Emotional Intelligence Can it be Improved - 529 Words

As a leader in the military, I encountered an airman who was low on the emotional intelligence scale. He survived basic training and a pretty intense two month technical school that required he learn at a fast pace while still adjusting to military norms. He lasted less than two years in the military before he was asked to leave. This airman had met all the military prerequisites. To work in the public affairs arena he had to score pretty well on the military entrance exam, so he met the usual predictor of success; he had the cognitive abilities. He was separated from the Air Force because of his poor social skills. This paper will discuss whether our organization could have developed the airmans emotional intelligence and if so, what effective training would look like. It has often been said hurt people hurt people and can hurt an organizations bottom line. Executives are taking notice. Hurt people can be more accurately described as people with low emotional intelligence. g-man believes damage to the affective domain can start early on in life, when a child picks up unhealthy coping mechanisms and it becomes deeply ingrained as they grow into adulthood. People with high emotional intelligence exhibit competence in two areas - personal and social. The personal competence encompasses how well a person can identify and regulate their emotions and the social competence is how well a person can identify or empathize with others emotions and manage them. The airman whoShow MoreRelatedEssay on Emotional Intelligence 2.0 Summary and Assessment826 Words   |  4 Pagesbook, Emotional Intelligence 2.0, provides an alternative approach to how a person achieves success. This book does not focus on the conventional determinant of success, such as formal educ ation and training, experience, and intelligence level (IQ). 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These implementsRead MoreConcept Analysis In Nursing1158 Words   |  5 PagesFor the purpose of this paper, we will take a deeper look at one specific concept, emotional intelligence, and examine a peer reviewed article that utilizes the Walker and Avant method to deconstruct the meaning. Emotional intelligence is asks the nurse to look at their own feelings and the feelings of others to achieve a successful nurse-patient interaction. Lastly, this paper will show how emotional intelligence can be applied in practic e. Concept for Analysis The nurse-patient interaction is theRead MoreEmotional Intelligence1076 Words   |  5 Pagesare you? While this question may be seemingly simple to answer, it is an interesting question because it suggests someone’s level of mental competence can be measured. 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Decisions are made at all levels within the organization, therefore emotional intelligence skills are required for everyone withinRead MoreEmotional Intelligence ( Eq ) And Emotional Quotient Essay1537 Words   |  7 Pages Emotional Intelligence Many people ponder about the question â€Å"What is Emotional Intelligence (EI) or Emotional Quotient (EQ) and how is it different from Intelligence Quotient (IQ)?† Many people know about Intelligence Quotient or IQ and they probably hope to have a high one, but they may not realize there is also something called EQ and it plays a role in people’s lives every day. EQ is an important concept to learn and understand because there is a lot of research explaining that it can playRead MoreThe Theory Of Emotional Intelligence1359 Words   |  6 Pagesway, or did they learn it along the way? Emotional Intelligence Theory attempts to answer all of these questions, and gives the rest of us a guideline on how to scale that emotional intelligence ladder. 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In present society, emotional intelligence of managementRead MoreCommunication Skills : An Important Part Of Management1118 Words   |  5 Pagescommunication can reduce the influence according to the results of researches(Giri Kumar 2010). 5.4 Emotional Intelligence It has been stated that I believe that I get a quite strong emotional intelligence referred to the results of all evaluation surveys. Emotional intelligence can be terribly essential in management. Many surveys point out that emotional intelligence, often regarded as EQ, accounts for a larger percentage than IQ towards life success. Moreover, Someone said that emotional intelligenceRead MoreWhat ´s Emotional Intelligence? Essay913 Words   |  4 PagesFormally, Emotional Intelligence, commonly abbreviated as EI is defined as the capacity to reason of and about emotion so as to enhance reasoning or rather thinking. It is also defined as the capability of an individual to recognize and understand the meaning of emotions, their relations and use this information to reason critically and solve problems based on these emotions (Dann 78). The first Emotional Intelligence theory was initially developed by early psychologists back in the 1970s and 80s

Calculating the Change in Entropy From Heat of Reaction

The term entropy refers to disorder or chaos in a system. The greater the entropy, the greater the disorder. Entropy exists in physics and chemistry, but can also be said to exist in human organizations or situations. In general, systems tend toward greater entropy; in fact, according to the second law of thermodynamics, the  entropy  of an isolated system can never spontaneously decrease. This example problem demonstrates how to calculate the change in entropy of a systems surroundings following a chemical reaction at constant temperature and pressure. What Change in Entropy Means First, notice you never calculate entropy, S, but rather change in entropy,  ÃŽâ€S. This is a measure of the disorder or randomness in a system. When  ÃŽâ€S is positive it means the surroundings increased entropy. The reaction was exothermic or exergonic (assuming energy can be released in forms besides heat). When heat is released, the energy increases the motion of atoms and molecules, leading to increased disorder. When ΔS is negative it means entropy of the surroundings were reduced or that the surroundings gained order. A negative change in entropy draws heat (endothermic) or energy (endergonic) from the surroundings, which reduces the randomness or chaos. An important point to keep in mind is that the values for  ÃŽâ€S are for  the surroundings! Its a matter of point of view. If you change liquid water into water vapor, entropy increases for the water, even though it decreases for the surroundings. Its even more confusing if you consider a combustion reaction. On the one hand, it seems breaking a fuel into its components would increase disorder, yet the reaction also includes oxygen, which forms other molecules. Entropy Example Calculate the entropy of the surroundings for the following two reactions.a.) C2H8(g) 5 O2(g) → 3 CO2(g) 4H2O(g)ΔH -2045 kJb.) H2O(l) → H2O(g)ΔH 44 kJSolutionThe change in entropy of the surroundings after a chemical reaction at constant pressure and temperature can be expressed by the formulaΔSsurr -ΔH/TwhereΔSsurr is the change in entropy of the surroundings-ΔH is heat of reactionT Absolute Temperature in KelvinReaction aΔSsurr -ΔH/TΔSsurr -(-2045 kJ)/(25 273)**Remember to convert  °C to K**ΔSsurr 2045 kJ/298 KΔSsurr 6.86 kJ/K or 6860 J/KNote the increase in the surrounding entropy since the reaction was exothermic.  An exothermic reaction is indicated by a positive  ÃŽâ€S  value. This means heat was released to the surroundings or that the environment gained energy. This reaction is an example of a combustion reaction. If you recognize this reaction type, you should always expect an exothermic reaction a nd positive change in entropy.Reaction bΔSsurr -ΔH/TΔSsurr -(44 kJ)/298 KΔSsurr -0.15 kJ/K or -150 J/KThis reaction needed energy from the surroundings to proceed and reduced the entropy of the surroundings. A negative  ÃŽâ€S  value indicates an endothermic reaction occurred, which absorbed heat from the surroundings.Answer:The change in entropy of the surroundings of reaction 1 and 2 was 6860 J/K and -150 J/K respectively.

