in objectives, goals and needs of the firm and those of its staff. In any case, issues related with corruption, negligence and insincere support should be dealt with comprehensively. Goldman (2009, p. 90) suggests that the organization should reaffirm its rules and regulations collectively. Secondly, issues related to the disparity of system processes and organization expectations should be dealt with by integrating appropriate training procedures as the prime goal. Training needs and methodology can be facilitated from information generated from the Research and Development (RD) department internal audit mechanism.

Tasks that would be needed to complete a Gantt chart

Essentially, the Gantt chart is going to facilitate the determination of strategy. This revolves around start and finish dates of terminal elements. In any case, values supplied are interdependent with each other forming precedence in the network. Therefore, task determination is very crucial in evaluating the relevant development strategy

			Estimated	Project	Time
	Tasks	Predecessor	Optimism	Normal	Pessimism	Required Time (days)
a	Plan Formulation	–	1	3	5	3
b	Presentation to stake holders	–	2	4	5	3.14
c	Team development	a	7	3	2	4
d	Data development	b	8	5	3	5.17
e	Identification of practices	b	3	6	9	6
f	Feasibility test	c, d	4	5	4	6.3
g	Commencement of the technical project	e	5	7	8	6.67
h	Pre-Project evaluation	f	5	8	4	5.17
i	Project evaluation	f, g	5	7	2	4.6
j	Post project evaluation	g	6	8	4	6
k	Report formulation	f	5	8	2	5

 

Advantages and disadvantages of using a Gantt chart versus using PERT

There are inherent features that make Gantt system better than Performance Evaluation and Review Technique (PERT). Firstly, proper display of data is very crucial since this communicates feasibly to the system. Gantt analysis the percentage of work tacked at each threshold. Gantt is superior compared to PERT since PERT display data in a network model. Also, it is good to acknowledge that the Gantt system is much simpler to track compared to the PERT system. The underlying reason is its ability to interconnect data using time as the integral allocator. So, interconnected data makes it easier for strategist to interpret data unlike the PERT system which does not interconnect data. Thirdly, the Gantt system is more accurate compared to PERT. In this case, accurate data is easier to read and adjust; therefore, prompting the Gantt system over the PERT. This is the based on its ability to reflect on timing in its analysis. On the other hand, PERT illustrates tasks dependencies more than a set time frame.

Feedback loops

Feedback mechanisms are substantial in the evaluation stage (tasks). Harrison & Lock (2004, p. 229-230) argue that prudent filtering is one that appreciates the diverse contributions of each department. The department requires communication (top – bottom, and bottom –top communication channels). Essentially, the project strategists should formulate questionnaires informs of tables. The questionnaires should seek to test feedback through critical or technical approaches. Once data is generated, records should be parched by use of filtering methodologies. In any case, the Research and Development department should decide viable data to be feed on the Gantt chart system. Lastly, the Project Management Office (PMO) should consider using emails, message and automated phone calls in the overall evaluation process.

Targeting critical information provided by potential users of the new system.

There are successful methodologies to obtain information from users. First, during the evaluation stage, it is good to enroll questionnaires through the system chart forums. Essentially, users will be asked questions related to compatibility, usability, practicability, and agility of the system to meet organization goals. Jain (2009, p. 246) argues that staff should respond at various levels of the customization process. Breakdown of communication is primarily responsible for customization failure. Other methodologies will involve direct communication, suggestion boxes, staff/ board meeting/ department meeting and timely consultancy. The application of these methodologies will be integral in mitigating information disparity required in the deployment process.

Behavioral problems and resistance

ERP systems are often challenged by significant resistance from by different departments. Managers and system developers have to cope-up with intricate rebellion from employees in their careers. It is good to consider that there are diverse employees, and the manager is obliged to develop methodologies to integrate them in the system with them. Kammerlander (2013, p. 75) argues that the primary course of rigidity is the development of beliefs experience generated from the old system, and the nature of training that one got. As a result, it is imperative to acknowledge the necessity of training amongst other method in the general scheme of protecting the program. Notably, training will incorporate evaluation. The PMO office is mandated to develop methodologies which will be vital in mitigating employee rebellious behavior. Secondly, it is good to respect employee decision, and in either case, talks will be directed in encouraging employees understand the system is good for their own good. Thirdly, it is good to stick to the Gantt plan. This can be achieved by developing a timing framework in the overall resistance behavior response plan.

