Renault Nissan The Paradoxical Alliance Marketing Essay

Renault Nissan The Paradoxical Alliance Marketing Essay Individual Essay Contrary to common belief recent research suggests that, most often it is not poor strategic that causes mergers and acquisitions or alliances to fail but poor implementation. Common mistake can be identify in, for instance: lack of trust and communication, insensitive management, power struggles, slow execution or a leadership void following the deal. In this assay we will explain the points that have made what on the beginning was announced as a marriage of desperation is now considering one of the most successful alliance. The most fundamental challenge of any alliance or merger is cultural: if only one does not believe that something can be learned from new partners, the venture is doomed to fail said Carlos Ghosn. Renault-Nissan gave attention of the cultural people aspect, in fact Ghosn (Nissan and Renault CEO) created a specialize team combine both nationality together, in addition they chose a common language (English) and a common vocabulary, for some misleading words, with the purpose to avoid misunderstanding. A drive change, for the company has been the transparent valour and the strong leadership of the CEO; in addition a common vision, based on the Nissan Revival Plan, with the main purpose to be profitable in only three years, that has given a common point to reach for both the companies and what it is more the perfect goals to achieve. In this way, Ghosn had reinforced the value inherent in the organizations view and expressive a clear and appealing vision, such as using expressive, strong form of communication, show strong self-confidence and self-assurance in the attainment of the vision. Moreover, they transferred high expectations to the group and confidence in their abilities, showed role-modelling behaviours that emphasized and reinforced the values inherent in the vision and in this way empowering people to achieve the vision. From my point of view since the first meeting they create an alliance based on partnership and trust, rather than power and domination. The two companies utilize common synergies in numerous areas, apart from sharing the platforms on which vehicles are built; they also exchange research and technological innovation (transmission engineering, fuel and cell research, and state-of-the-art engines). In order to facilitate coordination and improve performance, they create a cross-cultural teams and functional task team, in fact some employee were working on the same time in Renault-Nissan alliance even though they continue to stay in their original company. Another important aspect is that the Renault-Nissan alliances have joining together people of various national cultures and different corporate society into one company. Moreover, the leader had capitalized on the cultural differences between employees and he minimized firstly the stereotype and secondly the psychological distances between them. Furthermore the company since the beginning invested a lot of money for training 1500 Renault employee about the Japanese culture and 400 Nissan staffs about the French culture. This one the first good step for create a cross-cultural alliance, studying the opposite company culture, habit and background, both Japanese and French could understand better the opposite point of view, in order to avoid misunderstanding and play together for a common plan. When Carlos Ghosh arrived to Nissan, he plan to cut 21,000 jobs (from 147,000 to 148,000) by March 2003, so basically in three years, in addition he closed five factories and interrupted the historical supplier rapport with the Keiretzu. He did all of these actions in order to give a strong signal to the company and reduce to the minimum redundancy and cost. Another important aspect that Carlos completely change was the management process, before he came to Nissan a younger employee could not managing and old colleague because of the age and the seniority, in fact promotion were related to the sonority of the employee. He creates a completely new promotion rules, based strictly on performance, without any relation between ages of the employee. In this way he creates common rules between the two companies and on the other hand he motivates young and not members of the team to work hard. This was completely different from the Japanese culture, but after a while, when the Japanese emplo yee understood the benefits of this action, it was easier for them accepted and gave them also, a huge motivation, because of the egalitarian style. Moreover, he established nine cross-functional teams; each was led by two executive members and headed by a pilot. Further, team members were selected by the leaders and the pilot. The purpose was to create a cross functional and international team, in order to share competencies, experiences and see the company as whole together. Moreover, Carlos Ghosn in 2001 hired a high-profile female Japanese executive for heading Nissan communication department; in fact she was the first woman to lead an important function inside the company. This new person did not create any contrast inside the company, because of the new mentality that step by step the CEO was trying to build inside the Nissan-Renault company. In the past, in Japanese culture an act likes that could create problems or just loose of power from the manager, but because of the lon g training and the new cross-cultural vision, what in the past would be a conflict, now it is a new benefit. Undoubtedly, there were some radical cultural differences between the two