The research topic explains the position played by the public-private partnership in the emergency management in New Hampshire. It is identified that efficient mobilization and stakeholders collaboration is a must for the success of the public-private partnership, (Nohrstedt, 2016). On the other hand, there exists a challenge inside stakeholder’s collaboration and mobilization that is linked with the inter-organizational and intra-organizational forces which merge to public-private partnership, (Moshtari, & Gonçalves, 2016).
The researched literature about the emergency management explains that we recognize the active stakeholder’s relationship among various stakeholders during the disaster reaction plays a vital role in influencing disaster result success. If the public-private partnership is efficiently utilized, it will be a success in motivating the emergency management. It is because it promotes efficiency in performance on resources available in the individual department and links them to the state resources and its capabilities.
To meet the requirements of the research, the following research questions were asked.
What are the biggest challenges of collaboration in public-private partnerships in emergency management in New Hampshire?
What are the biggest challenges of mobilization in public-private partnerships in emergency management in New Hampshire?
Can the challenges listed above be solved using local knowledge?
What ideologies can be utilized in enhancing collaboration in public-private partnerships in emergency management?
What ideas can be used in improving collaboration in public-private partnerships in emergency management?
What are some of the innovative ideas that can be utilized in increasing efficiency in mobilization and cooperation?
Phenomenology research design was used because it explains, in particular, the identified obvious fact throughout how it is apparent to a specific research by the researcher, (Leew, & Dillman, 2012). It assists in collecting in-depth information by inductive and qualitative techniques such as discussion, observation, and interviews.
To comprehensively come up with incredible findings, a sample of ten people was used to help the research find the answers to the mentioned research question ns. They received the questionnaires through email and gave their feedback through email. Purposive sampling techniques were used to sample the data since the method is regarded judgmental and nonprobability.
Qualitative coding was used to analyze the data. The most often answers were recognized and helped to follow a pattern of the trending responses. Additional, the coded date was categorized into the table. It was meant to help in arranging the results thus playing a crucial role in discussion and analysis, (Klenke, 2016).
Leew, E. D., Hox, J & Dillman, D. (2012). International Handbook of Survey Methodology European Association of Methodology Series. London: Routledge.
Moshtari, M. & Gonçalves, P. (2016). Factors Influencing Interorganizational Collaboration within a Disaster Relief Context. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 1-22.
Nohrstedt, D. (2016). Explaining Mobilization and Performance of Collaborations in Routine Emergency Management. Administration & Society, 48 (2), 135-162.
Yin, R. K. (2013). Case Study Research: Design and Methods. New York: SAGE Publications
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IMPLICATIONS OF STRATEGIC PLANNING OF FINANCIAL INSTITUTIONS ON STRATEGIC PERFORMANCE AT FAMILY BANK (KENYA)
Abstract
Financial institutions presently implement strategic planning with the aim that this will lead to better performance. Previous research focused on the strategic planning and performance direct relationship and not the guidelines followed that make up the process of strategic planning. The manner and extent to which each of the steps is practised could have implications on the expected strategic planning results. The study’s purpose is to establish the effects of strategic implementation on a bank’s financial performance.
The effectiveness of strategic planning is measured by the extent to which it affects organisational performance and its survival rate. The study has a primary aim of looking into the relationship between planning and fulfilment in a financial organisation and determines the extent to which strategic planning affects performance in an enterprise, of which the Family Bank of Kenya, will be used as case study. Based on the above objective, relevant kinds of literature were thoroughly reviewed, and three research questions were formulated for this study.
The study is aimed at proving that Strategic planning enhances better financial institution performance, which at the end last has an effect on its survival and that strategic planning intensity is determined by managerial, environmental and organisational factors. This research is to help the management and administration of the Family Bank of Kenya as a guide to implementing an effective strategic planning for improved corporate performance.
The findings of this research work will also help the public who would want to know about some advantages and disadvantages of strategic planning and its effect on organisational performance. The research tools included; interview, reading the corporation’s journals, reading research books and e-books and also use of questionnaires.
CHAPTER ONE: BACKGROUND OF THE STUDY
Introduction
Although strategic planning began with military war decades ago, it has become a central element to many organisations today (Efendioglu and Karabulut, 2010). Strategic planning is the organisational process of defining its strategy and taking up decisions on the allocation of resources to implement policies (Thompson and Strickland, 2004). Robert and Duncan (2007) asserted that strategic planning offers directions to organization’s departments according to their identified strategies to achieve success.
There has been a rise in scholars’ opinions in the past concerning strategic planning and how it is effective in competition and firm performance. (Schmenner, 1995) asserted that financial institutions which are in the service industry are susceptible to the threat of entrants to the market and therefore need strategic thinking for designing and implementing projects that will make the firms stand out in the market.
Thompson and Strickland (2003), regard strategic management as a critical process that leads to formulated strategies being implemented to ensure the achievement of organisational objectives. Efendioglu and Karabulut (2010) said that suggestions were made concerning the use of formal plans to control market forces and competition for a firm’s effectiveness and performance. Educational institutions, business administrators and researchers have paid attention to strategic planning due to its effect on competition and organisations performance (Efendioglu and Karabulut, 2010).
Strategic planning has granted opportunities to the Family Bank of Kenya in the creation of projects that are aligned with plans and in the daily activities of the firm. The strategies therefore used by the Family Bank of Kenya acts as a guide in this study as the researcher aims to identify whether strategic planning has implications on the strategic performance of firms.
General objective: The researcher intends to find out the implications of strategic planning of financial institutions on strategic performance.
1.1 Background of the organization
The family Bank is also known as the family bank limited and is a financial institution started in 1984 by the name Family Finance Building Society Limited. Later in the year 2007, its name changed to Family Bank Limited. The bank has its headquarters in Nairobi and a total of 93 branches. The key leaders in the Family Bank are the Chairman of the BOD, the managing director and the chief executive officer. The Bank states its aim as meeting the needs of people ignored by other banks. The financial institution has concentrated on small income earners such as fishermen, farmers and the Jua kali sector.
The mission of the bank is to liberate people from poverty and financial bondage. Family Bank offers loans, savings, checking, and investment and debit cards as its products to its consumers. The bank also has a purpose to helping people obtain and sustain wealth through the financial services it offers.
