A Report on Overview of Indian Two Wheeler Industry and Bajaj Automobile Ltd Essay Example

A Report on Overview of Indian Two Wheeler Industry and Bajaj Automobile Ltd Essay Two Wheeler Industry Overview India is the second largest producer and manufacturer of two-wheelers in the world. Indian two-wheeler industry has got spectacular growth in the last few years. Indian two-wheeler industry had a small beginning in the early 50s. The Automobile Products of India (API) started manufacturing scooters in the country. Bikes are a major segment of Indian two wheeler industry, the other two being scooters and mopeds. Indian companies are among the largest two-wheeler manufacturers in the world. Hero Honda and Bajaj Auto are two of the Indian companies that top the list of world companies manufacturing two-wheelers. The two-wheeler market was opened to foreign companies in the mid 1980s. The openness of Indian market to foreign companies lead to the arrival of new models of two-wheelers into India. Easy availability of loans from the banks, relatively low rate of interest and the discount of prices offered by the dealers and manufacturers lead to the increasing demand for two-wheeler vehicles in India. This lead to the strong growth of Indian automobile industry. Kinetic Honda was introduced in the Indian market during the mid 80s. The main feature of Kinetic Honda is its ease of use. This helped the youngsters and the women to buy scooters. Key players in the Two-wheeler Industry : After facing its worst recession during the early 1990s, the two-wheeler industry bounced back with a 25% increase in volume sales in February 1995. The scooters are considered as family vehicles. There are many two-wheeler manufacturers in India. Major players in the 2-wheeler industry are Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor Company Ltd (TVS). The other key players in the two-wheeler industry are Kinetic Motor Company Ltd (KMCL), Kinetic Engineering Ltd (KEL), LML Ltd (LML), Yamaha Motors We will write a custom essay sample on A Report on Overview of Indian Two Wheeler Industry and Bajaj Automobile Ltd specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on A Report on Overview of Indian Two Wheeler Industry and Bajaj Automobile Ltd specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on A Report on Overview of Indian Two Wheeler Industry and Bajaj Automobile Ltd specifically for you FOR ONLY $16.38 $13.9/page Hire Writer India Ltd (Yamaha), Majestic Auto Ltd (Majestic Auto), Royal Enfield Ltd (REL) and Honda Motorcycle Scooter India (P) Ltd (HMSI). Types of Two-wheelers in India : There are mainly three types of two-wheelers available in India. They are Motorcycles, Scooters and Scooterettes/Mopeds. Motorcycles in India : Bikes comprise a major segment of Indian two wheeler industry. Company : Bajaj Auto LtdCompany : HERO HONDA * Bajaj Avenger * Bajaj CT 100 * Bajaj Platina * Bajaj Discover DTSi * Bajaj Pulsar DTSi * Bajaj Wave * Bajaj Wind 125 * Sonic DTSi* Hero Honda Achiever * Hero Honda CD Dawn * Hero Honda CD Deluxe Hero Honda Glamour * Hero Honda Glamour-Fi * Hero Honda Karizma * Hero Honda Passion Plus * Hero Honda Pleasure * Hero Honda Super Splendor * Hero Honda Splendor NXG * Hero Honda CBZ X-Treme Company : Kinetic Motor CompanyCompany : TVS MOTORCompany : Yamaha Motor India * Kinetic Aquila * Kinetic Boss * Kinetic Challenger * Kinetic Comet * Kinetic GF * Kinetic Stryker * Kinetic Veloc ity* TVS Apache * TVS Centra * TVS Fiero * TVS Star * TVS Victor* Yamaha CruxS * Yamaha G5 * Yamaha Gladiator Scooters in India : The scooter and the scooterette share in the Indian two wheeler market is 13. 4%. The main models available in India are Bajaj Chetak, Honda Eterno, Kinetic Blaze, LML NV SPL and LML Select II. Scooterettes/Mopeds : TVS Motors launched Indias first 50cc, 2 seater moped: TVS Moped 50. TVS also launched Indias first indigenous scooterette: Scooty in 1994. This segment has about one-fourth share in the Indian two wheeler industry. The major models available in India are Bajaj Wave, Bajaj Kristal DTSi, Bajaj Blade DTSi, Hero Honda Pleasure, Kinetic Kine, Kinetic 4S, Kinetic Nova, Kinetic Zoom, Kinetic V2 Range, Kinetic King 100, Kinetic Luna Super, Kinetic Luna TFR, Yo Smart, Honda Dio, Honda Activa, TVS Scooty and TVS XL. Bajaj Automobile Ltd. Bajaj Auto Ltd. (BAL) is one of the oldest and the largest manufacturer of automobiles in India and has been the market leader in scooters. In 1990s, the near monopolistic market structure, perhaps, lulled the company into being complacent and they gave way to the competitors like Hero Honda and TVS. Hero Honda and TVS Suzuki tied up with foreign majors to bring in the latest in terms of aesthetics and technology, and Bajaj failed to gauge the changing tastes of consumers. In 1990s, there was a marked shift in customer preference from scooters to motorcycles. Bajaj found itself at a loss here, as this was largely an unchartered territory. Here in this work, I started with the industry analysis, company analysis, portfolio analysis, and then moved on to exploring the strategies adopted by BAL to reinvent itself and once again become a market force to reckon with in the Indian two-wheeler industry. The Company Bajaj Auto is the flagship of the Bajaj Group of Companies. Bajaj is currently Indias largest two- and three-wheeler manufacturer and one of the biggest in the world. Bajaj has long left behind its annual turnover of Rs. 2 million (1968), to currently register an impressive figure of Rs. 81. 06 billion. Current Situation Current Performance BAL is currently outperforming the industry growth rate in two-wheeler segment with 32% growth in year 2004-05 v/s industry growth of 19%. Market share in Motorcycles is improving with every passing year. It has also increased from 28% in 2004-05 to 31% in 2005-06. Annual turnover for the year 200 5-06 is Rs. 81. 06 billion v/s Rs. 63. 23 billion a year before an increase of 28% which is very healthy. BAL has significant presence in all the three basic segments Price Segment, Value Segment and Performance Segment and has been showing increased sales in all the segments over years. Besides this, BAL is a market leader in two-wheeler exports and it consists a great chunk of there overall revenues. Currently, BAL is selling over 1 lac motorcycles annually in Sri Lanka, further, they are commanding 50% market share in Central America. Profile Change in Indian Two-Wheeler Industry The demand shift from scooters to motorcycles in the 1990s was without parallel in any comparable product category in India. This was mainly attributed to the change in customers preference towards fuel-efficient and aesthetically appealing models, which scooter manufacturers failed to provide. The delayed launch of new, advanced scooter models, fear of four-stroke scooters being prone to increased skidding risks and vibrations, and the difficulty of maintenance also contributed to this shift. Interestingly, the growth in the motorcycle segment