companies, Japanese culture is more collectivistic, as oppose to the French one that on the workplace is more individualistic. This two particular aspect of cross-cultural were explained by Hofstede before and Trompenaars later, even if with some differences. As a matter of fact, the former conceptualize the differences between individualism and collectivism as general differences between cultures. The author point out that on a scale of 50 different countries, with values between 91 and 6, the IDV value for France people are 71 so pretty high, as oppose to the Japanese with only 41, which show a more collectivistic culture instead on individualistic. The latter, on the other hand emphasis more frequent reference to managerial implication, even though the general sense is really close to what Hofstede set out. This last aspect can be a practical point that Renault and Nissan managers and employee had studied du ring the first months training, with the purpose to avoid problems inside the cross cultural team and colleagues indeed. Moreover, Hofstede explained the different point of view that some countries have about masculinity and femininity, in fact based on the authors fourth dimension, he underlined that the Japanese country is the first country for masculinity, such as competiveness and performance, with a score of 95 out of 5 and France only 45 out of 5, definitely with more femininity values, for instance relationship and a concern for the quality of life. This shows a huge difference between the two countries, but due to the high Japanese masculinity, for Carlos Ghosn (Renault-Nissan CEO) was the perfect synergy, in fact Nissan employees found a strong new management, which gave to the alliance new rules, with a continue demand of high performance and even more hard competiveness than before, because more egalitarian. On the other hand, we can find in Hofstede also same synergy; the first one is with the power distance, in fact following the author research France (68/104) is slightly more hierarchical than Japan (54/104) which is more equalitarian, even though the substantial difference with the two countries is really minimal. The second possible common point is with the last Hofstede dimension the uncertainty avoidance, where both countries show a closer score (92/112 France and 86/112 Japan), which underline a predisposition for the roles; which definitely prove an important aspect for a strong alliance. As Trompenaars and Hampden -Turner (1997, Riding the Waves of Culture: Understanding Diversity in Global Business) identified and analyzed seven different dimension, one in particular is the neutral/emotional dimension, where they describe the cultural contrast between countries where emotions are masked and others where emotions are exhibit openly, also inside a business situation. Moreover, the two authors emphasis the cultural differences between south European and Japan, the former in general tend to exhibit without any separation between emotion and reasoning. The latter, on the other hand, demonstrate that the 74% of Japanese do not want to express inside a workplace strong emotions. The points just mention above are absolutely a cultural difference, which can create discontent and fracture inside a new alliance, if the respective company do not know that it is more a behavioural aspect rather than a value in itself. Furthermore, Trompenaars and Hampden -Turner also wrote about the role of societal culture at the organization level, believing that corporate culture is shaped not only by technologies and market but by the cultural preferences of leaders and employees. This is another important point that links the two authors with the new Nissan-Renault vision. A common aspect that both Hofstede and Trompeenars mention in their studied is the negotiation aspect, in some cases if the two parts do not know the opposite habit respect the understanding and agreement phases, these can create some misunderstanding and emphasis the difference between a Middle East country and European or Western Countries (USA). Indeed, during Renault- Nissan negotiation the two CEO (at that time were Schweitzer and Hanawa) met dozen times, with the purpose to learn, trust and understand each other and in this way imagine a future alliance between their companies. Therefore, the second step was to put together for six months (before the alliance) some of the top executives, with the aim of forging a formal alliance between the companies. After that Schweitzer and Hanawa chose 100 engineers and managers from both companies to work together, with the intent to joint team study and without any formal objective and free from cultural stereotypes. Both companies have i nvested time, resources and money for a long period negotiation with the purpose to discover the possible synergies without pay attention to the economical aspect. According to Schwartz researches, the two core bipolar dimensions identified were: Self-transcendence/ self- enhancement and Conservatism and Openness to change, the last one is the first link for the two companies, in fact, even though in different way, both have been opened to change. Nissan had completely changed management structure, part of the company vision and it become more transparent and communicative; on the other hand, Renault brought to Nissan important key people (CEO C.Ghosn, product development P. Pelata and finance T. Moulonguet), in order to give to the alliance strong brick for the companys revival. Moreover, both companies since the beginning have been opened to share engineers, idea and platforms. The second