Strategic importance is a necessary tool for the Family Bank of Kenya as it has a strategic thrust of becoming a premier lender. The key areas of strategic planning by the bank include infrastructure, the organisational structure, offering innovative products and services and quality customer service.
1.2 Statement of the problem
Though the importance of strategic planning on the performance of the Family Bank of Kenya is to satisfy the needs of its customers, nevertheless several obstacles are militating against the effective execution of such strategic planning. These issues include competition from other financial institution operators. There also is inadequate and ineffective information systems and overemphasis on short-term results to the neglect of long-term goals.
These problems mostly associated with the Family Bank of Kenya and therefore required solutions as revealed from the study done so as to encourage the performances of the Bank economically through the development and implementation of strategic planning.
1.3 Objectives of the Study
• To establish the extent to which leadership with strategic implementation has influenced organisational performance.
• To determine the degree to which corporate structures on strategic implementation has affected organisational performance.
• To establish the extent to which resource on strategic implementation has influenced organisational performance
1.4 Research Questions
1. How does leadership on strategic implementation influence organisational performance in Family Bank?
2. What is the extent to which corporate structures on strategic implementation has an impact on the organisational performance of Family Bank?
3. What is the extent to which resource on strategic implementation impact corporate performance?
1.5 Significance of the Study
The Family Bank of Kenya has maintained a first rating with the capacity to meet obligations as and when they fall due since 1984. The expectation is that the study will yield information that may be useful for future proper planning and decision making in the Family Bank of Kenya to improve competence and customer satisfaction. The findings and recommendations of the study may also be useful to the management and directors of other financial institutions.
This study will assist them not to rely on haphazard personal experience or subjective expert judgment or tradition or fashion in their management tasks but base their methods, decision and actions on concrete knowledge of issues of their strategy implementation supported by the findings. It is my hope that the study will form a basis for further research on how to enhance the competence of not only the Family Bank of Kenya but other organisations. Further research may lead to the generation of new ideas for better and more efficient management of banks and other organisations in Kenya and globally.
1.6 Scope of the Study
As an enterprise with a new status, the Family Bank of Kenya presents a tremendous responsibility to provide leadership in innovation, the products and services offered, creative thinking, value production and the implementation of globally accepted best practices through the adoption of strategic plans.
Hence, this study will focus on strategic plan employed by the Family Bank of Kenya and the criteria tools used in evaluating the performance of the Bank with particular reference to other organisations involved in the competition.
CHAPTER TWO: LITERATURE REVIEW.
2.1 The Concept of Strategy
Scholars have put forth different explanations of how they define strategy. The strategy is a crucial aspect of an organisation as it used as a tool to offer directions in the firm. Aremu (2010) defined strategy as a formula for organisational competition and a guide to what policies are to use for success. Mintzberg (1994) referred to strategic planning as a systematic criterion of implementation, formulation and control of strategies to meet organisations objectives.
Arasa and Obonyo (2012) states that most corporations are taking strategic planning as a tool used to show the level of a firm’s performance. Studies on strategic planning have been done in the past, but they did not consider steps in the strategic planning procedure. Ansoff (1970) explains strategic planning as a process of searching the relationship between making plans and performance in a firm.
Drucker (1954) implied that strategic planning involved managing programs in a process that is meant to make best strategic decisions. Strategic planning is an environment affected by consumers, changes in technology, competitor and social-political factors (Drucker 1954). Steiner (1979) refers to strategic planning as a formal systematic effort used in establishing enterprise policies, objectives and purposes.
Planning entails the creation of a detailed course of actions to enable implementation of strategies to achieve a firm’s goals and objectives. Wendy (1997) breaks strategic planning into three components that lead to achievements of the mission and visions of an organisation. The three elements are setting of the enterprise directions on its goals, defining the company’s strategic intentions and putting efforts in understanding the business environment.
2.2 Strategic planning and performance
Ansoff (1971) proved that strategic planning could result in excellent financial performance which is measured by various accounting measures such as the net income and internal rate of return. Porter (1987) outline cost strategies, differentiation strategies, focus and generic strategies that would enhance performance in businesses. Mintzberg 1994 argues that good outcomes do not originate only from planning but the effort put by the commitment from people.
Hopkins (1997) also claim that high performance can be discovered through planning but only with managers input or participation. Miller and Cardinal (1994) are said to put strategic planning to test and approved that it leads to positive performance. The strategic planning process is defined by many as entailing three major steps. (Armstrong 1982) Policy planning involves formulation, implementation and control.
Dimma (1985) claimed that performance is greater when managers place more emphasis to the stages of strategic planning. Hopkins (1997) stated that the financial performance of a firm cannot be directly linked to strategic planning. However, it arises from the different manager skills contained in the enterprise. The skills by managers show the kind of experience and expertise that they have in policy planning.
Managers are not so much into the process of strategic planning as they do not understand the significant impact it has on output. (Steiner 1979). Bird (1991) stated that the environmental change and intensity has led to the need for strategic planning in banks.
2.3 Theoretical framework
2.3.1 Thompson and Strickland Model
According to Thompson and Strickland Model (2003) implementation processes and activities or consumption sets up processes that can be used to gear an organization towards a set objective.
Table 2.1: Steps for implementing strategies
Step
Special tasks
Creating an organization which can implement the strategies.
Creating a structure which supports implementation of strategies. Reinforcing skills and capabilities on which strategies are planned. Positioning most appropriate people for occupations in organizations.
Providing financial resources (budgeting) which can support strategies.
Being sure that financial resources are allocating to units in appropriate to their contribution of strategic role. Being sure that consuming resources (inputs) will cause desired outputs.
Establishing inter support units.
Developing and managing policies and procedures that facilitate implementation of strategies. Creating operational and administrational systems which can empower strategies.
Innovating motivation and remunerations in close relationship with objectives and strategies.
Motivating people and units for implementation of strategies. Designing remunerations can cause optimal level of performance. Encouraging tendencies for achievement of aims.
Forming organization’s culture to adjust strategies.
Creating common values. Defining ethical criteria Creating a workplace which supports strategies. Creating highly achievement motives in culture of organization.
Establishing inter support units.
Developing and managing policies and procedures that facilitate implementation of strategies. Creating operational and administrational systems which can empower strategies.
Performing leadership strategies.
