Propmore Corporation Case

11/30/2012 â€Å"Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results. †Ã¢â‚¬â€œ Andrew Carnegie Healthcare team and professionalism Teamwork is a small group of people, who are contribute their complementary skills, interests, and opinions to the unity and efficiency of the group, in order to achieve common goals and mutual responsibilities.Teamwork is a collection of actions by individuals, who use their knowledge and skills to meet the needs of client/patient more completely, efficiently and competently than would be possible by one individual's action. Teamwork is not limited to working together, but it collectively means to achieve whatever is planned, by helping each other. Everyone involved must work together for a common goal – helping the patient/client. Effective healthcare requires teamwork.A health care system that supports effective teamwork can improve the quality of patient care, enhance patient safety, and reduce workload issues that cause burnout among healthcare professionals. Team work most effective E. It is essential to be professional if you want to be successful. But what does â€Å"being professional† actually mean? Merriam-Webster dictionary defines professionalism as â€Å"the conduct, aims or qualities that characterize or mark a profession or a professional person†, and it defines a profession as â€Å"a calling requiring specialized knowledge and often long and intensive preparation†.These definitions imply that that professionalism include a number of different attributes, which together define a professional. First and foremost professionals are known for their specialized knowledge. They have made a personal commitment to their profession and to developing, improving and keeping up to date with latest research in the area of practice. A nother quality of professionalism – caring, respect and concern for people and their values.Because a dietetic practice involves customer service, an understanding of individual differences is important for effective practice. Furthermore, professionals are must strictly follow to the ethical standards of professional practice. The Standards of Practice (SOP) and Standards of Professional Performance are guide and tools for dietetic professionals and provide them with a plan for evaluating, implementing and adjusting work performance in different areas of practice.

Personal Computers Essay

Background. The Personal Computers at their advent were simple machines with less number of parts and limited capabilities. Less power was required to operate the computers and computer heating was never a major problem. However with the development in microprocessor and solid state technologies there was a revolution in how people used computers. The computers today can be configured according to ones needs and many add on components like graphics cards, Modems, USB devices etc. can be fitted on computers . Motherboards today also come with an increased number of components. However with the increase in components a new problem of heating has surfaced in computers. Problems and Motivation Although these components have increased the functionality of computers tremendously it has raised a serious problem of heating. With the increase in number of components the demand for power supply has increased. The components consume more energy and generate large amount heat. Electronic devices perform inefficiently or even get damaged as a result of excessive heat. Hence new challenges to protect these components from getting damaged by proper cooling of heat has emerged. Though the components have increased in numbers the size of PCs has kept reducing. People today prefer smaller PCs for space constraints and aesthetics. In order to keep in line with the reducing sizes the Power supply and the cooling system should also go transformation in sizes. One needs to design cooling systems with greater performances yet at a reduced scale. As the power supply and cooling are the components of PC case there is a need to renovate these cases to protect computer components from getting overheated and damaged. At the same time the it should be scaled down and match the aesthetics of other parts such as monitors, keyboards etc which come in designer shapes today. Research Aims and Objectives With reference to the above discussed problem there is a need to develop PC cases which are responsible for computer cooling. The aim of the project is to create simulation in order to find a better solution over the existing PC Cases and prevent spreading of heat to other components. The project will achieve three main objectives The initial objective would be to understand the principle of fluid dynamics and apply it to the PC Case problem. Secondly we will design a model to convert humid air by applying Computational Fluid Dynamics (CFD) The final objective would be to provide recommendations for the PC Case. Literature Review The preliminary literature was done on the existing problems in PC Cases and the sources of heat in computer system . The current methodologies implemented for cooling were also studied. Basic literature on application of fluid dynamics and use of Computational Fluid Dynamics to solve problems was also reviewed Methodology The Research will be experimental in nature. simulation model of the existing PC Cases will be developed in CFD. The models will be simulated again with modification for the proposed air cooling. The comparison between the two simulation will help in developing the cooling system and designing of the PC Cases. The results obtained will be experimental in nature and the problem is achievable theoretically with the help of CFD. As the project intends to suggest changes over the existing models the use of Simulation is justified to obtain outcomes as the existing systems are already simulated for cooling by making use of CFD. Triangulation: Mathematical models for the fluid dynamics of air can be constructed and solved for various conditions and the outcomes of these can be cross examined with the that of computer simulations. An experimental set-up can be created to check the prototype of cooling system and the results can be compared. Reliability : The prototype and the simulated models can be tested over a number of systems/components from different manufacturers and checked for reliability. Ethics: The project will adhere to all the guidelines and protocols of electronic manufacturing devices in terms of manufacturing, quality and safety. Environment : The proposed PC cases will be environment friendly. It may be manufactured from environmental friendly recycled materials to reducing global warming. Noise reduction will be achieved considerably with the improved change in design. Analysis The outcomes of the project will help in analyzing the reduction achieved in heat generated and the prevention of components. It will also analyze the cost of implementation and its economic feasibility. Conclusion With correct implementation of fluid dynamics modification in the existing PC cases can be achieved to cool heat efficiently and prevent components from overheating. Although the project is experimental in nature and relies mainly on simulation there may be a variation in its actual implementations. Whether the PC Cases behave as recommended can only be judged only by their practical application the project can be a strong foundation to extend this future scope.

