Collaborative Practice Essay Example

Collaborative Practice Essay Professional Understanding Collaborative practice (Sadler 2004) is at the forefront of health and social care training. For me, like many nursing students, the first steps in collaborative practice were the IPL (interprofessional learning) modules at university. This has been described as two or more professions being taught together as away of cultivating collaborative practice (Caipe. 2010). These modules consisted of student nurses studying different fields, OT’s, radiographers and midwifes. This was the first opportunity I had to meet other professions, who as in any project are the ones who collaborate not the institutions (UKCR 2007). Since then all the IPL modules I have completed have been with adult nursing and midwifery students, unfortunately these groups tend to keep together in there sub groups rather than as a multi-professional group. A lack of understanding of other professional pathways can lead to missed opportunities. Day(2007) states, by having a clear understanding of each others responsibilities and roles we become more effective, with members providing different but complimentary skills. When I compared this to what I saw in practice I noticed similarities. Within our IPL groups, I started to recognise the other pathway roles and responsibilities. Now as a second year student I realise I could have made more of this. Maybe this was because it was the first year or maybe because the students didn’t know there own roles and therefore couldn’t explain them to the other members of each group. On reflection I found at such an early stage it was difficult to understand what my role was and as the aim of the group work was to finish exercises, mine and the groups focus was task related. We will write a custom essay sample on Collaborative Practice specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Collaborative Practice specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Collaborative Practice specifically for you FOR ONLY $16.38 $13.9/page Hire Writer A vital part of a nurses pre-registration education is good quality practice learning (NMC 2008) and by working alongside other professions exposes students to experiences greatly valued by patients(Johnson et al 2009). The IPL modules emphasised developing an understanding of the dynamics of working within groups of different professionals. Areas we were encouraged to explore were awareness of other people’s perspectives, whether team members (Tuckman 1965) or patients. As healthcare is constantly evolving, boundaries can get blurred and roles and responsibilities change. To help me as a nurse I need to understand my role within the larger healthcare environment and not forget that the service user is at the centre of all we do. Reflecting on my first modules and placements I can see how far I have come, but also realise how much better I could do the same things now. Having experienced shared experiences with other professionals and service users, has helped to make me a better student nurse now. A benefit of the team approach is the support that can be offered and the joint decision making (Bond 2008). I have witnessed nurses in practice contacting other professions for patient advice and notifying different agencies of change. While role and responsibilities need to be defined, challenges and tasks can be shared (Davis 2009). Hall and Weaver (2001) showed that the introduction of collaboration, communication and congruence improved the quality of care provided. Whatever the goals of the team or group they must be defined so everyone is aiming for the same target ( Edwards 2008). Within the tasks completed in the IPL modules, the strong emphasis on communication appeared to be the single most important factor. As Benner (et al. 1996) theorised, for the development of expert clinical reasoning thought and skill acquisition are essential. So working alongside other professions could be seen as advantageous for the pooling of resources and expertise, aiding in the decision making process. An example of this is when an elderly lady who was clearly upset after undergoing a multitude of investigations. My mentor explained the reasons behind them in a factual empathetic way, alleviating some of her worry. If she hadn’t known other professions roles and aims she could not have provided this understandable view. As Shaw (2005) suggests clear direction from staff can help support patients and their families. Too develop my understanding of how other professionals work, I will focus on IPL group work and listen to others perspectives. During future clinical placements I will try and spend time with other professions and see how they operate as a service provider. From this I will be able to gain a greater understanding of patient care. This collaboration between disciplines and the resulting improvement for the patient was identified by Hill (2006). Since I have started working within the NHS over the last year, I have had more opportunities to work with members of different professions both in the NHS and voluntary sector. This experience has helped me develop a better understanding of how patient care is made up of a multitude of smaller parts. Word count 779 Second Patch. Team Working By using the artwork of the fantastic four (John Haward 2001) Appendix 1, I will explore how a team is different from a group. For this I will describe an award given to me as part of a team while working in a nurse led minor injury unit (MIU). By comparing the differences I shall highlight what makes a team effective rather than a collection of people. A group as Blanchard (2005) states, does not necessarily constitute a team and by working at an MIU I can understand how this can be true. The MIU was run by two senior nurse practitioners skilled in assessing patients and experienced in calling in particular specialists, if required. The unit had back up on site, supported by phone and video link. For staff dedication, increase in patient numbers and satisfaction the team was nominated for a ‘STARS’ award within the trust. Bond (2008) describes a co-operative group who acknowledge each others contributions as a team. Like the fantastic four there was four main staff in the MIU. It wasn’t till we were nominated for an achievement reward I understood how we were a team. Being a care support worker I initially felt that I was not part of the award, and only agreed to go to the award ceremony as support for my clinical lead. It was him who made me realise that I was an important part of the team and it made me feel good that I had worked hard and enabled the nurse practitioners to concentrate on their roles. I had always enjoyed working within the team and now I felt really proud. Maybe the team functioned well because we knew each others roles and responsibilities. Reis and Gable (2003) promotes the need to sustain positive relationships in organisations. I felt we came across as trustworthy and approachable, for a service user this is something a healthcare professional should always be. Like the fantastic four we worked well together. Davis (2009) suggests a team is group of people