Biography of Mary Seacole, Nurse and War Hero

A nurse, businesswoman, and war hero, Mary Seacole was born in 1805 in Kingston, Jamaica, to a Scottish father and Jamaican mother. Her exact birthdate is unknown, but her life would be celebrated around the world thanks to her efforts to treat wounded British soldiers during the Crimean War. Fast Facts: Mary Seacole Also Known As: Mary Jane Grant (maiden name)Born: 1805 in Kingston, JamaicaDied: May 14, 1881 in London, EnglandParents: James Grant, mother’s name unknownSpouse: Edwin Horatio Hamilton SeacoleKey Accomplishments: Opened a boarding house for convalescent soldiers during the Crimean War; wrote a memoir about her efforts.Famous Quote: â€Å"My first experience of battle was pleasant enough (...) I felt that strange excitement which I do not remember on future occasions, coupled with an earnest longing to see more of warfare, and to share in its hazards.† Early Years Mary Seacole was born Mary Jane Grant to a Scottish soldier father and a nurse-entrepreneur mother. Seacole’s mother, whose name is not known, has been described as Creole of African and English descent. Due to their different racial backgrounds, her parents could not marry, but Seacole’s mother was more than the â€Å"Creole mistress† some historians have labeled her.  Described as a doctress, a reference to her knowledge of herbal medicine, Seacole’s mother excelled as both a healer and a business owner. She ran a boarding house for ailing soldiers, and her health expertise and business acumen would influence Mary Seacole to pursue the same path. Meanwhile, the military background of Seacoles father likely gave her compassion for servicemen. The cultural heritage of her parents also influenced Seacole’s nursing; it prompted her to merge the African folk medicine expertise she learned from her mother with the Western medicine of her father’s native Europe. Extensive traveling helped Seacole to acquire this knowledge. When she was just a teenager, she boarded a merchant ship to London. By her 20s, she expanded her travels, using pickles and preserves as currency. She visited a number of different countries, including the Bahamas, Haiti, Cuba, and Central America, in addition to Great Britain.   Only known photograph of Mary Seacole (1805-1881), taken c.1873 by Maull Company in London by an unknown photographer. Public Domain / Wikimedia Commons After making numerous trips abroad, she married an Englishman named Edwin Seacole in 1836, when she would have been about 31 years old. Her husband died eight years later, making her a relatively young widow. After his death, Seacole resumed her travels, opening a hotel in Panama, along the route many fortune hunters took to California during the Gold Rush. A cholera outbreak there piqued her curiosity and she inspected the corpse of one of its casualties to learn more about this gruesome medical condition, a bacterial disease of the small intestine that’s typically acquired from contaminated water. The Crimean War The year 1853 marked the start of the Crimean War, a military conflict over the status of Christians in the Ottoman Empire, which included the Holy Land. During the war, which lasted until 1856, Turkey, Britain, France, and Sardinia formed an alliance to defeat the Russian Empire’s efforts to expand into this territory.  In 1854, Seacole visited England, where she asked the War Office to fund a trip for her to go to Crimea. The territory lacked quality facilities for injured soldiers, so she wanted to travel there to give them the care she felt they deserved, but the War Office refused her request. The decision surprised Seacole who had both a background in nursing and extensive travel experience. Determined to give Britain’s injured warriors the medical attention they needed, she managed to find a business partner willing to finance her trip to Crimea to open a hotel for the wounded. Once there, she opened the British Hotel in the region between Balaclava and Sebastopol.   Unafraid and adventurous, Seacole didn’t just admit soldiers to her boarding house but treated them on the battlefield as gunfire rang out. Both the care she gave soldiers and her presence on the battlefield earned her the moniker â€Å"Mother Seacole.† Her courage and devotion to her charges have drawn comparisons to Florence Nightingale, the British nurse who trained other women to care for the soldiers hurt during the Crimean War. Nightingale is considered the founder of modern nursing. Mary Seacole was posthumously awarded the Jamaican Order of Merit in 1991 and in 2004 she was voted the greatest Black Briton. This is a contemporary painting.   Print Collector / Getty Images Return Home When the Crimean War ended, Mary Seacole headed back to England with little money and in fragile health. Fortunately, the news media wrote about her predicament, and Seacole’s supporters organized a benefit for the nurse who had so bravely served Britain. Thousands of people attended the festival fundraiser that took place in her honor in July 1857.   Given vital financial support, Seacole wrote a book about her experiences in Crimea and other places she’d visited. The book was called â€Å"The Wonderful Adventures of Mrs. Seacole in Many Lands.† In the memoir, Seacole revealed the origins of her adventurous nature. All my life long, I have followed the impulse which led me to be up and doing,† she explained, â€Å"and so far from resting idle anywhere, I have never wanted inclination to rove, nor will powerful enough to find a way to carry out my wishes. The book became a bestseller. Death and Legacy Seacole died May 14, 1881, at the age of about 76. She was mourned from Jamaica to England, including by members of the British Royal Family. In the years after her death, however, the public largely forgot about her. That has begun to change as campaigns to recognize the contributions of black Britons to the United Kingdom have thrust her back into the spotlight. She ranked first in the 100 Great Black Britons poll that debuted in 2004, and the National Portrait Gallery displayed an undiscovered painting of her in 2005. That year, the biography â€Å"Mary Seacole: The Charismatic Black Nurse Who Became a Heroine of the Crimea† was released. The book has only garnered more attention for the courageous mixed-race nurse and hotelier.  Ã‚  Ã‚   Sources â€Å"Crimean War.† National Army Museum.  Ã¢â‚¬Å"Mary Seacole (1805 - 1881).† BBC - History.  Jane Robinson. â€Å"Ahead of her time.† The Independent, January 20, 2005.

