Global Branding Assignment Example | Topics and Well Written Essays - 3000 words

Global Branding - Assignment Example And no other company carries that laurel except our company - Coca-Cola Company. It is in this spirit that I am asking your office to allow me to attend the said conference. For it will not only be a proper venue to allow other companies to learn from what we have gained in our vast experiences as the number one manufacturer of carbonated beverages in the world today. But, that it is a moment also our company to re-learn many things from the experiences of other companies as they embark in global market. This is very important since it is in fact considered as one of the fundamental benefits that the global world is gaining from the global market, global economy - it is the exchange of ideas among and between nations. It is the possibility of getting hold of the newest and most innovative ideas and concepts in any place in the world. And it is in this context that I am asking your office to please allow me to attend the conference. For, it is not only the venue where the old meets the young and the neophyte but it is also the forum where legitimate exchange of i nformation among competing organizations can be achieved. Thus, fostering and enhancing not only the well-stocked reservoir of knowledge that we gain in our gargantuan experiences. Innumerable data and information under the research and development section of our company that we used as we compete globally. But that it is the sphere where competitors do not eat and tug each other's tail, but it is the place where they meet eye to eye to exchange with one another viable information that may be utilized in their companies. In the end, though it may appear that Coca-Cola has already much to offer in terms of experience and knowledge with regards to the theme of the conference, it will still be worthwhile to attend the said conference on Global Branding in the 21st Century for the age old belief still has not lost its power. It has not lost its esteem - "knowledge is power." And in a global world like ours, the one who has the most information, possess the most dynamic and important power of all. ON GLOBAL BRANDING INTRODUCTION The contemporary period is marked by one characteristic that is simply unknown prior to this period - globalization. Globalization is a term that has been defined in many ways and interpreted and understood in various forms. Since, globalization as a contemporary phenomenon permeates not only the economic, financial, market and business developments but it has also penetrated culture, tradition, communication, ideas and the likes. But in all of these it can be claimed that the salient feature of globalization is the fact that "it allows financial capital to move around freely" (Soros, 2002: 3). And in this framework we will try to address the challenges posed to Coca-Cola Company of global branding in the 21st century. Being such, this report will not look into the strategic positions and organizational effectiveness that Coca-Cola has used as it meet the global demand of the 21st century. But rather we will look into the Coca-Cola brand, a century old brand, that has survived and defied the many challenges of market itself and the formidable task that it faces as it compete in the global market, in the global village. THE COMPANY "Coca-Cola Company, founded on l896, is the world leading manufacturer, marketer and distributor of non- alcoholic

John Locke ideas Essay Example for Free

John Locke ideas Essay How did ideas of Lockes Social Contract influence the Declaration of Independence? John Locke’s ideas influenced the writing of the Declaration of Independence by the discussion of equal rights, purpose of the government, and what the people should do to an abusive government. Both in the Declaration of Independence and in the Social Contract John Locke, they list that men should have equal rights. Also they both state the purpose of having a government. Lastly, they say what the people should do if the government does not protect these rights. In the Social Contract by John Locke and in the Declaration of Independence they state that men have rights. In the Social Contract it says â€Å"Men have rights by their nature†¦ We give up our right to ourselves exact [revenge] for crimes in return for [nonjudgmental] justice backed by overwhelming force. We retain the right to life and liberty, and gain the right to just, impartial protection of our property. † Just as in the Declaration of Independence it says â€Å"We hold these truths to be [obvious], that all men are created equal, that they are [entitled] by their Creator with certain [mandatory] Rights, that among these Life, Liberty, and the pursuit of Happiness. † Therefore the Declaration of Independence got the idea Life, Liberty, and pursuit happiness from the Social Contract. Another idea both the Social Contract and Declaration of Independence have in common is the purpose of the government. John Locke’s Social Contracts States â€Å". Society creates order and grants the state its [purpose] The only role of the state is to ensure that justice is seen to be done† Corresponding to what the Declaration of Independence states â€Å"That to [protect] these rights, Government are [created] [by] Men, [coming] [from] their [own] powers from the [permission] of the [people]. † These writings both mean that the government has a duty to protect the rights of the people. The last thing John Locke did to influence the Declaration of Independence is he created the idea of what the citizens should do to abusive governments. â€Å"If a ruler seeks absolute power, if the acts both as judge and participant in disputes, he puts himself in a state of ear with his subjects and we have the right and the duty to kill such rulers and their servants. † this was the idea in John Lockes Social Contract. This is very similar to what the Declaration of Independence, which says â€Å"That whenever any Form of government becomes destructive of these [rights], it is the Right of the People to [change] or to [get] [rid] [of] [it], and to [create] [a] new Government†. Both of these mean that if the government does not protect the rights of the people, the people can overthrow the government. How did ideas of Lockes Social Contract influence the Declaration of Independence? John Locke’s ideas influenced the writing of the Declaration of Independence by the discussion of equal rights, purpose of the government, and what the people should do to an abusive government Men have equal rights is both stated in John Locke’s Social Contract and in the Declaration of Independence. Also they share the purpose of what the government should do. Lastly, they share the responsibilities of what the people should do in a abusive government.

