Value Management Strategy Evaluation

Value Management Strategy Evaluation During the value management module students have been introduced to different skills, tools, techniques and principles needed to conduct a systematic VM strategy. Students were asked to work in groups to suggest proper tools and techniques to undertake and design a full VM strategy for the Old Cross Community fitness Center project case study. Therefore, the main purpose of the essay is to critically evaluate and assess group three teams value management strategy. The discussion and evaluation of the VM strategy proposed by the group team will be supported by various literatures and researches. The essay starts with introduction to the value management concept and background and follows with brief description of the project brief and its key stakeholders. It then discusses the value opportunity point where the VM study can take place in the project. The full VM process including tools, techniques, duration, attendees and output in each phase of VM study will be will explored and discussed in detail. 2. Value management definition and background: The following paragraphs introduce the concept of the value and the value management. 2.1 The concept of value: In the context of value management, the value can be expressed as the relationship between satisfaction of need and the resources used to realize this satisfaction (EN 1325-1). SAVE INTERNATIONAL (2007) define value as a fair return or equivalent in goods, services, or money for something exchanged. Value can be viewed in different ways by different parties in different situations. Grater value can be achieved if the fewer amount of resources are used which resulted in higher satisfaction. 2.2 Value management: Value Management is a style of management which is used to motivate people and develop skills and innovation to increase overall performance of the organization. it is about enhancing value not cutting cost (OGC,2007). Value Management is a method for maximizing value for money which is the best combination of whole life cost and quality to meet the clients requirements and objectives. According to Dallas (2006), the application of VM approaches on average accomplish cost savings opportunities of 5-45%, with improvements in overall performance. Connaughton and Green (1996) highlighted that using value management will help the client to achieve value for money for their projects by making sure that: (i) project main objectives evidently discussed in details, (ii) the need for the project is clearly verified, (iii) the design is obtained from the decided framework of the project main objectives and goals. Other benefits of value management include a better understanding of the business needs, improved team working, increased innovation in design, and the reduction of unnecessary cost (OGC, 2007). (VM history in US UK- more outside references-) 3. Old Cross Community fitness Center project 3.1 Project summary and brief The Chief Executive of Newtown Council highlighted that the old cross district had been classified by a recent medical report as one of the least healthy area within England. To overcome this problem, a working party was formed consisting of members from three authorities namely the local area health, Leisure and Recreation, and Social Work and they decided to build fitness center which fit the whole community. The main project mission is to improve the health and fitness of the Old Cross district by providing adequate leisure facilities. The proposed fitness center comprise of summing pool, sport hall, general purpose hall, indoor tennis center, dance studio, health suit, staff accommodation and car park. The total cost of the project is estimated to be  £14.3 million, and the available for capital spend which is been granted from the awarding bodies is  £ 9.1million. It is clear that the project encounters some serious funding problems. The money required for the project is mor e than what is available. Therefore, a systematic value management study will be implemented in order to keep the project back on track. This will help the clients to achieve value for money for their project (OGC, 2007). 3.2 The project main stakeholders Stakeholders are those individuals and groups who are involved or have interest in its activities and outcomes. Before staring any project, it is important to clearly identify the client and the stakeholders requirement (Dallas, 2006). It is essential that the stakeholder represented by senior individuals who have the authority and can make decision on their behalf and who will contribute in aggressively in the workshop (Connaughton and Green, 1996). Male et al. (2007) outlined that Value management as a management style focuses on value system evolution and resolution within projects and this can be done by bringing the right team of stakeholders together at the right time. The group agreed that identifying the key stakeholders is very crucial issues for the success of the project. According to Baguley (2005), bringing the key stakeholders together in workshops will make best use of their contribution, increase the benefits of group dynamics and makes sure the most cost efficient use is made of members time. The key stakeholders identified by the group are the funding bodies, client representatives including the Chief Executive, Director of leisure and Recreation, Director of Housing and the technical team. However, the group didnt suggest any classification for the mentioned stakeholders. They all can be considers as a primary stakeholders since they have the authority and the power to influence the projects. According to Moodely (2002), the primary stakeholders on any project are those parties that have direct influence, or influenced by, the project. In other hand, examples of some secondary stakeholders which havent been mentioned by the group may include the local communities, and the local football and tennis club users. Although these parties may not involve directly in the project, they can still exercise a great deal of influence (Moodely, 2002). 4. Value management intervention points. The benchmarking research study done by Male, et al. (1998b) has identified six value opportunity points throughout the project life cycle were value management studies can be useful. These value opportunities can be taken at single or multiple intervention points throughout the project cycle. The six value management opportunity points are strategic briefing study, project briefing study, Chartte, concept design workshop, detail design workshop, and operations workshop (Kelly, Male and Graham, 2004). Figure 1 shows the six value management opportunity points. There was a large debate between groups members in determining value management intervention points. The group agreed that the client think that they are in the stage between design and construction in the project life cycle. This supported by the Director of leisure and Recreation statement when he mentioned in the interview that they should be one the site getting the project build. Also, the group agreed that the current project brief and concept design is not clear and the client should be taken back to the strategic brief stage to bring them forward. Therefore, the group believed that the project is in the stage between pre-concept and concept design. This indicates that there is a value management gap between where the clients think they are in the project life cycle and where the group thinks they are. To overcome this gap, the group decided to conduct value management study at point (C) the Charette to allow review the strategic brief and improve the concept design. In this particular project and according to the benchmarking research, the appropriate intervention points could be either at point (3) or point (C). According to Male et al. (1998b), the purpose of the concept design workshop is to review the initial plans, specification and cost plan. It is clear that this type of study-at point 3- concentrate mainly in technical aspects of the project without discussing the strategic and project brief. The interview with project Architect highlighted the problem of the lack of the clear project brief. Also, the Chief Executive of Newtown Council mentioned that there is shortage of money to fund the project. With these issues in mind, undertaking the VM study at point (3) is not a proper choice where in other hand; point (C) offers some valid solutions since it allows reviewing the strategic brief which will result in a clear project brief, better concept design and full understanding with client value system. In the Charette workshop all of the phase of strategic brief and project brief are combined into one workshop. Kelly et al. (2004) noted that the Charette study is usually the first study on the project and it is commonly undertaking after the client has taken the decision to build, completed project brief and selected the design team. According to the case study, no such value study had been done before for this project. Therefore, the group made the right decision to undertake the VM study at the point C, the Charette. 