Pfizer Strageic Plan

OUTLINE FOR THE STRATEGIC PLAN Please bullet your responses. Staple the completed assignment; do not spend any money binding the assignment. Make sure to respond to every item. I. GETTING STARTED A. Steps in Strategic Management Process Step 1 |Identify the organization’s mission, vision, and value statement | |Step 2 |Determine the firms main business and organizational objectives | |Step 3 |Conduct a SWOT analysis identifying the company’s strengths, weaknesses, opportunities, and threats | |Step 4 |Construct a Competitive Profile Matrix (CPM) | |Step 5 |Construct an External Factor Evaluation (EFE) Matrix | |Step 6 |Construct and Internal Factor Evaluation (IFE) Matrix | |Step 7 |Construct a Value Chain Analysis | |Step 8 |Prepare a SPACE, BCG, TOWS Analysis, and QSPM Matrix | |Step 9 |Use the data above to weigh alternative strategies, make strategic recommendations, develop a plan of action | | |(implementation), and convey the ROI | |Step 10 |Construct Conting ency Plan | B. Information and/or materials used to complete assignment †¢ Resources used in completing the assignment are as follows: Strategic Management Concepts and Cases’ 12th edition textbook, S&P 500 website, Yahoo Finance, Bloomberg. com, Pfizer. com, Google Finance, Reuters. om, and Google search engine including the web pages cited on the Works Cited page. C. Time Frame †¢ My goal is to actively work on a portion of the outline everyday and have it completed to its entirety by the time it is due; therefore I will not have to rush to get it done last minute. D. Resources Needed – all resource your team used to complete this assignment †¢ FAMU database, online articles, company website. II. MANDATES (â€Å"MUSTS†) -CLARIFYING/UNDERSTANDING A. History/Evolution of the Organization †¢ Pfizer was founded in 1849 by Charles Pfizer and Charles Erhart in Brooklyn, New York and has remained dedicated to improving the health and well being o f individuals around the world.The demand for Pfizer’s products soared throughout the Civil War as the demand for painkillers, disinfectants and preservatives increased. In 2000, Pfizer and Warner-Lambert merge to form the new Pfizer, which created the world’s fastest growing Pharmaceutical company. In 2008, Jeff Kindler, Chairman and CEO of Pfizer, announces the next step in the company's evolution and outlines the company's plan to establish smaller operating units designed to enhance innovation and accountability, while drawing upon the advantages of Pfizer's scale and resources. On October 15, 2009, Pfizer acquires Wyeth, creating a company with a broad range of products and therapies that touch the lives of patients and consumers every day and at every stage of life.In 2010, Pfizer announces a diversified R platform named Pfizer Worldwide Research and Development, supporting excellence in small molecules, large molecules and vaccine research and development. As ap art of the acquisition of Wyeth in 2009, Pfizer initially implemented a two-division structure for research and development (BioTherapeutics and PharmaTherapeutics) to ensure the progress and steady integration of both legacy organizations. Due to the speed and effectiveness of that integration, Pfizer progresses to this new model while maintaining the same breadth and research programs. On December 1 and 2 2011 Pfizer completed the acquisitions of Excaliard Pharmaceuticals and Ferrosan Consumer Health’s Business, respectively. B.Identify formal aspects of the organization †¢ Corporate Governance Include: Board of Directors, Board Committees, Code of Ethics, CEO/CFO Certifications, Executive Officers, Policy and Procedures for Accounting and Legal Complaints †¢ Pfizer has created two distinct research organizations. The PharmaTherapeutics Research & Development Group focuses on the discovery of small molecules and related modalities; and The BioTherapeutics Research & Development Group focuses on large-molecule research, including vaccines. The goal with Pfizer doing this is to maximize opportunities within the Biomedical research sector. †¢ Pfizer has also developed an enhanced commercial operating structure.Pfizer has nine diverse health care businesses: Primary Care, Specialty Care, Oncology, Emerging Markets, Established Products, Consumer Healthcare, Nutrition, Animal Health and Capsugel. Each of these businesses is led by an executive with clear accountability for results – from product development following proof of concept to providing access to patients and through to the end of the product's life cycle. B. Identify informal aspects & culture of the organization †¢ Pfizer is sustained on innovation, which seeks a nourishing environment in which ideas and perspectives can flourish. It is an array of unique characteristics, perspectives, and life experiences. Pfizer Colleague Resource Groups (CRGs) are organized by coll eagues who join together to provide a positive forum for professional development. By embracing diversity of thought and experience, our CRGs help drive innovation and build on our success. †¢ David Simmons, the president and general manager of the Established Products Business Unit at Pfizer. Simmons has been highly successful at building a new, non-traditional culture within Pfizer for his business unit. One example of this was that Simmons was able to product high quality drugs at affordable costs, and he did this as high grossing patents were near expiration III. VISION STATEMENT, MISSION STATEMENT & VALUES STATEMENT ANALYSES A. Vision StatementAt Pfizer, we're inspired by a single goal: your health. That's why we're dedicated to developing new, safe medicines to prevent and treat the world's most serious diseases. And why we are making them available to the people who need them most. We believe that from progress comes hope and the promise of a healthier world. B. Vision S tatement Analysis – Does it answer the question â€Å"What to do we want to become? † If not, revise it. If organization does not have one, create one. †¢ Yes, I believe that it answers the question as to what they want to become. Its states that they are dedicated to developing new ways to prevent and treat diseases. C. Values Statement Pfizer does not have a value statement. D. Value Statement Analysis – Does it represent the organization’s guiding principles? If not, revise it. If organization does not have one, create one. †¢ Pfizer will work to provide the best quality drugs that will cater to the most people. We will ensure that as a company we will work to do what is best for our patients, physicians and consumers. B. Mission Statement †¢ We will become the world's most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live. D. Mission Statement Analysis – Do es it have the 9 components? If not, revise it to include all 9 components.If organization does not have one, create one. †¢ No, the mission statement does not include all the nine components. After revising the mission statement, it should be read: o We will become the world’s most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live. We will ensure that we provide products of the best quality at affordable prices to all. We will work hard to ensure that we keep up with the needs and problems of our consumers and provide what is best. We will continue to promote the well-being of our consumers as well as the well-being of our shareholders and employees as well as promote diversity.We will keep abreast of the ever-changing technology to ensure that they needs of our consumers are met at all times and also that we will not become obsolete to our customers. We will forever be dedicated to developing new , safe medicines to prevent and treat the world's most serious diseases. And why we are making them available to the people who need them most. |List each of the 9 components |Excerpts from Mission Statement addressing the component | |1. Customers |We will work hard to ensure that we keep up with the needs and problems of our consumers and provide what is| | |best. | |2.Products or Services |We will ensure that we provide products of the best quality at affordable prices to all. | |3. Markets |We will ensure that we provide products of the best quality at affordable prices to all. | |4. Technology |We will keep abreast of the ever-changing technology to ensure that they needs of our consumers are met at | | |all times and also that we will not become obsolete to our customers. | |5. Concern for survival, growth, and profitability|We will keep abreast of the ever-changing technology to ensure that they needs of our consumers re met at | | |all times and also that we will not become obsolete to our customers. | |6. Philosophy |We will forever be dedicated to developing new, safe medicines to prevent and treat the world's most serious| | |diseases. And why we are making them available to the people who need them most. | |7. Self- Concept |We will become the world’s most valued company to patients, customers, colleagues, investors, business | | |partners, and the communities where we work and live. | |8.Concern for public image |We will continue to promote the well-being of our consumers as well as the well-being of our shareholders | | |and employees as well as promote diversity. | |9. Concern for employees |We will become the world’s most valued company to patients, customers, colleagues, investors, business | | |partners, and the communities where we work and live. | IV. ASSESSING EXTERNAL ENVIRONMENT A. Identify Opportunities / Threats – Analyze trends in the following areas: political, legal, competitive, economic, social, cultural, demo graphic, technological, environmental, and governmental. Provide at least 1 opportunity & 1 threat for each of the 10 areas. Provide responses in bullet format. Political | |Opportunity |Threat | |Measures taken to close the Coverage gap also known as the donut hole may |New Health care Reform Bill was put in place 2010. This law requires drug | |result in people using more brand name drugs rather than buying generic. 9 |producers to make rebates to state Medicaid agencies based on their costs to | | |provide prescription drugs to Medicaid beneficiaries. | | |Constant pressure to lower prescription drug prices from the government2 | |Legal | |Opportunity |Threat | |Acquisitions and in-licensing /co-development opportunities such as recent |Expiration of Patents for drugs, face a loss of up to billions of dollars due | |acquisitions of Excaliard and Ferrosan Consumer Health’s Business in December |to generics taking market share.For example, Lipitor, which grossed 11 bil lion| |2011 may help Pfizer meet unmet needs of their customers. 23 |in revenues last year expired November 28, 2011. This means that other | | |companies are allowed to produce the generic version of the drug. 2 | | |Number of New Molecular Entities approved by the FDA has declined. In 2009, | | |NMEs approved were 26 and 2010 were 21. 2 | | |Beginning of 2011 was a series of new fees in the form of excise taxes payable | | |to the federal government. 12 | |Competitive | |Opportunity |Threat | |Barriers for additional companies to enter the market are high. 4 |French drug maker Sanofi-Aventis’ $20 billion acquisition of Genzyme Corp. | | |completed in April 2011 | | |Fierce competition among Pharmaceutical companies such as Proctor & Gamble and | | |Johnson & Johnson. | | |Japanese drug sales are also expected to expand with current sales of 60 | | |billion, 11% of the world market share. | |Economic | |Opportunity |Threat | |Demands for certain drugs are relatively in elastic. 4 |Based on the projected losses due to loss of market share, Pfizer has shed | | |53,000 and 61, 000 jobs in 2010 and 2009 respectively | | |The decline in spending in the US in the last few years | | |Revenue may be hurt by ongoing negative effects from U. S. ealth care reform | | |and austerity pricing in Europe | | |Inflation will cause an increase in cost and raise drug prices | | |Competition from newer, better drugs may be a threat to sales. For example, | | |Vivus is a new ED drug that may be able to compete with Viagra. 3 | |Social | |Opportunity |Threat | |450 million Americans are over the age of 65 and healthcare spending is the |Number of NMEs approved by the FDA has declined12 | |highest among these individuals2 | | |Humana and Pfizer Form Research Partnership to Improve Health Care Delivery for| | |Seniors in 2011. | | |Cultural | |Opportunity |Threat | |Like GlaxoSmithKline and Abbott Labs in particular — Pfizer has its sights on |Number of legis lative proposals seeking to allow importation of medicines into | |developing countries for a revenue bump. 13 |the U. S. and revenues could be affected | |Demographic | |Opportunity |Threat | |Asian drug sales are also expected to expand.For example, Takeda |77 million people by 2031 will be enrolled in Medicare and Health care and | |Pharmaceutical Company, Asia's biggest drug maker, reported an 18 percent jump |Medicare will not be able to finance this many people2 | |in first-quarter profit, helped by the sale of new medicines in the beginning | | |of 2011. 