Pategonias Expansion Strategy Essay Example for Free

Pategonias Expansion Strategy Essay 1. Patagonia’s Current Strategy: Key Processes and Customer Perception In the context of our business model our number one key process is our Rules and Norms (a complete breakdown of Patagonia’s current business model and a to-be-proposed business model are available for review in Exhibit I). This ethos that started with the founding of Chouinard Equipment continued through the creation of Lost Arrow and indeed Patagonia. Our self-proclaimed â€Å"dirtbag† culture has resulted in some unorthodox business practices over the years. We pride ourselves on our efforts to reduce the social and environmental impact of the lifetime of the goods and services we produce. This is something that our competitors recognize but do not focus efforts on; for us it is of the utmost importance. I took this liberty to draft a Customer Value Proposition (CVP) for our current model: â€Å"We provide high quality, durable outdoor athletic clothing and accessories that are produced with a high standard for environmental and social impact. We make the products that we want to use.† To extrapolate on the latter portion of our CVP, we expect our employees to not only share in the environmental and social consciousness that Mr Chouinard has weaved into the culture of Patagonia but we expect employees to be users of our products as well. This gives us an incredible insight into the functionality and durability of our products. This is exemplified in our generous sabbaticals and midday surfing breaks at our corporate headquarters. Additional insight in this regard is provided by our investment in brand ambassadors, who also provide us with the core of our visual marketing in our catalogs, our website, and social media. In order of volume we move our products through three main channels: wholesale, retail, catalog/internet. In order of profitability the channels are arranged as such retail, catalog/internet[1], and wholesale. There is an additional product repair arm of Patagonia’s structure that at the moment is not profitable. Our commitment to the ethical fiber that binds the core of what Patagonia as a brand stands for results in a product that comes at a premium price, however we believe that the money you spend on Patagonia products is a contribution to our commitment for care when it comes to the environments and social spheres within which we operate. So far we have seen success as shown below. 2. Financial Review of Current Business Model The competition analysis in Exhibit III outlines our industries averages for financial health. It would seem that our â€Å"dirtbag† approach to business has boded well for us over the last ten years. While our total market share (annual sales) is far below the industry average over all the company is making money. Our gross profit margin is over 6% higher than the industry average and our pre-tax profit margin is right in line with the industry average. While Patagonia’s ROE and ROA are below the industry average it is not my much and our debt to equity ratio is far below the industry average. So while we holds more equity and assets on hand than our competitors we has enough liquid cash flow to finance operations without having to incur much debt. Our 12 month revenue growth is trending along with the industry however our 12 month net growth income is nearly 13% higher than our competitors. Thus while we are experiencing growth that is on par with the industry we are experiencing a downward turn in our operating and/or material costs. It should be noted that the information here is of companies who compete in our industry but not exclusively. Columbia is the competitor that competes most directly with our niche in the industry and on every account except for debt/equity our numbers are favorable and even in the case of debt/equity the difference is negligible. The standards for philanthropy and an ethical purview for production and material sourcing at Patagonia are much higher than the industry average. We donate 1% of gross sales to environmental initiatives and causes, and our COGS are higher than competitors as a result of our ethical stance. However, once again (as shown in Lost Arrow: Financials, Exhibit III) we have been operating in the black for the last decade. This may also be explained by our company ethic. We focus on a curbing of consumption and that focus has limited how much we are willing to spend on advertizing. Conversely our competition holds advertisement as a high priority when establishing sales and brand. This observation is not trivial and could more than account for the balance between our costs and those of our competitors. 3. Moving Forward As discussed the current model for Patagonia works. You can be a â€Å"dirtbag† and make make money. The question is how do we continue on with the goal of 10% growth per year for the next five years? Whatever we choose we must operate within that moral fiber that helped us to achieve who we are today. Following are two suggestions for how to move forward, one uses our current business model, the other proposes a change. Please reference Exhibit I for business model analysis and Exhibit II for strategy. Strategy: Current Business Model Tactic One: A Focus on Retail – Our best margins are derived from retail sales however this accounts for just one third of our sales volume. The best type of marketing asset we have are our retail employees. Our Dirtbag Ambassadors are out there skiing, snowboarding, climbing, camping, bouldering, and living the life that Patagonia wants to be an integral part of. We must expand our retail channel and focus on those areas where dirtbags convene. A quick review of the 26 stores in the United States can be found in Exhibit V. Portland, Seattle, St. Paul, Chicago, Atlanta, DC. Sure dirtbags live in cities but where are our stores in Telluride, Tahoe, Bend, Cheyenne, or Buffalo? An expansion of our retail stream increases profitability as well as the reach of our marketing, the Patagonia way. These are the places our competitors don’t wants stores for lack of traffic, but our stores are more than commerce they are community centers for dirtbags. Tactic Two: Research and Development – Our industry ethic has produced one of the best research and development laboratories in the industry. We can leverage this in two ways. First and foremost we must fund research to produce material with the ethical and physical integrity that also helps lower our gross margins. We have pioneered ethical durable material in the industry, now we must find a way to do so cheaper. Doing so would open up the market for those dirtbags who dont have as much money and would normally go to a competitor based on price point. Second we hold patents for these materials we could offer to sell material to other outdoor companies, or begin a joint venture. In either of these cases we must make sure that the material we produced is being utilized in an end product that is up to the standards of Patagonia. Strategy Two: A New Business Model There comes a time in a business life when you have to ask: While what we are doing has worked, how long will it work? To achieve the goal of 10% growth per year we may have to think outside of our wheelhouse and think about how committed we are to our ethical and social standards. As long as we continue to produce more clothing people will buy it. As it stands our customer base has expendable income. How can we convince them to only buy what we need? Through an expansion of our clothing repair services and clothing swap market. A case is made for the business model change in Exhibit I. Tactic One: Expansion of Repair and Retail – It is not our goal to abandon what has made Patagonia the company it is today, thus once again we will need to expand retail stores however we do so in a way that will facilitate clothing repair. Each store should have a mending workshop staffed and equipped to repair what comes their way. To really take advantage of this service we must willing to mend non-Patagonia clothing. This will do two things: it will reduce the overall number of unnecessary purchases in our market and it will introduce people to the Patagonia lifestyle through our retail store. These store can also facilitate a recycling program for those articles of gear that are beyond repair. Something as simple as an in store credit can get people who would otherwise go to Nike experience Patagonia CA. Additionally the expanded retail presence will be an opportunity to create a network for clothing swaps Tactic Two: Expansion of Internal Repair – Expand the repair infrastructure behind retail presence. That is to say, as opposed to expanding retail and having repair work centers in-store, invest in larger repair facilities that stores can send garments to. In our current business model we are reaching critical mass with regard to how much clothing repair we can handle. If we strategically place lager facilities near our exiting stores we can handle this work load our selves. This also ensures that the materials and process