I Love Reading Essay - 69689 Words

Government of India b i n n o v a i c u l t u r w u s i n e s f E N T R E P R E N E UR S H I P m n a d c a t i o n u o n P l o y m e n t l t h e v i r o n m e n t n a n c e A Study by National Knowledge Commission Entrepreneurship in India National Knowledge Commission 2008  ©National Knowledge Commission, 2008 This report has been prepared by Amlanjyoti Goswami, Namita Dalmia and Megha Pradhan with support and guidance from Dr. Ashok Kolaskar and Mr. Sunil Bahri. Table of Contents Acknowledgements Executive Summary Chapter I Chapter II Chapter III Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why Entrepreneurship What Motivates Entrepreneurship Socio-cultural Factors Access†¦show more content†¦At the heart of the report are the entrepreneurs, who responded with tremendous enthusiasm in sharing their experiences with the National Knowledge Commission (NKC). The oneon-one interviews with entrepreneurs in Pune, Kolkata, Chennai, Ahmedabad, HyderabadShow MoreRelatedMy Journey Through Reading And Writing963 Words   |  4 Pagesthrough reading and writing started once I started school. I don’t remember the early years but they laid down a foundation for me. It got me to where I am today. I love reading for pleasure but I want to be more open to different types of genres. I’m not the best writer but I try my best to write well. I have a strong approach to writing an essay but when it comes to actually w riting, I don’t feel too confident. I hope that this year will help me become a better reader and writer. 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I have been late for a lot of things in lifeRead MoreThe art of reading essay #21553 Words   |  7 PagesBarbara Gomez Mrs. Melissa Qualls EPP 150 10/23/2013 The Art of Reading by Lin Yutang At the beginning of this essay, Yutang starts speaking about the differences between the mind of a person who reads and of someone who does not read. Lin show his point of view very cleary telling us how small can be the thoughts of someone who does not read can be when His life falls into a set routine, (90) a non reader can be easily impressed by the world outside because, Lin says, he only sees what happen

Balanced Scorecard and Financial Perspective Free Essays

African Journal of Business Management Vol. 5(32), pp. 12520-12530, 14 December, 2011 Available online at http://www. We will write a custom essay sample on Balanced Scorecard and Financial Perspective or any similar topic only for you Order Now academicjournals. org/AJBM DOI: 10. 5897/AJBM11. 928 ISSN 1993-8233  ©2011 Academic Journals Full Length Research Paper An investigation into the interrelation between balanced score card factors: A case study in the automotive industry Jalalpoor Mahdieh1 and Tolouei Pedram2* 1 Department of Management, University of Isfahan, Isfahan, Iran. Department of Management, University of Tehran, Tehran, Iran. 2 Accepted 14 June, 2011 Since 1990s, when Kaplan and Norton introduced balanced scorecard (BSC) model, this model has been considerably popular amongst managers all over the world. Although BSC is known as a successful performance measurement tool amongst managers, there have been criticisms of that including: How financial and non-financial measures are linked together? Are relationships in a direct way or there is bi-directional casualty? To overcome the limitations to current BSC theory, this paper aims to describe main factors of each balanced scorecard BSC perspectives and investigate interrelation between them with consideration to automotive parts sector in Iran. For this aim, we analyze the relationship between various perspectives in structure of balanced scorecard and measure causal relationships between various perspectives and their role in improving financial perspective. This research was conducted through a set of monthly reports of Balances scorecard factors in Tosnco – company of auto industry – during a three-year period. Case study evidence verified the underlying theoretical hypothesis of BSC. It is verified that perspectives are positively correlated with each other and new interrelation between internal process perspectives factor and financial perspective evidence was also found. The innovative dimension of this research is that we actually applied BSC in Iran and investigated factors related to auto industry and interrelation between factors with each other. Key words: Performance, process, customer, finance, factors. INTRODUCTION Performance measurement is considered a part of a performance management system. This process includes series of activities to eminently and spiritually achieve organizational excellence in the competitive field and focus the efficiency and effectiveness of these activities. Martinson (1999) offer several descriptions of organizational performance, and present a variety of models and methods to performance measurement at the same time. Traditional performance measureme nt methods *Corresponding author. E-mail: p_tolouei@alumni. ut. ac. it Abbreviations: BSC, Balanced scorecard; statistical package for the social sciences. SPSS, that were based on financial measures- not only reflected the complete success or failure of companies that did not ave the necessary abilities, but also failed to establish a logical relation between the company’s success factors and was unable to support management programs (Kaplan and Norton, 2001). Environmental management issues have received an increased amount of attention in recent years, as have various performance measurement systems (PMS) such as the balanced scorecard (BSC). At this time, BSC was presented as the most practical and comprehensive performance measurement model. In recent years, BSC has been a comprehensive model when looking at management issues for financial and non-financial purposes and has been very popular as it as attracted a lot of attention (Norreklit, 2000). This model offers a var iety of performance factors in four Mahdieh and Pedram perspectives: The Financial perspective; the customer perspective; the internal business process perspective and the organizational learning and growth perspective. The BSC is a multi-criteria evaluation concept that highlights the importance of performance measurement (Tseng, 2010). Based on BSC, the cause and effect relationship between the four perspectives have been created (WongOn-Wing et al. , 2007; Paul, 1998). In fact, the logic of cause and effect as the essence of he BSC approach-which distinguishes it from other approaches- is described (Atkinson et al. , 1997). It is stated that the learning and growth performance, internal process performance, costumer performance, and financial performance counteract each other eventually (DE Haas and Kleingeld, 1999). Jones and Sasser (1995) recognized a cause and effect relationship between loyalty and customer satisfaction and financial results, where customer satisfaction leads to loyalty and it is customer satisfaction that can bring positive financial results. Due to the chain relationship between perspectives, hanges in one perspective would cause changes and reactions in other perspectives. Consequently, managers can achieve improved financial results through the chain relationship between perspectives (Cohen et al. , 2008). Relationships in BSC model are indicated within the framework of the fact that in order to make financial results, we must provide value for costumers, and this would happen only, when an organization improved internal processes and match them with costumers’ demands. Accordingly, in order to improved internal processes, and initialize processes that provide value for costumers, the rganization must reinforce growth and learning in the organization (Kaplan and Norton, 1996). Hogue and James, in study of Australian construction companies in 2000, realized that the companies employing non-financial factors have made considera ble financial results. Other researchers have realized that using BSC is indirectly related to improved performance and profitability (Malina and Selto, 2001). There are very few researches related to causal relationship between various factors; especially between financial perspective and other perspectives in BSC model. Amongst such researches we can point to a research, in Greece, that onsiders the relationship between parameters of BSC model in 90 companies. Results of this research indicate