List of All U.S. Colleges to Offer a Health Policy and Administration Major

Health policy and administration is a major that blends elements from many different fields. In general, it includes elements of the health sciences, business administration, and liberal arts. Students with a degree in health policy and administration are prepared to work in healthcare without being a direct caregiver. While health policy and administration may seem like an obscure major to students who haven’t heard of it before, it is actually a very common offering at large universities, state schools, and tech institutes. If it sounds like something you may be interested in pursuing, don’t miss the rest of this post where we discuss how to get into a health policy and administration program and exactly where you can these programs on offer. Health policy and administration is a growing field due to the expansion of private healthcare facilities and an increase in the aging population. As the need for quality and affordable short and long-term care facilities grow, so too does the need for people to manage them. Students who major in health policy and administration don’t just manage healthcare facilities, though. They also become health analysts, healthcare program administrators, and candidates for higher degrees in health law or public health. Health policy is a secure and often lucrative field. The U.S. Bureau of Labor Statistics reports that in 2018, the median salary for a health service manager was $99,730. The same report also projected jobs in this field to increase 20% by 2026, a rate nearly three times the national average for all occupations. Health policy and administration is really a combination of many fields, so developing a well-rounded application that highlights a few specific traits and skills will be your best bet. To get on the right track, you should think about the following tips. Take a Well-Rounded Course Load with Some Challenging Classes. Because this field isn’t highly specialized, you’ll need to show your academic skills across all subject areas. Take the hardest classes that you’re capable of succeeding in and be sure to enroll in some AP classes if possible. AP Statistics or AP Macroeconomics would be particularly helpful classes, and doing well in them might even mean placing out of lower level prerequisites in the health policy and administration program. Get Involved in Healthcare or Service Extracurriculars. You can use extracurriculars as a way to reinforce your interest in the field of health policy by pursuing activities that involve healthcare or service to the community. Getting an internship or job at a care facility or volunteering at local food banks are smart choices to highlight your dedication to giving back. Build a Strong Admissions Team. Getting ready for college applications is a process, and it’s one that you shouldn’t go through alone. You should build a supportive and experienced team to help you out along the way. You may want to consider a program like the Early Advising Program , which pairs high school ninth and tenth graders with successful students at top-30 schools to provide current high schoolers with advice on everything from selecting classes and extracurriculars to setting and achieving long-term goals. Estimating your chance of getting into a college is not easy in today’s competitive environment. Thankfully, with our state-of-the-art software and data, we can analyze your academic and extracurricular profile and estimate your chances. Our profile analysis tool can also help you identify the improvement you need to make to enter your dream school. American International College | AIC Austin Peay State University | APSU C.W. Post Campus of Long Island University | LIU Post California Baptist University | CBU California State University Channel Islands | CSU Channel Islands California State University, Dominguez Hills | CSUDH California State University, East Bay | CSU East Bay California State University, Fresno | CSU Fresno California State University, Fullerton | CSU Fullerton California State University, Long Beach | Long Beach State California State University, Sacramento | Sacramento State Central Christian College of Kansas Central Washington University | CWU Charleston Southern University | CSU Coastal Carolina University | Coastal Concordia University Wisconsin | CUW Delaware State University | Del State East Stroudsburg University of Pennsylvania | ESU Eastern Florida State College | EFSC Eastern Washington University | EWU Farmingdale State College | SUNY Farmingdale Fayetteville State University | FSU Florida State College at Jacksonville | FSCJ Grand Valley State University | GVSU Indiana University – Purdue University Indianapolis | IUPUI Indiana University Kokomo | IU Kokomo Indiana University of Pennsylvania | IUP Indiana University Southeast | IU Southeast Lake Washington Institute of Technology | LWTech Lincoln College of New England | LCNE Louisiana Tech University | La. Tech Massachusetts College of Pharmacy and Health Sciences | MCPHS Metropolitan State University of Denver | MSU Denver Middle Tennessee State University | MTSU Millersville University of Pennsylvania | MU Minnesota State University Moorhead | MSUM Montana State University–Northern | MSU–Northern New Mexico Institute of Mining and Technology | New Mexico Tech North Carolina State University | NC State Northeastern State University | NSU Northwest Florida State College | NWFSC Oklahoma State University–Oklahoma City | OSU–OKC Pennsylvania College of Technology | Penn Tech Pennsylvania State University | PSU Robert Morris University | RMU (Pennsylvania) Rutgers University–New Brunswick | Rutgers Saginaw Valley State University | SVSU Saint Mary-of-the-Woods College | SMWC Sam Houston State University | SHSU Southeast Missouri State University | SEMO Southern Connecticut State University | SCSU Southern Illinois University Carbondale | SIU Southern New Hampshire University | SNHU Southern University at New Orleans | SUNO Southwest Minnesota State University | SMSU Southwestern Oklahoma State University | SWOSU St. Joseph’s College (New York) | SJC State University of New York at Canton | SUNY Canton State University of New York at Cortland | SUNY Cortland State University of New York at Delhi | SUNY Delhi State University of New York at Old Westbury | SUNY Old Westbury State University of New York at Potsdam | SUNY Potsdam Tennessee Wesleyan University | TWU The College at Brockport, State University of New York | SUNY Brockport The State University of New York at Buffalo | SUNY Buffalo The State University of New York Polytechnic Institute | SUNY Poly University of California, Berkeley | UC Berkeley University of California, Irvine | UC Irvine University of California, Merced | UC Merced University of California, Riverside | UC Riverside University of California, San Diego | UCSD University of Central Florida | UCF University of Colorado Denver | CU Denver University of Hawaii at Hilo | UH Hilo University of Hawaii at Manoa | UH Manoa University of Hawaii–West Oahu | UHWO University of Houston–Downtown | UHD University of Illinois at Chicago | UIC University of Louisiana at Lafayette | UL Lafayette University of Louisiana at Monroe | ULM University of Maine at Farmington | UMF University of Mary Hardin–Baylor | UMHB University of Maryland University College | UMUC University of Maryland, Baltimore County | UMBC University of Maryland, College Park | Maryland University of Massachusetts Amherst | UMass Amherst University of Michigan–Dearborn | UM-D University of Michigan–Flint | UofM-Flint University of Minnesota Crookston | UMC University of Minnesota, Twin Cities | Minnesota University of Mississippi | Ole Miss University of Missouri–Kansas City | UMKC University of Nebraska–Lincoln | UNL University of Nevada, Las Vegas | UNLV University of North Carolina at Chapel Hill | UNC University of North Carolina at Charlotte | UNC Charlotte University of North Carolina at Wilmington | UNC Wilmington University of Northwestern Ohio | UNOH University of South Carolina Beaufort | USCB University of South Carolina Upstate | USC Upstate University of South Florida St. Petersburg | USFSP University of Southern Indiana | USI University of St. Thomas (Minnesota) University of Texas at Austin | UT Austin University of Texas at El Paso | UTEP University of Texas at San Antonio | UTSA University of Wisconsin–Green Bay | UW–Green Bay University of Wisconsin–La Crosse | UW–La Crosse University of Wisconsin–Milwaukee | UWM Washington University in St. Louis | WashU With so many options to choose from, creating your final college list may seem a little intimidating. Start by considering your personal priorities. Think about things like location, class size, campus resources, and cost to help narrow down the field. Then look at admissions statistics and the incoming class profile to consider how your test scores and GPA stack up. For more help, consider the Applications program , which exists to help you optimize your application and ensure that you’re supported through every step of the way. You can trust us to help you gain the tools you’ll need to attend your dream school. What Does it Cost to Attend Carleton College? There are many factors that go into choosing a college, including majors offered, location, campus life, and quality of education (to name just a few). However, there is one factor that seems to loom above the rest: price. When comparing the published prices of colleges, the enormity of your decision quickly becomes apparent. While the list price of a top-notch institution such as Carleton College can be a shock, the truth is that most students do not pay that price.When comparing colleges, students are better served by looking at the net cost as opposed to the list price. Net cost provides a more accurate representation of the real cost of college, as it factors in government aid (federal, state, and local), financial aid, and merit scholarships—these are all subtracted from a college’s list price. Keep reading to learn more about the real cost of attending Carleton College, as well as to gain insight into other financial factors affecting Carleton students. The list price of tuition, room, and board at Carleton College is $66,490 for both in- and out-of-state students. The majority of students will not pay full price, however, when all is said and done. The average student paying full price at Carleton comes from a family with an income greater than $175,000 a year, or is not in the top 30% of the accepted class. The average cost of Carleton College for a student who doesn’t qualify for financial aid is $66,371—roughly the published price. The average student attending Carleton pays approximately $10,000 less than list price, as the average net cost with financial aid is $55,719. The amount of financial aid varies by student, with the student’s family income being a determining factor. Below is the average cost of Carleton College based on family income: Estimating your chance of getting into a college is not easy in today’s competitive environment. Thankfully, with our state-of-the-art software and data, we can analyze your academic and extracurricular profile and estimate your chances. Our profile analysis tool can also help you identify the improvement you need to make to enter your dream school. Merit aid is a scholarship given to students for accomplishments both in and out of the classroom. Merit aid net price is the published price of college minus any awarded merit scholarships. 6.3% of students at Carleton College without the need for financial aid receive merit aid, with the average amount being $119. Out of a pool of over 1,000 schools, Carleton College ranked 896th in merit aid generosity, according to our research. Many students in the U.S. take out student loans to pay for college, and students at Carleton are no exception. 70% of matriculated students have a student loan with the average federal student loan per undergraduate student being $2,885 across all four years. As you would expect from an excellent institution like Carleton College, the graduation rate is high—91% of students graduate within six years. Carleton also returns on the time and money invested there, as the average salary of a student 10 years after graduation is $54,200. Northfield, Minnesota, home of Carleton College, has a cost of living index of 111.8—making it 11.8% more expensive than both the average city in Minnesota (106.3), as well as the country as a whole (100). Carleton College believes students are members of a community, and being on campus is important to foster that community. Because of this, 96% of students live on campus . Each year, a limited number of seniors—the number varies depending on the college’s occupancy—are allowed to take the â€Å" Northfield Option † and live off campus. Students taking the Northfield Option will find the average cost of a one-bedroom apartment is $780 a month, while two bedrooms go for $990. Students should be prepared for some fluctuation in these prices due to factors such as apartment size, condition, and proximity to campus. The minimum wage in Minnesota is $9.86 an hour, but students can expect to make more than this at a part-time job in one of Northfield’s thriving restaurants. The average server in Northfield earns $11.86 an hour while bartenders earn $11.65 per hour. One way to help cover the expense of attending Carleton College is by participating in their community-based work program —Carleton’s version of a work-study program. Building a bridge between the local community and the college, students participating in the community-based work program are given off-campus jobs in the interest of the community. Northfield students can also participate in the Northfield Reads and Counts Program . In this program, qualifying federal work-study students give one-on-one support to Northfield public school students in need of extra. Students in search of a simple part-time job will find that the vibrant downtown offers numerous retail and restaurant positions. Part-time jobs are an excellent way for students to pay for the day-to-day expenses they incur and help prevent accruing extra debt while pursuing their degree. College is a big expense—costing a lot of time and money—but our College Application Program can help you save both. Work one-on-one with one of our advisors to find out your odds of being accepted into Carleton College and get help managing the numerous deadlines and to-dos of the application process. Our College Application Program also gains you access to our Finances Tool, allowing you to get a clear idea of the cost of college and develop a sound strategy for covering the bill.

Business Plan A Assignment Example | Topics and Well Written Essays - 1750 words

Business Plan A - Assignment Example The teachers and universities have to play the role of greatest inspirers in the lives of their students (Gilley, Gilley and McMillan 2009). The education is having an ultimate purpose of making students human more than anything. The students have been known to remain dissatisfied after having everything one can imagine in life to have and in spite of having all that they remain empty from the inside. The feelings of emptiness can only be removed if one makes the much needed effort to improve the lives of others (Peck 2005) and that is what, educational world is not teaching in all parts of the world. People are getting educated but humanity is dying out because business institutions are creating professionals with capitalistic mindset who plan in order to eat away the world so that they can become capable of maximizing their monetary gains. The education’s sole meaning of creating good humans is getting compromised. Business planning is an integral part of an effort of starting a new venture. The new businesses have to pinpoint customers’ unfulfilled demands which they have the ability to meet in the near future (Auger, et al. 2003). Everything in this universe is created with a purpose and with long-term and short-term objectives. The newly started businesses have to find out their reason of existence before plunging to the hot zone of the industry. The companies in every field of life have to create a blue sea environment for themselves as MTV did in the summers of 2007 when they entered into Arabian market. However, it was a risk of a significant magnitude but they managed it with the help of being vigilant and exercising cultural and societal sensitivity, they have emerged as an entertainment giant in the current times. A similar strategy is required when it comes to managing businesses throughout the world. The businesses are also required to establish in front of the people of cert ain geographical locations that they are operating in

Listening assignment Essay Example | Topics and Well Written Essays - 250 words

Listening assignment - Essay Example The trumpet was played at the fast notes which please the ears of the listener. It added a new modern touch to the typical jazz composition. The addition of drum compliments the soloist in creating the composition while keeping in mind the beats of drum. On the other hand, the addition of piano in making a new bebop composition made a huge difference. It made the typical jazz tune more modern and harmonious. In my point of view, the entire composition and setting of the instruments made this solo performance a classic masterpiece which is melodious as well as it gave a new meaning to bebop style in jazz. Starting off with slow beats and then gradually reaching the point where the sounds and composition as well as the instrumental collaboration mesmerize the hearts and souls of the listeners. All I can say that the composition is melodious with a soulful performance by Dizzy Gillespie and Charlie

Mount Everest 1996 Case Study Example | Topics and Well Written Essays - 2000 words

