Friday, February 14, 2020
Issues in Global Business and Strategic Concepts Essay - 2
Issues in Global Business and Strategic Concepts - Essay Example Being a major contributor to the economic growth process, Australian mineral extraction sector supports a better quality and standard lifestyle of the citizens. Nevertheless, the research also revealed that there are also few noteworthy negative consequences caused by the increasingly expanding functioning of this sector, affecting especially the indigenous people and the environmental stability of the continent. Table of Contents Executive Summary 2 Table of Contents 3 Introduction 4 Contribution of Mineral Extraction in Australian Economy 4 Benefits and Advantages of Mineral Extraction to Australian Economy 8 Domestic and International Issues in Australian Mining 10 Conclusion 12 References 13 Introduction Australia is world renowned for its rich and unique natural vegetation, cultural diversity and democratic stability in comparison to other developed nations, which makes it one of the strongest economies in the world (The Associated Press, 2013). Apart from these characteristics, Australia is also appreciated in the global realm for its abundant and diverse natural resources, which has since long been attracting the foreign investors. It includes an extensive collection of copper, gold, uranium, coal, iron ore, natural gas and renewable energy sources (Central Intelligence Agency, 2013). Australia, with a Gross Domestic Product (GDP) of AUS$ 1.57 trillion and a wealth of AUS$ 6.4 trillion, can be considered as one of the worldââ¬â¢s biggest capitalist economies (Central Intelligence Agency, 2013). In rewarding the economy with its leadership position in the global platform, on the basis of its GDP growth, its mineral extraction sector can be regarded to have a major role. For instance, the mining sector in Australia signified approximately 19% of its total GDP as on the fiscal year 2011-2012 (Colebatch, 2012). In Australia, mining ores have a major contribution in boosting up the economyââ¬â¢s growth prospects in comparison to other mineral extraction functions. Based on the above facts it can be affirmed that having low inflation, low government debts, low unemployment rate, highly skilled workforce and a high quality education system, Australia has emerged as the fastest growing regions in the world (McHugh, 2010). Contribution of Mineral Extraction in Australian Economy Major active mines in Australia include the Olympic Dam and Super Pit Gold Mine. Large quantities of minerals are extracted here, which includes iron ore, nickel, aluminium/bauxite, diamond, uranium, silver, gold, copper, zinc, coal, petroleum and natural gas among others. For instance, in 2008, Australia was counted as the worldââ¬â¢s third largest supplier of iron ore after China and Brazil, with a supply of 332 million metric tonnes (Jorgenso, 2010). Additionally, Australia was also attributed as the worldââ¬â¢s 2nd largest producer of Nickel in 2006 after Russia (Louthean, 2007) and worldââ¬â¢s largest producer of Bauxite/Aluminium in 2011 (Bray, 2012). In case of gold, Australia is referred as the 2nd largest producer in the world, after China (McHugh, 2010). Similarly, like gold, Australia is also the 2nd largest producer of Zinc, after China contributing 14% of the total world production of the Zinc (Tolcin, 2010). Correspondingly,
Sunday, February 2, 2020
Argue that porn has changed sexuality today Research Paper
Argue that porn has changed sexuality today - Research Paper Example Studies concerning the impacts of pornography in the society focus on various outcomes including potential influences on sexual dysfunction, rape, and difficulties with sexual relationships among others. Individuals can easily access sexually explicit materials from the internet and the effect or influence of this is questionable. Today, exposure to pornography has left many sexually active and independent young women to engage in some sexual acts and do things that they do not want to do in bed which they later regret. According to many studies concerning this same topic, men were found to use sexually explicit materials from the internet as opposed to women. Indeed, watching pornography greatly affect individualsââ¬â¢ sexual behaviours which in turn influences their relationships negatively. Following an extensive research, this paper focuses on the relationship between pornography and sexual aggressiveness among individuals. Even though exposure to pornography has been associat ed with sexual violence and failing relationships, its contribution to sexual enhancement for some people should not be ignored. Individuals exposed to extreme pornographic images are more likely to become addicted or tolerant to such films and this in turn will affect their sexual response. Despite the presence of many studies conducted on this issue, there is still no clear evidence confirming that virtual pornographic images and films can make individuals become addicted to such acts. This is because addiction to porn sex or images influences individualsââ¬â¢ sexual experience in general making them to be sexually dysfunctional since the real sexual experiences do not arouse these addicts. In addition, most people using pornographic materials tend to fantasize about or imitate some of the scenes they have watched in these films in order to get aroused during sexual intercourse with their partners. Pornography is one common way through which
Friday, January 24, 2020
Online Newspaper Vs. Print Version -- essays research papers
The contents of the Southeast Missourian online paper may seem so much more fitting with this day and age, but the traditional newsprint edition still offers their subscribers a lot more information. The print version organizes the newspaper with pictures from various sections located at the top, side, and bottom in order to draw the reader in to the articles and advertisements. The online version is very to the point in its content in the fact that the Southeast Missourian does not have to sell the online version to the public or subscribers, this is seen online with minimal advertisements that deal directly with the surrounding area . With the unappealing online version having only a basic structure to the inner contents along with two pictures, and a lead story, it seems more like a quick reference of news for the person that doesnââ¬â¢t have time to sit back and browse the newsprint edition. à à à à à The Web version displayed a different story from the printed newspaper. Another aspect of the online edition that didnââ¬â¢t appeal to me was the format of the articles. The articles were broken up into lengthy segmented paragraphs; this gets very tedious by having to scroll down the screen to read. Although the contexts of the articles are the same, the newsprint edition is more appealing in the sense that each article has at least one or more pictures relating specifically to it, this helps with the interpretation by referring back to the pictures surrounding...