Conclusion

This paper has been substantial in analyzing the feasibility study of integrating an outsource payroll system in this organization. The paper has proved the viability of the program is based on the quality of management, which in either case provides a planning mechanism. The paper has also acknowledged the inference of internal organizational resistance fighting the program. In particular, the paper has accessed the use questionnaire and tables to tap employees’ compatibility pros and cons in embracing the system.

 

 

 

 

 

 

 

 

 

References

Goldman, P. (2009). Financial Services Anti-Fraud Risk and Control Workbook. New York:

John Wiley & Sons.

Harrison, F., & Lock, D. (2004). Advanced Project Management: A Structured Approach.

Farnham: Gower Publishing.

Information Resources Management Association. Internal Conference. (2001). Managing

Information Technology in a Global Economy. New York: Idea Group.

Jain, V.K. (2009). INFORMATION technology issues & challenges. Mumbai: Excel Books

India.

Kammerlander, N. (2013). Organizational Adaptation to Discontinuous Technological Change:

The Effects of Family Influence and Organizational Identity. New York: Springer.

 

 

 

 

Legal Cases Involving Nurses

1. Introduction

             Nursing is a profession faced with many ethical and legal issues. It is indubitable that,  healthcare providers must integrate adequate skills, attitudes, and knowledge to make sound decisions and judgment. In general, nurses should perform clinical tasks with competence to enhance quality care. It is crucial for nurses to understand and observe the laws that govern their professional. This knowledge helps them to abide to the ethical and legal principles needed to promote quality care.  Despite the professional having strict standards to govern healthcare providers, many cases have emerged in relation to not providing quality care. In this pamphlet, we will discuss two recent cases found in the Nurses Service Organization (NSO). Further, we will include a discussion of the outcomes of the case, ethical principles, nursing implications, and actions to prevent similar future occurrences discussed.

1. Overview of Case 1

This is a legal case of a nurse who failed to monitor and access the patient post operation. In brief, the plaintiff/decedent was a 67- years old male who underwent an operation. The decedent underwent a knee replacement. The defendant nurse understood her duties and responsibilities at the time of the patient’s admission. Specifically, the defendant nurse understood that she was responsible of administering quality care. The plaintiff was discharged in surgical nursing unit after being treated successfully. After sometime, the patient was assigned to the licensed practical nurse (LPN) for further medication. After arriving to the unit, the patient could not tolerate the ordered respiratory therapy due to vomiting and nausea. After ten minutes of vomiting, the nurses found the patient unresponsive and later transferred him to ICU. After a short while, the patient was found dead. The diagnosis was not conducted in a timely manner and thus, increased the complication. Also, the prognosis was not well-handled accurately and little support was provided. The episode of vomiting and nausea was a clear indication that the treatment was not conducted accurately.

• Ethical principles, nursing implication, and preventive measures

After a thorough investigation, law experts affirmed that the defendant nurse had infringed quality care. Ethically, the nurses failed to conduct her duties accurately and in a timely manner. Nurses should not non-maleficence patients. For instance, in this case the nurse failed to access the plaintiff’s condition soon after being admitted in the nursing unit. Other accusations include failure to supervise and monitor the LPN’s care to the patient, failure to compile to the physician operative care orders and time, failure to report the patient’s condition prior to the therapy, and failure to commence CPR after the patient became unresponsive. Given the seriousness of the case, an immediate action was required. The case was settled with $250, 000 and an additional cost of $14,139 to pay legal expenses. Nurses should work hard to promote patients’ well-being. Every staff member should clearly document patients’ record for quality care to prevent similar future occurrences. It is also crucial for nurses to monitor medical-surgical care and report and abnormality. Physicians should complete their procedures in a timely manner.

1. Overview Case 2

The second case involved a nurse who failed to timely diagnose brain tumor. In brief, the infant patient who was the plaintiff was born without any complication prior to being examined by the nurse. While in the hospital, the plaintiff was diagnosed with mild jaundice. After 6 months, the defendant’s nurse examined the patient for the first time and documented that the infant was developing normally. As a result, the patient’s mother was confident that her baby was getting better.  The nurse did not emphasize when the patient should come back to the hospital despite the mother complaining that her baby appeared cross-eyed. (NSO and CAN, 2013).