Mount Everest 1996 - Case Study Example cted as guide to the expedition process were incompetent having only participated in climbing of other mountains that did not offer similar challenges to Mount Everest. Despite the fact that most guides to Mount Everest were local recruits, it is very clear that there was no formal corporate and association that offered guidance on how the expedition could be carried out. To add more to obstacles, the two leaders went ahead and hired professional climbers such as Frank Fischbeck, and Doug Hansen were not locals lacked proper authority to facilitate adequate form of assistance in case of any need for concern (Roberto, 2002). The above assessment embraces negligence on the part of management and leadership experience. For instance, at the beginning of the expedition, Hall unsuccessfully failed to engage Jon Krakauer, a journalist with prentice magazine to help him mutually advertise to popularize his firm. The above is an indication that Hall had insufficient value for the business because a good manager can go to any extent to make any expenditure with anticipatory of high returns in the future. Based on NBC report and other local dailies in Nepal, there were several managerial issues that led to the failure of Mount Everest expedition process. Firstly, after numerous attempts without success, Fischer, one of the mountain climbers recruited Pitman, a New York socialite through a process that was perceived plum by some of his colleagues because the process did not take place through adequate consultation and pitman lacked adequate skills of adding impact to the organization (Roberto, 2002). Secondly, ano ther team guided by Fischer consisted of misguided arrangements. For instance, Fischer incorporated his friend Dale, who had a persistent problem of high altitude sickness that was seen as a betrayal towards the success of the group. Besides, the above group also included a Scandinavian of female gender Gammelgaard, who attempted and reach the summit, but such

Healthcare Management Case Study Example | Topics and Well Written Essays - 2750 words

Healthcare Management - Case Study Example Healthcare management as a practice provides many challenges to most players in the industry, understanding how to have properly manage the healthcare system for sustainability is crucial. Shortell and Kaluzny (2000) propose different options for the future that can assist in healthcare management; they talk about the four different scenarios that can be used. The scenarios include healthcare as a normal business, healthcare when government is pressured or hard times, healthcare as an economic development issue, and health care as a shared vision. The healthcare industry has been among the fastest growing industries in the recent times but on the other side it has been among the slowest industries in adapting the new technologies and techniques, which places the sector in a challenging position (Porter & Lee, 2013). When looking at the different scenarios, we have to consider the effect on the different efforts to contain the costs, the access to healthcare, the role of management, a nd the efforts to change the organization’s culture. In the paper, we are examining how the four different scenarios outlined by Shortell and Kaluzny on the different aspects of healthcare. The underlying principle in this scenario is that we have to view healthcare like any other business in our daily lives and not any specific business in particular. Here, we have to consider the fact that a business has to generate revenue, it has to be profitable for it to operate and continue in business. The understanding that the primary goal of any health care facility or the health care sector at large is to treat people still holds, but the goals and strategies should be aimed at maximizing revenues for the business.

Overview of the Development of Education in the UAE and the UK Essay

Overview of the Development of Education in the UAE and the UK - Essay Example Learning processes that use media and methodology have been found to benefit most from ICT use in education. Information Communication Technology is also useful in familirising learners with the installation and the use of IT equipment such as computers (Hsi, 2006). Furthermore, ICT is important for addressing technological ethical and social issues encountered in educational institutions (Bagley et al., 2010). Additionally, educational ICT instills multiple intelligences in learners by simulation, thus promoting learning by all senses (Andrews, 2004). This paper explores the educational ICT networking availability and circumstances in the UK and the UAE. For both countries, educational ICT is categorised as subject, tool/support for other subjects, administrative tool and as a medium for the exchange of knowledge and information (NAEYC, 2008). Educational ICT in the United Kingdom For a long time in the UK, ICT has not only been taught by individual schools as a subject but has also been part of the national curriculum. In fact, most UK students are free to study ICT at the GCSE level (Department of Education, 2011). Among the ICT initiatives that have promoted the growth of educational ICT networking in the UK was the Curriculum Online scheme which unfortunately closed in 2008 (Computer Aid International, 2009). The main purpose of this scheme was to accelerate the uptake of ICT in UK schools (Leask & Pachler, 1999). The agency mandated to oversee the development of educational ICT networking in the UK until April 2011 was Becta (Vanderlinde et al., 2010). In the execution of its mandate, Becta worked closely with the Joint Information Systems Committee to develop the necessary ICT strategies (Young, 2008). With the government cutting its spending on Becta, a major shake-up occurred in UK’s state schools’ ICT networking, with stakeholders giving divergent opinions on the future role and effects of ICT in the educational sector. As a result of th e spending cuts and the feeling that it had become redundant, Becta was abolished in April 2011 (Driscoll et al., 2011). Some stakeholders such as Bernadette Brooks of the Educational ICT Association asserted that the UK government lacked the emphasis that UK’s competitors laid on the need to invest on educational skills in its educational system. In fact, Brooks cited the policy statements of countries such as the United States, UAE and Hong Kong as those in which educational ICT has been identified as central for 21st century growth and development (Harlen &, James, 1996). Brooks also asserted that although it was a positive step for the government to promote ‘free’ schools and freedom for schools to invest in ICT, cutting funding and abolishing advisory agencies such as Becta created new types of challenges for the inclusion and growth of ICT in the education system. For example, it has been a big challenge to harness grants for ICT developments in UK schools since the abolition of Becta (Wray, 2005). Similarly, the abolition of the Building Schools for the Future programme has also considerably reduced the funds available for educational ICT (Fraline, 2011). Holding similar thoughts to Brooks is the National Association of Head Teachers which believes that the spending cuts impose long- and short-term limitations on UK schools’

Does gender bias and glass ceiling limitations still exist in Fire and Research Paper

Does gender bias and glass ceiling limitations still exist in Fire and Police departments - Research Paper Example In the political realm, the term ‘glass ceiling’ was coined to describe the invisible barriers that prevented women from achieving their goals in the workplace and from attaining senior positions. In the United States fire and police departments, the glass was evident in the past, a factor that associated the departments with men only (Kornblut, 2011). However, the 21st century had brought about multiple changes that have promoted equality in the workplace, allowing women to rise to top leadership positions and venture into careers reserved for men previously. This research paper will investigate whether women still face barriers associated with gender in the fire and police departments. Introduction In order to determine whether women in the police and fire and police departments have broken the glass ceiling, this research will focus on analyzing the existing primary and secondary sources that describe the level of gender bias in the two departments. The extensive lite rature review will adopt a case study format regarding the fire department. The special focus on the Florida and Kenosha fire departments will provide a reflection of the effect of the glass ceiling and its extent in the recent past. The case studies will analyze the findings of primary researches on the issue. Concerning the police department, an extensive literature review will help in analyzing whether gender bias is still in existence. All the sources for use in this research will be subject to a critical appraisal to determine their reliability. The appraisal of the sources will consider the methodologies used, the target populations, and the analysis of the findings. Only the most appropriate sources will be used in this research. The search terms will include the ‘glass ceiling ’,‘ gender biases, police, and fire departments’ Only recent articles will be considered as reliable sources for this research seeks to analyze the extent of the problem accor ding to the most current sources. Research Does Gender Bias Exist in the Fire Department: Case studies of Florida and Kenosha Fire Departments The fire department remained a masculine profession for many years, with only white men pursuing careers in this profession. All through the 1800s, the field exhibited only male, white recruits (Bureau of National Affairs, 2002). Only in the 1920s did the department recruit black males. There is an existing complexity between gender and race, and this highlight of the time taken in the department to include men serves to reflect the resistance that existed towards recruiting women (Denis, 2003). After recruiting black males into the fire department, a half a century lapsed before the department hired the first females in the 1970-1980s. The hiring of the initial lot of black women served as a platform for women gaining entry into the male dominated field. This was considered as the first step towards breaking the existing glass ceiling that h as barred women from venturing into this career. Evidently, in the 1990s, experts thought that it was time for the complete breaking of the glass ceiling because thousands of women secured places in the fire department (Weaver, 2006). It is worth noting that the Los Angeles fire department has an outstanding history of having hired the first black in male 1892, indicating its willingness to embrace racial diversity. The effect of the glass ceil

ICT Part 1 Essay Example | Topics and Well Written Essays - 750 words - 1

ICT Part 1 - Essay Example However, a correct solution can only be selected based on correct evaluation of existing system. Identifying the importance of evaluation Burgess (65) states, â€Å"The topic of the evaluation of ICT influence on the company performance has been a concern for both IS researchers and practitioners since the first business application.† Following is a detailed evaluation of five major issues that are facing the organization. The purpose of this evaluation is to isolate an issue with the highest priority, so that a strategic plan may be sketched out to address the issue. The present system is managing business information effectively but it is unable to give a big picture of the business that can provide decision support to business managers. The system is recording almost every aspect of the business from daily transaction to yearly reports. However, managers are unable to extract useful information just in time from the heaps of reports that are present in the system. Mallach (15-16) observes, â€Å"To make a real difference, we must look beyond improved efficiency†. It is important because â€Å"The benefits that come from providing managers with information to make better decisions are far greater.† The second issue facing RR is to work out the competitive advantage that the outsourcing can bring to the company. Presently, entire software development, infrastructure maintenance and desktop support is managed by the in-house ICT department. This over burdens the ICT team of 120 members at RR. The problem is closely related to the third issue of keeping the costs under control for ICT operations. The migration of RR from simple Transaction Processing System (TPS) to a Decision Support System (DSS) is a tough ask as far the provisioning of adequate resources is concerned. Lastly, it was noted that implementation of electronic supply chain will not have a relative importance to managers in the current economic