linked by a common purpose. The fantastic four, like a multidisciplinary team bring there own unique skills to the mix. Even though there skills are very different they have common goals which motivate them as a team (Adler et al 2003). Like the MIU team there strength is most potent when they work together . The members of the MIU have acquired their skills from education, training, working and following policy and guidelines. While the fantastic four received their skills by going through a cloud of electrically charged space dust. By working as a team there understanding of each other develops. In healthcare when we lack the understanding of another team members role we can sometimes duplicate a task or even miss it which is detrimental to the service user. Like the fantastic four conflicts can arise when values and priorities differ, in the MIU, this could undermine cohesion (Hann et al 2007) and become a barrier in maintaining team spirit. Lyubomirsky (et al 2005) agrees when explaining the need for negotiation and conflict resolution, less conflict more cooperation. Unlike the fantastic four who thrive on unknown situations, the MIU memebers who are informed, familiar with guidelines and equiptment try to minimise the unknown for the patient (Saxon et al 2000). Small teams as Holmstrom (1982) suggests are better at observing colleagues nd sharing information. Members of a team need to create an environment were members can realise their own potential (Wheelan 2010). Common values and goals are not only the values that healthcare professionals have in there delivery of care but also the glue for holding them together. The fantastic four have an unofficial leader, like the clinical lead that coordinate the care. With reflection I can n ow see that the relationship, friendship and social bonding that we formed at work spilled over into our external life. These relationships had a positive effect on performance in the unit. Job satisfaction is associated with better performance in organizations (Patterson et al 2004). Unlike the fantastic four who rush into stressful situations, team work within the unit was based around communication and the reduction of stress and the pressure of the working environment (Atwal Caldwell, 2005). The fantastic four are forever adapting in there never ending struggle with evil. Too adapt they need to communicate well (Hargie Dickson 2004). Communication within the MIU was vital, especially when dealing with other professional bodies. In future I will try to remember the lessons I have learnt, not only in my communication within the team but with the service user. The teams goal was to deliver effective care safely, Edwards (2008) states every team member has a role in the promotion of safe practice. Unlike the fantastic four who seem to thrive on dangerous situations, Staines (2009) suggests that team members are responsible for identifying issues involving patient safety. While Cromwell ( 2000) detailed the value of co-operation and smooth running within healthcare teams. Word count 806 Third patch. The collaborative approach to care incorporates sharing not only the workload, the decision making but the collective responsibilities(Xyrichis and Ream 2008). In the previous patches, reflection was used to discuss professional roles and responsibilites and the benefits of effective team work. The following review will incorporate these and analyse how relationships and communication within collaborative practice can also help the service user. Care does not evolve around just the medical issues, to be holistic other issues have to be factored in and one profession on there own may not provide this. Complex is one way of describing relationships within collaborative practice (DAmour Oandasan, 2005). Group relationships rarely remain static, members therefore need skills to develop, change and evolve over time (Lindeke Sieckert, 2005). Interprofessional education is seen as key in the building of the skills (Maton, Perkins, Saegert, 2006). Students of two or more professionals associated with health or social care, engaged in learning with, from and about each other is one definition of interprofessional education (Barr et al 2005). The development of professional ttitudes during health and social education, has been identified as positive foundation for later collaborative practice (Nnidun 1995). Improved attitudes about how other disciplines work and the respect of each others roles are fundametal in collaborative education (Karim Ross 2008). Claims made of interprofessional education must be analysed and evaluted criticaly to understand there relevance to practice (Young e t al 2007). Students are encouraged to reflect on group activities and the obstacles that can help or hinder effective practice. By using a shared decicision making approach perspectives from all professions can be considered in care planning (Vazirani, Hays, Shapiro, Cowan, 2005). The problem focused approach and shared decision making process are seen as ways of understanding the challenges of induvidualising care for the service user (DAmour, Ferrada-Videla, 2005). Because of this decision sharing process in theory, collaborative practice is nonhierarchical (Yeager, 2005). Within this sharing process the servcice user is central to all decisions and interventions undertaken. Support is essential in collaborative work and all participants need to feel supported (Atwal Caldwell, 2005), this can come as administrive and organisational. This has been described as of primary importance and essential for success (DAmour et al, 2005). The Laming report (2009) highlighted the need for greater understanding of not only the roles and responsibilities of health care providers, but the need of understanding of what the service user’s needs are from each agency. Effectively working together requires communication and cooperation, important attributes in collaborative practice (Baggs, Norton, Schmitt, Sellers, 2004). Other qualities required for interprofessional relaitionships to suceed include trust and mutual respect, espescialy in relation to valuing different opions and shared decisions (Wachs, 2005). Cooper Spencer-Dawe (2006) point out that role awareness especialy towards skill, perspective and knowledge of other disciplines was also an important factor. Wachs (2005) noted that literature on collaborative practice recognises these areas as being essential for positive development. Policies outlined in the NSF for older people (DOH 2001) and Way to go home (Audit commission 2000) have highlighted multiprofessional working as beneficial to the service user. Kenny (2002) suggests the achievement of improved patient outcomes are beyond control of any one member of the different discipline members. The language, culture and traditions of each discipline that compose the team may look at the service from there own perspective (Mandy et al 2004). In this complementary process, contribution from each discipline can be important and unique (Lindeke Sieckert, 2005). This could be seen as making the assumption that the achieving of the desired outcomes would not be possible if an independent approach was