point correlated with Schwartz (2000) studies is with the three indices and in particular with Mastery and Harmony, where according to the authors research the Japanese culture appear more focus for control and change the natural and social environment. On the Renault- Nissan alliance this has not been a problem, because of the common vision focusing to restore Nissans company. According to Hall (1990) search he point out in his model the difference between high and low context societies. In the high context societies are often stress the importance of establishes good social relations based on trust and respect, this is an useful link with the point already mention before about the negation period coped with the two associates. Further, Hall identify three distinct categories: High- context, Medium- context and Low- context. Japanese culture reflect for the author more a high-context model, as opposed to France culture which result more on the medium-context categories; some of the points mention of this model could create inside the Renault-Nissan alliance some problem, because of the different way to think and manage the situation. According to Hughes and Weiss (Harvard Business Review, 2007) -The number of corporate alliances rises 25% a year. And those partnerships account for nearly 33% of many companies revenue and value. Yet the failure rate for alliances stays close at 60%-70%, that is because too many firms trust too much on conventional advice for managing alliances- -such as Focus on defining a business plan or Minimize conflict. The idea in practice from my point of view is that companies need to focus not only on the business plan but also on the partnerships working relationship and, rather than suppressing disagreements, exploring conflicts to find sources of value in partner companies differences. Therefore, the authors recommend five different practices in order to managing alliances: Develop the right working relationship Peg metrics to progress Leverage differences Encourage collaboration Manage internal stakeholders. The suggestion for the first one is to define exactly how the companies will work together. For example, clarify what mutual trust and respect mean to each of the corporations. Articulate how they will make decisions, allocate resources, and share information. The second point is to Peg metrics to progress,  alliances require time to pay off financially and alliance does not reach significant result in the first period, (month or even in the first year). Third points that the authors underline are the Leverage differences,  companies can share advantage from partners different, for instance: know-how, markets, customers, and suppliers. Yet other types of differences (such as contrasting cultures) can direct to uncomfortable conflict. Instead of hiding conflict, surface it and find ways to use your differences to create value. Another important practical point is to Encourage collaboration in fact if a problem come up, rather than prejudge someone or something, it is always better try to analyse of how both parties contributed to it and what each can do to improve it. The last one is to Manage internal stakeholders, in a practical way most of the external alliances depend on cooperation from internal units in each company. The purpose i s to be sure that all internal players are involved in supporting the alliance and committed for the success. From my point of view, the two authors express some important guide for making a good alliance, such as encourage collaboration, uses the differences for create value or create inside the company mutual trust and respect, all the points mention before are well express also inside the Renault-Nissan alliance, as some of the core value of the alliance. In addition, Carlos Ghosn definitely represents a strong figure for the alliance, probably a part of the heart of the company. He begun Nissan COO in 1999 and with the Nissan Revival Plan (NRP) gave to the alliance immediately clear qualitative and quantitative targets, with the aim to achieve all of them in no more than 3-4 year. He imposed a common restructuring, with tangible but challenging mission and a share vision The return to profit. Nevertheless, the NRP as mention before Ghosn gave a lot of importance about cross-cultural team, link both of companies with the same rules, since the first moment he always tried to avoid cultural stereotype and created work teams with both nationalities together. Carlos is a charismatic business man, but is also a clever CEO, who knows that he could not overcome or transcended cultural differences, only with is personal quality. Therefore, he mixed both leadership quality and cultural synergies with the intention to create the perfect allianc e. J. Collin and W. lazier (Beyond 1992) wonderful explain the role of a Leader, all the first chapter of the book Entrepreneurship (turning your business into an enduring company) is dedicate in leadership style. The two authors identified a guide for an effective leadership function and style; for the former they specified that the purpose is catalyze a clear and compelling vision that is shared by the group and is acted upon. For the latter, they recognized seven common elements for consider an effective leader style, plus the individual personality characteristics: Authenticity, Decisiveness, Focus, Personal Touch, Hard/soft people skills, Communication Ever forward All the points mentions above are decisiveness for build a strong leadership; as a matter of fact most of them are easily connected with Renault-Nissan alliance. The first share aspect