PAIN AND ALTERNATIVE THERAPIES Assignment Example | Topics and Well Written Essays - 250 words

PAIN AND ALTERNATIVE THERAPIES - Assignment Example Hence, the nurse should identify information seeking behavior to understand the emotional health, fears and concede that fear and feeling overwhelmed is normal. The nurse might prompt the patient to describe pain accurately by probing into the feelings. For example, asking about breakthrough pain, or if the patient experiences mild or severe pain based on a scale of 0-10 and characterized with impulsive onset or a neuropathic pain. In addition, asking the location of the body that is more painful, quality of the pain whether sharp or dull and duration of the pain is helpful. He nurse might inquire about time of the day in which the patient feels the pain most, interactions that relieve the pain, worsens it, or triggers pain guides the patient to describe experiences (Kantrowitz, 2009). A nurse can also ask about the medications and their effect on the patient to gauge the severity. Mastectomy patients can use mild pain drugs like acetaminophen or ibuprofen for fewer severe pains. Other management plans include infiltration of botulinum toxin to prolong muscle spam or admission under a palliative care program (Layeeque, 2004). Besides, acupuncture, physical therapy, and massage therapy are methods to manage pain (Komen, 2014). Layeeque, R., Hochberg, J., Siegel, E., Kunkel, K., Kepple, J., Henry-Tillman, R., ... Klimberg, V. (2004, October 24). Botulinum Toxin Infiltration for Pain Control After Mastectomy and Expander Reconstruction. Retrieved February 9, 2015, from

Export project Essay Example | Topics and Well Written Essays - 1250 words

Export project - Essay Example Some of the trade organizations that have been negotiated that are continuing to make this big world look like a village market is; WTO- World Trade Organization, while others that are more regional are; North America Free Trade Agreement (NAFTA), East Africa community, and many others. There are still negotiations to form more trade agreements and or realign the existing ones to be in line with the dynamic world trade requirements. Majorly, trade agreements are formed with the aim of reduce the trade barriers amongst the signatories like doing away of Quotas, excise duties and or subsidies. This is especially true considering the fact that different nationalities or regions separated by physical, economical and or socio-cultural boundaries represents the different business environment. This is majorly due to the culture difference among the countries yet the same is most held dear by the parties. It is, however, very obvious that with globalization, different cultures will meet, mix and yield an environment favorable or unfavorable for trade. This together with language barrier, distance, foreign policies make export trade difficult requiring a knowledge of all the above factors and, in addition, setting up a clear distribution chain that can help cheese product move around in the foreign country easily. When deciding to settle on a given international marketing strategy, some of the issues that should be seriously taken into consideration is the difference in culture as this may impact the consumer shopping nature (Subrammanian & Bala, 2001). The same sentiments were echoed by Herman and Heitman when he agreed to many researchers view that cultural differences may contribute to different customer reaction to a product in different countries (Heitman & Herman, 2006) It is for this reason that my research will focus on investigating the USA cheese export

Shezan International Limited Essay Example for Free

Shezan International Limited Essay In 90s or earlier people hadn’t liked such drinks e.g. cold drinks, juices made by companies, at that time people had preferred fresh juice,sattu,sardai, jam-e-shireen etc in summer. But later there is new trend comes in exist that is coke and Pepsi become more prominent in market or among the people. To compete this market indirectly, different companies made focus on manufacturing juice like shezan, country, nestle etc. Although juice line of shezan is going well, it has enough market share but in last 5 years shezan introduce its two products Quench in competition of tang and shezan syrups in competition to qarshi syrups. Strategy in Action Organizational Culture Shezan International has excellent organizational culture. The culture is very professional but yet very enjoyable, the environment is very easy and casual. Shezan international gives lot of importance to its junior employees and seniors are always ready to listen to their juniors and are also willing to act upon their advices and suggestions if considered feasible. Employees are free to pursue and select their goals and objectives and HR department is always there for employees to provide them with the best guidance.The priority is always given to the job by the staff. The employee working there declares Shezan international a best place to work in and to make a reputable name in the corporate market, with a very open career ahead Organizational Structure of Shezan Human resources management: Human resource management involves the training and development of workers and employees in order to increase their productivity and efficiency.For this purpose company make their employees to work with the seniorworker to get the experience, apart from this on-the job training, they haveseparate training program for new employees. The company has goodplanning, quality control systems and future orientation, which althoughdoes contribute directly in value addition and increase the effectiveness of whole process. Long-term goals and Objectives As our company produces variety of juices with competitive market prices to make market stable for long period of time and company has expanded its production capacity and exports. For long term objective company set units in different cities for the comprehensive range of production in the fruit processing field in Pakistan Top Level Strategy Shezan uses related diversification strategy to grow its business. Shezan is owned by Shahnawaz group of industries. Shezan buys sugar from the shahtaj sugar mill,owned by Shahnawaz group. Shezan have its own fruit farms to fulfill its needs.Shezan also have its own cod storage to store the raw materials. These all related diversifications provide Shezan an edge over its competitors. Shezan creates value for its customers by providing quality and rich in taste products.