5. Value management process: Value Management may be described as a structured, analytical process for developing innovative, holistic solutions to complex problems (TAM 2004). It makes use of a controlled decision-making process to make sure that the complete scope of the value management study is covered in the greatest likely sequence (Venkataraman and Pinto, 2008). Norton and McElligott (1995); Dallas (2006) highlighted that the systematic procedure adapted during a value management study, include three phases which are the pre-study, workshop, and post-study activates. The group agreed to use the generic value management process which was adopted by Male et al. (1998a). The group chose this approach for many reasons. This process and framework is understood by most of the professionals and the client in the construction industry especially in the UK. Also, the authors of this process have adopted it after revision of over than 200 studies conducted with clients, design teams and contractors under range of different procurement route. Consequently, the process uses structured, team-oriented to evaluate and generate solution to the problems. The main components of the generic value management process and the workshop are shown in Figure (2). The generic value management processes consist of three phases which include the orientation and diagnosis phase followed by the work shop and implementation phases. The group proposed that whole VM study will take eight weeks (see section 5.4 ). 5.1 Orientation and Diagnosis phase The Orientation and Diagnosis phase starts by gathering the most important information which allows the value management team to determine the main strategic objectives of the project by identifying the stakeholders objectives and needs to deliver the project in most effective way Also, in this phase the value management teams prepare them self for the study by preparing and understanding the related information, such as project specifications, cost data, and project constraints (Shen and Liu, 2003). The information that is collected, evaluated, and consolidated in this stage, forms the foundation for all following analysis (TAM 2004). The agenda for the workshop and the attendance will be determinate at this phase (Younker, 2003). Male and Kelly (2004) describes this phase as very crucial. It is the only opportunity for the value manger to fully understand all aspects of the projects such as the key stakeholders, the participants, and the value problem. For addition, Orientation meetings allow every one involved in the project to fully understand the issues, barriers and constraints which the project faces as well as allowing those how have to give decision to give and receive information (Kelly and Male, 1993). The desired outcome of this stage is an obvious understanding of the clients needs which have to be addressed, and what the strategic priorities are (SAVE INTERNATIONAL 2007). The group discussed this phase in details and decided that more information is needed to prepare for the VM study. This information includes project documents, organization structure, client requirements, conduction more interviews. According to Norton and McElligott (1995), the most concern at this stage that all parties which related to the study are well coordinated and there is sufficient information for reviewing during the study. Also, the group agreed that this process will highlight some important issues such as value management challenges and problems as well as identifying of where the project is in its life cycle. It is clear that the group did not assign time to each individual activity in this phase. Also the group didnt mention the name of main stakeholders who should be interviewed and the reason for their choices. In the following paragraphs critical analysis will be conducted to the four main activities of the orientation and diagnosis phases which are the interview, site tour, document analysis and duration. 5.1.1 Gathering information and document analysis: The group underlined that more information is need in this phase before conducting the VM study. This will help the value manger and VM team to have better understanding about issues around the project (Ellis et al., 2005). Shen and Chung (2000) noted that lack of information is the most often encountered difficulty in VM studies. According to Norton and McElligott (1995) typical information such as the project brief, drawings and specifications should be gathered from the design team and the client. Some other extra documents stated by Male et al. (1998a) include clients business case issues and previous reports including VM workshop reports. It essential that value manger should make good relations with the source of information to ensure their support in various stages of volume management study. Once this information is gathered, it can be circulated to value management team to review them before conducting the next stage of the study. 5.1.2 The interview Male et al. (1998a) highlighted that by conduction interviews with main stakeholder, the facilitator or the value manger will be able to take general idea about the strategic and technical issues which surrounded the project. Understating these issues will help the facilitator to identify the mismatches and as well as selecting of appropriate tools and techniques to be used during the workshop. Building commitment to the VM study is other benefit of conducting interviews with key stakeholders and top management (Woller, 2005). It is very important that interviewees must be sure what all what they say and their discussions stay confidential (Male and Kelly, 2004). Male et al. (1998a) recommended the facilitator to use the check list techniques when conducting interview with key stakeholders. The checklist addresses some key issues surrounding the project. This may include issues around project environment community, organization, project duration, people skills, and stakeholder analysis and project constraints. The group emphasised that more interviews should be conducted. This is due to two reasons: unclear brief and different stakeholders interests and agenda. The group did mention the people that should be interviewed by the facilitator. Apart from the people already interview in the case study, some of the key stakeholders should be interviewed to understand their needs and requirements. These key stakeholders may include representative of: (i) NHS Drug and Addiction Committee, (ii) Local Area Health authority, (iii) Local Football clubs, (iv) Fitness Specialist, (v) Police Community Constable. After conduction these interviews, the value manger will be able to understand the value system of the client and well be more prepared for the work shop phase. 