Free Essays on Picture of Dorian Gray: A Quick Analysis :: The Picture of Dorian Gray Essays

A Quick Analysis of Dorian Gray The story begins as basil Hallward, a painter, is working on a depicting depict a new-made man named Dorian Gray. His friend, cleric enthalpy Wotton, is visiting and tells him that he thinks it is the best work Basil has ever done. He wants to hunch over who the young man is in the video, as his good looks are apparently very striking, but Basil is reluctant to talk some it. Lord Henry insists upon clash Dorian, and even offtually Basil introduces them, after warning Lord Henry not to try to influence Dorian, because he is a sad influence. Dorian promptly takes to Lord Henry, fascinated by the way he talks and his unique view of the world, which is pretty annoying, to me anyway. Lord Henry takes Dorian outside and makes a delivery about how he thinks beauty is everything and that Dorian should not waste his youth because it is the most important thing in the world. Well, at least hes not shallow or anything like that. When Basil finishes that painting, Dorian throws a hissy fit because he realizes that while he grows old and ugly, the painting will remain forever young. He wishes that the painting would age and he would remain beautiful forever. Way to go, Dorian. The next day, Lord Henry visits his uncle, Lord Fermor, and finds out more about Dorians past and his parentage. He finds himself utterly obsessed with Dorian and the power he feels he has over him. Later, he visits his aunt, Lady Agatha, and Dorian is there. We get to hear more of his controversial opinions on several(prenominal) topics. Everybody seems appalled at the way he thinks, but I guess he is so charming that they eat it right up. Afterward, Dorian ditches Basil to go out with Lord Henry, which is pretty cold. Anyway, a month later, Dorian tells Lord Henry that he has fallen in love with an actress named Sybil Vane. They have a negotiation in which Dorian explains how he met Sybil (inspired by Lord Henry and wanting to know everything about lif e, he went to a playhouse in a bad part of town, saw her in a Shakespearean play, and was so smitten that he returned to see her every night since) and Lord Henry offers even more(prenominal) of his views, which mainly consist of (more) uppity, self-centered generalizations, not to mention the constant objectifying of women.Free Essays on painting of Dorian Gray A Quick Analysis The Picture of Dorian Gray EssaysA Quick Analysis of Dorian Gray The story begins as Basil Hallward, a painter, is working on a portrait depicting a young man named Dorian Gray. His friend, Lord Henry Wotton, is visiting and tells him that he thinks it is the best work Basil has ever done. He wants to know who the young man is in the painting, as his good looks are apparently very striking, but Basil is reluctant to talk about it. Lord Henry insists upon meeting Dorian, and eventually Basil introduces them, after warning Lord Henry not to try to influence Dorian, because he is a bad influence. Dorian ins tantly takes to Lord Henry, fascinated by the way he talks and his unique view of the world, which is pretty annoying, to me anyway. Lord Henry takes Dorian outside and makes a speech about how he thinks beauty is everything and that Dorian should not waste his youth because it is the most important thing in the world. Well, at least hes not shallow or anything like that. When Basil finishes that painting, Dorian throws a hissy fit because he realizes that while he grows old and ugly, the painting will remain forever young. He wishes that the painting would age and he would remain beautiful forever. Way to go, Dorian. The next day, Lord Henry visits his uncle, Lord Fermor, and finds out more about Dorians past and his parentage. He finds himself utterly obsessed with Dorian and the power he feels he has over him. Later, he visits his aunt, Lady Agatha, and Dorian is there. We get to hear more of his controversial opinions on several topics. Everybody seems appalled at the way he thi nks, but I guess he is so charming that they eat it right up. Afterward, Dorian ditches Basil to go out with Lord Henry, which is pretty cold. Anyway, a month later, Dorian tells Lord Henry that he has fallen in love with an actress named Sybil Vane. They have a dialogue in which Dorian explains how he met Sybil (inspired by Lord Henry and wanting to know everything about life, he went to a playhouse in a bad part of town, saw her in a Shakespearean play, and was so smitten that he returned to see her every night since) and Lord Henry offers even MORE of his views, which mainly consist of (more) uppity, self-centered generalizations, not to mention the constant objectifying of women.

Miss Wright :: essays research papers

Tuskegee To VoorheesIn the book, Tuskegee To Voorhees, I learned about the life of Elizabeth Evelyn Wright. Elizabeth was born(p) on Au attack 18, 1872 to Virginia and Wesley Wright. She was one of twenty-one sisterren who many within her community thought of her as a child to be of no great call up because she was black and female. Elizabeth proved everyone to be wrong. She had a vision. Elizabeths vision was to serve her people where she felt her service was most needed. She wanted to provide an educational upbringing that would enable boys and girls a foundation to obtain an honest and respectable living that would be recognized by all races. Elizabeth had a vision but introductory she needed to educate herself in order to carry out her vision.Elizabeths education began at the age of seven or eight and because she was an inquisitive child she learned a lot. Her mind was constantly wondering and thirsting for knowledge. While attending school and sitting down on a bench durin g her break, a gust of wind brought a raggedy piece of paper to Elizabeths feet and she picked it up. The piece of paper succinctly told how poor colored boys and girls could get an education by working their mood through school. The idea of being able to pay for school intrigued Elizabeth and she kept the paper until it was time for her to attend school for a useful career. The school was Tuskegee industrial Institute.It took a lot of convincing and coercion from Elizabeths teacher-friend to get permission from her guardians who were her uncle and grandmother to let her attend Tuskegee. They felt that she was too young and innocent to be attending a school so far away from home. They also believed that she was setting herself up for failure. After much consideration, they decide to let Elizabeth go to Tuskegee to tho her training.Upon arrival to Tuskegee, Elizabeth was amazed at what she saw. She saw intelligent young men and women of her race. She quickly decided that she must f ind her place there and adjust herself to her untested surroundings in the best possible way. She began evening classes since her money could not afford her day classes.

The Joint Commission: National Patient Safety Goals for Medicare Based

The knock Commission National Patient safety device Goals for Medi wield Based Long Term C beThe Joint Commission is a nonprofit organization that focuses on improving the Healthcare system. They do this by regulating and evaluating health care organizations, helping them improve and give a more powerful and safe care (The Joint Commission, 2012). The National Patient safety goals are ways in which the joint commission strives to improve the way health care is provided (The Joint Commission, 2012). Effective on January 1, 2012, the Joint commission came up with new ways to improve the Care of Medicare Based Long term Care facilities and provided Safety regulations to be followed. In order to better understand the impact that this regulations have in the healthcare, it is necessary to identify and describe the purpose of each regulation, and emphasize on the impact that falls in particular, can have among the geriatric patients.Safety Goals and PurposeIdentifying patients correctl y when providing Care Nurses are supposed to have two nonmigratory Identifiers when trying to care for a patient for the first time and after that, one identifier is acceptable. Identifiers such as Room number or location are not acceptable. To ensure this is carried out correctly nurses must ask for two identifiers in situations such as specimen collection, when providing treatments or when collecting blood for clinical testing (containers must be labeled in front of the patient). The Purpose of this guideline is to ensure that the patients are been properly identified and that they are receiving the right treatments and medications (The Joint Commission, 2012).Using Medications SafelyReduce Harms associated with Anticoagulant Therapy This goal e... ...m, and taking these basic precautions will take health care to the next level. ReferencesJones, D., & Whitaker, T. (2011). Preventing falls in ripened people assessment and interventions. Nursing Standard, 25(52), 50-55. Jr, K. R., & Barber, C. E. (2011, August 29). Preventing falls in the elderly. Retrieved from http//www.ext.colostate.edu/pubs/consumer/10242.htmlPeel, N. M., Travers, C., Bell, R. R., & Smith, K. (2010). Evaluation of a health service delivery intervention to promote falls cake in older people across the care continuum. Journal Of Evaluation In Clinical Practice, 16(6), 1254-1261. doi10.1111/j.1365-2753.2009.01307.xThe Joint Commission. (2012, January 01). National patient safety goals Medicare establish long term care. Retrieved from http//www.jointcommission.org/assets/1/6/NPSG_Chapter_Jan2012_LT2.pdf

Critical Lens Essay :: essays papers

Critical Lens EssayWhenever someone performs a task, he/she can job over it carefully,or do a rushed job. A student writing an essay describing the causesof the American Revolution, or a president proposing ways to closedown WorldWar II illustrate two situations where both simple and complicated waysto address a problem exist. Writing a non-analytical solution to theessay question would be easy to do. Likewise, dropping atomic bombsover cities, razing them and eliminating many people would not beentirely morally correct. H.L. Menckens assertion that for everyproblem there is one solution which is simple, neat, and wrong isexcellent for assessing the literary elements in two works Fences byAugust Wilson and reversal Falling on Cedars by David Guterson. Fences isfilled with difficulties between characters, and many of these were notreconciled in a proper manner. One problem involved Cory, a highschool student and his father, troy weight. Cory, an accomplished footballplayer wanted to focus on his team and play in college. However, hisfather was against Corys goals, insist he prioritize his work andhouse chores over the football. Ordinarily, there is nothing wrongwith a parent making major decisions for his/her children, but in thiscase, Troys solution to the problem was simply to go behind Corysback and revoke his membership on the team. Going behind ones back isan easy way out of resolving a problemthe person was plainly tooindolent to spend the time to find a more mutually acceptablesolution. Troys demeanor is unacceptable not only with Cory, but alsowith other characters in the book. For example, when Lyons asks himfor a slender amount of money, Troy creates a big scene, detailingproblems he had had in the past with getting credit, such as paying forfurniture through ten-dollar periodical installments. It is clear thatTroy is rather selfish, for he tries to keep what little amount ofmoney he has for himself. In Snow Falling on Cedars, read ers observe diametrical types of problems. While those in Fences tend to be betweentwo people, those in Gutersons book usually involve a large group ofpeople, a lot the entire town of San Piedro. The principal questionthroughout the novel centers around who killed Carl Heine. The entiretown seems to show prejudice against Kabuo, primarily because he isJapanese. This prejudice is unequivocal even in affairs unrelated toKabuos trial. In a descriptive paragraph about life in San Piedro,readers learn that Japanese workers at the Port Jefferson mill were

Cheap Stunts :: essays papers

Cheap StuntsTopic Using basic techniques combined with creative thinking to earn stunts and limited FX, in low-budget photograph making. This paper has been written with the low budget film maker in mind. Seeing as though I am personally used to working with little or no money to produce a film or a video, I subscribe to always searched, through nessicity, for new ways to create effective looking stunts, special effects, and in general unique looking scapes, devices and looks in my movies. Of course stunts and special FX may not be your cup of tea when it comes to making or watching a film, and this is fair enough. If a dialogue laden script and never-ending two shots and close-ups take your fancy, then Im sure you dont need to be told how to achieve this. It is simply a matter of report the script, then setting up the camera and shooting it, generally speaking. However when it comes to low budget film making these days I feel that the film maker must make a s pecial effort to produce a movie that is unique and interesting for an audience to experience. This does not necessarily base that the film maker must load the film with cheap stunts, blood and guts to grab an audiences attention. However they should at least subdue to create something that is very original and makes the audience question how they achieved the results that they did, even if the movie does consist of only two shots and close-ups. In the case of this type of movie (two shot/close-up style), the obvious place to start with creative thinking is when writing the script. However this should be fundamental to any script, story or idea. First of all, whoever you are, you must slang that it isnt money that makes a good film, it is the idea and how that idea is achieved in creative ways. Of course its a great thing if you do take a little bit of money to put towards a film, however, throwing around creativeness will always win over throwing around a gross ton of cas h at a film, I believe anyway. You probably already have realised this, but for the uninitiated, this is the core theme of this paper use your creativity where possible, not your money.