Thursday, January 16, 2020
Innovator of the Modern Art Essay
Jackson became one of the trendsetters of the modern art movement. His technique, materials and perception of art distinguished him from other equally talented 20th century artists. The artworks that he produced represented his enigmatic character. Though many were amused with his painting, there were also those who questioned his artistic talents and knowledge. But he did not let these criticisms compromise his distinct creativity. Pollock was categorized as an Abstract Expressionist artist primarily because of his infamous drip paintings including the ââ¬Å"Convergenceâ⬠. These drip paintings were painted on a large canvas on the floor. According to Pollock, painting on the floor made him feel closer to his painting. He was able to work on the different angles of the canvass by walking around it. This unusual technique was considered by Pollock as a way of being a part of the painting not just the typical creator of it. The act of letting the the paint drip into the canvass generated prolonged and continuous lines in which the paintings were dominated by white and black and sometimes there were hints of exciting bold colors. In addition, the drips of the paint were able to create a three dimensional effect making it tactile and visually appealing. With regards to the choice of materials, Pollock utilized uncommon paints and brushes. His paints were industrial and household paints that he described as the ââ¬Å"natural growth out of a need â⬠(Boddy-Evans, 2008, What Paint Did Pollock Use? ). Meanwhile, the brushes were deteriorated and hard to let the paint naturally drip down the canvas. Pollock explained his painting method as ââ¬Å"new needs need new techniquesâ⬠meaning the modern age requires new approaches to reflect its real essence (Boddy-Evans, 2008, What Paint Did Pollock Use? ). References Boddy-Evans, M. ( 2008). What Paint Did Pollock Use?. About Inc. Retrieved March 26, 2008, from http://painting. about. com/od/colourtheory/a/Pollock_paint. htm.
Wednesday, January 8, 2020
Knowledge Management A Competitive Advantage Business Essay - Free Essay Example
Sample details Pages: 9 Words: 2704 Downloads: 8 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Ãâà In the twenty first century landscape with all its uncertainty and dynamism, many firms are competing in a complex andÃâà challenging environment which is being transformed by many factors ranging from globalization, technologicalÃâà development and increasingly rapid diffusion of technology, to the development and use of knowledge (Hitt, Keats, andÃâà DeMarie, 1998).Ãâà As such, the foundation of organizational competitiveness has shifted from an emphasis on physical and tangibleÃâà resources to knowledge (Wong and Aspinwall, 2005) and managing knowledge-based resources has become the key forÃâà sustaining competitive advantage (CA) and superior performance (Grant, 1996b; Grover and Davenport, 2001; Jackson,Ãâà Hitt, and DeNisi, 2003; Sharkie, 2003; and Teece, Pisano, and Shuen, 1997). To deal with this enhancedÃâà dynamism and uncertainty of the business environment, one of the current strategic philosophies assis ting firms to develop strategic capabilities is the knowledge management. It helps the organizations to systematically acquire,Ãâà create, share, and use knowledge so as to develop, renew, and exploit theirÃâà knowledge-based resources, thereby allowing them to be proactive and adaptable to externalÃâà changes and attain competitive success.Ãâ . Donââ¬â¢t waste time! Our writers will create an original "Knowledge Management A Competitive Advantage Business Essay" essay for you Create order Review literature:- Under the light of the previous researches, some researchersÃâà (Davenport and Prusak, 1998; (Zack, 1999) (Alavi Leidner, 2001) noted that competitive advantage isÃâà realized only when the organizations tracking methodsÃâà and ways are efficient and distinctive and one of thoseÃâà ways is through the knowledge management of the organizationÃâà that have achieved competitive advantage not forÃâà a specific period, but a long term.