Evaluation of Internship

1. Describe two difficult incidents or challenging situations that you experienced during your internship. The difficult challenging situations that I have experienced during the internship were at the Veranda restaurant and the Learning and development office. Firstly, I have difficulty to adapt myself from an undergraduate into the professional commis at the world top five star hotel’s, to be worked the Veranda restaurant.I need to learn and memorise the restaurant’s menus, name of the cutlery that I havn’t been using before, to get to know all the employeesand trainees, learn new manners and how should we deal with each of our guest and approach to our guest and also living in the Bangkok city which have one of the most difficult transportation.Secondly,the difficulty in the Learning and development (L&D) office is that the during the time that I’ve work is the low season in Bangkok which it is a good opportunity for the hotel and the L&D department to train and set big events for the staff such as the Walk Rally and L&D workshop in order to strengthen the relationship between co-workers and develop professional skills. L&D department have to contact many other departments within the hotel in order to get in touch with each employees.During the April, the Mandarin Oriental Hotel Group has choosed Mandarin Oriental Bangkok to run the L&D workshop conference which more than 20 of the L&D managers of Mandarin Oriental Hotel around the globe will come to the hotel to have conference for a week and during those time our department’s job were to set the delight events to welcome the managers and run the workshop. 2. Explain how you dealt with these situations and the impact your actions had on the other parties (customers, line managers, colleagues†¦) After a period of 2 first weeks, I have settled myself in an adaptation environment very well.The assistance from co-worker have aid me to go through the challenge without a do ubt. I get to know every staffs willingly, we play soccer every weekend. The chiefs have given me a lot of great guidance in term of servicing each guest. The manager has taught and inspire us to work. Overall the professional environment in the restaurant has automatically turned me into one of the professional. Every problem has been solved by the guidance and the training by the management team and the managers.Due to the small number of employees in L&D department, I get to know and close to each staff member very easily. Our team have a great team work, my trainer trained and taught me very well which allow me to get the job done very fast and efficient. The L&D team including me and other department within the hotel have put in large amount of effort to plan, set and run this big event. We have worked overtime to get the plan done before the workshop started. It is very fun to work and to get such sastisfaction from the L&D managers is one of the best thing I would’ve e ver imagine. 3.Identify alternative actions that you could have undertaken which would have possibly improved the outcomes in these situations. I could have copy the menu and study it after work to memoris the dishes. There is 2 menus in the restaurant which included the breakfast menu and the dinner menu, wine and beverage menu should have also done the same. This will allow me to learn the menu more quickly as in the working time I can not manage to learn the menu. I should have stay close more with the managers to get their advice, understand their point of view and gain more lesson from the expert’s experience.After the week of conference event, the L&D workshop conference was announced as one of the best workshop that have ever before by all the L&D managers. The event sastisfied every manager by delight welcoming events, lots of surprise and the assistance of the event from every department. There is nothing could have done better. Part 2 : IMPROVING PERSONAL OR INTERPE RSONAL SKILLS OVER A PERIOD OF TIME ( about 500 words) 1. Identify four (4) of your strengths and two (2) of your weaknesses that you experienced during your internship.Describe them in a working context. The strength that I have gained during this internship are the teamwork between co-worker, the Mandarin Oriental Bangkok team have taught everyone work collaborately to each other allowing their united effort to turn the hotel to be one of the leader in the world. Professional workmanship, the hotel have host many big world class events and service has been excellence for over centuries, being in the professional environment have gain me this strength.Company knowledge, the company have set many hospitality training for the staff, as a L&D trainee I have to attend to every meeting. The weakness that I experienced are the lack of effort, I have put most of effort at the first start of the internship and during the end, sometime I have not put enough amount of great effort into work but at the end I have improve myself brought out large amount of effort. Other weakness is that I should have take the internship longer as I only do it for 5 months.I have not learn enough and there is a lot of things that I have missed. 2. List specific actions / alternatives that may help you to improve these weaknesses. a. Set a statement, I should set a statement and point out my objective of what i should gain from this internship to allow me to learn everything I should or wanted to. b. Maximise internship period, This first internship I have taken only 5 months and have not learn enough but the the next one I will take longer than 5. 3.Determine a plan (actions and deadlines) that will keep you committed to this period of self-coaching. To set a statement won’t take long time for the action. I will only need to know which position/department I’m going to working in and set the objective of what I need to learn from the position/department. 4. How would you be a ble to fairly and accurately evaluate your improvements ? I would be fairly and accurately evaluate my improvements by the feedback of the co-workers. According to the exit interview with the Assistance L&D Manager.He has asked an tell me about my strengths and the weaknesses, what I have gained and what I have not gain, he has also asked what do I want to learn more from this internship. The Assistance L&D Manager have also evaluate my improment as at first of the start working I do not know the staff very well which cause me and the team communicate not very well but at the end after I have feedback from the L&D manager of how to work with the team, I have improve myself dramatically and efficiently.The Assistance L&D Manager and the team have been work with everyday during the intership period. The comments and the feedbacks from the co-worker are one of the most reliability evaluate of my improvement. APPENDICES 1. Copy of work certificate if applicable 2. Copy of a monthly sala ry statement. 3. One brochure of the establishment with valid room rates Your project must contain the following 3 parts: 1. A copy of your written report 2. A copy of your evaluation 3. Your appendices, brochure, pay slip and work certificate if applicableThe evaluation must be handed in at the same time as your report, no exceptions will be made. DEADLINE: Monday of week 2: Each class will be allocated a time slot, to hand in their report to the Academic Office. N. B. If you fail to submit your report and any of the other requested documents within the given deadline, you will be given a FAIL Students who are repeating their semester still need to submit their reports by the given deadline above, Monday of week 2 The report remains the property of GIHE. We suggest you prepare a second copy for your records.

Personal Goals and Mission

PERSONAL GOALS AND MISSION 1 –~———————— †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. PERSONAL GOALS AND MISSION 2 Everyone wants to be Successful in life, and I believe a key success factor is the ability to set and achieve goals. I have learned that long term goals are best achieved when I break them into shorter goals. I live my life by three terms Believe, Achieve, and Succeed. I am destined for great things if I stay focused on what is important to me in order to excel in my future. I have noticed organization plays a major role in setting goals, and in life. I prioritize my goals, long term first they give me a sense of direction and purpose.I then create short term goals to relate to my long term. I was a person that second guessed me at times. I was unsure of where I was headed in life until I asked myself a few questions. What are some things I'm passionate about? Where do I see myself in the next five years? What is the proces s of accomplishing it? After answering these questions I began to set goals for myself. My three long term goals are operating and owning my very own Salon and Spa, Buy my first home, and start a family. These goals I intend to achieve in the next five to ten years.My short term goals are save money, succeed academically, and stay committed to my significant other. I'm aware that these goals will take time, and there are many obstacles that I will have to face during the process. My first long term goal is to own a Salon and Spa. Since I was a young girl I have always had a passion for doing hair, and make-up. My creativity allowed me to try different styles on people. I began to do hair out of my house, and I noticed the number of clients I had doubled. Research and networking with different Salon owners motivated me to want to own a Salon.There is hard work that is invested into owning a business. I have to first educate myself on how to begin the process of owning a Salon. This i s the main reason why I enrolled into the Business Management Course at Cardinal Stritch. I plan to succeed academically, in order to accomplish this long term goal. I know I will have to stay focused at home and school. I will spend less time watching TV, and hanging out with friends. There will be more time dedicated to completing all PERSONAL GOALS AND MISSION 3 my assignments, and participate in each and every class.I plan to ask for additional help from my instructors on work that is a challenge for me. There will be times where I think this course is a bit too much, but I have decided that no matter how hard the process gets I will stay focused. I work full time to support myself, and now school I can honestly say my plate is full with important responsibilities. Time management is a skill I must work on. I always say to myself I wish there were more hours in a day. That statement proves I lack time management. Planning my day and following through with it, will allow me to ge t more task accomplished.Life happens and random things may occur where I might get side tracked. Ifl try my best to stay on track I know this plan will never fail. Buying my first home is my second long term goal. I believe this decision is one of the most important choices you can make in life. You have to plan accordingly, and save money. Achieving this goal may take ten years or even longer. Before I begin the home buying process I  ·first have to work through essential considerations, like my objectives. I would consider accommodating my family members, right size square footage and cost ofliving space to my budget and lifestyle.Establishing my financial foundation is a short term goal during this process. I must boost my credit score first, by paying off old debts, boosting my income, and pay all my bills on time. This may be done if I manage my money correctly, and limit my spending on unnecessary things. Making this major decision will inquire some assistance, so I will de finitely need to find a great Realtor. That person would guide me through the steps to buying my dream home. My last long term goal is to start a family. I am extremely close to my siblings and parents. Our relationships are very important to me.I was raised in a home with three sisters and one brother. There seemed to always be some activities occurring in the house. We enjoyed PERSONAL GOALS AND MISSION 4 discussing our days, doing homework together and even being silly around one another. I had several friends who were born to broken families, so they spent most of their free time at my house. I believe my parents did an amazing job raising me. I value life and appreciate everything they have done for me. The same morals and values my parents taught me I want to teach my children one day. Marriage is a must before I have a baby.I am currently in a relationship with my best friend. We complement each other in every way possible. He is my number one supporter, and I see myself spen ding the rest of my life with him. This relationship is important because we have to want to the same things as far as children before we say â€Å"I do. † I feel it is important to be financially stable and prepared before a family is started. I expect different obstacles to stand in my way, which you can never be ready for each and every one. Being a critical thinker and great problem solver will allow me to find solutions to these road blocks.I have an incredible partner who strategizes with me to solve issues we are faced with. I chose to wait until my late twenties to start conceiving children. I feel I'm much more mature, and have a solid plan for the future. I believe long term goals are major accomplishments you hope to achieve in your life. There may be trials and tribulations I may endure before reaching the finish line, living by my personal Mission I am guaranteed to succeed. I have prioritized my goals from the most important to least. Short term goals have been established to support them, and I am confident in my plans.