5.1.3 Site visit The group did consider that site visit is important for the VM study. However, in this project, the site visit seems to be very important. According to Norton and McElligott (1995) , site visits at earlier stage of the study can help the value management team to understand some aspects of the project such access, topography and site density more easily, hence it help them in understanding the physical context of the project. If the site visit can not be done for any reason, the site photographs should be provided. 5.1.4 Other techniques More helpful techniques such as questionnaire could be conducted in this phase. However, in this project, the time is very critical issue. There is a possibility that the awarding bodies could withdrawal the money for the project if the construction got late. Therefore, the value manger could stick to previous techniques in order to save time. 5.1.5 Who should attend the workshop The group decided that eleven members should attend the work shop. These participants include representatives of the key funding bodies, a member of Newtown Council- the Chief Executive, architect, cost consultant, and mechanical and electrical engineer. Multidisciplinary composition of can be considered as one of the most important prerequisite for the VM team structure (Kelly and Male 1993; DellIsola, 1997) The team number looks acceptable since Male et al. (1998a) stated that the number of participants is generally between five to fifteen. If the number is more than that, it is advisable to divide the team to smaller sub team. For addition, the quality and the structure of the VM team and are very important for the success of the value management study a (Baguley, 2005). One of the key reasons why the group has chosen these people is that these people can have great impact of the success of the project. According to Shen and Liu (2003), team members should include all applicable disciplines and key stakeholders in order to cover the project issues under the study. Therefore, Representatives from each funding bodies play important role in funding the project and thus their attendance are very curial. The power of the chief executive to take decisions will influence the effectiveness of the workshop. With reference to Woller (2005), top management support is one of element of success of the VA study. For addition, architect, cost consultant, mechanical and electrical engineer have valuable technical background of the project which is not available to other team members. They can help in sparking new useful proposals by using their experience and knowledge in reviewing the brief, the concept design, specifications and other aspects of the project. Some of the stakeholders were excluded from the work shop attendance. The reason for this is that the value management team becomes relatively difficult to control (Norton and McElligott , 1995). For example, inviting Dr Jamie Macdonald to participate in the workshop event will have limited benefit. However, he can be interviewed in the pre- study phase. In other hand, Keith Bonnet should be invited to participate in the workshop since. He supported the project by managing a funding package and by introducing new ideas. Thus, he will helpful in the brainstorming session and creativity phase during the actual workshop. According to Shen and Liu (2003), it is better to have VM members who are open-minded and who have a positive attitude toward new ideas with strong desire to be innovative. 5.1.6 Total duration of the Orientation and Diagnosis phases The total duration of these phase decided by the group range from 15 days to 20 days and with two weeks separating this phase from the workshop phase. Bolton (2005) highlighted that a period of two weeks should separate the pre-work shop requirement and the actual workshop. The group did mention the duration for each activity such as information gathering, document analysis, interviews and other activates. This phage could be divided in two sub stages: information gathering stage and evaluation stage. The first stage will take 10-15 days and will include the interview with the key stakeholder, document analysis and the site visit. The next stage is the evaluation stage which will take from 5 to 10 days. The facilitator will identify and confirm the workshop attendees and prepare the full agenda for the actual workshop phase in this phase (Cook, 2005). 5.2 Workshop phases The workshop phase is considered as the most important phase in the value management process. This phase should be properly planned and executed otherwise it will be expensive and time consuming. It emphasises the need to accomplish a time commitment from the VM team for the full workshop process. The Workshop process benefit from the chance to discover the over lapping areas of knowledge between the various disciplines (TAM 2004), as shown in the Figure 3. To enhance the success of the workshop, an isolated environment should be provided for the participants (Male et al. 1998a). The workshop can be hold in off-sit meeting room, and if not be possible a conference room at hotel can suitable solution (Norton and McElligott, 1995). Throughout this phase the agenda which was already prepared in the orientation and diagnosis phases would be discussed in details by the VM team. The group discussed these agenda and proposed two days workshop which will be conducted in a hotel. According to Hunter and Kelly (2007), in UK, it is normal to have one day workshop. Lenzer (2001) highlighted that there is an increasing pressure to conduct a workshop with shorter duration. Therefore, the two days proposed by the group seems to be reasonable. In other hand, However, it would be better if the group give accurate time for each single activity during constructing the agenda for the workshop. The agenda proposed by the team, he role of the facilitator, and the workshop process will be discussed in the next sections. Table (1) shows the duration of activities for the two days workshop proposed by the group. Day one from: 9.00am 12 pm Activities Introduction on roles and responsibilities Issue Analysis T/C/Q Client value matrix Project driver Strategic timeline LUNCH 1 pm to 4 pm Strategic function Needs and wants VM and VE separated two teams for brainstorm: Team1: Functional space analysis and User flow analysis and Team2: Element component function Close and dinner Day two From: 9 am -12 am Information review 2ndand 3rdsort LUNCH 1 pm to 5 pm Review development plan Prepare action plan Report sing off Table1: two days workshop activities proposed by the group. 5.2.1 Workshop facilitator According to Kaufman (2000), the main role of facilitator is to educate the team on the guiding principles, tools, techniques and methods of value management before and throughout the process of facilitating the project team. The facilitator involved before the project starts to determine the disciplines required on the team and the team size. For addition, skilled and experience facilitator is important for the successful of the workshop. The facilitator should have some skills which include setting the workshop agenda, mangling the workshop process, and producing the VM report (Baguley, 2005). The group decided that one facilitator would be used for the value management study. However, it will be more beneficial for the client if dual facilitators are used to. According to Dallas (2006), two facilitators are recommended option since they can help each other during the study and they can work for longer days, thus the clients can be sure that they will get value for money. Nunamaker et al. (1997), highlighted that many things can go wrong with teamwork, therefore, the group decision-making process may suffer from many difficulties and become unproductive. Thus, with dual facilitators this problem can be eliminated. The climate of the VM study and the workshop will not be collaborative. Many funding bodies and other stakeholder have different agenda and interests. With this issue in mind, the gap in funding the project is strong reason to assume adversarial climate of the workshop. More money is needed to cover this gap. This make the VM study much difficult since and a major surgery is needed to keep the project in truck. For those reasons, it is very important that a representative from each funding bodies attend the workshop phase. Consequently, two facilitators are needed to mange the VM study especially when the workshop becomes more intense due to large attendees especially during discussion of the function analysis which is the core of the workshop (Dallas, 2006). 