Ãâà (Gupta Mcdaniel, 2002) studied knowledge managementÃâà and competitive advantage by examining theÃâà vital link between the management of knowledge inÃâà contemporary organizations and the development of aÃâà sustainable competitive advantage. The used variablesÃâà are conceptualized in terms of organizational effectiveness,Ãâà efficiency, core competency, costs; knowledgeÃâà acquirement, knowledge filtering, knowledge configuration,Ãâà knowledge dissemination and knowledge ap plication. (Goh, 2005) also identified that the field of knowledgeÃâà management has emerged strongly as the next source ofÃâà competitive advantage. (Ismail Ong, 2008). Emphasized that firms canÃâà achieve the sustainable competitive advantage by informationÃâà technology facilities. He sees that even if a firmÃâà owned the most sophisticated information technologyÃâà facilities which are impossible for the competitors toÃâà imitate or substitute, and for sure it is rare, but if there isÃâà no knowledgeable personnel in the organization, or the knowledgeable personnel in the organization is not willingÃâà to utilize these facilities, these facilities would not generateÃâà any value to the organization. Obviously, to achieveÃâà sustainable competitive advantage, knowledge, willingnessÃâà to use operations and availability of facilities mustÃâà co-exist.Ãâà Hence, the question before the organizations is how shoul d theyÃâà develop a knowledge management system to coordinateÃâà people, technology and infra-structure to createÃâà advantages competitiveness and sustainability inÃâà business environments? Knowledge:- Knowledge is a different term from data and information. Data is simply raw facts, measurements etc. Information is organized or processed data that is timely and accurate. Knowledge as defined by (Tiwana, 2000) is the actionable (relevant) information available in the right format, at the right time, and at the right place for decision making. For example, sales of a particular year will be simply data, if we process the sales data and find sales in the north region is more, it will be information. By applying our experience we can conclude that south region requires more marketing efforts than north, it is knowledge. Knowledge is a valuable source for the organization because it helps the organization in taking important decisions in the rapid changing business environment. Knowledge is dynamic in nature. This implies that todays knowledge may well become tomorrows ignorance if an organization fails to update knowledge as environmental conditions change. Definition of Knowledge Management:- Knowledge management is an emerging concept and has got many different definitions. The term knowledge management was first introduced in a 1986 in a European management conference. Alternative definitions have been proposed since that attempt to capture the complexities of knowledge management. The 20Ãâà American Productivity and Quality Center defined knowledge management as the strategies and processes of identifying, capturing and leveraging knowledge. (knapp, 1998) defined knowledge management as the art of transforming information and intellectual assets into enduring value for an organizations clients and its people. Darroch also defined knowledge management as the process that creates or locates knowledge and manages the sharing, dissemination, and use of knowledge within the organization. Ãâà The traditional definitions of knowledge management focused only on the knowledge that is recognized and already articulated in some form. However, increasingly, knowledge m anagement is also incorporating the managing of important tacit knowledge (Sabherwal Ãâà Becerra-Fernandez, 2003). Davenport and Prusak (1998) defined knowledge Ãâà management as the management of a corporations knowledge through a systematic and Ãâà organizational specified process for acquiring, organizing, sustaining, applying, sharing, Ãâà and renewing both tacit and explicit knowledge from employees to improve Ãâà organizational performance and to create value. Ãâà Wiig (1994) suggested that knowledge management in an organization must be Ãâà considered from three perspectives, each with different scopes and purposes: (a) aÃâà business perspective focusing on why, where, and to what extent the organization must Ãâà invest in or exploit knowledge, and which strategies, products and services, alliances, Ãâà acquisitions, or divestments should be