Market Segmentation Notes

Definition of ‘Market Segmentation' A marketing term  referring to  the aggregating of prospective buyers into groups (segments) that have common needs and will respond similarly to a marketing action. Market segmentation enables companies to target different categories of consumers who perceive the full value of certain products and services differently from one another. Generally three criteria  can be used to identify  different market segments: 1) Homogeneity (common needs within segment) 2) Distinction (unique from other groups) 3) Reaction (similar response to market) Investopedia explains ‘Market Segmentation'For example, an athletic footwear company might have market segments for basketball players and long-distance runners. As distinct groups, basketball players and long-distance runners will respond to very different advertisements. Market segmentation is a marketing strategy that involves dividing a broad target market into subsets of consumers who have common needs and applications for the relevant goods and services. Depending on the specific characteristics of the product, these subsets may be divided by criteria such as age and gender, or other distinctions, like location or income.Marketing campaigns can then be designed and implemented to target these specific customer segments. Why Segment? One of the main reasons for using market segmentation is to help companies to better understand the needs of a specific customer base. Mass marketing assumes that all customers are the same and will respond to the same advertising. By looking at ways in which potential customer groups are different from each other, the marketing message can be better targeted to the needs and wants of those people.Often, dividing consumers by clearly defined criteria will help the company identify other applications for their products that may not have been obvious before. These revelations often help the company target a larger audience in that same dem ographic classification, improving market share among a specific base. Segmenting the market can also serve to identify smaller groups of people who make up their own, previously unknown subsets, further improving the overall efficiency of the company's marketing efforts.Segmentation Strategies According to experts, in order to be a good market segment, a group should meet five criteria: 1. It should be possible to identify and measure it, 2. it should be big enough to be worth the effort, 3. it should be easy to reach it, 4. it should not change quickly, 5. and it should be responsive. Market segmentation strategies that meet these criteria can cover wide range of consumer characteristics. Subsets may be defined by basic demographics like age, race, or gender, for example.Other qualities, like educational background or income can also be used, as can location. Some of the potentially most powerful variables by which to segment a market are behavioral ones, including social class, l ifestyle, and interests. In most scenarios, there will be at least a few established customers who fall into more than one category, but marketing strategists normally allow for this phenomenon. In fact, the overlap in criteria among consumers often leads to additional segmentation and requires adjusted marketing strategies.A marketing plan that targets people who fall into several groups — like women over 30 who earn a high income, for example — may be more successful than one that focuses on just one limited characteristic. Other Benefits Along with playing a role in the development of new marketing approaches, market segmentation can also help a company identify ways to enhance customer loyalty with existing clients. As part of the process of identifying specific groups within the larger client base, the company will often run surveys which encourage customers to suggest ways of improving the company's products or services.This may lead to changes in packaging or ot her similar cosmetic changes that do not necessarily impact the core product, but sometimes making a few simple changes in the appearance sends a clear message to consumers that recognizing their needs is as important to the company as making sales. This demonstration of good might go a long way to strengthen the ties between the consumer and the producer. Market segmentation is not only beneficial to the manufacturer or retailer, but can also have benefits to a consumer as well.People in a particular market segment may get special deals on products as the company focuses on that group, or find that those products are available more widely. When a company responds to consumer feedback, it can mean that those people get changes in composition or packaging that better meet the user's needs. Disadvantages of Market Segmentation One of the biggest disadvantages of this marketing technique is the expense. A great deal of research often needs to be done to correctly identify those subsets that are most important for a company, and this takes time and money.Once the key subsets are identified, different marketing messages usually need to be developed for each. In addition, changing the appearance of a product based on which segment it is being sold to adds to the production costs. If the market isn't segmented effectively, then all this money will be wasted. When the market segments that are identified are too narrow, it may be difficult for a company to be profitable. Niche marketing can work for some industries, but if the tastes of that subset change or a stronger competitor enters the field, a company that has focused too much on the one segment can lose its customer base quickly.Targeting smaller segments also means that potential consumers outside of those groups may be ignored and their business lost. The Concept of Market Segmentation Market segmentation is the division of a market into different groups of customers with distinctly similar needs and product/s ervice requirements. Or to put it another way, market segmentation is the division of a mass market into identifiable and distinct groups or segments, each of which have common characteristics and needs and display similar responses to marketing actions.Market segmentation was first defined as ‘a condition of growth when core markets have already been developed on a generalised basis to the point where additional promotional expenditures are yielding diminishing returns’ (Smith, 1956). There is now widespread agreement that they form an important foundation for successful marketing strategies and activities (Wind, 1978; Hooley and Saunders, 1993). The purpose of market segmentation is to leverage scarce resources; in other words, to ensure that the elements of the marketing mix, price, distribution, products and promotion, are designed to meet particular needs of different customer groups.Since companies have finite resources it is not possible to produce all possible p roducts for all the people, all of the time. The best that can be aimed for is to provide selected offerings for selected groups of people, most of the time. This process allows organizations to focus on specific customers’ needs, in the most efficient and effective way. As Beane and Ennis (1987) eloquently commented, ‘a company with limited resources needs to pick only the best opportunities to pursue’. The market segmentation concept is related to product differentiation.If you aim at different market segments, you might adapt different variations of your offering to satisfy those segments, and equally if you adapt different versions of your offering, this may appeal to different market segments. Since there is less competition, your approach is less likely to be copied and so either approach will do. An example in the area of fashion retailing might be if you adapt your clothing range so that your skirts are more colourful, use lighter fabrics, and a very shor t hemline, for instance, this styling is more likely to appeal more to younger women.If alternatively, you decide to target older women, then you might need to change the styling of your skirts to suit them by using darker, heavier fabrics, with a longer hemline. This is exactly what Marks and Spencer (M&S) did to attract a younger female shopper into their M&S stores and compete more directly with Next and Debenhams for share of this market. The company launched a range of female clothing called Per Una, and three years on the fashion range has been a huge success reportedly generating annual sales of nearly ? 230 m—more than 10 per cent of the total womenswear sales at M&S.If you start by adapting new product variants, you are using a product differentiation approach. If you start with the customer’s needs, you are using a market segmentation approach. This is illustrated more clearly in Figure 6. 2 using offering rather than product to indicate that the same concept may apply to a service. A relational marketing perspective would replace the marketing mix—the 4Ps —either with the 7Ps (see Chapter 15) or with a discussion of the need to design, develop, and deliver the customer experience (see Chapter 17).The concept of market segmentation was first proposed as an alternative market development technique in imperfectly competitive markets, that is, in markets where there are relatively few competitors selling an identical product. Where there are lots of competitors selling identical products, market segmentation and product differentiation produce similar results as competitors imitate your strategic approach more quickly and product differentiation approaches meet market segment needs more closely. With an increasing proliferation of tastes in modern society, consumers have increased disposable incomes.As a result, marketers have sought to design product and service offerings around consumer demand (market segmentation) more tha n around their own production needs (product differentiation) and they use market research to inform this process (see Market Insight 6. 1 and Chapter 4). Segmentation criteria for consumer markets Segmenting criteria for goods and services markets Kotler and Armstrong define market segmentation as â€Å"dividing a market into distinct groups of buyers who have distinct needs, characteristics, or behaviour and who might require separate products or marketing mixes† (Armstrong and Kotler, 2005: 54).

Managing Uncertainty Business Plan Coursework Example | Topics and Well Written Essays - 2000 words

Managing Uncertainty Business Plan - Coursework Example It is always advisable to settle on a business enterprise that is not only viable, but also within your area of expertise in order to ease its management. In this case, I am intending to start up Electronic repair Services Company, in the City of Birmingham which its capital will be around  £ 250,000 in its first year of operation. The organization will specialize in repairs of home electronics, most particularly home entertainment electronics, such as; DVDs, TV, VCRs, and CD players among many others. The small enterprise is created with an idea of providing top notch innovation to the general repair service business. It will offer a one stop solution for the repairing or renovation of home electronics and phones in Birmingham. This business is aiming to offer its services to home owners and phone users who are often caught unawares with unexpected electronic malfunction. The unique and distinguished services of the Electronic shop will give it the much sought after competitive ad vantage against other repair services businesses. (Apple, 2013, pp. 24)Market analysis There are around 0.9 million households in Birmingham, U.K. Virtually, all these households at least have phones, TVs, VCRs and many other   types electronics. The electronic service company will segment its market into product categories, which will reflect the projected number of each electronic device, being used in Birmingham city, because these devices may malfunction at any time, and they may require repair services.

What Do You Think Coursework Example | Topics and Well Written Essays - 250 words

What Do You Think - Coursework Example For a businessman who derives his satisfaction by spending time with his family after a busy day’s work, this is something that cannot be bought with money. Money is merely a quantitative entity which cannot be defined in terms of happiness and sentiments. For money to play a bigger role this has to be amplified in magnanimous proportions and even then it will fall short of the expected levels. Even after immense research and personal examples, money always lags behind providing happiness within the relevant frameworks of human beings, in the past as well as in current times. Hence it has been proven time and again that money can’t buy the moments which provide glee, satisfaction and immense achievement. These can only be had when there is a dire effort to bring happiness through endeavors which ensure that it stays for a long period of time. This indeed is a given for every human being in this

History- Modern latin america Essay Example | Topics and Well Written Essays - 500 words

History- Modern latin america - Essay Example It gives a spine chilling experience about disappearance of victims and resistance organized by their mothers and relatives in Argentina. The military rulers in the country followed the Nazis ideology or the doctrine of night and fog developed by Adolph Hitler. The doctrine of national security was the new name of brutal law used exclusively for secret kidnapping and detention and murder in the country. The rulers followed the strategy of doing all these acts secretly. The kidnapping was done without much publicity, and detention and subsequent killing were made at secret centers only known to the military. The families of the victims were terrorized through these acts and they feared of complaining because of the fact that complainants would be the next victims. Therefore there was a silence from the relatives of victims which otherwise made them in a situation to kill themselves. The vanishing created terror within the population, but without finding the bodies, no one could be bla med. Silence increased the atmosphere of terror as well as hopelessness. It placed a cruel burden on the families of the disappeared. Moreover they were made to feel in some sense responsible. It became one of the more subtle and complex mechanisms of torture for the relatives.