Analysis of Situational Leadership Theory

Analysis of Situational Leadership Theory The situational theory of leadership is becoming increasingly popular in the context of modern organizational leadership. This is evident from the manner in which it is surfacing in academic literature such as books, journals and research reports. A leadership style refers to the pattern of behavior; including both action and words as exhibited by a leader or as perceived by followers. Situational leadership revolves around job-related maturity. According to Mark, et al (2009) job maturity refers to an individuals ability in performing a job and this is a key factor determining a leaders behavior. The situational leadership model puts it that effective leadership is dependent on both the acts of management and leadership and that these enhance an organizations match to current global trends. The model emerged from the realization and understanding that not all individuals within a group or community being led compare in terms of maturity level and that the need for a leadership style differ with situations. Thus the model is based on situational variables as it relies on day-to-day perceptions of a leader as well as the environmental observations rather than research data. Current research shows that effectiveness in the light of this model involves a leaders assessment of the development level (maturity) of their followers as well as the situation at hand to adjust their leadership approach accordingly (Norris Vecchio, 2000; GEN Dennis, 1999). Situational leadership entails first understanding ones predominant leadership approach and the level of the followers development process. Situational leadership is particularly becoming an effective strategy among Army leaders given the current rates of technological advancement and combat techniques. Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment. Background of the Situational Leadership Model The situational leadership theory was developed by Hersey and Blanchard in the 1960s basing on Reddins 3-D framework of leadership (Hersey Blanchard, 1996). The developmental process of the model focused on three key categories: consideration; initiation of structure; and leader behavior. In situational leadership, the subordinates job-relevant maturity (both psychological and job maturity) is the primary situational factor determining a leaders behavior. Maturity is regarded to be a product of the education level and/ or experience. Psychological maturity is an important aspect of job maturity and it reflects a persons state of motivation, that is, their confidence and self-esteem levels; which are highly influenced by ethical practices in a firm. Hersey and Blanchard identified that physiological maturity is associated with an individuals orientation towards achievement as well as the ability and willingness to assume responsibility. Hersey and Blanchard thus concluded that perfor mance is basically a behavioral manifestation of job relevant maturity (Hersey Blanchard, 1996). Proponents of this model hold the notion that each situation demands a different leadership style and thus the best course of action is dependent on the situation at hand, that is, effectiveness in leadership is dependent on the adaptability to adapt to situations. It is also imperative to note that the leader-follower relationship determines the outcome of any particular task. Lee-Kelley (2002) points out that situational leadership is based on both versatility and effectiveness. Four leadership approaches apply under the situational leadership model and are dependent on followers job-related maturity. The major notion under this model is that flexibility and adaptability determine which of the diverse styles would apply in the context of varied situations, followers or tasks. The Four Leadership Approaches/Styles Applied in Situational Leadership S1: Directing (high task, low relationship behavior) Leaders take the responsibility of determining the roles and tasks for their followers. They thus are involved in close supervision of the follower activities as well as taking and announcing all the decisions. In this regard, the leaders are more concerned with the challenge of meeting goals and accomplishing tasks than on building strong relationships with their subordinates (Norris Vecchio, 2000). Communication in this style is usually one way since leadership autocratically categorizes employees duties. S2: Coaching (high task, high relationship behavior) Although the leader has the power of making decisions, he/she usually involves the suggestions of the followers while maintaining a good relationship with them. Although communication is two-way, final decisions on ideas are usually made by the leader rather than their authors (Mark, et al. 2009). Leaders are thus focused on selling their ideas to the followers to have them understand the importance of their tasks and the various organizational processes. S3: Participative (high relationships, low task behavior) This style is usually very motivating to subordinates as it involves a shared decision making process and a two-way communication channel (Hersey Blanchard, 1996). Followers are usually included in all job-related duties as well as in determining how tasks and responsibilities are to be accomplished. The leader often relies on the followers contribution in organizing the day-to-day responsibilities such as tasks and processes allocation. S4: Delegating (low relationship, high task behavior) In certain situations, leaders are compelled to entrust their followers with much of the decision making process. The leaders task thus entails monitoring progress although he/she is not extensively involved in the process of making decisions. However, the leader is more focused on problem solving and taking decisions but grants the followers the authority to determine the final decision. Followers decide when it is appropriate to involve the leader. There are four major follower maturity levels that determine the necessity for a leadership style (Hersey Blanchard, 1996). Follower Development Process/Maturity Levels The first maturity level (M1) encompasses followers who usually have no confidence, knowledge or skills necessary for them to work independently. Such individuals usually require supervision and direction before they can be entrusted with tasks. In such a situation, effective leadership would entail applying the directing approach of