Techniques in marketing products Essay Example for Free

Techniques in marketing products Essay 1. Intro to company product or service chosen for evaluation. The company I have chosen is Tesco PLC and service provided by them which is Tesco Mobiles established in May 2003. Service mentioned above is a mobile virtual network operator. The type of the company is private and owned by Tesco Mobile Services Ltd in 45%, Tesco Mobile Communications Ltd by another 45% and O2 Communications Ltd by 10%. Products provided by the company are mobile telecommunications. Another important point I would like to consider is that Tesco’s mobile services run on the O2 network in the United Kingdom. 2. Explanation of the marketing strategy used to market the product/service. Tesco Mobiles concern based its strategy on Ansoff’s Matrix diagram attached below and the one used by them is market penetration. Strategy used currently by Tesco Mobile Company is definitely less risky than it used to be at the beginning as the diversification which is less predictable, expect more work and more time. One of the reasons why that is a market penetration is that they established the company in 2003 so currently they are already 12 years in a business environment. Market penetration is mainly defined as an activity of growing the market share of a present product. Tesco Mobiles is perfect example for a market penetration as they are providing already existing product on the existing market. It used to be diversification for Tesco at the beginning because the concern is mainly recognized by groceries not electronic accessories but currently as it already exists for so long we can define it as a market penetration. However Tesco Mobiles is currently using market penetration to measure the amount of adoption or sales of a service or product which is associated to the total theoretical market for that service or product. 3. Explanation of TWO risks of the marketing strategy. So far market penetration strategy seems like safe way to keep the sale of the product and make profit on it. However this strategy does not work for all of the products provided by the company. Market penetration focuses on the low prices at the same point to increase market share and demand for a product. When demand for the product increase then concern can save money on  production costs per unit by making a greater amount of the product. There are missed opportunities when the company provides good quality, luxury products when in a market same products with less quality are already provided as a cheap purchase. At the end of the day even when the company decrease the price of the luxury product and raise it step by step later on customer probably may go elsewhere when for them seems the same product is cheaper. Second point of the risky way of a market penetration I would like to consider is poor company image. When company focuses on the market penetration of one product it can hurt or decrease sale of the other products provided by them. If company which is providing high quality product will focus on a cheap sale in a market penetration then image and reputation of the luxury producer can without any doubt suffer. 4. Analyse of FOUR advantages of the marketing strategy. There are absolutely more advantages than disadvantages found in a market penetration. Firstly as the product will attempt to the already existing market as already existing product the result of this may be quick adoption and diffusion of the product in the market. Another point worthy to consider is discourage competitors. When for example Tesco provides existing product into existing market that Sainsbury’s got already it may interest the customers and bring them back to Tesco by the more attractive price or look of a product. Third advantage presented by the market penetration is high product turnover. In the situation when there is high product turnover in terms of fast sales retailers are forced to order more from the suppliers which at the same time give more profit to the suppliers. To conclude advantages of the market penetration the last point likely to provide is raising profitability. Market penetration is mainly know and defined as the way of selling current services and product to already existing target market which makes it profitable and least risky through all of the Ansoff’s Matrix strategies. 5. Critical analysis of two other strategies that won’t be useful for the product/service and why? Two other strategies that I would like to mention and use them as the ones I will not provide are diversification and product development. Diversification is a strategy which enter new industry or market and that is  the most risky strategy for the business. There are several disadvantages of diversification. As the diversification does not provide that much protection while investing money into something new people does not always feel confident to actually purchase the product before someone else will recommend it. However if the company will experience any loses while performing diversification during the market consolidation then in result some business units might be subsidized. Another strategy that in my own opinion will not be useful is product development which brings new product to existing market. In case of this strategy company might experience and sometimes is very likely to have product failure. As the product is ‘’first-time’’ mover in a new market and obviously people same like in case of diversification might not feel confident to purchase the product. However company must be concerned of target audience for their new product which has no experience in sale yet.