Leading process of value formation, culture development and empowering implementation. Developing and saving innovations, responsibility to environment and using opportunities. Considering political aspects of strategies, confronting to power conflicts, and creating consensus. Posing ethical criteria and behaviour. Innovating modifications for improving implementation of strategies.
Source: Thompson and Strickland (2003)
According to this model, there are several steps that an organisation should undertake to have a successful strategic plan implementation. Each step has a unique task taken. The factors in this model are relevant to this study because they show what an organisation should undertake to have successful implementation towards business performance. It has step by step plans with a particular task that companies can follow to influence their capabilities.
The following dimension of this model was selected and considered relevant to this study: Creating an organisation which can implement strategies. This dimension is appropriate this study while looking at organisation structures. It has particular tasks that should be undertaken to influence a company’s performance.
Providing inter-support unit is considered relevant to the study because it shows us that an enterprise can go about setting the appropriate policies, procedures and rules that can influence proper administration and operation functioning that can lead to good organisation performance. Performing leadership dimension is considered because it shows group leadership should go about in its endeavours to influence performance in a firm.
It shows how leadership leads to values formation, culture development, conflict resolution, and motivation in an organisation providing financial resources (budgeting). This dimension is considered because it shows financial allocation and budgeting is relevant to the contribution of strategic goals in the business.
2.4 Empirical review
Strategic planning researchers and academicians have contributed to the literature by examining the conditions under which specific practices, resources or structural arrangements contribute to sustainable competitive advantage. However, strategic management or strategy is a relatively young field facing all the problems and difficulties associated with a growing academic discipline.
Historically, the field of policy was viewed as ‘integrative’. Most scholars actively involved in the study of strategy hail from a host of disciplines – anthropology, sociology, population ecology, finance, marketing, political science, and theology to name only a limited number.
A study by Kaplan and Norton (2008), suggests that the management of operations and strategies involves five steps. The first phase is forming of the strategy with alignment to the company’s policies. The second step is translating the set strategies to objectives.
Thirdly, an operational process is created to facilitate the achievement of initiatives. The fourth step entails the implementation of the plans as well as monitoring performance. The last step is putting the strategy to the test by an analysis of profitability and cost in comparison to the outcome or performance.
A lot of scholars are now researching on the central role of firm processes in the improvement of financial performance. According to Spanyi (2004), the book by Kaplan and Norton on “Strategy Maps” puts business processes at the centre of their approach of measuring a firm’s progress in implementing the plan (Spanyi, 2004). They wanted to put emphasis on that in a procedure of changing to a processing company, and they thus kept a focus on thorough analysis in the implementation of processes which would, in turn, affect the organisational success.
2.5 Conceptual Framework
Strategic management practices are useful only when they make a positive difference in output from the traditional management practices. In this study performance is the dependent variable and independent variable include leadership, policies and procedures, structures and resource allocation
Figure 2.1: Conceptual Framework Showing Relationship between Strategic plan Implementation and Performance Source.
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
This section gives a detailed procedure of the methods to use in this study. It focused on a clear and concise description of the methods and manner through which this research work is to be conducted. Data has to be gathered for proper analysis of the effect of strategic planning on organisational performance using the Family Bank of Kenya as my case study. Therefore, an attempt is made in this chapter to show the results of this study by considering areas such as the design of the survey, research instruments, the population of the study, sample and sampling techniques, the method of data analysis and reliability of the instrument.
3.2 Research Design
According to Heron (1998), a research design refers to a method for managing and utilising information to get the desired precision. This study adopted a cross-sectional survey research approach. A cross-sectional approach is an approach where information on a population is gathered at a single point in time which is the case for this study. The study design uses the family bank of Kenya as the case study. The method chosen for the study is appropriate for obtaining in-depth knowledge of the policies utilised by the Family Bank for competitive advantage. Kothari (1990) agrees to the fact that a case study gives insight into issues that may be less known or not known by many.
3.3 Target Population
The target population for the study will be all departments within the headquarters of the Family Bank situated in Nairobi. The departments included in the survey will consist of the Operations/ Customer Service, Treasury, Risk Management, Inspection, Information Technology and the Human resource Department. Most importantly, financial managers and accountants who are involved in financial planning functions of the bank will be interviewed.
Five managers from the departments and 20 employees from the various departments that get affected by the financial planning of the bank will be interviewed. Before the interview, the researcher will seek permission from the respondents by explaining the nature and reason for undertaking the research so that none of the interviewers will be undue pressure to participate.
3.4 Sampling procedure
The sampling method used is stratified random sampling to select the respondents. This design allows the population to have an equal chance of being selected in the different strata. The strata, in this case, are the various categories within the company. The sample was chosen to ensure that the sampling size had a symbolic representation of the population.
The formula to find the sample size is:
n = N /1 + (N * e2)
Where;
N= population size
e= Tolerance, take 0.05 at 95% confidence level
n= sample size.
The distribution of the sample across the categories will be done using the formula:-
Number of individuals in the category x the sample size
The researcher intends to interview 5 managers from the company’s departments and 20 employees distributed across the departments.
3.5 Data Collection
The study uses both secondary and primary data. Secondary data is obtained from existing literature such the financial statements and records found at the Family Bank of Kenya. Primary data is gathered by the use of interviews. The study will however rely mainly on primary data collected using a questionnaire. The respondent consists of senior management, middle management and operational staff of Family Bank.
Structured questionnaires, where the study participants are asked to respond to same questions, will be used to aid the study (Mugenda and Mugenda, 2003). Five concept questionnaires will be used with multiple variables under each concept. The concepts will consist of Strategic Leadership, Organisation Structure, Resource Allocation and Performance. Books and journals from Family Bank will act as reference in this study.
The questionnaires will be semi-structured to allow attainment of diverse opinions and views regarding the research question. Interviewees will be given the ability to demonstrate their understanding of the topic by explaining their opinions such that questions may lead to other questions or dimensions for answering them. By getting diverse opinions, it’s possible to critically evaluate the research question and provide a detailed and conclusive analysis.