of clothing repair is within the ethical conduct of our company without having to do audits of our outsourced partners. The clothing repair infrastructure for our market is basically nonexistent at this point and with research and development focused on this new business model we can create and dominate this market. This will once again involve repairing more than just Patagonia products but in the end that’s what this business model is about. To survive and grow into the next decade we must not just reduce the consumption of our customer base but we must reduce the consumption of our competitors as well. When a dirtbag holds on to a coat for another year he helps reduce Patagonias impact on the earth and its inhabitants. When Patagonia repairs a Columbia or North Face coat and it lasts for another year we have slowed the consumption of unethically produced clothes and possibly created another dirtbag. Exhibit I: Four Components of Business Model Framework (Johnson, Christensen, Kagerman) Customer value proposition (CVP): Current: Providing high quality durable outdoor athletic clothing and accessories (CA) produced with a high standard for environmental and social impact. Proposed: In addition to production, engage the consumer in the environmental and social impact of their outdoor athletic CA by involving them in the maintenance/repair/swap of CA. Profit formula: Revenue model: Current: Standard industry mark up on goods sold. Proposed: Lower the price of goods sold and charge a small fee for repairs or continue with current price structure charge cost for repairs of Patagonia clothing/accessories, charge premium repair rates for non-Patagonia clothing and accessory repair. Cost structure: Current: COGS = 80% materials 20% parts with a wholesale margin of 45% and a retail margin of 65% Proposed: A modified cost structure that emphasizes retail sales and profits off of repairs Margin model: Current: Largest channel of sales in wholesale 44%, second retail 33%, and finally Catalog/internet 23% Proposed: Shift focus from wholesale to retail/catalog/internet sales, add additional emphasis on repair cost structure for maximum profitability Resource velocity: Current: In general keeping inventory exhausts resources, something which Patagonia wants to minimize. Thus production should match as close to demand as possible. Assets should be available, although they do not need to be incredibly liquid. Proposed: Same as current model. Key resources. Current: People: There is a certain type of person who works for Patagonia. Ideally a person who works at Patagonia is the ideal consumer of their goods. Brand: With a strong brand associated with high environmental and social standards combined with a strong dislike of standard advertising channels for the industry the reputation Patagonias brand has gained is remarkable (this is achieved through the people they employ as well). Technology: Their ethical commitment to responsible sourcing and production has resulted in some profitable patents of great CA material. Proposed: The current Key Resources should not be lost but the Technology will shift to the new business model – a focus on materials , threads, and substances for repair. Additionally there would be a re-purposing of Facilities to reflect this model change as well. Key processes. Current: Rules and Norms: Patagonias Rules and Norms inform every aspect of their business and it is no different when it comes to their Key Processes. So while manufacturing, service, and training are all important, it all comes down to the Rules and Norms. Propsed: This would not change. When a new business model is needed. 1. The opportunity to address through disruptive innovation the needs of large groups of potential customers who are shut out of a market entirely because existing solutions are too expensive or complicated for them. The product repair market is just this. As it stands now such jackets tend to be luxury purchases as they hobbies they are designed for are not generally cheap ones to keep. 2. The opportunity to capitalize on a brand new technology by wrapping a new business model around it or the opportunity to leverage a tested technology by bringing it to a whole new market Patagonia isn’t capitalizing on a new technology when it comes to CA per se but the market could motivate their RD department to develop a technology that could be incorporated into the repair model. 3. The opportunity to bring a job-to-be done focus where one does not yet exist The expansion of clothing repair for Patagonia and other non-Patagonia CA provides a real opportunity for an existing market that consumers may not know they need. It creates a job to be done (clothing repair as opposed to replacement). 4. The need to fend off low-end disrupters. Patagonia would be a low end disrupter in the repair market; repair is cheaper than replacement. 5. The need to respond to a shifting basis of competition. Patagonia would be shifting the basis of competition.

Comparative Analysis of Management Theories

Comparative Analysis of Management Theories Fayols management functions, Mintzbergs roles and Katzs skills are still important for the modern day manager. Discuss. The pivotal nature of management theory has seen various trajectories throughout the ages which has caused for discrepancies between administrative theorists who claim to possess the utmost beneficial theorem behind the functions of business activity. As Abedi justifiably proffers; the conventional definition of management is getting work done through people, but real management is developing people through work. The paradigm of proficient management is developing the employees and people of the organization through work, as it is this unification of the people; to impel rather than compel; which will ultimately cause for the augmentation of the business entity as a whole. Management is the development of a bureaucracy that demands strategic planning, co-ordination, directing and controlling of complex decision-making processes (Olum). Interestingly, the foundations and heritage of contemporary management can be traced back to as far as 5000 BC; seen in ancient Sumerian records, the construction of the Egyptian pyramids and rise of the Roman Empire. Additionally, social change during the time of the industrial revolution and the work of Frederick W. Taylor, the father of scientific management (Frederick Winslow Taylor)worked to inscribe the foundations of management theory. This antiquated legacy of management provided Henri Fayol (1916), Henry Mintzberg (1973) and Robert Katz (1955) the knowledge to construct their individual approaches to management. Indeed, Fayols management functions, Mintzbergs roles and Katzs skills are still important for the modern day manager; however, it would be naÃÆ'Â ¯ve for a manager to espouse a particular management theorem due to the changing nature of society and the global economy, but rather to acquire the knowledge of a multitude of theorems and work to manipulate them to suit their individual requirements and business circumstances. Thus, contemporary managerial theory is central to modern managers engineering complex or ganizations, as it cultivates in the rapid contingency of todays changing economy. Henri Fayol (1841-1925), first established the functional approach to management in the early 20th century (Drucker). Fayol outlined the five key functions of management in his treatise, General and Industrial Management, which typified a superior approach to management thinking. Fayols five functions were collectively to forecast prevoyance, organize, command, coordinate and to control the business entity these functions are still relevant to the roles and actions of the modern day manager. During the 1920s, Henri Fayol earned the title of being the father of management (Mote), as scientific management principles were displaced by the classical management school of thought. Classical management emphasized the identification of universal principles of management which, if adhered to, would lead to organizational success (Mote). These universal principles systematically created two broad categories being the identification of business functions and the structuring of organizations a nd management of employees. In addition to Fayols acknowledged five functions of management, he also established 14 principles of management. The legacy of these principles continues to influence modern management theory. Interestingly, Wren (1994:193) stated; Fayols elements of management provided the modern conceptualization of a management process; his principles were lighthouses to managerial action. Fayols model for the functional approach to management was design was the coal-mining business he owned and managed. At that time, the coal mining company was a large business in the early 20th century; however, in todays age would have been considered fairly small (Drucker). This idea of functional organization is still, arguably the best way to structure in particular a small manufacturing business. In the same fashion, and arguably the precedent