used (Oliver, Wittenberg-Lyles, Day, 2006). Wadsworth Fallcreek (1997) also highlight the integration of expertise and the understanding of other disciplines roles in the functioning of collaborative teams. Mann et al (2006) discuss the evidence relating to error reduction when enhanced communication is effective in interprofessional teamwork. Each member of the team must be able to understand there own role and esponsibilities, as well as recognising, understanding and valuing the others roles (Bronstein, 2003). Understanding other professions, shared values and team building are now educational techniques to enhance interprofessional working (Jones 1986). Professional enhancment and job satisfaction (Lindeke Sieckert, 2005) along with reduced burnout, personel retention and improved moral are positives mentioned in collaborative research (Ye ager, 2005). Training, resources, educational development and the use of reward incentives are areas highlighted as organisational support (Baggs et al,2004). Desire, commitment and the individuals belief that effective, quality care strategies can be produced by the collaboration process are also important (Bronstein 2003). Many barriers to interprofessional working have been documented, areas that have been highlighted include terminology(Crouch Johnson 2003). If we are not speaking the same language, then we are not communicating at the best of our capacity. For effective communication Cooper Spencer-Dawe (2006) suggest verbal and non-verbal information needs to be conveyed between individuals. DAmour et al (2005) describe this as ‘open communication’. Managing conflict, negotiating techniques and respecting other viewpoints are essential skills for effective communication ( Hall 2005). For succesful collaboration, ‘deliberate action’ is term used to desribe the practice, maintaining and effort required (Cooper Spencer-Dawe, 2006). This could suggest that all aspects of care could be covered, producing a more holistic approach for the service user. But there maybe a flaw in this idea if one or more disciplines dominate the decision process, or other members feel there ideas are not heard (Kenny 2002 a). Enhanced patient care and quality of the care provided are areas that have been positively identified by service users(Lindeke Sieckert, 2005). This cordination of services has positively enhanced healthcare, benefiting patients in continuing preventing fragmentation of care and holistic care promotion (Atwal Caldwell, 2005). Statistics have shown reductions in length of stay, readmissions and decreased mortality rates as possible consequences of collaborative practice, allthough observatiional support for this is limited (Zwarenstein Bryant, 2000). For the service user, care provision can be enhanced by a team approach. The focus on a team problem solving process is designed to meet the challenges and goals of individualised care. Communication and understanding have been recognised as important factors in effective team functioning. This shared communication process also enables the service user to know what options are available to them at every step of the care process. Word count 1071 Total Word count 2598 References Adler, Ronald B Rodman George (2003) Understanding Human Communication. Fort Worth, Harcourt College Publishers Atwal, A. , Caldwell, K. (2005). Do all health and social care professionals interact equally: A study of interactions in multidisciplinary teams in the United Kingdom. Scandinavian Journal of Caring Sciences, 19(3), 268-273. Baggs, J. G. , Norton, S. A. , Schmitt, M. H. , Sellers, C. R. (2004). The dying patient in the ICU: Role of the interdisciplinary team. Critical Care Clinics, 20(3), 525-540. Barr H, Koppel I, Reeves S, Hammick M, Freeth D. (2005) Effective Interprofessional Education: Development, Delivery and Evaluation. 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Battle of Cold Harbor - Civil War

Battle of Cold Harbor - Civil War Battle of Cold Harbor - Conflict Dates: The Battle of Cold Harbor was fought May 31-June 12, 1864, and was part of the American Civil War (1861-1865). Armies Commanders: Union Lieutenant General Ulysses S. GrantMajor General George G. Meade108,000 men Confederate General Robert E. Lee62,000 men Battle of Cold Harbor - Background: Pressing on with his Overland Campaign after confrontations at the Wilderness, Spotsylvania Court House, and North Anna, Lieutenant General Ulysses S. Grant again moved around Confederate General Robert E. Lees right in an effort to capture Richmond. Crossing the Pamunkey River, Grants men fought skirmishes at Haws Shop, Totopotomoy Creek, and Old Church. Pushing his cavalry forward towards the crossroads at Old Cold Harbor, Grant also ordered Major General William Baldy Smiths XVIII Corps to move from Bermuda Hundred to join the main army. Recently reinforced, Lee anticipated Grants designs on Old Cold Harbor and dispatched cavalry under Brigadier Generals Matthew Butler and Fitzhugh Lee to the scene. Arriving they encountered elements of Major General Philip H. Sheridans cavalry corps. As the two forces skirmished on May 31, Lee sent Major General Robert Hokes division as well as Major General Richard Andersons First Corps to Old Cold Harbor. Around 4:00 PM, Union cavalry under Brigadier General Alfred Torbert and David Gregg succeeded in driving the Confederates from the crossroads. Battle of Cold Harbor - Early Fighting: As the Confederate infantry began arrive late in the day, Sheridan, concerned about his advanced position, withdrew back towards Old Church. Wishing to exploit the advantage gained at Old Cold Harbor, Grant ordered Major General Horatio Wrights VI Corps to the area from Totopotomoy Creek and ordered Sheridan to hold the crossroads at all costs. Moving back to Old Cold Harbor around 1:00 AM on June 1, Sheridans horsemen were able to reoccupy their old position as the Confederates had failed to notice their early withdrawal. In an effort to re-take the crossroads, Lee ordered Anderson and Hoke to attack the Union lines early on June 1. Anderson failed to relay this order to Hoke and the resulting attack consisted only of First Corps troops. Moving forward, troops from Kershaws Brigade led the assault and were met with savage fire from Brigadier General Wesley Merritts entrenched cavalry. Using seven-shot Spencer carbines, Merritts men quickly beat back the Confederates. Around 9:00 AM, the lead elements of Wrights corps began arriving on the field and moved into the cavalrys lines. Battle of Cold Harbor - Union Movements: Though Grant had wished IV Corps to attack immediately, it was exhausted from marching most of the night and Wright elected to delay until Smiths men arrived. Reaching Old Cold Harbor in early afternoon, XVIII Corps began entrenching on Wrights right as the cavalry retired east. Around 6:30 PM, with minimal scouting of the Confederate lines, both corps moved to the attack. Storming forward over unfamiliar ground they were met by heavy fire from Anderson and Hokes men. Though a gap in the Confederate line was found, it was quickly closed by Anderson and the Union troops were forced to retire to their lines. While the