3.6 Validity of the Research Instrument
According to Mugenda and Mugenda (2003), reliability refers to the degree to which the research instrument can yield consistent results and data from repeated trials. Validity, on the other hand, is the extent to which results from the analysis of the data represent the phenomenon under study. To maximise the reliability of the instrument the researcher with the help of experts in measurements and evaluation will ensure that the questions in the questionnaire are not ambiguously presented to the respondents. In other words, to ascertain the reliability of the instrument, questionnaires have been used by several researchers who have come out with reliable solution to the problems
3.7 Data Analysis and Presentation of Findings
The study will apply descriptive statistics which describes and summarises data so that patterns are made visible. Inferential statistics are used to analyse the relationship between the factor and the service quality and multiple regressions to evaluate the contribution of all the factors to the dependent variable. Multiple regression methods use the correlations between a dependent variable and independent variables as a criterion to determine which variables would be included in the regression model.
3.8 Ethical issues
The researcher will upfront inform the respondents that taking part in the survey is voluntary and that they are also not forced to disclose information that they are unwilling to. The researcher expects to get resistance or difficulty with some of the respondents. Trust will be obtained from respondents by explaining to them the purpose of the research and the benefits it has on the firm. The interviewees will be given an opportunity to ask questions which will be answered by the interviewer.
3.9 Chapter summary
This section explores the research design and methods to be used by the researcher in the study. The researcher will use company records as secondary data together with semi-structured interviews and questionnaires, which of form part of the primary data, to collect data. The respondents will consist of the managers and employees distributed within the different departments of the bank.
For ethical purposes, the respondents will be asked to sign non-disclosure forms to ascertain that researcher will ensure confidentiality. Moreover, the researcher will follow the required guidelines as stipulated in the company’s policy to select respondents, like through the gatekeepers including the management, so that the research will be openly conducted. Respondents will deliberately decide to participate in the research.
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An Analysis of Land Rover’s marketing activities using ethical framework
Land rover is a car company that is owned by Jaguar Land rover, which is a multinational car manufacturer. The company specializes in four wheel drive, and is currently one of the largest car manufacture in the world, operating in more than 100 countries.uit is one of several auto manufactures that are owned by Tata industry. In 2013, Jaguar land rover was crowned the Responsible Business of the Year Award due to its investment in new technologies that reduce emissions.
This helped the company gain recognition worldwide; therefore increasing is sales and profit turn out. This is one of the key distinguishing factors of the company from other manufacturers. Another factor that makes the company stand out is its undertaking in corporate social responsibility, where it has empowered many young people globally through helping them learn engineering and other technical courses.
Despite its many achievements, the company faces many ethical issues especially regarding its usage of leather to manufacture interiors. Leather is a major cause of environment pollution due to the harmful chemicals used driving tanning.
Ethical issues at stake
Ethical standards are critical to the reputation and brand image of any firm that seeks to retain its market base. Contemporary ethical issues revolve around marketing behavior, such as false advertising, stereotyping, subliminal messages, post purchase dissonance, exploitation of workers and environmental pollution. However, practicing ethical standards will not only guide an organization through its daily operations but increase production and corporate reputation (Kelchne, 2015). Ethical issues relate to various problems that will require an organization to choose between many available alternatives. One of the main ethical issues facing Land River is its use of leather for interior designs.
An ethical challenge facing Land rover is that it advocates for protection of the environment, yet its usage of leather does the contrary. The company terms the products used in the manufacturing processes as ecofriendly, but its usage of leather results in harmful chemicals that are bad for the environment. Leather has been regarded by the US Environmental Protection Agency as the greatest form of pollution to waterways and the environment in general. Leather is a hide of dead animals, and it therefore decomposes naturally.
To prevent the decomposition, leather companies use very harmful chemicals which when released to the environment, can pose serious health problems as they are great pollutants. Due to this, the company fails to maintain ethical standards that advocate against usage of harmful chemicals and pollution of the environment.
Harmful chemicals used by Land Rover
Due to the use of leather in interior designs, land rover uses harmful chemicals to naturally decompose the leather, which are great environmental pollutants. However, leather is made from animals hide and is vulnerable to decomposition. To prevent this decomposition, the materials are treated using harmful chemicals like trivalent chromium suphide and other pollutants ranging from sodium sulfhydration and cyanide.
The leather is also subjected to procedures that involve large amounts of pollutants like hair, salt, lime sludge, and protein. The use of leather not only puts the lives of Land Rover consumers at risk but also endangers the surrounding community by polluting the air, water supplies, and the land. As a result, the company fails to achieve the good rating in pollution and toxic category and hence experiences a diminishing public image and lost support from animal rights advocates.
There has been a wide concern over the significant range of chemicals in the interior of vehicles by Land rover and sometimes the chemicals exceed the normal level. The drivers who drive these vehicles are exposed to these harmful chemicals mostly through inhalation. This could cause a range of health problems ranging from cancer, breathing problems and allergies. These harmful chemicals by the leather manufactures include:
Trivalent chromium sulphate
During leather tanning, the manufactures use trivalent chromium sulphate, which contains high levels of chromium. Chromium has been acknowledged as one of the most toxic chemicals used by leather manufactures. T5he interiors of land rover are manufactured using this toxic chemical, which poses serious threats to the wellbeing of all those involved in the company affairs. Usage of chromium has been prohibited in most countries due to its toxicity and the health hazard it causes. The fact that Land Rover uses leather to make its interior decoration implies that the company does not practice ethical guidelines.
Arsenic
Arsenic is a toxic chemical used during leather tanning. The chemical has been associated with lung cancer for workers who are daily exposed to it. It is a harmful; chemical which when in contact with the skin, causes burning sensations and could have long term effects.
Animal rights
Another ethical issue facing land rover is failure to advocate for animal rights, especially since it uses leather which is a slaughter house by product. Animal Rights Organizations are against companies who manufacture their products using leather as doing so is killing innocent animals. The company does not engage in animal protection and this reflects negatively on it.
Leather comes from animals such as goat, buffalo, ostrich, lamb, and deer, among others. Other places also use kangaroos to manufacture bicycle tyres. These animals are endangered as they are subject to killing and slaughter by leather organizations. Land rover is subject to this ethical challenge since killing of innocent animals is a not ethical. The process of tanning entails using chemicals stabilizes the animal skins so they will not decompose.
Ethical principles
Ethical principles guide organizations to act in a professional manner so as to balance ethical considerations with the relevant professional values and to deal with consumers ethically. Businesses that behave ethically have been seen to have higher consumer loyalty than those who do not.