was mainly driven by the demand from rural and semi-urban consumers. An estimated 60% of the demand for motorcycles came from rural and semi-urban customers. The rise in their disposable incomes on account of good monsoons in the 1990s provided the normally conservative rural and semi-urban customers with extra money that induced them to experiment with new, innovative products. Shift from Scooter to Motorcycle Advanced technology, larger wheelbase, higher ground clearance and the ability to ride on bad roads with less effort and less danger of skidding and decreased maintenance cost were the other factors that encouraged customers to choose motorbikes over other two-wheelers. The Industry Analysis Five Forces Analysis External Environment Industry: Automobiles: Two Wheelers Segments: Presence in all segments Entry Barriers: Entry barriers are high. The market runs on high economies of scale and on high economies of scope. The need for technical expertise is high. Owning a strong distribution network is important and is very costly. All these make the barrier high enough to be a deterrent for new entrants. Supplier Bargaining Power: Suppliers of auto components are fragmented and are extremely critical for this industry since most of the component work is outsourced. Proper supply chain management is a costly yet critical need. Buyers Bargaining Power: Buyers in automobile market have more choice to choose from and the increasing competition is driving the bargaining power of customers uphill. With more models to choose from in almost all categories, the market forces have empowered the buyers to a large extent. Industry Rivalry: The industry rivalry is extremely high with any product being matched in a few months by competitor. This instinct of the industry is primarily driven by the technical capabilities acquired over years of gestation under the technical collaboration with international players. Substitutes: There is no perfect substitute to this industry. Also, if there is any substitute to a two-wheeler, Bajaj has presence in it. Cars, which again are a mode of transport, do never directly compete or come in consideration while selecting a two-wheeler, cycles do never even compete with the low entry level moped for even this choice comes at a comparatively higher economic potential. Summarizing the industry analysis, it can be said that the two-wheeler market is attractive as it scores well on three out of five categories. Key Earnings Drivers Below are the key factors, which strongly affect the auto industry: Government policy impact on petrol prices: Petrol prices determine the running cost of two/three wheelers expressed in Rupees per kilometer. Petrol prices are the highest in India as GOI subsidizes kerosene and diesel. But with the recent change in GOI policy to reduce the subsidy, the prices of petrol will remain constant at the current prices. This will have a positive effect on purchases of two/three wheelers. Improvement in disposable income: With the increase in salary levels, due to entry of multinationals following liberalization process and fifth pay commission, the disposable income has improved exponentially over the years. This will have multiplier effect on demand for consumer durables including two-wheelers. Changes in prices of second-hand cars: The second hand car prices of small cars have come down sharply in the recent past. This will shift the demand from higher-end two-wheelers to cars and affect the demand for two-wheelers negatively. A further drop in second-hand car prices will lead to pressure on the two-wheeler majors who plan to release higher-end scooters and motorcycles. Implementation of mass transport system: Many states have planned to implement mass transport systems in state capitals in the future. This will have negative impact on demand for two-wheelers in the long run. But taking into account the delays involved in implementation of such large infrastructure projects the demand to be affected only five to seven years down the line. Availability of credit for vehicle purchase: The availability and cost of finance affects the demand for two- and three-wheelers as the trend for increased credit purchases for consumer durables have increased over the years. Therefore, any change with respect to any of these two parameters as a result of change in RBI policy has to be closely watched to assess the demand for two- and three-wheelers. Internal Factors Strengths Weaknesses SWOT Analysis Lets analyze the position of Bajaj in the current market set-up, evaluating its strengths, weaknesses, threats and opportunities available. Strengths: Highly experienced management. Product design and development capabilities. Extensive R D focus. Widespread distribution network. High performance products across all categories. High export to domestic sales ratio. Great financial support network (For financing the automobile) High economies of scale. High economies of scope. Weaknesses: Hasnt employed the excess cash for long. Still has no established brand to match Hero Hondas Splendor in commuter segment. Not a global player in spite of huge volumes. Not a globally recognizable brand (unlike the JV partner Kawasaki) Threats: The competition catches-up any new innovation in no time. Threat of cheap imported motorcycles from China. Margins getting squeezed from both the directions (Price as well as Cost) TATA Ace is a serious competition for the three-wheeler cargo segment. Opportunities: Double-digit growth in two-wheeler market. Untapped market above 180 cc in motorcycles. More maturity and movement towards higher-end motorcycles. The growing gearless trendy scooters and scooterette market. Growing world demand for entry-level motorcycles especially in emerging markets. The Inevitable Change Bajaj on internal analysis found that it lacked . The technical expertise to deliver competitive goods. 2. The design know-how. 3. And the immediate inability to support the onslaught of competitors. All these forced Bajaj to look for an international partner who could bring in technology and also offer some basic platforms to be manufactured and marketed in India. Kawasaki of Japan is a world-renowned manufacturer of high performance bikes. Bajaj entered into a strategic tie-up with Kawasaki in late 1990s to enhance its product line and knowledge up-gradation to support long-term strategies. This served the purpose of sustaining the market competition for a while. From 1996 to 2000, Bajaj invested hugely in infrastructure while simultaneously developing product design and innovation capabilities, which is the prime reason behind the energetic Bajaj of 21st century. Bajaj introduced a slew of products right from entry-level motorcycle to the high premium segment right from 2001 onwards, and since then its raining success all the way for Bajaj. Last quarter, Bajaj had impressive performance growing at a rate of 20%+ when the largest manufacturer grew at just 6%. This stands a testimony to the various important