is that Carlos Ghosn gave immediately an authentic vision for the new alliance and he carries this authenticity out to the major strategic decision made by the company. Moreover, he is a role model of the value and beliefs through his day-to-day actions, in this way all the company should be a role model of its philosophy as exemplified by its major decisions. The second point is absolutely the decisiveness , in fact Carlos showed immediately the ability to decide what it was better for the alliance and what not ( an example could be the historical supplier Keiretzu that he cut off, without any doubt, because not anymore essential for the company). Other important point already amply discuss before are be focus, Personal Touch and hard/soft people skills for instance, He creates a completely new promot ion rules, based strictly on performance and new cross- cultural teams, with the purpose to used the common synergies and learn from the future conflict. Communication is a crucial point for this alliance, because Carlos Ghosn has completely changed the way of how to communicate inside Nissan, in fact he establish an absolutely transparent, open, precise and functional communication inside the company but also outside such as the media. The CEO believes that if people do not know the priority, do not understand the strategy, where the company is going, which one are the critical objectives. For his point of view confusion is the first sign of trouble; with large amount of different cultures and countries, it is important to be precise and factual, in order that people can see and measure. To sum up, more or less ten years ago Renault-Nissan was considered an impossible alliance, there were apparently too many economical problems, cultural and organizational differences. However, during these eleven years the two companies have become the number four and five profitable largest car manufacturer companies on the world. Therefore, I would like to emphasize the last element of effective leadership style: ever forward mentality. Since the beginning, Carlos Ghosn has always moving forward progressing- before as an individual and later transmitting this new values to the alliance. This new open-mind way of how to think, collaborate, cooperate between teams and share ideas, combine two cultures and languages together, broken any kind of stereotypes and avoid cultural shock. With the aim to achieve an unique common goal be profitable again and create a longevity alliance. Renault-Nissan from my point of view is the perfect example of the effective power of a strong and well establish cross-cultural alliance. Doriana Carlucci S00402667

PSY 301, Introductory Psychology, Fall 2005, Exam 4 A :: UTEXAS Texas Psychology

Form A Name: __________________________ Date: _____________ Introductory Psychology, Fall 2005 (Hawkins) Exam 4 Instructions: Write your name and the date on the top of this exam. Your must turn in this exam along with your answer sheet. On the answer sheet, print your EID, blacken the letters of your EID and provide the other information requested. (Don't forget to put which form of the exam you took!) Remember to blacken your choice for each item on the answer sheet (A, B, C, or D) and completely erase your questions. Good luck! 1. The discovery that psychologically disordered behavior could result from syphilis infections facilitated the credibility and acceptance of: A) trait theory. B) psychoanalytic theory. C) the medical model. D) DSM-IV. E) the social-cognitive perspective. 2. Electroconvulsive therapy has proven to be effective in the treatment of: A) phobias. B) dissociative disorders. C) schizophrenia. D) depression. 3. Dr. Genscher believes that most psychological disorders result from chemical abnormalities. In her work as a therapist, Dr. Genscher is most likely to make use of: A) psychosurgery. B) EMDR. C) systematic desensitization. D) drug therapies. E) transference. 4. Psychotherapy is likely to be most effective when a client's problem is: A) clear-cut. B) the result of unconscious conflicts. C) long-standing and habitual. D) a response to a stressful life situation. E) self-inflicted. 5. Attitudes are ________ that guide behavior. A) norms and roles B) superordinate goals C) beliefs and feelings D) dispositional attributions 6. Which form of therapy is most likely to emphasize the importance of examining a person's role within a social system? A) systematic desensitization B) cognitive therapy C) psychoanalysis D) family therapy E) client-centered therapy 7. Expert pool players were observed to make 71 percent of their shots when alone. When four people watched them, they made 80 percent of their shots. This best illustrates: A) the foot-in-the-door phenomenon. B) social facilitation. C) group polarization. D) the bystander effect. E) the mere exposure effect. 8. Ksana insists that her boyfriend's car accident resulted from his carelessness. Her explanation for the accident provides an example of: A) the bystander effect. B) deindividuation. C) ingroup bias. D) the foot-in-the-door phenomenon. E) a dispositional attribution. 9. Which form of therapy has most directly contributed to the sharp reduction in the number of residents in U.S. mental hospitals? A) psychosurgery B) cognitive therapy C) electroconvulsive therapy D) drug therapy E) behavior therapy 10. The bystander effect refers to the tendency for an observer of an emergency to withhold aid if the: A) emergency takes place in a large city. B) observer has just endured a frustrating experience. C) emergency victim is a member of a different racial group than the observer.