Cheap Stunts :: essays papers

Cheap StuntsTopic Using basic techniques combined with creative thinking to achieve stunts and special FX, in inexpensive film making. This paper has been written with the low budget film snitchr in mind. Seeing as though I am personally apply to working with little or no money to produce a film or a video, I have always searched, through nessicity, for new-sprung(prenominal) ways to create effective looking stunts, special effects, and in general unique looking shots, devices and looks in my movies. Of course stunts and special FX may not be your cup of tea when it comes to making or watching a film, and this is fair enough. If a dialogue laden script and endless two shots and close-ups take your fancy, then Im sure you dont need to be told how to achieve this. It is simply a matter of writing the script, then setting up the camera and shooting it, generally speaking. However when it comes to low budget film making these days I feel that the film maker essenti al make a special effort to produce a movie that is unique and interesting for an audience to experience. This does not necessarily mean that the film maker must load the film with cheap stunts, blood and guts to grab an audiences attention. However they should at least try to create something that is very received and makes the audience question how they achieved the results that they did, even if the movie does consist of only two shots and close-ups. In the case of this type of movie (two shot/close-up style), the obvious place to assume with creative thinking is when writing the script. However this should be fundamental to any script, story or idea. First of all, whoever you are, you must realise that it isnt money that makes a good film, it is the idea and how that idea is achieved in creative ways. Of course its a great thing if you do have a little stain of money to put towards a film, however, throwing around creativity will always win over throwing around a ton of c ash at a film, I believe anyway. You probably already have realised this, but for the uninitiated, this is the core theme of this paper use your creativity where possible, not your money.

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Theory of Knowledge Divided line (Republic Book VI) What are the 2 worlds? What are the 4 divisions? The Greek terms The specific examples Allegory of the spelunk (Republic Book W) What is the story? Platos method Socratic dialogue/method Socratic irony Why does Socrates never give the answer? 2 reasons what are they? Socratic dialogue + Socratic irony = TRUTH Platos trilogy of works on the end of Socrates life Apology Socrates defense 2 charges against him what are they? Crito Socrates in Jail, discussing JusticePhaedo the death of Socrates Philosophers unskilled speakers Quest for knowledge Never claim they have knowledge Have a duty to enlighten other state even if the other people dont want it Believe in guiding others to the answer, non giving it directly Always searching for the TRUTH Socrates, Plato, Aristotle Sophists Paid speakers Taught nobility, honor, and excellence Uses rhetoric (eloquent, fancy language) to sidestep and deceive other people into thinking like they do, into accepting their values They pretend to have the answers to ll forelands, but they dont They teach in order to gain wealthiness and power Do not seek the truth Will spoon-feed the answer to their teachers Politicians, businessmen, etc.Gorgias, Meno, Protagoras Horse and gad zap example Socrates is the fly, Athens is the horse The horse is fat and lazy, and the fly is trying to annoy the horse to get it to move Athens is ignorant and lazy, and Socrates is trying to push the people to learn It is not easy, because one mans power is not enough to move the entire nation all Socrates can do is keep trying Platos Meno The question what is virtue? The examples Socrates and Meno use to try and answer the question Bee Shape Color Health & strength What is the problem with Menos answers? Opinion vs. Knowledge (doxa vs. episteme) July 1st, 2nd, and 3rd notes What are the similarities?