These businesses are concerned about the environmental issues surrounding them, and deal with day to day basis in the required ethical and professional standards. There are four major principles of ethics guiding organizations and these include the principle of autonomy, the beneficence principle, non-maleficience and the principle of justice.
The first principle is the principle of autonomy which states that organizations have a duty to respect the autonomy of other persons no matter the circumstances. It gives people a duty of not interfering with the decision of others but instead to empower and support those that they are responsible for. There should be honesty in their dealings and keeping promises made. Land Rover Motors, for instance, has an obligation to its consumers and all other stakeholders to provide quality designs from products that are safe and that conform to the laws of the environment.
The principle of justice states that everyone has an obligation to provide other people with whatever we owe them, or whatever they deserve accordingly. All people should be treated fairly and equally and no unfair burdens should be imposed on others. Organization wise, all organizations should treat all their stakeholders fairly by providing them with quality products, as they truly deserve. Doing so will foster good relationships with all those involved in the operations of the organization.
Beneficience principle states that we have a duty to bring about good in all our doings. People must take all necessary steps to prevent harm, by any means possible. The automotive industry has an obligation to use non toxic substances in their products, and provide commodities that are totally safe, to prevent any harm to the customers and workers handling them, and pollution of the environment by undertaking proper waste disposal . By using harmful substances in leather tanning, Land Rover goes against this ethical principle.
Principle of nonmaleficience states that people have an obligation to not harm others. If harm can be avoided, we are obligated to prevent or minimize the harm. We should not increase the risk of harm to others and should employ all necessary measures to prevent harm. For instance, organizations that pollute the environment go contrary to this principle. The company should therefore engage in other ecofriendly activities and do away with leather.
Ethical theories
Egoism theory
Egoism model states that an act is morally right if the person making the decision decides to pursue short goals and long term interests (Crane, 2007). Ethical theory, according to Ardakanini and Sharraf (2014) is one the most significant theories in the study of normative ethics. The theory gives people a right to increase their benefits in any situation.
However, the provisions made by this theory seem to approve Jaguar Land Rover’s decision to replace the plastic interior material with a leather ones despite the negative effects it may have on the environment. The moral significance of any action is described based on the same goal and only applies to a man who can decide between valuable and invaluable goals.
The life of living things is the primary criterion for determining their moral value; living things must make choices which make possibility the achievement of the concept of value. Ethical egoism is founded on the idea that life is the criterion of value for all living things; therefore any action taken by man must be directed at preserving life (Hartenian and Lilly, 2009).
Any action that undermines living things and leads to one’s destruction is unacceptable. This approach considers plants to be the simplest among all living things; they were created to keep themselves alive automatically and involuntary. This leads to the conclusion that any marketing activity that results to endangering of life, such as using leather interior with harmful chemicals, is unethical according to egoistic approach. Also, materials employed by Jaguar Land Rover have serious implications to living creatures in the air, land, and water.
Utilitarianism
According to the utilitarian theory of ethics, a state of affairs is the only thing that exhibits value. Utilitarian deny the claim that some actions have an inherent moral dimension, as deontologists believe. If an act has a wrong or right, then it can only be derivative, given by the right or bad states of affairs it produces. The core idea of utilitarian, according to Hinman (2014), is that an act should always be undertaken in a way that it will provide the greatest amount of good in the world.
Morality, which is about producing good consequences, exists to make sure the world is a better place. People should strive to do whatever will bring the most benefit. Utilitarianism is one of the consequentialism perspectives which state that people should seek the greatest happiness for the greatest number. The determinant of the value of an action is the amount of joy it brings, the number of people it gives happiness and the time that happiness lasts. This theory suggests that people find the meaning of ethics by considering the consequences of actions they take. Something is right if it brings goodness to the greatest number of individuals (Mil, 1993).
Ethical implications
Land Rover is a big multinational company that is composed of a variety of both internal and external employees, and these are the most affected by the ethical issues facing the company. The company has interactive relationship with all its stakeholders and the ethical challenges could affect these stakeholders negatively. These stakeholders include customers, suppliers, the government, employees, and the general public among others. Stakeholders are all the people directly or indirectly affected by the operations of n organizations, and these stand to be affected by the ethical issues facing the company.
The above woes facing Jaguar Land Rover have critical implications for not only then stakeholders, but for the company’s marketing activities, and can greatly influence how audiences respond to marketing messages. While the use of leather for the interior was justified as a reason to avoid giving consumers plastics, the alternative chosen is not only harmful but also pollutes the environment. This comes to the issue of marketing ethics, what is morally right and wrong, and what is ethical marketing and what is not (Smith and Murphy, 2015). It is important in marketing decorum, but also one of the most controversial concepts in marketing
Suppliers
The major ethical issue facing the company is its usage of leather, and the suppliers of these are perhaps the most affected by these ethical challenges. The chemicals used in turning skin into leather are very harmful and a combination of these results in the pollution of the environment. With these issues, the suppliers stand to lose. This is because these ethical issues could make the company result in recalling designs manufactured from leather and use other materials instead.
If this happens, the suppliers will count huge losses, as they will have lost potential customers. The supply of harmful chemicals poses a big ethical issue for the suppliers of these chemicals. With the company accused of using chemicals that pollute the environment, suppliers are faced with a problem on whether their products are really safe.
Customers
The customers are the most affected by the activities of the business. The usage of leather by the company to make interior designs implies that harmful chemicals are used in preventing natural decomposition. This reflects negatively to the consumers because nobody wants to purchase from a company that pollutes the environment.
Customers who advocate fro human rights will not purchase from the company due to the usage of leather, as this encourages the killing of animals. Pollution of the environment by the harmful chemicals used by Land rover will result in the damage of customer’s health, and this will lower the reputation of the company.
Employees
The employees who work in leather tanneries are at a risk of being in contact with the harmful chemicals, which could pose a challenge to their health and general well-being. These workers come in direct contact with the harmful chemicals, which could harm their health in the long run. In fact, many employees die of cancer that is possibly caused from exposure to these toxic chemicals. One major ingredient used in preventing decomposition of leather is Arsenic, which has been associated with lung cancer.