9 | | |Technological | |Opportunity |Threat | |Pfizer has plenty of drugs in its pipeline with blockbuster potential. 3 | | |Environmental | |Opportunity |Threat | |Adoption of new environmental strategies to be more socially responsible |Adverse effect on drug prices due to threat of imported drugs and threat of | | |counterfeited drugs due to importing and exporting. | B. Monitor Major Stakeholders/Stakeholder Analys is – Customers, Competitors (list at least 3 of the organizations major competitors, Individuals in the community, Employees, Stockholders, etc. 1. Identify Stakeholders |Identify Internal Stakeholders |Identify External Stakeholders | |Ian C.Reed- President, CEO, Director |Johnson & Johnson | |Frank A. D’Amelio- CFO, EVP of Business Ops. |JP Morgan Chase & Co | |Mikael Dolsten- Pfizer Worldwide R&D |Northern Trust | |Freda- Lewis Hall- EVP, Chief Medical Officer |Proctor & Gamble | 2. Stakeholder Matrix – classify the internal & external stakeholders identified above into the appropriate boxes. High Interest/Importance, High Influence |High Interest/Importance, Low Influence | |Ian Reed |Proctor & Gamble | |Frank D’Amelio |Johnson & Johnson | |JP Morgan Chase & Co |Dow Chemical | |State Street Corporation |Merck and Co Inc. | | |Customers | | Employees | |Low Interest/Importance, High Influence |Low Interest/Importance, Low Influence | |Governme nt |Lenders | |Insurance Companies |Suppliers | | | | | | | | | | 3. Stakeholder Analysis |Stakeholder |Responsibility of |What does organization |Stakeholder’s potential |Stakeholders’ perceived |Stakeholder Management | | |Stakeholder to the |expect the stakeholder to |impact on the organization |attitudes and/or risks to |Strategy (SMS) | | |organization |provide? (high, medium, or low) |the organization | | | | | | | |N/A | |Investors |Fund the organization |Provide funding and |High |High Risk; Conservative | | | | |liquidity to the | |Attitude | | | | |organization | | | | | |Strategic plans and |Provide expertise, | |High Risk; Positive |Bottom-Up | |Employees |operations.Supports the|knowledge and value |High |Attitude | | | |functionality and | | | | | | |operational processes | | | | | | |Make critical decisions |Provide conceptual |High |High risk; Conservative |Top-down | |Shareholders | |knowledge and top-down flow| |Attitude | | | | |of decision maki ng | | | | | |Meet market demands |Provide products and | |Medium Risk; Positive |N/A | |Suppliers | |services |Medium |Attitude | | External Factor Evaluation |Opportunities | | | | | |Weight |Rating (1-4) |Weighted Score | |1. Measures taken to close the donut hole may result in people using more brand |. 07 |3 |. 1 | |name drugs rather than buying generic | | | | |2. Acquisitions and in-licensing /co-development opportunities |. 06 |4 |. 24 | |3. 450 million Americans are over the age of 65 and healthcare spending is the |. 07 |4 |. 28 | |highest among these individuals | | | | |4. Expansion of the biologic pharmacy market. |. 07 |4 |. 28 | |5. Bought King pharmaceutical for $3. 6 billion which would open up more |. 06 |4 |. 4 | |manufacture and sales adding to the capital of the company (Carrie, 2009). | | | | |6. Barriers for additional companies to enter into market are high |. 05 |4 |. 20 | |7. Demands for certain drugs are relatively inelastic. |. 07 |4 |. 28 | |Threats | | | | |8. Japanese drug sales are also expected to expand with current sales of 60 |. 08 |2 |. 6 | |billion, 11% of the world market share. | | | | |9. In 2009, Pfizer got assessed a 2. 3 billion fine for which they employed illegal|. 08 |1 |. 08 | |marketing strategies. | | | | |10. Large manufacture and low research for new inductions in the market could |. 07 |2 |. 14 | |decline the profitability. | | | | |11. Constant pressure to lower prescription drug prices from the government |. 5 |2 |. 1 | |12. Number of NMEs approved by the FDA has declined |. 04 |2 |. 08 | |13. The decline in spending in the US in the last few years |. 07 |1 |. 07 | |14. Inflation will cause an increase in cost and raise drug prices |. 06 |1 |. 06 | |15. Number of legislative proposals seeking to allow importation of medicines into|. 05 |2 |. 1 | |the U. S. nd revenues could be affected | | | | |16. 77 million people by 2031 will be enrolled in Medicare and Health care and |. 06 |2 |. 12 | |Medicare will not be able to finance this many people | | | | | | |Total |2. 64 | Pfizer seems to be taking advantage of the opportunities presented as well as avoiding threats but there is still room for improvement.For example, Pfizer seems to be taking advantage of some of the acquisitions that they have had over the last two years. They are seizing the opportunities of the expanding biological pharmacy market. Starting with the acquisition of Wyeth in 2009 and then the acquisitions of Excaliard and Ferrosan Consumer Health’s Business. Pfizer saw that they were not meeting the needs of some of their customers but their competitors were. Excaliard is a privately owned biopharmaceutical company focused on developing novel drugs for the treatment of skin fibrosis, more commonly referred to as skin scarring. Ferrosan Consumer Health’s Business focuses on dietary supplements and lifestyle products.In addition to this, although New Molecular Entities approved by the FDA have declined, Pfizer has managed to get 3 drugs approved by the FDA in 2011 alone. Lastly, Pfizer has responded relatively well to the governmental pressure of lowering their prices as well as the Lipitor patent expiring at the end of November. Pfizer has implemented multiple rebate and discount programs to help assist their consumers. For example, Pfizer has recently partnered with Wal-Mart to offer a $4 prescription program allowing consumers to obtain their prescriptions at that low price. This helps to mitigate the complete loss of revenue and market share if consumers were to go to generic all together.I believe that the reason Pfizer did not receive a score of higher than a 3 was because a lot of these new policies have been recent (2010, 2011) and Pfizer seems to be trying to figure out how to remain profitable as well as cater to their consumers and these acquisitions are all relatively new and Pfizer seems to be just getting adjusted. Competitive Profile Matrix | |Pfizer |Johnson & Joh nson |Eli Lilly | |Critical Success Factors |Weight |Rating |Weighted Score |Rating |Weighted |Rating |Weighted Score | | | | | | |Score | | | |Organizational Structure |. 05 |2 |. 10 |4 |. 20 |1 |. 5 | |Price Competitiveness |. 10 |3 |. 30 |3 |. 30 |3 |. 30 | |Advertising |. 04 |1 |. 04 |1 |. 04 |4 |. 16 | |Product Quality |. 10 |3 |. 30 |3 |. 30 |3 |. 30 | |Sales Distribution |. 10 |4 |. 40 |3 |. 30 |2 |. 0 | |Customer Loyalty |. 03 |3 |. 09 |3 |. 09 |3 |. 09 | |Global Expansion |. 11 |4 |. 44 |3 |. 33 |2 |. 22 | |Market Share |. 11 |4 |. 44 |4 |. 44 |3 |. 33 | |Demographics |. 03 |3 |. 09 |3 |. 09 |3 |. 9 | |Financial Position |. 15 |4 |. 60 |3 |. 45 |2 |. 30 | |Research and Development |. 13 |4 |. 52 |4 |. 52 |3 |. 39 | |Innovation |. 10 |3 |. 30 |3 |. 30 |2 |. 20 | |Total |1. 00 | |3. 52 | |3. 16 | |2. 58 |From constructing the Competitive Profile Matrix, it is apparent that Pfizer is the strongest among the three competitors compared. V. ASSESSING INTERNAL ENVIRONMENT A. Stren gths/Weaknesses |Management | |Strength |Weakness | |In June 2011, Pfizer announced strategic partnerships with ICON plc and PAREXEL|Sometimes Pfizer may have to discontinue the production of drugs; therefore the| |International Corporation, both of which will serve as strategic providers of |demand for that drug increases. |clinical trial implementation services over a five-year period beginning in | | |June 2011 | | |Adoption of new environmental strategies to be more socially responsible | | |Working with numerous companies to do collaborative work in research and | | |development. | | |Pfizer is continually developing new strategies such as plant restructuring and| | |energy master plan. | |Pfizer is divided into multiple sectors so that most leaders have a specific | | |rather than general role. | | |Pfizer expects to increase its market share from 4% to 6% by reinforcing its | | |leadership, expanding developments in high growth markets, building leadership | | |in oncology and taking advantage of R&D in Asia and other countries. | |Marketing | |Strength |Weakness | |Renewed emphasis in the faster growing fields of specialty pharmaceuticals, |Co marketing with other pharmaceutical companies may slow down its global | |biologics, vaccines, and, in some cases, even generics. |growth. | |Its number one pharmaceutical from sales point of view and its marketing |Decreased amount of advertising | |infrastructure is well established throughout the world. | | |Pfizer as six markets, which include Brazil, China, Mexico, Turkey, Russia, and| | |India. | |For the ninth consecutive year, the Pfizer Pharmaceutical Sales Force was voted| | |as first overall in Verispan's â€Å"Pharmaceutical Sales Force Structures. | | |Human Resources | |Strength |Weakness | |Global working network with 95,000 workers |According the glassdoor. om, the company morale is at an all time low | |Accounting/Financials | |Strength |Weakness | |7. 5% ranking corporation market share | Prices, according to the federal government, are too high and are currently | |Sales have increased from 16. 02% in 2008 to 22. 89% in 2010. |trying to get Pfizer to cut their prices. | |High budget pharmaceutical industries having the revenue of $50 billion |Lowest Earnings per Share among competitors. For example, Pfizer has an EPS of | | |$. 48 and Johnson & Johnson and Eli Lilly have an EPS of $1. 5 and $1. 11, | | |respectively. | | |The integration of large acquisitions including a pair by Pfizer — hasn’t | | |resulted in s great return on equity. | | |Each new drug can cost as much as $1 billion to develop, with no guarantee of | | |success. |Internal Technology | |Strength |Weakness | |Due to the expectation of the drugs expiring and the decline and market share, |Delays caused by regulations and the unsuccessful completion of clinical trials| |Pfizer has focused most of the R&D on Biotech based treatments |reduce the potential recovery and returns of investme nts such as R&D. | |Their research and development sector is highly established and in good | | |strength. | | |Renewed emphasis in the faster growing fields of specialty pharmaceuticals, | | |biologics, vaccines, and, in some cases, even generics. | | |Pfizer Announces Licensing Agreement With Puma Biotechnology, Inc.For The | | |Development And Commercialization Of Neratinib, An Investigational Pan-HER | | |Inhibitor | | |U. S. Food And Drug Administration Approves Pfizer’s XALKORI ® (crizotinib) As | | |First And Only Therapy Specifically For Patients With Locally Advanced Or | | |Metastatic ALK-Positive Non-Small Cell Lung Cancer. | | | | |Other | |Strength |Weakness | |Chance to acquire new patents for new technological products |Currently only serving American, European and Asian markets. They are not | |Pfizer has been public in its efforts to address climate change. Our Energy and|serving African or Australian markets. | |Climate Change Program seeks to minimize the cost and operational restrictions | | |arising from a carbon-constrained environment, reduce Pfizer's contribution to | | |GHG emissions, and assess the risk presented to Pfizer's operations from the | | |potential physical changes resulting from a warming global climate. | |Pfizer has committed to ensure that their quality is top notch and no | | |counterfeit products have been purchased by their consumers. | | |Pfizer is committed to its outsourcing. The key considerations for outsourcing | | |decisions include the ability to supply and capacity flexibility, regulatory | | |compliance and safe practices, technology and cost competiveness. | | |Pfizer has a structure for quality.Some components include creating, | | |implementing, and upholding standard operating procedures for trial execution, | | |a quality scientific and medical design of the protocol, clinical investigator | | |and site pre-assessment and selection, regulatory agency and ethics committee | | |approval, dev eloping and providing appropriate informed consent, adequate | | |recording and reporting of data, periodic monitoring and audits. | | B. Value Chain Analysis – Graphically depict the organization’s value chain |Infrastructure: | |-Pfizer's Executive Leadership Team is the company's senior-most leadership and decision-making management body. It brings together our top leaders to focus on major | |financial, strategic and operational decisions for the company. | |-The Governance structure of Pfizer consists of an Executive Board (CEO, CFO, President), Board of Directors (Dennis Ausiello, Michael S.Brown), Shareholders (JPMorgan,| |Northern Trust, Ian Reed, State Street Corporation). | |-Pfizer has made several initiatives to ensure a diverse company culture. They also have recognized their responsibility towards their customers. Certain policies | |include: Business conduct, Lobbying and Political contributions, Sales and Marketing, Research and clinical trials, workpl ace standards, and laboratory animal care. 10 | |Human Resource Management: | |Pfizer has agreements with different universities and recruit from different areas of study. This serves to create a diverse environment and fosters a challenging and | |open culture.Some of their values with regards to their employees are: sustain focus on performance, create an inclusive environment, exchange open discussion and | |debate, manage change, develop people, and align across Pfizer. 