assault had failed, Grants chief subordinate, Major General George G. Meade, commander of the Army of the Potomac, believed an attack the next day could be successful if enough force was brought against the Confederate line. To achieve this, Major General Winfield S. Hancocks II Corps was shifted from Totopotomoy and placed on Wrights left. Once Hancock was in position, Meade intended to move forward with three corps before Lee could prepare substancial defenses. Arriving early on June 2, II Corp was tired from their march and Grant agreed to delay the attack until 5:00 PM to allow them to rest. Battle of Cold Harobr - Regrettable Assaults: The assault was again delayed that afternoon until 4:30 AM on June 3. In planning for the attack, both Grant and Meade failed to issue specific instructions for the assaults target and trusted their corps commanders to reconnoiter the ground on their own. Though unhappy at the lack of direction from above, the Union corps commanders failed to take the initiative by scouting their lines of advance. For those in the ranks who had survived frontal assaults at Fredericksburg and Spotsylvania, a degree of fatalism took hold and many pinned paper containing their name to their uniforms to aid in identifying their body. While Union forces delayed on June 2, Lees engineers and troops were busy constructing an elaborate system of fortifications containing pre-ranged artillery, converging fields of fire, and various obstacles. To support the assault, Major General Ambrose Burnsides IX Corps and Major General Gouverneur K. Warrens V Corps were formed at the north end of the field with orders to attack Lieutenant General Jubal Earlys corps on Lees left. Moving forward through the early morning fog, XVIII, VI, and II Corps quickly encountered heavy fire from the Confederate lines. Attacking, Smiths men were channeled into two ravines where they were cut down in large numbers halting their advance. In the center, Wrights men, still bloodied from June 1, were quickly pinned down and made little effort to renew the attack. The only success came on Hancocks front where troops from Major General Francis Barlows division succeeded in breaking through the Confederate lines. Recognizing the danger, the breach was quickly sealed by the Confederates who then proceeded to throw back the Union attackers. In the north, Burnside launched a sizable attack on Early, but halted to regroup after mistakenly thinking he had shattered the enemy lines. As the assault was failing, Grant and Meade pressed their commanders to push forward with little success. By 12:30 PM, Grant conceded that the assault had failed and Union troops began digging in until they could withdraw under the cover of darkness. Battle of Cold Harbor - Aftermath: In the fighting, Grants army had sustained 1,844 killed, 9,077 wounded, and 1,816 captured/missing. For Lee, the losses were a relatively light 83 killed, 3,380 wounded, and 1,132 captured/missing. Lees final major victory, Cold Harbor led to an increase in anti-war sentiment in the North and criticisms of Grants leadership. With the failure of the assault, Grant remained in place at Cold Harbor until June 12 when he moved the army away and succeeded in crossing the James River. Of the battle, Grant stated in his memoirs: I have always regretted that the last assault at Cold Harbor was ever made. I might say the same thing of the assault of the 22d of May, 1863, at Vicksburg. At Cold Harbor no advantage whatever was gained to compensate for the heavy loss we sustained.

Contemporary Latin America Politics Research Proposal

Contemporary Latin America Politics - Research Proposal Example While Venezuela is not presently engaged in any attritional conflict with its neighbors, its relationship with the United States has declined steadily over the recent past. The escalating tension between the United States and Venezuela is attributable to both ideological and material reasons. On the side of ideology, Venezuela is presently led by Hugo Chavez, a highly popular Socialist Party member. His party and its policies derive from Marxist doctrines, which are anathema to the capitalist economic organization seen here in the United States. Moreover, Mr. Chavez is not hesitant to openly condemn American leadership and its alleged hegemonic impulses. A diplomatic flashpoint occurred during the United Nations General Assembly of 2006 when Hugo Chavez cited American leftist intellectual Noam Chomsky’s book ‘Hegemony or Survival’ to support his criticism of high handed foreign policy measures of the United States government. The speech is unprecedented in terms of its audacity and confrontational tone, which almost no diplomatic goodwill was left between the two nations ever since (Tinker-Salas, p.52). Adding to the Venezuelan problem is the open and tacit support that it receives from Latin and Central American nations. For example, Venezuela’s attempt to garner a UN Security Council seat was supported by several countries with influence in the General Assembly, including China, Russia, Malaysia and India. American trading partners in the region such as Argentina, Brazil, Paraguay, Uruguay and Chile are also likely to back Venezuela. If Venezuela’s bid should succeed in the future, then it will give a new thrust to the Non-Aligned Movement, by shifting its headquarters out of New York and into a city in the hemispheric South such as Brasilia, Havana or Caracas (Tinker-Salas, p.53). If this does become a reality in the near future, it will be a huge

Women and Sexism at Workplace Assignment Example | Topics and Well Written Essays - 1000 words

Women and Sexism at Workplace - Assignment Example Over the years, there have been a number of different roles that have been followed by men and women and have been considered to be the prehistoric roles of the people. However, when such assumptions are made and the roles for people are limited to a few tasks, then the result often leads to sexism. This paper aims at discussing the effects of sexism on women in two main areas, i.e. entering into a workplace and progress within the workplace. The main aim of the research is to get a better idea of how women are affected due to the existence of sexism in the workplace. The society has set down a various number of rules and roles that are expected to be for women. Women are faced with issues in getting jobs at the workplaces as there are a number of restrictions and reservations on the end of the employers. Employers prefer not to spend on the female employees for training and other purposes as there are very high chances of the women to leave the job so they can take care of their families (About Equal Opportunities, 2010). As seen in the survey, the youth and younger generation today, unlike the previous generations do not consider men’s work to be more important than that of women and there is a constant need for more equality and better understanding among the people.  These issues and difficulties include the possible offensive male chauvinist comments that can be faced by women as well as other questions where the employers demean the women by judging them to be less effective than men.  