considered from a knowledge-related point of view; Ãâà (b) a management perspec tive focusing on determining, organizing, directing, and Ãâà monitoring knowledge-related activities required to achieve the desired business strategies and objectives; and (c) a hands-on operational perspective focusing on Ãâà applying the professional skill to conduct explicit knowledge-related work and tasks. Ãâà In fact, knowledge management is a principle that is aimed at satisfying and exceeding the customers expectations (Keskin, 2005). Knowledge management is a relatively new business philosophy. The goal of knowledge management is to identify, capture, store, maintain, and deliver useful knowledge in a meaningful form to anyone who needs it, anyplace and anytime, within an organization. Knowledge management is about sharing and collaborating at the organizational level. Knowledge management has the potential to revolutionize the way we share expertise, make decisions, and conduct business. History of knowledge management:- Knowledge management era started with the use of different programs which include on-the-job discussions, formal apprenticeship,Ãâà discussion forums, corporate libraries, professional training and mentoring programs. The use of computers in the second half of 20th century brought a revolution in the knowledge management field. It resulted in the specificÃâà adaptationsÃâà of technologies such asÃâà knowledge bases,Ãâà expert systems,Ãâà knowledge repositories,Ãâà group decision support systems,Ãâà intranets, andÃâà computer-supported cooperative workÃâà which developed the emerging knowledge management field to a large extent. In 1999, the termÃâà personal knowledge managementÃâà was introduced which refers to the management of knowledge at the individual level (Wright, 2005). In terms of the enterprise, early collections of case studies recognized the importance of knowledge management dimensions of strategy, proce ss, and measurement (Morey, Maybury Thuraisingham 2002. Recently with the use of theÃâà Web 2.0, the concept of Knowledge Management has taken into consideration the participation of people andÃâà emergence. This line of evolution is termedÃâà Enterprise 2.0Ãâà (McAfee 2006). However, there is an ongoing debate and discussions (Lakhani McAfee 2007) as to whetherÃâà Enterprise 2.0Ãâà is just a fad that does not bring anything new or useful or whether it is, indeed, the future of knowledge management (Davenport T. , 2008) Knowledge management cycle:- TheÃâà knowledgeÃâà managementÃâà cycleÃâà asÃâà givenÃâà byÃâà TurbanÃâà involvesÃâà sixÃâà steps.Ãâà ToÃâà keepÃâà theÃâà knowledgeÃâà managementÃâà systemÃâà effective,Ãâà theÃâà knowledgeÃâà hasÃâà toÃâà beÃâà updatedÃâà withÃâà time.Ãâà TheÃâà knowledgeÃâà managementÃâà cycleÃâà worksÃâà asÃâà follows:- CreateÃâà knowledge:Ãâà Ãâà knowledgeÃâà creationÃâà isÃâà theÃâà generationÃâà ofÃâà newÃâà ideas,Ãâà insightsÃâà orÃâà routin.Ãâà ItÃâà involvesÃâà developingÃâà newÃâà waysÃâà ofÃâà doingÃâà thingsÃâà orÃâà developsÃâà knowhow.Ãâà SometimesÃâà newÃâà knowledgeÃâà isÃâà broughtÃâà inÃâà orÃâà sometimesÃâà ownÃâà knowledgeÃâà isÃâà improved . CaptureÃâà knowledge:Ãâà Ãâà newÃâà knowledgeÃâà mustÃâà beÃâà identifiedÃâà asÃâà valuableÃâà andÃâà beÃâà representedÃâà inÃâà aÃâà reasonableÃâà way. RefineÃâà knowledge:Ãâà Ãâà newÃâà knowledgeÃâà mustÃâà beÃâà placedÃâà inÃâà contextÃâà soÃâà thatÃâà itÃâà isÃâà reused.Ãâà ThatÃâà isÃâà whereÃâà humanÃâà insightsÃâà mustÃâà beÃâà capturedÃâà alongÃâà withÃâà explicitÃâà facts. StoreÃâà knowledge usefulÃâà knowledgeÃâà mustÃâà beÃâà storedÃâà inÃâà knowledgeÃâà repositoryÃâà soÃâà thatÃâà others inÃâà anÃâà organizationÃâà canÃâà accessÃâà it. ManageÃâà knowledge:Ãâà Ãâà aÃâà knowledgeÃâà repositoryÃâà mustÃâà beÃâà updatedÃâà soÃâà thatÃâà itÃâà holdsÃâà theÃâà currentÃâà dataÃâà thatÃâà isÃâà relevantÃâà andÃâà accurate. Create knowledge Capture knowledge Refine knowledge Store knowledge Manage knowledge Disseminate knowledge DisseminateÃâà knowledge: knowledgeÃâà mustÃâà beÃâà madeÃâà availableÃâà inÃâà aÃâà rightÃâà formatÃâà toÃâà anyoneÃâà inÃâà theÃâà organizationÃâà whoÃâà needsÃâà it,Ãâà anywhereÃâà andÃâà anytime. Ãâà (turban, sharda, delen) BenefitsÃâà ofÃâà knowledgeÃâà management:- WithinÃâà theÃâà usageÃâà ofÃâà KnowledgeÃâà Management,Ãâà theÃâà companyÃâà canÃâà haveÃâà followingÃâà advantages:- InnovationÃâà withÃâà theÃâà helpÃâà ofÃâà flowÃâà ofÃâà ideas:Ãâ TheÃâà knowledgeÃâà managementÃâà programsÃâà canÃâà allowÃâà employeesÃâà andÃâà departmentsÃâà toÃâà seeÃâà theÃâà overall statusÃâà ofÃâà theÃâà companyÃâà aboutÃâà aÃâà specificÃâà developmentÃâà field.