English paper Essay

Will Durant, a U. S author and historian, writes, â€Å"Education is a progressive discovery of our own ignorance. † This means that all the knowledge people once had is misleading to what the truth really is. Similarly, in Plato’s â€Å"Allegory of the Cave† and Frederick Douglass’s â€Å"Learning to Read and Write† a painful process of gaining knowledge through all the ignorance is described. Plato describes a prisoner going on a journey to gain knowledge that is behind him, after he was stuck staring at a wall of shadows his whole life. He goes back to tell the other prisoners of his discoveries and they want to kill him. Douglass is a slave who learns to read and write, going through stages to achieve each step. As he begins gaining knowledge he finds the truth about slavery which startles him. Socrates’ idea that gaining knowledge is a difficult journey to undertake because by doing so it changes the way people see the world, as proven by Douglass’ experiences. In Plato’s â€Å"Allegory of the Cave†, Socrates illustrates a metaphorical story about attaining knowledge. He describes a cave with men who are chained, prisoners of the cave. They face a wall; that is all they can see because they cannot move their heads. They cannot even look behind them to see a walkway and a fire. As a person passes on the walkway, a shadow is projected onto the wall in front of the prisoners; this is all they know. Only the shadows are what is real to them because it’s all they have ever known. Socrates says, â€Å"How could they see anything but the shadows if they were never allowed to move their heads? † (Plato 479). The main point is that people cannot understand anything except what is being projected right in front of them. Socrates’ point is that society has a limited understanding of knowledge, and is ignorant about what is beyond the surroundings. To acquire knowledge of the truth beyond the cave, one prisoner is freed. As his eyes adjust to the light, he starts to see the real objects from the images that are projected onto the wall. He understands how the shadows were a false truth and just an illusion and he feels bad for the other prisoners still stuck in the cave. He understands that they are not seeing the truth. Socrates states, â€Å"What he saw before was an illusion†. So the  prisoner returns to tell the others about his knew knowledge, but they couldn’t understand what they were being told. The other prisoners will not accept the knowledge the escapee has learned and my even put him to death. But the chained prisoners don’t understand that the whole world outside the cave is more real than the false illusions, or the shadows being projected onto the walls. Society doesn’t want to accept knew knowledge; people often resist changing what they know. Socrates’ prisoner goes through stages or the process of knowledge, which is also shown in Douglass. In the allegory, when the prisoner first leaves the cave he stares at the sun and cannot see; it takes time to get accustomed to the brightness. Socrates describes, â€Å"And first he will see the shadows best, next the reflections of men and other objects in the water, and then the objects themselves† (Plato 480). In time the prisoner will begin to understand the â€Å"realities† (Plato 480) that he is facing by going through the stages. This is shown in Douglass as well. Douglass is first taught to read by Mistress Hugh, but then she refuses to teach him. So Douglass turns to kids that he makes friends with to finish teaching him to read. Douglass Sates, â€Å"The light broke in upon me by degrees† (Douglass 73); in other words, education is being achieved in stages. This is like the prisoner going through a process of gaining knowledge. Once Douglass is introduced to reading, he teaches himself to write by tricking the white boys into helping him learn. The process endured outside the cave by the prisoner- or the process endured by Douglass- will be â€Å"tedious† (Douglass 74), and take time, but steps must be taken to gain any knowledge. The process of gaining knowledge can be painful; Socrates idea of pain by being enlightened is played out in Douglass. When the prisoner is in a cave he is comfortable with the shadows on the wall and his surroundings, but if the prisoner is freed he will feel pain: â€Å"And if he is compelled to look straight at the light, will he not have a pain in his eyes which will make him turn away to take refuge in the objects of visions which he can see† (Plato 480). The new knowledge that he will gain is so different than what he is used to. This can be