strategic decisions over the past decade. Marketing Strategies Tows Matrix for BAL The focus of BAL off late has been on providing the best of the class models at competitive prices. Most of the Bajaj models come loaded with the latest features within the price band acceptable by the market. BAL has been the pioneer in stretching competition into providing latest features in the price segment by updating the low price bikes with the latest features like disk-brakes, anti-skid technology and dual suspension, etc. BAL adopted different marketing strategies for different models, few of them are discussed below: Kawasaki 4S First attempt by bajaj to make a mark in the motorcycle segment. The target customer was the father in the family but the target audience of the commercial was the son in the family. The time at which Kawasaki 4S was launched Hero Honda was the market leader in fuel-efficient bikes and Yamaha in the performance bikes. The commercial of Kawasaki 4S had the punch line Kyun Hero means now what hero which reflected the aggressiveness in the marketing front by the company. Boxer It took the reins from where the Kawasaki 4S left. Target was the rural population and the price sensitive customer. Boxer marketed as a value for money bike with great mileage. Larger wheelbase, high ground clearance and high mileage were the selling factors and it was in direct competition to Hero Honda Dawn and Suzuki MX100. Caliber The focus for the Caliber 115 was youth. And though Bajaj made the bike look bigger and feel more powerful than its predecessor (characteristics that will attract the average, 25-plus, executive segment bike buyer), its approach towards advertising is even more radically different this time around. Bajaj gave the mandate for the ad campaign to Lowe, picking them from the clique of three agencies that do promos for the company (the other two being Leo Burnett and OM). Going by the initial market response, the campaign was clearly a hit in the 5-10 years age bracket. So, the teaser campaign and the emphasis on the Caliber 115 being a `Hoodibabaa bike placed it as a trendy motorcycle for the college-goers and the 25 plus executives both at the same time. Pulsar Pulsar was launched in direct competition to the Hero Hondas CBZ model in 150 cc plus segment. The campaign beared innovative punch line of Definitely Male positioning Pulsar to be a masculine-looking model with an appeal to the performance sensitive customers. The Pulsar went one step ahead of Hero Hondas CBZ and launched a twin variant of Pulsar with the 180 cc model. The model was a great success and has already crossed 1 million mark in sales. Discover The same DTSI technology of Pulsar extended to 125 cc Discover was a great success. With this, Bajaj could realize its success riding on the back of technological innovation rather than the joint venture way followed by competitors to gain market share. Strategies Implementation FMCG Business Model BAL now is taking a leaf out of the FMCG business model to take the company to greater heights. Bajaj has kicked off a project to completely restructure the companys retail network and create multiple sales channels. Over the next few months, the company will set-up separate sales channels for every segment of its business and consumers. Bajaj Autos entire product portfolio, from the entry-level to the premium, is being sold by the same dealers. The restructuring will involve separate dealer networks catering to the urban and rural markets as well as its three-wheeler and premium bikes segments. Bajaj Auto also plans to set-up an independent network of dealers for the rural areas. The needs of financing, selling, distribution and even after-sales service are completely different in the rural areas and do not makes sense for city dealers to control this. The company also plans to set-up exclusive dealerships for its three-wheeler products instead of having them sold through an estimated 300 of its existing dealers. Other Strategic Issues Cash is strength: Bajaj Auto has been sitting on a cash pile for over five years now. Over the next couple of years, competition in the two-wheeler market is set to intensify. TVS Motors and Hero Honda are on a product expansion binge. To fight this battle and retain its hard-earned market share in the motorcycle segment, Bajaj Auto will need its cash muscle. A look at its own story over the past five years provides valuable insight. Delisting worry: What is worrying is that there is an idea to delist the investment company (also an indirect indication that it would be listed initially). This would be closing the valve of equitable ownership distribution. There is a hint of a buyback of shares of the investment company as this is the only way it can be delisted. The company would not be short of cash to put through such a buyback. Factors such as low valuation, low trading interest and the need to provide shareholders may be cited as plausible reasons for the buyback. Stake for Kawasaki: Bajaj Autos attempt to vest the surplus cash in a separate company may be a prelude to offering a stake to Kawasaki of Japan in the equity of the automobile company. The latter has been playing an increasingly active role in Bajajs recent models, and its brand name is also more visible in Bajaj bikes than in the past. Better value proposition: Shareholder interests may be better served if the cash is retained to pursue growth in a tough market. This would also obviate the need to fork-out fancy sums as stamp duty to the government for the de-merger. A combination of a large one-time dividend and a regular buyback program through the tender route may offer better value. A strategic stake for Kawasaki would only positively influence the stocks valuation. Strategies for the Overseas Markets Bajaj Auto looks at external markets primarily with three strategies: 1) A market where all BAL need to do is distribute through CKD or CBU routes. 2) Markets where BAL need to create new products. ) Markets where BAL need to enter with existing products and probably with a good distributor or a production facility or a joint venture. Earlier, most of the products that Bajaj exported were scooters and some motorcycles. However, in its target markets, like in India, the shift was towards motorcycles. With the expansion in Bajajs own range to almost five-six platforms of motorcycles, it had a better offering to export, also the reason for it s stronger showing. For the last fiscal, 60 per cent of its exports were two-wheelers and the rest three-wheelers. Of the two-wheeler exports, close to 90 per cent were motorcycles. Bajaj has identified certain key markets, which hold potential. Its first overseas office established at the Jebel Ali free trade zone has been the focal point for exports to middle Africa and the Saharan nations. Egypt and Iran also continue to be strong markets for Bajaj. The other market, which would be a focus area, is South America, where the company feels it is fairly well represented