Often, the patient’s mother missed her appointment in the hospital for the check up. The office personnel reminded the patient’s mother to schedule a day that the hospital would check her baby. At some point, the defendant’s nurse reassured the mother that sometime infants may have such conditions. The nurse scheduled an appointment with the patient’s mother, but the patient’s mother did not attend.  After 6 weeks, the defendant nurse examined the infant and identified some developmental delays. The infant could not crawl or sit, and documented the crossing eye condition. As a result, the nurse referred the patient to the pediatric clinic for eye check up. Despite the infant having serious illnesses that would have been detected earlier, the infant’s mother indicated that the nurse had not planned for an appointment with the mother. At the age of 7 years, the patient was found to be mildly retarded and medical consultants affirmed that the patient would require long-term or lifelong assistance. It was unlikely that the patient would be independent in future.

1. Ethical principles, nursing implication, and preventive measures

Experts criticized the defendant nurse for his failure to timely treat brain tumor. The nurse was also criticized for not facilitating timely consultation that would detect the early signs of the illness. Medical experts affirmed that the nurse would have facilitated a neurological medical evaluation to prevent severe cases in future.  Given the report that the patient’s would require lifelong assistance, there was a need for a course of action. Although the mother had reported that her baby was showing some deformities, the nurse did not take any action to prevent the illness. Instead, she assumed that the baby was growing well. The primary insurer conducted the investigation and later, the case was settled.

Ethically, nurses should conduct accurate medical tests in a timely manner. They should ensure that patients receive adequate care and support to improve their well-being. To prevent similar future occurrences, nurses should conduct appropriate diagnostic consultation and tests to detect abnormal or unusual illnesses. Nurses should facilitate referrals in cases when the patient’s condition is not improving after the first medication. It is crucial for nurses to conduct thorough medication to detect diseases or illness in the early stages of life.

1. Conclusion

Based on the discussed cases, nurses should take adequate precaution when diagnosing patients. Healthcare providers should abide to the ethical principles and guidelines that facilitate quality procedures. The overall goal of healthcare providers should be to promote patients’ well-being. Nations should increase access to health care and implement laws that promote quality care. Also, those who bleach the law should be punished in form of fines or imprisonment. As a result, this would eliminate similar future occurrences. Lastly, nurses should have adequate skills to conduct medical procedures.

 

 

References

NSO and CAN. (2013). Case Study: Failure to timely diagnose brain tumor; Failure to obtain physician consultation; failure to facilitate timely referral to neurologists. Retrieved from https://www.nso.com/pdfs/db/NP_SLCSx-10117-0113_February2013.pdf?fileName=NP_SLCSx-10117-0113_February2013.pdf&folder=pdfs/db&isLiveStr=Y

NSO and CNA. (2013). Case study: Failure to adequately access and monitor the patient post operatively resulting in the patient’s death. Retrieved from https://www.nso.com/pdfs/db/Nurse_SLCS_X-8540-0112_final_web.pdf?fileName=Nurse_SLCS_X-8540-0112_final_web.pdf&folder=pdfs/db&isLiveStr=Y

 

 

 

 

 

 

Rogerian Thought

The non-directive or person-centered approach was exceptionally successful during the 1960’s (Amadi, 2013). The approach is concerned with the individual instead of the problem, symptom, or illness. An important concept in the person-centered approach is self-actualization. This is the tendency of people to grow, move forward, and attain their fullest capability or potential. It focuses on the strengths of humans instead of their deficiencies. The main aim of this essay is to validate and elucidate how the concepts and principles of the approach can promote the effectiveness of a coach.

The mail goal of the approach is to assist the patient in attaining a greater maturity by renewing his or her unprompted development. Rogerian approach focuses on the affective experiences of a person rather than on rational understanding. Through the use of active listening, a secure climate is created by the therapist/coach for the patient. This, in turn, helps the patient to express himself or herself in order to have a higher understanding of the self and others (Amadi, 2013). In addition, it supports the patient’s change and development process. The approach comprises a progression of face-to-face sessions, normally between 10 and 50 sessions. Different types of interventions are used by the coach on the patient. These include encouraging and supporting expression, helping the patient to make decisions through showing him or varied possibilities or choices and action, and reformulating the words of the patient in terms of affective tonality or in terms of content (Kirschenbaum, 2012). According to the principles of this approach, the most vital factor in effective therapy is not the skill or training of the coach, but his or her attitude is what matters. There are three interconnected attitudes on behalf of the coach that are vital in the success of this approach. These are unconditional regard, empathy, and congruence (Amadi, 2013).