that improving non-financial perspectives results in better financial perspectives, and non-financial perspectives are interrelated (Cohen and Thiraios, 2008). Although BSC is known as a successful performance measurement tool amongst managers, there have been criticisms of that including: How are financial and nonfinancial measures are linked together? Are relationships in a direct way or there is bi-directional casualty? In this study, we present an approach to overcome the limitations to current BSC theory. The scope of our study is two-fold; the first goal is to investigate and identified main factors of each balanced score card perspectives with 12521 consider to automotive parts sector. We categorize the factors and determine their priority in regard to environment of automotive parts industry. While the second goal of the study is focused on cause and effects logics and linking financial and non-financial perspectives together. In this part, we will assess the influence of factors of each perspective on other perspectives and analyze the cause and effect relationship between them. In order to present a better image of reciprocal impacts f various factors, we have taken into consideration four perspectives of the automotive company with an exception of BSC, and then we will analyze the interrelationship between four perspectives. Considering the fact that in the present environment of Iran, management and control affairs are considerably important, and accurate scientific evaluations are amongst managers’ major concerns, BSC is considered to be one of the most comprehensive and functional tools of performance evaluation. This research measures the effects of different perspectives of balanced score card in an automotive parts manufacturing unit in Iran. LITERATURE REVIEW Here, we first explain how to use balanced scorecard, and then in the next part, we investigate and identify factors related to each perspective. Part A – BSC Since 1990s, when Kaplan and Norton introduced BSC model, this model has been considerably popular amongst managers all over the world. Hundreds of organizations have already employed this model, or intend to employ it in near future (Rautiainen, 2008; Kald and Nilsson, 2000). Healthcare organization in Sweden has appreciated BSC model quite well, and has employed it as a solution to organizational problems, as well as a means of realizing organizational goals (Aidemark, 001). Germany, England and Italy have also successfully developed BSC model (Gehrke and Horvath, 2002). Numerous countries in Northern Europe have employed this model (Kald and Nilsson, 2000), and studies indicate that the model has been specifically favored in most of those countries; although in some countries, including France, where there is another model called â€Å"dashboard† rooted in their culture, BSC model is not so popular (Bourguignon et al. , 2004). Kaplan and Norton stress on importance of three principals in the concept of BSC: 1. Maintaining causal relationship 2. Including adequate performance incentives and timulators 3. Maintaining the relationship with financial measurement factors (Speckbacher et al, 2003). 12522 Afr. J. Bus. Manage. Figure 1. All perspectives of BSC. On this basis, researches refer to this model as a means of working out strategies based on causal relationship (Speckbacher et al. , 2003). Causal logic is considered to be the essence of BSC model. Other researchers name causal logic as the core of BSC model (Atkinson, 1997; Norreklit, 2000). There are also theories stressing that Kaplan and Norton (1996) have not adequately explained the causal relationships, and researchers claim that the entioned relationships are not causal, and are merely logic (Pedram, 2003). Another research, in F inland, is indicative of dissatisfactions caused by lack of causal relationship between components of the model (Malmi, 2001). Although definition of causal relationships is the basis of accomplishment for balanced scorecard model, apparently many organizations do not take this into consideration (Aidmark, 2001; Ittner et al. , 2003). Part B – Factors related to each perspective in BSC In this paper, in order to measure and evaluate relationships between various perspectives, we searched or factors related to each perspective. The four perspectives of BSC are learning and growth, internal processes, costumer, and financial. Here we briefly explain characteristics of each perspective. Learning and growth perspective: stress on innovation, creativity, competition, capabilities, and target subjective properties. This perspective aims to identify professions (human assets), system (informational asset), and organizational state (organizational asset) in order to support internal processes. Internal process perspective: identify decisive processes in the organization. In this perspective, we ust make sure that company’s products and services meet the needs of customers. Costumer perspective: results in introduction of a valuable approach that guarantees loyalty of costumers. In this perspective we must keep constantly identifying parameters, which costumers consider as valuable, and provide them for costumers. Financial perspective: defines tangible outcomes of organization’s strategies and includes a series of traditional financial factors. This perspective covers longterm goals of the organization, and company’s major goals are usually put into this perspective. Financial erspective is usually considered to be a secondary aspect and a function of other perspectives. It is indeed the outcome of activities of other three non-financial perspectives. All perspectives, their causal relationships, and their relationships with strategies are shown in Figure 1. METHODOLOGY Kaplan and Norton stress that BSC is a model, and must be optimized in accordance with specific elements related to an organization or industry. This model cannot be used as a general model for various organizations and industries, or even for all aspects of an industry. Therefore, it must be designed and xecuted individually for each condition and each organization. Every organization must adjust BSC to its own mission, outlook, strategy, technology, organizational culture, and environment, in order to use it properly (Kaplan and Norton, 1993). For the same reason, we searched in related literature and Mahdieh and Pedram. studies and worked out factors related to each perspective within the realm of automotive parts. The factors are as follows: 1. There are some general factors in accordance with the requirements of international standard. Standard related to this industry is ISO/TS16949: 2009 and ISO9000 2. There are also factors related to costumer, which all companies must report to costumers periodically. 3. Factors related to other stake holder such as communities, share holders and employees 4. Factors included in scientific articles and researches with related subjects We took all required factors from the mentioned sources and put them in Table 1. Source of each factor is shown in the table too. After taking the viewpoints of experts and conditions of the Company into consideration, we selected main factors from Table 1. Factors shown in Table 2 are measured and analyzed as major factors throughout this article. Also in Table 3, the number of factors which are used in the paper is shown. Hypotheses formulation According to Kaplan and Norton model there is a continuous relationship between perspectives of BSC. According to this model, Kaplan and Norton claimed that outcomes of optimizing performance of learning and growth perspective are evident in better performance of internal business processes. This would accordingly have a positive effect on costumer perspective, and finally improves financial performance. These relationships are shown in Figure 2. The following research has aimed to evaluate this claim. In this article, we analyze the relationship between various perspectives in structure of balanced scorecard. Measuring causal relationships between various perspectives and their role in improving financial perspective is the final goal of this research. Three hypotheses were formed in this regard: H1. 1: There is a positive relationship between learning-growth perspective and internal process perspective. H1. 2: There is a positive relationship between internal process and costumer perspective. H1. 