Quality Care In The NHS

Quality Care In The NHS 1. What is meant by quality in the phrase quality of care? Quality, broadly speaking, is a subjective measure of excellence and when applied to health care, quality can be understood as systems and provisions of care said to be free from defects, deficiencies, and significant variations. Within the NHS, this encompasses the provision of high quality primary, secondary and community care in which the interests of patients are protected through a comprehensive set of nationally aligned policies. Lord Darzi defines quality of care as clinically effective, personal and safe. How is this achieved? Within the NHS, quality is achieved through robust regulation, inspection, standard setting, change management, community and patient advocacy, alongside continual assessment of clinical competency (Leatherman and Sunderland, 2003). Quality is about effectiveness of care, from the clinical procedure the patient receives to their quality of life after treatment. The Equity and excellence: Liberat ing the NHS white papers assertion is that to achieve our ambition for world-class healthcare outcomes, the service must be focused on outcomes and quality standards that deliver them. Leatherman S, Sutherland K, (2003) The quest for quality in the NHS: a mid term evaluation of the ten year quality agenda. London: The Stationery Office, 2. In 2008, the Department of Health published the report High quality care for all: NHS Next Stage Review final report. 30 June 2008. (a) Please summarise the main approaches to improving quality proposed by the report (b) compare and contrast these approaches to those described in Gwyn Bevans editorial (quoted from above). The Department of Health report approaches improving quality by: High Quality Care for All proposes that all providers of NHS healthcare services should produce a Quality Account: an annual report to the public about the quality of services delivered. The Health Act 2009 places this requirement onto a statutory footing. Stringent regulation from bodies with increased statutory powers. The Care Quality Commission will have new enforcement powers. NICE will be expanded to set and approve more independent quality standards. New Quality Observatories will be established in every NHS region to inform local quality improvement efforts Strategic health authorities will have a new legal duty to promote innovation. This will be twinned with a portal to share evidence-based, best practice among clinicians and other NHS staff. Devolvement of power to ensure the involvement of clinicians in decision making at every level of the NHS. The introduction of medical directors and quality boards feature at regional and national level Increasing patient information and choice will be introduced in the first NHS Constitution. Patient information will include the systematically measure and publish information about the quality of care from the frontline up. Individualisation will become the key to the way in which patients are handled with a personalised care plan. Noting that one size doesnt fit all. Incentivisation of care outcomes will include a new best practice tariff and the paper suggests this will make funding reflect quality of care. Partnership will be embraced, utilising local authorities, with the services offered personalised to meet the specific needs of their local populations Prevention not just treatment will be paramount with focus on improving health as well as treating sickness. Bevans editorial evaluates the internal market systems that have been tested within the NHS according to the Audit Commission and the Health Care Commissions paper Is treatment working? Suggesting that despite the core intention of the internal market models to improve quality and efficiency of services for patients, as Black insists, there is little evidence to suggest that this has resulted from past models or alternatively the scrapping of the internal market when Labour came to power in 1997; i.e. formation of foundation trusts, increased commissioning autonomy, patient choice or the incentivisation of health outcomes (payment by results). The NHS internal market models aimed to keep healthcare costs low by forcing providers to compete for patients not compete on the basis of quality. A stark contrast in rhetoric is seen in the proposals that are raised in the report, where marketization is the key driver of systemic improvement in quality of care. The High quality care for all: NHS Next Stage Review final report shows the need for a more market-orientated strategy: a patient choice-led approach to hospital funding, the removal of barriers preventing the use of private health providers to carry out NHS work, and the devolution of management and budgetary control from Whitehall to local communities. It appears reform is circular and the report bears a resemblances to pre-1991 measures where received funding was based on local populations. While the Report is indicative of the need for a tripartite arrangement for achieving quality, with stakeholders as informants and agents for change, Bevan argues that the internal market model proposed, although attractive, relies on the assumptions that purchasers can be effective commissioners and that failing providers will be removed from the market. The centrepiece of the White Paper reforms and Operating Framework is the handing over of decisions on care, treatments and commissioning solely to GPs, ultimately creating a stable internal model where there will be a quality equilibrium. GPs will be burdened with the challenge of acting as a middleman between the patient and provider, ultimately as a gateway to funding