Ãâà WithÃâà theÃâà helpÃâà ofÃâà thisÃâà ability,Ãâà newÃâà ideasÃâà andÃâà innovativeÃâà techniquesÃâà canÃâà beÃâà emergedÃâà withÃâà respectÃâà toÃâà theÃâà existingÃâà knowledge. ImprovingÃâà theÃâà customerÃâà satisfactionÃâà byÃâà reducingÃâà theÃâà responseÃâ à time: WithÃâà theÃâà helpÃâà ofÃâà theÃâà KnowledgeÃâà ManagementÃâà usage,Ãâà theÃâà employeesÃâà ofÃâà theÃâà companyÃâà willÃâà beÃâà ableÃâà toÃâà findÃâà theÃâà opportunityÃâà ofÃâà appropriateÃâà solutionsÃâà toÃâà customersÃâà withÃâà anÃâà acceptableÃâà responseÃâà timeÃâà becauseÃâà KMÃâà willÃâà allowÃâà themÃâà toÃâà findÃâà theÃâà necessaryÃâà informationÃâà aboutÃâà theÃâà demandÃâà ofÃâà theÃâà customerÃâà moreÃâà relativelyÃâà andÃâà rapidly. IncreasingÃâà theÃâà revenues: WithÃâà theÃâà helpÃâà ofÃâà theÃâà KM,Ãâà theÃâà necessaryÃâà productÃâà andÃâà serviceÃâà thatÃâà theÃâà companyÃâà providesÃâà willÃâà beÃâà locate dÃâà inÃâà theÃâà market,Ãâà withÃâà theÃâà helpÃâà ofÃâà theÃâà rapidÃâà interdepartmentalÃâà communicationÃâà toÃâà useÃâà theÃâà rightÃâà informationÃâà atÃâà theÃâà rightÃâà time. KeepingÃâà employeeÃâà dynamic:Ãâ TheÃâà employeesÃâà areÃâà importantÃâà toÃâà beÃâà keptÃâà aliveÃâà duringÃâà criticalÃâà transactions.Ãâà WithÃâà theÃâà helpÃâà ofÃâà KnowledgeÃâà Management,Ãâà theÃâà informationÃâà systemÃâà thatÃâà containsÃâà theÃâà functionsÃâà ofÃâà KMÃâà canÃâà recordÃâà theÃâà valueÃâà ofÃâà everyÃâà employeeÃâà andÃâà allowsÃâà managersÃâà toÃâà rewardÃâà themÃâà ifÃâà theyÃâà haveÃâà criticalÃâà additionsÃâà toÃâà theÃâà business Ãâà processÃâà transactionsÃâà ofÃâà theÃâà company. ProcessÃâà reduction:Ãâ WithÃâà theÃâà helpÃâà ofÃâà KM,Ãâà theÃâà costsÃâà andÃâà amountÃâà operationsÃâà canÃâà beÃâà reducedÃâà byÃâà eliminatingÃâà theÃâà redundancyÃâà ofÃâà processÃâà phasesÃâà andÃâà unnecessaryÃâà ones. SustainedÃâà competitiveÃâà advantage: Ãâà KMÃâà canÃâà allowÃâà companiesÃâà toÃâà increaseÃâà theÃâà importanceÃâà ofÃâà intellectualÃâà propertiesÃâà andÃâà knowledge-basedÃâà assetsÃâà thatÃâà canÃâà beÃâà costlyÃâà toÃâà imitateÃâà nÃâà theÃâà marketÃâà thatÃâà theÃâà companyÃâà locatesÃâà in.Ãâà ThisÃâà canÃâà helpÃâà theÃâà companyÃâà toÃâà haveÃâà aÃâà com petitiveÃâà advantageÃâà inÃâà aÃâà long-termÃâà period. KnowledgeÃâà managementÃâà canÃâà improveÃâà theÃâà totalÃâà efficiency,Ãâà productivityÃâà andÃâà revenuesÃâà inÃâà anyÃâà businessÃâà transactionÃâà ifÃâà itÃâà canÃâà beÃâà usedÃâà well. CompetitiveÃâà advantage:- Ãâ AsÃâà theÃâà globalÃâà competitionÃâà becomesÃâà increasinglyÃâà fierce,Ãâà howÃâà toÃâà achieveÃâà competitiveÃâà advantageÃâà startsÃâà obtainingÃâà moreÃâà attention. (Barney J. , 1991) notedÃâà thatÃâà whenÃâà anÃâà organizationÃâà isÃâà implementingÃâà aÃâà valueÃâà creatingÃâà strategyÃâà notÃâà simultaneouslyÃâà beingÃâà implementedÃâà byÃâà anyÃâà currentÃâà orÃâà potentialÃâà rivals,Ãâà thenÃâà theÃâà organizationÃâà hasÃâà aÃâà competitiveÃâà advantage.Ãâà AndÃâà whenÃâà otherÃâà organizationsÃâà areÃâà unableÃâà toÃâà copyÃâà theÃâà benefitsÃâà ofÃâà thisÃâà strategy,Ãâà itÃâà confirmsÃâà thatÃâà theÃâà organizationÃâà hasÃâà aÃâà sustainableÃâà competit iveÃâà advantage.Ãâà InÃâà 2008,Ãâà BarneyÃâà distinguishedÃâà twoÃâà typesÃâà ofÃâà competitiveÃâà advantage:Ãâà temporaryÃâà andÃâà sustainableÃâà competitiveÃâà advantage.Ãâà AccordingÃâà toÃâà him,Ãâà competitiveÃâà advantageÃâà typicallyÃâà resultsÃâà inÃâà highÃâà profits,Ãâà butÃâà theseÃâà profitsÃâà attractÃâà competition,Ãâà andÃâà competitionÃâà limitsÃâà theÃâà durationÃâà ofÃâà competitiveÃâà advantageÃâà inÃâà mostÃâà cases,Ãâà therefore,Ãâà mostÃâà competitiveÃâà advantageÃâà isÃâà temporary.Ãâà OnÃâà theÃâà otherÃâà hand,Ãâà someÃâà competitiveÃâà advantagesÃâà areÃâà sustainableÃâà ifÃâà competitorsÃâà areÃâà unableÃâà toÃâà imitateÃâà theÃâà sourceÃâ à ofÃâà advantageÃâà orÃâà ifÃâà noÃâà oneÃâà conceivesÃâà aÃâà betterÃâà offering.