3: There is a positive relationship between customer perspective and financial perspective. In the next part, we investigated the relationship between each main perspective of BSC and detailed factors of the other perspectives. The second part of article will assess these hypotheses: H2. 1: There is a positive relationship between all factors of learning and growth perspective and internal process perspective in total. H2. 2: There is a positive relationship between all factors of internal process perspective and costumer perspective in total. H2. 3: There is a positive relationship between all factors of customer perspective and financial perspective in total. 12523 se performance factors which had been frequently used in literature of BSC. For financial perspective we used one financial criterion. In the following tables abbreviations and values related to each factor are brought from TOSN data during the period of 2006-2009. Number of factors in each perspective is shown in Table 4. We worked out level of realization of factors on the basis of company reports, covering t he period of March 21st 2006 to March 20th 2010, and in a monthly order. In order to synchronize and facilitate calculations, we worked out reports related to the factors on a monthly basis and in forms of percentages. For each factor, we worked out 48 data from the existing information, we then calculated geometrical average of factors and determined the level of interrelation between each factor and geometrical average of the related perspective. We also worked out value of each factor for the period of March 21st 2006 to March 20th 2010. Measuring the relationship between perspectives This trend showed that the BSC, when executed have growth factor. By using Statistical Package for the Social Sciences (SPSS) in this article, Level of interrelation between each factor and other factors of the same perspective was taken into consideration. By using SPSS, we determine importance rate of sub-scales (factors). The importance rate of each factor is shown in Tables 5, 6 and 7. Also the correlation between four main perspectives is shown in Table 8. The relationship between these four perspectives is shown in Figure 3. In Addition to relationships which are stated in Kaplan and Norton BSC card, it is obvious that there are some strong between perspectives. These relationships demonstrate that not only these for perspectives are in contact with each other in simple direction as it is shown in Figure 2; they depend on each other indirectly. It eans that not only our hypotheses in the first part are based on facts; some other relationships should be taken into account. Next, we determined whether all the sub factors of each perspective influence on upper perspective. For this aim, we consider each factors of one perspective (for example learning) and calculated the correlation between all factors of that (L1-L8) with the next p erspective (In this example, the process perspective). Based on BSC model, all of the factors of each perspective (Learning) must influence directly on the next perspective (process). We will investigate whether this claim is true or not. These relations are shown in Figure 4. Research method Conclusion Statistics used in this article are related to automotive parts manufacturing companies in Iran. The data are collected in Naien Development and Progress Company (TOSN Co. ). TOSN was established in January 1997. The main activity of this company is manufacturing main parts of automotive engine. The company is the sole manufacturer of some specific parts in Iran. The company outlook is defined as pioneering in manufacturing main parts of automotive engine in the Middle East. In this research we tried to In this article, we investigated factors related to each erspective. In order to measure and evaluate relationships between various perspectives, we searched for factors related to each perspective and ranked them for each perspective (Tables 5, 6 and 7). In the next part, we evaluated level of interrelation between non-financial perspectives and financial perspectives through 12524 Afr. J. Bus. Manage. Table 1. General factors related to evaluating BSC perspectives. Perspective Factor Abbreviations Financial Return on assets return on equity inventory turnover sales margin assets turnover, debtors turnover ROE ROA IT SM AT DT Percentage of lost clients Percentage of customers’ complaints Market share on time delivery to customer rate of orders variety of products (according to the market), Perceived level of quality Perceived level of trust to the products After-sales service Rate of new costumers Perceived level of service Brand awareness Brand image Perceived value of money Perceived level of service PLC PCC MSh OTD RO VoP PLoQ PLoT AfSS NC PLoS BA BI PVoM PLoS Effectiveness of the quality management system Degree of evaluation suppliers performance number of raw material suppliers Reduction defect (casting ,machining) Reduction scraps m ean time to repair ean time between faults repair costs Quality cost Per capita logistic per capita raw materials transportation costs per capita product transportation costs EQMS DoESP NRMS RD RS MTTR MTBF RC QC PL PRMTC PPTC Costumer Internal processes 1 source 2 4 * * * * * * * * 3 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Mahdieh and Pedram. 12525 Table 1. Contd. production person-hours average daily production percentage of product realization Useful product line internal duplication error overall equipment efficiency Effective dispatching of orders (in terms of price, specifications and delivery time) degree of cooperation with suppliers degree of cooperation with distribution channels Speed of adopting innovations already introduced in the market Speed of adopting innovations not yet introduced in the market rate of support the groundwork for establishment of a process-based organization Learning and Growth PPH ADP Ppr Upl Ide OEE EDO DoCS DoCDC SoAIaI SoAInI sgepo Per capita presented suggestion, per capita accepted suggestions per capita executed suggestions rate of training hours rate of training section efficiency Frequency rate of accident Severity rate of accident rate of access to IT per capita non-cash bonus rate of investment in new technology rate of innovative products and services exchange of information with co-operative companies Promotion of common business plans with co-operating companies Cooperative companies monitoring Collaboration and information exchange in the organization Pps Pas Pes Rth Rtse FRA SRA Rai PNCB InvTech IPS FExCO FPCBT CCM FCoEx * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Source 1-factors from international standard Source 2-factors from customer viewpoint Source 3-factors focusing on stakeholder viewpoint Source 4-factors from literature review questioning main hypotheses in balanced scorecard logic. Indeed, we tried to find a real evidence for this claim. The questioned data in TOSN, manufacturer of automotive parts using balanced scorecard for 3 years, confirms this claim in some aspects. Results of presented hypotheses were as follows: Interrelations between growth perspective and internal processes perspective was almost 0. 96. Also, interrelation between processes perspective and costumer perspective was 0. 824. Interrelation etween costumer perspective and financial perspective was 0. 