of functionalism, is its clarity and stability. Therefore, his approach to management through functionalism performs exceedingly well for the simplistic kind of business it was designed for. However, the functional model does not possess the performance capabilities needed to deal with anything more dynamic or complex a crucial factor in demand from the modern day manager. Additionally, Fayols functional principle leaves little scope for innovation and is thus, inadequate when working to develop, test and prepare employees. Peter Drucker, author of the book Management: Tasks, Responsibilities and Management, importantly outlined that; In businesses that exceed Fayols model, in size, in complexity, in innovative scope, functional design should be used only as one principle and never as the principle (Drucker). Finally, functionalism is immensely uneconomical, which is the result of its rigid design nowadays, the development of a business even to a mere moderate size, will cause for friction to build and end up being costly and resource inefficient. Thus, Henri Fayols principles of functionalism is an excellent approach for a small business, and especially small manufacturing business like Fayols own, however the idea of functionalism on its own, is not a practical approach for a business exceeding Fayols model and it was not until Mintzbergs roles that sought a new trajectory in the field of management theory. The pivotal nature of management theory sought a new direction in the early 1970s as experts began to question the rigidity of Fayols fundamental principles. Henry Mintzberg argued that Fayols principles of management did not embody the turbulent nature of managerial work. In contrast to Fayols systematic perspective on management theory, Mintzberg conducted empirical research, which involved observing and analyzing the activities of CEOs from five private and semi-public organizations (Ten Managerial Roles). Mintzberg composed his studies on real word business managers as opposed to Fayol, who consolidated his managerial principles through the study of organizational structure. Additionally, Mintzberg identified ten separate managerial activities that fall into three categories: interpersonal, information processing and decision making (Chapter 9: Marketing Information Systems). Mintzbergs empirical research on the nature of managerial work (Ten Managerial Roles), typified several f laws from Fayols management functions. Mintzberg wrote; the pressures of the job drive the manager to take on too much work, encourage interruption, respond quickly to every stimulus, seek the tangible and avoid the abstract, make decisions in small increments, and do everything abruptly. (Mintzberg) Mintzberg realized the changing world that confronted the modern day managers which worked to consolidate his strategic approach towards management. Interestingly, Mintzberg expressed that effective managers must be proficient at responding to numerous and varying problems without responding too abruptly, and working the tangible information into a comprehensive picture (Mintzberg). Mintzberg furthered this approach through stressing the importance of a broad picture; the manager is challenged to deal consciously with the pressures of superficiality by giving serious attention to the issues that require it, by stepping back in order to see a broad picture, and by making use of analytical inputs. (Mintzberg) Finally, Mintzberg found that although individual capabilities influence the implementation of a role, it is the organization that determines the need for a particular role, addressing the common belief that it predominantly a managers skill set that determines success. Effective managers develop protocols for action given their job description and personal preference, and match these with the situation at hand. In 1974, Robert L. Katz proffered the importance of skill amongst all administration. Katz stressed the importance of skill under varying conditions; a skill implies an ability which can be developed, not necessarily inborn, and which is manifested in performance, not merely in potential. So the principal criterion of skillfulness must be effective action under varying conditions (L.Katz, 1974). Additionally, Katz advanced this broad notion of skill and concluded that effective administration depends on three basic skills, categorized as technical skill, human skill and conceptual skill. First of all, Katz studied the notion of technical skill, in which the manager must possess an adequate magnitude of technical skill in order to master the mechanics of the particular job for which he will be culpable. Secondly, is the idea of human skill; in which it is essential for the manager to work cogently as a group member whilst being collegial within the organization he is leading. Finally, Katz stressed the idea of Conceptual skill, being the ability to visualize the enterprise as a whole (L.Katz, 1974). Sound conceptual skill enables managers to decipher the consequences of change in any section of the entity on other areas of the organization and how the differing functions of administration must unify and work in synchronization of one another. In fact, Katz extended the idea of conceptual skill to include a sound relationship of the individual business to external relations affecting the business entity and hence, should enable the business to achieve inclusive affluence. Interestingly, Katz wrote on the paradigm of skill, defining it as an ability to translate knowledge into action (L.Katz, 1974), and hence, facilitate in the differentiation of these complex skills. Additionally, the importance of the skills varies with accordance to the level of managerial responsibility. Human and conceptual skills, although important in all levels of management seem to be of greatest use in the higher levels of administration, whilst technical and human skills are most important in the lower levels. However, it is the notion of conceptual skill that becomes most important for the top managers when working to achieve prosperity. Katz emphasized that; This three-skill approach emphasizes that good administrators are not necessarily born; they may be developed (L.Katz, 1974). The idea that good administrators may be developed rather than born is important for the modern manager as it gives managers the incentive to advance their skills in order to advance their business output. Additionally, the categorization of Katz skills, and the identification of the skills needed at the differing levels of management, provides an instrumental starting point for the training, and advance of executives (ArticlesBase). Thus, Katz skills will enable the modern day manager to achieve the optimum level of output labor and business efficiency. Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them. Paul Hawken Paul Hawkens idea on good management is without a doubt significant to the progression of a modern manager. It is important to note, and, as mentioned earlier, management is the development of a bureaucracy that demands strategic planning, co-ordination, directing and controlling of complex decision-making processes (Olum). In essence, management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims (Koontz and Weihrich 1990, p. 4). With this in mind; and, to varying degrees, it is believed that Fayols management functions, Mintzbergs roles and Katzs skills are still of importance to the modern day management. In fact, according to Pearsons textbook on Management, an exceptional manager is separated from an average manager through the recognition, acceptance and mastery of managing paradoxes the ability to cope with forces that pull managers in different directions. Great managers do not avoi d these tensions but embrace them, harness them and use them (Hitt, 2007). Management theory has seen a significant change from the classical approach, through the behavioral school and then into more recent developments in management theory with the systems approach, contingency theory, chaos theory and team building approach to management. Agreeably, each management approach contains its advantages and limitations, and the manager must interpret the variables before practicing the differing approaches on the business. In this manner, the dexterity of Fayols management functions, the influence of Mintzbergs administrative roles and the usefulness of Katzs skills are all of fundamental importance for modern managers and interestingly simplistic businesses still advocate Fayols classical approach to management. However, it is the manager who strives to convert the theory behind Fayol, Mintzberg or Katz, whilst systematically integrating the appropriate management approaches, will unq uestionably increase the level of productivity within their business rather than the manager who adopts an experimental or trial and error approach to management. This will enable managers to achieve a common objective; being to create a business surplus through increased productivity. Written by Hamish Farquhar

What are the Four Policy Issues in the Pay Model?