All The Pretty Horses by Cormac Mc Carthy Research Paper

All The Pretty Horses by Cormac Mc Carthy - Research Paper Example The setting is in 1949 when the story starts with a funeral. It was the funeral of Grady’s grandfather, the owner of the ranch that their family was living on. With his grandfather dead, Grady’s mother who is an actress, will have to sell the ranch. Realizing that there was nothing for him in Texas anymore since he loves the ranch and the lifestyle it provides, he leaves Texas for Mexico. He brought along his friend Rawlins with him. Together, they ride to Mexico as idealized cowboys on horseback. On the road, another character by the name of Blevins joins them. Blevins is thirteen years old and he rides a beautiful horse. Rawlins immediately dislikes him but they still continue the journey on together. They reach the Rio Grande and upon crossing the river reaches Mexico. In Mexico, they encounter a terrible storm. Blevins, being very fearful, strips all his clothes (as a precaution against lightning strikes), and runs off, leaving his horse and all of his belongings. The next day, they find him almost naked. Blevins convinces Grady and Rawlins to find a town and look for his horse and his gun, which were stolen during the height of his panic attack. Soon enough, on the village of Encantada, they find Blevins’ horse but then it was already claimed by someone else. Blevins takes it back and the locals pursue them. In the pursuit, they got separated. Grady and Rawlins eventually moves South where they were able to find jobs as cowboys in a ranch owned by a certain Don Hector. Because of his own experience in their own ranch, Grady soon became famous in Don Hector’s ranch as the new cowboy. He proves himself to be a very good one, as he deeply understands horses. Because of his expertise, he was put in charge of the breeding of the horses. Then, he meets Alejandra, Don Hector’s daughter and he falls for her. Although he was warned by Alejandra’s cynical aunt, Alfonsa, Grady pursues Alejandra and then they began an affair. When Don Hector found out about it, he had the Americans arrested by the corrupt Encantada police. There in Encantada jail cell, they reunite with Blevins again. They soon find that Blevins killed someone when he returned to Encantada to retrieve his stolen gun. Grady and Rawlins were now labeled as co-conspirators in Blevins’ case. Then, because he was tortured, Rawlins owns up to the accusations, and this leads to Blevins’ assassination. Grady and Rawlins remains imprisoned in the town called Saltillo. In prison they experience constant bullying by the prison mafia. It happens that a cuchillero attacks Grady as he refuses the invitation of Perez. Perez is a powerful prisoner who wants Grady to be his ally. John Grady eventually kills his assailant. He and Rawlins get ba dly wounded in the process. Alfonsa, Alejandra’s aunt, bribes the prison commander to release Grady and Rawlins and they were eventually released. Alfonsa made Grady swear that he should never see Alejandra again. With his newfound liberty, Rawlins goes back to America. Grady, however, was so intent to see and go back to Alejandra. Alfonsa again warns Grady not to pursue Alejandra and sets out a long discussion about the pitfalls of romance and its foolishness. In spite of all the discouragement, he meets Alejandra and they spend the whole day together. Grady proposes marriage to Alejandra but Alejandra declines because she already decided that she couldn’t leave her family, thus leaving Grady with a broken heart. Grady decides to go back to America but not without his horses. So he goes back to the village of Encantada and reclaims the horses, all the while claiming the captain of the town as hostage. The people pursue him but eventually crosses the border heavily wou nded. He finds himself back in

Gun shooting problems Essay Example | Topics and Well Written Essays - 500 words

Gun shooting problems - Essay Example These laws vary widely and there is a need of promotions or campaigns to enhance public awareness. Following measures can be taken in order to prevent gun shooting at schools. There are many varieties of solutions each has different grades of expense and levels of security. These are designing of laws and policies to inhibit children from gaining access to guns, equipping all school entries, as well as all related rooms, with bulletproof doors within a school that automatically lock upon shutting, lower technology doors that should be opened only from the inside or from the outside with keys, introduction of jamblock, a portion of steel that can rapidly be protected under a classroom door, efficiently locking it and significantly reducing the movement of anyone determined on breaking in and Having metal sensors or .,detectors at the secure entry. 4. Social and cultural contexts: Crisis in youth culture educational institutions, especially public schools, Widespread availability and acceptance of guns, Drugs and medications, bullying, media and video games, areas with a strong conservative religious population Today in United States increasing gun violence in school and other areas of society become a serious national and social issue. The United States has been suffering from prevalent levels of gun violence yearly. There are greater than 100,000 Americans who become victims of gun violence every year according to US Centers for Disease Control and Prevention. Gun ownership is prevalent in United States and gun violence is rampant. Fatal school shootings at a widespread variety of schools have claimed over 400 undergraduates and faculty lives since columbine. In summer 2012, there have been may well publicized school shootings in America. On February 10, 2012 in Walpole, 14 year old students shoot himself in front of his fellow students. Former classmates opened fire on three students and kill them and injured six

Employee -Employer Relationship and Expectations Essay

Employee -Employer Relationship and Expectations - Essay Example Even in the modern world where technology and machines have made lives easier for many, the need of human capital still persists because the common sense, creativity, problem solving skills and decision making abilities cannot be substituted by the automatic mechanics or computers. Therefore an efficient and effective interaction between the employers and employees leads to the success of the business (Buren & Greenwood, 2008). The smooth operation and organisational consistency greatly relies on setting the standard operating procedures which ensures that the working environment is safe and the work is carried out in the most -efficient manner. The SOP’s can be re-evaluated and re-established with a proper feedback from the employees. If the management has an open door policy, this can be an advantage in the betterment of the business because of the positive input of employees due to the natural free thinking. The feedback is analysed by the employees and is utilised in the b est way possible that helps the business without compromising its quality, consistency and reliability. This also improves on the decision making of the management. But, the employee- employer relationship is very critical. The both of employees and employers are different from each other and if these are not somehow met, it results in a conflict. EMPLOYEE – EMPLOYER RELATIONSHIP AND EXPECTATIONS: The relationship between an employer and its employees is not just based merely on economic terms, but it is much more than that. It is an important relationship that is based on mutual dependency and has a great impact on the working and progress of an overall organisation. A set of values and norms that are applicable on all members of the organisation members persists and must be followed. This makes the culture of an organisation that gives it a uniqueness and identification (Zientara, 2009). The workplace in professional life, is like a second home to an individual, so his job is an extremely valued possession that has an effect on a lot of factors. The relationships that an individual maintains at the workplace are different from those that are his personal, and therefore must be very carefully sustained. The employer-employee relationship is the most complicated one and each has a level of expectations from one another. There always has been and will always be an assured push and pull between the employers and employees that cannot be evaded. But if they work together with a mutual consent, they can come up to each other’s level (Zhang, Tsui, Song, Li, & Jia, 2008). Experts say that this tug of war between employer and employee helps to build the synergy vital for focused approach towards the collective goals of the organisation (Evanschitzky, Groening, Mittal, & Wunderlich, 2011). The organisation is a collection of numerous units working together collectively to achieve one goal; the organisations goal. Along the way, the employee tries to achi eve his/her goals be it experience, thirst for knowledge, or the never ending need to financial security while using the employees goal as a driving force the employers try to align these goals with the strategy of the organisation. Experts also say that this is the best way to make a winning solution, using the zeal and creativity of the employee, help them achieve their goals but align them according to the goals of the organisation. Why is it so necessary to align all the expectations and the goals together? Why does an organisation needs this synergy? The

Distributors Essay Example for Free

Distributors Essay Manufacturers use a number of alternative intermediaries to make their products available to their target customers effectively and efficiently. These intermediaries share the different marketing activities with the manufacturers. Distributors are very popular intermediaries both in consumer marketing and business to business marketing. The three commonly used distribution strategies by manufacturers are exclusive distribution, selective distribution and intensive distribution. In exclusive distribution the distributors are given sole rights to distribute the company products in a given geographic area. This type of distribution is favored when the products being marketed are exclusive, unique or prestigious. In intensive distribution the company sells its products through a large number of distributors and dealers to reach maximum number of consumers in the target segments. It is favored by companies that operate in intensively competitive sectors like the FMCG markets. In selective distribution companies use very few distributions to sell their products in a given geographical area. Of late manufacturers are constantly tempted to shift from an exclusive or selective distribution strategy to a more intensive distribution strategy to reach more number of potential customers for their unique, exclusive and prestigious products. However though this shift may help the manufacturer to increase the sales in the short run it will have a major impact on long term results. Because of this shift the product will loose its uniqueness, exclusivity and prestige of possession and the potential target customer may shift to more exclusive brands offered by the competitor. The company may also loose the loyalty and support of its existing distributors in marketing and service activities. The customers may also refuse to pay a higher price once the exclusivity is lost thus impacting the financial performance of the company in the long run.