seen likewise in Douglass as well. When Douglass learns to read he learns the truth of slavery which â€Å"tormented† (Douglass 71) him. He writes, â€Å"It opened my eyes to the horrible pit, but no ladder upon which to get out† This is similar to the prisoner leaving the cave. He understands slavery and his rights are taken away, they ways that they are taken from their homes and made into nothing is so cruelly wrong. This causes him great pain; the only thing he has to look forward to is the hope of being freed. Because becoming enlightened is a painful process, many will resist or challenge what they believe, as illustrated by Socrates and Douglass. After the prisoner goes on his journey of being enlightened, he goes back to the cave to tell his friends what he has learned, but they reject him. Socrates says, â€Å"If any one tried to lose another and lead him up to the light, let them only catch he offender, and they would put him to death† (Plato 482). The other prisoners think he is being â€Å"ridiculous† (Plato 481) and want to put him to death for his story about life outside the cave. They don’t understand that they are the ones trapped in ignorance and the freed prisoner is telling them the truth. This also plays out in Douglass. Mistress Hugh began by being a caring lady and teaching Douglass how to read, but slavery soon made a big impact on her. â€Å"I have had her rush at me with a face made all up of fury, and snatch from me a newspaper, in a manner that fully revealed her apprehension† ( Douglass 70). The violence she projected toward Douglass when snatching the paper from him shows the resistance she now has toward him being educated. Many will resist being enlightened because society doesn’t like to change what they already know. While society tends to resist enlightenment, those who are enlightened cannot return to their former ignorance, and pities others who are stuck there; which is shown in Plato and Douglass. When the prisoner went on his journey after being freed from the cave he learned all about the false notions he was living in the cave. Socrates says, â€Å"And when he remembered his old habitation, and the wisdom of the den and his fellow-prisoners, do you not suppose that he would felicitate himself on the change, and pity them? † (Plato 481). The prisoner feels bad for the others because they are trapped in ignorance and cannot see the truth like he has. This is also shown in Douglass.

Institute for Healthcare Improvement Organization

Institute for Healthcare Improvement Organization Introduction The Institute for Healthcare Improvement is one of the largest organizations within the United States (US) that affects change in the health environment. The organization offers training courses to personnel in the medical profession at global and community levels. Thus, this analytical treatise attempts to explicitly review the role of nurses in the Institutes for Healthcare Improvement activities.Advertising We will write a custom essay sample on Institute for Healthcare Improvement Organization specifically for you for only $16.05 $11/page Learn More Role of Nurses in Effecting Change Enormous increase in health care costs is increasingly becoming a concern to government, corporate as well as personal budgets. Draper et .al (2008) revealed that the health care expenditures have increased by an average of two percent higher than the growth of GDP for the past fifty years. The underlying concern is that if this trend continues, health care expe nditure is likely to consume more than twenty-percent of government expenditure in most countries by 2050. The trends in government expenditure are disturbing. However, this organization promotes efficiency in service delivery, hence reducing the cost of services at health facilities. Since nurses have a primary contact with the patients, participation on the efficiency management at the Institute for Healthcare Improvement organization will greatly reduce the unnecessary costs such as wastages and misuse of health provision instruments (Draper et al. 2008). The general agreement is that wellness programs run by the Institute for Healthcare Improvement have profound positive benefits to both the administration and patients. Through these initiatives, patients have the opportunity to live happier, healthier, longer and more productive lives. Being the most important assets to an organization, improved productivity of health institutions presents a bundle of benefits to the administra tion. The development and implementation of wellness programs and health programs is initiated