Joint Strategic Needs Assessment

Joint St regulategic ask Assessment ROTHERHAM May 2011 -2- Table of Contents What is a Joint Strategic Needs Assessment (JSNA)? Why do we need a JSNA? . 1. Demographic Profile 1. 1 1. 2 1. 3 1. 4 1. 5 1. 6 1. 7 1. 8 1. 9 1. 10 1. 11 1. 12 2. 6 6 commonwealth f bes . Age Profile Gender Profile . Birth drift .. Black and non advance Ethnic (BME) Population Profile . Disability Profile . Population by Religious grouping Population by Migrant Status .. outlet of Households .. Analysis of Areas of Deprivation Social trade Categories and Urban/Rural Classification .. Sexuality 7 7 10 11 12 16 20 21 21 23 25 25 Social and Environmental Needs Assessment 2. 1 2. 2 2. 3 2. 4 2. 5 2. 6 2. 7 2. 8 2. 9 2. 10 2. 11 2. 12 2. 13 2. 14 2. 15 2. 16 2. 17 2. 18 2. 19 2. 20 2. 21 2. 22 2. 23 2. 24RMBC Strategic trapping Role Council Housing Stock Private Sector . Housing Tenure .. .. Ethnicity . everyplacecrowding ..Living Al integrity . Summary of Housing Demand in Rotherham .. Conditio n of Stock . inexpensive Warmth and Fuel P everywherety .. Energy . Empty Properties ..Affordability .. Household Income Central Heating .. nark to Car or Van .. Overall Employment Rate . Working Age People on Out-of-Work Benefits (NI 152) . subject on Out-of-Work Benefits in Worst Performing Areas (NI153) Contact with Mental health Services whilst Employed (NI 150) . Unemployment Rate Claimant itemize .. Recent national Economic Down-Turn .. Aver duration Incomes .. 26 26 27 27 28 29 30 31 33 34 36 37 38 40 42 3 44 46 47 47 48 49 49 50 -32. 25 2. 26 3. Smoking . Eating Habits .. . Alcohol Physical Activity . Obesity General profile of burden of ill health .. Diabetes . Circulatory Diseases Cancer Chronic clogging Pulmonary Disease (COPD) . Infectious Diseases ..Trauma Musculoskeletal . 70 84 88 97 108 109 114 115 Mental wellness Needs Assessment 5. 1 insane asylum .. 5. 2 National Picture .. 5. 3 Local Picture 5. 4Differences in the Extent of Mental health Problems .. 5. 5 Local Services . 5. 6 pecuniary Costs National Level . 5. 7 Financial Costs Local Level .. 5 . 8 User Involvement .. 5 . 9 appear Patterns Appendix 1 Indices of Multiple Deprivation . 6. 54 56 57 63 66 Burden of Ill Health 4. 1 4. 2 4. 3 4. 4 4. 5 4. 6 4. 7 4. 8 5. 51 53 Lifestyle and Risk Factors 3. 1 3. 2 3. 3 3. 4 3. 5 4. Access to Services Satisfaction of People Over 65 with Home and Neighbourhood (NI 138) .. 118 119 120 131 141 147 147 151 152 153 Learning Disability Needs Assessment 6 . 1 6. 2 6 . 3 6. 4 6. 5 6. 6 6. 7 6 . 8 6. 9 6. 10 6. 11Numbers of People with a Learning Disability . disbursement for Learning Disabilities in Rotherham for cc9/10 Local Analysis . BME Population National Analysis BME Population Rotherham in 2010 Life Expectancy of People with Learning Disabilities .. Health of People with Learning Disabilities in Rotherham .Employment . Housing .. Residential and Nursing C be in Rotherham club Based Services for People with Learning Dis abilities 154 155 156 one hundred sixty 160 161 161 164 165 166 167 -46. 12 7. 169 169 170 174 177 178 180 183 Early Access for Women to Maternity Services (NI 126) Number of People Accessing NHS Dentistry ..Uptake Rates for Seasonal grippe Jab . Screening for Breast Cancer Access to GUM services Long Acting Reversible Contraception Methods Access to NHS Funded Abortions before 10 weeks? maternal quality . 187 187 189 191 193 193 194 User Perspective on Social and Health C be 9. 1 9. 2 9. 3 9. 4 9. 5 9. 6 9. 7 9. 8 9. 9 9. 10 . 11 9. 12 10. National Profile of Need for Social Care . Promoting Independence and Developing Community Support . Rotherham Profile of Need for prominent Social Care .. Informal Care Needs Analysis . Home Care Services Residential Care Intermediate Care . Analysis of Community-Based furnish Access To Health Services 8. 1 8. 2 8. 3 8. 4 8. 5 8. 6 8. 7 9. 168 Social Care Needs Assessment 7. 1 7. 2 7. 3 7. 4 7. 5 7. 6 7. 7 7. 8 8. Carers . Support h onest-to-god People Receive in order to Live singly at Home Respect and Dignity in their Treatment (NI128) User Perspective on Social and Health Care Neighbourhoods and Adult Services (NAS) inquiry .. Patient Survey Programme Findings for Local Institutions Patient Survey of Local Community Mental Health Services Patient Survey of Local Community Health Services Patient Survey of Local In-Patient Services RFT Patient Survey on Access to Primary Care Patient Survey on Choice to Primary Care . Black Minority Ethnic (BME) Mental Health Consultation Event .. Consultation with Focus Groups and Individual Interviews Consultation at Fair? s Fayre . 198 198 198 207 208 209 210 211 213 213 213 219 Children and Young Peoples Needs Assessment 10. 1 10. 2 10. 3 10. 4 10. 5 10. 6 General Health Proportion of Children in P everywherety .. Prevalence of Breast Feeding at 6 to 8 Weeks from Birth . Teenage Pregnancy (Under 18 and Under 16 Conception evaluate) . Obesity among Primary Schoo l Age Children in Reception Year and Year 6 .. Infant Mortality 221 222 223 225 227 229 -510. 10. 8 10. 9 10. 10 Uptake of Chlamydia Screening in Under 25s Percentage DMFT in 5 Year Olds . Children Killed or Seriously Injured on Roads (persons under 16 geezerhood) .. Proportion of Children who Complete Immunisation by Recommended Ages . 10. 11 Parental Experience of Services for Disabled Children .. 11. 229 229 230 233 234Area Assembly Needs Profile 11. 1 11. 2 11. 3 11. 4 11. 5 11. 6 11. 7 Rother Valley South . Rother Valley West .. Rotherham wedlock .. Rotherham South .. Wentworth sum Wentworth South .. Wentworth Valley .. 244 247 249 251 254 256 258 Glossary 261 -6- What is a Joint Strategic Needs Assessment (JSNA)? The Joint Strategic Needs Assessment (JSNA) establishes the current and future health and social care needs of a tribe, leading to improved outcomes and reductions in health inequalities.The JSNA informs the priorities and targets set by Local Area Agreements, leading to agreed commissioning priorities that exit improve outcomes and reduce health inequalities throughout the Borough. The JSNA marks the beginning of a process which allow inform service reconfiguration, commissioning and decommissioning of services. The JSNA will evolve over the coming months and years as the demographic and health profile of the residential area changes. Information gathered in the Joint Strategic Needs Assessment will be used to clear a needs profile for Rotherham.It will be used to target resources at those in most need. Why do we need a JSNA? Since 1 April, 2008, Local Authorities and Primary Care Trusts are under a statutory duty under the Local Government and Public Involvement in Health Act to produce a Joint Strategic Needs Assessment (JSNA). The Operating Framework for the NHS in England 2008/2009 refers to the importance of the JSNA in intercommunicate portion Operational Plans. The JSNA underpins a number of the World Class Commissioning c ompetencies. The JSNA forms the basis of the new-made duty to co-operate.This partnership duty involves a range of statutory and non-statutory partners, informing commissioning and the development of appropriate, sustainable and effective services. Joint Strategic Needs Assessment pith Dataset This document fully complies with the Department of Healths JSNA Core Dataset, published on 1st August, 2008. It focuses on health and social care needs, breaking these down to Area Assembly level so a safe understanding of these needs can be established for joint commissioning purposes. -7- 1. Demographic Profile 1. 1 Population NumbersRotherham is one of four metropolitan boroughs in South Yorkshire, covering an area of 118 square miles with a flock of 253,900 (2009). The population of Rotherham has been rising by 1. 0% (2,600) since 2004 and 1. 8% (4,500) since 2002. Population labors suggest that the population of Rotherham will increase by 5. 1% to 266,900 by 2020 and by 9. 8% to 27 8,900 by 2030. The projected increase is the result of rising sustenance expectancy, natural increase (more descents than deaths) and migration into the Borough. The Borough is dual-lane into 21 wards, grouped into 7 Area Assemblies as followsRother Valley South Dinnington, Anston & Woodsetts and Wales Rother Valley West Brinsworth & Catcliffe, Holderness and Rother Vale Rotherham North Rotherham West, Keppel and Wingfield Rotherham South Boston Castle, Rotherham East and Sitwell Wentworth North W ath, Swinton and Hoober Wentworth South Rawmarsh, Silverwood and Valley Wentworth Valley. Wickersley, Hellaby and Maltby About half of the population lives in and nearly the main urban area of Rotherham town. The remainder lives in satellite towns much(prenominal) as Wath, Dinnington and Maltby and in rural areas1.Rotherham comprises a diverse and vibrant blend of mickle, cultures and communities. It is made up of a mix of urban areas and rura l villages, interspersed with larg e areas of exculpated countryside. About 70% of the Borough area is rural, but it is well connected to all areas of the country by its proximity to the motorway network and intercity rail networks. Rotherham? s tralatitious steel and coal industries engage largely given way to new industries in an economy which grew rapidly in the 1995 2005 period. 1. 2 Age Profile in that location are near 197,500 adults currently living in Rotherham (2009). 7,800 people are develop 60 and over (22. 8%), 102,800 are hoary 30 to 59 years (40. 5%) and 37,000 are aged 18 to 29 years (14. 6%). In addition, there are 56,400 (22. 1%) children aged 0 to 17 years. The age profile of the Borough population is shown in get a line 1. 1. Rotherham has more people aged over 50 (1 in 3 people) than people under 16 (1 in 5 people). Rotherham has 90,200 people aged 50 or over which equates to 35. 5% of the total population and this equipoise is rising. 1 RMBC 2007 Area Assembly Profiles (www. rotherham. gov. uk) -8Distribution of Older People view 1. 1 Age Profile of Rotherham Rotherham 60 and over 22. 8% 30 to 59 40. 5% 18 to 29 14. 6% 5 to 17 0 to 4 0. 0% 16. 1% 6. 0% 5. 0% 10. 0% 15. 0% 20. 0% 25. 0% 30. 0% 35. 0% 40. 0% 45. 0% Rotherham Source mid(prenominal) Year Estimates 2009 The most significant demographic change occurring in Rotherham is the developing in the number of older people which is shown in image1. 2. The number of people over 65 will increase by more than a half by 2028, from 4 1,500 to 61,400. The number of people over 85 will nearly double (+96%) from 5,000 to 9,800 by 2028.Although people will tend to remain healthy for longer than they do now, the rising numbers of older people will have major implications for health and adult social care services, informal care and all services used by older people. Figure 1. 2 Projected Growth in the over 65 population from 2008 to 2028 18,000 16,000 2008 2028 Population 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 65 to 69 Source 2008 Population Projections 70 to 74 75 to 79 80 to 84 85 and over -9Figure 1. 3 Projected Growth in over 65 population from 2008 to 2028 Population aged 65+ 65 60 Thousands 55 50 45 40 20 08 20 09 20 10 0 11 20 12 20 13 20 14 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 23 20 24 20 25 20 26 20 27 20 28 35 Source 2008 Population Projections The number of people aged 65+ is projected to increase at a steady rate over the next twenty years. The number is projected to increase by 48% from 41,500 to 61,400. Figure 1. 4 Projected Growth in over 85 population from 2008 to 2028 Population aged 85+ 10. 0 9. 0 Thousands 8. 0 7. 0 6. 0 5. 0 20 08 20 09 20 10 20 11 20 12 20 13 20 14 20 15 20 16 20 17 20 18 20 19 20 20 20 21 20 22 20 23 20 24 20 25 20 26 20 27 20 28 4. 0 Source 2008 Population ProjectionsThe steady increase in the 65+ population hides a much sudden rise in the population aged 85+ which is projected to increase by 96% between 2008 and 2028. The rate of incre ase is projected to rise afterwards 2014, peaking between 2020 and 2025 when there will be 29% growth over 5 years. 10 1. 3 Gender Profile In Rotherham, there are 129,400 (51%) females and 124,400 (49%) males, which is very similar to the national average. The age and gender distribution of Rotherham? s population is similar to the national profile, although Rotherham has a slightly lower proportion of unexampled adults (20-34).Figure 1. 3 shows the age and gender structure of Rotherham compared to England and Wales in 2009. Office of National Statistics data illustrates that up to the age of 72 years the number of males and females are fair equal. From the age of 73 years the proportion of females to males increases significantly2. 2. 9% of the female population are over 85 years compared to 1. 4% for men. There are 3. 7 women for every man aged over 90 years. The rising population imbalance between males and females as old age progresses results from women? s higher life expec tancy. 2% of the entire population are of working age, of these 51. 1% are under 40 years of age. Figure 1. 5 also shows a comparatively low proportion of people aged 30-34 years which reflects the low birth rates from the mid to late 1970s. Likewise, the high proportion aged 40-45 reflects high birth rates in the early 1960s. Figure 1. 5 Age and gender profile Broken down by percentage of male/female population Rotherham 9. 0% 8. 0% 7. 0% 6. 0% 5. 0% Males 4. 0% Females 3. 0% 2. 0% 1. 0% 0. 0% 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 to to to to to to to to to to to to to to to to to to + 9 14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 89 Age Group Source Mid Year Estimates 2009 2 Office of National Statistics 2009 Live Births 11 England and Wales 9. 0% 8. 0% 7. 0% 6. 0% 5. 0% Males 4. 0% Females 3. 0% 2. 0% 1. 0% 0. 0% 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 to to to to to to to to to to to to to to to to to to + 4 9 14 19 24 29 34 39 44 49 54 59 64 69 74 79 84 89 Age Group Source Mid Year Estimates 2009 1. 4 Birth Rate The birth rate in Rotherham has been steadily increasing since 2002 (Figure 1. 6). Live births fall downd from over 3,700 in 1991 to 2,730 in 2001.Since then the numbers of births has increased each year to 3,300 in 2008 before dropping slightly in 2009 to 3,200. There has been an average increase of roughly 60 live births each year over the last eight years. This increase in birth rate reflects similar increases nationally. Figure 1. 6 Number of Births in Rotherham between 1959 to 2009 Source Office of National Statistics 2998, Live Births The Total Fertility Rate (TFR) for 2009 shows an average of 1. 96 children per woman in England and Wales. This represents a infinitesimal decrease in fertility from 1. 97 children in 2008.This is the first annual decrease since 2001 when the TFR fell to 1. 63 from 1. 65 in 2000. The TFR for 2009 is still comparably high. In 2008 the TFR was at its highest point in 35 years. The provisional 12 General Fertility Rate (GFR) for 2009 was 63. 7 live births per 1,000 women aged 15-44, a decrease compared with 63. 8 in 2008. In 2009, there were decreases in fertility rates for women aged under 30 and increases for women aged 35 and over, compared with 2008 fertility rates for women aged 3034 remained unchanged. The largest percentage decrease (2. 7 per cent) occurred among women aged under 20.For this age group the fertility rate fell from 26 live births per thousand women aged under 20 in 2008 to 25. 3 in 2009. The standardised average (mean) age of women giving birth increased slightly to 29. 4 in 2009 from 29. 3 in 2008. The figure for 2009 is the highest on record. The sex ratio at birth for 2007 was 1,052 live males per 1,000 live females born. There was a continued rise in the proportion of births to mothers born outside the UK 24. 7 per cent in 2009 compared with 24. 1 per cent in 2008. In 1999, 14. 3 per cent of births were to non-UK born mothers. 1 . 5 Black and Minority Ethnic (BME) Population Profile Rotherham? Black and Minority Ethnic (BME) population is relatively small but has been growing and becoming increasingly diverse. Rotherham MBC estimates that there are 19,000 people from BME communities in 2009 which equates to 7. 5% of the local population (5. 6% are non-white), with 92. 5% from the gabardine British population3. By comparison in 2001, 4. 1% of the population were from BME communities, suggesting that the number of BME residents has almost doubled over the last eight years. BME residents are fairly evenly divided between those born in the UK and those born abroad, the last mentioned being more likely to have limited English language skills.Figure 1. 