and care. They with fundamentally be dismantling the current monopoly of care provision. Their decision making will be accountable to local communities and a board. This new buyer position is thought to remove duplication of population care commissioning and streaml ine decision making to where the Government foresees a natural place to put this responsibility. Propper et al, (2003) noted that in 1991, the Conservatives created a set of buyers, funded by central government, who were free to purchase health care for their populations from both public and private sector suppliers. Public sector suppliers were therefore not given direct funding, but were set to compete with each other, alongside a small private sector, for contracts from these public buyers. The autonomy of Foundation Trusts as buyers, in Bevans opinion, has led to a free market of care with little standardisation, with the private sector benefitting from the poor levels of governance most. Bevanss editorial suggests this may have benefit to the population because so much healthcare cost is driven by decisions that GPs make and should not be guided by ministerial change. Unviable providers will be pushed out of the market by new entrants, creating a self-regulated, internal market. The White Paper suggests there is evidence that health systems work better where budgets and spending power are moved as close to patients as possible. Providers will be paid according to their performance. Furthermore, that a bottleneck on the road to driving the quality agenda is linked to ministerial involvement in the day-to-day running of the NHS. This new public management gives GPs greater autonomy, placed them at arms length from the government, interlinks purchasing and providing functions, and increases competition with quality in mind. GPs will be responsible for all aspects of performance; acting as bureaucratic gatekeepers for all care needs their patients, and potential scapegoa ts for ministerial politicking. As it stands, effectiveness of this system is being hindered by hierarchical bureaucracy and political micromanagement on both a local and national level, including politically driven reforms with each new government. The report suggests the forced autonomy of GP Consortia, comparatively to Bevan whom notes the earned autonomy system, in which, the independent health care inspectorate awarded each NHS provider an annual star rating of zero to three stars. Providers that scored well on the star ratings gain small financial bonuses but win much greater operational freedom, and the ability to apply to become an independent not-for-profit NHS foundation trust status. Autonomy was the incentive as this gave managers more choice. At the other end of the spectrum, providers that score zero stars are placed on special measures, and if progress is not soon forthcoming, their management is replaced. Bevan suggests that measures of Provider performance (cost, equity of access, outcomes, patient satisfaction etc.) have proved difficult to progress forward and that only patients acting as consumers has left a marked change on the system. I think it is questionable whether in the short term, GP buying powers wi ll drive quality in a market in which there are few providers. The 2008 DH report takes note of such and relays the importance of an individualised service in which patient information to inform choice will breed quality. Patient choice and measures of satisfaction will simultaneously puts more pressure on providers to increase performance of measured care outcomes, which in turn become incentivised by cash rewards. They foresee GP consortia, evaluating Services considered to be sub-standard and withdrawing them from service if patient satisfaction and quality care outcomes are not met. Propper, C., Burgess, S., and Gossage, D. (2003).Competition and quality: Evidence from the NHS internal market 1991-1999. Unpublished paper, University of Bristol. 3. As one of the accompanying papers to the White Paper Liberating the NHS, the DH has recently published Transparency in outcomes a framework for the NHS.http://www.dh.gov.uk/en/Consultations/Liveconsultations/DH_117583 Please summarise the main approaches to improving quality proposed by this consultation. The NHS Operating Frame is an accountability framework which should, if followed, ensure that the NHS Commissioning Board works to deliver better healthcare outcomes. This will be through measures that are valid, reliable and sensitive to change, notably evidence-based outcome measures, not process targets. The outcomes and incentives emerging from the frameworks will be organised around 5 national outcome goals /domains that cover all treatment activity for which the NHS is responsible. Outcomes appear to be related to feasibility, cost of improvements and pre-existing data sets. Quality of care as advocated by Lord Darzi in realised in three of the domains; patient experience, safety and effectiveness. The domains fail to include outcomes of access/equity, expediency in service or efficiency, which seems to underlie previous national reforms imposed by the Labour Government in 1997. The Operating Framework fails to identify purposeful ways of addressing deficiencies and poor outcom e performance. Incentives and regulation are suggested but may not be drivers. Each of these five areas will have: outcome indicators improvement areas according to evidence (collected data, patient surveying of experience, etc) Quality standards, developed by NICE, will inform the commissioning of all NHS care and payment systems. Measuring and reporting on outcomes will focus the attention of clinicians and managers on how