2 | |Research and Development: | |Pfizer is prioritizing its research and development efforts in areas with the greatest scientific and commercial promise: immunology and inflammation, oncology, | |cardiovascular and metabolic diseases, neuroscience and pain, and vaccines.Through major research efforts across multiple modalities including small molecules, | |biologics and vaccines. | |Pfizer has set up the phases of clinical development from making the drug to administering the drug through clinical trials and then manufacturing and selling the drugs. | |2 | |Procurement: | |Pfizer is expected to increase outsourced manufacturing of products from approximately 17 percent to 30 percent over the next three years. Key considerations for | |outsourcing decisions include the ability to supply, capacity flexibility, cost competitiveness,and technology. | |Inbound Logistics: |Operations: |Outbound Logistics: |Marketing and Sales: |Service: | |Pfizer procurement professionals |-Pfizer has nine diverse health|-Pfizer has trained over 95 |-Channels of marketing include:|-Pfizer is committed to providing a | |regularly |care businesses: Primary Care, |percent of colleagues worldwide|Television, print ad and online|quality drug to their customers. | |engage with suppliers to reinforce |Specialty Care, Oncology, |in basic problem solving, which|ads. Pfizer has created programs such as | |Pfizer’s expectations in all |Emerging Markets, Established |has resulted in over 8,000 |-Pharmaceutical sa les |the $4 Wal-Mart prescription program| |operational business areas. This |Products, Consumer Healthcare, |improvement |representatives are among the |to provide their drugs at a fraction| |collaboration leads |Nutrition, Animal Health and |projects across the world in |top in the nation. They receive|of the cost. | |to improvement projects with |Capsugel†. 8 |the last five |extensive training so they are |- | |significant performance benefits, | |years. Significant improvements|knowledgeable of the drugs. | |such as reduced | |to Pfizer’s |They have knowledge of Pfizer | | |packaging and transportation costs, | |key products have delivered a |products as well as their | | |and elimination of undesirable | |40 percent reduction in both |competitors. 2 | | |chemicals through process | |the time to make and ship the | | | |improvements†. 8 | |product as well as allowing a | | | | | |reduction in inventory†. 8 | | | Primary Activities Financial Ratios: Finan cial Ratios |Pfizer Inc |Industry |S&P 500 |How Pfizer is doing in | | | | | |comparison to the industry? | |Growth Rate % | | | | | |Sales (Qtr vs. year ago Qtr) |7. 5 |5. 90 |14. 40 |Better | |Net Income (YTD vs. YTD) NA |NA |NA | | |Net Income (Qtr vs. year ago Qtr) |185. 10 |66. 00 |46. 30 |Better | |Sales (5 Year Annual Avg) |7. 42 |7. 59 |8. 28 |Worse | |Net Income (5-Year Annual Avg) |1. 68 |2. 38 |8. 48 |Worse | |Dividends (5-Year Annual Avg) |-1. 08 |9. 81 |5. 9 |Worse | | | | | | | |Financial Condition | | | | | |Debt/Equity Ratio |. 46 |1. 14 |1. 05 |Better | |Current Ratio |2. 3 |1. 7 |1. 4 |Better | |Quick Ratio |1. 9 |1. 4 |1. 0 |Better | |Interest Coverage |9. 6 |23. 5 |316. |Worse | | | | | | | |Investment Returns % | | | | | |Return on Equity |11. 4 |30. 0 |26. 3 |Worse | |Return on Assets |5. 2 |8. 8 |8. 9 |Worse | |Return on Capital |6. 1 |11. 7 |11. 9 |Worse | | | | | | |Management Efficiency | | | | | |Income/Employee |91,763 |84,518 |130,228 |Better | |Re venue/Employee |616,998 |539,073 |1 Mil |Better | |Receivable Turnover |4. 5 |5. 5 |15. 9 |Worse | |Assets Turnover |0. 4 |0. 6 |0. |Better | |Inventory Turnover |1. 8 |2. 7 |12. 5 |Worse | * http://moneycentral. msn. com/investor/invsub/results/compare. asp? symbol=pfe* C. Assess all Functional areas using the internal checklists Management Audit Checklist – Give an example for each response |1. Does the organization use strategic management concepts? |Yes, Pfizer is continually developing new strategies such as plant restructuring and | | |energy master plan.For example, In June 2011, Pfizer announced strategic partnerships | | |with ICON plc and PAREXEL International Corporation, both of which will serve as strategic| | |providers of clinical trial implementation services over a five-year period beginning in | | |June 2011 | |2. Are organization objectives and goals measurable and well |Yes, some of Pfizer’s goals include maximizing opportunities in Biomedical res earch, | |communicated? |forging relationships with ey customers, etc. | |3. Do managers at all hierarchical levels plan effectively? |Yes, Pfizer is divided into multiple sectors so that most leaders have a specific rather | | |than general role. Pfizer is divided into 2 sectors, the PharmaTherapeutics Research & | | |Development Group and the BioTherapeutics Research & Development Group. Each sector has | | |its own managers; therefore it becomes easier to be able to plan effectively. | |4.Is the organization’s structure appropriate? |Yes, their leadership brings together top leaders to focus on major financial, operational| | |and strategic decisions. They have managers for every sector who work specifically to | | |foster the success of that sector. This creates an atmosphere for managers and employees | | |to focus on their specific sector rather than divide their attention. | |5. Are job descriptions and job specifications clear? Yes, Pfizer provides a detailed descript ion of the top managers and what they do as well | | |as what they expect from all their employees. | |6. Is employee morale high? |No, according to glassdoor. com, the employee morale is at an all time low. | |7. Is employee turnover and absenteeism low? |Yes, Pfizer currently has over 110,000 employees and they have managed to maintain their | | |staff turnover at a rate lower than 10% per year for the past 10 years, despite the | | |industry's average rate of 15%. | |8.Are organizational reward and control mechanisms effective? |Yes, Pfizer has recently raised its salary for its employees from the 50th to the 75th | | |percentile of markets rates. | Marketing Audit Checklist – Give an example for each response |1. Are markets segmented effectively? |Yes, Pfizer as six markets which include Brazil, China, Mexico, Turkey, Russia, and India | |2. Is the organization positioned well among competitors? |Yes, Pfizer ranks #2 right behind Proctor and Gamble | |3. Has the organiza tion’s market share been increasing? Yes, Pfizer expects to increase its market share from 4% to 6% by reinforcing its | | |leadership, expanding developments in high growth markets, building leadership in oncology| | |and taking advantage of R&D in Asia and other countries. | |4. Are present channels of distribution reliable and |No, according to Pfizer. com, globalization has made channels of distribution easy targets | |cost-effective? |for counterfeiting products. Drug Importation also poses a difficult task of closely | | |monitoring these drugs to prevent counterfeiting and damaged goods. | |5. Does the organization have an effective sales organization? Yes, For the ninth consecutive year, the Pfizer Pharmaceutical Sales Force was voted as | | |first overall in Verispan's â€Å"Pharmaceutical Sales Force Structures. | |6. Does the organization conduct market research? |Yes, this is the basis for their business. They have to research the causes and effects | | |for the drugs that they manufacture and produce. | |7. Are the organization’s products and services priced |No, the federal government has been trying to get Pfizer to decrease its prices to be more| |appropriately? |affordable for customers. | |8.Does the organization have an effective promotion, advertising,|Yes, Pfizer products have become a household name for most. Pfizer has a marketing | |and publicity strategy? |strength in major geographical and therapeutic areas. | |9. Is marketing planning and budgeting effective? |Yes, one of Pfizer’s plans is to cut the budget of R by 12 million dollars by the end of| | |2012. | |10. Do the organization’s marketing managers have adequate |Yes, from inspection of the top marketing managers, they all have experience prior to | |experience and training? |Pfizer. | |11.Are product quality and customer service good? |Yes, Pfizer has committed to ensure that their quality is top notch and no counterfeit | | |products have been pur chased by their consumers. They have implemented numerous plans in | | |order to assure top quality. This stems from their procurement strategies such as making | | |sure that their suppliers only produce the utmost quality of products. | Finance Audit Checklist – Give an example for each response |1.Where is the organization financially strong & weak as |Yes, the company has a high gross profit margin at 81. 5%, which indicates a strong | |indicated by financial ratio analyses? |position in the market. | |2. Can the organization raise needed short-term capital? |Yes, their operating activity ratios for the most part have improved. For example, their | | |inventory turnover decreased in 2009 to 4. 03 but then increased in 2010 to 8. 07. | |3. Can the organization raise needed long-term capital through |Yes, most of the company’s ratios seemed to have decreased in 2009, but most recuperated | |debt and/or equity? |in 2010. For xample, total asset turnover decreased in 2 009 to 0. 23 but then increased in| | |2010 to 0. 35. | |4. Does the organization have sufficient working capital? |Yes, the company’s working capital increased since 2009. In 2010, the working capital was | | |$18,991 million. | |5. Are capital budgeting procedures effective? |Yes, the company has decided to cut back in R costs in order to save capital | |6. Are dividend payout policies reasonable? |No, the payout for dividends is currently $. 20 per share which is $. 3 less than its | | |number one competitor, Proctor & Gamble | |7. Does the organization have good relations with its investors |Yes, all the financials are reported online and there is a sense of transparency with the | |and stockholders? |investors and the company. | |8. Are the organization’s financial managers experienced and well |Yes, all managers have experience prior to working at Pfizer | |trained? | | R Audit Checklist – Give an example for each response |1.Does the organization have R facilities? Are they adequate? |Yes, Pfizer has the world’s largest research. Pfizer has six main research locations, | | |which include: New York, California, Massachusetts, Connecticut, UK and Missouri. | |2. If outside R organizations are used, are they cost-effective? |N/A, Pfizer does not use outside R organizations. | |3. Are the organization’s R personnel well qualified? |Yes, Pfizer has a rigorous screening process for their scientists that work in R. This | | |is done to ensure a quality product. | |4. Are management information and computer systems adequate? Yes, Pfizer engaged PA Consulting Group to create and implement a rapid, insightful | | |information management solution that would help the company manage and derive value from | | |the wealth of project and agreement information. 14 | |5. Is communication between R and other organizational units |Yes, communication has to be effective when it comes to R and the other sectors. This | |effective? |has to be done to ensure safe, effective products. | |6. Are present products technologically competitive? |Yes, Pfizer has some of the leading medications in areas such as Internal Medicine.The | | |drug Lipitor is the leading drug for the reduction of cholesterol in the industry as of | |