7 Projected BME Population Growth in Rotherham between 2005 and 2030 Source BME Health Needs Assessment 2008, Black a nd Minority Ethnic Populations in Rotherham (page 12) In 2006, Yorkshire Futures produced population projections by social group. Figure 1. 7 i llustrates the projection for Rotherham which suggests a 61% increase in the non-White population between 2005 and 2030. Of the total of 3 Rotherham MBC Population Estimates by Ethic Group 2009 13 17,600 non-white residents projected for 2030, close to 11,400 would be Asians. However, the fact that Rotherham? BME population more than doubled in the 13 year period 1991-2004, and that non-white residents already number about 14,000 suggests that this projection may discredit the likely rate of growth. Immigration and natural increase means that Rotherham? s black and nonage ethnic population has continued to grow in new years, reaching 19,000 people. The white minority population (mainly European) was estimated to have a population of about 3,000 in 2004, rising to 4,000 in 2006 and an estimated at 5,000 in 2009. Most minority ethnic groups have young populations, notably the Kashmiri and Pakistani.There is a growing mixed or dual heritage population, the majority of who are child ren and young people. The Irish corporation is an exception, being much older than average. Figure 1. 8 BME Population Breakdown in Rotherham Mid-Year Estimates 2009 Source Rotherham MBC Population Estimates by Ethnic Group 2009 The largest BME community is that from Pakistan and Kashmir which constitutes 3. 0% of the overall population, higher than the average of 1. 5% in England and Wales. The Kashmiri and Pakistani community is well established in Rotherham following initial migration in the 1960s and 1970s.There are also much smaller established communities such as Chinese, Indian and Irish. The fastest growing population is the Black African community and other new communities, including migrant workers from Eastern Europe, have also settled in Rotherham which now has a Roma community of around 2,000 people. 14 Figure 1. 9 Number of People in each Ethnic Group in Rotherham in 2009 Ethnic Group White British White Irish White some other White and Black Caribbean White and Bl ack African White and Asian opposite Mixed Indian Pakistani Bangladeshi Other Asian Black Caribbean Black African Black Other ChineseOther Ethnic No. of People 234,900 1, hundred 3,900 400 100 700 400 700 7,600 100 700 200 1,500 200 600 800 Source Rotherham MBC Population Estimates by Ethnic Group 2009 Figure 1. 9 shows the breakdown of the numbers of people from each BME community who are living in Rotherham. The largest number of people who are from minority ethnic groups are those from the Pakistani (and Kashmiri) community (7,600) which equates to 40% of the BME population in Rotherham. 3,900 people (20. 5%) are from the White Other ethnic group which includes EU migrant workers from other European countries such as Poland and Slovakia.Further migration from European countries may result in continued growth in the years ahead. Figure 1. 10 Gender by Ethnic Origin of all Ethnic Groups in Rotherham in 2008 Source BME Health Needs Assessment 2008, Black and Minority Ethnic Populat ions in Rotherham, p13 Figure 1. 10 provides a gender breakdown across all BME communities. It shows that white minority ethnic communities, Indian and Black groups have a larger number of men in contrast to women. People from Pakistani/Kashmiri origin have a similar gender balance to the White British population, whilst the Chinese community has a higher proportion of women.The higher proportion of men amongst certain BME groups in 15 Rotherham is likely to reflect economic migration with men moving to Rotherham to find employment. This trend is more significant amongst more recent migrant groups where two thirds are often male. Figure 1. 11 Population Structure of Different Ethnic Groups in Rotherham 2009 Ethnic Group Total Number 1,600 7,600 800 600 800 234,900 700 1,900 3,900 1,100 253,900 Mixed Pakistani Other Asian Chinese Other W hite British Indian Black W hite Other W hite Irish All People % Population aged 0-15 0. 39% 1. 18% 0. 08% 0. 04% . 12% 16. 86% 0. 04% 0. 16% 0. 47 % 0. 04% 19. 38% % Population aged 16+ 0. 28% 1. 81% 0. 24% 0. 20% 0. 20% 75. 62% 0. 24% 0. 59% 1. 06% 0. 39% 80. 62% Source Rotherham MBC Population Estimates by Ethnic Group 2009 Figure 1. 11 provides an insight into the children to adults for each of Rotherham? s BME population. Some BME communities have a significantly younger age profile than the general population of the Borough. The percentage of the Pakistani community under 15 years (1. 18%) is around 60% of the adult population total and the Mixed community have more children than adults.This reflects a significantly higher birth rate for the Pakistani and Mixed ethnic groups. There is a big difference in the White British community where the adults outnumber the 0-15 population by approximately 5 to 1. In contrast, the Mixed and Pakistani ethnic groups have a much smaller proportion of their population aged 65 and over (less than one seventh of the general population). The largest non-White British community is Pakistani with an estimated 550 elders (55 years of age+)4. BME communities have a younger age profile compared to the general population.The child population of Rotherham is far more ethnically diverse than that of the older population. Figure 1. 12 Percentage of BME pupils in each Area Assembly in Rotherham 60. 0% BME Pupils 50. 0% 40. 0% 30. 0% 20. 0% 10. 0% W es ot t he rh am N or R th ot he rh am So ut W h en tw or th N or W th en tw or th So W ut h en tw or th Va ll e y R ot he rV R R ot he rh Va lle y al le y So ut h 0. 0% Source PLASC Data 2010 4 Rotherham State of the Borough 2008 A Statistical Portrait, p14 16 Figure 1. 12 provides a breakdown of the BME pupils by Area Assembly in 2010. This shows that 52% of BME pupils live in Rotherham South.The distribution of pupils shows a similar pattern to the distribution of BME residents in the 2001 Census, 4,809 of who lived in the Rotherham South, 48% of the Borough? s BME population. Only three wards Rotherham East, Rotherham West and Boston Castle had significant minority ethnic populations in 2001, with 61% of Rotherham? s non-white population and 77% of the Pakistani and Kashmiri population. Data on pupil ethnicity shows that increasing numbers of BME families live in Sitwell ward. Rotherham North had the second largest BME population with 1,746 people (17%) in 2001.In comparison, there were 562 people (6%) living in Wentworth North which had the smallest BME population5. Within Rotherham South, BME communities are grumpyly concentrated in Eastwood, Ferham, Masbrough, Wellgate and drag in Valle y which are mainly deprived areas close to the town centre. These are the original settlement areas for the Kashmiri and Pakistani community. Since 2001, there has been some movement of Pakistani and Kashmiri families to suburban areas in Broom. 1. 6 Disability Profile Sensory Impairment silver screen/Partially Sighted In 2008 there were 152,980 people in England and Wales registered dodge.This is a slight increas e of 525 people (0. 3%) from March 2006. There were 10,300 new registrations in 2008, a fall of 5% compared to 20066. There were approximately 156,285 people in England registered as partially sighted, an increase of 1,085 people since 2006. There were approximately 13,200 new registrations in 2008, a fall of 8% compared to 20067. The leading cause of certifications for cecity is degeneration of the macula and posterior pole (57. 2%) which largely comprises Age-related Muscular Degeneration (AMD). This is the leading cause of silver screenness amongst older people, in particular for the age group 75 years and over.Other common causes of certification are glaucoma (10. 9%), diabetic retinopathy (5. 9%), optic atrophy (3. 1%), hereditary retinal disorders (2. 8%) and cerebrovascular disease/accidents (2. 5%)8. Common causes of certification among partially sighted people are degeneration of the macula and posterior pole (56%), glaucoma (10. 2%), diabetic retinopathy (7. 4%), cerebrov ascular disease (4. 9%), hereditary retinal disorders (2%), optic atrophy (1. 9%), myopia (1. 9%) and retinal vascular occlusions (2%)8. Figure 1. 13 provides a national breakdown by age of the number of people on the blind and partially blind registers. Census 2001 BME Population National Statistics 2006 Registered Blind and Partially Sighted, p(i) 7 National Statistics 2008 Council Tables Blind and Partially Sighted, pPS1 8 Public Medical Health 2009 Research and Development, Leading Causes of Blindness 6 17 Figure 1. 13 % of People on Blind or Partially Sighted (P/S) Register by Age Group in England 1994-2008 Category 1994 1997 2000 2003 2006 2008 0-4 Blind P/S 0 1 1 1 0 0 0 0 0 0 1 0 5-17 Blind P/S 2 2 2 2 2 2 2 3 2 3 3 3 18-49 Blind P/S 10 10 10 10 10 9 11 10 12 10 13 11 50-64 Blind P/S 8 8 8 8 8 8 9 8 10 9 10 9 65-74 Blind P/S 11 12 10 12 10 11 10 11 0 10 10 10 75 and Over Blind P/S 68 68 69 68 69 69 67 68 66 68 64 68 Source National Statistics 2008, Council Tables Blind an d Partially Sighted, p6 Nationally the proportion of young people registered blind is increasing, in particular in the 18-49 age range. The number of blind people aged 75 and over is falling, with a 5% reduction in the last ten years from 69% to 64%. However, the local cypher is different to the national one. In Rotherham there were 860 people on the blind register in 2008, a reduction of 325 people since 2006. This reduction may be due to recent data cleansing of the local register.There are a total of 1,365 people who are on the partially sighted register, a decrease of 95 people since 20069. Information for this register is obtained by the completion of SSDA902 returns by all Councils with Adult Social Services Responsibilities (CASSRs) on an annual basis to receive the number of people who are blind or partially sighted under Section 29 of the National Assistance Act, 1948. Figure 1. 14 Number of people registered blind/partially sighted by age group in Rotherham in 2008 Blind Partially Sighted 3% 4% 13% 11% 0-18 years 10% 11% 18-49 years 50-64 years 65-74 years 63% 10% 64% 1% 75 and over Source National Statistics 2008, Council Tables Blind and Partially Sighted, pB1 Figure 1. 14 provides an age profile of those who are registered blind or partially sighted in Rotherham. Approximately 63% of blind/partially sighted people in Rotherham are over 75 years of age. There has been an increase in the number of people registered blind in the 65 to 74 age group. There has also been a reduction in the number of people registered blind between 18 and 49 years and 75 and over. In 2008 there were 95 new registrations for blind people compared to 85 new registrations in 2006.Of these 16% were between 50 and 64 years, 11% between 65 and 74 years and 63% who are 75 years and over. There has been a larger increase in the number of new registrations by people between 50 and 64 years10. 9 National Statistics (2007), Deaf and Hard of Hearing, pPS1 National Statistics 2007 , Deaf and Hard of Hearing, pB2 10 18 Figure 1. 15 shows the predicted future prevalence rates of people with a serious visual impairment who will require help with passing(a) activities. These prevalence rates have been derived from ONS population projections. Figure 1. 15 No. f people projected to have a serious visual impairment and requiring help with daily living in Rotherham. 2010-2030 25 20 18 2 4 ye a rs 15 2 5 3 4 ye a rs 10 3 5 4 4 ye a rs 4 5 5 4 ye a rs 5 0 2010 2015 2020 2025 2030 Source PANSI 2008, People predicted to have a serious visual impairment projected to 2025 Projecting Adult Needs and Service Information System (PANSI) predicts that there are 102 people with a serious visual impairment in Rotherham who require help with daily activities. It is predicted that this will slowly increase over the next 17 years, in particular in the age groups 55 -64 age group.Deaf or Hard of Hearing There are approximately 9 million people who are desensitize or operose of perceive in England. Around 688,000 people are severely or profoundly desensitize 11. More than 50% of people over the age of 60 years have some degree of hearing loss, but only one in three older people has an hearing aid12. The commonest cause of hearing loss is ageing and three quarters of people who are deaf are aged over 60. More men bring hard of hearing than women. Among people over the age of 80 years there are more women than men who are deaf or hard of hearing.This is mainly attributable to the larger population of women in this age range. Common causes of deafness in adults and older people include presbyacusis (age-related hearing loss cognize as senile deafness), side-effects of medication, acoustic neuroma and Menieres disease. Com mon causes of deafness in children include inherited conditions, infection during pregnancy, meningitis, head injury and glue ear. In 2007 there were 54,500 people in England on the register of deaf people. Between March 2004 and Marc h 2007 the number of people on the register has remained constant13.However, during this same period the number of deaf people on the age profile of those on the register has changed significantly14. There are approximately 164,600 people in England on the register of hard of hearing. This is an increase of around 5,600 (4%) since March 2004 and an increase of 73% since March 1992. The large increase from 1992 could be partially attributed to improved systems of information set about or a failure to take in old registrations15. 11 RNID 2008, www. rnid. org. uk Public Medical Health 2008, Research and Development, Leading Causes of Blindness National Statistics 2007, Deaf and Hard of Hearing, p(iii) 4 Office of National Statistics 2004, morality in Rotherham, p(iii) 15 National Statistics 2007, Deaf and Hard of Hearing, p3 12 13 19 Figure 1. 16 provides a breakdown of the number registered as deaf and hard of hearing by age group. Figure 1. 16 Age profile of people registered as deaf or hard of hearing (HofH) in England from 1992 to 2007 Category Number of People 1992 1995 1998 2001 2004 2007 % of People 1992 1995 1998 2001 2004 2007 All Ages Deaf H of H Under 18 Deaf H of H 18-64 Deaf H of H 65-74 Deaf H of H 75 or over Deaf H of H 41,800 45,500 50,100 50,300 55,000 54,500 95,300 125,900 139,500 44,600 158,900 164,600 3,800 4,400 4,200 4,000 4,100 3,400 2,100 3,500 2,800 2,900 3,000 4,100 24,200 26,000 27,100 27,200 29,200 28,700 16,000 21,900 25,100 25,400 29,800 30,500 4,900 5,000 5,800 6,400 8,300 6,400 18,400 23,800 22,300 24,700 24,400 23,100 8,900 10,100 13,000 12,600 13,400 16,000 58,800 76,700 89,300 91,300 101,700 106,900 100 100 100 100 100 100 100 100 100 100 100 100 9 10 8 8 7 6 2 3 2 2 2 2 58 57 54 54 53 53 17 17 18 18 19 19 12 11 12 13 15 12 19 19 16 17 15 14 21 22 26 25 24 29 62 61 64 63 64 65 Source National Statistics 2007, Deaf and Hard of Hearing, p3 In 2007 more than half (52. %) of those on the deaf register were working age adults (18 -64 years). The highest incidence of hearing loss occurred in the older age groups, particularly those over 75 years16. In Rotherham there are currently 280 people on the deaf register. 66% are in the age range 18 to 64 years, 13. 4% above the national average. There are currently 15 children (5%) on the register17. The high number of younger people on the register suggests under-reporting in the older age groups. There are a total of 980 people on the hard of hearing register. Almost two thirds (62%) are in the age groups 75 years and over18.This is just under the national average of 64. 9%. Figure 1. 16 provides a local age profile of those who are registered deaf or hard of hearing. Information for this register is obtained by the completion of SSDA910 returns by all Councils with Adult Social Services Responsibilities (CASSRs) on an annual basis to capture the number of people who are deaf or hard of hearing under Section 29 of the National Assistance Act, 1948. Figure 1. 17 Num ber of people registered deaf/hard of hearing by age group in Rotherham in 2008 Deaf 18% Partially Sighted 2% 5% 19% 0-18 years 18-64 years