well they are doing, where the gaps might be between actual performance and the high aspirations of those who use the NHS. I dont believe all the outcomes are necessarily reliable measures of quality. In Domain 2, for example, there is a focus on functional outcomes and qualities of life for long term illness, which may lead to patients to receive care they do not want. A great deal of the outcomes will be developed through incrementalism, for example those related to compassion, dignity and respect as indicators of the quality of care. The measured outcomes should represent the overall quality of healthcare provided by the NHS, as well as being responsive to population need and demand. The outcomes should also be attributable directly to the actions of health care provided within the NHS, to enable accountability. Best practice should be identified and used as a basis for ensuring that the framework itself does not propagate practice that in itself leads, however indirectly, to inequalities. Key to the five high level outcome/domains is the need for a whole system approach in aspiring for complete transparency, effectiveness and patients exercising appropriate choices, alongside a need to balance local priorities. Seven principles underpin the framework which are intended to improve the quality of health care, these are: Balanced between need and demand Accountability and transparency Internationally comparability Patient and clinician centred environments and service delivery. Excellence and equality promotion Adaptability and focus on outcomes that can be forged in partnership with other public services. International comparability The Health Secretary will be able to hold the new independent NHS Commissioning Board to account for securing improved health outcomes, and measuring the outcomes that are most important to patients and healthcare professionals. These will be backed up by authoritative, evidence-based quality standards that will ensure everyone understands how those outcomes can be achieved Based on past experience, what do you think are the likelihoods of success of this latest initiative? Please ensure that you consider these in the context of the likely challenges for the NHS over the next few years. (Please cite references if referring to evidence of the impact of previous initiatives). The attention of policymakers is always firmly fixed on the future and rarely on documented measures of progress to assess the impact of one set of reforms, before the next wave of organizational change. Political values dominate empirical evidence for reform. With such levels of political uncertainty, it is hard to evaluate if in five years time, a general election will lead to a change in leadership and new Health Minister. With this in mind, change often does not necessarily make best use of available resources, skills and knowledge. The direct influence of research evidence on decision making is often tempered by factors such as financial constraints, shifting timescales and decision makers own experiential knowledge (Elliott 1999). With devolvement of power to local government, there is need for a precise balance to be struck between strategies based on choice and competition on the one hand, and local voice and democratization on the other. On its own, I dont think the NHS reforms will create a patient-led system. It is the people, the leaders and staff of the NHS, who will make or break the change process. Central to this, is the way in which the White Paper reforms will radically change the way in with GPs work collaboratively with providers to better the health and social care of the population they serve. Reorganisation will ultimately mean GPs will have to create new organisations and learn new skills. This will take behavioural change that is likely to be unwelcomed, as theres a shift towards increased paperwork and decreased patient time. GPs have shown considerable levels of apathy towards working reforms and changes in service delivery in the past, including contracted hours. For example, previously published opinion has indicated that the medical profession were predominantly opposed to the package of NHS reforms outlined in the Working for Patients and were especially opposed to the administration of hospital s by self-governing trusts (Lister, 1990). GP consortia will be exactly that, self-operating. As the Operating Framework enters its live consultation it will be important to gather evidence as to strength of feeling with which those opinions, either for or against various aspects of the NHS reforms are held. Reform is costly, since managers and other NHS professionals invest a huge amount of time and effort with each re-organization. The NHS faces the need to make cost savings of  £15-20 billion over the next four years. It is faced with the challenge to create better health outcomes with less resources. Moving to the new system, maintaining control of day-to-day services, and implementing these savings is going to require skilled management. This at time when the NHS is shedding much of its management workforce and when managers have been under political attack. Introduced in 2004 as part of the General Medical Services Contract, the QOF is a voluntary incentive scheme for GP practices in the UK, rewarding them for how well they care for patients. the higher the score, the higher the financial reward for the practice. The very suggestion that this was voluntary implies that not everyone welcomed such change. The introduction of a free market, in which providers can tender for supplying a service as opposed to an internal market, could serve to drive efficiency savings and quality of care. However, accountability and patient choice would require considerably management and information sharing across GP consortia. Department of Health. Payment by Results. London: DoH, 2002. 