5.2.2 The workshop agenda and process As stated before, the group decides that the total duration of the workshop is two days which are shown in details in table (1). According to Male et al. (1998a), the Charette type workshop may take from two to three days to fill the mind of the team with knowledge and then go through the process to generate solutions. Therefore, with two days schedule, some activities should be given more time and some techniques should be introduced or canceled. Table (2) and Table (3) show in details the authors proposed schedule for the first and second day of the workshop. The group divided the workshop process into four main stages. The first day of the workshop will include the first two phases which are information and creativity (back to basic) stages. The other two phases which are evaluation and development and action planning stages will be included in the second day. This framework is used by many researchers (Clancy and Dennis, 2004 ; Kelly et al., 2004). However, the techniques and tools adopted by the group during the above phases should be changed or re-shifted to allow sufficient time for some activities. For example, in the first day, it would be better to discus the project drivers as a part of issue analysis then starting TCQ analysis since the project drivers technique precedes TCQ analysis (Male et al. 1998a) Also, it would be better to extend the time for the first day up to 18:00 to give sufficient time to discus and construct the strategic function diagram and associated actives. In the second day, the group proposed to take the full mooring period to evaluate the new proposals and ideas. It would be better if the VM team starting developing the ideas after the tea break. First day of the workshop as proposed by the author At the first day of the workshop, the facilitator begins with introducing the agenda to the VM team. This will be followed by discussing issues analysis, identifying the client value system, then closing with applying function analysis. Below is the schedule for the first day of the workshop proposed by the author followed by discussion of the main agenda. 5.2.2.1 The information gathering stage. The group suggested to use some of the following activities in this stage during the mooring session .However, the author has re-shifted some major activities. Presentations and team building. Being the initial stage of the workshop, participants of the workshop introduce themselves and their knowledge and responsibilities to the VM team. According to Norton and McElligott (1995), it is good idea if the representatives of the client give brief introduction to the main objective of the VM study and show their commitment to the whole process The facilitator then will introduce the agenda and the main principles for all members of the VM study to bring them to the same level of knowledge of the key project issues (Baguley, 2005). Issues analysis and priorities. At this activity the facilitator will ask the VM members about all the issues which have great impact on the project. These issues will then ranked and prioritize by the VM team according to their degree of impact. According to Kelly et al. (2004) issues that can be addressed in this stage are those issues related to: funding, politics, project location, project parameters and constrains, community, time, and environment impact. (iii) Client value system. The group emphasised that client value system should be clearly identified and understood by VM members. The clients should give clear view about their value system. The clients value system consists of a number of interrelating parts which are derived from the client strategic management process. It is important that the representatives of the client speak at this activity where other members keep silent and listen (Kelley, et al., 2004) Time/Cost/ Quality analysis By forcing the client to consider the three issues of time, cost and quality in the VM study, project priorities can be established. This simple visual technique can lead to many different opinions. Once the triangle of Time/Cost/Quality constructed, procurement strategies and option can be reviewed (Male et al., 1998a). At this stage and before going for lunch, all critical issued and critical success factors should have been identified. Also client value system should be clearly determined and agreed with client representatives and VM members are conscious of its implication and consequences (Male and Kelly, 2004). 5.2.2.2 Back to basic stage (creativity and generating ideas) Function analysis is the methodical process of identifying functions and their related costs, and based on established criteria for the product or service, the need of those functions are evaluated. It can be considered as the core process of the VM study (Spaulding, 2005). When applying function analysis, the value management team will ask the question of why it is that the item exists rather than what it is than being reviewed (Norton and McElligott, 1995; Connaughton and Green 1996). As group mentioned, three techniques of function analysis will be applied. The first one is Function Analysis System Technique (FAST) which will be used directly after the lunch. For the other two techniques the VM team will be divided into two separate teams. The first team will apply the space analysis and second team will apply the element component analysis. FAST (Function Analysis System Technique) The group decided to establish the project FAST diagram since it is the core of the VM process. The duration of this activity is one hour. FAST is defined as a system which display functions in a rational sequence, prioritise them and test the dependency (Kaufman, 2003), Constructing the project FAST diagram begins with randomly brainstorming functions to generates ideas. This then followed by prioritizing the important functions. Once the dependency between function are established, project FAST diagram can be constructed (Male et al., 2004). Consensus is the main out put of the multi-disciplined team involved in a FAST exercise. To perform the next activates, the VM team will be divided into two teams. The first facilitator will be responsible for the functional space analysis activity. The attendees in this workshop include the key funding bodies and the Chief Executive. The second team will perform the element component analysis and will be facilitated by the second facilitator. The attendees of this activity include beside the facilitator the architect, cost consultant, and mechanical and electrical engineer The functional space analysis In this stage the VM team investigate that all space within the project or the building should performs a function, otherwise the space will be a waste of money and has no value. It essential

Basic Concepts in Organization Essay

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Public Health - 1526 Words