Leadership approach suggested by Lao Tzu

Leadership approach suggested by Lao Tzu First of all let us define leadership? Leadership is a very essential issue and can be understood in different views. It would be very hard to give leadership a general definition because many writers have tried without reaching an accord. According to Mullins, 2005, Good Leadership involves the effective process of delegation and empowerment. The Leadership relationship is not limited to leader behaviour resulting in subordinate behaviour Susan Ward, 1997 gave a simple definition of Leadership as the art of motivating a group of people to act towards achieving a common goal. Leadership in simplest terms can be defined as an ability through which you can gain followers. To gain followers requires authority but does not exclude the lack of reliability to achieve this. Whether you are the managing director or a shift leader, the way you lead is the single biggest success factor for everyone you work with. Leaders change the organisations around them. They make a difference to the business, rather than just making the business work. Leadership is about what you do. It involves learnable skills that can be applied to the tasks that occur in every business. Storr A. 1996 Leaders can generally be defined as those who take action when they do not want to leave things to chance. Leadership can also be defined as an instrument of goal achievement Bass 1990:15-16 Leadership is behaviour, not a position Bass 1990 The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he werent there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him. Lao Tse, Tao Te Ching Famous Quotes on Leadership To lead people, walk beside them As for the best leaders, the people do not notice their existence. The next best, the people honour and praise. The next, the people fear; and the next, the people hate When the best leaders work is done the people say, We did it ourselves!' Lao-tsu If the blind lead the blind, both shall fall in the ditch. Jesus Christ Dictators ride to and fro upon tigers which they dare not dismount. And the tigers are getting hungry. Winston Churchill Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself-your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. Dee Hock Founder and CEO Emeritus, Visa Leadership is intentional influence. Michael McKinney People ask the difference between a leader and a boss. The leader leads, and the boss drives. Theodore Roosevelt Four rules of leadership in a free legislative body: First, no matter how hard-fought the issue, never get personal. Dont say or do anything that may come back to haunt you on another issue, another day. Second, do your homework. You cant lead without knowing what youre talking about. Third, the American legislative process is one of give and take. Use your power as a leader to persuade, not intimidate. Fourth, be considerate of the needs of your colleagues, even if theyre at the bottom of the totem pole. George Bush Former President of the United States Chester Barnard, 1997, believes that a good leader must have qualities such as Validity, Endurance, Intellectual Capacity, Persuasiveness and he should be responsible for any decision taken. THEORIES OF LEADERSHIP The Rise of Contemporary Leadership Theory Theories of leadership in any period are driven by a set of convictions and hopes on the part of the theorist. One certainty is that swift societal development makes it crucial to keep ones pulse on social changes and their implications for how groups of human beings can best be led, a natural assumption in the writings of leadership theorist Rosabeth Moss Kanter and numerous other scholars. A challenging view is that human nature is stagnant and unchanging and that the lasting lessons of history provide surer instruction in leadership than do the passing ripples of modernity. Ironically, the exemplars of this view are relatively ancient figures such as Lao Tzu and Machiavelli TRAIT THEORY OF LEADERSHIP: Trait theory is all about the types of personality tendencies and behaviour linked through effective leadership. Many theorists argued that key leadership trait include motivation; desire to seek power, self confidence to name a few. The biggest disapproval of this theory is that it suggests that leadership personality are inherited hence one is born with them. BEHAVIORAL AND STYLE THEORY OF LEADERSHIP: Another theory you should include in your leadership dissertation is Behavioural and style theory of leadership. In this theory the theorists stated that unlike the trait theory, leadership is not a set of traits but a pattern of motives. The Behavioural leadership grid model by Robert Blake and Jane Mouton based on concern for people and concern for productivity which are the basis of five different leadership styles. Studying this model will give you very clear emphasize of how to identify a clear leader. SITUATIONAL LEADERSHIP THEORY: This theory presumes that different styles of leaderships are better in different situations. Many theorists have given their views about this theory. Its better to understand what each theorist proposes as to understand what they perceive is the right action on a certain situation. CONTIGENCY THEORY: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. PARTICIPATIVE THEORY: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. MANAGEMENT THEORY: Management theories (also known as Transactional theories) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. RELATIONSHIP THEORY: Relationship theories (also known as Transformational theories) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfil his or her potential. These leaders often have high ethical and moral standards. Rosabeth Moss Kanter and Kendra Van Wagner, 2001 Leadership at All Levels Leadership whoever is doing it is about creating positive change to achieve long-term objectives. 1.1 Leadership involves setting goals, then moving the business towards them. Making the best use of resources, including peoples potential, is the key skill. 1.2 Leaders have to earn the authority to lead. For example, in a new job you should usually start by asking questions. You need a sound knowledge base before you start making decisions on technical issues. People need to be convinced of a leaders expertise and determination. 1.3 Leading a team means developing and motivating individuals and group. This includes helping people find meaning and purpose in what they are doing, so that it is seen to be worthwhile. Leaders create more leaders. By setting a positive example and allowing people to learn and develop on the job, you encourage them to take a more proactive role. 1.4 Leaders must often press ahead where managers see problems and back off. For example, every new product idea will face a series of obstacles. A leader will find a way around each of them. Leaders at supervisor or office level need backing, as it is often difficult for them to be recognised as leaders by their workmates. Odirone, George S. 1961. How managers make things happen VIEWS ON LEADERSHIP Leaders and leading are different. Leading is initiating change by developing the plan, implementing and evaluating the plan. Leaders work with others at all levels to explore the nature of the required change. A leader learns from others, mentors, and coaches. Leading is the verb, leader the noun. Both are necessary for change. Linda Burnes, 2001 Leadership is self discovery, and facilitation for others. It is the energy potential that evolves from the synergy of being in the right place and in the right frame of mind at the right time. This definition requires one to intuitively discover self, develop keen intuition, seek a positive attitude, utilize active listening skills and practice honest communications. Bass 1990 Leadership could also be the balancing energy for mind, body and spirit harmony. Leadership can be compassionate: Compassionate leadership is the ability to be there for others, without withdrawing and without judgment. Unconditional compassion for us leads naturally to unconditional compassion for others. There are whole parts of ourselves that are so unwanted that whenever they begin to emerge in ourselves or others, we run away. We can learn to use all the unwanted things in our lives to awaken compassion for ourselves and others. We can then relate compassionately to people and things we would rather push away. A compassionate leader is centred, accepting, honest and clear, helping others find their path toward wholeness while seeking wholeness oneself. LAO-TZU view on Leadership To lead people, walk beside them As for the best leaders, the people do not notice their existence. The next best, the people honour and praise. The next, the people fear; and the next, the people hate When the best leaders work is done the people say, We did it ourselves! Lao Tzu From the above quote from Lao Tzu, his views on what a good leader should be are listed below: A good leader should be able to always sort himself out by adopting an array of self-oriented mechanisms to improve self performances such as self goal-setting, self-reward, self-criticism and by reconstructing his approach to management in alignment with the strategy of being a good leader. A good leader should always be able to walk the talk, and to demonstrate the tight link between rhetoric and deed to others. A good leader should apply this attitude to his subordinates, embracing them in their own goal-setting and provide positive strokes wherever possible. A good leader should believe in team work and have a self-leading culture. A good leader should be selfless, extremely humble and never take full praise for any success the team makes. Manz and Sims 1991 CONTEMPORARY LEADERSHIP Democratic Leadership This is a type of contemporary leadership. Unlike Lao Tzu, Bass (1990) defined leadership a general definition on Leadership. He defines Leadership as an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of the members. He also explained that Leadership occurs when one group member modifies the motivation or competencies of others in the group. Any member of the group can exhibit some amount of leadership His own view on leadership is viewed as constituting only constructive behaviours aimed at pursuing group goals. This type of leadership was described by Lewin and Lippitt 1938; as a kind of leadership that involves the democratic leaders relying upon group decision-making, active member involvement, honest praise and criticism, and a degree of comradeship. They believed leaders using the other styles were either domineering or uninvolved. In democratic leadership, Kutner (1950:460) explains that Leaders need authority but the delegation of authority in a democratic group is never a mandate for any leader to employ authority without the eventual approval of the group. Democratic leaders are the kind that must be accountable for the decisions they make as individuals and the roles they play in the democratic group. (Starhawk 1986) Their position in the network of power relations also makes these leaders responsible for making lines of authority, power and decision making clear and visible. They must keep their agendas and motivesopen and visible, not hidden. (Starhawk 1986; 272) Conceptions of Democratic Leadership Distributing Responsibility among the Democratic group (DEMO) Here, the democratic leader seeks to spread responsibility rather than to concentrate it. The essence of democratic leadership is that it shall promote opportunities for the fitting initiative of those within the society, and in the manner the latter desire. Nagel (1987) goes further arguing that democratic leadership should not merely ask members to take on responsibility; at times, the democratic leader must be demanding in reminding people of their collective responsibilities. Some members may be less than enthusiastic to do their share, and leaders who allow free riders to exploit fellow citizens do not serve their communities well. Empowerment Here, Gibbs (1971) describes this as asking fellow members of the DEMOs to take on responsibility, this is one of many ways in leaders can help develop members decision making capabilities. The members must be skilled at wide variety of tasks, such as speaking, thinking and organizing (Evans and Boyte 1986). Democratic Leadership can augment members skills by setting high but reasonable standards and asking members to challenge themselves (Tead 1935). Members ability may develop through taking on new responsibilities, but leaders can also pay a direct role by offering instruction or suggestion, particularly when asked to do so. Democratic leaders show genuine care and concern for the members of the DEMO (Starhawk 1986, Desjardins and Brown 1991) but not in a way that makes them into a substitute parent of guardian. A democratic leader must never manipulate the masses through shrewd exploitation of their mentality Aiding Deliberation Democratic Leaders must distribute responsibility appropriately and empower other group members, but they must devote the bulk of their time and energy to ensuring productive and democratic decision-making. Deliberation is the heart of democracy (Barber 1984; Mathews 1988) Democratic leadership aids the deliberative process through constructive participation facilitation, and the maintenance of healthy relationships and a positive emotional setting. Conclusion In conclusion, one would believe this quote from Linda Burnes saying Leaders and leading are different. Leading is initiating change by developing the plan, implementing and evaluating the plan. Leaders work with others at all levels to explore the nature of the required change. As a leader you have to learn to commune your idea or the vision of your company to the people you want to follow you. You must have zeal because you have to show your followers that you want to accomplish the goal as badly as they do, your zeal will drive them. You must learn to be a great decision maker. Sometimes, leaders must face times of pressure where they are forced to make quick decisions; a great leader must have this skill. You must be a team builder. To become a great leader, you must first make your followers great, you must have the authority to give your team responsibilities, and trust them too, and you must slowly make them greater and greater. You must also have character because your innate character strengths play a critical role in your leadership style. You must also be able to understand your followers and be able to speak their language in order to communicate properly with them. From research leadership can viewed as a phenomenon that is constantly changing. This essay has highlighted some leadership approaches and behaviours but there is no predicted way of behaviour for a leader. It is a matter of contingency