leadership (Peter, et al. 2008). The second level (M2) of maturity involves followers who generally have the will to do a task but they lack the capacity to do so independently. This means that leading such a group would necessitate that the leader employ an approach that can coach the followers at their duties. The third maturity level (M3) includes individuals who are usually highly experienced and can attend to the task in question satisfactorily. Participative leadership is best suited to lead such followers. However, these followers lack the confidence to assume sole responsibility of seeing a task to accomplishment. The fourth maturity level (M4) i ncludes those individuals who are not only experienced but are also confident and able to take on the task (Mark, et al. 2009; Fernandez Vecchio, 1997). They are not only willing and able but are also confident that they can successfully fulfill accomplishments independently. In the event of M4, leaders usually assume the delegating leadership style. It is essential to note that differentiated leadership is only possible under the situational leadership approach since different followers with varying levels of needs, abilities and maturity levels are led. The situational model is based on the perception that real leadership revolves around people management in a manner that is fair for the sake of being mutually rewarding as well as providing productive objectives; which are usually free of any manipulation. According to Hersey and Blanchard, the process of controlling, influencing and motivating followers towards attainment of stated accomplishments relies on three key leadership skills: (i) prediction of future behavior; (ii) understanding the behavior of the past; and (iii) the changing, controlling as well directing behaviors (Lee-Kelley 2002). In this regard, research shows that effective situational leaders are usually engaged in a number of behavioral manifestations: relationship and task behaviors, which are important in driving creativity and innovation among followers. Applying Situational Leadership in the Military Services Overview The increasingly complex military environment demands for an effective approach to leadership, one that is adaptive to the different followers situations. The US Army Field Manual (FM) 22-100 emphasizes on the ability of any military leader to adjust to the particular situation or individuals being led (US Army Field Manual (FM) 22-100, 1999). Use of the model is evident among successful military leaders. Military leaders such as combat leaders are usually not confined to any one leadership style in any given situation, not with the dramatically changing nature of the battle field now and in the future. It is increasingly becoming mandatory that military leaders be adaptive (flexible) enough to engage styles that will enhance the success of the soldiers. Situational leadership in military would be important especially in enabling military leaders to take advantage of techniques from the four styles of situational leadership for the sake of motivating soldiers towards accomplishing mi ssions successfully. Ability to make use of cultural awareness, sound judgment, self control, and intelligence is the key to effective situational leadership. As a Military Leader According to Lau (1998), the concept of situational leadership became of particular importance in the military following the formation of the continental army. It is also based on the recent view that control, teamwork, discipline, and organization are deficient within the forces (GEN Dennis, 1999). In this regard, military psychology has been developing situational leadership frameworks for the last 100 years to promote effective military behavior based on the view that particular behavior among military individuals would inevitably facilitate better outcomes. While using this model, it is necessary to make use of the studies and facts about military figures and units encountered during my service to avoid repetition of past mistakes over an over. This way, one would be able to learn from these past histories and focus on key concerns that address soldiers simultaneously in regards to mission accomplishment tasks. This would help in focusing on the task and social aspects of duty as one adapts his/her leadership style to match followers needs and abilities. Studies reveal that this training has had more emphasis on the managerial training rather than the tactical approaches (COL Kent LTC David, 2001); this would be a challenge and an opportunity to apply the various leadership approaches within the constraints of the situational model of leadership to get the best from the soldiers. Studies have shown that difficulties associated with compromises on the gratification level, solution seeking and perfectness due to autocratic rules can be effectively solved through the situational leadership approach, whereby combat leaders take advantage of the opportunity for adjusting communication flow through adapting to leadership styles that are situationally appropriate (GEN Dennis, 1999). Military leadership tasks revolve around being both a social specialist and a task specialist, that is, ones primary goal is to accomplish the groups main challenge of defeating enemies in combat. Such a role requires being more informed, active and intelligent than the followers. As a social specialist, ones challenge would encompass building and maintaining a close relationship with the group, keeping the group together, and providing morale (Peter, et al. 2008). As a military leader, being able to situationally adapt to the social needs of the followers would help in mitigating issues concerned with low morale such as desertion, crime, malingering and absenteeism. Thus, the social specialist role helps one to be able to improve a teams cohesiveness. An ideal military, situational-based leader is one who is able to excellently and concurrently apply both the task of a specialist and an equal competency as a social leader (COL Kent LTC David, 2001). Social situational adaptability is especially important for effective and successful leadership among leaders at the lower levels than it is for the higher levels. It is imperative that one be conversant with the dynamics of the rules in the army to achieve untried solutions and meet challenges with this model. For effectiveness, one has to continuously look for situations in which they can apply new alternatives. More particularly