781(results are shown in Table 8). Therefore, in this company there is a deep and 12526 Afr. J. Bus. Manage. Table 2. Selected factors related to evaluating BSC perspectives in this article. Factor Financial perspective Sales margin Abbreviation Label Sm F Customer perspective Market share Perceived level of quality Perceived level of trust to the products After-sales service Perceived level of service Brand awareness Brand image Perceived value of money MSh PLoQ PLoT AfSS PLoS BA BI PVoM c1 c2 c3 c4 c5 c6 c8 c8 Internal business and production process perspective Effective dispatching of orders (in terms of price, specifications and delivery time) degree of cooperation with suppliers degree of cooperation with distribution channels Speed of adopting innovations already introduced in the market Speed of adopting innovations not yet introduced in the market Rate of support the groundwork for establishment of a process-based organization EDO DoCS DoCDC SoAIaI SoAInI Sgepo p1 p2 p3 p4 p5 p6 Learning and growth perspective Rate of investment in new technology Rate of innovative products and services Exchange of information with co-operative companies Promotion of common business plans with co-operating companies Collaboration and information exchange in the organization Rate of training hours Rate of training section efficiency Cooperative companies monitoring InvTech IPS FExCO FPCBT FCoEx Rth Rtse CCM l1 l2 l3 l4 l5 l6 l7 l8 Table 3. Number of factors in each perspective. Number of factor 1 8 6 8 23 Perspective Financial perspective Customer perspective Internal business and production process perspective Learning and growth perspective Total and positive relationship between non-financial factors of the model. According to BSC model, Kaplan and Norton claimed hat outcomes of optimizing performance of learning and growth perspective are evident in better performance of internal business processes. This would accordingly have a positive effect on costumer perspective, and finally improves financial performance. Kaplan and Norton did not investigate the different relationship between all perspectives. In this article, we assessed all the relationships between perspectives to determine the cause and effect relationship between all perspectives. Our research resulted in amazing conclusion. We found the relationship between business processes and financial perspective strong. Interrelation between financial perspective and internal Mahdieh and Pedram. 12527 Figure 2. Effect of factors of BSC on each other. Table 4. The importance rate of each factor in the learning perspective. L1 1 0. 854(**) 0. 933(**) 0. 938(**) 0. 947(**) 0. 969(**) 0. 968(**) 0. 959(**) 0. 975(**) L1 L2 L3 L4 L5 L6 L7 L8 L L2 0. 854(**) 1 0. 959(**) 0. 948(**) 0. 868(**) 0. 891(**) 0. 922(**) 0. 903(**) 0. 938(**) L3 0. 933(**) 0. 959(**) 1 0. 968(**) 0. 934(**) 0. 937(**) 0. 954(**) 0. 954(**) 0. 978(**) L4 0. 938(**) 0. 948(**) 0. 968(**) 1 0. 928(**) 0. 957(**) 0. 976(**) 0. 955(**) 0. 984(**) L5 0. 947(**) 0. 868(**) 0. 34(**) 0. 928(**) 1 0. 911(**) 0. 934(**) 0. 957(**) 0. 961(**) L6 0. 969(**) 0. 891(**) 0. 937(**) 0. 957(**) 0. 911(**) 1 0. 987(**) 0. 958(**) 0. 978(**) L7 0. 968(**) 0. 922(**) 0. 954(**) 0. 976(**) 0. 934(**) 0. 987(**) 1 0. 963(**) 0. 990(**) L8 0. 959(**) 0. 903(**) 0. 954(**) 0. 955(**) 0. 957(**) 0. 958(**) 0. 963(**) 1 0. 982(**) L 0. 975(**) 0. 938(**) 0. 978(**) 0. 984(**) 0. 961(**) 0. 978(**) 0. 990(**) 0. 982(**) 1 Table 5. The importance rate of each factor in the process perspective. P1 P2 P3 P4 P5 P6 P P1 1 0. 852(**) 0. 918(**) 0. 765(**) 0. 916(**) 0. 865(**) 0. 962(**) P2 0. 852(**) 1 0. 663(**) 0. 951(**) . 925(**) 0. 853(**) 0. 920(**) P3 0. 918(**) 0. 663(**) 1 0. 580(**) 0. 736(**) 0. 683(**) 0. 827(**) P4 0. 765(**) 0. 951(**) 0. 580(**) 1 0. 824(**) 0. 738(**) 0. 827(**) P5 0. 916(**) 0. 925(**) 0. 736(**) 0. 824(**) 1 0. 939(**) 0. 968(**) P6 0. 865(**) 0. 853(**) 0. 683(**) 0. 738(**) 0. 939(**) 1 0. 958(**) P 0. 962(**) 0. 920(**) 0. 827(**) 0. 827(**) 0. 968(**) 0. 958(**) 1 Table 6. The importance rate of each factor in the customer perspective. C1 C2 C3 C4 C5 C6 C7 C8 C C1 1 0. 979(**) 0. 959(**) 0. 872(**) 0. 953(**) 0. 945(**) 0. 806(**) 0. 820(**) 0. 938(**) C2 0. 979(**) 1 0. 948(**) 0. 891(**) 0. 947(**) 0. 53(**) 0. 855(**) 0. 876(**) 0. 965(**) C3 0. 959(**) 0. 948(**) 1 0. 849(**) 0. 972(**) 0. 960(* *) 0. 705(**) 0. 733(**) 0. 898(**) C4 0. 872(**) 0. 891(**) 0. 849(**) 1 0. 873(**) 0. 933(**) 0. 879(**) 0. 878(**) 0. 956(**) C5 0. 953(**) 0. 947(**) 0. 972(**) 0. 873(**) 1 0. 970(**) 0. 733(**) 0. 764(**) 0. 917(**) C6 0. 945(**) 0. 953(**) 0. 960(**) 0. 933(**) 0. 970(**) 1 0. 804(**) 0. 829(**) 0. 961(**) C7 0. 806(**) 0. 855(**) 0. 705(**) 0. 879(**) 0. 733(**) 0. 804(**) 1 0. 985(**) 0. 935(**) C8 0. 820(**) 0. 876(**) 0. 733(**) 0. 878(**) 0. 764(**) 0. 829(**) 0. 985(**) 1 0. 946(**) C 0. 938(**) 0. 965(**) 0. 898(**) . 956(**) 0. 917(**) 0. 961(**) 0. 935(**) 0. 946(**) 1 ** Correlation is significant at the 0. 01 level (2-tailed). processes of production and business was positive and equal to 0. 946. Based on this finding, we tried to determine the reason for this relationship. For this aim, we considered all the factors of each perspective and we evaluated these detailed relationship. Interrelation between factors of process perspective and financial 12528 Afr. J. Bus . Manage. Table 7. The relationship between main perspectives. L P C F L 1 0. 967(**) 0. 888(**) 0. 950(**) P 0. 967(**) 1 0. 824(**) 0. 946(**) C 0. 888(**) 0. 824(**) 0. 771(**) F 0. 950(**) 0. 946(**) 0. 771(**) 1 ** Correlation is significant at the 0. 01 level (2-tailed). Table 8. The relationship between each factor of one perspective with the next perspective. Relationship between factors of learning perspective and three other perspectives Learning factor Process Customer Financial ** ** ** L1 0. 971 0. 793 0. 968 ** ** L2 0. 854 0. 967 0. 827** ** ** L3 0. 921 0. 916 0. 911** ** ** L4 0. 951 0. 917 0. 914** ** ** L5 0. 910 0. 793 0. 929** ** ** L6 0. 984 0. 852 0. 944** ** ** L7 0. 977 0. 884 0. 945** L8 0. 947** 0. 843** 0. 932** Relation Strongly accepted Moderately accepted Strongly accepted Strongly accepted Moderately accepted Strongly accepted Strongly accepted Strongly accepted Relationship between factors of process perspective and three other perspectives Process factor Learning Customer Financial Relation P1 0. 880** 0. 740** 0. 889** Direct relationship P2 0. 940** 0. 964** 0. 849** Strongly accepted P3 0. 687** 0. 547** 0. 729** Direct relationship P4 0. 869** 0. 968** 0. 765** Strongly accepted ** ** P5 0. 934 0. 817 0. 888** Direct relationship P6 0. 960** 0. 752** 0. 936** Direct relationship Relationship between factors of customer perspective and three other perspectives Customer Factor Learning Process Financial Relation C1 0. 753** 0. 711** 0. 822** Strongly accepted C2 0. 821** 0. 775** 0. 696** Not accepted C3 0. 656** 0. 579** 0. 803** Strongly accepted ** ** C4 0. 506 0. 525 0. 677** Strongly accepted C5 0. 628** 0. 664** 0. 531** Not accepted C6 0. 748** 0. 663** 0. 600** Not accepted ** ** C7 0. 957 0. 936 0. 961** Strongly accepted C8 0. 921** 0. 923** 0. 937** Strongly accepted perspective as a whole was the greatest level of interrelation between financial and non-financial factors. As it was earlier demonstrated, there is a strong direct relationship between business process perspective and inancial perspective. This relationship has not been declared as a direct relation in Kaplan and Norton Model; whilst its more analysis will be useful regarding its high occurrence rate, factors p1, p3, p5, p6 are the main reason for such strong correlation between business processes perspective and financial perspective. It shows that although, according the model, t he relations are series like and bottom-up, there are other relations amongst perspectives as well which must be considered. More detailed analysis of such relations may be posed as the following: P1 high correlation with the financial perspective: Effective dispatching of orders (in terms of price, specifications and delivery time) with financial perspective; given the status quo of the company, relation of this factor with financial perspective is so that more Mahdieh and Pedram 12529 Figure 3. The relationship between four perspectives in BSC. Figure 4. The relationship between main perspectives factors. attention to this factor will lead to faster payment by the customer and hence improvement of financial status of the company. market with financial perspective; this factor relates to R and D field. And regarding its high importance for the ustomer, it will result in faster payment and also will create direct relationship with financial perspective. P3 high correlation with the financial perspective: Degree of cooperation with distribution channels, with financial perspective; this factor affects on p1 factor and improves the performance in terms of financial perspective. P5 high correlation with the financial perspective: Speed of adopting innovations not yet introduced in the P6 high correlation with the financial perspective: Rate of supporting the groundwork for establishment of a process-based organization with financial; because of its elation with â€Å"activity based cost† (ABC) method, it has found relationship with processes and processes separation topics. Considering such direct relations between these two perspectives and their definitions, it can be