Factors for Motivation at Work in Nursing

Factors for Motivation at Work in Nursing Is motivation at work for nurses in two NHS hospitals dependant on job satisfaction or financial incentives? The National Health Service was described in a BBC News article in 2000 (BBC, 2000) as an organization in crisis as it analyzed various factors impacting the agency. The report indicated the new government mandate titled, â€Å"The NHS Plan: A Plan for Investment: A Plan for Reform† (NHS, 2000) consisting of billions committed to improving the services across a wide breathe of areas which included the following concerns as brought forth via consultation with NHS staff members and the public (NHS, 2000). The consultation consisted of interviews and surveys with 58,000 staff members and 152,000 members of the public, with the following ten areas the top concerns the public and staff members voiced: Table 1 – Top Ten Concerns Voiced by the Public and NHS Staff Members (NHS, 2000): Public Staff Members 1 More staff members with higher pay scales, the foregoing includes increased doctors, nurses, scientists and therapists, More staff, with the top concern mentioned as increases in this area and higher pay, 2 a reduction in waiting times for appointments as well as on trolleys and casualty, additional training along with an improvement in management shills across all staffing levels, 3 an improvement in the ways or working with â€Å"bring back the matron† (NHS, 2000) mentioned as one aspect of the foregoing an increase in what was termed as ‘jointed-up’ working with social services at the community as well as primary care levels, 4 focusing care that is centered on the patients with action to be taken on operations that have been canceled as well as providing more convenient services, reduced bureaucracy, consisting of less administration along with an improvement in funding systems, 5 a higher quality of care provided with cancer and heart disease mentioned prominently, more action and information on prevention to reduce the causes of ill health, 6 better medical facilities consisting of cleaner locations with a better quality of food and attention to getting the basics correct, improved working conditions along with increased aids for recruitment as well as staff retention, and more flexibility in working patterns, 7 an improvement in facilities for NHS staff, with rewards and recognition for the work done by staff members, a reduction in waiting times, 8 an improvement in location services along with improvements in local hospitals as well as surgical facilities, patient centered care, with staff frustration concerning the system being too focused on itself and its needs without meeting individual patient needs 9 an end to the postcode lottery and the assurance of higher quality in all locales, Increased performance as well as accountability systems to reduce variances in care in different locales 10 increased prevention along with better assistance on information and help on healthy living An increase in autonomy for local services to provide them with more control over their organization and a reduction in control from Whitehall The preceding indicates the similarity of views and concerns between the public and NHS staff in 2000 at the inception of the government’s â€Å"The NHS Plan: A Plan for Investment: A Plan for Reform† (NHS, 2000). In June of 2004 the Department of Health reported on the â€Å"NHS Improvement Plan† (Department of Health, 2004) which detailed the progress made in the NHS since the year 2000. The ‘Forward’ to this document by Prime Minister Tony Blair summarized the achievements and status of the NHS and the following calls attention to those areas as indicated in Table 1 Top Ten Concerns Voiced by the Public and NHS Staff Members: Under the ‘Plan’ thousands of additional doctors and nurses, representing a 22% rise in doctors, 21% increase in nurses and a 27% rise in scientific staff, new incentives for staff and pay contracts have been implemented, incentives have been created to reward staff for service commitments and improvements, dozens of new hospital facilities have been opened under the ‘Plan’, there has been a reduction in waiting times, from 18 months to under nine months, outpatient appointments have been reduced from 26 weeks to 17 weeks, cancer and heart disease death rates have been reduced, new services such as NHS Direct and Walk-in Centres have been implemented, patient care has been improved with faster diagnosis and treatment times clinical governance has aided in aiding in evaluation and overall service improvement as implemented under â€Å"The NHS Plan: A Plan for Investment: A Plan for Reform† (NHS, 2000) The preceding represent a summary of the status report on the improvements in the NHS since the adoption of â€Å"The NHS Plan: A Plan for Investment: A Plan for Reform† (NHS, 2000). The foregoing information is endemic to the examination of whether motivation at work for nurses is dependent upon job satisfaction or financial incentives as the NHS is a countrywide operation and the overall system impacts upon each hospital and staff member even in the best of situations. Thus, the overall climate and atmosphere of the NHS is an important factor in understanding the context of this examination. The underlying facts are that in terms of health care expenditures and other areas the United Kingdom spends just $1,813 per resident as compared to $2,387 for France, $2,780 for Germany, $2,580 for Canada and $4,500 for the United States (OECD, 2003). And the foregoing is further exacerbated by the fact that the United Kingdom has just 2 physicians for each 1,000 in population as compar ed against 2.8 in the United States and 3.3 in Germany and France (Stevens, 2004, pp. 37-44). And while the shortfall of physicians represents a major NHS problem, it is the nurses who see to the multitude of tasks and daily patient care which makes the hospitals run and the shortage of these professionals is a critical component in better health care. A BBC News article in 1999 pointed out that some of the reasons for the shortage of nurses in the NHS are due to poor pay as well as conditions that have affected retention as well as recruitment (BBC News, 1999). The sub-standard pay scale was illustrated through a survey that found that one fifth of all health workers had taken on a second job to enable them to meet expenses, and that one third worked an average of two weeks per year without pay as a result of extra overtime work (BBC News, 1999). The article (BBC News, 1999) added that pay was not the only factor in the nursing shortage problem, the nurses mentioned conditions and a lack of job satisfaction due to the long working hours, heavy pressure, under staffing and lack of recognition. This document shall examine the crisis confronting the NHS with respect to nurses from the standpoint of whether the motivational factor for these professionals is dependant upon job satisfaction or financial incentives. This examination shal l utilize secondary survey sources as well as a primary survey to equate these aspects along with theoretical research and opinions. Chapter 2 – Literature Review In examining the question of whether motivation for nurses in the NHS is dependant upon job satisfaction or financial incentives, an understanding of various motivational theories is critical to this review. A central subject in the study of psychology, motivation was equated by Sigmund Freud who thought that a good part of the behavior of human beings was based upon unconscious motives and or irrational instinctive urges (Encyclopedia Britannica, 2006). Behavioral psychologists, however, stress that the importance of external goals plays a huge role in prompting action, and humanistic psychologists believe that it lies in felt needs (Encyclopedia Britannica, 2006). A major study conducted by the Kings Fund (2002) pointed out that the government’s commitment to add an additional  £9.4 billion in funding to improve NHS services to bring the agency into closer proximity with the spending of other European countries, as well as the additional of more nurses, therapists and cons ultants in and of itself was not enough. The Report stressed that the problems of staff retention and recruitment have their roots in good morale and motivation, and that the foregoing is an essential component in order to have a healthy workforce as well as to aid in the attraction as well as retention of nurses (Kings Fund, 2002). The Report went on to state that the NHS needs to have a better understanding of both the positive and negative factors acting upon motivation and morale, as these aspects need to be addressed as part of improving the overall state of service delivery in the NHS (Kings Fund, 2002). The preceding implication has been borne out in an article by Margaret Callaghan (2003, pp. 82-89) who conducted a study on morale amongst fifty-eight nurses, 30 were females and 28 were male) regarding morale and career concerns. The study found that morale was extremely low among the respondents with a large number of the group surveyed seriously thinking of leaving the profession. More importantly, the feelings among the surveyed group were so strong regarding the negative aspects of nursing in the NHS that they indicated that the majority of those surveyed indicated they would discourage others from entering the profession, citing disillusionment, limited advancement opportunities, job insecurity, limited resources and the lack of support for furthered education, which equate to motivational issues, as well as low pay (Callaghan, 2003, pp. 82-89). Interestingly, the findings of the study indicated that recent increases in the pay scale had helped to improve staff morale however; this development only partly offset other factors (Callaghan, 2003, pp. 82-89). Additional information on the importance of nursing morale, motivational factors and job satisfaction are addressed in Chapter 2.1 the Broader Survey, which includes a number of surveys’s and studies. 2.1 The Broader Survey The annual RCN membership survey conducted in 2003 (Ball et al, 2003) found that the overall nursing population is getting older, with the media age increasing to 41 from 39 just five years ago. The respondent field consisted of a mailing of 15,917 RCN members with a 61% response rate, or 9,700 returned forms, thus the survey covered a broad number of members and it can be concluded that the sampling is an accurate cross section representing meaningful numbers that precludes bias. The significance of the foregoing with respect to the theme of this study is that the drop out rate for nursing students now stands at between 15% to 20%, with one out of ten of those surveyed indicating that they would not elect to work for the NHS (Ball et al, 2003). The findings indicated that the work hour demands placed on NHS nurses represents a real factor in dissatisfaction with their jobs in that 64% work full time averaging 44 hours per week as opposed to just 20% for GP nurses (Ball et al, 2003). The significance of the foregoing in the context of this examination is that nurses indicated that they want greater choice and control over their working hours and cited this as a major factor in moving into agency and bank work where they work for a lower rate of pay, and usually the same hours and the same settings as NHS nurses. This represents an interesting correlation in that nurses elect these options even though they complain about the lower rates of pay for the same work and grades, however, they are more positive about their experience in bank and agency work than their NHS counterparts (Ball et al, 2003). The foregoing is borne out by the fact that nurses in NHS hospitals are less satisfied with their choices over shift lengths, as noted by 40%, as compared to 26% of GP practice nurses and 22% of agency and bank nurses, thus representing a key job satisfaction issue. The preceding is further evidenced by NHS nurses working in excess of their 37.5 contracted hours, averagi ng 44 hours per week. 2.2 The Critical Review The RCN study uncovered that career prospects and the opportunity to progress are limited as three-fifths indicated that it was difficult to advance from their present grade, with E grade nurses as the most pessimistic (Ball et al, 2003). The lack of definitive job advancement opportunities represents a hurdle to motivating NHS nurses as well as recruitment, as do the survey findings regarding the following areas (Ball et al, 2003): Table 2 – NHS Views of Workload and Staffing (Ball et al, 2003) Disagree Strongly Disagree Agree Strongly Agree Do not spend too much time on non-nursing duties 17 37 23 2 There are sufficient Staff to provide a good standard of care 21 40 23 3 I am not under too much pressure at work 19 37 16 1 My workload is not too heavy 23 39 13 1 The RCN study indicated that in terms of nurse’s issues, pay scales were not the overriding issue as factors such as workloads and hours worked played a large part in their perceptions. The study found that the respondents rated good pay as an important aspect by 75% of those surveyed, and 90% of the respondents stated that staffing was an extremely important issue and was one of the most cited areas by nurses to improve job satisfaction (Ball et al, 2003). The findings strongly indicated that as a result of dissatisfaction with working conditions that nurses were prepared to leave NHS jobs for less pay to gain control over their personal lives indicating the importance of job satisfaction as a key area. The lack of adequate opportunities for advance also rated high on the list of concerns and complaints voiced by respondents as 47% indicated that they were not graded appropriately (Ball et al, 2003). Pay scales are the outgrowth of the preceding thus naturally the attitudes t owards compensation rated high on the list of replies. Table 3 – Views Regarding Pay (Ball et al, 2003) Disagree Strongly disagree Agree Strongly agree I could not be paid more for less effort if I left nursing 35 39 10 1 Nurses are not paid poorly in relation to other professional groups 54 36 3 2 Considering the work I do I am paid well 23 48 11 1 The replies in this area are consistent with the complaints regarding poor pay as voiced by NHS nurses as well as uncovered in numerous surveys and articles on this area, and nine of ten nurses feel that they are poorly paid in comparison with other professions (Ball et al, 2003). The importance of adequate pay was indicated by 75% of respondents, with 80% stating that receiving promotions based upon merit as equally important which represents a job satisfaction issue. Equating the factors representing motivation, job satisfaction and financial incentives in the nursing profession is an exceedingly complex task owing to the highly skilled nature of the work as well as the differing positions, grading and assignment variables involved. A significant measure of job satisfaction is the movement of staff in and out of the NHS. The study found that 25% of NHS nurses had changed jobs in the calendar year compared against 15% in the GP practice sector, and 17% involved in nursing and nurse education. Table 4 – NHS Nurse Turnover 1996 – 2002 (Ball et al, 2003) Year Percent 1996 23% 1997 21% 1998 18% 1999 19% 2000 20% 2001 23% 2002 24% 2003 25% It is important to note that in equating the preceding figures that a change of job does not always mean that one has left their current employer, as it could also mean a promotion, transfer or lateral move within the same organization. The survey revealed that 51% of the indicated changes in job represented a change in employer and that 13% of all nurses engaged in this practice during 2003 (Ball et al, 2003). The sheer overall size of the NHS means that most employment changes entailed jobs within the NHS system, with 96.5% of the nurses changing jobs who were in the NHS remaining in the NHS even though they switched or changed jobs (Ball et al, 2003), and these job changes can also entail the NHS bank. An important determinant of job satisfaction and motivation is what nurses plan to do in the future with regard to their employment. 29% of the surveyed nurses indicated their intention to leave their employer in the next two years, with NHS nurses indicated this intention at 27% (B all et al, 2003). Those nurses who indicated that they intend to stay at the present employment cited that they felt that their work was valued as the primary reason, 63% (Ball et al, 2003). Nurse’s views regarding motivation along with job satisfaction can be also equated via morale which describes their views as well as attitudes. The survey uncovered that 73% of respondents indicated that they did not desire to leave nursing as a profession, and of the 27% who expressed a desire to leave only 22% indicated that they would recommend nursing to others as a career (Ball et al, 2003). 74% indicated that the career prospects in the profession have increasingly become less attractive and a higher percentage would opt to leave the profession altogether if they could think of a suitable alternative after the years they invested in the career (Ball et al, 2003). Table 5 – Respondents Indicating They Would Leave Nursing If They Could (Ball et al, 2003) Strongly agree Agree Neither Disagree Strongly disagree Work is valued score 3.5 3.05 2.75 2.4 2.1 Table 6 – Respondents Indicating They Want to Leave Nursing Percentages (Ball et al, 2003) 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 and over Would leave 14.7 23 31 32.5 27 33 30 26 Planning to leave 5 9 10.5 9 7 7 11 34 The survey uncovered that the respondents who indicated a desire to leave the profession if they could was correlated strongly with their perception of a lack of advancement and or promotion opportunities. And those who feel that their work is valued indicated that they would either stay or did not indicate an intention or consideration of leaving. The preceding seemingly points to job satisfaction as the more important factor among nurses, feeling appreciated and valued, rather than low pay, which is cited often as a problem as well as advancement opportunities. Morale as well as being or feeling rewarded thus tends to fall closely with feeling valued and or appreciated as a reason for motivating nurses. In terms of correlating the information and findings uncovered as a result of the RCN membership survey conducted in 2003 (Ball et al, 2003) the Kings Fund survey of ‘Morale and Motivation’ in the NHS represents a interesting manner in which to compare results to determine whether motivation for nurses is dependent on job satisfaction or financial incentives. The Kings Fund survey indicated that while it is difficult to measure the way in which individuals feel regarding their work, the survey indications pointed to morale as well as motivation in the NHS as being low. The Kings Fund survey identified three distinct factors that affect both moral and motivation (Kings Fund, 2002): whether of not the staff feel they are valued, the working environment, and resources and pay scales These same three aspects were correlations reached in the RCN membership survey conducted in 2003 (Ball et al, 2003) and thus provides a strong case for the fact that job satisfaction seemingly represents the key motivational factor for nurses in the NHS. The Kings Fund summary indicated that nurses as well as doctors have elected to leave their positions in the NHS as well as to retire early in large numbers (Ball et al, 2003). The preceding has been found to be in huge part that NHS staff members feeling that they are not valued by the government as well as the media, which has been critical of their performance and quality of service, which reflects in shaping public perceptions to a great degree. The Kings Fund (2002) survey points to the example of hospitals in the United States that have been successful in the attraction and retention of nurses which studies have attributed to their including staff in decision making aspects to increase their perception of value and worth as we ll as involvement and control. The Kings Fund study indicated that the major factors that affect morale as well as motivation are as follows (Kings Fund, 2002): Working Environment The study found that the quality of the working environment which respect primarily to the staffing levels, speed of reform and the depth of same are major factors affecting morale as well as motivation. It indicated that too much change as well as too much political control represent de-motivating factors and represent key reasons that individuals indicate as desiring to leave employ in the NHS. Feeling Valued The RCN membership survey (Ball et al, 2003) strongly indicated the importance of ‘feeling valued’ in the workplace representing an extremely strong factor in job satisfaction. The Kings Fund study stated that the value which nurses as well as other staff members perceived as a result of groups outside of the NHS such as politicians, the public as well as the media were highly important in this equation. The Kings Fund study indicated that like the American hospitals, those NHS facilities that involve nurses in decision making, planning and policy have a happier and higher motivated workforce with lower turnover rates. The Kings Fund study also included focus group discussions out of which ‘feeling valued’ emerged as the key determinant defining morale and motivation. The critical issues identified from these sessions where as follows: Perceived Worth The study uncovered that the general consensus among those in the focus group was that they did not feel valued as professionals by members of their own profession who had higher educational achievements or degrees, as well as the public. Levels of Support Staff members indicated that they feel that they are not supported by politicians as well as employers, citing that the public perception of the NHS had changed after the government blamed NHS staff for service quality. Importantly, those focus group members who reported and or felt they were listened to felt motivated. Recognition and Treatment The status of treatment, in terms of recognition and support was indicated as an important consideration by members of the focus group study with regard to their feelings concerning their job and satisfaction with it. Job Satisfaction Job satisfaction is a category that is in lock step with morale and motivation, according to the Kings Fund study, and represents reasons linked with the intention to leave or as to why they have left employment. The foregoing includes factors such as the nature of the work, if there are advancement opportunities and other factors linked to job satisfaction. Resources and Pay In this context, resources referred to how well the service segment of the hospital facility is resourced overall as well as the manner in which staff members are rewarded. The foregoing highly influences morale as well as motivation as reported by medical managers and doctors. While some of the preceding areas seemingly do not correlate as being endemic to the examination of motivation and whether job satisfaction or financial incentives are the key to involvement for nurses, it was deemed important to draw a larger picture of the context to thus magnify the areas of importance within this context. The foregoing approach enables the research findings to draw upon additional information from which to support the rationales as well as aid in the formulation of the conclusion that the data suggests and points to. The foregoing also aids in the analysis of the primary research survey which represented a sampling of just 22 individuals. Chapter 3 Methodology The methodology utilized in equating the examination as to whether motivation at work for nurses in the NHS is dependent upon job satisfaction or financial incentives was conducted utilizing primary research in the form of a small survey as well as secondary research surveys as conducted by the RCN, the Kings Fund, Margaret Callaghan (2003, pp. 82-89), and ‘The NHS Plan: A Plan for Investment: A Plan for Reform’ along with varied theories on job satisfaction and motivational factors. The utilization of five differing survey and studies on the subject were conducted to ensure that the conclusions drawn from this information was based upon having enough information from which to read into the examination. The secondary surveys and studies were both comprehensive as well as large and the topic field, while not specifically devoted to the examination as posed herein, did contain enough data, questions, elements and points to enable their use as viable information sources. Gr aph data was converted to tables herein to present the data in a more comprehensive and readable format. The utilization of various articles and news sources aided in identifying the past as well as the current temper of conditions, moods and attitudes in the NHS from the perspective of nurses as well as governmental actions and public opinions. The preceding enabled the establishment of an historical perspective, and the legislative actions undertaken by the United Kingdom government in the form of the â€Å"The NHS Plan: A Plan for Investment: A Plan for Reform† (NHS, 2000) and the â€Å"NHS Improvement Plan† (Department of Health, 2004). The consensus of the overall effect of these plans is that the government has indeed made some progress in the hiring of additional nurses, doctors and technicians as well as introducing pay scale incentives, however, as stated by the BBC (2003) the NHS is still threatened with a shortfall of 50,000 nurses who are due to retire over the next five years despite the hiring of 40,000 extra nurses since 1997. The historical research utilize d as part of the methodology provided background information on the internal problems of the NHS which includes the fact that a large proportion of the 40,000 hired NHS nurses were obtained through foreign recruiting and that the pay incentive measures only reached 15,000 nurses in terms of the 12% pay raise (BBC News, 2003). Wheatcroft (2006) summarized the preceding in stating that all of the additional funds that have been provided to the N