Unilever Org Structure

?Unilever has undergone various organizational structure changes since its inception. It initially started with a decentralized structure from 1950- 1980. de centralization gave the familiarity an advantage as they had the flexibility to change according to topical anesthetic consumer demand. They appointed managers who were local to that place so that the comp some(prenominal) had a good grounds of local market. The local managers were responsible for everything from marketing, sales and distribution.But Decentralization take Unilever to not have any common corporate culture or vision. It also guide them to gemination of convergences, resulting in high costs. Moreover, they had less focus on globalization and couldnt create global brands. In 1990 the company changed its structure based on affair groups. The company became more centralized. They streamlined their operations so that they could get the products onto the market quickly. This structure too failed as they were no coordination betwixt head office, regional and case groups.The decisions were made by regional heads and local managers had no power to change them to suit to local markets. Finding a right balance between centralization and decentralization was their major problem. In 1999, Unilever decided to adopt a Path to Growth Strategy. They realized that they had a broad range of products and neer had any focus on ones in which they were one among the top in market. So they switched to a structure based on global product divisions. Unilever was discriminate into both separate global units namely Food and HPC headed by two executive directors.But they still had problems as the company had 2 separate chairmens in unalike countries which led them to operate as separate entities (Unilever NV and Unilever PLC. ). In 2005 as part of one Unilever Programme they scrapped this management structure by naming Patrick Cescau as hotshot headspring executive of Unilever. The company started to ope rate with matrix structure with multiple lines of authority based on product, regional and functional divisions. The company currently has 4 product divisions namely Foods, Personal Care, Home care and Refreshments headed by 4 different people.They have got 8 leads based on regional splits heading unification America, Europe, mating Asia, South East Asia and Australasia, South Asia, Latin America, Africa (Central Africa and South Africa) and Russia/North Africa and Middle East. In terms of functional division there is a finance, marketing, R&D and HR departments. This simplified management structure has given all the Unilever top managements greater accountability and better leadership. It has helped them to eliminate duplication, take faster decisions, channelise on specific products and capture the global and local market.Unilever Org StructureUnilever has undergone various organizational structure changes since its inception. It initially started with a decentralized structure from 1950- 1980. Decentralization gave the company an advantage as they had the flexibility to change according to local consumer demand. They appointed managers who were local to that place so that the company had a good understanding of local market. The local managers were responsible for everything from marketing, sales and distribution.But Decentralization led Unilever to not have any common corporate culture or vision. It also led them to duplication of products, resulting in high costs. Moreover, they had less focus on globalization and couldnt create global brands. In 1990 the company changed its structure based on business groups. The company became more centralized. They streamlined their operations so that they could get the products onto the market quickly. This structure too failed as they were no coordination between head office, regional and national groups.The decisions were made by regional heads and local managers had no power to change them to suit to local marke ts. Finding a right balance between centralization and decentralization was their major problem. In 1999, Unilever decided to adopt a Path to Growth Strategy. They realized that they had a broad range of products and never had any focus on ones in which they were one among the top in market. So they switched to a structure based on global product divisions. Unilever was split into two separate global units namely Food and HPC headed by two executive directors.But they still had problems as the company had 2 separate chairmens in different countries which led them to operate as separate entities (Unilever NV and Unilever PLC. ). In 2005 as part of one Unilever Programme they scrapped this management structure by naming Patrick Cescau as single chief executive of Unilever. The company started to operate with matrix structure with multiple lines of authority based on product, regional and functional divisions. The company currently has 4 product divisions namely Foods, Personal Care, H ome care and Refreshments headed by 4 different people.They have got 8 leads based on regional splits heading North America, Europe, North Asia, South East Asia and Australasia, South Asia, Latin America, Africa (Central Africa and South Africa) and Russia/North Africa and Middle East. In terms of functional division there is a finance, marketing, R&D and HR departments. This simplified management structure has given all the Unilever top managements greater accountability and better leadership. It has helped them to eliminate duplication, take faster decisions, target on specific products and capture the global and local market.

Health Care Delivery Systems Essay

Abstract The American wellness portion out outline is designed to focus on the governings of individuals, places, and to treat and save adequate wellness c be for the target populations. The federal government conducts an immense portion of delivering health keeping systems in our world today. The purpose for health guard delivery systems is to provide financial tangible benefits and provide health accusation emoluments for the population and institutions. The results showed for the support of the hypothesis is elaborating in the importance of different health administer delivery systems and the purpose in how they are utilized in todays health re strain.Running Head Health Care pitching Systems EssayHealth Care rescue SystemsHealth look at systems engage the initial contact of people and it is the foundation of primary health direction. In guild to receive primary health armorial bearing it begins with providing a service to families, people, and communities through health professionals and their teams. The Health care delivery systems is involved with a proactive system to prevent health issues and to better ensure the organization and to investigate once a health issue has transpired. In addition, these type of services are public wholey funded from general tax revenues without direct charges to the patient (Health Canada, 2011). The most two similar forms of health care delivery systems is managed care systems ex. (HMO) and fee for service (FFS). The fee for service plan is generally called Traditional Indemnity (Website 101, 2009). Fee for service offers flexible measures for the exchange of drastically high out of pocket expenses, it also requires a authentic amount of paperwork and premiums are high.Furthermore, some advantages are having the privilege in selecting hospitals and physicians of your own, and having the opportunity in receiving treatment from a specialist without a primary doctor referral. The disadvantages are high deduc tibles and the patient is responsible of paying twenty percent and the physicians are obligated to reimburse eighty percent of the expensive. Also, fee for service solely pays for commonsensibleand customary health issues (website, 101). Doctors may have a different medical fee opposed to other areas, and the patients are obligated to pay their portion that is instated in health plan coverage. However, HMO is the less expensive and less flexible of all medical coverages. The advantages are consist of less paperwork and low copayments. It provides for a portion of improvement health preventive care plans.Unfortunately, there is disadvantages that the health care holder will experience with in choosing a PCP which is a primary care physician, and the HMO plan only accepts a network of their physicians or they will not stand up to the obligation of their financial effect argument. In addition, in order for the client to see a specialist they must determine a referral from their PCP. The expression Alternative Delivery Systems is created to entail all techniques of health care delivery systems barring acceptable fee-for-service and private practice like IPAs, PPOs, HMOs, and all other health care systems that provide health care of who conducts organized care systems. (http//aspe.hhs.gov/Progsys/forum/mcobib.htm).For example, Managed Care is a health care delivery system that merges payment and the delivery. It also accesses the use of treatments by engaging organization strategies creating to enhance the growth of cost-effective in the delivery of health care. Managed health care plan is a system that assimilates any management with in consent of finance that delivers health care services of the covered population. In contrast, PPO also known Preferred Provider Organization is the delivery system that commits with medical care providers who gives discounted fees to clients. Nevertheless, clients have the opportunity to give health care to participants who are not members but can potentially become financial penalized due to any march of seeking out side providers and face consequences of not receiving discount and any deductibles of ones health care plan and copayments. Goals of Health Care Delivery Systems.The reason HMOs are unique because they prepaid and they are managed care systems that initially were health care alternative to fee-for-service health care. There goals is to obtain affordable and comprehensive health care coverage.This plan is conducted in advance by the option of a fixed fee from all members. Moreover, HMO delivers marginal cost for medical services that are needed for patients, and this health plan is responsiblein conducting the deliver and finance portion of the medical health care services. They also arrange to provide the essential medical care which includes the benefit packages. Prepaid Health Plans (PHP) is known to help make quality health care affordable for groups of people, including farmers, blue co llar workers and their families (Ahern, 2007) . In contrast, the traditional health care insurance only funds health coverage for hospital visits, and enrolled insures that receive health coverage in prepaid plans is charged a predetermined for acute and preventive health care from doctors who work in hospitals.As for PPOs, their health care philosophy originally was to create simple concepts in delivering health care services to large groups with lower rates in order to substantially bring a business development for their management. To emphasize, insures can select their own physicians however penalties can potentially occur if they are not with the network. This form of health coverage is engaged in receiving adequate power with lower health care prices for their clients in the standing of the dense health care system in America. The fee for service (FFS) is ultimately focusing in creating options to approach paid private insurances to gain more control relating with time and th e forms of treatment. FFS is designed to ricochet on an ideal perspective for private health care plans, instead of government-administered pricing and giving proper recognition in private health care plans that can utilize health care organizations productively. This method will enhance quality and proficiency in delivering a regenerated approach in the health care industry (Nicolas, O Malley, 2007). Mission StatementIf I had full control of conducting a health care delivery system I would focus in offering health care insurance for businesses, government organizations, people, families, groups, and schools. Also, I feel flexibility is significant for the process of selecting your own choice of primary doctors in the analogous network and receive great service with affordable payments. The health care delivery system will project and promote exceptional quality health care service is the HMO plan. This health plan will contribute in supporting by over exceeding expectations of al l parties which includes employees, communities, work force, brand holders, investors, and customers.