concluded 12530 Afr. J. Bus. Manage. that although the offered relations in this model are verified in this case, all relations have not been considered in BSC model. Thus, consideration of all of these relations is essential to achieve the strategic goals of the company. Research limitations and suggestion for further Factors introduced in each perspective were general. In utomotive parts manufacturing section, we needed to have interviews with managers and decision makers to determine rates of these factors. During analysis of relati onship among different perspectives, a direct relation was attained between customer perspective and learning and growth perspective which may be analyzed precisely in the coming studies. REFERENCES Aidemark LG (2001). â€Å"The meaning of balanced scorecards in the health care organization†. Financ. Account. Manage. , 17(1): 23-40. Atkinson AA, Balakrishnan R, Booth P, Cote JM, Groot T, Malmi T, Roberts H, Uliana E, Wu A (1997). New Directions In Management Accounting Research, J. Manage. Account. Res. , 9: 79-108. Bourguignon A, Malleret V, Norreklit H (2004). â€Å"The American balanced scorecard versus the French tableau de Bord: the ideological dimension†. Manage. Account. Res. , 15: 107-34. De Haas M, Kleingeld A (1999). Multilevel design of performance measurement systems: enhancing Strategic dialogue throughout the organization. Manage. Account. Res. , 10: 233–261. Gehrke I, Horvath P (2002). â€Å"Implementation of performance measurement: a comparative study of French and German organizations†. In Epstein MJ, Manzoni JF (Eds), Performance Measurement and Management Control: A Compendium of Research, Studies in Financial and Management Accounting, JAI Press, London, 9: 159-80. Hoque Z, James W (2000). â€Å"Linking balanced scorecard measures to size and market factors: impact on organizational performance†. J. Manage. Account. Res. , 12: 1-17 Ittner C, Larcker D, Randall T (2003), â€Å"Performance implications of strategic performance measurement in ? nancial services ? rm†. Account. Org. Soc. , 28: 715-41. Jones TO, Sasser WE (1995). Why satis? ed customers defect. Harv. Bus. Rev. , pp. 88–99. Kald M, Nilsson F (2000). â€Å"Performance measurement at Nordic companies†. Eur. Manage. J. , 18(1): 113-27. Kaplan RS, Norton DP (1993). Putting the balanced scorecard to work†. Harv. Bus. Rev. , 134-42. Kaplan RS, Norton DP (1996). â€Å"Linking the Balanced scorecard to Strategy†. Calif. Manage. Rev. , 39(1): 53- 79. Kaplan RS, Norton DP (1996b). â€Å"Using the balanced scorecard as a strategic management system†. Harv. Bus. Rev. , 75-85. Kaplan RS, Norton DP (2001). The Strategy-Focused Organization, How Balanced scorecard Companies Thrive in the New Business Environment. Harvard Business School Press, Boston, MA. Malina M, Selto FH (2001). â€Å"Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard†. J. Manage. Account. Res. , 13: 47-90. Malmi T (2001). â€Å"Balanced scorecards in Finnish companies: a research note†. Manage. Account. Res. , 12: 207-20. Martinsons M, Davison R, Tse D (1999). â€Å"The balanced scorecard: a foundation for the strategic management of information system†. Decis. support syst. , 25: 71-88. Norreklit H (2000). â€Å"The balance on the balanced scorecard – a critical analysis of some of its assumptions†. Manage. Account. Res. , 11: 6588. Pedram H (2003). â€Å"The balanced scorecard: what is the score? A rhetorical analysis of the balanced scorecard†. Account. Org. Society, 28: 591-619. Paul A (1998). What is the balanced scorecard, www. alancedscorecard. org. Rautiainen AI (2008). † The interrelations of decision-making rationales around BSC adoptions in Finnish municipalities†. Int. J. Prod. Perform. Manage. , 58(8): 787-802 Speckbacher G, Bischof J. Pfeiffer T (2003). â€Å"A descriptive analysis on the implementation of balanced scorecards in German-speaking countries†. Manage. Account. Res. , 14: 361-87. Tseng ML (2010). Implementation and performance evaluation using the fuzzy network balanced scorecard. Comput. Educ. , 55, 188-201. Wong-On-Wing B, Guo L, Li W, Yang D (2007). â€Å"Reducing conflict in balanced scorecard evaluations†. Account. Org. Society, 32: 363-77. How to cite Balanced Scorecard and Financial Perspective, Essay examples

Calcium Carbonate and Self-heating Food free essay sample

There are many different types of self-heating food and drinks, but there are more self-heating drinks available to purchase than self-heating food. Companies like HOTCAN only produce self-heating food, they have a lot of variety in what they sell in there cans. The price of the food varies depending on the stores but self-heating food is ranged between ? 3. 99-? 5. 99. Companies like OnTech produce self-heating drinks, drinks such as Coffee, Hot chocolate and tea. These are more popular in the market and more common, this is due to more demand in people wanting to heat drinks up with ease. Self-heating drinks are much cheaper as well. Ranging between ? 2-? 4. What type of reaction takes place with the chemicals used? Self-heating cans heat up thanks to chemicals which are held inside the can but separate from the food or beverage inside. The chemicals are combined when heating is required and the reaction between them produces heat through an exothermic reaction. We will write a custom essay sample on Calcium Carbonate and Self-heating Food or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The heat caused by the reaction is then absorbed by the cans contents. [2] The reaction used in self-heating food drinks is safe it’s a non-toxic reaction which produces chalk, water and heat. (5) What chemicals are used to heat up self-heating food drink products? Heat is generated inside Self-Heating food drinks from the mixing of Calcium Oxide (quicklime, CaO) with Hydrogen Dioxide (water, H2O) which produces Calcium Hydroxide (Ca(OH)2). [3] The formula for this exothermic reaction is: CaO + H2O Ca(OH)2 + Heat Once the heating reaction is complete, the Calcium Hydroxide (Ca(OH)2) reacts readily with Carbon Dioxide (CO2 ) in the air to form Calcium Carbonate (limestone, Ca CO3) and returns to its original state The formula for this reaction is: Ca(OH)2 + CO2 Ca CO3 + H2O The reactions are essentially CO2 neutral: Carbon dioxide (CO2) is released in producing the Calcium Oxide (quicklime, CaO ) by heating Calcium Carbonate (limestone, Ca CO3) to extremely high temperatures, and is subsequently reabsorbed during the reaction. [4] Data about how hot food and drinks can get, including the energy released per gram in these chemical reactions. Hot can says their cans will get to 60Â °-70Â °C in 8 minutes, another source says that each gram of calcium oxide and water will give about 60 calories of energy which using the equation E=MC(change in)T, substituting values I get E=*4. 18*8, E Heat Genies reaction will heat 295ml of drink to 63Â °C in only 2 minutes, this is about 50,400 joules of energy, hot can releases more energy but takes more time than heat genie. Bibliography 1. http://hamzhang. blogspot. co. uk/2009/03/self-heating-can. html 2. Chemical ideas AS|A2,Heinemann,2008 3. http://www. hot-can. com/Australia/howto. html 4. http://www. stress. com/consumertier3. php? pid=307 5. CGP Chemistry OCR Gateway The revision guide Richard Parsons 2011 Part 2: Planning Collecting Data Hypothesis I predict that as the amount calcium chloride (CaCl2 ) increases the temperature rise will increase. I have said this because the energy in chemicals is held in the bonds between elements, as the chemical bonds form energy is released. If there is more calcium chloride there will be more chemical bonds therefore more energy can be released as heat energy which means the temperature should increase. Plan Apparatus Risk assessment Preliminary Test Using 25ml of water I am going to test what amounts of calcium chloride will give me a good measurable change in temperature. Preliminary Test Results Amount of calcium chloride Water start temperature(? C) Water end temperature(? C) Temperature Change (? C) 1 25 27 2 2 25 30 5 3 25 35 10 From the preliminary test we have concluded that it will be better to start from 2grams and use 4, 6, 8 and 10grams as well as. They will show us readable changes without using too much calcium chloride. Method 1. Measure 25ml of water in a measuring cylinder, then add it to the polystyrene cup 2. Measure 2 grams of calcium chloride using a balance and a measuring boat 3. Measure the start temperature of the water then record the temperature 4. Add the calcium chloride into the water 5. Observe the temperature using a thermometer in a clamp and stand 6. When the temperature stops rising, stop and record the temperature. 7. Repeat this 2 times 8. Repeat steps 1-8 with different amounts of calcium chloride: 4, 6, 8, 10Grams Results