Living in a Barbie World :: social issues

Living in a Barbie World She took the world by storm with her luxurious blond hair, blue eyes, and long legs. Soon, little girls all over the world were emulating and praising this eleven-and-a-half-inch-tall plastic doll (Napier). Throughout the decades, she has become an icon to little girls, so much that some are wondering whether the stereotypical ideals for women exemplified by Barbie have affected females in regards to body image. When Barbie first appeared, she bore her trademark black and white swimsuit and swirling ponytail. Over the years as fashion and teenage lifestyle trends have shifted, so has Barbie. She has evolved from having bendable legs, a twisting waist, long hair, and sophisticated look in the 1960s to the athletically inclined Barbie with bendable wrists, elbows, and ankles in the 1970s. In the 1980s, a new friendlier, open-mouthed smiling, and bright-eyed Barbie emerged on the scene (Riddick). Her wardrobe took on a bit of pizzazz in the 1990s when she started sporting clothes created by famous fashion designers such as Calvin Klein and Vera Wang (Fashion). Not only has this doll transformed into an internationally known fashion savvy doll, she has left psychologists and parents wondering if she may be at fault for many female body image problems because of her overly slender stature. It is incredibly amazing that anyone could consider the body measurements of 5'6", 110 pounds, and 39-18-33 attainable or at all a realistic womanly figure (Napier). These are Barbie's measurements in proportion to the size of a real woman and also the spark that started the fire of controversy concerning gender stereotyping in the nation. The accusations by feminists and doctors alike are that Mattel, the manufacturer of the doll, has projected harmful body images onto our female youth by subtly placing these stereotypes into the media and into little girls hands. The psychologists insist that the young girls notice the body shapes of the doll and translate them into what a female should physically look like thus creating a problem down the road such as low self-esteem or an eating disorder (Langley). Although the Barbie manufacturer's prime intention for the doll was to inspire self-esteem, glamour, and friendship, society's stereotypes have caused her much media strife. There has been so much controversy that in 1998 she underwent plastic surgery to reduce her breast size, liposuction her hips, and inject the fat into her waist.