What are the Four Policy Issues in the Pay Model? In the Pay Model, there are four polices that have been used for determining for paying the employee the organization such as internal alignment, external competitiveness, employee contributions and of the pay system but two most important pay model polices are internal alignment and external competitiveness. This is because in internal alignment look how job and skills related to importance to achieve organization objectives. In another way, we look also other method pay model, which is external competitiveness, which indicates of pay comparisons to with the competitor. Not only basic salary or wages are concerned but also what method of payment should be using the organization use for paying their employee of such as base, incentives, stock, benefits are used by these competitors use to compared to the pay mix we use to compete with other organization to stay remain competitive than competitor pay scheme. Compensation also related directly influence key outcomes like job satisfaction, attraction, retention, performance, flexibility, cooperation, skill acquisition and so forth. However, its influence may also be indirect by facilitating or constraining the effectiveness of other human resource activities (Gerhart and Milkovich, 1991). Compensation is only one part of the policies and programs organizations use to manage employee relations. Decisions regarding employment security, development and training, career opportunities, employee assistance programs are important to decide before proceed what method and how it can be done in compensating employee (Milkovich and Broderick, 1989). In this article not the only definition of external competitive and internal alignment are discussed but also why these elements are important to the organization to stay competitive and retain high qualified employee with skills and knowledge need by organization to focus on to achieve goals and objective of the organization that operates around the world that has been studied by many researchers before. We also see why external competitive element plays so many roles in determining the success of the organization rather than internal alignment in the organization. Definition of internal alignment and external competitiveness Internal alignment or internal equity is refers to comparisons among jobs or skill levels inside a single organisations (Milkovich and Newman, 2008). Jobs and peoples skills are compared in terms of their relative contributions to the organisations business objectives. In Internal alignment also focus on why pay relationships that motivating employees to choose increased training and greater responsibility in dealing with customers, internal pay relationships indirectly affect the capabilities of the workforce and hence the efficiency of the entire organization. This also agree by report Business for Social Responsibility (BSR) Report, 2008) that defines internal alignment is the set of commitments, strategies, policies, procedures, systems and behaviours that support integrated customer decision making based on suppliers commercial and ethical commitment and performance. This is translated into practice by the basic techniques of reward management, job analysis, job evaluation, and performance appraisal. The focus is on comparing jobs and individuals in terms of their relative contributions to the organizations objectives (Bratton and Gold, 2001). Pay relationships within the organization affect all three compensation objectives in internal alignment. This method also affect employee decisions which to stay with the organization or leave the organization. Then the organization must motivating employees to attend training and seek greater responsibility in dealing with customers, internal pay relationships indirectly affect the capabilities of the workforce and hence the efficiency of the entire organization. Fairness is affected through employees comparisons of their pay to the pay of others in the organization. If the internal alignment is refers in single organization but either way external competitiveness which refers to pay comparisons with competitors. This basically involves when implementing in organization which are, to be a pay leader, to match the market rate, or to lag behind what competitive organizations are paying (Bratton and Gold, 1999). Basically when practicing external competitiveness two ways first by setting pay level that is above, below or equal to that of competitor secondly, determining of pay mix relative to those of competitors. In both of pay level and pay mix focuses in two objectives which are control cost and attract and retain employee (Milkovich and Newman, 2008). External competitiveness refers to comparisons of the organizations pay relative to the pay of competitive organizations (Bratton and Gold, 2001). Objective of determining external competitiveness decisions in terms of both how much and what forms are (Milkovich and Newman, 2008); To ensure that the pay is sufficient to attract and retain employees if employees do not perceive their pay as competitive in comparison to what other organizations are offering for similar work, they may be more likely to leave To control labour costs so that the organizations prices of products or services can remain competitive in a global economy. Overall the internal alignment and external competitiveness are essential to compensation includes any direct or indirect payments to employees, such as wages, bonuses, stock, and benefits. So external competitiveness directly affects both efficiency and fairness and it must do so in an ethical way that complies with relevant legislation and internal alignment seek that where organizations internal drivers, include vision and mission as well as general goals, are aligned with their words and actions. Factors in internal alignment and external competitiveness In internal alignment factors are divided into three which are External Factors, Organizational Factors and Internal and External Factors combine (Milkovich and Newman, 2008). In external factors divided into several categories which are economic pressures, government policies, laws, and regulations, external stakeholders, cultures and customs. Then in organizational factors also divided into strategy technology, human capital, HR (Human Resource) policy, employee acceptance and cost implications. All these factors can be explained in diagram 1 below; Source: Milkovich and Newman (2008) In external factors, there is economic pressure which has been studied before by Adam Smith and Karl Marx, which also determine marginal productivity that what need of an input (factor of production) the extra is output that can be produced by one using more units of the input and then supply and demand needed for paid wages and purchasing products. In government policies, laws and regulations are which every organization must follow to stay operational in certain country they business on. Finally on culture and customs according G. Hoefstede (1980) is the mental programming for processing information that the people share in common. This also translate into organization culture that help organizational values to develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organizational members towards one another. Organization factors also play crucial part of the determining compensation in internal alignment. First strategy of any compensation method must alignment with organization goals and mission to make sure that any compensation that given to workers is paid back by workers fulfills goals and mission of organization they work for. Technology is the usage and knowledge of tools, techniques, crafts, systems or methods of organization in order to solve a problem. Then Human capital refers to the stock of competences, knowledge and personality attributes embodied in the ability to perform labor so as to produce economic value1. After that HR (Human Resource) policy are the mechanisms that handling risk by staying up to date with current trends in employment standards and legislation. The policies must be stated in proper manner to ensure that companies vision the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviat ed from their main objective. Then only that worker can have of career progress to ensure that employee can give the best productivity towards organization. Finally when all organization factors has been determined the organization must calculate the cost to sure that is beyond the budget to stay in operation of the company. In internal structure is refers array of pay rates for different work or skills within a single organization. The number of levels, the differentials in pay between the levels, and the criteria used to determine those differences describe the structure. In determining external competitiveness this question should be ask what level of pay base, benefits, incentive, and perquisites should be offered relative to competitors? What mix of these forms should be offered either by fix salary, flexible benefits, stock options, cash bonuses, and stock appreciation rights, etc.? What should the proportion of guaranteed compensation (base or benefits) relative