5. One of the differences in the current UK coalition governments approach to improving quality, compared to previous governments, is in the use of targets. Targets are defined by the DH (DH 2004) as: Targets refer to a defined level of performance that is being aimed for, often with a numerical and time dimension. The purpose of a target is to incentivise improvement in the specific area covered by the target over a particular timeframe. List the possible benefits of using targets to improve health/health services and then list the potential disadvantages of using targets. Use examples (either from your experience or from what youve heard on the media) to illustrate your points. On balance, are you for or against publication? The benefits of health/ health services targets include: Supports priority setting Promotes consistency Improves commitment and fosters accountability Guides allocation of resources Milestones for incremental improvements The disadvantages of health/ health services targets include: Priorities may be misdirected and are often politically engineered Not always evidence based Hard to measure/quantify Not always related to health care outcomes Often cost related, not need related. Clouded by bureaucracy Often incentive driven ie pay to treat. One such health target in the Labour Governments Health Policy, the four-hour target, imposed in Accident and Emergency Departments has received mixed reviews. It was just one of a range of centrally imposed standards, most of them designed to speed up treatment. With such a target, volume of patients being treated and the expediency of their treatment is implied to be of greater importance that the quality of care or health outcomes of patients. The Guardian, (2010) reports In opposition Lansley had been critical of the way that targets distorted the behaviour of doctors, saying in the case of AE that people should be treated in relation to the severity of their injury not an arbitrary time limit. 6. The current government is strengthening the role of the regulator. Please summarise the role of the Care Quality Commission (CQC). What challenges do you think the CQC will face over the next few years? In April 2009, as the result of passing of the Health and Social Care Act 2008 (2008 Act), the outcome-based regulator, Care Quality Commission (CQC) was officially established. Their primary role is to act as an independent regulator of the quality and capacity of health and adult social care. They are responsible for registering, reviewing and inspecting health, adult social care and mental health services to judge the clinical quality of healthcare. Regulation directly relates to the quality of care experienced by people, so called end users, who use the services and align to the Coalitions vision of a user-centred, integrated service with a strong focus on quality (CDC, 2010). Indeed, when services fail to meet the health and safety legal requirements of their compulsory registration, action against them is taken through strict enforcement powers. In the next few years, as we transition from one governance model to the next, exchanging power to a local level, improvements must be closely aligned to quality and substantial, evidence-based research. Research grants are being cut and it is likely public sector research, including health research, will suffer as result of such austerity. The CDCs broad remit to oversee NHS organisations is not limited to particular service areas or functions, like that of many of the existing regulators. They may find themselves over extending and unable to fully engage with the public in a transparent and meaningful way. As quality of care is embedded to offer assurance and to deliver improvements over time, there is potential for major disruption to be caused by the scale of the change management discussed within the White Paper. The CQCs model of regulation puts user involvement and community level accountability at the core of their actions. Though this is consistent with the changes implied within both the White Paper and Operational Framework, there is still considerable ambiguity surrounded where responsibility will lie across all regulated services, especially with the introduction of GP consortia. Until this is resolved and clarity found, ambiguity will only be escalated by poor engagement of stakeholders and insufficient information dissemination through the crucial transitional points. As patterns of service provision change, consistently identifying providers and commissioners, and then allowing for local communities to hold them to account for the services they provide may prove difficult. Once established within a professional capacity, the CDC will need to be aware of the information on outcomes and how it should be presented in a format that is accessible and meaningful to influence patient choice. Furthermore, in their role as an advocate of patients, as a consumer champion, the CDC will also be required to ensure that people who use services understand the care choices available to them and are involved in making decisions about their own care and support. The CDC (2010) note that Patient and public involvement in health organisation will be strengthened by the creation of HealthWatch England a new independent consumer champion within the Care Quality Commission. As a so called consumer champion, this suggests end user expectations may be heightened. Questions must be asked of how HealthWatch England shall be regulated.