lower ranks require that one be less sensitive on rank differences and have more foresight and initiative regarding what is right or who is right; this is an example of ideal situational adaptive ability in which they would be dependent on information to tackle challenges (Lau, 1998). Still on situations, using technical expertise while at the same time focusing on the groups cohesiveness, especially because of the stressing nature of the military environment, would be the perfect thing to do. This implies that ones adaptability and flexibility has to be impressive as military work usually involves surprises which would necessitate this. Therefore, a flexible leadership model such as situational leadership is most applicable in the military situation due to the necessity to successfully handle unanticipated events. Being an adaptive leader is paramount to conceive the importance of creating an environment for enabling followers as well as junior leaders to expand their rational risk-taking. It enables them to enhance their development, training and coaching levels (Lee-Kelley 2002; Lau, 1998). This is particularly so in the face of the increasing sophistication of the hardware, techniques and tactics applied in the military today. Situational approach in military leadership involves training the subordinate officers to tackle more complicated tasks with use of fewer resources. John Blair and James Hunt describe the various elements that influence the situational approach of leadership within the military. They sought to enhance the understanding of the major characteristics defining leadership in future battle fields as well as the extent of their influence on commanders, soldiers and the army in general (COL Kent LTC David, 2001). James and John emphasize on the organizational and environment al factors (macrocontigency factors) and the microcontigency factors encompassing the situational factors that are particular to tasks, individuals or unit. Most current military services derive from the situational leadership model. Situation leadership training in the military began as early as the 1970s but only limited studies have been on the same in the military context. Recent research on the air assault battalion of US National Army Guard shows that this model works effectively within the military (Mark, et al. 2009). A military leaders major accomplishment under this model would be to facilitate the development of the job-related maturity of the soldiers. According to the guidelines outlined in FM 22100, the effectiveness of a combat leader relies on the ability to demonstrate flexibility in terms of the leadership approach while leading other soldiers (Lau, 1998). This is because the military is characterized by different behaviors with some responding best to suggestions, coaxing, gentle prodding or directions. An example of one approach involves applying the S2 (coaching) style for the subordinates in maturity level 3 to improve their motivation, commitment, and ownership of decisions. Thus, being situational implies that one has the ability to shift from using an overly directive approach to suing one that allows the subordinates to be self sufficient; this is the basis for leadership and subordinate development in the army. FM 22100 indicates that the most important competency of any military leader is being able to identify the needs of the subordinates as well as their abilities so as to figure out the best approach to bring ou t their best (US Army Field Manual (FM) 22-100, 1999). Effectiveness and success is thus enhanced by the ability to use a combination of the features of all the four situational leadership styles to fit with individuals, place and task involved; since it is usually difficult to lead in battle fields that require different techniques while based on a single approach. Studies in military leadership have identified that unit outcomes are improved by integration of transactional and transformational competencies into the various situational leadership approaches (GEN Dennis, 1999). Shortcomings of the Situational Leadership Model Studies by the Air University Leadership and Management Program Advisory Group identified that the situational leadership model has some limitations that are worth noting (COL Kent LTC David, 2001). While the model is effective in outlining the appropriate style of leadership based on job-maturity it fails to take care of other important considerations within the military. For instance, the model does not address the extent to which leadership is practiced, the different styles essential in the event of specific combat action, staff versus operations leadership or the various styles that may be appropriate in the vent of combined, joint, or even service leadership. This is because leaders may not be able to identify situations where the various leadership styles apply more appropriately or that they lack the capacity or expertise to employ the appropriate behaviors whenever the telling or the directing styles are most appropriate. It is difficult to assess the readiness level of the followers since this model involves a multifaceted approach (Fernandez Vecchio, 1997). Conclusion The situational leadership theory is becoming increasingly popular in modern organizational leadership especially in the military set up. Leadership is an important aspect of combat power and thus the reason for situational model popularity. The most important task in combat situational leadership is being able to motivate the soldiers through morale factors enhanced by unit cohesion. A leaders adaptability is the key necessity for the success of the situational leadership model. Communication is one way to improve task motivation and leadership outcome in the context of this model. Communication is also two in an effort to improve morale and participation. However, the S1 and S4 styles usually involve more situational concerns than just the subordinates readiness. The appropriateness of a leadership style changes with change in the leadership environment. The model emphasizes on using more than one style of leadership especially when developing followers. According to this model, th ere is a no best leadership style since the key determinants of leadership is the adaptation to the job maturity and the skill level of the subordinates. As proven Situational leadership is thus very vital in challenging the ambiguous and complex nature of the modern military environment.