Womens Suffrage In England

Womens Suffrage In England The investigation assesses whether violent militant tactics by the Womens Social and Political Union founded by Emmeline Pankhurst from 1903 to 1914 were necessary in order to gain womens suffrage in England. I will be using several primary sources. One of them is written by Emmeline Pankhurst herself in 1914 called My Own Story. The other is written by her daughter Sylvia E. Pankhurst called The Life of Emmeline Pankhurst. I will also use snippets from local newspapers like The Morning Post. Other works will be analyzed like The Fighting Pankhursts by David Mitchell and You Wouldnt Want to Be a Suffragist! by Fiona Macdonald. To evaluate whether or not the tactics used by Pankhursts group was crucial in the fight for the right to vote, this investigation will use these sources to look into public opinions. The reactions and outlooks on the WSPU from the press, government, and the general public will all be considered. Also, I will examine the three stages of the WSPU; before violent militant tactics were used, during, and after. Part B: Summary of Evidence Their slogan was: Deeds, not words! The groups militancy first took non-violent forms from giving speeches, petitions, rallies, newsletters, etc. The actions turned extreme; chaining themselves to park railings, breaking shop windows, setting mailboxes on fire, digging up golf courses, burning down railway stations and churches.  [1]   Each time they took part in a violent protest, arrests occurred. The British government hoped that this would stop them from protesting again.  [2]   On May 12, 1905, a bill for womens suffrage was denied and the Union began a rowdy protest outside the Parliament building, which police tried to force away. Pankhurst considered this event to be a successful demonstration of how militancy can capture attention.  [3]  Pankhurst said, We are at last recognized as a political party  [4]   The WSPU had a bad relationship with the Liberal party. They protested against candidates that were a part of the ruling government because they refused to pass it, which forced them into a conflict with the Liberal Party.  [5]  WSPU was often blamed for spoiling elections for the candidates. Pankhurst was once attacked by Liberal supporters who blamed her for ruining their chances against the Conservatives. They beat members and threw rocks and rotten eggs.  [6]   In 1909, the members vowed to go on hunger strikes whenever they were imprisoned.  [7]  However, the Government counteracted this with force feeding.  [8]  The National Union of Womens Suffrage Societies led by Millicent Fawcett were disappointed that these publicity stunts were the chief obstacles in the way of success of the suffrage movement in the House of Commons.  [9]   Snippets from an article in the Morning Post: The Suffragette newspaper must be put a stop to. Proceedings would be taken immediately against any person who made a speech in encouragement of the unions course of conduct. They called the WSPU a danger to the civilized community and a vast amount of public inconvenience to the public. They disapproved of The Suffragette newspaper because it was a danger to society since it contained articles approving and praising those who fortunately had been detected by the police in the act of committing crimes.  [10]   The Independent Labour Party organized a committee for women suffrage and formed a Conciliation Bill so the WSPU suspended their actions, but this truce was ended when it was obvious the bill would not pass when the Prime Minister, Lloyd George wrote to The Times demanding the rejection of the Conciliation Bill, to demonstrate the folly of militant tactics,  [11]  The Bill was lost by fourteen votes and the WSPU accused Lloyd George of having organized the defeat. The Judge insisted upon a verdict of guilty saying If I had observed any contrition or disavowal of the acts you have committed, or any hope that you would avoid repetition of them in future, I should have been very much prevailed upon.  [12]   In 1912, WSPU came up with arson as another militant tactic and used it for the next two years. Pankhursts approval of property damage led many to leave the Union.  [13]   In the Daily Mail, they referred to the WSPU in a derogatory term suffragette, which they used to their advantage by coining their own unique name. When World War I came around, the women realized it was no time for protests and focused on supporting the British against the German. They joined in the war effort working as nurses, building up mother and infant clinics, restaurants, workrooms for unemployed, urged women to aid industrial production, etc.  [14]  In 1918, the British Parliament gave the vote to British women age 30 or over.  [15]   Word Count: 597 Part C: Evaluation of Sources I thought it would be fitting to use parts of Emmeline Pankhursts autobiography from the internet called My Own Story. It was published in 1914 in the midst of all the controversy the WSPU was being put under the spotlight for. Her purpose for the autobiography was so that the public would hear about the women suffrage cause through her own words and not the newspapers, who often criticized the suffragettes. Since this source is written from the leader of the WSPU herself, the value in it is that it is the best form of primary source available. First-hand accounts of situations and events are available through this autobiography. My Own Story also provides Pankhursts take on the militant tactics her group used in order to get their message across. This however, can as well be a limitation. This source only provides Pankhursts opinions and not the opinions of the Government and politicians, which I need in order to assess whether or not the Unions tactics were crucial in achieving wom en suffrage. Obviously Pankhurst will be in favor of anything the WSPU does, so I mainly just need this source to clarify what really happened in the years of 1903 to 1914. The Life of Emmeline Pankhurst is another primary source written from another perspective. The author is Emmelines daughter, Sylvia E. Pankhurst, who was involved with the WSPU until 1914. Her purpose was to inform the public of her mothers life from the perspective of someone who personally knew her. There is value in the fact that Sylvia is Emmelines daughter and that she was actually a part of the suffragettes. She was there in the actual events, so we know that her statements are accurate or close to what really happened. However, this book is limited because of Sylvias bias towards her mother. The book is written to praise her mothers actions. Word Count: 314 Part D: Analysis Does violence ever resolve anything? The Womens Social and Political Union sure believed so. Their slogan Deeds, not words!  [16]  highlights their actions over the years of 1903 to 1914. As their tactics turned extreme, WSPU headlines became frequent in the British news.  [17]  The members of the WSPU felt that violence was the only way they could obtain suffrage and some historians believe that it is what successfully won them the vote, but I believe that it actually slowed down the process. It is important to understand that it is not because of the violent militant tactics her suffragettes, which was a derogatory term coined by the Daily Mail  [18]  , used that won women the vote, but rather what they did after they chose to end the violence. The violence was only successful in one way, in that it brought about much publicity. Newspapers provided the public with reports of events and the suffragettes were pleased that their cause was becoming open to the public. Their first highly publicized event was on May 12, 1905, when a bill for womens suffrage was denied and the WSPU decided to protest outside the Parliament building, ending in a battle with the police. Pankhurst felt that this was a successful demonstration on how militancy can capture attention  [19]  and even expressed in her autobiography My Own Story that this helped them to become recognized as a political party.  [20]  They however received a lot of backlash for their actions. An article in the Morning Post talked about how a politician felt that the WSPUs newspaper, the Suffragette, must end because it is a danger to society since it contained articles approving and praising those who fortunately had been detected by the police in the act of committi ng crimes.  [21]  The fact that a politician would publically express his harsh thoughts on the WSPU shows that his feelings were general throughout the Parliament. As the WSPU became increasingly militant, they formed unfriendly relationships with the Government. I think that instead of opening up the politicians eyes on supporting their cause, it just made them more annoyed and intransigent. One example was their relationship with the Liberal Party. Since the WSPU only focused on suffrage for women, they quickly opposed parties that did not make it their priority including the ruling government.  [22]  Pankhurst recalls in her autobiography being blamed for spoiling elections for the Liberal candidates against the Conservatives and being beaten and thrown rocks at.  [23]  Another example of how much the Government detested Pankhursts Union was the situation with the Conciliation Bill. Emmeline Pankhursts daughter, Sylvia E. Pankhurst, recalls what happened in her novel; the Independent Labour Party wanted to call truce with the WSPU by forming a committee for women suffrage if the suffragettes suspended their actions.  [24]  Howeve r, the Prime Minister Lloyd George issued a statement to The Times demanding the rejection of the Conciliation by voting with the Members of Parliament.  [25]  When the Bill was lost by fourteen points, it went to Court with Lloyd George accused of having organized the defeat by persuading Members to vote against it.  [26]  The Judge dismissed the case probably because the Government had more power than the women had and because the Judge knew that the members of the WSPU were lawbreakers who were looked upon as undeserving in the politics world. Suffragettes were continually arrested at their violent protests as the Government hope that they would stop protesting.  [27]  They decided to create a stir with hunger strikes in an attempt to force the Government to give into their demands, rather than see them starve to death.  [28]  The Government stayed persistent and force fed the women with straps and tubes. By this point, the public was growing irritated with the group as even Millicent Fawcett, leader of the National Union of Womens Suffrage Societies and once a supporter of the WSPU, became disappointed with these publicity stunts that she claimed were hindrances to the suffrage movement.  [29]  Even their own members became fed up with the Union when in 1912, they came up with arson as another militant tactic setting fire to political buildings and theaters.  [30]  Several did not approve of this and left the Union. The more they tried to cause a stir, seems like the more the public grew weary of their cau se. The arrests in the press were repetitive and for years nothing really progressed, showing that even though the country knew about their cause, less people began to care. The male politicians persisted in not allowing women suffrage probably because they felt that if women behaved like criminals, then they should not be given the same rights as voters. The more extreme they got, the more they alienated people to support their cause. Even though their actions attracted lots of publicity, violence left towns unsafe and ended up giving them the opposite of what they intended, which was the public disapproving of the women suffrage cause. Opponents of womens suffrage in Parliament referred to the violent tactics in debates on why women suffrage should not be granted.  [31]  The Parliament and WSPU had reached a stalemate; the more violence the suffragettes used, the more unwilling Parliament was, and the more Parliament was obstinate, the more violent the suffragettes became. When World War I started, the suffragettes decided to suspend their activities since the violence of the war would render the womens militancy as weak and they realized they should exert their energy onto supporting their country so they joined in the war effort by working as nurses and building clinics and workrooms for unemployed.  [32]  Their hard work gained them a new reputation with the public. It wasnt until 1918 at the end of the war that the Parliament granted the vote to women 30 years of age or older.  [33]   Word Count: 748 Part E: Conclusion The fact that women did not get the right to vote until 4 years after the war started and the suffragettes suspended their militant actions shows that it was their war efforts that aided them and not their violence. I believe that violent militant tactics were not necessary in order to gain womens suffrage. The tactics helped them positively in their early years, but once arson and bombing started to take place, antagonism against them aroused. There is no doubt that it gained them great publicity and allowed their cause to be heard around England, but their actions worked against them as they became more violent through the years. I think, even quite possibly, the Womens Social and Political Union was unnecessary because there were several other peaceful groups out there. The 1918 Act was passed as recompense to the women for their war efforts, not because the Parliament finally listened to the angry cries of the suffragettes. Word Count: 158 Part F: Sources Macdonald, Fiona, You wouldnt want to be a Suffragist! UK: The Salariya Book Company Ltd, 2008. Mitchell, David, The Fighting Pankhursts. New York: The Macmillan Company, 1967. Pankhurst, Emmeline, My Own Story. New York: Hearst International Library, 1914, pp. 4-9, 270-283. Pankhurst, Sylvia E., The Life of Emmeline Pankhurst. New York: Karus Reprint Co., 1969. Bomb at St. Pauls, unsuccessful attempt to wreck chancel, supposed suffragist outrage, Morning Post, 8 May 1913.