The Incredible Love Story of Pride and Prejudice Essay -- Pride Prejud

The Incredible Love Story of Pride and Prejudice      Ã‚  Ã‚   The novel of Pride and Prejudice, by Jane Austen, was a love story in which two complete opposite characters overcame their pride and prejudice and fell deeply in love. The story told how a bitter acquaintance could become a blooming love. Through lies, deceitful company, and separation the fondness of two characters prevailed, and confusing emotions arose. There were other relationships scattered throughout the story, but none were as grand as the mixing of oil and water. Some of these relationships bonded the two main characters together while others almost tore it apart.    Elizabeth Bennet was the second of five girls, the favorite of her father, and the least of her mother. The most sensible of her sisters, she was a keen-witted, outspoken, and intelligent girl.    "Lizzy is not a bit better than the others; and I am sure she is not half so handsome as Jane, nor half so good-humored as Lydia. But you are always giving her the preference." "They have none of them much to recommend them," replied he; "they are all silly and ignorant like other girls; but Lizzy has something more of quickness than her sisters. PP 6-7    She studied people's characters and behaviors, and she could almost always tell what someone's next step would be. She went on first reactions and was prejudice of anyone who she didn't like upon first meeting. Her mother was a beautiful woman who married Mr. Bennet; the most well to do man she could find. They had a marriage not entirely based on love, and that caused the two to grow somewhat distant. Mr. Bennet stayed quiet and levelheaded, but Mrs. Bennet became capricious and shrewish. For her, the onl... ... all odds to be together. Love prevailed through lies, deceit, and jealousy, and pride and prejudice was overcome. In the end, Darcy and Elizabeth showed how love could blossom from anything.    Works Cited and Consulted:    Austen, Jane. Pride and Prejudice. New York: Airmont Books, 1992.    Brower, Reuben A. "Light and Bright and Sparkling: Irony and Fiction in Pride and Prejudice." Ed. Donald Gray. New York: W.W. Norton & Company, 1966. 374-388.    Moler, Kenneth. Pride and Prejudice: A Study in Artistic Economy. Boston, MA: Twayne Publishers, 1989.    Southam, B.C., (ed.), Jane Austen: The Critical Heritage. Landon, NY: Routledge & Kegan Paul - Barres & Nobel Inc., 1968.    Wright, Andrew H. "Feeling and Complexity in Pride and Prejudice." Ed. Donald Gray. New York: W.W. Norton & Company, 1966. 410-420.      

Sample Solution Algorithm to Determine Meal Charges

Week 2 Activity – Meal Purchase TCO #2– Given a simple business problem, design a solution algorithm that uses arithmetic expressions and built-in functions. Assignment: Your goal is to solve the following simple programming exercise. You have been contracted by a local restaurant to design an algorithm determining the total meal charges. The algorithm should ask the user for the total food purchase and the tip percent. Then, the algorithm will calculate the amount of a tip, a 7% sales tax, and the total meal charge (including tip). The food purchase, sales tax, tip amount, and total meal charge will need to be displayed to the customer. Be sure to THINK about the logic and design first (IPO chart and pseudocode), then code the Visual Logic command line processing. Display all output using currency formatting (built-in Visual Logic function). Advanced (optional): use a constants for the 7% sales tax. Rubric: When completed staple the following documents together neatly in 1,2,3,4 order: †¢This instruction sheet first †¢The IPO Chart, second †¢The Pseudocode, third †¢The Flowchart and output example last. Point distribution for this application: Meal Purchase Document: Points possible: Points received IPO Chart Pseudocode 6 Flowchart 8 Total Points 20 IPO Chart: Input Processing Output Enter Total Food Purchase Price Calculate Food price Add Tip %* Total Food Purchased Add 7% tax * Total Food Purchased Total Meal Charge Pseudocode: Begin mealPurchase Total Food Purchased Imput total Purchased Food Amount Please enter the amount for tip percent Imput tip percent Set total tip = tip percent/ 100 Set total tip=total tip * Total food purchased amount Set total tax= sales tax/100 Set total tax= total tax* = total food purchased amount End Flowchart: Example Output after execution:

Community Services Welfare.