Everest :: Essays Papers

Everest Mount Everest, the world’s highest point at 29,035 feet, is a special trophy among high altitude mountaineers. Standing atop the world’s highest point a hypoxic climber clad in a fluorescent down suit is above everything else on the planet, for a moment that individual can reach farther into the sky than any other. Arms raised in a victorious salute, a climber feels like they have conquered something that few others ever have, and justifiably so. The summit is usually the final fruition of months, sometimes years of planning, weeks of travel and acclimatization, and days of endless plodding at a feeble, learning-to-walk pace. Climbers who have devoted years to the sport may never have a chance at Everest, yet it seems that those with the monetary means can get to the top, not through years of preparing, but by the simple addition of a signature to a check. Those without the experience somehow make up for their lack of skills by paying others to cover their shortcomings, in preparing everything from travel and logistics, to providing gear, food, accommodations, and a support team. The clients of guided trips can go so far as to have a mountain professional literally lead the way, every step, to the top. A major problem with the amateurs on Everest is the inherent need for a guide to the summit. In a high altitude alpine setting one person’s skills or experience should not be used as coverage for a lack in another’s. Being literally led by hand along a lofty snow-ridge, towards the summit, and then back down again, is no way to climb, descend or spend any amount of time on a mountain. Guiding, although a monetarily lucrative business, and possibly fine at lower altitudes, is not responsible in a high altitude mountaineering setting. In a May 23rd, 1996 Outside Magazine online chat with Jon Krakauer, a client on a guided expedition and the to-be author of Into Thin Air, an account of the 1996 Everest disaster, expressed his feelings about guiding on Everest. He agreed with a contributor that guides on Everest are bound to their clients and actually are paid to take care of them. He also contributed that, although he was an extremely accomplished climber, he would never consider guiding, if only for the fact that he wouldn’t â€Å"want (his) life to be determined by some guy tripping over his crampons and pulling (him) off (the mountain).