to riskier returns (incentives) be? It is also determined by labour market that determine supply and demand that usually employers or organization always seek to maximize profits, then people are homogeneous and therefore interchangeable, after that pay rates reflect all costs associated with employment and finally markets faced by employers are competitive to other organizations. Product market and labor market competition may provide on the part of employers in choosing a pay level (Gerhart Milkovich, 1990). Product market comparisons are critical, more resources need to be devoted to measuring compensation (or better, unit labor costs) paid by such organizations. In contrast, if labor market comparisons are important, it is necessary to devote resources to find out to which organizations applicants and employees are being lost (Gerhart and Milkovich, 1991). In organization factors that will create competitiveness that influenced by pay level and pay mix either in industry, strategy, size and individual manager. Pay mix and pay level decisions focus on first controlling costs and attracting and secondly retaining employees (Milkovich and Newman, 2008). Equation of pay level is shown below; Pay level =((base + bonuses + benefits + value of stocks))/(number of employees) All factors in external competitiveness are showed in table 1 below; Labour Markets Nature of Supply Level of Product Demand Individual Manager Similarities in internal alignment and external competitiveness In determining internal alignment or external competitiveness or both used for designing the compensation package for an employee in an organization, there are similarities between them, which are efficiency, fairness and compliance. First, efficiency that can help imply the future return can encourage employees to remain within the organization, increasing experience and training, cooperate with workers and seek greater responsibility for the sake of organization they work for. This will diminish shirking among workers and permit hiring best qualified employees (Milkovich and Newman, 2008). Second, fairness also shows that organization must be fair to ensure that good employee dont retire and sustain organization productivity and trust among employees. Even though not everyone is paid equal but at least must be fair according to job, skills and knowledge a certain employee had so what happen when that is perceived as too large? Fortune (1989), for example asserts that this differential is seen by employees as unfair, resulting in a trust gap which suggests that such differentials are necessary to provide incentives for expending effort and taking on added responsibilities and risks to the organization which resulted in higher turnover and dissatisfaction among an employee who work for the organization. Finally, in compliance which compensation either in internal alignment or external alignment must be complied either in terms of policy, rules, acts and regulations that have been set up by government? Other than that this to ensure t all necessary governance requirements can be met without the unnecessary organization manipulation when operates certain countries. Why is external competitiveness so important rather than internal alignment? External competitiveness is established by reference to job advertisements in the press, or by more systematic labour market surveys. This information is then used to construct a pay structure within the organization rather than internal alignment which more in structure of pay in based only knowledge, skills and ability that certain individual had to offer within a single organization. So that why in determining pay structure and compensation method must have external competitiveness to focus and to maintain competitive to another organization. There are several reasons why external competitiveness important rather than internal alignment like following below; Reduce negative perception of employee towards organization. Pay onlywhat be supposed to the organization should be paid towards workers. Get better view what the other organization does to compensate the workers to make workers motivate and minimized turnover among them. Internal alignment is very completed process and hard to implement in organization. External competitiveness is more strategic rather than internal alignment. Reduce negative perception of employee towards organization. While employees negative feelings concerning internal pay equity might be removed by an effective job evaluation scheme, employees will still compare their pay with those in other organizations and industries (Bratton and Gold, 2001). It so is better having combined internal and external to the same to fulfil employee needs and reduce turnover at the same time. These as well agreed by (Milkovich and Broderick, 1989) which choices about the competitive position besides communicating to both prospective and incumbent employees. Savvy employees, for example, can discern the organizations ability and willingness to recognize their needs based on the flexibility and tax protection offered in benefit plans or the opportunity to share in the organization success through stock- and performance-based plans. Even that not all internal alignment structure can be a success one like in General Electric Co.s in 1980s plastics division adopted an exempt pay structure with only four levels: executive, director, leadership, and technical and professional. Managers believe that it provides greater flexibility to move employees without requiring pay changes. It also communicates to employees a relatively egalitarian philosophy about the value (base pay) of different skill groups. However, to be successful, the increased flexibility must be managed effectively. Inconsistencies within levels can result in anarchy and quickly will lead to employee dissatisfaction and distrust (Milkovich and Broderick, 1989). According to Spence (1973) which has studied case of sales jobs, if there is not a large incentive component in which individual effort is important, and one or more of the following three consequences is likely to happen: The right people will not be attracted, They are attracted, but leave when they discover that their efforts are under rewarded, The right people are attracted and retained, but because they are not rewarded for high performance, their performance declines. Rynes (1987) also supported of Spence (1973) idea that compensation systems are capable of attracting (or repelling) the right kinds of people because they communicate so much about an organizations philosophy, values, and practices. Milkovich Bloom (1998) also finds that compensation systems must support organizational goals, foster corporate culture, and help motivate employees to contribute their efforts to further organizational success. Pay onlywhat be supposed to the organization should be paid towards workers. The fact that value to the employee may differ from cost to an employer suggests that, in some cases, fewer costly total compensation packages may actually provide total inducements that are of greater value to employees than those associated with more expensive packages if internal alignment is used for determining paid and compensation for an employee who work for the organization. In many costly benefit options might be the most expensive its value to employees might fall short of the value attached to a compensation package of benefits that is better tailored to employee needs or values. In another study, in which 2000 manufacturing firms were classified into growth, mature, or declining stages, Anderson and Zeithaml (1984) reported that the firms competitiveness (pay level relative to competitors) was greater in each progressive stage. They also reported that the higher relative pay in mature firms adversely affected their return on investment. However, growth firms with higher pay levels relative to competitors reported increased market share of these companies. Therefore, measurement of own and competitors pay levels would ideally include the value to employees of different elements of total compensation. Like study of Gerhart and Milkovich (1991) in Bank of America has eliminated retiree health care coverage for all new hires suggests that organizations believe that different groups of employees (for this, new hires) may differ in the value attached to particular aspects of compensation. Get better view what the other organization does to compensate the workers to make workers motivate and minimized turnover among them. In world of the organization which has paid the works to work not only related in external market without seeing what actually other organization are doing to survive and maintain efficiency of current in the organization. Many organization today organizations do not compete solely in the product market but more refer to market for labour. The classical economics literature suggests that product market and labour market competition may provide relatively little discretion on the part of employers in choosing a pay level (Gerhart Milkovich, 1990). Ford, for example, competes for engineers, lawyers, and human resource managers not only with other