Course of action
Today’s business environment is at a constant state of change, and the consumers have the power to affect the future success of any given company. With these changes, organizations should aim at pleasing the consumers since they have the final say on whether to purchase the products offered by the company. The ethical issues facing Land Rover may reelect negatively to the consumers, who are more attracted to organizations that behave ethically.
Land Rover should thereafter implement measures and strategies that will reduce pollution of the environment, and that advocate for animal’s’ rights. More than ever before, consumers are concerned about ethics and will go fro the companies who care for the environment and the rights of animals. Environmental organizations should intervene in the company.
These should advise against or completely restrict the use of certain ingredients to manufacture their products. The competitors of Lush have come up with amazing products without the use of toxic ingredients, and Lush should also follow suit, so as to remain relevant in the highly competitive industry.
The company should go for more favorable means of tanning, such as vegetable tanned leather. This uses elements such as bark from trees and other natural plants, which pose less environmental risks. This will reduce the effects of harmful chemicals while at the same time protecting the environment. Land Rover should adhere to the rules and regulations that address the usage of harmful chemicals by the leather industries.
The company should also use other industry proven techniques such as recycling. Recycling reduces the levels of harmful chemicals in waste water by more than 21 percent. It involves reclaiming the harmful chemicals, such as chromium and this will capture the original chromium level by 25 percent. Advanced technologies should be used to reduce toxic chemical levels so as to reduce pollution and illnesses resulting from their use.
There are other designs for making interiors that do not involve the use of leather. New technologies and innovations have been implemented by other companies to manufacture parts, which are friendly to the environment. The company should invest in the latest technologies for manufacturing that will see it establish new designs that have no leather in them. Doing so will reduce the usage of toxic chemicals used during leather tanning, and will protect the health of all employees.
Conclusion
Over the past twenty years, changes in technology and introduction of new innovations have led to change in preferences, and today, consumers are keener to purchase produces from ethically responsible company. Land Rover as a multinational company should embrace new methods of production, which are ethical and environmental friendly as this will woo consumers to their side.
It is clear that organizations that are keen on environmental conservation of animal rights have more customers than those who do not. The company should therefore implement new strategies to ensure that they are more ethical in future, and this will lead to an increase in sales.
References
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Kinky Feet is facing a lot of challenges including random orders which occur to change in order seasons especially during winter and summer because during the start of either season people will be looking into changing their wardrobe hence the increase in orders. However, when they settle down the company will be out of enough orders to keep their employees occupied in all seasons (Kinky Boots Case Study, 2017, p.1-2).
Inadequate Cash flow
Kinky Feet also faces little cash flow because the money is always with the retail customers. The problems arise as a result of the company allowing retailers to pay the company within a period of 60 days. This, therefore, hurts the company regarding cash flow because it might be able to pay most of its obligation on time leading to the company being in debts.
The increase in inventory especially buying of material to a considerable amount leads to most company money lying just in warehouse especially when orders are in low seasons because the production manager has been given enough powers to request for more material and is delivered without much scrutiny by the owner (Kinky Boots Case Study, 2017, p.1-3).
Lack of Extra Funds
The company also faces the challenge of enough capital to acquire new manufacturing equipment that will assist in increasing styles and color. This is because the banks have refused to offer more loans to Kinky Company and the fact that the cash flow is slow. This, therefore, calls for new ideas that will give the company extra money to buy the equipment.
The purchase of information system is also imminent, particularly when the business is trying to get its inventory, cash flows, and orders in place. The whole process, therefore, means the company may have to partner with another financial institution or get a willing partner who will bring in money to allow the purchase of required equipment (Kinky Boots Case Study, 2017, p.2-4).
Lack of efficient manager
The kinky feet company also has a shortage on the person equipped to run the business successfully. This is because Selvi who currently runs operations in the unit is overwhelmed and lack strong business skills to ensure success. Lack of experienced manager is evident especially since the production manager has its way of convincing that he needs more material, but according to the finance director, most of the purchased material lay aimlessly in the warehouse because whenever the pre-ordered material is not what is trending in the market its left for some time without being used.
Selvi is not able to see the need to buy the information system or doesn’t feel comfortable partnering with someone else. This is bad for business because strong skills need to be applied to ensure sustainability; this, therefore, means that the current manager may need to take a back seat and let someone else run the operation because employees and retailers seem to be taking advantage of her softness (Kinky Boots Case Study, 2017, p.4).
Future Dilemmas
The company is also faced with making crucial decisions in different areas on constant pestering insinuation. For instance, it needs to conduct a research if little delays are going to harm the business or not. It also needs to agree with the retailer on the exact time they are to pay for delivered goods to prevent the company from having to be short of cash flow. These dilemmas need to be sorted out immediately to come up with the way forward that the organization will take (Kinky Boots Case Study, 2017, p.4-5).
Designate whether the problems you have identified in 1 are hard or soft system problems. You need to explain why you have made your decision.
The identified problems above can be segmented to either hard or soft. For example, the acquisition of new IS equipment’s, and production equipment is a soft system issue. This is because the company can still run successfully with its older material’s that is already in place because even if the company does not commit to purchasing a new equipment the old one will still ensure that orders are delivered on time and even analyzing the firm activities is still possible without any new purchases (Kinky Boots Case Study, 2017, p. 5).
Inadequate cash flow graduates as a hard system problem because without drastic changes the company bill will always run late and may affect that offering support skill to ensure the business runs smoothly.
The fact that the company is always in debts because of cash delays will cost the company integrity even from the financial institution because the company may be viewed not to be able to pay loans off they happen to borrow because of inconsistencies (Kinky Boots Case Study, 2017, p. 5-6).
Lack of efficient management qualifies as a hard system problem because, in the long run, bad decisions may lead to the closure of the company due to poor management. The inability to make quick decisions that will ensure the existence of business leads to in operational business unless the management is changed to include one give strong rules to be followed (Kinky Boots Case Study, 2017, p.6-7).
Lack of extra funds to ensure company investments and is a hard system problem because the inability of the business to invest to ensure future sustainability will mean that the business will not be able to guarantee its market share because of the competition (Kinky Boots Case Study, 2017, p.4-6).
Identify key stakeholders and problem owners.