in most countries, except in Brazil, the largest market. The company recently participated in a large auto exhibition in Brazil and found good consumer acceptance to products like Pulsar and Wind 125. The other focus area is the ASEAN nations, which constitute the third biggest consumer of two-wheelers. The biggest among them is Indonesia, where Bajaj distributors are looking to introduce eco-friendly four-stroke auto rickshaws. But two-wheeler market requires great deal of effort from BAL. Everybody is there with Honda leading the show. Theres Suzuki, Kawasaki and some Korean and Chinese models. BAL should look at the right product mix for two-wheelers. Bajajs Pulsar model has taken off well there. It also wants to develop a new step-through model for the Indonesian market, but for now it will create a base there with its motorcycle models. Bajaj has also made a beginning by selling bikes in the Philippines branded in the name of its technical partner, Kawasaki. The two signed an MoU in February. Kawasaki, a large multi-product conglomerate, only makes high-end bikes and does not have sub-200cc models. Kawasaki is marketing the new model, Wind 125, developed by both companies, in the Philippines. The Bajaj-developed models, Caliber and Byk, which is a fuel-efficient bike, are also being distributed by Kawasaki. This is a good beginning strategically for Kawasaki to evince interest in Bajaj products for markets which can still buy less than 150 cc. RD Bajaj Auto has a huge, extensive and very well-equipped Research and Development wing geared to meet two critical organizational goals: development of exciting new products that anticipate and meet emerging customer needs in India and abroad, and development of eco-friendly automobile technologies. While the manpower strength of the RD represents a cross-section of in-depth design and engineering expertise, the company has also been investing heavily in the latest, sophisticated technologies to scale down product development lifecycles and enhance testing capabilities. Bajaj Auto RD also enjoys access to the specialized expertise of leading international design and automobile engineering companies working in specific areas. Based on their own brand of globalization, they have built their distribution network over 60 countries worldwide and multiplied the exports from 1% of total turnover in Fiscal 1989-90 to over 5% in Fiscal 1996-97. The countries where their products have a large market are USA, Argentina, Colombia, Peru, Bangladesh, Sri Lanka, Italy, Sweden, Germany, Iran and Egypt. Bajaj leads Colombia with 65% of the scooter market, in Uruguay with 30% of the motorcycle market and in Bangladesh with 95% of the three-wheeler market. Several new models are being developed specifically for global markets and with these the company will progressively endeavor to establish its presence in Europe too. The Future Although the avalanche of motorcycles offered Indian consumers a wide variety of models to choose from, it also resulted in increased pressure on the companies to concentrate on cost-cuts, technology enhancements and up-gradations and styling. Their margins came under pressure as marketing costs escalated. The companies were forced to reduce prices and offer discounts to survive the competition. Moreover, analysts were skeptical about the segments ability to maintain the growth rate in the years to come. One of the major assumptions underlying the motorcycles rush was that if the market was considerably large and was growing at a constant pace, there was room for a profitable existence for all brands. In 2001, there were over 30 motorcycle brands in the market. However, with the top five brands accounting for more than 60% of the market, only 40% of the market was available for all other new brands put together. Despite the launch of more vehicles, the survival prospects of many of the individual brands were deemed to be rather bleak. Further, the growth in the motorcycle segment was dependant on continuing favorable market conditions. Analysts claimed that to sustain this growth rate, the segment would have to completely cannibalize the market for scooters and a considerable part of the market for scooterettes and mopeds. Considering the fast growing scooterettes segment, with high demand from female customers, followed by the moderately growing moped segment and the restructuring in the scooter segment with major national and foreign players reinforcing their presence, it was unlikely that the entire growth in the wo-wheeler sector would be due to motorcycles. Analysts also commented that as the two-wheeler industry had grown steadily for eight years, stages in the product life cycle would apply to the field sooner, rather than later and the decline stage would invariably come some day. There was little differentiation between the brands being launched apart from styling as most companies had introduced their fo ur-stroke vehicles. With the failure of the joint ventures, the expected introduction of cheaper Chinese brands, stringent emission norms and threat from major international players, the survival of indigenous brands looked uncertain. Constrained with the ruling price levels in the market place, limited infrastructure and lack of technological innovations when compared to their foreign counterparts, whether the Indian companies would succeed in generating the kind of volumes needed to sustain in the competitive motorcycle market, remains to be seen. Recommendations Focus on High Margin Products: Around 50% of the two-wheeler consumers buy high quality products (products of executive and premium segment motorcycles). Margins on these products are higher. BAL should adopt a deliberate strategy of focusing on executive and premium segment motorcycles and three-wheelers, and is reducing its dependence on lower-end of motorcycles and scooters segment. High margin products Pulsar, Discover, Three-wheelers, Avenger. Low margin products Platina, Scooters, Mopeds. Now with increasing competition in the economy segment and limited scope from cost saving measures, it is believed this strategy of focusing on higher margin products would enable the company in retaining its operating margins. Below are other useful recommendations: Company should keep focusing on the fast growing motorcycle segment. In view of the new threat posed by Honda Motors in the scooter segment, the company needs to review its products line-up and launch new products to cater the changed demand. The company needs to take a look at its ungeared scooters offerings and need to adapt to the latest trends. The company needs to tap the export market more efficiently as there is a huge potential to make India as the worlds two-wheelers production base. For this, it needs to look for joint ventures abroad. It needs to target the young age group more effectively as this group is extremely trend savvy. The advertising should have a fresh look and the product should live up to the Gen-Xs expectations.