and managed by nurses. As a result of involvement of nurses in this change process, hospitals and other health facilities are likely to experience dramatic shift from a culture of treatment to prevention (Jennings et al. 2007). When developing records management mechanisms, numbers of setbacks befall health program providers. Data storage has become a complex element in records keeping. This problem is further complicated by merger of health facility departments and integrated health delivery services. Fortunately, the records management and treatment skill offered by the Institute for Healthcare Improvement equips nurses with the relevant skills of micro managing records especially in the remote health facilities. Thus, a nurse involved in the records management course offered by the Institute for Healthcare Improvement will have necessary expertise in professional records management of p atients (Draper et al. 2008).Advertising Looking for essay on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More The concept of leadership can be broadly defined as the intrinsic ability to internalize a setting with the intention of empowering a group or team to proactively and creatively contribute towards problem solving. On the other hand, management, in the broad spectrum, can be defined as the process in an organization that is inclusive of setting, strategic planning, managing resources and deploying the needed resources to realize specific objectives that are measurable within a specified period of time. The Institute for Healthcare Improvement encourages nurses to offer primary leadership and management skills in implementing changes through the participatory approach (Jennings et al. 2007). Conclusion Leadership inspires the need to contribute proactively towards creation of a suitable environment for closin g the gap that may exist between a challenge and its solution. A nurse participating in the change activities of the Institute for Healthcare Improvement may offer creative leadership which is a rich recipe for an imaginative response to stimulation. The stimulation creates a wider chain of adaptation of viable solutions when implementing change in the healthcare environment. References Draper, D. A., Felland, L. E., Liebhaber, A., Melichar, L. (2008). The role of nurses in hospital quality improvement. Web. Jennings, B., Baily, A., Bottrell, M., Lynn, J. (2007). Health care quality improvement: Ethical and regulatory issues. Retrieved from thehastingscenter.org/uploadedFiles/Publications/Special_Reports/Health%20Care%20Quality%20Improvement.pdf

Human Evolution factors and proofs essays

Human Evolution factors and proofs essays Human evolution is the theory that states that humans developed from primates millions of years ago. Generation by generation the genetic composition of Primates changed which eventually created humans today. There are many factors and proofs to justify this theory. The main factor was climate and the need to move locations. Fossils that were found in France were huge evidence that evolution really was how humans came to be as they are today. The main factor effecting evolution is climate. When climate changed, within time the Homo sapiens were forced to move. Because the location changed their diet was forced to change as well. Instead of only eating vegetation and nuts the Homo sapiens started eating meat. The result of eating meat forced their brain to grow from the protein, their figure started to change and they started to develop canine teeth. During the Ice Ages the Sahara desert expanded which allowed the Homo sapiens to move to Australia. While they were moving through Eastern Europe they encountered new animals. The Homo sapiens then developed better tools, such as spears, to kill off the new predators. The Homo sapiens then encountered the Neanderthals. This created a war between the two species. The Homo sapiens eventually beat out the Neanderthals and the Neanderthals became extinct. Around 10 000 years ago, once the Ice Age was over, many mammals became extinct due to the great climatic change. Humans, however, were the smartest mammals and were able to find ways to survive. Isolation was another factor of evolution. Being isolated for a long periods of time let certain traits the Homo sapiens had take over and it let certain traits die. Climate was the overall main factor of evolution and it played the biggest role. There are many proofs of Evolution. Fossils have been found that indicate that humans have not just existed but have evolved over time. Scientists have analyzed the bon ...