UK DMS Military Amputee Rehabilitation Strategy

UK DMS Military Amputee Rehabilitation Strategy Introduction The previous chapter provided information regarding the context and background to the study, the research aim and objectives, the statement of the problem, the scope and limitations of the study, and the study structure. Globally, the availability of rehabilitative staff and for that matter health workers in general has become a cause for concern. WHO (2006) commented that the world faces a shortage of 4.2 million health workers. Experts have warned that the number of health workers being trained domestically in many countries is threatened by the strain on public finances inflicted by the ongoing economic crisis. The EU could face a shortage of 1 million health professionals by 2020 or 2 million if long-term care and auxiliary professions are also taken into account (Jensen, 2013). To combat these shortages, the UK and USA recruit staff on an industrial and international scale (Eckenwiler, 2009). This chapter will review the UK DMS military amputee rehabilitation strategy. Comparing the UK with US, it will review the global rehabilitation situation, discussing a number of issues affecting service provision, and rehabilitation staff availability. Additionally, the chapter will review some of the current evidence supporting the impact relocation has on the retention of civilian rehabilitation staff, and review perspectives underlying staffs willingness to stay with health organisations. UK Military Rehabilitation Strategy The principal aim of the UK DMS Rehabilitation Strategy (the Defence Military Rehabilitation Programme) is to return service personnel to operational levels of fitness as soon as possible the fitter quicker principle. Where this is not achievable e.g. military amputee patients the aim is to attain the maximal level of physical, psychological and social health possible (MOD, 2010, p.1). The Defence Military Rehabilitation Strategy (the Defence Medical Rehabilitation Programme) currently encompasses two distinct capabilities; the DMRC (Defence Medical Rehabilitation Centre) and the DMRS (Defence Medical Rehabilitation Service). The DMRC is the foremost Defence rehabilitation centre where service personnel can receive rehabilitation for neurological, complex trauma (polytrauma) or force generation musculoskeletal conditions. The DMRS (MOD, 2016) is provided through a tiered network of rehabilitation facilities including 152 Primary Care Rehabilitation Facilities (PCRF) and 15 Regional Rehabilitation Units (RRU) across the UK and Germany. The PCRFs are Unit/Station based rehabilitation departments offering physiotherapy and exercise therapy on an outpatient basis. Patients with injuries that cannot be resolved at this level are referred to RRUs who provide rapid access to imaging services, podiatry and residential rehabilitation. The Defence Military Rehabilitation Programme is also supported by PRCs (Personnel Recovery Centres). They are residential facilities situated in or near garrisons and are available to all members of the Armed Forces during their recovery from sickness or injury. They aim to assist personnel back to either military service or a second career in a civilian occupation. US Military Rehabilitation Strategy United States Military Rehabilitation Strategy recognised the need for an overhaul of rehabilitation services during the War in Afghanistan. Seven years after US troops entered the Afghanistan conflict, Congress passed the Defence Authorization Act of 2008, which reflected legal and healthcare workers concerns about the quality and availability of medical care services (Lister, Panangala, and Scott, 2008). Accordingly, todays casualties receive an effective and expansive set of rehabilitative services that are akin to those seen in the in the United Kingdom. US rehabilitative care is provided by Tricare (a health care program of the United States Department of Defense Military Health System) and the Veterans Association (VA)2. Global Rehabilitation Issues Amputee Services Amputee rehabilitation services in high income countries are usually centrally funded and provide effective support. Amputee rehabilitation in low and middle income countries depends on their nations stage of development. In areas beset by war (for example Cambodia, Vietnam, Angola, Mozambique and Uganda), the greatest number of amputations (Staats, 1996) results from conflict and landmine explosions. As war drags on, the number of amputees increases and becomes an economic burden. In some countries the number of amputees is so great it is considered an ecological as well as economic disaster; this is the amputee volume imperative. In these regions amputee rehabilitation in any form is a luxury, if it is available at all. Global Rehabilitation Issues Population Effects When delivered at its best, rehabilitation provides people with the tools they need to attain maximal health, function, independence and self-determination (WHO, 2002). The World Health Organization (WHO) and the World Bank estimate that people with disabilities constitute at least 15% of the worlds population, with the majority in low and middle-income countries (WHO, 2011; Pryor and Boggs, 2012). Despite the continued increase in rehabilitation cases worldwide, prioritizing and monitoring of progress to improve health services for people with disabilities remains inadequate (Tomlinson et al., 2009). International evidence shows that people with disabilities have many unmet health and rehabilitation needs, face barriers in accessing mainstream health-care services, and consequently have poor health. With an ever-increasing incidence and prevalence of chronic disabling non-communicable diseases (Boutayeb and Boutayeb, 2005) and a global health refocus on reducing mortality, the world is experiencing a growing demand for rehabilitation services. Generally however, physical and functional rehabilitation is not emphasized in global health discourse (Pryor and Boggs, 2012), despite many recent documents, including various national and international policy instruments and the World Report on Disability (2011) that stressed that physical rehabilitation services are a necessary element of a comprehensive system. The WHO Global Disability Action Plan 2014-2021 (2015) includes the strengthening of rehabilitation services as a key objective. To achieve this objective, it provides capacity building actions (to meet this objective) for member states, national and international partners. Currently however, rehabilitation services, particularly in low and middle-income countries, do not have t he capacity to adequately address the needs of their populations. Global Rehabilitation Issues Finance and Resources UK and US military rehabilitation strategies are able to provide tiered and specialist services as they are centrally funded. Specialised amputee services in high income countries can also attract charitable donations in order to achieve the best care solution. Where rehabilitation is adequately financed, national rehabilitation strategies (NRH, 2009) dictate that care should be delivered from 3 perspectives: general rehabilitation; specialist rehabilitation; and a complex specialised rehabilitation service (C-SRS). In high income countries (UK, US, Australia, New Zealand, Norway, Sweden) rehabilitation is integrated in health care and financed under the national health system (Lilja et al., 2009; WHO, 2004). In other countries responsibilities are divided between different ministries. This stymies rehabilitation services at regional and local level; they are often poorly coordinated and not integrated into the overall system (OECD, 2008). The cost of rehabilitation can be a barrier for people with disabilities in high-income as well as low-income countries. Rehabilitation is problematic even where central funding from government, insurers, or NGOs is available, as it may not cover enough of the costs to make it affordable (Bijelow et al., 2004). Deficits in the New Zealand rehabilitation infrastructure and workforce already severely compromise access to and provision of rehabilitation services (New Zealand Rehabilitation Association, 2014). Australia (the sixth largest country in the world) is a high-income country, ranked 19th in terms of per capita GDP. The development of health services in Australia has mainly been focused on metropolitan and regional areas, with both on-site and outreach locations. A review of 30 years of development in rehabilitation, clinical services, and education reforms in Victoria (Pryor and Boggs, 2012), indicates that progress has been indifferent with mistakes, dead ends and successes al ong the way. Financing strategies can improve the provision, access, and coverage of rehabilitation services, particularly in low-income and middle-income countries. Whilst it can be assumed that any new strategy should be carefully evaluated for its applicability and cost-effectiveness before being implemented, the reality is that rapid implementation negates strategic review. In low and middle income countries, physical and functional rehabilitation is particularly challenging, given human resource shortages and inadequate funding of health care. In these situations, rehabilitation services have evolved in unique ways. They are often strongly linked to humanitarian responses and wider disability actions, and are less connected with mainstream health care than in other settings. Aid agencies from Australia, Germany, Italy, Japan, New Zealand, Norway, Sweden, the United Kingdom, and the United States have supported such activities (Dolea, 2010). The rehabilitation sector is frequently disconnected from the health sector and is closely linked with poverty reduction strategies. Limited resources and health infrastructure in developing countries, and in rural and remote communities in developed countries, can reduce access to rehabilitation and quality of services (World Bank, 2009). In a survey of the reasons for not using health facilities in two Indian states, 52.3% of respondents indicated that no healthcare facility in the area was available (World Bank, 2009). Other countries lack rehabilitation services that have proven effective at reducing long-term costs, such as early intervention for children under the age of five (Stucki et al., 2005; Rimmer, 2006; Storbeck and Pittman, 2008). A study of users of community-based rehabilitation (CBR) in Ghana, Guyana, and Nepal showed limited impact on physical well-being because CBR workers had difficulties providing physical rehabilitation (Stucki et al., 2005). A 2005 global surv ey (SNCDD, 2006) of the implementation of the nonbinding, United Nations Standard Rules on the Equalization of Opportunities for Persons with Disabilities found that: in 48 of 114 (42%) countries that responded to the survey, rehabilitation policies were not adopted; in 57 (50%) countries legislation on rehabilitation for people with disabilities was not passed; in 46 (40%) countries rehabilitation programmes were not established. Spending on rehabilitation services is difficult to determine because it generally is not disaggregated from other health care expenditure. Many countries particularly low and middle income countries struggle to finance rehabilitation, but rehabilitation is a good investment because it builds human capital (Haig et al., 2009). Health care funding often provides selective coverage for rehabilitation services, for example, by restricting the number or type of assistive devices, the number of therapy visits over a specific time, or the maximum cost (Dejong, Palsbo, and Beatty, 2002), in order to control cost. Governments in 41 of 114 countries did not provide funding for assistive devices in 2005 (SNCDD, 2006). In Haiti, before the 2010 earthquake, an estimated three quarters of amputees received prosthetic management due to the lack of availability of services (Bijelow et al., 2004). Poor access to prosthetic services that were available was attributed partially to users being unable to pay (Bijelow et al., 2004). Rehabilitation national survey in India, found two thirds of the assistive technology users reported having paid for their devices themselves (World Bank, 2009). Whilst global strategy recognised the need for appropriate resourcing, very few countries recognised the impact of disability on income. People with disabilities have lower incomes and are often unemployed, so are less likely to be covered by employer-sponsored health plans or private voluntary health insurance. If they have limited finances and inadequate public health coverage, access to rehabilitation may also be limited, compromising activity and participation in society (Crowley, 2003). Global Rehabilitation Issues Availability of Services and Staff National rehabilitation strategies require competent professional staff in great numbers; the global availability however of qualified /experienced rehabilitation professionals is on the decline (Chen, 2006). Not only do the settings for rehabilitation vary greatly from country to country, the availability of rehabilitation services in different settings varies within and across nations and regions (WHO, 2004; Haig, 2007; Tinney et al., 2007; Buntin, 2007; Ottenbacher and Graham, 2007). Haig et al (2009) flippantly concluded that the chance of a person with a disability in sub-Saharan Africa meeting a physician with specialist skills is about the same as that for an Antarctic penguin. Continuous WHO research has revealed wide cross-national disparities in the supply of rehabilitation health professionals. Lower income countries tend to have the lowest densities with less