Introduction Public Health Law is a tool for protecting and promoting the health of the public and it is guided by a set of three principles known as the Core Functions of Public Health, which includes assessment, policy development, and assurance (Center for Disease Control and Prevention, 2012; Florida Department of Health, 2012). It plays a critical role in reducing illness and premature death. It also examines the authority of the government at various jurisdictional levels to improve the health of the general population within societal limits and norms, in addition to, improving the likelihood that citizens nationally and globally can lead healthy, long, and productive lives (Public Health Law Association, 2010; Wikipedia, 2012).†¦show more content†¦The government also makes public health laws based on the constitution of the United States. Because the US is a democratic nation, the government cannot produce laws without the community electing officials that will ensur e the health of the people (Gostin, 2000; Institute of Medicine, 2003, NACCHO, 2003). Population-Based Perspective According to Gostin (2000), public health focuses on the health of populations. Populations are used in public health because it is done collectively to prevent and promote health. Also, it is not easy to separate individuals in a community. This is largely due to the methods that are utilized in public health. I agree because statistical methods are used for detecting disease outbreaks and clusters, the use of survey methods, interpreting time trends and geographic patterns, exploratory statistical analysis of surveillance data, and web-based health reporting systems for the rapid detection of public health problems. Epidemiologic methods are also used to monitor health patterns in populations and it has been a long-standing focus on public health (Brookmeyer Shroup, 2003; Gostin, 2000). The Relationship between the People and the State The government acts on behalf of the community by strengthening the healthcare systems and developing health sensitive policies and programs to promote healthy lifestyles (Gostin, 2000; Tarantola, 2000). According to Gostin (2000), public health lawsShow MoreRelatedPublic Health And Social Health869 Words   |  4 Pages In the 20th century, public health was greatly defined, shaped, and heralded by its’ breakthroughs’ against infectious diseases of the time and other communicable diseases. Stern and global policies supporting mass vaccinations and mass hygienic regulations, both created an environment in which Public Health as a discipline was able to advance and counter the plagues and pandemics of its’ day. 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In analyzing these ideas, the environment and public health concerns intertwine in a discourse about the relationship on both power and knowledge. Fracking is a new issue for the state of Maryland to consider; therefore dominant narratives on this subject are still being developed and legitimized. Studies have been conducted in other regions around the world to analyze theRead MoreMà ¤ori Public Health:4032 Words   |  17 PagesMà ¤ori Public Health: Ethics A discussion paper Preamble Being asked to write a paper on Mà ¤ori perspectives on Public Health ethics raises issues for me. Some years ago my research colleagues and I invited Moana Jackson to participate in a project on genetic engineering. Our first question for him was along the lines of whether Mà ¤ori had a ‘unique perspective’ on genetic engineering. 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On the other however, it seems that many of his policies were made without proper scientific evidence and backing and were made based on his own personal philosophies rather those of the people they affected. He himself said â€Å"I just spent roughly $600 million of my own money to try to stopRead MoreAn International Student Of Public Health Essay1227 Words   |  5 PagesTrying to Fulfil a Dream As an international student, public health is not a major you hear about regularly. As a Middle-Eastern, everyone is expected to pursue a degree in Medicine, Engineering or Pharmacy. I recall the most common question I got asked when I mentioned I was majoring in public health was, â€Å"...so, you are going to be a nurse?† The idea was introduced to me by my mother some years back, who is a physician, who thought it would suit my lifetime general goals. As a child I rememberRead MorePublic Health Issue Of Vaccinations2238 Words   |  9 PagesAbstract This paper examines the controversy surrounding the public health issue of vaccinations in children. Following a careful review of the literature surrounding this issue, the possible reasons for and implications of having a large percentage of the population who remains unvaccinated are discussed. Possible interventions and purposed interventions for resolution of this problem are discussed and conclusions are drawn based on what it learned from the literature. Keywords: controversy, vaccinationsRead MoreHistory of Public Health Essay938 Words   |  4 PagesThe History of Public Health and the Role of the Community/Public Health Nurse Walden University NURS 4010 Section 04, Family, Community, and Population-Based Care 10 / 21 / 2012 The History of Public Health and the Role of the Community/Public Health Nurse Overview Public health, a population-centered nursing had been in existence since the late 1880s under the guise of different names. The focus of public health nursing was on sanitation, communicable diseaseRead MoreApplication Of Public Health Principles823 Words   |  4 PagesApplication of Public Health Principles to Biodefense. Principles of public health are basically the essence and fundamentals of the public health practice. Public health are the sum total measures adopted to prevent disease, promote health, and prolong life of the population. 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Managerial Accounting Concept Example

Essays on Managerial Accounting Concept Essay Managerial Accounting Concept Managerial Accounting Concept Managerial accounting covers a broad array of a firm’s functional spheres including finance and marketing, among other disciplines. Ultimately, managerial accounting information depends upon internal financial data specifications. Great care is required in preparation and maintenance of such internal financial specifications and reports, in order to guarantee utmost clarity and consistency. The latter are crucial aspects if resultant reports are to be adequately logical to facilitate proper decision making. Further, forecasts derived from managerial accounting are critical for organizational planning, while cost information enables managers to focus on and be held responsible for their respective business segments. The significance of proper managerial accounting is best exemplified by the recent Tesco case, in which the renowned British supermarket overstated its profits, resulting in dire consequences for its market stature and some of its executives. The article that provides insight into the importance of proper managerial accounting is titled â€Å"Tesco Suspends 3 More Executives† authored by Jenny Anderson. Just as the title of the article suggests, it focuses on Tesco, a supermarket deemed the largest in Britain. Anderson explores the aftermath of Tesco’s disclosure that there had been a 250 million pound overstatement in its earnings forecast issued earlier in the year. The author denotes that while investigation continues into the supermarket group’s accounting practices, it has suspended three additional executives bringing the number of dismissed executives to eight. Anderson points out that the company attributed the accounting discrepancy to hasty booking of promotional income from its suppliers, coupled with pushing its costs further than usual to the future. The article highlights the consequences of the accounting problem, which was brought to light by a whistle-blower from within the company. T hese costs include loss of market share, as budget-oriented shoppers shift towards supermarkets that offer significant discounts, and a significant drop in share value. Investigation by Britain’s Financial Conduct Authority (FCA), Deloitte, and Freshfields, is also exerting further pressure on the already negatively affected company in terms of poor reputation and subsequent loss of credibility. The article concludes by stating that interim investigation results are yet to be released, which implies that the uncertainty still remains a threat to the company’s standing. From Anderson’s article, it is apparent that Tesco’s error stemmed