The primary stakeholders at kinky feet include both the employees and Selvi who is the owner of the business because they all benefit from the firm regarding salaries and general revenue from the organization. Problems owners refer to those directly affected by decisions that are going to be made. In the case of kinky feet company, problem owners include Selvi who is the current manager in the organization.
She is affected because according to Kevin she needs to be relieved from running the business and instead Kevin should run it because Kevin believes that Selvi will do well in designing department especially since she is the one who comes up with new ideas.
The production manager-Fred is also affected because Kevin beliefs that were investing in equipment that will be taking orders and regenerating it after the stock are over will benefit the company. This, therefore, means that in the long run Fred’s’ initial job description will change and might have to be moved from the department in the end (Kinky Boots Case Study, 2017, p.5-6).
The sales staffs are also affected because according to Kevin when they are out in the field taking orders they give retailer promises that the company strains at the time to meet their demands concerning delivery dates. The uses of Navision equipment will rid the business of making wrong orders and from suffering from a lot of requirements that the sales team keep promising the retailers (Kinky Boots Case Study, 2017, p.5-6).
List possible models, tools, and techniques that can be used to analyze the current system. Critique each of these model, tools, and techniques in addressing the problems in the case study.
Object Oriented Analysis Model
Object oriented analysis and structured oriented analysis can be used to analyze the current system. Object oriented analysis has functionality restrictions within objects. This, therefore, will be problematic since the currents system has already set procedures and computation that require one to follow them. The object oriented analysis cannot also identify which objects would generate the necessary system design hence making one to take a lot of time in identifying objects that will make up the whole system.
The analysis in an object-oriented model does not readily show the link or communication between the objects in the system. The analysis interfaces between the objects cannot be presented in a single diagram (Kinky Boots Case Study, 2017, p.6-7).
Structured Analysis Model
Structured Analysis, on the other hand, has a primary challenge because it dictates that one phase should be established first before starting on the next step, this, therefore, outlines a problem in the design especially if an error occurs that will require the change of all initially constructed objects.
The construction of structured analysis is a costly process because the whole system is designed and built systematically hence leaving few Avenue to provide additional functions for the system. The formal model analysis does not allow code to be reused making its development costly and time-consuming on the part of developing more features (Kinky Boots Case Study, 2017, p.6-8).
List of References
Kinky shoes Case Study. 2017. Pg 1-8
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Significantly, under this section the main object will be to analyze how a certain economic phenomenon by a business is likely to impact on the targeted group and consequently ascertain the end result of such undertakings. Thus, microeconomics gives us an insight of what is likely to be anticipated when certain changes are instigated with regard to the operations of a company and this is important because it can further aid in making proper decisions and initiating sustainable operating strategies.
For this section, the microeconomic issue identified is the cutting of prices of products or equally giving of offers by business. The table below briefly illustrates on the tangible issues that will be further discussed.
TOPIC
QUESTION
TOOL
PRICE CUTS/OFFERS
Why do businesses provide price cuts/offers on products?
Undisputedly, the pricing of a certain product eventually determines on whether it is likely to guarantee higher sales or losses. Ordinarily, customers are sensitive when it comes to the price of s product that they want to purchase because if it is not a pocket friendly price, then a majority will opt to buy an alternative product that will equally serve the same purpose but at a reasonable price (Dogan, et al 2013).
Similarly, when operating under a certain field competitors are bound to be present. This means that for one to outsmart them they have to come up with effective strategies to lure more customers to buying their products as compared to the rival’s and subsequently gain a large market share ( Pauwels & D’aveni, 2016). Hence, pricing seemingly plays a vital role under such circumstances.
Important to note is that before a business embarks on an initiative of providing price cuts on its products, there are certain essential factors that must be considered. This is so because not all price cuts may work for the advantage of the company. In fact, it is assumed that most price cuts tend to lead to low profit margin for the concerned business and this may hurt the overall operations of the business.
Among the things to be considered includes the long term implications of price cuts. For instance, one a price cut has been made and new customers have joined the bandwagon of purchasing it, increasing such a price thereafter may lead to loss of these customers as such a business must put in place other plans such as improving the quality of the product so as to demand a higher price because without such modification the initial price cut may end up hurting the business.
So as to answer the critical question of why do various businesses offer price cuts, the subsequent section of this paper will dwell on analyzing the various tools identified in discussing the economic issue.
Competition
Foremost, competition is one of the key features of any market. However, stiff competition may force a business out of the market as only the dominant participants get to have the larger market share. To mitigate such an event occurring, businesses are inclined to offer price cuts to their products so as to retain a fair share of the consumers in the market.
By giving such price cuts, it means that such a company can compete fairly in the area of operation. Accordingly, one can argue that consumer would often resort to buying products at reasonable prices, hence if one of the competitors is offering the same product at a higher price it is highly likely that they will lose buyers to the company that gives relatively cheaper pricing. In such a situation, to promote a fair competitive market, prices will thus be relatively proportionate as a result leading to a fair share of each participant in terms of customers and the market place.
Sales
Significantly, when a product does not sale it may eventually cause the business to succumb to losses. Thus, the concept of sales can be boosted in a twofold channel. First, for new products that have been introduced to a market it is imperative that price cuts are given so as to entice customers into buying the products.
On the other hand, when there are low buy outs of products, then a company may opt to initiate price cuts all in a bid to try and revamp the product. Generally, price cuts that aim to boost the sale of a commodity have to address a certain deficiency. In this way, having reduced prices serves as an effective tool in enhancing the purchase power of consumers towards a specified product.
Brand Promotion
Particularly, for new products that are unknown to consumers, it is vital that price cuts are provided. This is so because, often consumers may refrain from interacting with new products in the market based on aspects such as having a preference of the already existing ones. Such circumstances may impair the emergence of new businesses in that market. Thus, when price cuts are offered as incentives for customers, it id then highly likely that new consumers will indulge in buying the given product based on its reduced pricing.
Market dominance
Naturally, for businesses that operate in the same field of operation the market share that one has over the other largely matters. The market share determines the profit that a company expects to acquire from its sales. Hence, companies are motivated to initiate strategies that would put them at an advantage position over their rivals. One of the ways of doing this is by providing price cuts on the products of the business. Price cuts as aforementioned in the discussed sections are an allure for new customers.