Community Services Welfare. The chosen agency:ACES________________________________________________________________Brief Description of ServiceACES is a support service for people with disabilities who have moderate to high support needs where the focus is on one-to-one support.To be eligible to access this service the consumer has to:- ·be an intellectually disabled adult with moderate to high support needs ·have access to fundingACES currently has 30 service users with a wide range of disabilities. Their needs are very different and these are met by having one to one support. Every service user, while at ACES, gets the undivided attention of a support worker who is selected on his or her compatibility with that service user.1.Identify the range of records that this agency is legally obliged to keep, (e.g. financial, client, OHS)Records that are kept regarding the Service User:- ·daily records ·program activities ·program outcomes ·incident reports ·epilepsy seizure charts ·medication records ·money spent daily ·challenging behaviour ·achievementsRecords that are kept regarding the Organisation ·petty cash journal ·funding hours (how many hours supplied)˜payments made to ACES quarterly˜hours worked out on a yearly basis ·Wages ·Superannuation funds ·OHS˜OHS issues identified by all staff members and action taken to resolve them ·training given and recorded in accordance with guidelines ·Policies and Procedures Manual ·Donation records ·Record of volunteers ·Insurances that are taken out re liability issues ·Incidence reports ·General insurancesPolicies and procedures2.Identify and discuss the range of systems for managing information within this organisation.Range of systems:-oIPP Plan for service usersInformation recorded and used to achieve set goals.oInternetFor access to specific informationoEmailsCommunication to staff and service usersoMicrosoft OutlookGeneral CorrespondenceReport typingRoster planning, etcoNewslettersTyped mont hlyTo maintain communication with parents and carers as to what has been happening at AcesoPigeon HolesEach staff member has their own pigeon holefor messages and correspondence. This is checked acouple of times a dayoStaff Meetings / Training SessionsHeld monthly to maintain communication between staff, management and committee members.Problems are discussed and acted uponService User programs are discussedoTraining SessionsTo maintain a high level of performanceTo keep knowledge base up-to-dateoMYOB accounting programTo assist the maintenance of accurate "books" for theaccountant.RosterflexA tool to assist in creating a Roster, which is done monthly for staff and service users.3.Identify and discuss the job description/work plan that you would be working to if you were a paid employee (welfare worker) of this organisation.The role I would undertake for Aces would be that of a Support Worker to provide an inclusive support service for service users who have moderate to high support needs.I would be responsible to the Aces Manager and Co-ordinator. I would be paid in accordance with the Social and Community Services Employees (State). My level of pay would depend on the skills and level of training I had.My duties would be to support people with a disability to achieve, improve and maintain independent living through the development of skills identified in their Program Plan and also to enable people with disabilities to achieve valued social roles in the community.Job Description and DutiesoFollowing program to reach identified outcomesoProvide support to service users to access and use community facilities and generic services.oParticipate in the development of Individual Program Plans (IPP)oImplement activities as specified in the IPPoImplement training specific to need as determined in the IPPoEnsure that service user's records are maintained and that information and data collected as requiredoAssist with personal care as requiredoMonitor and administer me dications as required in accordance with instructions and policies and proceduresoPromote the service user's self-confidence in skills developmentoDemonstrate appropriate behaviour through role-modelingoCreate an environment which is conducive to positive outcomes for service users and their families / advocates4.Identify the source of funding for this agency and what requirements are necessary for accountability.The funding to ACES is state funded. It comprises of:-oPost School Options (PSO)oAdult Training Learning and Support (ATLAS) - for school leavers to transition to work or further education.oCommunity Access System (CAS) is a block of funding allocated to Aces to use with service users who are not in receipt of any other funding.oService Access System (SAS) - emergency funding for service users at risk in the community.Funds are quarterly and kept to a "break-even" budget.The consumers at Aces are all funded from one source or another. Such as through Post School Options (PS O), 300 places Community Access Services (CAS), 300 places is a supported accommodation program funded Department of Aging Disability Homecare (DADH).Wages and all expenditures are monitored daily by an accountant. All financial records are maintained by him, e.g. petty cash, wages, superannuation, maintenance etc.5.Identify the types, purposes and frequencies of meetings attended by workers of this agency.oThere is a daily meeting between the Manager and Co-ordinator this is to discuss any issues that may have arisen the previous day that need attention.oStaff meetings held monthly to discuss any problems they may be having with service users or other staff members. They also discuss future plans, the need for voluntary services are