Foreign Direct Investment Confidence Index Essay

The Foreign Direct Investment (FDI) Confidence Index influences a business’s future decisions for ventures on foreign soil. Businesses use the index to compare countries for the most and potentially best prospective investment in order to profit from expansion. The FDI Index lists the top countries that are projected to be the most compelling to directly invest in fixed and variable assets in order to achieve management control (Ball, Geringer, Minor, & McNett, 2010). According to Ball, Geringer, Minor, and Mcnett (2010) in International Business; The Challenge of Global Competition, â€Å"if a nation is continuing to receive appreciable amounts of foreign investment, its investment climate must be favorable.† Through analysis of projected countries for foreign investment, a company can determine if a foreign market is favorable to expand into since other companies are continuously investing in them. A.T. Kearney Inc., a global management consultant firm, researches and constructs the Foreign Direct Investment Confidence Index periodically in order to assist and advise CEO’s across the world in multiple markets make the most informed business decisions. With offices in thirty- seven countries, A.T. Kearney has the presence and global notoriety that corporations lean upon for expansion decisions (A.T. Kearney Inc., 2011). The company’s vast experience advising top corporations in multiple industries lends credibility to the A.T. Kearney Inc.’s analysis of the constructed FDI Confidence Index. The FDI Confidence Index is a widely used tool that is compiled using analysis of many components. A.T. Kearney Inc. begins the research for the top countries to invest by surveying the top corporate executives of one thousand of the largest businesses throughout the world and account for more than † two trillion in annual global revenue,† (Laudicina, Gott, & Pohl, 2010). These selected companies are representatives from forty-four countries across seventeen industries (Laudicina et al., 2010). A.T. Kearney compilation and calculation for the FDI Confidence Index is meant to capture a true audience’s opinion of the potential investment and expansion into foreign markets by observing a broad spectrum of companies business plan throughout their global investment perspective. The Foreign Direct Investment Confidence Index survey questioned each CEO and took a weighted average of their responses on a scale of high, medium and low when asked for the â€Å"likelihood of the direct investment in a market over the next three years,† as presented by Laudicina, Gott, and Pohl (2010). The survey did not question the senior executives on the likelihood of investment with in their own country (Laudicina et all., 2010). Therefore, the index values are non-biased and are based true opinions from leading CEO’s for the most desirable countries to invest company assets. Other sources that are taken into consideration in the compilation of the Foreign Direct Investment Confidence Index include data prepared by the United Nations. According to Investing in a Rebound: the 2010 A.T. Kearney’s Foreign Direct Investment Confidence Index, â€Å"FDI flow figures are the latest statistics available from the United Nations Conference on Trade and Development (UNCTAD)† are used to assist in the compilation of the ranking of countries (Laudicina et all., 2010). Also, Laudicina et all. (2010) includes the, â€Å"International Monetary Fund (IMF), investment promotion agencies, central banks, ministries of finance and trade, and major periodicals,† for insight to determine the rankings of each country. A.T. Kearney Inc. uses multiple resources for compiling the FDI Confidence Index in order to construct the most representative statistics for future foreign investments. Even though the FDI Confidence Index ranks countries upon the likelihood of future investments from non-source corporations, the economic market has globally taken a downturn. Laudicina et all. (2010) responds in the publication, â€Å"while conditions have improved, senior executives at the world’s largest companies remain wary of investing during the current climate, and few expect a full turnaround before 2011.† Top corporate executives, even though the market is down, still project potentially investment in equipment, structures and organizations in these top countries at a level that is sufficient to obtain significant management control within the next three years (Laudicina et all. 2010). The Foreign Direct Investment Confidence Index is compiled by A.T. Kearney Inc., a well-respected global management firm, in order to assist corporations in capitalizing company assets in foreign countries. This list ranks the top countries of foreign investment by surveying top senior executives around the world, using Untied Nations data on foreign trade and other publications in order to compile the most thorough analysis for corporations to use for the most prospective countries for foreign ventures (Laudicina et all., 2010). Even though the global economy has taken a turn for the worse, corporations are continuing to foresee future foreign direct investment as a possibility for their company’s long-term business plan.