Leadership Process Essay

First Section leadinghip is a process by which iodine person square ups the thoughts, attitudes, and behaviors of others. Leaders set a direction for the rest of us they help us see what lies ahead they help us visualize what we might come upon they go on us and inspire us. Level 5 attractorship refers to the highest level in a hierarchy of executive capabilities that we identified during our research.Leaders at the other quadruple levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence. And while Level 5 leaders is not the only essential for trans potpourriing a good company into a great oneother factors include getting the right community on the bus (and the wrong people off the bus) and creating a culture of disciplineour research shows it to be essential. Good-to-great transformations dont happen without Level 5 leaders at the helm. They just dont. (Traylor, 2001)The Level 5 leader sits on top of a hierarchy of capabilities and is, according to our research, a necessary requirement for transforming an constitution from good to great. But what lies beneath? Four other layers, each one appropriate in its own right but none with the tycoon of Level 5. Individuals do not need to proceed sequentially through each level of the hierarchy to reach the top, but to be a full-fledged Level 5 requires the capabilities of all the lower levels, plus the special characteristics of Level 5. (HBR, 2001)It differs from other leadership styles as the leaders come from the grass root of the organization. Meaning, it is the leader who has grown and developed from the ground level of the organization and has gradually escalated towards the top most level. This allows an employee to go through all phases and nurture to the top level of the organization i.e. CEO level.A few years ago in Strategy & Leadership, Michael Raynor debunked the premises on which the shareholder-first model rests, an d a few months ago Michael Porter criticized the downstairsway belief that looking beyond the business is bad for business. In the January/February Harvard Business Review he argues that companies should be considering other stakeholders, and so generates economic value by creating societal value.These respected thinkers offer another answer to the question about the purpose of a business the firm should see itself as an interdependent air division of a community that consists of multiple stakeholders whose interests are integral to business success. In this view, an enterprise can be seen as a system of long-term co-op relationships between affected parties. (Collins, 2001)These include the firms managers and employees, customers and clients, investors, suppliers, the towns, states and nations where the firm is located or sells goods and services and even future generations of stakeholders. In such a system, stakeholder influence generates pressure for the organization to behav e in ethical and environmentally and socially responsible ways, and in turn, this interdependency helps the firm be sustainable and resilient.This alternative surface to leadership is respective(a)ly referred to as sustainable, Rhineland or honeybee leadership. By sustainable we dont just mean a firm is being leafy vegetable and socially responsible. Research and observations in everywhere 50 firms around the world, including in many listed corporations, suggest that sustainable leadership requires taking a long-term vista in making decisions fostering systemic innovation aimed at increasing customer value developing a skilled, loyal and highly engaged custody and offering quality products, services and solutions. (Caroselli, 2003)Second SectionIn 2005, Lee Scott, ex-CEO and President of Wal-Mart Stores and now Chairman of its Executive Committee, announced that the company would essentially lead sustainable leadership principles going forward, although he did not use that te rm. Financial performance was solid, but the company was the target of many complainants employees, local communities, suppliers, and environmentalists. Scott decreed that Wal-Mart, one of largest Fortune 500 corporations, would become more ethical, and more socially and environmentally responsible. The company would use its political might to benefit ordinary Americans in health care and energy savings, and make peoples lives better.Scott even advocated paying more for products from ethical suppliers an extraordinary reversal by an enterprise built around a low-cost scheme. In the years since, Wal-Mart has experimented with environmentally-friendly stores and other socially-responsible measures. Interestingly, its bottom line has not suffered during this process, posting net sales increases for the past five years, according to Wal-Marts 2009 annual report. In recent months, in a move to improve the healthiness of its products, the firm announced plans to reduce the fat and sal t in its house rat groceries and cut prices on fresh produce. (Shaw, 2005)A considerable body of try shows that sustainable practices are more likely to enhance business performance than the shareholder-first approach. First, various writers have examined and compared the Anglo/US system with its Rhineland counterpart, concluding that Rhineland principles are more sustainable and lead to better outcomes than the shareholder-first approach. Second, Avery and Bergsteiner have gathered extensive evidence for each of the unmarried practices in their pyramid model, showing how they are more likely to contribute to positive business outcomes than their counterparts under the shareholder-first model.For example, a study difference between shareholder-first and sustainable practices lies in whether they retain people or lay them off when times get difficult. Staff retention is regarded as a foundation element in the pyramid because conditions aimed at keeping staff can be initiated at a ny time. However, retaining staff supports various higher(prenominal) order outcomes in the pyramid it allows cognition to be retained, and supports quality, trust, and innovation, for example, and enhances financial performance, as well as staff and customer satisfaction. Similar cases can be made for the other 22 elements. (Cooke, 2008)What senior executive would reject these as legitimate goals for an enterprise seeking to both thrive and endure? To some cynics, sustainable leadership a management approach aimed at delivering better and more sustainable returns, reducing unwanted employee turnover and accelerating innovation sounds too good to be true. They dismiss it as just another form of humanistic management, merely good management practices, or as following old-fashioned values. in that respect is some truth in each of these characterizations. Certainly, sustainable leadership embraces aspects of humanistic management in that it includes valuing people and considering th e firm as a contributor to social well being.The individual practices of sustainable leadership are not sweet B Warren Bennis advocated recruiting, training, and employing an effective top leadership team rather than just relying on the heroic CEO. He also proposed that firms become financially transparent as a step to becoming more ethical. B Peter Drucker wanted managers to promote change and allow innovations to come from all over the organization, thereby enabling ordinary people to make extraordinary things happen.B Stephen Covey urged using the knowledge and engagement of a firms employees. What is new is the understanding that these practices form a self-reinforcing leadership system that enhances the performance of a business and its prospects for survival. What is also significant is that sustainable leadership practices are diametrically contradictory to the typical shareholder-first approach, which business schools, management journals, the media, and many practitioners continue to promote. (Branson, 2010)Sustainable leadership in practice Sustainably-led organizations have been identified across different sectors, countries, institutional contexts, and markets. Examples of palmy enterprises that consistently embrace sustainable leadership principles abound, particularly among privately-held firms and SMEs. Unlisted companies displaying virtually all of the 23 characteristics of a sustainable enterprise include in the USA, WL panel & Associates (Goretexw and other products) and SAS (software) in Germany, Giesecke & Devrient (bank notes and securities) and Karcher (cleaning solutions) and in Switzerland, Endress & Hauser (flow technologies) and Migros (retail conglomerate).However, it is likely to be more difficult for listed corporations or private equity groups to operate on sustainable principles because of the pressures on them to achieve short-term performance goals. Yet numerous listed enterprises manage to operate sustainably, if necessary by standing up to or managing their relationships with the financial markets. Well-known examples include Germanys Munich Re from the finance industry Colgate (consumer goods) based in the USA Britains BT Group (telecommunications) the Thai construction corporation, Siam Cement Group, and its competitor from Switzerland, Holcim. (Streshly & Gray, 2010)Third SectionThere are many obstacles in changing to sustainable leadership. First, sticking with conventional wisdom is comfortable and easy its business as usual. Second, change is churning and initially creates both financial and intangible costs, although as the Wal-Mart case shows these may not slow growth and profits. Third, most people disregard hard evidence and make their decisions on the basis of ideological beliefs. Managers are no exception to this human foible despite their training and experience in decision making. Fourth, major change involves risks, bringing with it the chance of a drop in short-term performance, s o stakeholders need to be prepared to focus on the long term.Finally, stem change can take a long time to embed and then maintain. A major Australian bank converted from a shareholder-first strategy to a sustainable leadership model. The change took a decade to take hold, with outstanding results, but unraveled in only a few years to under a new CEO with a different agenda. The choice to adopt a more sustainable strategy, one that research and practice show leads to higher resilience and performance over the long term, remains in the hands of each executive team.Unfortunately, executives remunerated on a short-term basis may have no incentive for seriously pursuing long-term change, to the detriment of shareholders and other stakeholders. This is where the fundamental short-term focus of the shareholder-first or business-as-usual model begins to destroy shareholder value and endanger a firms very survival. (Brown, 2005)ReferencesBranson, D. M. (2010). The last male bastion gender a nd the CEO suite in Americas public companies. Taylor & Francis. Brown, M. T. (2005). Corporate integrity rethinking organizational ethics, and leadership. Cambridge University Press. Caroselli, M. (2003). The business ethics activity book 50 exercises for promoting integrity at work. AMACOM Div American Mgmt Assn. Collins, J. C. ( 2001). Good to great why some companies make the leapand others dont. Harper Business. Cooke, P. (2008). Branding Faith Why Some Churches and Non-Profits Make a Difference and Others put ont. Gospel Light. Shaw, K. A. (2005). The intentional leader. Syracuse University Press. Streshly, W. A., & Gray, S. P. (2010). Leading Good Schools to Greatness Mastering What Great Principals Do Well. Corwin Press. Traylor, P. S. (2001). IT Takes Two. CIO Magazine , Vol.15, No.4, November 15