Privacy Concerns Essay -- Technology, DNA Databases

Privacy Concerns Most studies have shown that popular opinion holds that without a doubt national DNA databases have proved useful in criminal investigations (Wallace, 2006, pS27). The concept of a national DNA database has raised concern about privacy and human rights as seen through the scope of public safety. All of these concerns are elevated with databases include convicted, arrestee, innocent, and â€Å"rehabilitated† offenders (Suter, 2010, p339). Robin Williams of University of Duham (2006) asserts that: â€Å"The rapid implementation and continuing expansion of forensic DNA databases around the world has been supported by claims about their effectiveness in criminal investigations and challenged by assertions of the resulting intrusiveness into individual privacy† (p545). To determine the balance between privacy and public safety legislation must address many questions including (but not limited to): when is a sample required to be obtained and by whom, is consent required, is force ever acceptable to obtain a sample, and which samples should be retained? Dr Katina Michael has reported that some instances that constitute acceptable DNA sample collection and storage (Table 4). The United States, England and Wales contain legislation that authorizes the collection of DNA from individuals arrested for violations of certain federal criminal laws and inclusion into the national DNA database of all profiles. Primary concerns focus these legal authorizations address privacy of a person and legal search and seizures of biological samples. For many countries like the United States there is a need to enact special legislation which led to delays in the implementation of DNA databases (Goodwin, et al., 2007, p102). In the United Sta... ...data from law enforcement databases† for those who receive acquittals or whose convictions are overturned; there is no reference to physical DNA samples (Lwin, 2010, p21). Historically, legislative proposals purpose indefinite retention of evidentiary DNA samples, however the US, unlike England and Wales, does not refer to retention periods for genetic information post sentence completion. Individuals may find concern for personal genetic identifiers if the physical sample is retained post sentence completion, acquittal or if found innocent (Congressional Research Service, 2010, pp13-14; Beiber, 2002, p14). Studies assert the method of sample collection, accreditation of agencies collecting samples, legislative limits on retention periods for biometric information and a focus on balancing privacy and crime deterrence will structure a successful DNA database model.