Paradoxical Thinking: Maintaining Stability in Changing Environments Essay

Abstract Post-recession business trends show companies that survive and continue to develop; apply agile business models that respond quickly to external change. Traditionally linear approaches to problem solving such rational goals models or â€Å"cause and effect† thinking were standard in the workplace during the first quarter of the twentieth century. Is â€Å"cause and effect† thinking going to generate the type of results needed to survive with today’s post-recession business dynamics? Complexities of the workplace today require Master Managers to think both creatively and critically to drive results. When leadership applies paradoxical thinking supported by the Competing Values Framework, organizations have opportunities to thrive. Introduction / Definition Change and flexibility are seen as essential components of successful organizations in turbulent environments with strong competition and may be even more important in times of tumultuous crises. Organizations need to run  fast to keep up with the numerous and intensive changes taking place in their environments (Steinkellner and Czerny, 2010) Post-recession business trends prove that companies that survive, develop, and grow use agile business models that respond quickly to external changes. Traditionally linear approaches to problem solving such rational goals models or â€Å"cause and effect† thinking were standard in the workplace in the first 25 years of the twentieth century. Is this approach the most effective use of management’s resources today? Complexities of the workplace require Master Managers to think both creatively and critically to drive results. Paradoxical thinking is the ability to reverse, manipulate, combine, and synthesize opposites† (Ravi , n.d.). What exactly is a paradoxical thinking? It’s the act of considering two seemingly inconsistent or contradictory concepts then harnessing the opposing forces to produce new possibilities. Paradoxical thinking, if applied effectively, can produce innovative solutions to meet and possibly exceed organizational goals. While organizational leaders are expected to stabilize systems, they are also challenged to adjust the existing structural arrangements and patterned behaviors and to ask frame-breaking questions. Managers must send consistent messages and align strategy with structure, but must never allow the organization to settle into complacency. As soon as â€Å"balance† is achieved, it must be destroyed. Managers must have the cognitive complexity and behavioral flexibility that will allow them to shift from one paradigm to another and thus to effectively manage paradoxes and optimize performance (Belasen, 1998). For example, managers want their organizations to be flexible and adaptive, yet integrated and stable. They want higher internal efficiency and profitability and also higher employee commitment and morale. The art of managing and leading organizations today lies in embracing incompatible forces, rather than choosing between them. (Belasen,1998). The Competing Values Framework (CVF) is a powerful integrative model that is rooted in the contradictory criteria of effectiveness that describe managerial leadership. Hence, mapping out the repertoire of leadership roles essential to dealing with paradoxes, and assessing and developing requisite managerial competencies are important strategic human resource goals. Assessing current managerial competencies  and future organizational needs is an important strategic staffing function that can enable top managers to align organizational capabilities with business strategy. The CVF is a powerful theoretical construct with applications that feat ure supervisory roles and competencies, (Quinn, R. E., Faerman, S. R., Thompson, M. P., and McGrath, M. R., 1996). Example of a company that demonstrates paradoxical thinking I work for a global biotech company that develops rapid point-of-care diagnostics. Their products focus on cardiology, infectious disease, toxicology and diabetes. In 2012, the Food and Drug Administration (FDA) audited the company. The FDA found Quality system violations in manufacturing and issued the company a warning letter. In response to this external threat, the company’s leadership went full throttle to defend the organization. During the most intense parts of our remediation efforts, the experience seemed chaotic, however with the new understanding of paradoxical thinking, its clear to me that leadership’s directives were strategically managed. â€Å"Cause and effect† thinking was not complex enough to respond to the FDA’s demands. The work climate internally was intense as we closely followed leadership’s vision. Our organizational shift moved from mainly a Compete quadrant focus, to integrating all four quadrants of the Competing Values F ramework (Collaborate, Control, Compete and Create). Most of our energy was understandably was expended between the Control and Create quadrants. The company’s management energized employees as new cross-functional teams emerged and strove to deliver on new internal and external campaigns to unify us globally. Leadership developed and effectively communicated a new vision framed around shared values of meeting the FDA’s requests, responding to the letter, and releasing quality product back on the market to the patients that needed them. The new shared-vision helped everyone focus on the new, while paradoxically repairing the old. Old processes were scrutinized, evaluated, challenged, and re-evaluated. We had to maintain control of what we were doing correctly while paradoxically implementing new changes. Management also dealt with the economic paradox of not being able to sell viable product while needing to spend on hiring new talent to research, repair, and remediate the findings in the warning  letter. Although the company is still recovering, new internal processes for validating the manufacturing line were eventually implemented and product returned to market. Organizational change, obviously, is often imperative in response to emerging customer demands, new regulations, and fresh competitive threats. But constant or sudden change is unsettling and destabilizing for companies and individuals alike. Just as human beings tend to freeze when confronted with too many new things in their lives—a divorce, a house move, and a change of job, for example—so will organizations overwhelmed by change resist and frustrate transformation-minded chief executives set on radically overturning the established order (Price, 2012). Can one learn paradoxical thinking? Yes, as long as one is open to change and committed to learning new ways of thinking. Embracing the paradoxes can be uncomfortable: it’s counterintuitive to stimulate change by focusing on boundaries and control when a company wants to stir up new ideas. Yet the act of trying to reconcile these tensions helps leaders keep their eyes on all their spinning plates and identify when interventions are needed to keep the organization lined up with its top priorities (Price, 2012). Acceptance involves viewing both sides of competing demands as simultaneously possible, even if they are inherently in conflict. By accepting paradoxical demands, leaders recognize them as an opportunity and â€Å"invitation to act,† rather than as an obstacle (Smith, W.K., Besharov, M.L., Anke, Wessels, A.K., Chertok, M., A, 2012). Paradoxical thinking as a skill related to intelligence. Why is it least used? Paradoxical thinking breaks norms and pushes the limits of complex reasoning and logic. Being able to integrate opposing lines of reasoning to synthesize one common result is a high art. Paradoxical thinking is counter-intuitive and results of this thinking bring change. Barriers to change include fear of mistakes or failure, intolerance of ambiguity, judging or being judged. How management and leadership can utilize paradoxical thinking to improve the organization Once management has determined how to apply paradoxical  thinking, a shared vision needs to be created and conveyed to the organization to give employees a path to follow to reach collective goals. Once individuals grasp a common picture of a desired future everyone can move towards that improved future-state in unison. A shared vision is â€Å"a vision that many people are truly committed to, because it reflects their own personal vision. Shared vision is vital for learning organizations because it provides the focus and energy for learning.† (Senge, 1990). Within the Competitive Values Framework, management can take the opportunity to improve the organization by motivating employees, engaging them in new activities to improve performance and reward them for contributions to change. Leadership can re-structure and revise business process for improved outcomes for customers’ pro ducts and services. Paradoxical thinking can literally re-invent the organization to compete in the modern economy. Leadership must cope with the paradoxical relationship between stability and change to improve the organizations. Conventional management’s approach to paradox are characterized â€Å"by tendencies which encourage polarized, black/white, good/bad thinking†. From an analytical perspective four different modes to cope with the paradoxical relationship between stability and change can be found to (1) accept the paradox, keep stability and change separate and use the paradox constructively, (2) separate the poles of the paradox to different locations or levels, (3) temporally separate stability and change, and (4) advance new conceptions through introducing new concepts or a new perspective. Compared with traditional modes, the paradox of stability and change may intertwine and instead of negating and displacing one another, they can mutually reinforce each other in a process of renewal (Steinkellner, P.F., and Czerny, E. J., 2010). Conclusion â€Å"Cause and effect† thinking hinders mastery as it’s linear approach is not complex enough to delve into the dynamics of today’s organizational environments. Using paradoxical thinking one can taking two seemingly inconsistent or contradictory concepts then harnessing the opposing forces  to possibly exceed organizational goals. Placing paradoxical thinking into the Competing Values Framework gives organizations the opportunity to explore new alternatives and innovate. Innovation is the key to growth in the business environment. References Belasen, A. T., 1998, Paradoxes and Leadership Roles. Retrieved from http://www8.esc.edu/ESConline/across_esc/forumjournal.nsf/wholeshortlinks2/Leadership+Roles Price, C., 2012, Senior executives will better balance people and priorities by embracing the paradoxes of organizational life. Retrieved from http://www.mckinsey.com/insights/organization/leadership_and_the_art_of_plate _spinning Quinn, R. E., Faerman, S. R., Thompson, M. P., and McGrath, M. R., 1996, Becoming a master manager: A competency framework. Retrieved from http://www8.esc.edu/ESConline/across_esc/forumjournal.nsf/wholeshortlinks2/Leadership+Roles Ravi, K. R., Paradoxical Thinking. Retrieved from http://www.krravi.com/paradoxicalthinking.pdf Senge, P., The Learning Organization. 1990 Retrieved from http://infed.org/mobi/peter-senge-and-the-learning-organization/ Smith, W.K., Besharov, M.L., Anke, Wessels, A.K., Chertok, M., A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial Demands. Retrieved from http://www.buec.udel.edu/smithw/Smith,%20Besharov,%20Wessels%20and%20Chertok_Social%20Enterpreneurship%20AMLE_2012.pdf Steinkellner, P.F., and Czerny, E. J., 2010, Educating Managers for a Paradox World – Duality and Paradoxes in Management. Retrieved from http://www.iff.ac.at/oe/media/documents/Paper_38_Steinkellner_Czerny.pdf