Global Strategy High Fashion Fights Recession Essay

1. Using the Five Forces Framework, how would you characterize the competition in the luxury goods industry? 2. Why was discounting looked down upon by industry peers, all of which were differentiated or focus competitors? 3. What would be the likely challenges in emerging markets for luxury goods firms? OVERVIEW Pumping out fancy clothing, handbags, jewelry, perfumes, and watches, the high end of the fashion industry—otherwise known as the luxury goods industry—had a challenging time in the Great Recession. In 2008, banks were falling left and right, unemployment rates sky high, and consumer confidence at an all-time low. In 2009, total luxury goods industry sales fell by 20%. The high-end fashion industry was dominated by the Big Three: LVMH (with more than 50 brands such as Louis Vuitton handbags, Moà «t Hennessy liquor, Christian Dior cosmetics, TAG Heuer watches, and Bulgari jewelry), Gucci Group (with nine brands such as Gucci handbags, Yves Saint Laurent clothing, and Sergio Rossi shoes), and Burberry (famous for raincoats and handbags). Next were a number of more specialized players such as king of menswear Ermenegildo Zegna and queen of womenswear Christian Lacroix. By definition, high fashion means high prices. An informal code of conduct (or norm) permeates the indus try: no discount, no coupons, no price wars please—in theory at least. But during the Great Recession many firms cut prices—but quietly. The only firm that stood rock solid was the industry leader LVMH, which claimed that it never puts its products on sales at a discount. The bloodbath in the Great Recession forced the weaker players such as Christian Lacroix and Escada to file for bankruptcy. But it made stronger players such  as LVMH even more formidable. They benefitted from an established pattern in high fashion: the flight to quality. In other words, when people have less money, they spend it on the best. As the recession became worse, many middle-class customers in economically depressed, developed economies began to hunt for value instead of triviality and showing off. In addition to managing interfirm rivalry, how to manage the fickle and capricious customers was tricky. As the recession became worse, many middle-class customers in economically depressed, developed economies began to hunt for value instead of triviality and showing off. Emerging markets, especially China, offered luxury goods firms the best hope while the rest of the world was bleak. Since 2008, while global sales declined, Chinese consumption (both at home and traveling) had been growing between 20% and 30%. In 2009, China surpassed the United States to become the world’s second-largest market. In 2011, China rocketed ahead of Japan for the first time as the world’s champion consumer of luxury goods—splashing $12.6 billion to command a 28% global market share. 1. Using the Five Forces framework, how would you characterize the competition in the luxury goods industry? Bargaining power of supplier: very low Bargaining power of customer: medium but low in big brands like LVMH Threat of new entrants: low (potential entrants were not dying to enter when incumbents were struggling) Threat of substitutes: very low (strong brand and high quality) Competition among existing firms: very high (need to deal with in order to survive) The high-end fashion industry was dominated by the Big Three: LVMH, Gucci Group, and Burberry. Next were a number of more specialized players such as king of menswear Ermenegildo Zegna and queen of womenswear Christian Lacroix. As these firms were relatively differentiated, the degree of rivalry between firms is unlikely to be very high. As practices like discounting and price wars were frowned upon during pre-recession times, competition was likely to have been understated, and not overt. However, during the Great Recession, when some luxury goods firms began discounting, competition may have increased. In developed countries,  the threat of entry of potential entr y of new competitors was low during the recession, while the threat of entry was high in Eurasian countries like China, where the market for luxury goods expanded. 2. Why was discounting looked down upon by industry peers, all of which were differentiated or focus competitors? High fashion relies on its high process to maintain its image and demand. The informal code of conduct that governs the high fashion industry dictates no discount, no coupons, and no price wars between competitors. Discounting, a strategy that is frequently used in the low-end fashion industry, is generally viewed as dangerous and poisonous in high fashion, not only to the occasional firm that uses it, but also to the image and margin of the whole world of high fashion. During the Great Recession, for instance, many firms cut prices—but did so quietly. At Tiffany jewelry stores, salespeople advised customers about diamond ring price reductions, but otherwise there was no publicity. Gucci and Richemont offloaded their excess inventory to discount websites. The only firm that stood rock solid was the industry leader LVMH, which claimed that it never puts its products on sales at a discount. When the going gets tough, it destroys stock instead. This strategy benefitted LMVH during the recession, when cash-strapped buyers, following a well-established pattern in high fashion, opted to spend money on a few, classic items of high quality, rather than many lower-priced pieces. LMVH’s avoidance of discounts actually gained market share for the company during the recession, and sales grew from $24 billion in 2008 to $29 billion in 2011. 3. What would be the likely challenges in emerging markets for luxury goods firms? Some of the issues that could arise for luxury firms entering emerging markets are issues with costs involved in transporting the luxury items into emerging market countries, restrictive traffic rights, high import taxes and other challenges with regional governments that can complicate logistics. Adopting or investing in a stronger supply and distribution channels would be important. Also, institutional factors, and possible the liability of its foreignness will have to be strongly considered if the firm plans to function smoothly in an emerging market. Emerging markets, especially China, offer luxury goods firms the best hope while the rest of the world recovers from the recession. As many firms want to enter these markets, competition  will probably be high, and the luxury goods companies will have to operate differently from their operations in the developed markets. As cultures and buying patter ns might differ across countries, firms would need to develop a thorough understanding of their customers in order to succeed in emerging markets.