The Secret of Ella and Micha Chapter 3

Ella â€Å"I take it that's Micha?† Lila wanders around my kitchen as she tightens a loose ribbon on the waist of her floral dress. â€Å"He's even cuter than in the picture.† â€Å"Yep, that would be Micha.† I kick a box across the stained linoleum floor and flip the light on. It looks the same; seventies themed colors, wicker chairs around the glass table, and yellow and brown countertops. â€Å"So just your dad lives here?† Lila circles the small kitchen and her gaze lingers on the countertop next to the kitchen sink where empty bottles are lining the wall. â€Å"Yeah. My older brother moved out as soon as he graduated.† I adjust the handle of my bag and head for the stairway. The house smells like rotten food and smoke. In the living room, the aged plaid sofa is vacant, and the ash tray on the coffee table is spilling over with cigarette butts. The television is on so I shut it off. â€Å"So where's your dad?† Lila wonders as we climb up the stairs. â€Å"I'm not sure,† I avoid the truth, because he's probably at the bar. â€Å"Okay, where's your mom?† she probes. â€Å"You never told me where she lives.† Lila doesn't know much about me and it's how I want it. Leaving her in the dark, about my mom, my brother – everyone in this aspect of my life – has allowed me to transform into someone who doesn't have to deal with my problems. â€Å"My dad works nights,† I make up a story. â€Å"And my mom moved out quite a while ago. She lives up on Cherry hill.† She leans forward to study a portrait of my mother displayed on the wall; the same auburn hair, pale skin, and green eyes as me. Her smile was just as fake as mine, too. â€Å"Is this your mom?† She asks and I nod. â€Å"She looks just like you.† My chest tightens and I quickly trot to the top of the stairway. At the end of the hall, the bathroom door is wide open. The corner of the porcelain tub and the stain on the tile floor is in my line of vision. My heart constricts tighter as the memories flood me. I'm suffocating with panic. â€Å"Baby girl,† she said. â€Å"I'm going to go take a nap, just for a little while. I'll be back in just a bit.† My knees tremble as I shut the door. My chest opens up and oxygen flows through my lungs again. â€Å"So where does your brother live?† Lila peers inside my brother's room full of drums, guitar picks, CDs, and records. There's a bunch of band posters taped to the wall and a guitar up on a mount. â€Å"I think in Chicago.† â€Å"You think?† I shrug. â€Å"We don't have the best relationship. She nods, like she understands. â€Å"So is he in a band?† â€Å"I'm not sure if he's still in one now. I'm guessing since his stuff's here, probably not,† I say. â€Å"He only played because he was friends with Micha and he's in a band. Or was. I have no idea what he does anymore.† â€Å"Ella, did you lose touch with everyone in your life?† Lila accuses, tucking the pillow under her arm. Her scrutiny makes me uncomfortable. Avoiding confrontation, I turn on my bedroom light and shudder at the sight. It's like a museum of my past. Sheets of my artwork are tacked to the walls, trimmed with a black skeleton border Micha put up when we were twelve to make my room more â€Å"manly.† A collection of guitar picks line the far dresser and there is a pile of my boots in the corner. My bed is made with the same purple comforter and there's a plate with a half-eaten cookie on it, which is growing mold. I toss the cookie into the trash. Hasn't my dad been in here since I left? Lila picks up a guitar and plops down on the bed. â€Å"I didn't know you played.† She positions the guitar on her lap and strums the strings. â€Å"I always wanted to learn how to play, but my mom would never let me take lessons. You should teach me.† â€Å"I don't play.† I drop my bag on the floor. â€Å"That's Micha's guitar. His initials are on the back.† She turns it over and looks at the initials. â€Å"So the hot guy from next door is also a musician. God, I'm about to swoon.† â€Å"No swooning over anyone in this neighborhood,† I advise. â€Å"And since when are you into musicians? I have never, until today, heard you say anything about liking guys who can play the guitar.† â€Å"Since they look like him.† She points over her shoulder toward Micha's house, which is visible through the window of my room. â€Å"That boy is dripping with sexiness.† Jealousy growls in my chest and I mentally whisper for it to shut up. I pick up a photo of my mom and me at the zoo when I was six. We're happy, smiling, and the sun is bright against our squinting eyes. It rips at my heart and I let the photo fall back onto the desk. â€Å"There's a trundle under the bed that you can sleep on if you want.† â€Å"Sounds good.† She slides the guitar off her lap and goes over to the window, drawing the curtain back. â€Å"Maybe we should go to the party. It looks kind of fun.† I gather my hair away from my eyes before dragging the trundle out from under the bed. â€Å"No offense, Lila, but I don't think you can handle one of Micha's parties. Things can get a little bit crazy.† She narrows her eyes at me, insulted. â€Å"I can handle parties. It's you that never wanted to go to any of them. And the one's that I did talk you into going to, you just stood in the corner, drinking water and sulking.† I flop down on the bed with my arms and legs slack over the edges. â€Å"That party is nothing like a college frat party. They're the kind of parties you wake up from the next day on a park bench with no shoes on and a tattoo on your back, with no recollection of what happened the night before.† â€Å"Oh my God, is that how you got that tattoo on your back – the one you refuse to tell me what it means.† She lies on the bed next to me and we stare at the Chevelle poster on my ceiling. â€Å"It means infinite.† I tug the hem of my tank top down, hiding the tattoo on my lower back, and drape my arm over my forehead. â€Å"And I don't refuse to talk about it. I just can't remember how I got it.† She gives me a sad, puppy dog face and bats her eyelashes. â€Å"Pretty please, with a cherry on top. This might be my only chance to go to a party like this. The ones at my old neighborhood consist of limos, fancy dresses and tuxes, and a lot of champagne.† When I don't respond, she adds, â€Å"You owe me.† â€Å"How do you figure?† â€Å"For giving you a ride here.† â€Å"Please don't make me go down there,† I plead, clasping my hands together. â€Å"Please.† She rolls onto her stomach and props up on her elbows. â€Å"He's an old boyfriend, isn't he? You were lying. I knew it. No one can draw a picture like that of someone they've never loved.† â€Å"Micha and I have never dated.† I insist with a heavy sigh. â€Å"If you really want to go see what these parties are all about, I'll take you down there, but I'm not hanging around for more than five minutes.† I give in because deep down I'm curious to check up on the world I left behind. She claps her hands animatedly and squeals, looking out the window one last time. â€Å"Holy crap. Someone's standing on the roof.† They say curiosity killed the cat. â€Å"Come on, party girl. Let's get this over with.† *** About fifteen years ago, this town used to be a decent place to live. Then the factory that supplied jobs to almost the entire town shut down. People were laid off and slowly it began to dwindle into the bottomless pit that it is now. The houses across the street are painted in graffiti and I'm pretty sure my next door neighbor makes moonshine in his garage, or at least he did before I left. Inside Micha's house, there are people loitering in the entryway. I push my way through them and into the kitchen, which is crammed with even more people. On the table is a kegger and enough bottles of alcohol to open a liquor store. The atmosphere is overflowing with the scent of sweat and there are a few girls dancing on the kitchen counters. People are making out in the corners of the living room where the sofas are shoved to the side, so the band can flare on their instruments, screaming lyrics of pain and misunderstanding at the top of their lungs. I'm surprised Micha isn't up there playing. â€Å"Holy crap. This is†¦Ã¢â‚¬  Lila's blue eyes are round as she gawks at the people jumping up and down in the living room, shaking their bodies and thrashing their heads. â€Å"Like a mosh pit,† I finish for her, shoving a short girl with bleached hair out of my way. â€Å"Hey,† the girl whines as her drink spills down the front of her leather dress. â€Å"You did that on purpose.† For a split second, I forget who I am and turn around to blast her with a death glare. But then I remember that I'm the calm and rational Ella; one that doesn't get into fights and beat other girls up. â€Å"What, preppy girl?† She pats her chest, ready to throw down. â€Å"You think you scare me.† Lila bites her thumbnail. â€Å"We're sorry. She didn't mean to.† Chants fill the living room and the chaos is giving me a headache. â€Å"Sorry,† I strain an apology and squeeze between her and the wall. She snickers at me and her friends join in with her laughter as they sashay to the back door. It takes everything I have not to turn around and tackle her to the floor. Lila makes a beeline for the bar set up on the counter, dumps a drop of vodka into a cup, and mixes it with a splash of orange juice. â€Å"Okay, that was intense. I thought she was going to kick your ass.† â€Å"Welcome to Star Grove.† I shout over the music. â€Å"The Land of the Intense and Poverty-stricken, where the adolescents roam free without sober parental supervision and try to start fights wherever they can.† She laughs, takes a gulp of her drink, and her face pinches at the bitterness. â€Å"Try – † She starts, then coughs. She pounds her hand against her chest. â€Å"Are you going to make it?† I ask. Lila has never been a big drinker. She nods and clears her throat. â€Å"I was going to say try growing up where you have to get permission to wear a certain style of shoes.† I give her a mystified look and she adds, â€Å"If it wasn't up to my mother's stylish fashion standards I wasn't allowed to wear it.† I edge out of the way of a guy with blotchy skin and a beanie covering his head, who doesn't seem to mind that he knocks his shoulder into mine. â€Å"I'm sure it wasn't that bad growing up where you did. I mean, at least there was some control.† â€Å"Yeah, there was,† she says uneasily and her eyes quickly scan the room. â€Å"I can't believe there's a live band. It's like being at an outside concert.† â€Å"What? They don't have live bands in California?† I joke with a small smile as I pour myself a cup of water. â€Å"One's that take place outside?† She stirs her drink with a straw. â€Å"Not these kinds of bands. Think much more mellow, with a stage and seats to watch.† â€Å"Sounds like fun to me.† I oblige a smile and glance at my watch. â€Å"Are you about ready to go?† â€Å"Are you joking?† Sucking the drink out of the straw, she hops on the counter and crosses her legs. â€Å"We just got here. Why would we want to go? In fact, we should go dance.† My eyes find the living room, where a guy with dreads smashes his head against the glass plate of a cabinet in the corner and everyone cheers. â€Å"You can if you want, but I'm good.† I gulp my water. â€Å"I like all my bones intact.† Leaning against the counter, I scan through the crowd, curious to see where Micha is. I don't know why I'm so curious, but I am. Occasionally he would bail on his own parties, either to hook up or just get some quiet. I found him a couple of times hiding out on a lawn chair. Each time, he would pull me onto his lap and we would stare up at the night sky, talking about an unreachable future. I spot him in the corner, sitting on the couch with his arm draped around some blonde girl with boobs popping out of her dress. His hair hangs in his eyes and he's nibbling at his lip ring, driving the girl crazy I'm sure. They're just talking, but the girl keeps flipping her hair off her shoulder and her hand is on his chest. It's hard to tell if Micha's enjoying her company or not. He was always difficult to read when it came to girls because he never really looked interested in any of them, but sometimes he would end up with them for the night. I asked him about it once and he said it was all fun, but that he was just killing time until I gave into my inner desire to be with him. I tackled him to the ground for it and it made him laugh. â€Å"Why do you have that look on your face? Like you're undressing someone with your eyes?† Lila asks, following my gaze. â€Å"Oh, is that – â€Å" My eyes dart from Micha. â€Å"I wasn't looking at anyone, just the madness in the living room.† â€Å"Yeah, right,† she says, elevating her eyebrows. â€Å"You totally want him. I can see it on your face.† â€Å"Well, I'll be damned if it isn't the infamous Ella May!† Ethan Gregory grins from the other side of the counter, just behind Lila. He stumbles around the corner, nearly clipping his head on the low ceiling. Before I can respond, he has me trapped in an awkward hug with his long arms that are tracked with tattoos. His grey shirt smells like an ash tray and his breath like beer. He pulls back, ruffling his black hair with his fingers. â€Å"Does Micha know you're here in his house?† I lie breezily, very aware of where Micha is and what he's doing. â€Å"I'm pretty sure he saw me walk in.† â€Å"I doubt that. He's been looking for you for the past eight months.† He glances over his shoulder and nods at Lila, then tips in toward me. â€Å"You know he's been a wreck ever since you took off. You really fucked up his head, Ella.† â€Å"That's such a lie,† I tell him. Ethan and I have never really gotten along very well, which is why the hug confused me so much. We both had the same blunt attitude and butted heads a lot. The only reason we were friends at all was because of Micha. Although, there was one time we did bond for a split second, but we never talk about it. â€Å"Micha doesn't fall apart over anyone. I know him better than that.† His face is flushed and his brown eyes are bloodshot. â€Å"I guess you don't know him as well as you think then, because he's been a wreck. In fact, all he's done for the last few months is search for you.† â€Å"Which explains the party,† I retort. â€Å"I'm guessing that classifies as that.† â€Å"First one in five months,† he says. â€Å"And I think he only did it because he found out where you were and needed a distraction.† â€Å"I know him better than you do, Ethan, and he doesn't fall apart over girls,† I say, but cringe at the fact that I might not know him anymore. A lot can happen in eight months. â€Å"Hey, Lila, we should go. It's getting late.† She glances at her diamond encrusted Rolex and rolls her eyes. â€Å"It's like nine thirty.† â€Å"You're leaving already?† He waves his hand in the air. â€Å"That's nonsense talk right there. You haven't even seen Micha yet and he's gonna be super pissed if he misses seeing you, especially since you ran away from him in the driveway.† â€Å"Actually, I think we're going to hang out for a little while longer,† Lila presses with unrelenting eyes. She mouths, he's hot. Then she fastens her hands together. Please, Ella. Pretty please. Ethan isn't Lila's type. He's got baggage almost as heavy as mine. I start to protest when Micha's deep voice floats over my shoulder and tickles my skin like feathers. Without being able to help it, I let out a soft moan. â€Å"Yeah, pretty girl, stay a little longer.† He's so close that the heat of his body kisses my skin and my insides tremor. His fingers comb through my hair as he whispers, â€Å"You smell so good. God I've missed your smell.† â€Å"I have to get up really early in the morning.† I clear my throat and Lila's eyebrows furrow. â€Å"I need to go home and get some sleep.† He places his hand on the counter, so the crook of his arm is touching my hip. â€Å"You can keep trying to avoid me,† he breathes in my ear, taking a nip at my earlobe. â€Å"But sooner or later you're going to have to talk to me.† His breath reeks of beer and his clothes of smoke. Refusing to crack at the sound of his sexy voice, I turn and face him. â€Å"I don't have time to get drunk and act like a moron.† He's even more gorgeous under the light and more irresistible, even though his eyes are glossed over. â€Å"It's your fault I'm drunk – you drive me crazy.† He descends his voice to a soft purr, the same voice he's used on me many times to get what he wants – the voice that makes me feel alive inside. â€Å"Baby, come on. Please. We need to talk.† He leans in to kiss me. The suddenness throws me off balance and I trip over my own feet. â€Å"Micha, stop it.† I gently push him back and he staggers into the edge of the counter. â€Å"You're drunk. And I'm going home.† â€Å"She's acting weird†¦ like she's way too calm,† Ethan remarks, with a wave of his finger. â€Å"And she's dressed funny, like that girl we use to go to school with. What's her name?† He snaps his fingers. â€Å"Stacy†¦. Stacy†¦Ã¢â‚¬  â€Å"Harris,† I say exhausted. â€Å"And I look like a girl that went away to college and grew up.† Lila slants forward. â€Å"Ella's been this way since I've known her, but I'm really curious what she used to look like with the way everyone keeps talking about her because I can't picture her any other way besides this.† Micha and Ethan trade drunken looks and then howl with laughter. The room quiets down a little as people glance in our direction. â€Å"What's so funny?† Lila frowns and looks to me for help. â€Å"I'm so lost.† â€Å"Nothing. They just think they're funny.† I dodge around Micha, but he seizes my elbow and hauls me back against his chest. â€Å"Hey relax, baby.† He kisses my forehead and gives me his innocent face. â€Å"Please don't go. I just got you back.† Before I took off, the boundaries of our friendship were starting to blur. I thought time would fix this, but it seems like we're back to where we started. As much as I would love to melt into him, it just can't happen. I can't open up like that and lose control. I need control. â€Å"No one's got me back. I'm just here for summer break and only because I didn't have money to rent an apartment,† I say and his expression falls. â€Å"The Ella you knew is gone. She died on that bridge eight months ago.† He blinks, as shocked as I am. His lips part then he clasps them shut, struck speechless. â€Å"I didn't mean that,† I say quickly. â€Å"I'm sorry, Micha. I just can't deal with this.† â€Å"Don't be sorry for being real,† he says, rubbing his forehead with the back of his hand. I force the lump in my throat down. â€Å"I'm sorry,† I say again, and then weave through the crowd and out the back door, inhaling the fresh air. â€Å"What's your problem?† Lila asks as she catches up with me at the edge of my driveway. She squashes her plastic cup and tosses it into the trash can on the back porch. â€Å"I'm so confused. What just happened?† â€Å"I needed to get out of there before I lost it.† I don't slow down until I'm in my room where I close the door and shut the window, locking away the world. I sigh back against the wall, breathing in the quiet. Lila watches me with inquisitiveness as she pulls her hair back into a bun and puts some lip gloss on. â€Å"Ethan and Micha act like you used to be someone else. Like this isn't the real you. Want to explain?† â€Å"Not really.† I push away from the door and collect some pajamas from the duffel bag. â€Å"I'm going to go take a shower. Do you need anything from downstairs?† â€Å"Yeah, for you to tell me why those guys have you so frazzled.† She unclips her watch and tosses it into her purse that's on the bed. â€Å"I've never seen you so worked up like that. You basically had an orgasm when you first saw him.† â€Å"I did not,† I say, embarrassed and annoyed. â€Å"And you haven't seen me that worked up because I'm not that person anymore.† â€Å"Except for when you're around him,† she insinuates. â€Å"When you were talking to him, there was something in your eyes I've never seen before. You were always so closed off to all the guys at parties and in school. Honestly, I thought you were a virgin. But the way you and Micha were looking at each other – you've had sex with him, right?† Pressing my lips together, I tuck my pajamas under my arm, and shake my head. â€Å"No, Micha and I've never slept together, just like we've never dated. But we've been friends since we were kids.† She sits down on the bed and unhooks her sandal. â€Å"But you've had sex before?† I squirm in my skin. â€Å"I'm going to go get ready for bed.† â€Å"Whoa, wait a second.† She leaps off the bed wearing one shoe and jumps in front of the door with her hands spread out to the side. â€Å"Are you saying that you've never had sex? Ever.† I struggle for words she'll understand. â€Å"It's not like I haven't because I don't believe in premarital sex or anything. I just†¦ Look there's a lot you don't know about me and sometimes I have a hard time getting close to people.† She's not surprised. â€Å"Well, obviously. That's totally been a given from day one.† â€Å"What do you mean?† I question. â€Å"I've never told anyone that before.† Not even Micha. â€Å"It means sometimes I can see right through you.† She sighs and counts down on her fingers. â€Å"I've been your roommate for eight months and all I know about you is you're focused on school, you hate to drink, hate being around large crowds, and have never went on a date. I barely know you and being here, I'm starting to wonder if I know you at all.† She knows the Ella I want her to know. â€Å"Can you let me by? I'm really tired.† She gives me a disbelieving look, but doesn't press. She steps aside and lets me by. Relief washes over me because I don't want to get into it with her. Not tonight. Not ever. I never want to get into the night that changed my life. I buried my reckless identity, and I won't dig it up again.