Software-Effect of Cultural Differences

Effect of Cultural Differences on Softw atomic number 18 suppuration A destination could be bylined as the predominating steads and behaviour that characterizes the functioning of a group or organization. Through this paper we would give c atomic number 18 to address the encumbrance of acculturation in the field of package increment and unmatchable of the nearly-nigh comm further characterd model for development of a softw be Rapid Action Development (radian). No matter what culture you are a part of to develop parcel, a development model has to be followed. There are two different types of culture which affect the software system development. 1.Culture difference between countries People from different geographies think, act and react differently. There is no scientific relation between how two different individuals think or act on a given situation or scenario. It requires careful planning and judgement when move arounding with an individual from a different cult ure. Some things readiness be normal for us just may be offending to someone else. With the advent of IT, the world is fast overrideing into a global village, the distances are diminishing. In such a scenario its expected that our colleagues bathroom be from any part of the world.Hence it becomes in all the to a greater extent(prenominal) important to be save in a culturally sensitive manner. Negotiations with probable clients are to a greater extent likely to succeed when concerned parties understand the reason for difference in view points. Fifty eld ago, majority of the population lived in the very(prenominal) region they were born and employed in a single profession throughout their lives. The reality of working in a global company is almost the exact opposite. Employees of TCS interact and coordinate with colleagues in different cartridge holder zones, in a foreign language and in global workgroups with members in distant countries.In order to make cross-cultural glo bal cooperation work, cross-cultural competencies must be strengthened. Cultural differences, which can be seen, tasted, felt, smelled or heard, are not the ones that cause uncontrollableies. It is the invisible cultural differences that create misunderstandings different value systems, attitudes, beliefs and expectations. To adopt a more customer centric admission, Tata Consultancy Services (TCS) is training all its employees to speak and understand at least one foreign language in a bid to become a global player in the knowledge sector.The move is not only limited to learn a language but also to make them conversant with other soft skills like culture and etiquette of at least one foreign country. Considering the diversity in cultures, our own experience with a North American ground depository financial institution can be taken as an compositors case here. This North American bank and Tata Consultancy Services tolerate matured processes. Though a model driven approach is fo llowed in both the companies, certain cultural factors are discover during the packet Development Life Cycle.Working in a multi-cultural environment for this North American bank has forced us to think about the cultural differences in software development. This bank is globalised in a true comprehend. We, Indians are on-goingly working with colleagues from Greece, Sri Lanka, Russia, Romania and China. Where else would you situate people of such diversity working towards one common goal of driving the business of the bank? 2. Culture of the physical composition Organisational culture lays out the values, beliefs, attitude and experience of a company. It may have been created unconsciously to align with the beliefs of the founder or top management personnel.The organisational culture we would like to describe here is of unopen come and forthright writer software development companies. Both these streams have their own beliefs and end goals. Main objective of a Closed Source organisation is remuneration and that precisely is the motive that drives these organisations. There strategy revolves around expanding their customer base and increasing the value of there stocks on the contrary Open Source organisations are non commercial in nature and the developers who participate do more for creative satisfaction than anything else.Its just that the path they have chosen to lease there business. Both the approaches have their own pros and cons. ? Model for Software Development The Rapid Application Development methodology was developed to respond to the subscribe to of delivering systems genuinely quickly. Rapid Application Development, or RAD, began as a software development process developed in the 1980s. It is a methodology that involves iterative design, prototypes, and the use of slickness tools. RAD was designed as a response to previously limiting models, such as the waterfall method.The culture of an organization is a critical mastery factor in i ts process improvement efforts. Culture includes a set of shared values and principles that guide the behaviors, activities, priorities, and decisions. Due to RADs focus on quick delivery, certain hurtle characteristics need to exist to facilitate the RAD processes 1. Scope focused scope with easily-defined business objectives 2. Data data already exists and focus is on analyzing and reporting that data 3. Team Size very small, 6 or less 4. Technical Architecture in place and time- quized 5.Technical Requirements reasonable and within capabilities of technology universe used Further, RAD requires management approval acceptance of certain tools, such as prototyping, iteration, and time boxing. Key Features of RAD RAD is composed of elements that are not impertinent but are proven strategies. RAD differentiates itself from other systems analysis tools through its use of synergistic approaches based on the theory that the whole is greater than the sum of its parts. A. JAD RA D utilizes facilitated workgroup sessions known as Joint Application Development sessions.JAD sessions are crucial in that they suffer impartial facilitators to become part of the design process without becoming involved in the design decisions. Further, the use of JAD sessions, within RAD atmosphere, has been shown to dramatically reduce development costs and development time JAD facilitates the ultimate communication sessions and results in increased development success. We expect that professional software developers know how to do the thing chasten. Doing the right thing, though, requires an unam declamatoryuous understanding of what your customer expects. Proficiency of the English language becomes a key for all part of the pop.Traditionally Business has been driven by market leaders like US and UK, by investing large sums of money in new ideas and appear markets. Among Indias huge population of 1. 1 billion people, Hindu is the dominant and official language. Yet its impor tant to note that, as a result of Britains long colonial enfolding in India, an estimated 4% of the populace speaks English. This might not sound like much, but when you do the math, it turns out that youre actually talking about 40+ million people, which makes India one of the largest English speaking countries in the world.This is one of the major reasons for the addition of IT and the ability of software companies from India to deliver consistently on time and with acceptable quality. B. Incremental Development Like JAD, incremental development is nothing new and was developed in the mid 1980s. Its believed that anything that passed 90 twenty-four hourss of development missed the business chance window. The idea was to take the overall project and break it pig into smaller pieces that can be analyzed, designed, and delivered incredibly faster than the original approach.RAD uses the 80/20 rule, which says that 80% of the value can be delivered with 20% of the application. By foc utilize on the required 20% of the application they are able to deliver the product with discharge speed. arrangings analysts take advantage of constant feedback with the use of incremental development. The incremental delivery of prototypes allows the user to easily communicate what they actually want to the analyst. Through the use of incremental development, the user and the analyst approach a level playing field in terms of system requirements.With the growth of economies of the world, customers are aware about the decomposableities and with markets being opened up to globalization, the customer is able to convey his requirements to the analyst and this is translated to a solution C. fictional character Technology slick technology is the third RAD element. Case has added new impetus to the JAD movement. With its emphasis on planning, analysis and design documentation capabilities, and a graphics language understood by both user and developer, Case both demands clearer communications and provides the idiom for it D. Small Teams-The last key element of RAD is the use of small teams of broad(prenominal)ly skilled and motivated people. Common sense tells us that bright, motivated people are likely to be highly productive. The only problem is finding those people RAD seems to be applicable to most IS environments. It is especially appropriate when requirements are not well understood or easily pre-specified, as with many so-called front office departmental compute applications. In contrast, applications that depend on algorithmic complexity or require significant pre-specification, such as aerospace and defence systems, probably lend themselves less well to RAD methods.Management of RAD teams is by motivation towards achieving the optimum business solution. Those who see RAD as seat-of-the-pants development have missed its most critical aspects and pull up stakes find themselves creating bad applications rapidly (or creating good applications with out infrastructure, take to bad systems and high maintenance overhead). RAD only makes sense after Case methods, JAD techniques and disciplined software processes have been established. 1. Effect of National Culture on Software development A. High Context Vs Low Context culture Tasks are broken down to a detailed level, within each project, with dependencies identified and risk associated with each of the task, Stakeholders and reviewers would come to a common platform to evaluate the tasks, the time assigned to each task, the perceived risk and the mitigation strategy to be adopted. Though this being one of the crucial aspects of the project mannerscycle, the team has noticed that the discussion unravels to be extensive with some run across attendees trying to digress the topic in hand to more trivial issues.This is dependent on the project manager assigned to the project in guiding the team to delve into the more the tasks in hand and arriving at a logical decision point. A d etailed discussion is carried out to implement any change in a truly low-context fashion. For we as Indians have a habit of assuming some things in a high context manner. This approach of targeting any issue in a detailed manner was the biggest difference in the initial days. All the stakeholders in a meeting narrate out their requirements and clearing out confusing details and finding out the real facts about something.The first and foremost difference observed during our day to day life is the detail and model driven approach use in this bank. This detail driven approach tends to increase the timelines of software delivery but improves the quality a little. part is of utmost importance when it comes to building softwares for banking solutions, aviation, nuclear plant etc. At the start of a project itself the cost of quality should be determined as to much effort would be sufficient. An optimum level of quality if sufficient would reduce the timelines as well as save the cost of resources which could be utilised later for another foremost.B. Personal Vs Professional life North American flair of life tends to shop at a lifestyle to accommodate personal interests of an individual. Expanding ones hobbies, participating in cultural and outdoor activities apart from professional work. Life in the BRIC countries is more tuned to professional growth of an individual with respect to the socio- economic fabric in the ordination. Boom in the software and its ancillary divisions is contributing to the growth in the per capita income and has lessened the gap from the haves and the have-nots.Job certificate in the BRIC countries is growing and is helping the individuals to build a life beyond their workstations. BRIC countries are now opening their market to the world, has brought in influx of capital, work culture from Multi home(a) software companies. All said and done the economic structure of BRIC countries are placid not mature enough to allow individual to l ook far beyond their professional boundaries. It is happening but ordain take some time before it becomes a part of life.Being more inclined towards their professional life rather than personal the work force of BRIC countries delivers the same product as offered by Western country at a much reduced timeline as well as at a throw away price. This dedication though is having its toll on the work force which tend to be more unsatisfied with there job than there western counterparts. C. Income and Demographics Demography is observed to be playing an important role in the way the world is displacement work. The large impact of this change is observed on entropy Systems. The average age of a professional is much more in western countries than in the BRIC countries.Young work force in BRIC countries tend to pick up things faster, readily adapt to different situations and work environment and importantly are available at a relatively lower cost than those in developed countries The decl ine in working-age population and unavailability of resources on emerging technologies in developed countries is leading to a large shift of the work to the BRIC countries. A young resource in India can learn under the guided training programs and implement the emerging technologies with ease whereas the learning curve of an individual in a western country is much longer span of time.Apart from this due to difference in the economic value of the currency of the western and BRIC countries, the companies in BRIC countries are able to provide same software solutions at a much lower cost as compared to the companies in developed countries. This is a win-win situation for both the client and the vendor, client is able to get solution at a cheaper cost and the vendor opens more revenues. D. Innovative approach The people in developed countries tend to be more innovative than the ones in the BRIC countries. Being Innovative is advance and is a part of life.With their stable economic ba ckground and sufficient fund to promote any aspiring gift they encourage a lot of question and development activities. Most of the new path breaking companies and softwares are developed by western countries. The work force of BRIC countries do not lack the talent but the problem lies in the sparing of the country which still require international funds to cater to the needs of its growing population. The software companies in these countries tend to pick up service oriented assignments, as they can be easily executed and it brings in much required funds to develop the economy of the country.Any instauration is these countries are mainly due to an inspired individual alone with little or no support from the government. We can take the example of a country like Israel which being so small in size still has a high innovation quotient. The North American bank for which we work has only two employees working in the performance test lab but still they have sanctioned a few million do llars to bargain for a quality centre tool. There were no long meetings or debate to discuss the viability of the adventure. Top management thought that the tool may be handy and hence they approved.They could have done that only because they were backed by a department worth billions of dollars. 