from failure to observe a fundamental accounting principle, which requires matching an establishment’s revenue to its costs. Matching earnings and cost constitutes a universal rule of accounting, irrespective of a company’s geographical location. Even though matching revenues with marketing promotions of multiple months is complex, it is a common practice in the retail sector and the discrepancy should have been detected early enough. The other detail that emerges from the article is the belated full disclosure of the company’s financial status. The latter is an accounting requisite, which Tesco failed to meet and one that it would have perhaps kept secret, had the whistle blower not come forth with the information. Anderson’s article provides significant insight into the consequences of improper managerial accounting. The significant loss of market share and share value shows how easily the public reacts to adverse reports of a company’s financial status. This is especially considering the fact that Tesco remained profitable even after proper earnings adjustment. The volatility of public reaction shows why proper accounting measures are crucial to promoting public confidence in a company, thus guaranteeing its financial stability. In addition to these consequences, there is also the implementation of disciplinary measures for executives found culpable with accounting discrepancies. The suspension of some executives shows Tesco’s commitment to restoring the public’s and investors’ confidence in its operations. The disciplinary measures are crucial to reconstruction of the supermarket’s reputation and consequent gradual recovery. Anderson’s article, therefore, makes significant assertions, particularly the importance of proper accounting practices, and adoption of disciplinary measures, in order to ensure accounta bility among executives entrusted with finance management responsibilities. Outlined costs of accounting discrepancies also serve as a reminder of the essence of proper accounting controls and proper administration structure. There is a wide array of lessons that can be derived from the Tesco case, as outlined by Anderson. Key among these lessons is the need for a company, whether public or private, to adopt a robust corporate administration culture, characterized by strong internal controls, meant to prevent accounting and governance problems. In addition, as a prospective leader, one must strive to uphold extant standard practices, since it is preferable to minimize and manage risk, rather than respond later to accounts and management related crises. Another primary lesson drawn from the Tesco case and would be pertinent to averting reputation and financial crises is the need to automate ordinary tasks. This is because it is clear that the suspended executives were highly qualified in finance and management issues, but were perhaps distracted by mundane managerial duties. Automation would allow executives to focus exclusively on identifying irregularities, analyzing accounting decisions, and making cred ible forecasts, as well as, logical financial reports. In addition to embracing a stringent corporate culture and automation efforts, it is important for an executive, current and prospective, to strengthen the accounts regulatory framework. This would not only aid in early identification of risks by internal auditors, but also afford the responsible finance management team and other executives enough time to address issues noted. It would also be important for the involved audit committee, the chief financial officer (CFO), and other managerial staff to sign-off on accounting decisions made within a firm, in order to prevent similar judgment related errors in future. It would also be imperative to maintain comprehensive financial records of a firm, and uphold a culture of complete financial disclosure in order to avoid accounting discrepancies like that of Tesco. The final most important lesson drawn from Tesco’s situation is the need for executives and other organizational partisans to heighten examination of a company, when bus iness conditions exhibit deterioration. When managers, directors, and other executives increase scrutiny of financial and other business results, they convey the need for a corporate culture of transparency, accuracy, discipline, and integrity in the entire organization. Combinative application of these lessons would enable one, as a high ranking future leader, to steer the organization towards financial stability through keen adherence to standard accounting practices, as well as, striking balance between strategic risk taking and financial management. Reference Anderson, J. (October 14, 2014). Tesco Suspends 3 More Executives. New York Times. Retrieved from http://www.nytimes.com/2014/10/15/business/international/tesco-suspends-3-more-executives.html?_r=2

John Wesley Hardin Free Essays

Elsie Glosser Mr. Largent History 122 8 December 2010 John Wesley Hardin John Wesley Hardin, Texas’ most notorious gunfighter, was the son of a Methodist preacher that was growing up during the Reconstruction Era. But instead of saving souls he sent them on to meet their Maker, via bullet train express. We will write a custom essay sample on John Wesley Hardin or any similar topic only for you Order Now So was John Wesley Hardin a cold blooded killer or a product of the times? John Wesley Hardin, who was named after the founder of the Methodist church, was born 26th May 1853 in Bonham, Texas. He was the son of James Gibson Hardin Sr. nd Mary Elizabeth [Dixson] Hardin who were married 19th May 1847. He was the second surviving son of ten children. His father James Gibson Hardin was a Methodist preacher, circuit rider, schoolteacher and lawyer. His mother Mary Elizabeth [Dixson] Hardin was the daughter of a highly respected Indiana doctor and was described by John Wesley as being, â€Å"blond, highly cultured†¦with a charitable disposition, a model wife and helper to his father. † (Hardin) At the age of 12, he saw the Confederate soldiers returning home from the Civil War. This was also the beginning of the Reconstruction Era. During the Reconstruction period, the South lay beaten down, the people were filled with hate and vengeance, and the Negro slaves were freed. Many of the Negroes joined the Union army as soldiers or state police. It was during this time that John Wesley developed a deep hatred of the Union and the freed Negroes. â€Å"In his mind, he had seen Abraham Lincoln burned and shot to pieces. So often he thought of him as a demon that was waging a relentless war on the South to rob her of her most sacred rights. † (Hardin) John Wesley was raised with deep religious beliefs and Christian virtues. He had a fierce fire and brimstone religiosity, a strong code of family loyalty and an indelible sense of honor that was a part of the lives of all Southerners, rich or poor. An old Civil War song can be said to accurately reflect the mind of a youth like John Wesley. â€Å" Oh I’m a good ol’ rebel, now that’s just what I am, For this fair land of Freedom, I do not care a damn, I’m glad I fit against it; I only wish we’d won And I don’t want no pardon for anything I’ve done. I hates the constitution, this great Republic, too, I hates the Freedman’s Bureau and uniforms of blue, I hates the nasty eagle with all it brags and fuss, The lyin’ thievin’ Yankees I hates them worse and worse. Three hundred thousand Yankees is still in Southern dust, We got three hundred thousand before they conquered us; They died of Southern fever and Southern steel and shot, I wish there were three million instead of what we got. I don’t want no pardon for what I was and am’ I won’t be reconstructed and I don’t care a damn. † (Metz) In 1865 John Wesley and his family moved to Sumpter, Texas where his father established a school which he and his siblings attended. But it was here in 1867, at the age of 14; John Wesley would have his first encounter with the law. While preparing for a test in school, a classmate named Charles Sloter