measured and discussed.oMeetings are held throughout the year for training of staff. Opportunities for training are identified and attended by various staff members. These training meetings help to maintain a high standard of service to the service use r.oIPP planning meetings for service users are held every 6-12 months this is to assess their progress and highlights any special needs that need addressing.oThere are compulsory meetings for "fire safety" and "infection control" so as management is assured of a high standard from their staff regarding these two principles.oEducational meetings, for example - First Aid instructionsRECOMMENDATIONFunding:The lack of funding is a big issue. If I were to make a recommendation it would be for the Government to increase funding so as ACES could expand their services and assist more people with disabilities to achieve a better quality of life.SUMMARYSome General Public perception of a disability: A service user who differs from the norm are often perceived to be of less value by some of the general public. People often deny feeling this way but it does happens. Because of this attitude disabled people are likely to be denied opportunities to gain respected roles. They may even be rejected or persecuted.Service users best learn to do anything by doing it in the place where it really happens and with people who usually do it. For prejudices against disabled people to fade, the general public needs to have positive experiences with disabled people. "Personal social integration, valued social participation".ACES is filling this role by encouraging and assisting the consumers to access everyday activities. In doing this the general public are then given the opportunity to be educated in the understanding of people with a disability and see that they are not to be feared or shunned - but accepted, encouraged to "join in" and included in conversation. When the general public have positive experiences with disabled people the "unknown fear factor" towards someone who is "different" will hopefully be eliminated.Bibliography ·Adult Community Education Service (ACES) - handout brochure ·Integrated Care Management Learning Material - Disability 2000

Voltaic Cell Lab Report Essays

Voltaic Cell Lab Report Essays Voltaic Cell Lab Report Paper Voltaic Cell Lab Report Paper Voltaic cell is a device in which a redo reaction spontaneously occurs and produces an electric current. In order for the transfer of electrons in a redo reaction to produce an electric current and be useful, the electrons are made to pass through an external electrically conducting wire instead of being directly transferred between the oxidation and reducing agents. A salt bridge must be used to avoid popularization of the electrodes by facilitating the circulation of ions from electrolyte. Each electrode is connected to the voltmeter by clips and wires. The voltmeter measures the voltage generated by the redo reaction. The voltage reading will be positive when the electrodes are connected properly for spontaneous reaction. A redo reaction occurs when the species with higher reduction potential is connected as the cathode. Research Question: What is the effect Of different concentration Of negative terminal electrolyte on the potential difference in voltaic cell? Hypothesis: The lower the concentration of negative terminal electrolyte, the higher the potential difference in voltaic cell. Variables: Manipulated variable Concentration of negative terminal electrolyte * Use zinc sulfate solution, Azans as the negative terminal electrolyte throughout the experiment * Use zinc sulfate solution, Azans of different concentration, 1. MM, 0. MM, 0. MM and 0. MM Measure egg, g, jug and 0. Egg of zinc sulfate powder then mix in distilled water respectively until all the salt are completely dissolves then pour the solution into volumetric flask and add water until it make up to scum. I Responding variable Potential difference Measure the potential difference with a voltmeter Take readings of potential preference when using different concentration of zinc sulfate solution, Azans Fixed variable I Type of electrode ;k use two electrodes of different type, copper and zinc * use electrodes of the same size, CM x electromotive terminal electrolyte ;k use copper (II) sulfate solution, Cuscus as the positive terminal electrolyte * use the same concentration Of I . CM copper (II) sulfate solution, Cuscus throughout the experimenter of salt bridge * use the same type of salt bridge, Nanny throughout the experiment. Apparatus: * mall beaker * looms beaker * ml beaker Voltmeter * Connecting wires mall measuring cylinder * Electronic balance Glass rod * mall volumetric flask ;k Meter rule * Scissors Materials: ;k Copper (II) sulfate powder * Zinc sulfate powder ;k Sodium nitrate powder * Cotton string ;k 0. Mm copper sheet * O_urn zinc sheet ;k Paper towel Diagram: Copper (II) sulfate solution, Cuscus CM x LLC copper sheet electrode CM x LLC zinc sheet electrode Cotton string soaked with sodium nitrate, Nanny Zinc sulfate solution, Azans Scm x LLC copper sheet electrode Scm x LLC zinc sheet electrode Procedure: Preparation of zinc sulfate solution I. Weight out 40. COg, 4. COg, 0. BOB and 0. 048 of zinc sulfate powder then dissolve the powder into distilled water in ml beaker respectively. 2. Pour the zinc sulfate solution into Simi volumetric flask separately and label it. 3. Add distilled water into each volumetric flask until it makes up to mall. 4. Mix the solution well in each volumetric flask. Preparation Of salt bridge 5. Weight out egg of sodium nitrate powder then dissolves the powder into distilled water in Some beaker.