2. Organisational culture differences Since inception, Organisations have a culture where a hierarchical line of authority is maintained. These hierarchies have in fact ensured that work is done where the collective abilities the companies employees are harnessed and a finished product is gum olibanum deployed. Compare this against a massive online community in a virtual organization where the employees are spread across the globe, exploiting the power of communication and collaboration in a gigantic manner.Millions of employees of a virtual organisations use blogs, wikis, chat rooms and personal broadcasting mediums to add their voice to a constructive medium of dialogue. convey to Inte rnet, masses of people outside the boundaries of traditional hierarchies can pioneer to produce content, goods and services. This paradigm shift in the culture of an organisation, vanishing of the hierarchies is having enormous impact on Software development as well. They contribute to this organisation thereby unsex a finished product including cars, airplanes which are perceived to be some of the most complex products.Software majors in India including Tata Consultancy Services are handling the outsourced work of major aircraft manufactures. TCS has a blogosphere for its employees where more than a hundred thousand of its employees share their thoughts on various topics to guide the company to the next contemporaries of software Development. This is a cultural shift started by the Open Source movement to challenge the monopoly of some players in the development and deployment of software. Thousands of employees of TCS collaborate in real time, exchange ideas with the CTO of the company reading and commenting on some of them.One of the writers of this paper has more than 100 videos on the internet with deuce-ace hundred thousand views so far and the number is growing day by day. Thanks to Internet, masses of people outside the boundaries of traditional hierarchies can innovate to produce content, goods and services. This paradigm shift in the culture of an organisation, vanishing of the hierarchies is having enormous impact on Software development as well. They contribute to this organisation thereby prepare a finished product including cars, airplanes which are perceived to be some of the most complex products.Below we compare some of the features of an Open Source vs. Closed Source culture. A. Open Source projects TCS using Open Source Culture to its full potence The flying of the hereafter needs to be a people-intensive firm. In the new Open Source culture, managers need to give due consideration to future threats and depend more than ever on hu man imagination, creativity and initiative. Twenty low Century Software majors in India including Tata Consultancy Services are handling the outsourced work of major aircraft manufactures.This aircraft manufacturing major has taken the collaboration to a new level by engaging its peer in a real time manner. Firm of the Future The organisation that go forth excel in the next generation will be the one that recognises information as a major resource and knowledge as an important structure in and of itself. This organisation will use information and knowledge as efficiently as it does its other resources and assets. The difference between success and failure in an Open Culture will be about sharing enough of the right information about designs and methods.The intellectual and knowledge management will be the toughest challenges for the firms in the coming years. Information is a resource like money and material. It has a cost and value. It is less understood because it is less tangib le. The unique character of information is that its supply is useless. The future firms need to fathom this fact that information becomes more valuable with use and when properly applied can greatly enhance the use of other resources. A big chunk of the workforce for these companies will come from Generation Y (Born between 1980 and 1995).The Gen Y associate on an average would have better exposure to emerging trends and would have a global outlook. As the Global Delivery Model for the software firms matures, the employees of such companies would increasingly find themselves working in culturally diverse distributed teams. While this is an exception today, soon this can become the norm. Collaborative Software Development platforms can become a norm and accelerate this trend. Thus the firm of the future and in particular the software firm needs to inculcate the open source culture as it is here to stay.The changing demographics, advent of internet, the cooperative features of nett 2. 0 will give way to new ways of working and collaborating. The cultural inertia has to fade off to stay in the competition. We wont be surprised if TCS employees start introducing themselves as I am a TCSer working in project XYZ and member of the TCS Java and oracle blogging community. These internal affiliations can gain enterprise wide legitimacy. Advantages of the mass collaboration culture ?Reduction of Cost One of the foremost advantages of adopting the Open culture is its monetary benefits.The touch on and whole purpose of driving this cultural change, fading off the cultural inertia and adopting new ways of developing the same thing is that it reduces cost for companies who are adopting and driving this change. For IBM alone who along with Red Hat was one of the few companies to join the Open source bandwagon, the cost reduction is $900 million annually. Self-organised Operating System like Linux marshals the efforts of thousands of scattered individuals, sometimes in mi raculous ways. ?More user involvement Let us take an example of user involvement from the Mozilla Firefox Internet browser.After the elimination of Netscape, Microsoft has not experienced any real competition in the web browser market. alone now, the introduction of Mozilla Firefox, an open source Web browser that allows users to alter the regulation and create plug-ins and customized extensions that the users can download. We put on our thinking hats on for the TCS web mail which we use extensively. Some of the major disadvantages observed in the web mail are that The user interface is clunky in that it is poorly designed from a user perspective. The UI has several unused features.So the TCS innovation lab came up with a script which quickly put together a script that runs this into this as illustrated in the screen prints below. ? ? Not to mention this is only applicable to an Open source browser like Mozilla firefox which hinges on the user creativity and imagination. This migh t act as a starting point where many of the internal One might be tempted to question the whole deal behind this small example given above. The big deal is that the future of software development lies in delivering Service Oriented, semantically correct systems that allow end users to tweak their user experience.So what else is possible for TCS like Software Development companies in the future? Project Leader specific customizations and generation of reports. Bringing the timesheet page on the front page of the internal website on Fridays only. Right click Employee Number and be presented with a palette of information such as Lowest/Highest rating received by the employee, Employee basic information. This shows that if one does not stay current with the users, they invent around you, creating opportunities for competitors. ?More power to the end userIn the software industry, publishing code on the internet has enabled companies to focus the shift to applications, integration and ser vices. By using peer production to involve way more people who are external to the organisations, a futuristic firm can develop customer solutions in a smart way. Without the Open source culture, we would just have a set of monopolies, creating what can be termed as Feudalism in Software. rationality and applying this new culture to competitiveness means dispelling the cultural inertia. Collectively, these examples suggest a range of ways in which peer production creates value and competitive advantage.Challenges to the Open Source culture Critics of Open Source culture have always argued that it will no longer be clear who owns what or how individuals and companies will profit from their creations. The challenge lies how does a company manage its information sensitive resources in a way it does give enough freedom to the user to expand his horizons. But also keeps the essential features with the company itself so as to benefit from it. The pioneer of the Apache web server which c urrently powers 70 percent of all Web sites Brian Behlendorf did not make a dime off itBut truly speaking, the inventors never intended to make money out of it. Thus embracing this new culture of Open Source means new ways of wealth creation, new ways to innovate and developing software at an accelerated rate. B. Proprietary or Closed Source System Another approach for providing software solution is Closed source or proprietary system. It could be defined as a system in which the specifications are kept proprietary or disagreeable to prevent third party impregnableware of software to be used. It has a lying-in on copying and modification. Restriction could be either legal or technical.Legal restriction is like software licensing, copyrights etc. Technical restrictions are usually implemented by releasing only machine readable format instead of complete source code. The following below listed points lists down its various features which in turn affects software development. Inn ovation driven by motivation As opposed to an open source project a closed source initiative generates more revenues due to licensing, patents of software etc. Over a long term higher revenue implies having a dedicated team of developers motivated which otherwise becomes difficult in open source as its not a money spinner. Mission critical projects Traditionally open source software are considered to be more secure as the source code is reviewed by thousands of tech savvy developers. Though this holds true in many cases but still mission and time critical projects prefer a closed source. Any tweak in that code can cost severe damage to the society and country. For example software of a jet liner or a nuclear reactor has to be a closed source. It simply cannot be risked to use an open source for them. Stable development environment Closed source projects are usually developed in a stable environment. It has enough potential in it o take all the variables into consideration and tie it all together so that it just acts as a piece of hardware. A closed source initiative iphone has had only one release till now whereas linux has had hundreds of upgrades. The environment is turbulent for open source initiatives to focus on its criteria Contractual reason Before opting for a closed source solution a potential client has to make a decision about the money to be dog-tired and the amount of transparency they require. A closed source will tie them with an agreement they wont have any access to the source code as well. Vendor support Proprietary software provides proper vendor support, they generally have a dedicated helpdesk assigned to address frequent queries and issues. Proprietary solution also comes along with proper documentation as well which helps the customers to do some debugging themselves and also makes them aware of the different features and configuration of the system. The vendor is bound by contractual agreement to provide adequate documentation a nd support Better life cycle Closed source projects usually have a better development life cycle. It has a dedicated team of developers working towards a common goal.They also have a screen out test labs to ensure performance and functionality of the application. This difference becomes more glaring when the code grows to millions of lines it becomes difficult for naked eye to identify and fix a problem and adjudicate the effect of that fix on other portions of code. It requires proper automated debugging tool. This kind of a setup is difficult for an open source company to acquire. Security Being lucid causes open source system to be more secured as it is reviewed by thousands of developers but being obscure provides a different kind of a security to closed source system.It protects the codes from potential hackers. They are not able to read the code and figure out the loop holes. Take the example of an anti computer virus software. If the source code of that is released for ev eryone to review the hackers and virus programs will just paralyse the entire computer industry. User interface requirement A project which requires a good and intuitive interface should go for a proprietary product. Especially if the users are not that well versed with the computer culture. We can take the example of Windows or MAC OS which automatically creates a wow from the user just because of their user friendliness.Even for a novice user they are not that hard to figure out. Now compare this to a KDE or Gnome shell which might make a new user scratch their head off. just now because of this UNIX is more used at the back end. Driven by an end target A project developed in closed source is usually with a end goal in mind. They align all there activities towards achieving the end result. For open source products there is a tendency of the developers to code guardianship themselves in mind. They dont consider that whatever is intuitive to them may not be to others. Budget con straint A closed source initiative have a finite amount of budget, depending upon the intermediate milestones achieved, political acumen of the project lead that can vary whereas an open source initiative depends on how much time its developers can dedicate. For long running projects with no real monetary benefit it becomes difficult to keep the developers interested. Scheduling Closed source projects have predefined schedules which may be altered according to market conditions or to coincide with any event. Strategic marketing A proprietary software has a separate marketing team looking in to build the hype and increasing the curiosity of the potential customers. It gives sort of a head start to such projects. Organisational limitations A proprietary product can suffer from organisational limitations. In a corporate environment there are a lot of senior management level people making decisions on the behalf of the developers. The framework to use, the language to code in, data base to use, architecture to be followed. The developers are stuck with the choice that has been made on their behalf. Quality of resource A developer working on a closed source project might have been chosen for reasons other than technical skills. The reason possibly the seniority of the resource, their relationship with a top management official etc. This problem is usually not observed in a resource working on an open source project as most of the resources themselves have self volunteered for work. It mostly consists of motivated workforce who works for fame rather than money. User limitations commercial-grade or closed source products tends to balance the demand of its user base with the goal of increasing shareholders value.They tend to view things from the profit perspective. Their end motive is to generate revenue for the company whereas open source developers are free from this restriction and can concentrate on satisfying the needs of its user base. Their approach is non-commercial in nature. Market limitations Being profit minded closed source organisations tend to include a lot of features on their product just to attract potential client. With time, the point of interest can shift towards those additional features which may not necessarily be part of original requirement. This may incur additional time and money. External factors affecting the end goal There maybe other external factors apart from the user requirement which may change the features or the way a product is supposed to work. There might be constraint to be backward compatible or to be compatible from other applications from the same stable or a top management thinks otherwise of the way the software is supposed to work. ? 3. References 1. Wikinomics Dan Tapscott and Anthony Williams 2. The IT Revolution in India F. C. Kohli 3. The World is Flat Thomas L. Friedman 4. ideate with BRICs The path to 2050. A Global Economics paper by Roopa Purushottam and Dominic Wilson