Ãâà Furthermore,Ãâà refers (Al-hawary hani, 2009) toÃâà competitiveÃâà advantageÃâà as,Ãâà toÃâà createÃâà someÃâà barriersÃâà thatÃâà makeÃâà firmsÃâà performanceÃâà imitationÃâà difficult.Ãâà ThatÃâà is,Ãâà sinceÃâà theÃâà competitiveÃâà advantageÃâà isÃâà atÃâà theÃâà heartÃâà ofÃâà firmsÃâà performance,Ãâà itÃâà shouldÃâà protectÃâà itselfÃâà fromÃâà beingÃâà despoiledÃâà andÃâà assimilateÃâà newÃâà sourcesÃâà ofÃâà technologies,Ãâà skills,Ãâà andÃâà coreÃâà competencies. MichaelÃâà portersÃâà conceptÃâà ofÃâà competitiveÃâà advantage:- AccordingÃâà toÃâà porter,Ãâà whenÃâà aÃâà firmsÃâà profitsÃâà areÃâà moreÃâà thanÃâà theÃâà industry,Ãâà itsÃâà saidÃâà toÃâà haveÃâà aÃâà competitiveÃâà advantage.Ãâà MichaelÃâà porterÃâà identifiedÃâà twoÃâà typesÃâà ofÃâà competitiveÃâà advantage:- costÃâà advantage differentiationÃâà advantage CostÃâà advantageÃâà isÃâà enjoyedÃâà byÃâà theÃâà firmÃâà whenÃâà itÃâà producesÃâà theÃâà sameÃâà productÃâà asÃâà itsÃâà competitorsÃâà butÃâà atÃâà aÃâà lowerÃâà cost.Ãâà DifferentiationÃâà advantageÃâà resultsÃâà whenÃâà aÃâà firmÃâà deliversÃâà benefitsÃâà thatÃâà exceedÃâà thoseÃâà ofÃâà competingÃâà products.Ãâà ThusÃâà aÃâà competitiveÃâà advanta geÃâà enablesÃâà theÃâà firmsÃâà toÃâà deliverÃâà superiorÃâà valueÃâà toÃâà customersÃâà andÃâà superiorÃâà profitsÃâà forÃâà itself. Ãâ KnowledgeÃâà managementÃâà aÃâà competitiveÃâà advantage:-Ãâ KnowledgeÃâà managementÃâà helpsÃâà inÃâà gainingÃâà competitiveÃâà advantageÃâà inÃâà theÃâà followingÃâà ways:- KnowledgeÃâà managementÃâà canÃâà IncreaseÃâà productivityÃâà ofÃâà anÃâà organizationÃâà byÃâà applyingÃâà effectiveÃâà organizationalÃâà knowledgeÃâà management.Ãâà ByÃâà havingÃâà yourÃâà knowledgeÃâà processesÃâà inÃâà aÃâà structure,Ãâà itÃâà willÃâà allowÃâà thoseÃâà withÃâà theÃâà necessaryÃâà knowledgeÃâà toÃâà quicklyÃâà shareÃâà orÃâà applyÃâà itÃâà andÃâà youÃâà canÃâà reduceÃâà wastefulÃâà meetingsÃâà andÃâà inefficientÃâà knowledgeÃâà bottlenecks.Ãâà ThisÃâà willÃâà helpÃâà youÃâà getÃâà moreÃâà workÃâà hoursÃâà fromÃâà yourÃâà em ployeesÃâà andÃâà createÃâà aÃâà costÃâà advantage. TheÃâà technologicalÃâà solutionsÃâà canÃâà beÃâà appliedÃâà inÃâà anÃâà organizationÃâà forÃâà knowledgeÃâà dispersalÃâà withinÃâà anÃâà organization.Ãâà ByÃâà offeringÃâà easier,Ãâà moreÃâà intuitiveÃâà waysÃâà forÃâà yourÃâà employeesÃâà toÃâà createÃâà andÃâà shareÃâà knowledge,Ãâà yourÃâà companyÃâà canÃâà produceÃâà moreÃâà andÃâà betterÃâà knowledgeÃâà thanÃâà yourÃâà competitors,Ãâà thusÃâà gainingÃâà aÃâà qualityÃâà advantage. FosterÃâà andÃâà rewardÃâà theÃâà sharingÃâà ofÃâà knowledge.Ãâà WhetherÃâà creatingÃâà master/apprenticeÃâà relationshipsÃâà orÃâà monetarilyÃâà rewardingÃâà thoseÃâà whoÃâà shareÃâà knowledgeÃâà withinÃâà yourÃâà company,Ãâà takeÃâà stepsÃâà toÃâà ensureÃâà thatÃâà everyÃâà employeeÃâà isÃâà tryingÃâà toÃâà shareÃâà usefulÃâà knowledge. ItsÃâà theÃâà knowledgeÃâà managementÃâà toolsÃâà thatÃâà helpÃâà theÃâà organizationÃâà inÃâà identifyingÃâà theÃâà unmetÃâà needs.Ãâà HavingÃâà aÃâà proactiveÃâà approachÃâà toÃâà satisfyÃâà thoseÃâà needsÃâà isÃâà definitivelyÃâà goingÃâà toÃâà provideÃâà anÃâà organizationÃâà aÃâà competitiveÃâà advantage.Ãâà GoodÃâà knowledgeÃâà managementÃâà alsoÃâà allowsÃâà inÃâà identifyingÃâà theÃâà nicheÃâà marketsÃâà andÃâà byÃâà addressingÃâà theÃâà needsÃâà inÃâà theseÃâà nicheÃâà marketsà âà isÃâà going Ãâà toÃâà proveÃâà oneÃâà ofÃâà theÃâà attributeÃâà ofÃâà yourÃâà organizationÃâà success. AlmostÃâà allÃâà organizationsÃâà areÃâà usingÃâà theÃâà knowledgeÃâà managementÃâà toÃâà remainÃâà competitiveÃâà inÃâà market.Ãâà TakingÃâà theÃâà exampleÃâà ofÃâà WallMart,Ãâà theÃâà worldsÃâà largestÃâà retailÃâà corporationÃâà ,Ãâà itÃâà viewsÃâà theÃâà knowledgeÃâà managementÃâà notÃâà onlyÃâà asÃâà aÃâà wayÃâà ofÃâà enhancingÃâà profitabilityÃâà andÃâà financialÃâà growthÃâà butÃâà alsoÃâà asÃâà aÃâà wayÃâà ofÃâà remainingÃâà competitiveÃâà inÃâà aÃâà turbulentÃâà worldÃâà ofÃâà businesses.Ãâà ItÃâà hasÃâà investedÃâà aÃâà lar geÃâà amountÃâà ofÃâà moneyÃâà inÃâà buildingÃâà aÃâà strongÃâà knowledgeÃâà managementÃâà system.Ãâà ItÃâà isÃâà becauseÃâà ofÃâà theÃâà effectiveÃâà kmÃâà systemÃâà thatÃâà itÃâà hasÃâà emergedÃâà asÃâà theÃâà worldsÃâà largestÃâà corporation.