than 0.5 workers per 10,000 inhabitants in many countries of sub-Saharan Africa but also in several across Asia (Bangladesh, Nepal, Pakistan, Myanmar, India) and the Eastern Mediterranean (Iran, Yemen). Many high income countries including Finland, Japan, the United States, the United Kingdom and Canada have workforce densities several times higher (De Savigny and Adam, 2009). This finding is not surprising: large differences across countries and critical shortages of highly skilled professionals in low-income countries have been well documented (Chen, 2006). Building a cadre of trained amputee rehabilitation personnel is a goal of many organisations and governments. Dunleavy (2007) suggests that the quality of the rehabilitation workforce in low-income countries is both disturbing and dangerous. A recent comprehensive survey of rehabilitation in Ghana identified no rehabilitation doctor or occupational therapist in the country, resulting in very limited access to therapy and assistive technologies (Tinney, 2007). An extensive survey of rehabilitation doctors in sub-Saharan Africa identified only six, all in South Africa, for more than 780 million people, while Europe has more than 10 000 and the United States more than 7000 (Haig et al., 2009). Discrepancies are also large for other rehabilitation professions (Saxena et al., 2007). Many developing countries do not have educational programmes for rehabilitation professionals. According to the 2005 global survey, 37 countries had not taken action to train rehabilitation personnel and 56 had not updated medical knowledge of health-care providers on disability (SNCDD, 2006). Despite a huge need for rehabilitation services in both urban and rural Cambodia, for example, hospitals could not afford to hire rehabilitation professionals (Dunleavy, 2007). Global Rehabilitation Issues Communication and Strategy Inadequate health information systems and communication strategies can contribute to low rates of participation in rehabilitation. Barriers to rehabilitation include poor communication across the health care sector and between providers (notably between primary and secondary care), inconsistent and insufficient data collection processes, multiple clinical information systems, and incompatible technologies (DiGiacomo, 2010). Poor communication can result in ineffective coordination of responsibilities among providers (Kroll and Neri, 2003). Complex referral systems can limit access. Where access to rehabilitation services is controlled by doctors (Dejong, Palsbo, and Beatty, 2002), medical rules or attitudes of primary physicians can obstruct individuals with disabilities from obtaining services (Hilberink, 2007). People are sometimes not referred, or inappropriately referred, or unnecessary medical consultations may increase their costs (Eldar, 2000; Holdsworth et al., 2006). The 200 5 global survey (SNCDD, 2006) of 114 countries, revealed 57 did not consult with families of persons with disabilities about design, implementation, and evaluation of rehabilitation programmes. This directly challenged McColl and Boyces supposition (2003) that the development, implementation, and monitoring of strategy and policy should always include users. A study of rehabilitation medicine related to physical impairments in five central and eastern European countries suggested that the lack of strategic planning for services had resulted in an uneven distribution of service capacity and infrastructure (Eldar et al., 2008). Strategy and planning needs to be based on analysis of the current situation, and consider the main aspects of rehabilitation provision leadership, financing, information, service delivery, products and technologies, and the rehabilitation workforce (De Savigny and Adam, 2009), defining priorities based on local need. Many countries have good legislation and related policies on rehabilitation, but the implementation of these policies, and the development and delivery of regional and local rehabilitation services, have lagged. Retention of Rehabilitation Staff Like other health staff, retaining rehabilitation professionals is affected by poor working conditions, safety concerns, poor management, conflict, inadequate training, lack of career development and continuing education opportunities (Crouch 2001; Tinney, 2007; Lehmann, Dieleman, and Martineau, 2008; Tran et al., 2008; Dolea, 2010). High income countries do not suffer from this scarcity, as their economies regularly attract healthcare workers from low-income countries (Landry, Rickets, and Verrier, 2007; Mock et al., 2007; Lehmann, Dieleman, and Martineau, 2008; Willis-Shattuck, 2008; Magnusson and Ramstrand, 2009). Retaining professional workers is especially important as professional workers may have stronger professional than organisational identification reasons for staying (Robertson and Hammersley, 2000). Retention can prove difficult however as turnover tends to be growing rapidly across many industries (Si, Wei and Li, 2008). More importantly, when employees leave they take their know-how with them and thus an organisation risks a potential loss of experience and expertise (Walker, 2001; Frank, Finnegan and Taylor, 2004). Employers invest a lot in recruiting and selecting employees and then invest even more in training and developing them over time. The development of these assets is an important task for human-resource managers (Sutherland, Torricelli, Karg, 2002). Moncarz, Zhao and Kay (2009) found that professional growth is an important retention factor and that in organisations where employees receive the proper training needed to assume greater responsibilities, turnover rates are generally lower (p. 441). Why Staff Stay With Organisations The learning and development of employees is an important retention-supporting strategy (Horwitz, Heng, and Quazi, 2003; Kyndt et al., 2009). Tymon, Stumpf and Smith (2011) note how retaining the best professional talent is of great practical significance to organisations as it eliminates the recruiting, selection and on-boarding costs of their replacement, maintains continuity in their areas of expertise, and supports a culture in which merit can be rewarded (p. 293). Advancement opportunities appear to motivate high-performer retention more so than other employees (Hausknecht, Rodda, and Howard, 2009). The role of management as a key factor in the retention of professional workers has been cited by several studies. Andrews and Wan (2009) link improved nurse retention to manager behaviour (p. 342) and Snyder and Lopez (2002) emphasize the role of leaders in an organisation in encouraging the talent of the organisation to stay. Research has shown that as long as employees feel that they are learning and growing, they will be less inclined to leave. On the other hand, once employees feel they are no longer growing, they begin to look externally for new job opportunities (Rodriguez, 2008). Factors influencing retention appear to be the existence of challenging and meaningful work, opportunities for advancement, positive relationships with colleagues, empowerment, responsibility, recognition of capabilities and performance contributions, rewards, good work-life balance, good communication within the organisation, managerial integrity and quality, and new opportunities/challenges (Arnold 2005; Herman 2005; Pitts, Marvel, and Fernandez, 2011; Allen and Shanock, 2013). The role of management as a key factor in the retention of professional workers has been cited by several studies. Andrews and Wan (2009) link improved nurse retention to manager behaviour (p. 342) and Snyder and Lopez (2002) emphasize the role of leaders in an organisation in encouraging the talent of the organisation to stay. There appears to be two aspects of management that are particularly important in retention these being the adoption of an appropriate style of leadership (Spence Laschinger et al., 2009) and perceived management support (Paillà ©, 2013). Since learning and development opportunities appear crucial for the retention of talented employees (Arnold, 2005; Echols, 2007; Rodriguez, 2008; Kroon and Freese, 2013) an organisation must establish a supportive learning and working climate. This makes development and learning critical for attracting and retaining employees, because talented people are inclined to leave if they feel they are not growing and stretching (Michaels, Handfield-Jones, and Axelrod, 2001, p. 14). Relocation and Strategy Relocation is among one of the most radical strategic decisions a firm can make (Isabella 1990). Relocation is essentially a form of organisational change, which, in its simplest form, can be defined as a difference between new and old settings (Weber and Manning, 2001, p. 229). Even when completed within the same vicinity, it is a complex and unsystematic process involving several stakeholders, phases and decisions (OMara, 1999). Whilst relocation can be perceptualised as a golden opportunity, with organisations using change as a catalyst to introduce elements of organisational change (Inalhan, 2009), it can have a significant impact on real estate costs, productivity, efficiency, workforce satisfaction, and meeting the overall business objectives (Morgan and Anthony, 2008; Christersson and Rothe, 2013). For employees, the combination of workplace redesign and relocation can be challenging. Not only are they facing a change in their workspace, they also lose the organisational patte rns and roles that were a part of the old premises (Milligan, 2003). Additionally, the way the change is delivered can also impact on how the change is received (Bull and Brown, 2011; Vischer, 2011). At an organisational level, many positive effects of relocation have been identified; positive changes in employee behaviour: enhanced employee satisfaction and productivity: improved decision-making, collaboration and cross-selling: improved retention and recruitment: reduced churn costs: and positive client feedback (Morgan and Anthony, 2008). On the other hand, relocation can also be risk-laden (Rasila and Nenonen, 2008). People form emotional links to physical environments, called place attachment (Milligan, 2003; Inalhan, 2009), and a relocation inevitably causes a disruption in this relationship to the old premises with some employees experiencing loss and grieving (Inalhan, 2009) or even a form of organisational death (Milligan, 2003). Early employee involvement and empowerment to participate in decision-making should be a part of projects where workplace change is significant and a part of a cultural transformation. Effective managerial communication in an organisation helps to connect with employees, build positive relationships and frame attitudes and behaviours of employees in the workplace and numerous studies state that communication plays an important role in the change process (Elving, 2005; Hayes, 2007) and some even claim that employee communication can mean its success or failure (Barrett, 2002). Communication of the reason and impact of the workplace change is significant in influencing the participants to accept change, and it is suggested to be even more important than the frequency or amount of information supplied (Bull and Brown, 2011). Despite this, employee experiences of the relocation process have not been widely addressed, with the exception of needs and experiences of employees in long-distan ce relocations, where organisations move to a new geographical area and the employees will have to move to a new home to stay with the company (Rabianski, 2007). Studies conducted within a relocated setting, often focus on comparing employees experiences of the old office with the new one (Brennan, Chugh, and Kline, 2002; Brown et al., 2010), but do not give attention to how employees experience the change in location. Conclusion The current economic situation has severely impacted global rehabilitation services. In low and middle income countries, inadequate resourcing combined with an ineffectual health infrastructure and consistent neglect of rehabilitation services, leaves patients facing lifelong disability. Some countries are barely able to provide a single rehabilitation practitioner. Beset by the net effects of an ever increasing population, the increasing health burden will continue to destabilize and overwhelm the most basic rehabilitation services. Even affluent countries (UK and USA) struggle to retain or recruit personnel, depending on industrial-scale immigration of qualified rehabilitation staff from countries who can barely afford their release. Nations (and naturally organisations, the DMS and MOD) recognise the qualities an experienced workforce can deliver. With the prospect of relocation, retaining these workforces can be difficult. Thus, the availability and maintenance of personal and professional development are key retention strategies. Relocation however, can have diverse results. On the one hand it can result in positive changes in employee behaviour, enhanced employee satisfaction and productivity; on the other it can result in a significant impact on the workforce, leading to the loss of staff with a resulting shortfall in experience and expertise. Though there are a number of researchers that have investigated healthcare workers perspectives of relocation and retention, this literature review has revealed a lack of any available UK military associated research of its military or civilian staff. The next chapter will attempt to address the DMRC civilian rehabilitation workforces retention and relocation perspectives through a research methodology that will encompass a qualitative focus group and cross-sectional quantitative investigation.