and John Wesley got in a fight over some graffiti that Charles had written on the wall about a girl in their class named Sal. Charles accused John Wesley of writing it and he denied it. Charles punched John Wesley and attacked him with his pocketknife. John Wesley drew his pocketknife and stabbed him twice, once in the chest and once in the back, almost killing him. The boys’ parents wanted John Wesley expelled from school, but after hearing the facts in the case, the trustees exonerated him and the courts acquitted him. Charles Sloter recovered from his wounds. In November of 1868, John Wesley went to visit his uncle Barnett Hardin, who lived about 4 miles away, to watch them make sugar from the sugar cane. It was during this visit that John Wesley’s’ life was about to change forever at the age of 15. When John Wesley a arrived at his uncles him and his cousin Barnett Jones got into a playful wrestling match with a former slave named Mage. Together, the boys beat him in the first round. It was during the second round that John Wesley accidentally scratched Mage and drew blood. This made Mage very upset and he threatened John Wesley saying, â€Å"He would kill him or die himself; that no white boy could draw his blood and live; that a bird never flew to high not too come to the ground. † (Hardin) John Wesley’s uncle Barnett Hardin ordered Mage off the farm. The next morning, when he was headed for home, the Negro Mage was waiting for him on the trail with a big stick. He threatened kill John Wesley with it and then throw his body into the creek. He swung at him with the stick, and John Wesley pulled out his Colt . 44 pistol and told him to stop. Mage grabbed the reins of his horse, and when he wouldn’t let go John Wesley shot him loose, but he kept coming back. He continued to shoot Mage every time he came at him, until the man collapsed. He went to another uncle’s house and brought him back to where Mage was lying. His uncle told him to go on home and tell his parents what had happened. Mage ended up dying from his wounds a few days later. His father knew that John Wesley would not receive a fair trial, because to be tried for killing a Negro at that time, meant a certain death at the hands of a court backed by Yankee bayonets. So John Wesley was sent to stay with his brother Joe, some 25 miles away, in Logallis Prairie. In December of 1868, some 6 weeks after the shooting and death of the Negro Mage, his brother told him that there were 3 Union soldiers asking questions about him. He took a shotgun and his Colt . 44 revolver and went to wait for them along the creek bed of Hickory Creek crossing, where he knew they would cross. Their e ambushed them, killing 2 white soldiers with the shotgun and the black soldier with his revolver. So, by the winter of 1868, 15 year old John Wesley Hardin had killed 4 men and was wounded for the first time. But his killings did not stop there. By February of 1871, at the age of 17, John Wesley had killed 12 men. In March of 1871, John Wesley and his cousin Jim Clements took 1600 head of cattle and headed up the Chisholm Trail toward Abilene, Kansas. Along the trail they had a problem with some Mexican vaqueros that kept mixing their cattle with John Wesley’s. A fight broke out, which ended up with John Wesley killing 5 of the Mexicans. So within a day or two of his 18th birthday John Wesley had now killed twenty men. He arrived in Abilene Kansas around June 1, 1871. It was here in Abilene, at 18 years old, that he met Wild Bill Hickok who was the Marshall at the time. John Wesley and Wild Bill met, for the first time, in a wine room where they discussed the rules of carrying firearms in Abilene. They left the meeting as friends, and John Wesley was given a privilege that no other cowboys would get to enjoy. He wore his guns for all to see. On August 6, 1871 he fled Kansas, for Texas after accidentally killing a man in the hotel room next door. On January 11, 1872, John Wesley returned to Gonzales, where he met Jane Bowen at his cousin Jim Clements wedding. They were married on February 29, 1872 by a Methodist minister and Justice of the Peace) Thomas F. Rainey. She was 14 years old and John Wesley was 18. In April 1872, two months after the wedding, John Wesley left for two weeks to head to the King Ranch in South Texas, 175 miles from Gonzales, to conduct business. Upon leaving the King Ranch, Hardin remembered he had â€Å"one of the prettiest and sweetest girls in the county as his wife. † (Metz). He arrived home around 4 am that morning. On June 5, 1872, he left again for Louisiana to sell some horses, but while in Hemphill he got into an altercation with a local law enforcement officer, so he sold the horses there and went to his uncle Barnett’s’ in Polk County. By August of 1872, at the age of 19, Hardin had killed 29 men. John Wesley and Jane’s first child, Mary Elizabeth, was born 6th February 1873, when Jane was 15 years old. Their second child, John Wesley Hardin Jr. , was born 3 August 1875, and their third child, Jane Martina, was born 15 July 1877. Whatever her faults or her degree of naivete, Jane Bowen Hardin was an articulate young lady that maintained a strong love and defense of her husband. On May 26th 1874, at 21 years of age, John Wesley Hardin arrived in Comanche Texas, where Browne County Deputy Sheriff Charles Webb had come with 15 men to kill him. He met Deputy Webb outside the saloon where he asked him if he had any papers for his arrest and Deputy Webb replied that he did not have any papers for his arrest. John Wesley invited Deputy Webb to go into the saloon with him for a drink and cigar. When John Wesley turned around to go in the door, he heard someone shout, and as he turned he saw Deputy Webb go for his gun to shoot him in the back. Hardin drew and fired his gun hitting Deputy Brown in the head killing him, but not before he got a shot off that hit Wesley and wounded him. On 23rd July 1877, he was arrested for the murder of Brown County Deputy Charles Webb, three years after it happened. John Wesley Hardin left Austin jail in September of 1877, for Comanche, Texas, which was some 160 miles away, to stand trial for murder. He was found guilty of second degree murder and was sentenced to 25 years of hard labor in the state penitentiary at Huntsville. He arrived there 5th October 1878. During his prison term, he studied law and passed the bar exam. It was also during this time that his wife Jane died, on 6th November 1892. John Wesley was released from prison 17th February 1894, and was granted a gull pardon and his citizenship restored by Governor of Texas, J. S. Hogg. After his release, he joined his children in Gonzales where he began to practice law On 8 January 1895, he married his second wife Callie Lewis, of London Texas. She was 15 ? and he was 41. Within a week of their marriage, he sent her back to be with her parents. They never divorced nor had the marriage annulled. He moved to El Paso, Texas where he opened a law practice. John Wesley got into an argument with a local lawman named John Selman Jr. , when he arrested his girlfriend for illegally carrying a pistol. Hardin in his quiet and deadly way threatened to kill him. Selman’s father new John Wesley’s reputation as a fast and lethal gunfighter, having killed over forty men. So, fearing for his sons’ life, John Selman Sr, decided to take the law into his own hands and permanently stop Hardin from carrying out his threat. So, it was on 19th August 1895, in the Acme Saloon in El Paso, Texas, somewhere between 11pm and midnight that John Wesley Hardin, Texas’ most notorious gunfighter in American history life came to an end, shot in the back of the head while his back was turned, by John Selman Sr, while he was rolling dice at the bar. He never had the slightest chance to defend himself. Do I believe John Wesley Hardin was a cold blooded killer? No I don’t. I believe he was a product of the times and was very self aware with a strong sense of survival. I also believe he only killed, in self defense, those that needed killing Rest in Peace John Wesley Hardin Works Cited Hardin, John Wesley. â€Å"The Life of John Wesley Hardin. † General Books, 2009. 3. Metz, Leon. â€Å"John Wesley Hardin: Dark Angel of Texas. † Metz, Leon. Oklahoma: University of Oklahoma press, 1996. Foreward page 2. How to cite John Wesley Hardin, Papers