Ãâà WallMartÃâà employsÃâà differentÃâà toolsÃâà ofÃâà knowledgeÃâà managementÃâà toÃâà remainÃâà competitiveÃâà inÃâà market.Ãâà StartingÃâà fromÃâà theÃâà simpleÃâà toolsÃâà ofÃâà knowledgeÃâà managementÃâà likeÃâà onthejobÃâà discussions,Ãâà formalÃâà apprenticeship,Ãâà discussionÃâà forums,Ãâà corporateÃâà libraries,Ãâà professionalÃâà trainingÃâà andÃâà mentoringÃâà programsÃâà toÃâà theÃâà advancedÃâà technologiesÃâ à likeÃâà knowledgeÃâà bases,Ãâà expertÃâà systems,Ãâà knowledgeÃâà repositories,Ãâà groupÃâà decisionÃâà supportÃâà systems,Ãâà intranets,Ãâà andÃâà computersupportedÃâà cooperativeÃâà work,Ãâà itÃâà usesÃâà eachÃâà andÃâà everyÃâà technologyÃâà ofÃâà knowledgeÃâà managementÃâà toÃâà haveÃâà aÃâà competitiveÃâà edgeÃâà inÃâà theÃâà market.Ãâà TheÃâà knowledgeÃâà managementÃâà helpedÃâà theÃâà WallMartÃâà inÃâà cuttingÃâà operationalÃâà costsÃâà andÃâà buildingÃâà upÃâà aÃâà valueÃâà forÃâà itsÃâà shareholders.Ãâà TheÃâà employeesÃâà inÃâà WallMartÃâà areÃâà veryÃâà muchÃâà satisfiedÃâà withÃâà theÃâà knowledgeÃâà managementÃâà systemÃâà functionalÃâà inÃâà almostÃâà allÃâà units.Ãâà WithÃâà theÃâà toolsÃâà ofÃâà knowledgeÃâà managementÃâà theÃâà bestÃâà employeesÃâà inÃâà WallMartÃâà areÃâà chosenÃâà andÃâà accordinglyÃâà rewardsÃâà areÃâà given.Ãâà TheWallMartÃâà storesÃâà reliableÃâà knowledgeÃâà managementÃâà skillsÃâà haveÃâà resultedÃâà inÃâà enhancedÃâà efficiencyÃâà inÃâà serviceÃâà deliveryÃâà andÃâà customerÃâà careÃâà asÃâà wellÃâà asÃâà developmentÃâà ofÃâà greatÃâà competition.Hence,Ãâà anÃâà effectiveÃâà knowledgeÃâà managementÃâà systemÃâà isÃâà oneÃâà ofÃâà theÃâà drivingÃâà forcesÃâà forÃâà WallMartÃâà forÃâà itsÃâà greatÃâà success.Ãâà TheÃâà otherÃâà examplesÃâà thatÃâà provedÃâà thatà âà effectiveÃâà knowledgeÃâà managementÃâà canÃâà helpÃâà achieveÃâà organizationÃâà goalsÃâà andÃâà helpÃâà inÃâà remainingÃâà competitiveÃâà inÃâà marketÃâà areÃâà sportswearÃâà giantsÃâà AdidasÃâà andÃâà Nike. (KNOWLEDGE-MANAGEMENT-A-CASE-STUDY-OF-WALLMART) Conclusion:- CompetitiveÃâà advantageÃâà isÃâà atÃâà theÃâà heartÃâà ofÃâà aÃâà firmsÃâà performanceÃâà inÃâà todaysÃâà challengingÃâà andÃâà rapidlyÃâà changingÃâà environment.Ãâà ToÃâà secureÃâà theÃâà competitiveÃâà advantage,Ãâà firmsÃâà shouldÃâà beÃâà ableÃâà toÃâà continuouslyÃâà acquire,Ãâà createÃâà andÃâà disseminateÃâà knowledgeÃâà acrossÃâà variousÃâà levelsÃâà ofÃâà theÃâà organization.Ãâà KnowledgeÃâà isÃâà centralÃâà toÃâà strategyÃâà formulationÃâà andÃâà Implementation,Ãâà knowledgeÃâà managementÃâà hasÃâà becomeÃâà aÃâà keyÃâà strategicÃâà taskÃâà facingÃâà managersÃâà forÃâà achievingÃâà successÃâà inÃâà todaysÃâà complexÃâà andÃâà dynamicÃâà environmentsà âà (MuthusamyandÃâà Palanisamy,Ãâà 2004).Ãâà TheÃâà shiftingÃâà windsÃâà ofÃâà changeÃâà inÃâà todaysÃâà businessÃâà environment,Ãâà whereÃâà theÃâà MarketÃâà placeÃâà isÃâà increasinglyÃâà competitiveÃâà andÃâà theÃâà rateÃâà ofÃâà innovationÃâà isÃâà rising,Ãâà haveÃâà madeÃâà EnterprisesÃâà realizeÃâà thatÃâà knowledgeÃâà isÃâà theirÃâà keyÃâà asset.Ãâà ItÃâà isÃâà pointedÃâà outÃâà thatÃâà theÃâà mostÃâà valuableÃâà AssetsÃâà ofÃâà theÃâà 21stÃâà CenturyÃâà enterpriseÃâà isÃâà itsÃâà knowledgeÃâà andÃâà knowledgeÃâà workers(SunmanÃâà andÃâà Kruger,Ãâà 2004).Ãâà ItÃâà isÃâà arguedÃâà thatÃâà knowledgeÃâà isÃâà displacingÃâà naturalÃâà resources,à âà capitalÃâà andÃâà laborÃâà asÃâà theÃâà basicÃâà EconomicÃâà resourceÃâà inÃâà theÃâà newÃâà economy.Ãâà KnowledgeÃâà mostlyÃâà theÃâà tacitÃâà knowledgeÃâà isÃâà hardÃâà toÃâà imitateÃâà soÃâà effectivelyÃâà managingÃâà suchÃâà typeÃâà ofÃâà knowledgeÃâà inÃâà anÃâà organizationÃâà isÃâà definitelyÃâà goingÃâà toÃâà leadÃâà theÃâà organizationÃâà toÃâà aÃâà placeÃâà whichÃâà forÃâà othersÃâà willÃâà beÃâà difficultÃâà toÃâà achieve.Ãâà KnowledgeÃâà managementÃâà helpsÃâà usÃâà inÃâà identifyingÃâà unmetÃâà needsÃâà inÃâà theÃâà market.Ãâà HavingÃâà aÃâà proactiveÃâà approachÃâà toÃâà satisfyÃâà theseÃâà needsÃâà isÃâà goingÃâà toà âà placeÃâà yourÃâà organizationÃâà aboveÃâà allÃâà inÃâà theÃâà turbulentÃâà competitiveÃâà businessÃâà environment.Ãâà So,Ãâà everyÃâà OrganizationÃâà shouldÃâà startÃâà thinkingÃâà ofÃâà aÃâà soundÃâà knowledgeÃâà management,Ãâà becauseÃâà inÃâà aÃâà knowledge-drivenÃâà economyÃâà itsÃâà theÃâà onlyÃâà sourceÃâà ofÃâà achievingÃâà successÃâà overÃâà others.