National Health and Social Care Essay

The aim of this unit is to act as a focal point for all other units in the programme and embed the vocational nature of the qualification. In addition to the requirement for work experience and the opportunity to relate theory to practice, the unit will enable you to bring together your learning from other units. You will initially explore factors that affect learning, then plan and monitor your own personal and professional development and reflect on it. You will also gain key understanding of the health and social care sectors, including aspects of service delivery, and the fundamentals of research methodology. This unit explores the different ways in which learning can take place and how learning from individual experience can be used to enhance the quality of knowledge, skills and practice. You will initially explore your own knowledge, skills, practice, values and beliefs in relation to working in health and social care. You will then draw up a personal plan for self-development over the duration of the programme. The unit also  introduces you to health and social care service provision. A minimum of 100 hours work experience is required for successful completion of this unit. P1 Explain key influences on the personal learning processes of individuals Task 1 At the beginning of this unit you need to think about what the key influences on learning are. There are various theories of learning, which you need to explain eg Honey and Mumford, Kolb. Write a short explanation of 2 theories about how we learn (not more than 300 words) Task 2: Consider the wide range of influences that may affect an individuals learning. Write an explanation of how the following different influences can affect the ability to learn successfully : – previous learning and experiences – specific learning needs – formal versus informal learning – learning style – time – learning environment – access to resources – attitude and self discipline – aspirations and motivation – priorities in life – health – responsibilities – relationships – others as appropriate (space for study, funding for study) M1 Assess the impact of key influences on the personal learning processes on own learning Task 3: Sketch a timeline to help you collect your thoughts about the factors that have influenced your learning from childhood, school, work and other life experiences. Place significant events and experiences such as starting school, moving house etc on the top of the line. Write the effects on the bottom of the line. Use the timeline to write a personal statement/ analysis of how your own learning has been influenced by the factors listed in task 2 D1 Evaluate how personal learning and development may benefit others Task 4: Carry out some research on PPD and its benefits in health and social acre. Use your placement for information by talking to staff about their learning experiences and career backgrounds. How have these helped them in their work. Consider how your learning has helped others so far. P2 Assess own knowledge, skills, practice, values, beliefs and career aspirations at start of the programme Task 5: This task looks at your own knowledge, skills, practice, values, beliefs and career aspirations at the beginning of the course – consider your strengths and areas for development. The report could help you develop a suitable action plan for pass 3. Skills for learning: These fall into 2 types – study skills and research skills. In the 2 boxes below describe what skills you think you already have in this area. Study skills: Describe what skills you have in the 3 areas of – Literacy – Numeracy – Information and Communication technology Research Skills: Describe what skills you have in the following areas: – Observation – Questioning – Use of the internet – Using feedback – Reflection Support for learning: Describe what kinds of support for learning you could get if you needed it. Eg from tutors, peers, supervisors, mentors, meetings, increased self-awareness, how and where to access information and support on knowledge and best practice Learning opportunities: Describe a variety of opportunities you think you will have to learn during this course eg: Formal learning Informal learning Knowledge gained from classroom activities, placement experiences, independent studies, life experience, employment and voluntary activities. UNIT 6: Personal and Professional Development in Health and Social Care Assignment 2: Be able to plan for and monitor own professional development This assignment will be aimed at the following grading criteria for this unit: P1 P2 P3 P4 P5 P6 P7 M1 M2 M3 D1 D2 Grading criteria will be indicated for specific tasks. Students are reminded of the importance of the correct use of grammar and punctuation. Delivery date: __________________ Assignment due in: __________________ P3 Produce an action plan for self-development and achievement of own goals Task 1: Write an action plan which needs to contain at least 10 short term (up to 6 months) and at least 5 long-term goals (minimum of 18 months). Your action plan must be specific, measureable, actionable, relevant and timely. You will monitor throughout the course for your own self-development and achievement of your goals. You need to include: current knowledge and skills, practice, values, beliefs, career aspirations; self-awareness. Knowledge: review, plan and monitor eg relevant formal and informal learning to date, current contemporary issues, understanding of theories, principles and concepts, understanding of potential careers; gained from a variety of learning opportunities Skills: Communicating: language – verbal, non-verbal; Working with others: eg service users, professionals, peers; Technical: eg IT, use of equipment, creative/craft skills; Research: eg primary, secondary, data handling; Personal eg organisation skills, personal presentation Practice: review, plan and monitor, eg respect for the value base of care, professional interactions with others, co-operative working with others, team work, influence of personal values and beliefs, awareness of need to develop personal value base to support and promote good practice, awareness of the impact of legislation, codes of practice and policies on own practice, responsibilities and limitations Values and beliefs: eg personal values and beliefs, value base of care Career aspirations: career options, preferred choice P4 Produce evidence of own progress against action plan over the duration of the programme Task 2: These goals, in pass 3, need to be monitored at throughout the course – this will usually be after work experience and will involve you describing the progress you have made so far in achieving these short and long-term goals. When you make a change to the plan, enter the date on which you made the change. Write a statement summarising the challenges and circumstances that have affected your progress against your personal goals. Include reasons for any changes you have made to the goals. M2 Assess how the action plan has helped support own development over the duration of the programme Task 3: At the end of the course you need to write an explanation of how your action plan has helped support you personal and professional development over the 2 years of the course. D2 Evaluate own development over the duration of the programme Task 4: Write an evaluation of your own development over the duration of the course. UNIT 6: Personal and Professional Development in Health and Social Care Assignment 3: be able to reflect on own development over time This assignment will be aimed at the following grading criteria for this unit: P1 P2 P3 P4 P5 P6 P7 M1 M2 M3 D1 D2 Grading criteria will be indicated for specific tasks. Students are reminded of the importance of the correct use of grammar and punctuation. Delivery date: __________________ Assignment due in: __________________ P5 Reflect on own personal and professional development Task 1: On work experience you will keep a professional practice portfolio of your development, which will form part of your personal and professional development portfolio. The Professional development portfolio will contain: professional practice log book, structured appropriately for assessment of unit and nature of evidence, indexed, authenticated records to demonstrate personal progression in developing own knowledge, skills, practice and career aspirations over time, variety of contexts for learning and development Task 2: using relevant evidence from the list below write an account of your personal and professional development. Relevant evidence: formal, eg assessment, observations, witness testimony from direct observation, placement reports, feedback from tutors and supervisors, tutorial/career records, certificates, personal statements, application forms or CVs; informal eg diary, peer reviews, reflective accounts, records of events, Support for development: from tutors, peers, supervisors, mentors; meetings; increased self-awareness; how and where to access information and support on knowledge and best practice Reflect on own development: linking theory to practice; linking practice to theory; achievement of personal goals in terms of knowledge, skills, practice, values, beliefs, and career aspirations; influence of personal values and beliefs; impact of others on evoking development of self M3 Use three examples to examine links between theory and practice Task 3:you need to write about three examples from your work experience that explain how what you have practiced in the workplace is influenced/linked to a theory. The theory could be from psychology eg Bowlby’s theory of  attachment and the importance of settling-in policies in nurseries or from other units studied UNIT 6: Personal and Professional Development in Health and Social Care Assignment 4: know service provision in the health and social care sectors This assignment will be aimed at the following grading criteria for this unit: P1 P2 P3 P4 P5 P6 P7 M1 M2 M3 D1 D2 Grading criteria will be indicated for specific tasks. Students are reminded of the importance of the correct use of grammar and punctuation. Delivery date: __________________ Assignment due in: __________________ P6 Describe one local health or social care service provider identifying its place in national provision Task 1: Write a description of one of your placements and identify how it fits in with national provision. You could use a diagram or chart to show this. You will need to describe the following: Type of provision (what service does it provide, what are its aims and objectives) Who funds it Who can go there (access the service) Any barriers there are to accessing the service The organisation’s Policies and Procedures How the service fit in with national provision Task 2: write an introduction to a plamflett for the above named placement on Provision of services within the UK: national framework relevant to home country; primary, secondary, tertiary; regulators Local health or social care service provider: eg type of provision, funding, access, potential barriers to access, organisational policies and procedures; how the service fits within national framework P7 Describe the role, responsibilities and career pathways of three health or social care workers Task 1: Write a brief description of the following roles, responsibilities and career pathways. Health and social care workers: health and social care professions, eg nursing staff, social workers, professions allied to medicine; technical support professionals, eg medical and non-medical laboratory staff; other support professionals, eg managers, administrators; role of professional bodies; career pathways, training and qualifications, workforce development; codes of conduct, roles and responsibilities; multi-disciplinary teams Task 2: You then need to find out about the roles, responsibilities and career pathways of three people who work there. You may like to interview them about their jobs, responsibilities and careers. To do this you will need to prepare a questionnaire beforehand. The questionnaire/notes taken must be submitted as evidence for this task.