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Development of Management Programme for Nurses

Development of Management Programme for Nurses An advancement from a clinical role to a leadership role is one of the most challenging transformations for professional nurses in their career development. Nurses must be prepared as leaders who are competent, flexible, and able to energize others to adapt to change (Grohar-Murray Langan, 2011). Effective nurse leaders must communicate with their staff, manage stress, make decisions and handle power wisely. Additionally, managers must acquire and cultivate skills such as financial and change management, cultural literacy and personnel development and evaluation. The new nurse managers should acquire the qualities of management and leadership and need good mentors and orientation program in the transition. The purpose of this paper is to present a proposal for the development of a new manager orientation program. Effective nurse managers are crucial in achieving the hospital’s patient care mission and its financial viability (Cathcart, 2010). New nurse managers should be aware of problems that affect todays health care. Since the nursing job is getting more and more stressful and the health care is getting more expensive day by day, the nurse manager orientation program should include the ways to do good budgeting and safe staffing and retention of staff which helps in delivering safe and effective patient care. Nurse manager has great responsibility in maintaining a safe and quality patient care in the unit. Formal orientation programs are essential in retaining and motivating employees, lowering turnover, increasing productivity, improving employee morale, facilitating learning, and reducing the anxiety of new employees (Ragsdale, 2005). New nurse managers should be given enough time to know about the facility and the staff of the hired unit. New nurse managers should be aware of the expectations of them in the department and organizational level. Topic Rationale for Inclusion Objectives Possible Resources Necessary time and good orientation program A nurse manager should be given time to know the staff and the unit she/he is going to work with. Necessary time for orientation help the nurse manager to know the problems on the unit and the expectation of the staff about the new nurse manager. A well-designed orientation program can reduce turnover, shorten the period of adjustment, and lay the groundwork for a long successful career (Ragsdale, 2005). After getting enough time for orientation, a nurse manager will be able to plan herself for the job. The new nurse manager should use her mentor, all the staff and auxiliary staff in the unit as resources. Effective communication Effective communication is necessary to clear the ideas and gain confidence with the staff members. Communication has been identified as an essential component of team functioning within the nursing and inter-professional teams (Kilpatrick, 2013). After the nurse manager practice to do clear communication, they will be able to share the ideas and commands appropriately. A nurse manager should observe the mentor and can read books and discussions and should adapt his/her own way for effective and clear communication. Conflict resolution Conflict resolution skills are very important for the nurse manager to run the unit smoothly and improve the quality and increased productivity in a team which helps to bring better patient outcomes. The nurse executive must train or select nurse managers with effective conflict resolution skills (Baker, 1995). The focus of the nurse manager must shift from managing the behaviors used by staff to resolve the conflict (Baker, 1995). After learning the conflict resolution skills, the nurse manager will be able to recognize the issues and behaviors that causing the conflicts and analyze and solve the problems with the unit. A nurse manager should look into the mentor and others and also brainstorm possible resolutions to gather ideas to solve the conflict. Decision making Decision making is a difficult process sometimes for the nurse managers because they have to make fast decisions in times of evacuations, disasters and all affects the patient and their families and the staff. The degree of stress depends on their management and organizational factors, their work experience etc.. Throughout each 24-hour day, nurse managers make countless rapid fire decisions that impact patient, staff and organizational outcomes (Shirey, 2013). After getting enough time of orientation, nurse manager will able to know about the organization, unit and the staff which helps in better decision making. Nurse manager should learn from the mentor and also he/she should ask the staff with one on one or group meetings and get the opinions and ideas of different staff before the decision making. Motivation of staff Nurse managers can motivate the staff by creating a healthy work environment, participating the staff in the decision making process and complimenting the staff for their achievements. A transformational leadership approach can help nurse managers to increase or maintain a motivating work environment (Curtis, 2011). Motivating the staff is very much necessary for staff retention for this stressful and hectic job. Most nurse managers use a transformational leadership style which can increase motivation, enabling participation in decision- making, creating a healthy work environment, increasing worker empowerment, and offering a better quality of work-life balance (Curtis, 2011). After learning the necessary skills for motivating, the staff the nurse manager is able to create a healthy working environment which helps to increase the staff satisfaction and improve better patient outcomes. The nurse manager can learn from the mentor and from other excellent approachable senior leaders. Good budgeting Nurse manager has responsibility in maintaining the budget allowed for the unit. Nurse manager has to notify the staff of the budget allowed for the year and expenses of the unit and to decrease the unnecessary wastage of supplies. Nurse manager has to maintain the schedule in a way to decrease the unnecessary overtime on the unit and maintain the vacation time without affecting the staff and the patient care. Nurse leaders must make it their responsibility to provide nurses with increased exposure to quality, safety, and financial data, thereby allowing nurses to translate data while achieving and sustaining successful outcomes (Talley, 2013). After learning the budget allowed for the unit, the nurse manager is able to notify the staff about the patient safety priorities, quality outcomes, and financial accountability of each staff. The nurse manager should ask the mentor and other approachable nurse leaders of the organization and she can read materials on the financial management in the nursing field as resources. Safe staffing and staff retention Nursing job is a demanding at the same time a stressful job. Nurse manager should provide safe staffing and has to motivate and encourage the staff for better patient outcomes. Increase turnover of nurses will result in the economic burden, negative patient outcomes and decreased continuity of care. Increase turnover results in increased stress on the existing staff to cover the vacant shifts and also to orient new staff to the unit. So the nurse manager has to ask frequently to the staff for the feedbacks about the management and also for any problems with the unit. Improved retention will lead to savings of the organization, which may be allocated to activities such as training and mentorship to assist nurse leaders in developing these critical leadership skills (Duffield, 2011). Nurse manager has to appreciate the staff for their help on the unit and better patient outcomes and their achievements for certifications or attaining a degree. After learning how to do safe staffing and staff retention nurse manager is better able to increase patient outcomes and to save money on a tight budget. Nurse manager should ask the mentor and also should use her existing skills and experience to do safe staffing. Nurse manager should always ask feedbacks from the unit and can use all the employees in the unit as resources to solve the problem with the unit. Good nurse managers always try to make a positive and healthy working environment. The positive working environment will increase the job satisfaction. The skillful nurse manager always listens to the problems and feedbacks of the staff in the unit. This helps the nurse manager to find out the problems in the unit and manage the unit well with co-operation from all the staff in the unit. By managing the unit well, the nurse manager is able to do safe staffing, improve the retention and better budgeting, which all leads to better staff and patient satisfaction and better patient outcomes. References Baker, K. (1995). Improving staff nurse conflict resolution skills. Nursing Economic$, 13(5), 295. Cathcart, E., Greenspan, M., Quin, M. (2010). The making of a nurse manager: the role of experiential learning in leadership development. Journal Of Nursing Management, 18(4), 440-447. doi:10.1111/j.1365-2834.2010.01082.x Curtis, E., OÂÂ ¿Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management UK, 18(5), 32-35. Duffield, C., Roche, M., Blay, N., Stasa, H. (2011). Nursing unit managers, staff retention and the work environment. Journal Of Clinical Nursing, 20(1/2), 23-33. doi:10.1111/j.1365-2702.2010.03478.x Grohar-Murray, M. E., Langan, J. (2011). Leadership and management in nursing (4th ed). Upper Saddle River, NJ: Pearson Health Science. Kilpatrick, K. (2013). Understanding acute care nurse practitioner communication and decision-making in healthcare teams. Journal Of Clinical Nursing, 22(1/2), 168-179. doi:10.1111/j.1365-2702.2012.04119.x Ragsdale, M., Mueller, J. (2005). Plan, do, study, act model to improve an orientation program. Journal Of Nursing Care Quality, 20(3), 268-272. Shirey, M. R., Ebright, P. R., McDANIEL, A. M. (2013). Nurse manager cognitive decision-making amidst stress and work complexity. Journal Of Nursing Management, 21(1), 17-30. doi:10.1111/j.1365-2834.2012.01380.x Talley, L. B., Thorgrimson, D. H., Robinson, N. C. (2013). Financial Literacy as an Essential Element in Nursing Management Practice. Nursing Economic$, 31(2), 77-82.