Improving Communication in Nursing-Free-Samples-Myassignmenthelp

Question: Discuss about the Communication in Nursing. Answer: Compelling health communication is perceived to be a basic and critical part of healthcare at both the individual and more extensive open level. Good communication is related to positive healthcare results in medical practice and should be observed. The content of this essay applies communication frameworks as well as other nursing communication concepts to the second case scenario where an adult nurse expresses aggression to a fellow nurse. The case relates to personal experience where on the first day of placement, the senior nurse allows me to dress a patients wound. In the course of the patient care completion, the nurse comes in and challenges everything I was doing in manner that shows aggression. The nurses comments shows poor communication existing between physicians all over the hospital. The content of the paper therefore in relation to what happened in the case discusses various concepts, nursing communication tools as well as the framework which can be used to improve suc h kind of ineffective communication. There are various nursing communication concepts and frameworks which can be applied to the selected case scenario. However, assertive communication is the most appropriate framework which can be applied to the case scenario. As already mentioned above the senior nurse showed a sense of aggression which can best be corrected through assertive communication. Assertive communication is nursing communication framework which allows an individual to function effectively just as the other team members (Nouri Rudd, 2015). It is crucial in risky environment such as bedside patient care since it ensures that an appropriate environment is created for patient safe and recovery. Through adoption of assertive communication framework, medical practitioners are able to see problems and speak up to it in order to correction what is not right. Based on the comments of the nurse, assertive communication framework is the best way the aggression can be solved. This is because it will enable me as a nur se to speak with the fellow nurse regarding the issue in a more respectful way. The communication tool that can be applied to the case in order to improve the situation is the ISBAR which prescribes the most effective way of communication in a health care facility. Governance in nursing is quite different from other sectors even though senior nurses have authority and autonomy to make crucial decisions. In a nursing setting, there is a classical approach with an administration approach which is grounded on control of operations, hierarchical ranking and centralization of decision making. However, vertical decision making in a hospital setting is not recommended and nurses regardless of their position are required to apply share governance and collective decision making (Riley, 2015). The senior nurse in the case scenario would have approached me as a fellow nurse before making the overall decision to correct the techniques applied to dress the patients wound. Shared governance requires a leading nurse to include junior nurse practitioners in decisions making which helps them to grow in the field as well as prepare them for the future leadership. The senior nurse remarks are discouraging and does not provide safety room not only for me as a fell ow nurse but to the patient as well. Based on this the communication can be classified as ineffective. Effective communication between nurses and physicians provides room for development junior nurses practitioners as well as healing of the patient. Patient under medical care needs assurance and safety for quick healing, therefore the communication can be classified as ineffective because the patient involved felt unsafe and this may lead to increased healing time. Based on the concept of shared governance, the senior nurse should have call me as a student and showed me the correct and best way to dress the wound. However, the nurse did not show any sense of shared governance but expressed authority and vertical decision expressed in an aggressive manner which negatively influenced my morale and made room unsafe for the patient (Finkelman, 2015). Most of the problems happening in hospital settings occur as a result of ineffective communication between nurses and fellow medical health practitioners. Without communication frameworks, developed nursing communication concepts and tools, poor communication between nurses and other medical practitioners can be perilous resulting to resentment among staffs and errors affecting patient recovery. As evident in the case study, the patient developed an attitude and felt unsafe being treated by a student and this may have grave effects on his healing process. Therefore application of assertive communication is therefore important and can help solve the situation present in the case study (Williams, Kemper Hummert, 2016). Through assertive communication, nurses are able to communicate in a way that creates safety healing as well as environment that promotes personal growth in the organization. With assertive communication the nurses are able to express their thoughts and stand firm in de fending their rights in a more respectful, open and honest way which without any aggression. In case the nurse would have adopted assertive communication framework, he would have passed information regarding the dressing of the patients wound in a more respectful and honest way without aggression as he did. Based on the analysis of the case study, it is recommended for nurses as well as other health practitioners to adopt assertive communication framework which will enable them to stand up against aggression from cohorts and defend their rights in an appropriate manners without conflicts. Moreover, adoption of assertive communication will enable nurses to feel good and self-confidence as well as learn on how to deal with fellow nurses and how the colleagues will deal with you as a nurse (Mulder, Lokhorst, Rutten Woerkum, 2015). Apart from adoption of an assertive framework is also crucial for hospital settings to adopt ISBAR techniques. ISBAR as a communication tool in a hospital setting is crucial as it bridges the existing gap between two different approaches utilized by two different nurses while taking care of a patients. As evident in the case scenario, both the senior nurse and I had different techniques of dressing the wound. The existence of different wound dressing approaches resulted into a conflict which could not have existed with application of ISBAR technique (Hargie, 2016). Through identification, situation, background, assessment and recommendation as a junior nurse I would have all the required information to dress the patients wound as required by the senior nurse. Based on the case study evidence is therefore crucial for nurse practitioners to apply ISBAR in order to make information about patients under care available to all medical practitioners taking care of the patient. Effective communication in a hospital setting provides required environment which is crucial in healing and positive outcome in healthcare. Nurses within a hospital setting have the largest portion of the responsibilities relating to patient care. Thus without an effective communication between the nurses as evident in the case study, healthcare can be a problem and challenging to the patient. It is therefore required for nurses to communicate clearly in order to provide required healthcare for their patients. In order to achieve effective communication, medical practitioners must embrace communication techniques, concepts, communication tools as well as shared governance (Nouri Rudd, 2015). Moreover, tools like ISBAR, assertive communication framework, shared governance do not only enable effective communication but results into development of the required skills in medicine and patients care. References Finkelman, A. 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