automotive companies, but also with companies in the computer, aerospace, electronics, and other industries. Fay (1989) also recognizes that organizations are attempted to gather information about pay practices of competitors through the use of pay surveys. As Rynes and Milkovich (1986) found out, administrative decisions are required about a range of issues including when compensate workers: Which employers are included? Which jobs are included? Which jobs are considered similar enough to use in benchmarking? If multiple surveys are used (fairly typical), how are the multiple rates of pay weighted and combined? Practice in these areas seems to vary across (and probably within) employers. If not following what Rynes and Milkovich (1986) has been done which make the organization make pay level that is too low relative to these competitors could lead to difficulties in attracting and retaining sufficient numbers of quality employees. As such, labour market competition can be seen as placing a lower bound or floor on pay level (Milkovich Newman, 1990). As the importance of a particular comparison increases, so too should the resources devoted to information and measurement. For example, if product market comparisons are critical, more resources need to be devoted to measuring compensation (or better, unit labor costs) paid by such organizations. In contrast, if labor market comparisons are important, it is necessary to devote resources to find out to which organizations applicants and employees are being lost (Gerhart and Milkovich, 1991). Internal alignment is very completed process and hard to implement in organization. Internal alignment is very completed process and hard to implement in the organization even thought validity of conclusions reached through the survey process may depend critically on how the competition is defined, for example, what organizations are chosen for inclusion, little evidence exists on how such choices are made or their implications. Rather, most attention has been focused on potential problems in the job evaluation process, especially in the context of pay equity or comparable worth discussions. Nevertheless, as Schwab (1980) has pointed out, job evaluation is usually validated against some measure of the market rate, meaning that the measure of the pay system is critical. In this manner, many organizations today focus on external competitiveness which is more reliable than internal alignment for determining the compensation scheme for an employee. This has agreed by Lawler (1986) has argued that organizations need to focus greater attention on external competitiveness He believes that an internal focus encourages employees to compare themselves with others within the organization, rather than focusing on the really competition-other organizations. He also suggests that an internal focus result in employees focusing on promotions rather than on performing well on their current job. Moreover, there is some belief that conflicts between external and internal equity may be resolved by increasing the pay of all jobs, not just those were competing in the labour market requires higher pay. Whether true or not, such as organizations would seem to be at a serious labour cost disadvantage in the product market. External competitiveness is more strategic rather than internal alignment. The strategic portfolio model suggests that the notion of compensation system fit may be a messy construct to be done. Generally, strategy refers to the overarching, long-term directions of an organization that are critical to its survival and success. Strategies take advantage of the opportunities and manage the threats in the external environment by marshalling internal resources in some coherent, consistent direction (Dyer, 1985). In from a strategic perspective, organizations and markets are more appropriate units of analysis for understanding changes in international compensation and rewards. The strategic thinking from differences between countries to differences within countries so using internal alignment as medium are unrealistic. Compensation and reward systems are designed to help create and motivate a workforce with the values and capabilities necessary to achieve an organizations unique goals and objectives rather than being designed to meet the national values exhibited by a work force (Bloom, Matt and Milkovich, 1998). Morishimas (1995) study of Japanese companies HR strategies reports differences in compensation approaches associated with organization profitability, size, degree of unionization, capital-labour ratio, and exposure to global competitive forces. For example, Japanese companies operating in protected domestic markets are more likely to use the more traditional nenko system2 than those competing in global and less protected market which reported using more performance and ability-based schemes (Morishima, 1992, 1995; Sano, 1993). Other study related to strategic conditions by Lee, Scarpello, and Rockman (1995) found that factors such as labour market conditions, customer and supplier relations, economic conditions and technology accounted for differences in compensation strategies among Korean chaebols. Pearce, Branyiczki, Bakacsis (1994) study of compensation systems in Hungarian and US companies suggests that political, economic, and institutional forces, rather than national cultures, explain differences in compensation practices. Effective international compensation systems might be those that match internal contingencies for example fit the organizations goals and culture first and then respond to external forces within the constraints of strategic alignment (Bloom, Matt and Milkovich, 1998). Yeung and Wong (1990) assert that organizational goals, political forces, labor market conditions, and demographic factors explain differences in pay and other HRM systems in Japan and the Peoples Republic of China. Recent surveys in Central European countries such as Slovenia and Slovakia also report differences in the use of variable performance based pay schemes, allowances and services, and even in the ratios of top managing directors salaries to the average workforce (Bajzikova, 1996; Zupan, 1995). Although the recent evidence does not suggest national boundaries (national pay systems) can be ignored or overlooked, it does suggest that sufficient discretion for individual organizations exists within these national systems to allow organizations to adopt compensation and reward systems to align them with the organizations business strategies. We believe that The importance of a strategic perspective on compensation rests on three fundamental tenets. The first is that compensation policies and practices differ widely across organizations and across employee groups within organizations. To some students of organizations this may be self evident. But to others, such as economists using human capital models to examine compensation differentials, differences in organizations compensation policies and practices are treated as random noise with little relevance. Anecdotal evidence and sporadic surveys of specific policies or practices report that differences do exist (The Conference Board, 1984; American Productivity Center, 1987). For example, some organizations claim to position their base pay to meet the market, while others follow it; some design incentive schemes to emphasize long-term performance, others short term. Some firms employ individual based incentives while others emphasize group or team based gain-sharing schemes. Some decentra lize the administration of compensation, others do not. Some disclose very specific information about pay to employees, such as ranges and merit guide charts, while others communicate only the broad policies, such as fairness and competitiveness. So a strategy may be intended and formally articulated in some plan or document, or it may emerge through the patterns of decisions shown by the organizations behaviors. Thus, strategies are both plans for the future and patterns from the past to make survival of the organization itself (Mintzberg, 1987). External competitiveness strategies are often expressed as leading, lagging, or matching the market (Milkovich Newman, 2007). In practice, many organizations pursue more than one external competitiveness strategy (Mark, 2008). These organizations may vary their external competitiveness strategies for different groups of jobs. For instance, some organizations may lead for positions deemed critical, whereas for less significant positions th ey may match or lag the market (Milkovich Newman, 2007). What can conclude about this topic? External competitiveness is but one part of an organizations overall compensation strategy. In addition to external competitiveness considerations, issues of internal salary alignment, the design of pay for performance plans, and the administration of the overall pay system are also important. Of these areas, internal salary alignment seems a particularly pertinent area of consideration for those interested in further expanding their knowledge of compensation topics beyond external competitiveness. Internal alignment considers pay relationships between employees