Understanding And Predicting The Social Behaviour †Free Samples

Question: Discuss about the Understanding And Predicting The Social Behaviour. Answer: Target Research Article Citation: Understanding and Predicting the social behaviour of the human has been the particular area of interest for many professors in the previous years. The main theme of the stated article is to understand and predict the human behaviour. According to the stated article, there has been assumption in humans that prediction of the social behaviour is best attained by the gratitude, salutation and capacity of intellectual variables. The notion of assertiveness is the central point in the stated article. A persons attitudes is said to be believed on the form in the response to the acquisition of some specific beliefs. Attitude can be viewed as the customary of views, and each view can be considered as the assumption of distinct attributes, as the individuals complete attitude in the direction of an object is the purpose of his or her assessments in accordance to those attributes. The study had done the examination of many current research practices that indicates that the researcher elect for a cognitive-based survey outline in order to examine what is going on exclusively in peoples minds. It has also done the comparison of the Ajzen and Fishbens attitude-based survey methodology to Labaws behavioural approach and the study found that the predictive approaches of both the studies were equivalent. The stated article outlines that the physical aspects of the peoples lives over which they have little influence but the aptitude of the persons counter in confident ways, irrespective of their outlooks. Article cited by Research Article One of the article cited by Gendall and Holdershaw 2008, is the measurement of attitudes, written by J.A. Krosnick, Charles M Judd and Bernd Wittenbrink. The article focuses on the measurement of attitudes of the human beings. According to the said article, the notion of outlook has changed from being unstated as a mental and neural state of readiness which is applying influence on the response of an individual in the direction of object or circumstances to being assumed as simply a persons assessment of an object of thought. The article states that an attitude is also a multi-dimensional in nature. The article outlines that the expectation of behaviour is best recognised by the understanding and measurement of the cognitive variables. The most fundamental assumption regarding the attitude concept is the philosophy that attitudes in some way influence, guide, predict, and shape the humans actual behaviour. A human behaviour theory attributes the great importance to the role of attitudes in predicting and explains the human behaviour. The study also outlines that people do not behave consistently in different situations with their measured attitudes. Thus, it stated that attitudes are not always consistent with the overt behaviour. An individuals attitude is believed to be developed in response in the acquisition of specific beliefs. Article cited by Research Article According to this article, the Fishbein and Ajzen models are more strongly supported in laboratories than field studies. The study reported that the main distinction between the Azjen and Fishbein approach regarding predicting behaviour lies in the nature of the questions which was used to formulate the questionnaire. It describes that the questionnaire developed by the Azjen and Fishbein includes the utilisation of numerous questions utilising the standard attitude scaling procedures and also the sematic differential. The theory of social behaviour is a theory that connects the beliefs and behaviour. According to Liska 1984, the concept of Ajzen was established to advance on the prognostic power of the theory for the coherent action by counting the apparent behavioural control. According to the study, the concept of reasoned action is a paradigm that finds its roots on the arena of social psychology. It outlines that there are links between the principles, approaches, norms, purposes and behaviours of the persons. It also affirms that the behavioural trust of an individual is the personal likelihood that the performance will produce to give an outcome. It also asserts that a person many hold many behavioural beliefs with respect to any behaviour, but only a small number could be readily manageable at a specific moment. Article citing targeted research Article The main objective of the above cited article was to recognize and designate the amount to which the theory or the theoretic frameworks learned the expansion and assessment of decision support technologies. The study was grounded on the decision technologies used in the educations convoluted in the Cochrane systematic review. The cited article done the enquiry which was based on the decision technologies involved in the review of the patient decision aids for the individuals facing health screening and treatment decisions. The articles states that the terms theory and model are often confounded and are associated with an overwhelming wide of definitions. Theories propose to elucidate the rules by which the consequences are attained. The article states that health conditions are often linked with several treatments and each of them has its own sets of harms and benefits. The decision to embark on a treatment or the screening depends on the dissimilarities among the harms and benefits of each option and how these are appraised by patients. The stated article concludes that the use of decision making theory in the DST improvement is poorly described in the previous theories. Article citing targeted research article The main motive for the preparation of the cited article is to define the level of students willpower, arrogance and introductory class attainment scores of Duzce University. The study also intended in distinguishing the variances in the students inspiration level and their annual accomplishment scores. The stated article uses a quantitative method of research. It also employs the correlational research design for the study. The study states the students of Duzce University are majorly motivated towards learning English and they dont make or take necessary steps or efforts in fulfilling their responsibilities. The study also identified that the connection between the contributory orientation and the annual accomplishment among the quantified college students are low. The giving of prominence to contributory orientation is not disturbing the proficiency of the students. The article outlines that students of the stated university must be fortified to set objectives on short-term founda tion which will allow them to operate the study in real life. References The Relationship Between Preparatory Class Students Motivation And Attitude Towards Learning English And Their Preparatory Class Achievement Scores. Http://Dx.Doi.Org/10.13140/Rg.2.2.27550.74565 Durand, M., Stiel, M., Boivin, J., Elwyn, G. (2008). Where is the theory? Evaluating the theoretical frameworks described in decision support technologies. Patient Education And Counseling, 71(1), 125-135. https://dx.doi.org/10.1016/j.pec.2007.12.004 Liska, A. (1984). A Critical Examination of the Causal Structure of the Fishbein/Ajzen Attitude-Behavior Model. Social Psychology Quarterly, 47(1), 61. https://dx.doi.org/10.2307/3033889 Krosnick, J., Judd, C., Wittenbrink, B. (2005). The measurement of attitudes. The Handbook Of Attitudes, 21-76. Holdershaw, J., Gendall, P. (2008). Understanding and predicting human behaviour. Retrieved from https://www.researchgate.net/publication/228475561_Understanding_and_predicting_human_behaviour