Managing small and Medium Enterprises Year 3 Essay

Managing small and Medium Enterprises Year 3 - Essay Example ABC Toys is now penchant to expand business to four major Australian cities named Sydney (city of 4.6 million residents), Melbourne (city of 4 million residents), Perth (city of 1.7 million residents) and Adelaide (city of 1.2 million residents). The company knows that there are more than 2.9 million 65-years old and above citizens across Australia (CIA Fact Book, 2010), whereas the population of senior citizens is much higher if company includes citizens of 55-years and above. For instance, the individualistic cultural values in Australia have sidelined old citizens who are normally sent to old and elder care houses or community centres. Whereas, a large majority of those who live with their families do not receive sufficient attention due to busy working life of family members (BJ, 1993) ; (Parson, 1993) ; (McIntosh & Phillip, 2003). Therefore, there is immense potential in expanding business of senior citizens’ toys, instruments and games across Australia. Policy-makers have expressed the importance and benefits of market development, thereby forecasted first year sales (April 1, 2011 – March 31, 2012) from all operations will be between $0.3 million in Sydney, $0.3 million in Melbourne (April 1, 2012 – March 31, 2013), $0.2 million in Perth (April 1, 2013 – March 31, 2014) and $0.2 million in Adelaide (April 1, 2013 – March 31, 2014). The company has planned to inaugurate 3 outlets (one after another) in Sydney followed by opening of 3 outlets (one-by-one) in Melbourne besides distribution operations; while 2 outlets will be opened in Perth and Adelaide each. However, the success of first outlet is a prerequisite for opening new stores in these new markets. ABC Toys (hypothetical), which was inaugurated in 2006 masters in production and selling of toys, activity games and instruments for infants (6 months – 3 years), tweens (3 - 12 years), teens (12 – 16 years) and senior citizens (65

Monsoon Essay Example | Topics and Well Written Essays - 3000 words

Monsoon - Essay Example Whereas buyers have a specific role in ensuring that there are productive relationships with suppliers besides negotiating on various important details that includes prices, exclusivity, and well as the distribution channels. On the other merchandisers are usually responsible for ensuring that an organization’s stock performs well within the market. Nonetheless, both merchandisers and buyers perform different functions in respect to organizations. The following discussion aims to develop a critical understanding of the various roles and responsibilities of buyers and merchandisers. The breath of activities that the buying & merchandising function undertake in delivering this requirement successfully is explored in this paper that comprises two parts (Jackson & Shaw, 2001). The paper also creates an understanding of development, creation, supply, and delivery of a fashion product range in respect to buyers and merchandisers (Goworek, 2007). Buyers and merchandisers play a significant roles and responsibilities towards ensuring that there is a fashion product range capable of meeting the demands, tastes, and preferences of consumers (Goworek, 2007). Firms involves in fashion development have to create effective product range that will definitely take care of all the existing and potential customers. The following are some of the functions of buyers and merchandisers in respect to fashion industry. A typical buyer has various roles and responsibilities in ensuring that there is a good fashion product range that meets the demand, tastes, preferences, and needs of the consumers (Goworek, 2007). One of the functions of buyers within buying and merchandizing involve monitoring and maintaining of the gross margin plans through engaging in controlling markups, shortages, stock levels, markdowns, and turnovers. A fashion buyer has the

International entrepreneurship and innovation Essay

International entrepreneurship and innovation - Essay Example It makes life comfortable for a lot of people but the strength of Cochlear Property is that it is a unique technology which cannot be easily replicated due to the fact that the company has a patent right to the technology. The second factor responsible for the success of Cochlear Property is the Australian governments policy of encouraging pharmaceutical and medical research entities. This provided the much needed capital which was used to get the company to move to a high pedestal in its operations and attain a sustained level of productivity. The fourth element of the success of Cochlear Property is the fact that the company has been able to penetrate specific markets. This is because it is a specialised product that is suitable for deaf people in different parts of the world. The ability to get the products to consumers makes the company solvent and keeps it going. Risk-reward trade off refers to balancing entrepreneurial risk for rewards in the form of profits or revenues (Mankiw, 2012). Cochlear has a technology that is unique, distinct and very much in demand amongst a particular niche of the markets around the world. However, the risks relate to the challenge of financing. Hence, financing risk was the main and central risk that faced Cochlear Property. The main risks involve the internationalisation of the company through the acquisition of funds. The low capital and the the need for internationalisation came with the challenge of raising funds and this had the inherent risk of destabilising the company and its capital structures as well as its going concern status. Acquiring funds from sources that proved to be extremely expensive meant the company would pay too much money to finance their debts. This will mean too much interest to be paid at different points in time and this could cut down profitability and lead to the collapse of the company. On the other hand, equity financing meant the risk of opening the door

LEE IACOCCA Essay Example | Topics and Well Written Essays - 1250 words

LEE IACOCCA - Essay Example The biography of Lee Iacocca happens to be the story of an ordinary person who took the initiative, as and when the life presented opportunities to him and made something out of himself. One thing that set apart Lee Iacocca’s leadership style from others was that he happened to have a strong conviction in his ideas and beliefs. Part of the issues that Iacocca faced at the Ford Car Company was that he seldom hesitated from sitting down and defending the ideas and views that seemed right and effective to him. No wonder Lee Iacocca’s personality carried an immense sense of charisma that made others trust him, believe in him and follow him. Hus style of leadership was marked by a sense of courage that not only motivated others to do their best, but also assured his followers that if anything went wrong, he will be there to help and defend them as Iacocca says, â€Å"Leadership means setting an example (Iacocca & Novak 241)†. The communication style of Iacocca was mar ked by astuteness in being able to and willing to talk about facts, even when they sounded unpalatable and unsavory. I was his ability to bear with hard facts that helped him turnover Chrysler. In the context of Kouzes-Posner model of leadership one thing that Iacocca learned when he was fired from Ford was the fact that a leader ought to set the principles as per which people need to be treated and made to achieve the goals. Iacocca possessed remarkable people skills. Iacocca not only firmly believed in his vision, but also had the ability to make others trust his vision and do their best to further and facilitate that vision. One thing that Iacocca did after joining Chrysler was to challenge the status quo and to question the way things were done earlier, so as to do away with the old flab and make the company focus on the things that added to its success. Both at Ford and at Chrysler, Iacocca pursued a collaborative approach with his team members and acted as a leader who believe d in empowering others. It was Iacocca’s ability to keep alive the hope and belief at Chrysler that enabled him and the people working with him to make Chrysler a success. The personality of Iacocca possessed a trait that happened to be both his strength and a weakness. One thing that made Lee Iacocca peculiar was that he tended to be quiet emotive about his professional life. He associated with his work with a marked sense of emotional passion and took both the success and the failures coming his way with an emotive sense of conviction. For instance when Iacocca was fired from Ford, instead of merely taking it as one other aspect of his job, Iacocca rather took this instance quiet personally and meditated on the impact that firing had on his personal and family life. However, one could certainly say that this emotive sense of temperament could have turned out to be a tragic flaw in any other person, but Lee Iacocca instead of allowing his emotions to benumb and stymie him, r ather used them to his advantage and moved on to utilize his innate talent to make Chrysler a burgeoning success. On thing that could be strongly attributed to Lee Iacocca’

Politcal Science Essay Example | Topics and Well Written Essays - 500 words

Politcal Science - Essay Example On 20.7.1962, President Kennedy made a statement signing Bill Accelerating the Development of the Pacific Islands Trust Territory and the statement was an expression of happiness and satisfaction2 as he was concerned about it prior to becoming President. The President, hailed as a visionary, had nothing against the law and hoped for best results. On 12th August 1998, President Clinton made a statement3 "These are tough times for many American farmers. We must continue to look for ways to help our farm communities get through them." This statement finds the President in total agreement with Congress and he was merely showing his concern and compassion that might lead to further actions to fortify the present law. So, Presidents make them only they have strong feelings about a certain law and involved in it in one way or other. There had been various remarks on recent presidential signing statements. Gregory Borse proclaims that Presidential signing is not 'bypassing law'4. According to him, 'it accrues extra-constitutional powers of the President to the executive branch'. Technically speaking, it is a note that the President makes after signing, a token of his involvement. Or simply calls attention to an aspect of the bill that President believes to be in violation of Constitution. Signing statement could be used as a weapon against the encroachments of Congress on Executive authority.