Experts or professionals who use Rogerian approach attempt to develop a therapeutic environment which is empathetic, conformable, and non-judgmental. As mentioned, the client-centered approach is non-directive. This means that the coach lets the client to guide the conversation and do not attempt to push the client in a certain direction. The approach emphasizes unrestricted positive regard meaning that experts show complete support and acceptance for their clients. Carl Rogers notes that a client-centered approach professional should have three important qualities. First genuineness is a quality that the coach should have. The expert should share his or her thoughts openly or sincerely. Through molding this behavior, the expert can assist in teaching the client to develop this vital skill (Amadi, 2013). Empathetic understanding is extremely an important quality in this approach. The expert should be reflective and act like a mirror of the feelings and thoughts of the client. The objective of doing this is to let the client to attain a vivid comprehension of his or her own inner emotions, perceptions, and thoughts. By showing these qualities, coaches can assist patients to become more self-aware, grow psychologically, and change their behavior through self-direction (Kirschenbaum & Jourdan, 2010). In such situations, the client will feel free and safe from any judgment. Carl Rogers believed that this kind of environment lets clients create a healthier perception of the globe and less indistinct perception of themselves.

The third quality is the unconditional positive regard. The coach must accept the individuals for who they are. In this case, they should show care and support irrespective of what the client is experiencing or facing. According to this approach, people frequently develop challenges as they only receive conditional support that is acceptance provided if the individual agrees to particular requirements (Nikolaev, 2011). Through establishing an environment of unconditional positive regard, the individual will feel capable of showing his or her sentiments without being afraid of rejection. In this case, unconditional positive regard implies that when the coach experiences a positive attitude of acceptance towards the individual, change or therapeutic movement is more possible. This entails the willingness of the coach for the individual at whatever condition the person is going through including fear, resentment, anger, confusion, pride, or love. For the approach to be effective, the therapist should reward the client in a complete instead of a conditional way.

The approach is extremely effective taking into consideration the three basic qualities emphasized by Carl Rogers: genuineness, empathetic understanding, and unconditional positive regard. However, some studies suggest that the three factors on their own are not adequate to enhance change in people. There are other factors that are mentioned in the approach, although not widely elaborated (Amadi, 2013). The coach and the client or individual must have a psychological contact. A recognizable and distinct association between the two should be authenticated by both parties. The perception of the coach is also important in the non-directive approach. The perception of total empathetic understanding and acceptance and unconditional positive regard plays a significant role in enhancing the effectiveness of the approach. Another factor is vulnerability or incongruence of the client. A client is susceptible to anxieties and fears that keep him or her from getting out of a situation or a relationship and that there is clear proof of incongruence between the actual experience of the client and what he or she is aware of (Nikolaev, 2011).

Carl Rogers held the belief that individuals are fundamentally good and desire to attain mental health. He believed that each individual is encouraged by an actualizing affinity, a factor that motivates people to attain their optimal potential and capabilities, spiritually, emotionally, and physically. This is the driving factor behind all the reactions and actions, and cannot be denied. Carl Rogers believed that when individuals restrain this force, they experience emotional suffering and pain, and never develop to their full capabilities. Because each person has the natural force to attain mental health, however, are capable of it, the intrinsic behavior to choose behaviors and actions that will lead to emotional wellbeing and growth (Kirschenbaum & Jourdan, 2010).

Non-directive or person-centered approach, therefore, depends on the coach to act as a catalyst for the healing of the client. The approach places a strong belief in the power of each person to heal himself or herself. Through taking into consideration people’s own potential and capabilities, people are capable of finding solutions to challenges that face them. In the non-directive approach, the coach acts as a communication model. However, he or she does not give answers for the client. The role of the coach is to offer structure and guidance in order for the client to determine the solutions in themselves s, through the use of strategies and techniques taught by the coach. The coach gives unconditional support and acceptance to the client in order for him or her to confidently move inward and forward in the self-discovery journey.