Demetrius in Shakespeare’s A Midsummer Nights Dream Essay -- Midsumme

The Importance of Demetrius  in Shakespeare’s A Midsummer Night's Dream The character, Demetrius, in Shakespeare’s A Midsummer Night's Dream, is very difficult to identify except by his relation to the one he loves, or, more particularly, to the one who loves him. Helena's ridiculous chasing after him and his irritation with her are the primary marks of his character. While in this state, he even begins to threaten Helena with bodily harm, coming off as not quite the gracious courtly lover he truly means to be. It's simple to discover his unchivalrous character by how easily his eye was distracted from Helena by Hermia in the beginning. He could be a gentle, loving man if he truly desired, but he takes satisfaction being put in his place by others. In the end, still under the spell of fairy magic and therefore not seeing with true eyes, he seems a bit imbecilic laughing at the acted "lovers" in the play. He doesn't realize it, but he is in a play of his own. Likewise, as with the other characters, what happens to him is far more interesting than t he sort of character he is.   Shakespeare portrays the character, Demetrius, throughout the play as lacking self-confidence, rude, violent, lacking individuality and unromantic. Since Demetrius only has two lines throughout the entire first act, it shows that he can't stand up for himself, likewise, this lack of speech displays his lack of self-confidence and image: â€Å"Relent, sweet Hermia, and, Lysander, yield Thy crazed title to my certain right† (Demetrius, 1.1.93-94). Demetrius believes that since he has Egeus' approval, that Hermia should relinquish to him and states that Lysander is going against his privilege.   Demetrius takes advantage of his stature by claiming Hermia as a r... ...nsformation are all experienced by Demetrius to a great extent, especially with his lovers and enemies. His vile, yet sensitive personality really kept the reader examining what he could change into next, which seems as if they were more than just a single character. Demetrius, as a character, is essential to the play, for a backbone and plot. 1.  Ã‚  Ã‚  Ã‚  Ã‚   When quoting, you need to use quotation marks around the quotes unless you are separating the quote from you text by indenting each line.   Also, the final punctuation should come not inside the quotation marks but after the parentheses.   If you are using other sources it is very important that you put in parentheses the name of the author and the page number on which the quote can be found.   Also, if you are using other sources you should really, truly use a works cited so that others can find that same source.   