Tuesday, December 31, 2019
Violent Televisions Influlence on Childrens Behaviour Essay
Violent Televisions Influlence on Childrens Behaviour Concern about children and popular media has a long history. Plato proposed to ban poets from his ideal republic, because he feared that their stories about immoral behaviour would corrupt young minds. In modern times, moral pressure groups have tried to protect children from popular literature, the music hall, the cinema, comics, television and video nasties. Its important to see the issue of TV violence and childrens behaviour in a broader social, cultural and historical context. Why is it such a popular subject? This isnt often the fate of academic research issues. Well, it may be partly that its a convenient scapegoat. Blaming theâ⬠¦show more contentâ⬠¦This perspective represents the dominant paradigm in TV research. In its crudest form the relationship between children and television is portrayed as a matter of single cause and direct effect, which puts this kind of research firmly in the behaviourist tradition: based on whats sometimes referred to as the magic bullet theory. Approaches have become more sophisticated in recent decades, stressing such complicating factors as the variety of audiences, individual differences and the importance of intervening variables. The early survey work in the 1950s by Wilbur Schramm and his colleagues in the US and by Hilde Himmelweit and her colleagues in Britain are remarkably cautious compared with many later studies. Both present children as active agents rather than passive victims, unlike most of the research in the 1960s. Both Schramm and Himmelweit suggested that the effects of television violence vary according to the personal and social characteristics of viewers, and according to how violent acts were portrayed. Sociological research has in fact tended to stress longer-term changes in behaviour and the enmeshing of television with the rest of social life, whereas psychological research has tended to focus on short-term changes in behaviour, treated in isolation in the
Monday, December 23, 2019
Nursing Practice Of The Acute Care Arena - 1296 Words
Evidence Summary With the majority of available evidence pointing towards care in other areas of the acute care arena, there remains sufficient data to support the practice of intentional rounding on a pre-determined schedule in emergency care settings. All of the examples given in the Evidence Critique support rounding as a means of increasing patient satisfaction. In the Lyons, et al., report from the Australian Nursing and Midwifery Journal it is reported that patient satisfaction is equated to the perception of prompt attention to patient needs, helpfulness, and communication skills (Lyons, et al., 2015). Because patient-centered care in every area of any healthcare facility is the goal, this aspect will be reviewed as each of theâ⬠¦show more contentâ⬠¦Akin the evidence presented previously, the Mitchell et al. study published in the Journal of Nursing Administration was not done in an emergency care setting. However, it addresses the effect of hourly rounding on patient satisfaction w ith nursing care and discusses implications for administration in this nursing practice. This study delves into the obvious fact that satisfaction scores drive reimbursement and hospital ratings. Per the information, purposeful rounds can improve patient satisfaction but ââ¬Å"to date this has not been systematically examined.â⬠This study suggests an inconsistent methodology has been used for testing and that only moderate evidence has been found that demonstrates an enhanced perception along with lessened incidence of falls and call light usage. Information contained within also states the willingness of most administrative units to accept this methodology as truth and work toward positive patient satisfaction scoring (Mitchell et al., 2014). Despite the fact that the studies previously mentioned were not carried out in an emergency care setting, the results are translatable as emergency departments care for similar patients, in many cases more acutely ill and on a shorter-term basis. Furthermore, often the groups studied are ââ¬Å"frequentâ⬠emergency care area patients. One such study,Show MoreRelatedThe National Institute For Health Care Management1070 Words à |à 5 PagesThe national institute for Health care management states, ââ¬Å"due to the increasing demands of health care services and the personnel who provide them that despite the increase in medical school capacity the supply of physicians cannot meet the demandâ⬠. (AACN) ââ¬Å"Association of American Medical Colleges (AMAMC) still projects a shortage of 130,000 physicians by 2025, split between primary and specialty care.â⬠(AAMC, 2010). 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