 

 

 

 

References

Amadi, C. (2013). Clinician, Society and Suicide Mountain: Reading Rogerian Doctrine of Unconditional Positive Regard (UPR). Psychological Thought, 6(1), 75-89.

Kirschenbaum, H., & Jourdan, A. (2010). The Current Status of Carl Rogers and the Person-Centered Approach. Psychotherapy: Theory, Research, Practice, Training, 42(1), 37-51.

Kirschenbaum, H. (2012). What is “person-centered”? A Posthumous Conversation with Carl Rogers on the Development of the Person-centered Approach. Person-Centered & Experiential Psychotherapies, 11(1), 14-30.

Nikolaev, E. (2011). Person-centered Medicine and the Sociocultural Approach in Psychotherapy. The International Journal of Person Centered Medicine, 2(2), 110-120.

 

 

 

 

Professional Development

One of the recommendations made by the Institute of Medicine (IOM) on the Future of Nursing report is that by 2020, baccalaureate degree nurses should increase by 80% (Aiken, 2011). I fit into this recommendation because I will be able to access higher education levels that will enable me to gain a wide range of skills. These skills are required in the changing healthcare system. A baccalaureate degree will enable me to meet the diverse needs of the growing number of patients, and especially with the shift to community care delivery (Johnson et al., 2012). Moreover, the availability of enough skilled nurses will solve the issue of nursing shortage and ensure that nurses are not overwhelmed and fatigued by the growing number of patients.

Another IOM recommendation was to double doctorate nurses by 2020 (Aiken, 2011). This will give me the opportunity to advance my education further and add to my skills and knowledge. Taking a doctorate degree will enable me to handle diverse responsibilities in nursing practice such as leadership. As a result of the changes in the healthcare system, there is a need for a more skilled nursing workforce in order to handle the diverse and complex demands of patients (Johnson et al., 2012). The implementation of this recommendation will also ensure that there are enough qualified nurses to manage centers such as medical homes and nurse-managed health centers.

The recommendation to ensure lifelong learning for nurses will enable me to stay up to date with the latest developments in nursing knowledge and evidence-based practice so that I can provide quality and the most appropriate care to the patients (Aiken, 2011). In order to meet the changing healthcare demands of different populations, it is necessary to continue learning in order to acquire the necessary competencies and facilitate better outcomes for them.

Advancing my education will have a positive effect on how I compete in the job market because I will have more skills and therefore, more opportunities will be available for me in diverse environments such as critical care, mental health, ambulatory care and community health (Zimmermann, Miner, & Zittel, 2010). Earning a baccalaureate or a doctorate degree will enable me to gain knowledge in leadership, management and scientific knowledge as well as acquire additional skills that are in demand by the employers including critical thinking, problem solving and communication skills. I will handle more advanced roles and will have an edge over my colleagues during promotions. Therefore, a baccalaureate or doctorate degree will improve my knowledge and practice and also equip me with leadership skills that will increase my chances in the competitive job market (Johnson et al., 2012).

Increasing my educational level will enable me to take up more roles in the changing healthcare system (Zimmermann et al., 2010). Methods of care delivery are changing and more patients will seek healthcare for diverse conditions. Nurses are expected to assume new roles as leaders and main care providers in the new healthcare system (Johnson et al., 2012). Therefore, advancing my education will prepare me to undertake these roles. Increasing my education level will enable me to perform my responsibilities effectively in different settings. I will be well prepared to undertake more advanced roles and play a vital part in ensuring better outcomes for the patients (Zimmermann et al., 2010).

Conclusively, it is necessary for nurses to advance their education in order to be able to effectively implement the healthcare reforms and meet the increasingly complex demands of individuals in different settings. Increasing their education levels will make them more prepared and competent to transform the healthcare system and deliver improved care to all patients.

 

References

Aiken, L. H. (2011). Nurses for the future. New England Journal of Medicine, 364(3), 196-198.

Johnson, J. E., Veneziano, T., Malast, T., Mastro, K., Moran, A., Mulligan, L., & Smith, A. L. (2012). Nursing’s future: What’s the message? Nursing Management, 43(7), 36-41.

Zimmermann, D. T., Miner, D. C., & Zittel, B. (2010). Advancing the education of nurses: a call for action. Journal of Nursing Administration, 40(12), 529-533.