inside an organization versus the external relationships considered by external competitiveness. Whereas external competitiveness considers salary comparisons across organizations for employees performing similar work, internal alignment considers salary comparisons inside organizations for employees doing different types of work. Moreover, just as external competitiveness has significant implications for individual and organizational performance, internal alignment has equally important implications. Recommendations The policy on external competitiveness is important if the organization is going to attract, retain, and motivate its employees while achieving the other objectives of controlling labour costs and complying with pay legislation around must be consider due of lack of study about this. To the individual employee, compensation decisions also have important consequences. Salaries and wages represent the main sources of income for most people, and may also be taken as key indicators of a persons social standing or success in life. Benefits, such as health care and pensions, are also important determinants of well being and financial security among employees and their dependents. Not surprisingly then, employees have sought to influence such decisions in a variety of ways, including through unions, supporting government regulation of compensation decisions, and through the courts. Then we must also study more element of strategic involved in determine whatever to attract and retain people in jobs having more unfavourable non-compensation attributes, a compensating differential (for example, higher pay or same pay) is required. Therefore, it is important to understand how individuals are affected by (and react to) different compensation decisions (Gerhart and Milkovich, 1991). Such as what determines variations in patterns of compensation decisions their effects. On the other hand, issues too generally drawn are too time consuming, too ambiguous, too expensive, and often poorly specified. Perhaps a place to begin is to identify compensation decisions that have strategic properties must be included in next study to elaborate more why people attracted to better compensation at organization their work for? Dyer and Theriaults (1976) also mention that in early indication of the potential importance of procedural justice, in addition to distributive justice, in compensation but many researchers has less mention about this manner. Although this particular increment was not large, procedural justice perceptions also explained variance in organizational commitment and trust in supervisor, suggesting that its influence on broader organization attitudes may be greater. Beyond descriptive research, more work is needed to understand both what determines variations in patterns of compensation decisions their effects. A major challenge is to formulate manageable research issues. Issues too narrowly defined suffer from ignoring the multi- dimensionality of compensation and the context in which compensation decisions occur. On the other hand, issues too broadly drawn are too time consuming, too ambiguous, too expensive, and often poorly specified. Perhaps a place to begin is to identify compensation decisions that have strategic properties. For example, do firms within the same industry establish different competitive positions in labour markets? Conventional wisdom is that they do. How do they accomplish thisby different average levels of base pay, by varying the risk-return tradeoffs or the ratio of incentives to total compensation? Do characteristics of organizations vary with their competitive position? These might include some of the determinants di scussed in this paper such as organization strategies, organization characteristics, and external factors. Finally does a firms competitive position have any discernable effect on the size and quality of the applicant pool, on its ability to hire those people it se

The Readiness of Children to Step into the Classroom :: Child Development Education Psychology Essays

The Readiness of Children to Step into the Classroom Are parents ready to red shirt there children? No, I’m not talking about sports but kindergarten. Many parents are facing the issue of whether or not their children are ready for the big step into the classroom. Before entering kindergarten children need to develop their perceptual skill (depth perception). As humans we need depth perception for detection, discrimination, and identification of objects. Depth perception is a difficult topic to access due to the fact that the world is three dimensional and human visions are two dimensional. When transmitted to the brain, an image on the retina is not a picture; rather it is a pattern of nerve impulses, aroused by a light pattern that terminates in the visual area of the cerebral cortex. Through some activity of the occipital lobes of the cerebral cortex, human beings apparently perceive the external world in a three-dimensional manner that is correlated with the retinal-image pattern in some orderly manner. Psychologists are particularly interested in the cues which enable people to perceive depth and distance. Stimulus patterns for arousing a depth experience occur when individuals are given specific cues. The cues may be monocular, effective when using one eye as well as two, or binocular, requiring the usage of both eyes. The cues may also be psychological, depending only on the visual image, or physiological, originating from the structure and movement of the eyes. In this paper I will explain perceptual development and how it relates to animals, infants, and blind infants. Infancy is the period of life in which development occurs most rapidly. Development occurs in a variety of different ways and has been categorized with the study of infancy into physical, motor, and perceptual development. Each of these forms of development occurs simultaneously and progress in each facilitates the progress of the other. There are many studies I will assess to further explain how they contribute to explaining the development of perception. In developing direct perception one must be able to directly perceive what the objects and surfaces in the environment are perceived as an action of affordances. An example of an affordance is stair climbing. Walking down a flight of stairs as an 18 month and adult are different. As an individual grows, perception of affordances might change. When climbing the stairs a person must be able to judge leg length to judge how they climb the stairs.

Macbeths Mistakes in Shakespeares Macbeth Essays -- essays research

Macbeth’s Mistakes At times man is prone to call into states of disillusionment, whether it be their own fault, or that of others, and this may cause them to commit grievous errors. The character of Macbeth suffers from a delusional view of the world. The diluted ways in which he interprets many of the prophecies foretold by the witches brings forth a detrimental effect upon many of his peers and acquaintances and leads him to execute grave mistakes. It is Macbeth’s choice to interpret things in a more literal meaning, rather than a prophetic one, that becomes the downfall of many characters in the story. The meddlesome witches can not be left dry of blame, for it was their prophetic truths that led Macbeth to take such a literal stance on all of the forthcoming prophecies. â€Å"Men at times are masters of their own fates: the fault is not in the stars, but in ourselves.† It is however Macbeth at fault for pushing the prophecies further than fate would take them. At first encounter with the witches, Macbeth is foretold three prophecies. The witches call him Thane of Glamis, Thane of Cawdor, and king hereafter. Macbeth at first dismisses the prophecies as fantastical. Then thoughts of the greater power seep into Macbeth’s mind. The â€Å"fiends that lie like truth† (Shakespeare) encourage Macbeth’s malice thinking by foretelling the truth that Macbeth does indeed become Thane of Cawdor without any extra effort on his part. Banquo, although at first charmed by the witch’s prophecy for him, tends to eventually dismiss it as a trick by the witches. â€Å"To win us to our harm, the instruments of darkness tell us truths, win us with honest trifles, to betrays in deepest consequence,† (Shakespeare) Once Macbeth has been named Th... ...y Macbeth, many of Macbeth’s mistakes led him into a delusional state of mind which in turn directed him to commit heinous murders against many characters, including his best friend and his cousin and king. It is evident that Macbeth’s main mistake was taking the witches’ prophecies to literal and listening too closely to his wife. Instead of letting fate run its course, he took it into his own hands, and lost sight of reality on the way. Lady Macbeth also played a big role in his mistakes, because he let him manipulate and persuade him to perform these atrocious tasks all in order to gain power. Works Cited Boyce, Charles. Shakespears A to Z. New York, NY: Roundtable Press, 1990. Foster, Edward e.. Masterplots. Englewood Cliffs: Salem Press Inc., 1949. Shakespeare, William. Macbeth. New York, NY: Washington Square Press, 1992.