Benedict XVI

A great leader does not impose perfection at all times. Leaders also have their shortcomings to their people but on top of that, they continue to pursue their passion which Is to serve those people who believed in them. However, not all leaders are measured through their greatness. Some will be remembered because of their humility. Don't you think It's great If someone will humbly give up power knowing they can not anymore serve their people better? One can not be truly great If he does not know how to humble down himself before God. Sounds familiar?It Is our former pope, Joseph Radiating popularly known as Pope Benedict XVI. He might not be as popular as Pope John Paul II was or our present Pope Francis but he contributed great things not Just to Catholic church but to our faith as Catholics. Pope Benedict Wig's papacy testifies to a churchman of scholarship and pastoral sensitivity. He has a reputation as a theological conservative, taking uncompromising positions on homosexuality, women priests and contraception's. He espouses Christian compassion- speaking out for human rights, protection of the environment ND the fight against poverty and injustice.The central theme of his papacy has been his defense of fundamental Christian values in the eave of what he sees as moral. He always believed that the strengths of the church came from an absolute truth that does not bend with the winds. â€Å"If John Paul II had not been Pope, he would have been a movie star; if Benedict had not been Pope, he would have been a university professor†, wrote US Vatican expert John L. Allen. Benedict was described by those who know him as ladybird, with a mild and humble manner, but a strong moral core.Pope Benedict went through a to of controversies during his reign resulting in decline in numbers of priests being recruited and millions of Catholics went against the church. Public relations for him was not a big factor. It was one of his weaknesses. He has never publicly gi ven his own version of events. Even though a lot of people was disappointed for him being so traditional, he remained with the truth. He was not open to Casting modernization and intransigent on priestly celibacy and contraception's. He tried his best to obtain a church which is one with other religions but he was misunderstood.His speeches turned to be an offense to all Muslims and Protestants. As a result, he received a lot of criticisms e. G. That his resignation was due to his conversion to Islam. It turned out to be a disgrace for the Catholic church. Despite all of that, his supporters believed that was exactly why he was the man to lead the church through such challenging times. Pope Benedict XVI was a mild and humble pope. As a religious leader, faith Is what you bring to people. Our Lord Jesus became the symbol of faith through Pope Benedict. The teachings Jesus made remained during his papacy.He Just wants us to stick to these teachings because these traditional teachings are what truly mold our faith. Benedict XVI By tyrosine's which is to serve those people who believed in them. Remembered because of their humility. Don't you think it's great if someone will can not be truly great if he does not know how to humble down himself before God. Sounds familiar? It is our former pope, Joseph Radiating popularly known as Pope Benedict WI. He might not be as popular as Pope John Paul II was or our present Pope Benedict XVI was a mild and humble pope. As a religious leader, faith is what

Italian Wars essays

Italian Wars essays During the period 13th and 16th century Europe was in a state of great ebullition and new classification. Wars, revolutions, politico-economical transition, social convulsions and illnesses overwhelmed fatally the stability of Europe. During the period of two centuries (14th and 15th century) the countries that were constituting Europe were trying to solve the various problems by using political regimes and a lot of times using radical methods. Italy had a lead role during that period (Renaissance) but also before that and especially the city-states that constitute the country. Many innovations, new ideas and methods that were used in all areas like economy, trading, politics, society and religion came from Italy the period of Renaissance influencing all Europe. This period also influenced arts, literature and culture. The areas that were influenced, progress and developed in Italy were the society of city-states, the political classifications and conflictions, the finance and also the arts and culture. During this period the society has begun to urbanize. In social area the bourgeoisie of the Holy Roman years was never forgotten. Trade and small industry were fully developed. In the South the agriculture was in decline. On the other hand in Central and North Italy navigation was developed. There was a complicate and confused social system. There wasnt a clear social hierarchy between the rich and poor. Every one had to recruit in the Territorial Army and they were fighting side by side. The participation in public life was an integral part of their lives. A simple example of what was happening in Florence the public businesses was operated from the citizens. In Venice the trade aristocracy was in charge. The political matters were an issue of personal high gear of the citizens. This progress brought competition among the cities and the once that had powerful politico-economy were occupying the smaller ones. Th...

Atherosclerosis, Coronary Artery Disease and Endothelium essays

Atherosclerosis, Coronary Artery Disease and Endothelium essays One of the foremost leaders of mortality in the US is coronary artery disease (CAD). This disease strikes many older men and women, as a result from the infamous factors of high cholesterol, high blood pressure, and diabetes mellitus, not to mention others. Thanks to research over the last decade, there is more understanding of the role endothelium plays in the coronary system. Instead of having non-active, diffusional barrier-like qualities, as was once thought, the endothelium serves many critically important functions. At the blood vessel walls, the endothelium synthesizes and releases active substances such as nitric oxide and bradykinin, two potent regulators of vessel function. It is found that the physiologic changes in the endothelium affect the mechanisms responsible for atherosclerosis, and progressively in coronary artery disease. The changes that generate these conditions are known as endothelial dysfunction. As we will see, even the smallest factors can play a wi despread role in atherogenesis, or the making of degenerative plaques of cholesterol in the inner layer of an artery. Atherosclerosis, a condition increasing with age, is marked by the deposition of lipids into already-present plaques, causing elevated plaques. The inner layer, or endothelium, is the primary site of development of atherosclerosis. The endothelium is a highly dynamic, multifunctional organ whose central role is to respond to changes in stress and blood flow (Jairath, 1999). The endothelium is the largest organ in the body; its total mass is equal to about five human hearts, and surface area about the size of a tennis court. The vascular tone of the blood vessel is maintained by endothelium-released vasoconstrictors and vasodilators. Vasoconstrictors include endothelin, angiotensin II, thromboxane A2, arachidonic acid, prostaglandin H2, thrombin, and nicotine. Vasodilators include nitric oxide, prostacyclin, bradykinin, endoth...