Comparative Analysis of American and Soviet Perspectives on the 1962 Essay

Comparative Analysis of American and Soviet Perspectives on the 1962 Cuban Missile Crisis - Essay Example The two nations have some valid grounds for assigning different relevance to different truths, and even to similar truths. Apparently, the truths themselves, regardless how popular, understood, or overlooked, are similar for both (Fursenko & Naftali 1997). Furthermore, as claimed by Fursenko and Naftali (1997), even nowadays, the crisis is not accurately known. Scholars on both sides have concentrated on how the events of the crisis have made subsequent leaders more cautious and more keenly sensitive to the importance of preventing decisions that could provoke another war. However, there is insufficient knowledge in the United States as to the reason that incident is referred to by the Soviet as the ‘Caribbean crisis’, and how it may be critically considered as originating even partly from the U.S. decisions (Hirschbein 1997, 137). There is insufficient knowledge in the Soviet as to the reason it is appropriately viewed in the U.S. as a crisis caused by the covert entran ce of Soviet medium-range missiles into Cuba. And in these two nations there is inadequate focus on and knowledge of the entire interaction process, including not just conflicting points of view but conflicting paradigms of significant truth, or distinct groups of realities (Garthoff 1989). As stated by Nathan (1992), especially dissimilar base levels of transparency of documents or source materials in both nations complicate the issue of trying to attain some kind of consolidated historical and political point of view. The Cuban Missile Crisis: Comparing the Perspectives of U.S. and the Soviet Union The Soviet Union and the United States are superpowers with global ambitions, and at times those ambitions come to blows. Crisis management is needed if conflicts... This research aims to evaluate and present the Soviet Union and the United States as superpowers with global ambitions, and at times those ambitions come to blows. Crisis management is needed if conflicts occur; but crisis avoidance rooted in political control and recognition of dissimilarities is much to be desired. Reductions and regulations of arms control are vital in themselves and since they can positively influence political affairs. Nuclear war avoidance, and thus avoidance of any war implicating the Soviet Union and the United States, is of the greatest concern. Analyzing the experience and understanding the importance of the missile crisis of 1962 can help both nations to ascertain not only that this problem never happens again, but also that a bigger crisis never arises. The United States focused on crisis management. This inclination is true generally, and with regard to analysis of the Cuban missile crisis. In contrast, in the Soviet Union the common tendency and utmost attention paid to the 1962 Caribbean crisis has been aimed at improving crisis avoidance and political acceptance, instead of crisis management. Strangely invalidating the common stereotypes, the Americans have been moderate, cynical pragmatists, believing that, unfortunately, conflicts will arise and should be cautiously handled, whereas the Soviets have seemed to be hopeful, if not totally unrealistic, in claiming that crises can and should be avoided by political co-operation.

Journal 4 Essay Example | Topics and Well Written Essays - 250 words - 6

Journal 4 - Essay Example It is unfortunate that many people do not recognize that God ha such love for us (Greidanus, 2007). The course enabled me to gain familiarity with the challenges that Jesus faced when he was on earth. I am happy that he set a perfect example for us to emulate. Jesus did promise his disciples that he would provide them with his holy spirit. Notably, God’s Holy Spirit still guides us today. It is comforting to recognize that God and Jesus understand the criticality of the times we are living. Therefore, we have the gift of the Holy Spirit who guides us on the right way. In addition, the course made me realize that Jesus does intercede for us. The fact that Jesus intercedes for us proved to be very comforting to me because there are times when I feel that it is impossible to express my true feelings to God (Malone, 2006). As an imperfect human being, I find it comforting to realize that Jesus who understands the challenges on earth intercedes for us Christians. The course introduced the angels and their purpose. From the course, I learned that the angels were present during creation and that they celebrated the good work that God did. However, the example of Satan, who chose to challenge the sovereignty of God served as a warning to me as a Christian. Since Satan understands his fate, he is determined to lead as many people as possible astray. My greatest concern in the period we are living in is whether I will be able to survive and resist the temptations of Satan. Therefore, I am praying for myself continuously that I may be able to appreciate God’s love that He showed through His son and helped God give an answer to his adversary Satan (Greidanus, 2007). However, there are still aspects of the judgment period that I do not understand fully, especially the ones revealed in the book of