HACCP Implementation In Hotel Restaurant

HACCP Implementation In Hotel Restaurant The author has selected this topic because of his interest in a future career in food and beverage industry. Part A has showed that he has good leadership and team building skills to become a leader in this filed. He feels that it would be imperative to have good understanding of food safety if he would like to be a chef after graduated from the university. In Hong Kong, there are great proportion of people went out to have their meal. According to Hong Kong centre for health protection (CHP, 2007) the number of people eating out more than five times a week are 30.2% for breakfast, 51.5% for lunch and 10.8% for dinner respectively. Having such culture of eating out, food safety should be considered as the first priority in the hospitality industry in Hong Kong, however, in recent years, food poisoning is continually increasing. According to the World Health Organization (WHO, 2007), the global incidence of food-borne diseases is difficult to estimate, but it has been reported that in 2005 alone 1.8 million people died from diarrhoeal diseases. A great proportion of these cases can be attributed to contamination of food and drinking water. In industrialized countries, the percentage of the population suffering from food-borne diseases each year has been reported to be up to 30%. In addition, contaminated food could result from improper food handling, preparation, or food storage. Although HACCP is an internationally recognized food safety management system, there are great barriers to implement such system in the hospitality industry Academic objectives of project This paper aims to achieve the following objectives: 1. To gain understanding of HACCP and its implementation in Hospitality industry. 2. To compare current academic literature on the food safety issues. 3. To identify the barriers of implementing HACCP system in Hospitality industry. 4. To identify the ways to strengthening the food safety culture within the Hospitality organization rather than focusing on creating a better safety system. Outline of sections The literature review will be divided into four parts. The fist part is about the introduction of Hazard Analysis Critical Control Point System (HACCP), including this definition and its implementation. The second part is about the barriers of implementing HACCP system in Hospitality industry e.g. practical and psychological barriers. The third part is about the organizational culture which included its definition and connection between HACCP implementation. The final part is the ways to strengthening the food safety culture. It is because having a positive food safety culture within the organization is more reliable that strictly follow the food safety management system such as HACCP. Literature Review Introduction According to the World Health Organization (WHO, 2007) Food-borne diseases or Food poisoning seem to have been increasing globally in recent years. Food poisoning can be broadly defined as the illness caused by the consumption of contaminated food or water containing various bacteria, viruses, parasites or even toxins of biochemical or chemical nature. The types of foods produced or served by a business along with the management of how they are prepared or produced are likely to contribute to the risk of a business causing food poisoning. (Griffith, 2010) Although, there are food safety management system such as Hazard Analysis Critical Control Point (HACCP), the implementation of the HACCP system requires additional resources for staff training, investments on buildings and equipment, extra purchase of supplies, as well as technical support furthermore, within a business a number of sub cultures compete for priority and often the biggest rival to food safety culture is a culture of saving money (Griffith et al., 2010). The drive to cut costs at the expense of food safety maybe false economy and it should be noted that businesses identified as a source of food poisoning outbreaks can suffer significant damage to brand identity, financial losses and possibly, in up to a third of cases, bankruptcy (Griffith et al., 2010). What is HACCP? According to a recent study (Taylor, 2008)The Hazard Analysis Critical Control Point (HACCP) system is a science-based systematic approach which identifies critical control points in the production procedure that are essential to monitor and control product safety. HACCP is a tool to assess hazards and establish control systems that focus on prevention rather than relying on end-product testing. The system can be applied throughout the food chain from primary production to final consumption, including primary producers, food manufacturers, transport and storage operators to retail and food service outlets. The implementation of HACCP system is a sign for delivering safe food products to customers. HACCP is an internationally recognized system and is built on seven key principles: 1. Hazard Analysis: Potential biological, chemical and physical hazards must be evaluated for each ingredient and at each step of the manufacturing process. 2. Identify Critical Control Points: Those points in the process where control can be applied to eliminate or reduce an identified hazard to an acceptable level. 3. Establish Critical Limits: Defined as the maximum or minimum parameter that must be met to eliminate or reduce the hazard to an acceptable limit. 4. Establish Monitoring Requirements: Used to assess whether the critical limits are met and to establish records for verification. 5: Establish Corrective Actions: The actions taken to bring a CCP back under control and the steps taken to prevent further contamination of the product as well as the steps taken to prevent the distribution of potentially contaminated product. 6: Establish Verification Procedures: Verification assures the plan is effectively implemented and followed. 7: Establish Record Keeping and Documentation Procedures: Includes record retention of types of records kept such as the hazard analysis, the HACCP plan, support documentation and operational records. By focussing inspection at CCPs, HACCP improves the scientific basis for safety and control processes. A CCP is any point in the chain of food production from raw materials to finished product where the loss of control could result in unacceptable food safety risk (Pierson and Corlett, 1992). Monitoring of CCPs is done best by using indicators that can be measured easily. This focus on measurable indicators provides a more cost-effective approach to control than product sampling and testing, which is more expensive and may not provide timely results. This is especially important for foodborne microbial pathogens, because their incidence is low and the costs of testing are high. It is important to recognise that HACCP is not designed to replace management decisions weighing potential benefits from product qualities against costs, or the value of improved safety versus the costs of achieving it. HAC CP facilitates improved product safety, but management has the discretion to determine what the final product quality will be. These issues enter into the firms deliberations in determining CCPs and tolerance limits at CCPs. (The economic) HACCP was originally developed as a quality control tool in food processing, where branded product liability creates industry incentives for hazard control. It was intended to be flexible enough to adapt to different firms, plants, or processes within plants. Its application as a regulatory standard to an entire industry or sector, or at different stages in the supply chain, is necessarily different. (Unnevehr and Jensen 1999), Why is HACCP important? The Hazard Analysis Critical Control Point (HACCP) is a food safety management system that is currently promoted internationally because it enables food business operators to control food safety risks at all points along the production line, rather than waiting for microbiological testing of the final product (Tuominen et al., 2003). It regarded as the most effective way to achieve food safety is to focus on prevention of possible hazards and to improve the process (Swanson and Anderson, 2000;) The HACCP system also relies heavily on verification and documentation to ensure that food safety has not been compromised during any step. HACCP therefore provides a structure for assessing risks. HACCP therefore provides a structure for assessing risks or whatever could go wrong and putting the requisite controls in place to minimize such risks. (Stephaniem et al.,2009) The advantage of HACCP based systems is that they can be designed to include all different types of foods, their raw materials (whatever their source) and associated hazards. (Griffith, 2010) (Semos and Kontogeorgos, 2007) denoted that the implementation of the HACCP system to food processing can result in benefits to industry, government and consumers, promoting, in this way, a potential improvement of food safety and prevention of food poisoning. HACCP focus on measurable indicators provides a more cost-effective approach to control than product sampling and testing, which is more expensive and may not provide timely results. This is especially important for food-borne microbial pathogens, because their incidence is low and the costs of testing are high. Requirement of implementing the HACCP system in hospitality industry Before HACCP can be implemented, prerequisite programs (PRPs) such as good hygienic practices, staff training, and documented standard operating procedure should be well established. HACCPs effectiveness relies on the knowledge and skills of both management and staff. (Taylor, 2008), pointed out that the most important factor driving the implementation of HACCP is the employment of experienced, technically qualified persons. While flexibility appropriate to the business is important, all seven principles must be applied in the HACCP system. This takes into account the nature and size of the operation, including the human and financial resources, infrastructure, processes, knowledge, and practical constraints. The seven principles can be applied in businesses regardless of size and the nature of the operations. (Semos and Kontogeorgos, 2007) Implementation of the HACCP system requires additional resources for staff training, investments on buildings and equipment, extra purchase of supplies, as well as technical support furthermore, managers or businesses should provide adequate and appropriate facilities for food handlers to be hygienic and this can influence their perceived behavioral control. (Griffith, 2000) The efficacy of the system relies heavily on the relevant HACCP knowledge and skills, management commitment, and understanding of HACCP along with changes in attitude and organizational culture all requiring adequate training to overcome barriers related to human resources. (Adams, 2000) Considering the results as a whole, staff training was the cost with the highest mean score indicating that this cost during the development and implementation of the HACCP system was the most important cost. The second most important cost was the investments in new equipment. As has previously been mentioned, the majority of the respondents have used an external consultant to develop and implement the HACCP system in their company. Thus, it is not surprising that the cost of the external consultant is rated as the third most important cost. (Semos and Kontogeorgos, 2007) The cost of a HACCP system for most industries depends not only on the requirements of the system, but also on the improvement of the current status of food safety-related practices in the company. Considering the cost of HACCP systems, it is important to take into account the firms long-term savings derived by a potential decrease in recalling contaminated food products (Taylor, 2001). A food handlers knowledge of food safety is critical they cannot behave hygienically if they do not know how to behave and why. This has led to increased emphasis on training; however, knowledge of food safety/hygiene does not always translate into implementation of food safety practices. Training provides people with the knowledge allowing them to handle food safety when they are motivated to be hygienic (Griffith, 2010). What are the barriers in implementing the HACCP system in hospitality industry? Hazard Analysis Critical Control Point (HACCP) is an internationally recognised system of managing food safety (Codex, 2003) and its use is advocated in the hospitality industry. Griffith (2000) stated that one of the major problems regarding the effective implementation of HACCP is that employees in food industry often lack interest and they often have a negative attitude toward the food safety programmes. Taylor and Taylor (2004) found that the main barriers that hindered the effective HACCP implementation were due to HACCP being considered as difficult, burdensome and unnecessary. They explained that the interplay of barriers at knowledge, attitude and behavioral levels could account for the problems in effective HACCP implementation. The generated working definitions for the general barrier categories included: knowledge as a body of acquired facts; attitude as mental reaction to knowledge; and behaviour as the action taken as a result of knowledge acquisition and attitude development. Subcategories of these general barriers included awareness, familiarity and comprehension for knowledge while the subcategories for attitude major barrier comprised of agreement and commitment. Adoption and adherence were the subcategories for the last major barrier, behaviour (Barriers of HACCP team members) Furthermore, those barriers separated into two types which are practical and psychological. (Taylor, 2008) stated that there is an overwhelming range of practical and psychological barriers to the HACCP implementation in hospitality industry (Taylor et al., 2008). The practical barriers in implementing the HACCP system in hospitality industry (haccp chef) Although HACCP is an internationally recognized food safety management system, there are great barriers to implement such system in the hospitality industry. Studies have shown that the major problems identified in the Hospitality industry were: lack of knowledge, training problems, high staff turnover, large variety of products, variation in potential demand and large numbers of part-time workers (Ward, 2001) Lack of appropriate facilities has been cited as a barrier to implementation of good hygiene (Clayton et al., 2002). However even more highly cited was lack of time to be hygienic and this is likely to be even more important in food service or catering than in manufacturing. The former work to order, with customers seeking prompt service, potentially facing food handlers whilst in manufacturing businesses usually work to stock. Improving a business shift patterns and staff numbers has helped to significantly improve hygiene implementation. Managers or businesses may say that this costs too much money and this attitude directly links to the business organizational food safety culture. (Griffith, 2010) Eves and Dervisi (2005) noted that when HACCP is not properly implemented it is due to time-related constraints and mostly due to the large amount of documentation required. Bas et al. (2007) and Panisello and Quantick (2001) stated that the volume of the paperwork required is a factor that hinders the HACCP effectiveness, while Taylor and Kane (2005) and Taylor (2001) refer to difficulties or lack of validation and verification procedures. Aggelogiannopoulos et al. (2007) also mentioned some