Present the current status of gene therapy for retinal diseases Research Paper

Present the current status of gene therapy for retinal diseases - Research Paper Example Diseases of the eye which have the potential of being treatable with gene therapy in future are retinitis pigmentosa, proliferative retinopathy, autoimmune uveitis, gyrate atrophy, age-related macular degeneration, retinoblastoma and Leber's congential amaurosis. Thus gene therapy has the potential to treat various inheritable retinal diseases in future. As of now, no product has been approved for clinical use and most of them are in clinical trial stage. Introduction Whenever a particular gene is defective or absent, there is either absence of a particular protein, or there is production of abnormal protein or the amount of protein produced is insufficient. This causes diseased states. Many of these diseases can be either prevented or treated by replacing the abnormal gene, or by introducing the absent gene or by supplementing the defective gene. Using genes thus to prevent or treat a disease is known as gene therapy (HGPI, 2009). This is an experimental technique and is done by ins erting genetic material into the patient’s cells. The genes thus introduced exert their benefits by either compensating for the abnormal genes or by producing beneficial protein or by supplementing the abnormal gene (Hecht, 2004). ... g genetic material into cells that cause cancer cells to revert back to normal cells, delivering genes of bacteria or virus as a form of vaccination, elivering genetic material that either impedes or promotes growth of a new tissue and delivering genetic material that stimulates healing of a damaged tissue (Hecht, 2004). Currently, research is going on for gene therapy by various approaches in different parts of the world for various diseases like combined immuno-deficiencies, hemophilia, Parkinson's disease, cancer and even HIV. Thus, gene therapy has emerged as one of the novel treatment strategies for several untreatable diseases (Singh and Tripathi, 2002). One significant area in which enormous research has been done with regard to gene therapy is retinal diseases. In this article, the current status of gene therapy for retinal diseases will be discussed through review of suitable literature. Why is retina suitable for gene therapy? Several genes which are responsible for various inherited retinal disorders have been identified (Dejneka and Bennett, 2001). Eye, especially retina, is one of the best suitable targets for gene therapy because of easy accessibility and allowance for local application of various therapeutic agents, along with decreased risk for systemic effects. Another major advantage is that the effects of therapy can be monitored through various non-invasive tests. Of the parts in the ocular system, retina is the most suitable candidate for gene therapy. This is because; the amount of virus that needs to be injected into the retina is just 1/1000 of that needed for other systemic diseases (Singh and Tripathi, 2002). The blood ocular barrier that is present in the eye separates eye from other parts of the body and protects retina. This barrier

Occupational Therapy Assistant Essay Example | Topics and Well Written Essays - 250 words

Occupational Therapy Assistant - Essay Example The decision I made has been coupled by a lot of adjustments I have to make in my life so as to be the perfect person I want to be. Being that my occupation involves interaction with people of different ages, I am learning how to handle the old and young patients who might be put under my care. The old need special treatment as well as the young. Since the work as an occupational therapist assistant may mean working in hospitals, outpatient clinics, schools, rehabilitation centers, nursing homes and even mental health facilities, I am currently adapting to different lives and different people. I know it is not a walk in the park working in a mental health facility, but yet again, I understand how much these patients need someone like me to look after them. For this reason, having understood the difficulty involved in working under these conditions, I have trained myself to be adaptable to any circumstances that might be associated with my

Inequalities and Incentives in the Nigerian Education System Literature review

Inequalities and Incentives in the Nigerian Education System - Literature review Example From the report it is clear that education promotes equality of opportunity, citizenship, social inclusion and economic development. For this reasons, education equality should be encouraged. Several variables are attributed to the outcomes of unequal educational. Such variables include origin of the family, gender, social class, and earnings, achievements made in life, health status and political participation. An education incentive refers to a program or formal scheme used to promote and encourage teachers and students to produce better results and the best out of education. An incentive program aims at giving or producing better and the best results out of something. Implementation of good education incentive program improves the learning performance and tries to eradicate education inequalities.This research declares that  in third world countries, research methodology is based on the differentiation of initial idea to get to a strong hypothesis and this technique is being use d from decades, although, research in such countries exclusively lack empirical analysis of the basic idea due to lack of practical resources.  Research methodology being followed in developing and developed nations have independent research protocols which mainly include educational infrastructure of a country, employee-employer relationship based on educational standards and least differentiated class structures.

Child molester and a killer Essay Example for Free

Child molester and a killer Essay As we talk about behavior, we can discuss about how certain behavior runs to becoming evil in such a way that nowadays and even before time, where war has occurred, this behavior exist. McCarthy wrote a book entitled â€Å"Blood Meridian† where he puts all the unprovoked violence by the monstrous Judge, Holden, who is a compulsive child molester and a killer as well. This is an epic novel during the expansion of West America sabotage Western novel and the mythology of the Wild West with full violence and wickedness. In this book, it shows the styles of evil acts and wants us to witness evil for us to fully affirm its mysterious reality. As we studied about the origins of behavior, we can also say that man has a natural evil instinct which can be manifested by certain evil actions. McCarthy expresses human behavior in the same way he talks about the animals in his stories. He used such magnificent language which was cited by the critics, and it merely represents the uncompromised crucial period of American history and McCarthy exclaim in his Blood Meridian, that goes ahead of Gothicism and naturalism, to conjure up a bloodletting feast in the American Southwest. Elie Wiesel comes into picture, who in real life; experience a deep shocking experiences and emotions during the Holocaust in the hands of the Nazis. At these times, he and many other prisoners experience mental and physical torture and they have been stripped of their humanity. According to Elie, prisoners become wild beasts of prey, with animal hatred in their eyes; a strange energy had held them, and their teeth and nails had been sharpened. This elevates humanity from immorality at its separation point. She wrote a book entitle â€Å"Night† which reveals that cruelty raise cruelty. Both McCarthy and Elie have written about the negative side of human behavior and depict the scenario during those times. She said prisoners turn against each other rather than giving comfort to each one of them. Captured from the book itself, when a Kapo is speaking to Eliezer, he saidâ€Å"Here, every man has to fight for himself and not think of anyone else. . . . Here, there are no fathers, no brothers, no friends. Everyone lives and dies for himself alone† which illustrates the wickedness of some human beings. In contrast with Elie and Cormac McCarthy, in woman in the person of Hannah Arendt tries not to compare human behavior to animals. Hannah had written â€Å"Eichmann in Jerusalem† wherein she made an authoritative report about the trial of Adolf Eichmann, a Nazi leader. She takes account of supplementary factual material that gives enlightenment after the trial. She soberly state in her book that Eichman was not actually a Nazi at heart, and he was in fact a meek man because he was not really aware of Hitler’s euthanasia program and he is also helpful to the Jews in Palestinian immigration. Hannah Arendt’s shows that she is not only a thinker but also a moral human being because of putting herself in the place of the judge and jury in the courtroom of Jerusalem to major perpetrators of the murder of European Jewry. Hannah Arendt analyze Eichman’s personality instead of looking at him does not try to psychologically analyze it. It was in the end come out that Eichman is just an ordinary man who has been driven by the call of his career, and it turns out that he doesn’t really have personal hatred with the Jews. As we try to analyze the three authors point, we can generalize that evil behavior of man only comes out when time calls for it and is the result of frustration for human desires, denial human faculty, failure to realize human potential as well lack of education. It is indeed true that mans animal nature or human nature is not basically evil. It just happened when there is an incomplete development, deficient cognition and dichotomous perception of reality that would ultimately direct to misinterpretation and disagreement, obliteration, and wars by the people who the power and has no understanding which we have greatly seen it in this study.