Robert Browning Poems: My Last Duchess and Porphyrias Lover Essay

Robert Browning is one of the most celebrated poets of the Victorian age. His two poems I am working from, "My Last Duchess" and "Porphyria's Lover", are just samples of his eminent work. Browning wrote a range of monologues when living in Italy with his wife, Elizabeth Barret. Dramatic monologues are the basis of the essay. I will discuss whether (or not) each poem "creates a character who reveals himself in what he has to say". My Last Duchess is a monologue spoken by the Duke. He talks about his relationship with his recently deceased wife. Through the words of the poem, he reveals the true demise of the Duchess and the reader is shown the Duke's feelings and opinions of this woman. Porphyria's Lover is also about the death of a woman. It involves a possessive lover who wishes to enshrine a moment of love. Though his method is everything but normal. Both poems are filled with rhyming couplets, however with the technique of enjambment, they are almost undetectable. This is a clever and subtle insinuation to the murderous deed in hand. I would first like to comment on the titles of both poems. My Last Duchess can give many hints to what the poem regards. The word 'My' can symbolise the Duke's wish to own the Duchess and using "My" creates this image. "Last" may make the reader think that she is the latest in a long line of wives, or that she is the last wife once and for all. Porphyria's Lover is left unnamed. Using 'Duchess' the reader can imagine that the male character is a Duke and therefore he has a title and a label. The 'Lover' is anonymous; he has no name, but uses 'Porphyria' to describe himself. This makes him very... ...anonymous Lover is possessively insane. He is driven only by his love for Porphyria. He feels restrained by society and feels that the moment she declares she is his; he cannot let it slip away. Time is against him and he had to find some way of keeping her perfectly preserved and unchanged. The Lover also reveals his rebellion against religion and God, thinking that God will not condemn him, as his deed was not wrong. I prefer Porphyria's Lover to My Last Duchess, as the Duke is terribly arrogant and pedantic. The Lover, I believe, truly loved Porphyria with all his heart, though it is baffling why he felt death was the only option. Whereas the Duke, did not love his wife but saw her as a possession to show off in front of people. The painting must surely work the way he wants it, as it is another thing to show off.

Can You Imagine a Life Without Computer?

Imagine before the Christ when people communicated with the smoke of wood fire which even is not used to warm up in today or an ambassador travelled by a horse for a long time to provide communication between the two kings. These are strange for us who are the slaves of the computer era, are not these? Do you realize that computers have become a main part of your lives in time, too? It is amazing to see how computer come into our lives in just several decades. It is impossible to imagine a day without working on our computers or spending time with the computers.Mainly there are two reasons regarding for this enormous change because of the rising popularity of computers. The most important reason is that it makes our lives easier. First, we experienced this ease in the education life. When students research on the Internet instead of going to the library, they can reach enormous resources easily so they save time. For example, if they are reading an essay, they can change the language of the essay or reach the references with only one click instead of searching a lot of books. In addition, they can study easily thanks to the variety of programs.For instance, since some computer programs calculate basic mathematical operations faster than human brain, these are beneficial for study. Second, we experienced this ease in the business life. To illustrate, online banking has brought to ease for businessmen so they do not have to go to a bank and wait for a long time. They can also store enormous knowledge such as contracts, knowledge of customers and statistics in the hard disc. Thus, they do not need huge area or effort to store these. Furthermore, businessmen can attend their meeting in different place at the same time thanks to the online conference communication.Thus, they can gather when they want easily. Another reason why computers become so popular is that it provides opportunities for leisure time activities. Computer plays a great role in the communication a spect of our lives. Social Network is the most common area in which the computer is used in communication. The fact that you can not find anyone who has not got a facebook account is the clearest example how online communicating has become so popular with facebook. In addition to facebook, some other websites such as twitter and instagram started to be more and more popular in time.Everyday millions of people are engaged in these websites and share their activities, feeling and photographs so that other people can follow them in their leisure time. Besides, people can spend their free time on the computer to recreate. For example, Second Life which is an online game has millions of members. In this game, people create avatars and direct them. As the avatars represent how they wish others to perceive them, they can spend their all leisure time enjoyable. Moreover, people can archive both music and film in the computer.In other words, computer enables us to keep both music and film. T hus, they can reach the archives and listen to music or watch the film anytime and anywhere. All in all, since computer makes our life easier by doing something faster than us and gives a lot of chances to communicate and recreate, its popularity is increasing. In the future, it will develop even further. However, if the popularity will go on to increase, all of us will be computer addicted. These machines will be an inseparable part of our lives. We can not do anything without computer as life without air.