Hollywood moves influence in society Essay

Hollywood movies have had an important effect on cinema across the world since the early 20th century. Its history is sometimes separated into four main periods: the silent film era, classical Hollywood cinema, New Hollywood, and the contemporary period. Is clear that Hollywood movies have an impact and influence in society. From my point of view the Hollywood movies are not a bad influence to society. Most of these movies are made after books and we don’t say that books have a bad influence on us. The combinations of themes that have these movies are magnificent so we can’t say that because they have some violent movies the whole industry is bad. Also the movies that contain violence tell us that violence is not the right way of doing things. Almost every movie has his good teaching. Even that they have some of this kind of movies that people can understand are a bad influence from society these haven’t been proved. Movies should be taken as what they are not reality. Movies are just a way of entertainment. I personally think that Hollywood films can be positive as they offer different views and concepts to many people and in turn allow people to think over certain ideas and formulate their own ones. The main objective of these movies is entertainment. People choose the stars of these movies as a role model, and these movies became a part of or life. Also I don’t agree with the ideal of beauty the media does obviously show, but you can’t really blame them when is just the reality, these ideal is show not only in movies but everywhere. Hollywood produces are in fact a mixture of our life or of some of us. It is a mixture of biographies, love stories, dramas, science fiction, horror stories, action films and documentaries. If some people get bad habits from seeing these movies we can blame the movie because they are not maid to cause any problem.

Professional Development Plan Essay

Nursing as a career is about providing quality care while upholding the people involved with dignity. Nurses are thought to offer quality care to all regardless their tribe, race, gender, religion or social status in the society. Nurses are called to serve others. As a nurse I want to be the patient’s advocate and do all within my powers to see to it that I put a smile on the patient’s faces. I will offer a patient centered care and the interests of the patient will come first. (Delaney C. and Piscopo B, 2002) A person’s health is affected by many factors including emotional needs, physical needs, spiritual needs and cultural needs. Addressing these needs will be offering quality care as they all work for the well being of the whole person. I personally value caring for others and this will be easy for me. Â  Nursing entails or comprises of three parties for it to proceed successfully. These are the environment, the patient and health. The patient includes the sick person, his or her family members and the community as a whole. A nurse is responsible in ensuring that quality care is offered. This is only achievable if an all inclusive approach is used. I would incorporate the patient and his family in the decision making so that our relationship with the patient and his family is not dead. Failure to include all parties calls for negative appraisal by the patient or his relatives. The environmental factors include internal and external factors and they comprise the social, economic, political, legal and ethical perspectives. Â  A better understanding of people’s cultural backgrounds and spiritual aspects explains why some regard health the way they do. Patient’s satisfaction levels will be higher if their needs are well addressed. A baccalaureate prepared nurse has developed from a generalist nurse to a complex nurse who exercises leadership in disease prevention or illnesses. He or she is an instrument of change who can invent creativity in ensuring that nursing incorporates emerging health needs an addresses them amicably. Such nurses are leaders and change agents. On completion of the degree course one can advance by taking a masters program. The nurse will be able to better handle prevention of diseases and thus works to see a healthy community. Â  The nurse will provide a patient advocate care where care will be through collaborative interactions between the patient and other care givers. He or she will be an advocate of change and will work tirelessly innovating new concepts or ideas that will improve the current predicaments in health care provision. Such a nurse has the capacity to make clinical judgments in all areas be they industries or hospitals. They are qualified for community health nursing. Options of where such a nurse can pursue include in home care, community based health agencies, nursing homes, government and industries. A baccalaureate nurse provides competent care and is a good teacher who can organize transcultural nursing care for all parties in the community. He or she is able to use critical thinking in providing therapeutic care. Communication with other health care givers should be effective and he ought to be at the fore front in advocating for positive changes in the health system. He will be able to manage care for all parties and provide preventive care measures like educating the masses on the critical issues. He will adopt an all inclusive approach in care giving in meeting the health needs. The nurse should read, well interpret and analyze nursing practices. He should be keen in the society and he should follow the professional growth and hence a member of a nursing organization that offers such supportive background. Such a nurse will offer competent care while respecting beliefs and values of patients. (Archer A, 2000) Role transition from acquisition of the BSN will work to increased skills or attributes like unique skills, know how and nursing expertise through learning. It will equip me with appropriate skills. The BSN will help me advance in my career. My thinking capacity will be replenished through the program and critical thinking in sensitive issues will be possible. I will be able to come up with other measures that ensure that quality community health is attained. I will improve my self awareness which will be an important step in enabling me to produce culturally sensitive care. (Eckhardt et al, 2002) My short term goals will be to improve on the quality of care I offer. Acquisition of necessary skills will equip me in achieving this cause. I also want to better understand myself so that I can better understand others. I would also like to advance my leadership skills and communication skills to better link with parties in the health care facilities. My long term professional goals are to be among the policy makers so that I can better advocate for the patients. I want to be contributing in the designing and implementation of quality community health care programs. I also want to pursue a master’s degree to enhance my skills and this will see me move to becoming a nurse manager in the community health department. To achieve the desired professional development I will graduate from a RN to BSN or Baccalaureate nurse and achieve a master’s degree. I will also join an organization that will work to enriching my skills by providing a conducive environment. Advancing in education is crucial as it translates to acquisition of more skills and thus becoming better qualified to perform tasks at hand. Continued education enables one perpetuates his or expertise thus making people better of in their areas of specialization. Mentorship programs are very crucial for all nurses regardless their gender or area of specialization. Mentors help one to learn the tricks in the career or how to go about challenges that are bound to occur. (Eckhardt et al, 2002) Nursing entails a lot of challenges that see many quit. Male nurses are quite vulnerable in quitting due to the discrimination that they face. Introduction of mentors and support systems will encourage them to persevere despite the challenges. Achieving the set goal will entail a lot of studying and one must be committed to multitask between the studies and the practical lessons for instance the research on the fields. Critical thinking will only be achieved through serious concentration and losing such focus will hinder attainment of the goals. Financial constraints could also threaten attainment of the goals as one need to pay for the masters program which is expensive. Intrapersonal and cultural factors encourage pursue the program while racism poses a threat to the effective establishment of baccalaureate nursing programs. Time frame for the steps on the development plan will entail approximately 10 years. Qualifying as a registered nurse or RN with a baccalaureate will take 4 to 5 years 3 of which will entail attaining diploma education and 2 in acquiring an associate degree. Transition from RN to BSN will take 2 to 3 years and from BSN to MSN will take 2 years. References: Eckhardt A, Anderson M, Campbell E Clarke E., Pavlish L. 2002: A theoretical framework for RN to BSN education. Nursing Education Perspectives. Archer A.2000. Fundamentals of nursing. There really is a Difference: Nurses’ Experiences with Transitioning from RNs to BSNs. Springhouse. Delaney C. and Piscopo B. 2002. Journal of Professional Nursing, Volume 23, Issue 3, Pages 167-173.