A Project Scope Management

A Project Scope Management Scope is the description of the boundaries of the project. It defines what the project will deliver and what it will not deliver. Scope is the view all stakeholders have from the project; it is a definition of the limits of the project. Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required to complete the project successfully. Project scope managements primary concern is with defining and controlling what is and is not included in the project. One of the leading causes for project failures is poor management of the project scope, either because the project manager did not spend enough time defining the work, there was not an agreement on the scope by stakeholders, or there was a lack of scope management which leads to adding work not authorized or budgeted to the project, this is known as scope creep. Scope creep, or the uncontrolled changes in a projects scope, is the tendency of a project to in clude more tasks than originally specified, which often leads to higher than planned project costs and an extension of the project end date (Cook-Davies, T. 2002) The purpose of scope change management is to protect the viability of the approved Project Contract (or agreement) and the approved Project Logical Framework (Logframe). In other words, the Project Contract defines the overall scope of the project, and the Logframe which establish a causal link between inputs, processes, outputs, outcomes and objectives of the project. It is not possible to assume there will be no changes during the life of the project. For example, changes may come from the beneficiaries who want additional deliverables, then the initial estimates for budget, and schedule may no longer be valid. If the donor agrees to include the new work into the project scope, the project manager has the right to expect that the current budget and deadline will be modified (usually increased) to reflect this additional work. This new estimated cost, effort and duration now become the approved target (Cook-Davies, T. 2002) All changes to the project scope must be approved by management and the donor; this is one of the principal requirements for scope management. This is not to say the objective of scope management is to avoid any changes to the initial agreement; development projects, due to their nature are initiated mostly on general assumptions. It is expected that as the project makes progress, additional information will lead to new insights that require the project to change its approach and its plans. The purpose of scope management is to establish a process that will allow the incorporation of changes by ensuring the changes contribute to the ultimate goal of the project, changes are agreed by stakeholders and approved by management and the donor. Scope management consists of a series of tasks and steps designed to help the project manager manage the project deliverables, the steps are: (Cook-Davies, T. 2002) Defining the Scope Assigning Scope Work Verifying the Scope Adapting the Scope DEFINING PROJECT SCOPE Defining the project scope is identifying all the work that the project will accomplish in order to achieve its final goal. The work includes the activities identified in the Logframe and the activities the project team has identified that will be necessarily to support the project, these includes activities such as team capacity building, stakeholder management, meetings and project presentations and all significant activities that will consume project resources (Gardiner, P. D. 2005) Project Scope Statement The Project Scope Statement is used to develop and confirm a common understanding of the project scope among key project stakeholders. The scope statement should include the project justification, a brief description of the project outputs and its intended benefits, a brief summary of the project major constraints, assumptions and dependencies with other projects or external initiatives and a statement of what constitutes project success. This document is used as a communications tool with all project stakeholders to ensure all have a common perception of what the projects is and what it is not, it is also used to communicate any approved changes made to the project (Gardiner, P. D. 2005) The project justification describes the need that the project will satisfy or the problem it will address. For example, the increase of economic income of a target population. It also describes the communities or groups of beneficiaries that will benefit from the project outcomes and the locations were the project will work. The brief description also summarizes the tangible outputs of the project such as the number of beneficiaries that received a loan. Project constrains include any significant limitations either imposed by the donor, the beneficiaries or local conditions. For example the beneficiaries may impose the project doesnt include work during harvesting season, or that the donor requires the project to be completed by a certain date. Project assumptions include a list of the conditions that are expected to exist for the project to be a success; conditions that are accepted as true without proof or demonstration, such as the labor contribution of the beneficiaries to complete an activity in the project. Project dependencies are either internal or external factors on which the project is dependent, such as another partner organization that will deliver services or goods that will be used by the project, for example the road reparation work a local municipality needs to complete for the project to have good access to the community. Project success is defined by the stakeholders, specially the donor and the beneficiaries. Success is not only meeting and completing the project activities on time, under budget and in the expected quality that is acceptable to the donor and stakeholders, but how the project outputs produced the desired outcomes that contribute to the well being of the beneficiaries. Success is ultimately defined by the beneficiary so it is good practice to ask and document what the beneficiary expects the project. The project scope statement is the most important tool the project has to frame the project, it is used to evaluate every change request and helps communicate the limits of the project to a wider audience. It is also used as a project information document that puts in concise terms what the project will do (Gardiner, P. D. 2005). Work Breakdown Structure Once the Scope Statement has been completed, the next step to further define the scope is to break it down to its most manageable pieces. The purpose is to develop a complete list of all the tasks that are needed by the project, this list will be used to determine the resources requirements such as the time, skills and cost estimates. It is also used as a baseline for performance measurement and project monitoring, and supports the clear communication of work responsibilities. The output is the Work Breakdown Structure or WBS (Leach,L.P. 1999) The Project Work Breakdown Structure is an outcome oriented analysis of the work involved in the project and defines the total scope of the project. It is a foundation document in project management because it provides the basis for planning and managing the project schedule, budget and requests for any changes or deviations from plans. The WBS is developed in the form of an inverted tree structure, organized by objectives; it looks like an organizational chart which helps visualize the whole project and all its main components. A Work Breakdown Structure (WBS) is a project management technique for defining and organizing the total scope of a project, using a hierarchical tree structure. The first two levels of the WBS define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. At each subsequent level, the children of a parent node collectively and exclusively represent 100% of the scope of their parent node. A well designed Work Break Down Structure describes planned results rather than planned actions. Outcomes are the desired ends of the project, and can be predicted accurately; actions comprise the project plan and may be difficult to predict accurately. A well-designed WBS makes it easy to assign any project activity to one and only one terminal element of the WBS (Leach,L.P. 1999). ASSIGNING SCOPE WORK Once all the work needed to accomplish the project has been identified the next step in the scope management process is to assign the work to the people responsible for it. Inputs to this step include the WBS, the project schedule that identifies when each activity or task should occur, and the Resource Requirements Matrix (RRM), which identifies the skills required to accomplish the activities, this matrix us used to select the project team. Elements of this step include the actions to assign scope work to the project team via the Work Assignment Sheet, and assign work to consultants via the Scope of Work document; part of this process includes collect information on the work completed, get and acceptance of the work by the beneficiaries. (Leach,L.P. 1999) Work Assignment Sheet: The assignment sheet should include the date of the assignment, the expected completion date, the beneficiaries involved and the locations of the activities and any other resources needed to accomplish the activity or task. Depending of the skills and authority of the team member the assignment could be at the objective level or at the task level, but should include a brief description of the instructions or approaches selected to carry out the activity. For example a technical professional may be assigned to accomplish an objective using gender based approaches, while a field worker may be assigned a task to collect baseline data on a specific community using detailed instructions and forms. Scope of Work (SOW) Scope if work is a similar process, but in this case the work is assigned to a contractor or consultant hired to deliver a specific work for the project, The Scope of Work or SOW usually follows a Terms of Reference (TOR) that helped define the objectives and select a consultant to do a specific work that required skills not present in the team or organization. At the completion of the work the consultant should present a document that informs on the progress made and the results and outputs generated by the SOW (Leach,L.P. 1999) VERIFYING THE WORK This step refers to the actions required to ensure that the work delivered meets the specifications of the project and it is used as a guarantee that the project is delivering the promised quality in its work. At the end of the assignment the team members or consultants, report the activities accomplished, any deviations from the plan, changes or modifications to the activity and any information that will help update the project plan. Scope Verification Scope verification deals with obtaining the stakeholders formal acceptance of the completed project work scope and the goods or services delivered. Now, the verification of the project scope includes re-viewing the deliverables to make sure that each is completed satisfactorily. If the project was discontinued earlier, the project scope checking process shall establish and document the level and extent of completion (Turner,J.R.2000). Work Acceptance Once the scope verification confirms that the work meets the requirements of the project, the next step is to obtain acceptance of the work; work acceptance is needed in cases when the beneficiary needs to give testament that the work or activities delivered by the project were achieved as agreed, and that they met the needs of the beneficiaries within the scope of the project. Change Requests Out from the delivery of work and the verification of work, requests to change the scope may occur based on new insights gained on the project, changes in the original conditions or assumptions of the project or discovery of new opportunities. Changes are not necessarily made to correct a situation but could also include changes in approaches or strategies that will impact the project scope. Changes can originate from the project team, beneficiaries, organizations management, or the donor. In any case the project manager should use the Project Scope Change Control Plan defined to manage the process or change request, obtain approval and incorporate and communicate the changes (Turner,J.R.2000). ADAPTING THE SCOPE Once changes to the project scope have been approved, the project needs to update all project plans and communicate these changes to the stakeholders and inform the way the changes will impact the project. Adapting the scope is a step whose sole function is to incorporate changes that will provide improvements to the project and increase the chances for its success (Turner,J.R.2000). Example of the Project Scope Management: Tsunami hits the costal line of India, thousands of people suffered. Government decided to have technology with them using which they can detect the possibility of such natural disaster in advance. Considering this as the project: Define the scope of the project In clear terms, the project here is to develop a new technology with which we can detect the possibilities probability of the occurrences of the natural disasters before they occur so as to save lives of many people. Scope of the project: The scope of the project is defined as the sum total of the projects products their requirements or features. Thus according to this definition of ours, the scope of the current project is: Finding is a similar technology (Less advanced useful) available so that its easy to modify the same to create a new better one. Decide whether the new technology should be feasible enough as to accommodate almost all types of disasters (Like tsunami, earthquakes, cyclones, etc) Finding the availability of the technical other staff so that the project is not delayed. Whether this is to be a portable hardware machine (as a technology), one for each type of disaster OR a heavy one, dealing with (almost) all types of disasters. In case this technology fails at any point of time, what are the backups. (Turner,J.R.2000). Conclusion: At the end of each project phase or at the completion of a significant milestone the project needs to capture the lessons learned in managing the project scope. This include the causes or reason why something did not went according to plans, the causes that contributed to success, and the actions the project took to deal with an issue or challenge. The idea behind is to capture the lessons right after an action and not wait until the end of the project; the project should incorporate a practice that builds a discipline and a routine to capture lessons continuously and creates spaces for the project team to reflect on the lessons and incorporate them in the next phases or cycles of the project. References: Pinto, J. K. and Slevin, D. P. (1988) Critical Success factors across the project, Project Management Journal, 19(3): 67-75 Cook-Davies, T. (2002) The â€Å"real† success factors on projects, International Journal of Project Management, 20(3): 185-90. Gardiner, P. D. (2005) Project Management A strategic planning approach, Palgrave -Macmillan, New York, USA. Leach,L.P.(1999)Critical chain project management improves project performance. Project Management Jour-nal 30(2),39-51. Wheelwright,S.C. and Clark,K.B.(1992)Creating project plans to focus product development Harvard Business Review Mar-Apr,70-82. Turner,J.R.(2000)Editorial: the global body of knowledge. International Journal of Project Management 18(1),1-5. Barber,P., Tomkins, C. and Graves, A.(1999) Decentralised site management-acasestudy. International Journal of Project Management 17(2),113-120. Atkinson,R.(1999)Project management: cost, time and quality, two best guesses and aphenomenon, its [sic] time to accept other success criteria. International Journal of Project Management 17(6), 337-342.