other internal barriers in implementing the quality system such as the lack of financial resources, lack of personnel, human resource limitations (insufficient skills or qualifications), time restrictions because of the short operating horizon of the business, resistance of higher-level executives to change and resistance of employees to change. (Taylor and Forte 2008) point out that The hospitality industry is predominantly made up of very small businesses with varied levels of staff training and high staff turnover. With a few exceptions, staffs lack the competence to develop a food safety management system such as HACCP. Hospitality businesses do not employ a food technologist or microbiologist in kitchens, but craftsmen who are not technically qualified to identify danger points or to use instruments such as thermocouples and digital thermometers. A skilled chef is far more capable of judging whether food is adequately cooked using more traditional methods, such as colour or texture changes in food. Second, unlike the manufacturing industry, the average hospitality outlet offers an extended product range (menu) to the customer. It would not be possible to produce a flow diagram for each product offered as required by the international HACCP Guidelines (Codex, 2003). Furthermore, the average hospitality business is highly flexible and creative and there is a higher number of products offered, less use of standard recipes and often ad hoc reworking of ingredients. Third, the first HACCP principle requires a detailed, technical hazard analysis (Codex, 2003). Not surprisingly, many caterers do not understand the technical HACCP and microbiological jargon and most often have no ability to identify critical risks in food preparation and cooking. Finally, as food is produced from a varied and complex production blueprint (menu) and the customers require immediate consumption, the production process differs considerably from that of manufacturing businesses. The working pace is variable and volatile which is unsuitable for many types of monitoring and documentation. Daily business forecasts are often unpredictable, resulting in too little or too much preliminary food preparation, and requiring flexibility to manage rather than rigid routines. These differences create strong barriers to the implementation of HACCP in the hospitality industry, and they are very difficult to overcome. The scale of the challenge can be demonstrated by analysing previous attempts to develop HACCP guidance manuals for hospitality businesses (Taylor and Forte 2008). The psychological barriers in implementing the HACCP system in hospitality industry Beside the practical barriers, psychological factors are considered as the barriers to HACCPs successful implementation in Hospitality industry. A study (Taylor, 2008) stated that the psychological barriers such as staff motivation, attitude, and behaviour to the implementation. Calls have been made for more specific research on food safety culture with the concept and its importance, poorly understood by all levels in the food industry, including middle and top management. (Griffith et al 2010) If managers have a negative attitude about following proper food safety and sanitation procedures, it will be evident to others by what they say and do. For example, if the manager of a foodservice establishment doesnt wash his hands before beginning work, how can he expect the employees to do so? Instead, if the manager demonstrates a positive attitude toward food safety through his words and action, the employees will more likely do the same. In companies with strong safety cultures, a proper attitude toward food safety is more caught than taught. (Yiannas, 2008) Food safety is not just a microbiological problem but that it also has a major behavioral component (Griffith and Redmond, 2009). It has been suggested that 97% of outbreaks traced to non-manufacturing food businesses involved a food handler error/malpractice (Howes et al., 1996). Although there was a documented HACCP system this was poor and inadequate, its content was not communicated to the employees and was not available for inspection by the environmental health officer. There was no stock rotation protocol, cleaning documentation was poor stating some items were to be cleaned daily yet the person responsible for their cleaning was only employed two days a week with cleaning of high risk areas omitted. Many procedures such as glass and pest control policies, considered essential to a meat processor of this kind, were not in place. However it is perhaps the food safety culture set by the owner/manager which gives rise to the greatest concerns. This was a culture where returned spoilt meat was repacked and re-used and where saving money had precedence over all else. Staffs were asked to work when ill and to follow the owners example of moving between high and low risk areas without a change of clothing or hand washing. The owner falsified records, misled an d lied to environmental health officers. (Griffith, 2010) The connection between Organizational culture and the HACCP implementation All businesses possess a food safety culture this can be on a continuum from positive to negative. In a positive culture, food safety is an important business objective and there is compliance with documented systems. In a negative culture, food safety is not perceived of prime importance with often other business priorities dominant (Griffith et al., 2010) and there is poor compliance with documented food safety requirements. The formation or existence of both types of culture may be managed or unmanaged. A negative culture may be the result of lack of effort or inappropriate leadership and management. In a negative culture any attempts by individuals to improve safety may be ineffective (Clayton and Griffith, 2008). Failure to comply with quality and food safety management system requirements can be both widespread and problematic. High performing organizations consistently demonstrate elevated levels of safety culture, whereas low performing organizations show a poor safety culture (Killimett, 2006). What is Organizational culture? Organizational culture is defined typically in terms of the way people think, which has a direct influence on the ways in which they behave. Organizational culture (OC) is the social or normative glue that holds an organization together. OC is an effective instrument of staff motivation leading to improved individual and organizational performance. The leadership of any type of organization has a very important inalienable responsibility in developing appropriate organizational cultures to enhance performance and job-satisfaction of organizational members. If the leadership does not put in sufficient efforts to develop a positive culture and arrest the tendencies towards negative cultures, it could be a disaster for the organization. (Anonymous, 2006) In particular, organizational culture provides employees a common frame of reference for changes in an organization. When organizations have different cultures, people have different perceptions and interpretations of organizational changes, which affect employees embracing changes. Therefore, organizational culture is known to be important for the success of projects involving any organizational changes (Weiling and Kwok, 2008) A strong organizational culture helps members develop a shared sense of who they are and provides clear values and beliefs to guide decision making and the formulation of long-term strategies (McGrath and Tobia 2008). How organizational culture overcome the barriers in HACCP implementation in the hospitality industry? The organizational culture could contribute to both success and barriers of implementing HACCP in the hotel. An organizational culture will influence how individuals within the group think about food safety, their attitudes toward food safety, their willingness to openly discuss concerns and share differing opinions, and, in general, the emphasis that they place on food safety. (Griffith et al, 2010b) Individual food handler behavior links directly to the business culture (Clayton and Griffith, 2008, Griffith et al., 2010) and potentially how management create and support the food safety culture within a business maybe the most important factor in whether a business is or is not responsible for food poisoning. Food poisoning An organization needs to make sure that employees understand the food safety performance expectations of their job and that at all levels they are held accountable for them. The word accountability generally implies that there are checks and balances being measured to make sure certain desired outcomes are being achieved. And in organizations with strong food safety cultures, this is certainly true. For example, an organization might conduct daily HACCP checks and measurements, observe employee behaviours related to food safety, and provide feedback and coaching (both positive and negative) based on the results. But in organizations with enlightened safety cultures, theyve figured out a way to transcend or go beyond accountability. Theyve figured out a way to get employees to do the right things, not because theyre being held accountable to them, but because the employees believe in and are committed to food safety. It has been said that character is what you do when youre alone and no one is watching. In organizations with enlightened food safety cultures, employees do the right thing not because the manager or customer is watching, but because they know its right and they care. Organizations with strong safety cultures know this. They take the sharing of information beyond simple food safety training. They share information often and communicate regularly with their employees about food safety using a variety of messages and mediums. They realize that what we see, what we hear, and what we read, if done effectively, can have a tremendous influence on us. If it didnt, advertisers wouldnt spend the millions of dollars they do each year trying to reach consumers. Like in commercial marketing, organizations with strong food safety cultures share information not just to impart knowledge, but to persuade their employees to action. Having an appropriate positive food safety organizational culture is essential to maintaining a successful brand. Top management need to be aware of their own role and responsibilities in culture formation and to equip their managers with the skills to create and maintain a positive food safety culture at all levels but particularly at middle management /unit level (Griffith et al., 2010). Safety culture appears to be definable and measurable in practical terms within high-performing organizations that consistently show high levels of trust, effective communication, management credibility and an overall value of safety (Killimett, 2006). A positive safety culture is said to exist in organizations that recognize the risk for human error, but act to reduce such hazards by developing professional skills that promote safe work practices (Nieva and Sorra, 2003). Top management in one country were under the impression that compliance with systems was good, staff understood the need to be hygienic and that food safety was crucial to the business. Unit managers held a different perspective which in turn differed in major ways from the views of shop floor staff who perceived the business priorities to be quite different. Effectively this arranges employees into distinct organizational levels that represent differing roles in implementing, maintaining and monitoring food safety management systems and standards. (Griffith et al, 2010b) Yiannas (2009) argues that food safety can be better achieved by strengthening the food safety culture rather than focusing on creating a bigger or better safety system. Thus a food safety culture can be viewed as the shared attitudes, values and beliefs towards the food safety behaviors that are routinely demonstrated in food handling organizations. New employees will normally adopt the dominant behaviors that appear stable throughout the organization by simply learning from colleagues and leaders when they are recruited into the business, becoming a shared responsibility by all group members. Yiannas (2009) states that organizations can choose to create a strong food safety culture. He goes on to suggest that leaders are accountable for instigating it because they have the power and influence to create a positive food safety culture and thus have the potential to reduce the global burden of food-borne disease. He postulates that creating a positive food safety culture can support this process by actually changing the thoughts, behaviors and beliefs of individuals within a group. Summary and Conclusion The Hazard Analysis Critical Control Point (HACCP) system is a science-based systematic approach which identifies critical control points in the production procedure that are essential to monitor and control product safety. The implementation of HACCP system is a sign for delivering safe food products to customers. It regarded as the most effective way to achieve food safety is to focus on prevention of possible hazards and to improve the process. The advantage of HACCP based systems is that they can be designed to include all different types of foods, their raw materials (whatever their source) and associated hazards. The implementation of the HACCP system to food processing can result in benefits to industry, government and consumers, promoting, in this way, a potential improvement of food safety and prevention of food poisoning. Factor Before HACCP can be implemented, prerequisite programs (PRPs) such as good hygienic practices, staff training, and documented standard operating procedure should be well established. Caterers are not qualified to identify the many hazards now present in their operations and they cannot be expected to produce their own individual HACCP plans. HACCP can become a useful management tool, but, to succeed, it must be seen by chefs as useful and easy to apply. It must be recognised as a means to avoid problems as opposed to a defence mechanism in case things go wrong. The many hazards involved in producing food, together with the critical controls necessary to make sure it is safe, need to be documented. HACCPs effectiveness relies on the knowledge and skills of both management and staff. The efficacy of the system relies heavily on the relevant HACCP knowledge and skills, management commitment, and understanding of HACCP along with changes in attitude and organizational culture all requiring adequate training to overcome barriers related to human resources. interplay of barriers at knowledge, attitude and behavioral levels could account for the problems in effective HACCP implementation. The generated working definitions for the general barrier categories included: knowledge as a body of acquired facts; attitude as mental reaction to knowledge; and behaviour as the action taken as a result of knowledge acquisition and attitude development Furthermore, there is an overwhelming range of practical and psychological barriers to the HACCP implementation in hospitality industry Although HACCP is an internationally recognized food safety management system, there are great practical barriers to implement such system in the hospitality industry. Studies have shown that the major problems identified in the Hospitality industry were: lack of knowledge, training problems, high staff turnover, large variety of products, variation in potential demand and large numbers of part-time workers Lack of appropriate facilities has be