Consumer Protection Essay Example | Topics and Well Written Essays - 1500 words

Consumer Protection - Essay Example In order to deal with obstacles in contracts, the government must interfere with free contracts in a negative manner that to the majority of citizens it would seem positive. According to Green, the government had assumed unlimited powers of intervention (Gerven, Stuyck and Wouters 2001). According to Green’s statement, not citizen should be forced to enter in to a contract that is against his free will. Green emphasizes on the need of the government to intervene since it would be able to prevent tragedies from happening. According to Green, the government should promote and safeguard social, economic and political environments so that individuals can act freely according to their will (Howells 2010). However, the government should not excessively intervene in the consumer contracts since it may curtail the ability of individuals to act according to the conscience thus slowing down economic growth and development. The government is supposed to intervene in matters that endanger the consumer rights and liberties (Jones and Hutter 2011). According to Green, the State has the final decision in deciding how the industries should be regulated in order to safeguard the rights of the consumers (Howells and Weatherill 2005). ... The government also protects the consumers through regulations on information dissemination that aim at remedying the high market transactions costs and market distortions (Hancher 1990). The government also protects the rights of consumers on the standards of services offered by service providers like the medical services, insurance services and banking services. The government has a duty to protect the welfare of consumers in contracts, consumers rights are protected during bankruptcy proceedings (Gunning, Holm and Kenway 2009). There are numerous laws that protect consumer interests in the UK. For instance, the competition Act 1998 prohibits businesses from engaging in anti-competitive agreements during the course of their business operations (Goldring 1998). Some of the anti-competitive practices that have been outlawed are price fixing, agreements to reduce the volume of production, carve up markets and customer discrimination by charging different prices when difference of supp ly does not exist. The Act prohibits the businesses from use of dominant market power, like 40 percent market share to impose unfair trading practices to the consumers or to decline supplying to the existing customers without any justifiable reasons. Penalties for anti-competitive practices range from 10 percent of the company turnover to disqualification of the business directors (Turner and Martin 2005). In the UK, numerous Acts of Parliament have outlined the responsibilities of sellers to buyers. All the transactions between the buyer and seller are governed by a contract. According to the Sale of Goods Act of 1979, the goods sold must adhere to the description provided to the buyer.

Reflections on my Drug Administration OSCE Essay

Reflections on my Drug Administration OSCE - Essay Example Drug administration is one of the major roles of nurses. However, as I found out in the objective structured clinical examination (OSCE) given to us, it entails much more than simply giving a patient a pill. It is an aggregate of all the principles and skills we learn as nursing students, and the application of theories into practice. In drug administration, we have to remember and practice patient safety, provide holistic and individualized patient care, have a solid foundation on knowledge about drugs and medication safety, and perform administration checks and documentation at all times. Much about the role of nurses in hospital can be learned from something as seemingly simple as a drug administration OSCE. Patient safety practices Patient safety is a crucial part of patient care. At all times, all health professionals should keep the safety of the patient in mind. Patient safety practices for drug administration begin at the first contact, from patient identification, patient ed ucation and information, patient contact, performance of procedures, to leaving the patient comfortable. One of the important principles in patient safety is infection control. Nosocomial or hospital-acquired infections are the most common complications affecting hospitalized patients today, and one of the major sources of infection is cross-infection by health care workers (Burke, 2003). Meaning, most patient obtain infection from the hands of those that are treating and caring for them. Most incidents that lead to infection can be prevented and one of the simplest ways to prevent this is by hand-washing. In the Guideline for Hand Hygiene in Health-Care Settings released by the Centres for Disease Control and Prevention (Boyce and Pittet, 2002), it is recommended that hand washing and hand antisepsis be done if hands are visibly dirty or contaminated. It should also be done before having direct contact with patients, before donning sterile gloves, after contact with a patientâ€⠄¢s skin, after contact with body fluids or excretion and wound dressings, and before eating or after using the restroom. In all aspects of contact with the patient, hand hygiene must be done. The guideline further recommends that health care personnel should not wear artificial fingernails, should keep nail tips short, and should remove gloves after caring for a patient. Thus, before drug administration, and even before handling drugs and preparing them, hand washing must always be done. It should also be done after patient contact, and in between interaction with different patients. Verifying patient identity is another important aspect of patient safety, and not being able to do this could lead to adverse results. Omitting verbal verification of patients’ identity prior to administering medications may lead to a potential adverse event 20% of the time in worst case scenarios (Lisby, Nielsen, and Mainz, 2005). Even with the use of medication administration technologies such as bar code verification, effectiveness in preventing errors is largely dependent on how practitioners use the technology to verify patient identity and drug identity (Englebright and Franklin, 2005). Remediable causes of having the wrong patient include absent or misused protocols for patient identification and informed consent, faulty exchange of information among caregivers, and poorly functioning teams (Chassin and Becher, 2002). During my OSCE, I failed to check the identity of the patient with my mentor. I understand that failing to properly verify my patient’s identity could lead to adverse consequences, and will make sure to keep it in mind in future patient interactions. Doing a brief clinical history can also contribute to patient safety. It allows nurses and other medical personnel to be aware of the patient’s condition, comorbidities, present symptoms and level of comfort. Particularly relevant in drug administration is asking the patient about other drugs being taken and for any personal history or family history of