When one business obtains new customers that belonged to a rival company it subsequently means that the former company acquires a large market share. However, such an undertakings has its downside in that it forms a platform for emergence of a monopolistic market structure whereby there is only one dominant player. When this happens, consumers are put in the liberty of that dominant player in the market because such a business has all the power and keys of controlling how that particular market will operate.
Economic recession
Notably, the economic state of a country determines how consumers of products will purchase and spend on products. In the case where the economy is booming and businesses are not financially constrained, consumers are highly likely to purchase products without much limitations or considerations such as on pricing. In this scenario, offering price cuts whereas fellow competitors are not may harm the business because consumers may not give too much concern about their spending.
On the other hand, when there is an economic slump, in that businesses are not doing as well as they would normally do this thus calls for effective measures to retain and attract customers so as to continue operating.
Under an economic recession situation, consumers would preferably want to spend less. To match with such changed dynamics, then one would argue that price cuts on the products of a business are the most viable solution to follow.
Market failure
Considering market failure is a concept that occurs as a result of inefficient allocation of certain resources within the market of operation, then such a situation is consequently likely to affect the operations of the company (Fabella, 2015). For instance, a monopolistic market structure may be deemed as a market failure ingredient based on the fact that new businesses will find it hard to compete in a market that is largely dominated by one player.
Nonetheless, in such a situation a company may opt to provide price cuts on its product so as to try and mitigate the market failure effects which if not diminished will certainly curtail the operations of the other businesses.
Government failure
Significantly, the government is duty bound to make sure that businesses operate in a fair and friendly environment. To do this, certain limitations must be imposed and constraining barriers broken down. For instance, take a situation whereby the government fails to monitor the operations of businesses through relative agencies, in such a situation certain business may drain consumers by instigation undertakings that would solely serve their own interest. One of such an undertaking may be over-pricing on the produced products.
However, such an undertaking may not suit all the businesses within the market as such prompting the need to lower prices of similar goods so as to counter the other business competitors.
SECTION SUMMARY
Nonetheless, there may exist factors that may affect this equilibrium price such that a business may be forced to make adjustments. This is of essence because without such alterations, a business is likely to operate under losses. The aspect of price cuts maybe one of the ways that business may use to reach certain equilibrium.
By giving price cuts it fundamentally indicates that a company aims at first increasing its sales and similarly obtains new customers. Importantly, aspects such as the profit margin that the business aims at must be considered before making such a move. In doing this, prior research is essential because without having knowledge of such information then a business may orchestrate its failure.
CONCLUSION
Foremost, markets are placed that are guided by certain distinctive features that must be observed and preserved so as to allow business to operate efficiently. For instance, without embracing the concept of fair competition between rival businesses, then one may triumph over the other leading to unfair labor practices.
Significantly, the importance of government intervention in market practices cannot be ignored. The government plays a key role in regulation of various aspects of the market so as to facilitate proper co-existence between the firms themselves and the consumers that they serve. Without such an intervention, evidently every business would seek to protect their own interests putting aside all other basic requirements such as offering quality products.
When it comes to the various macroeconomic issues that may affect the operations of markets, first it is important to note that such issues may have a direct effect on the activities of consumers and as a result end up curtailing the operations of the business in the end. Microeconomic issues should be looked at from a wider scope. Their particular effects should be analyzed in depth so that the right techniques are initiated to mitigate on their possible hazards.
Significantly, these issues should never be ignored before they may have adverse effects on the operations of the company as such creating the need to find way to move around them and benefit the business.
Finally, without fair market practices, not only does firms suffer but consumers too share in the same suffering. This calls for proper market practices that protect both the interests of the businesses and consumers so that none is inclined to spear-head their own interests on the expense of the other. Where unfair practices may emerge, it is imperative that even the firms themselves take personal measures and approaches to meditate on the negative consequences.
Reference
Boyd, T. (2015, Nov 28). Woolies crisis to go for years.The Australian Financial Review
The concept of recovery oriented practice has increasingly become a prominent concept in mental health policy internationally. This notion originated from consumer perspectives that challenged traditional beliefs about course of mental health disorders and the effective treatment strategies, and it has become widely conceptualized that recovery oriented care is a deeply unique process that changes a person’s attitudes, feelings, values, goals and skills with the aim of improving life limitations caused by the mental illness (Doran et al., 2015). Using Janet’s case study Version 1 and Version 2, this essay expounds on the concept of recovery oriented care by focusing on recovery principles; and elaborating how mental health recovery principles differ from clinical recovery principles.
Recovery principles
Recovery principles refer to the collective approach used to respond to the mental health distress by supporting empowerment, autonomy and retention of hope. Fundamentally, the recovery principles focus on the benefit of acknowledging a person as a whole instead of defining them by their deficits or difficulties (Evans et al., 2017).
In this context, recovery is supported through the implementation of collaborative and consultative treatment strategies to people with mental health issues. These strategies place the client at the center of care and emphasize on individuals strengths to support their self determination.
The recovery principles are core to the professional standards for Australian and New Zealand mental health includes uniqueness of an individual, autonomy, rights and attitude of their carers, treating mentally ill people with dignity and respect, collaborative care enhanced through effective communication (Mental Health Commission, 2012).
Based on recovery principles, helping patients who experience mental health issues with psychotic clinical issues, such as bipolar disorder and schizophrenia, requires a range of skills and attitudes that are developed from sound knowledge foundation as well as inquisitive approach. The core recovery principle in this group of attributes is the ability to establish a respectful support and collaborative relationship (therapeutic alliance) with the client, their relatives, friends and their loved ones (Slade et al., 2014).
The main challenge for clinical practice during the recovery paradigm is the capacity to remain responsive to the patient’s change and family/loved ones concerns. However, this is vital because client’s capacity to exercise autonomy during decision making may fluctuate over time. For instance, the client may change their desired treatment approach frequently or the client’s family may hold different opinions about the best treatment.
Therefore, the recovery principles enable the provider to develop the capacity to ‘be with’ instead of insisting on the standard clinical practice. For instance, in Janet’s Case study Version 2, “the psychiatrist was happy to reduce drugs after 10 days when Janet told her how horrible they were” (O’Hagan, 2014, p.227).
From this analysis, the healthcare provider should understand their own feelings and values to this practice. This is because their personal ethical beliefs and values could make them to inadvertently exhibit judgmental behaviors which could compromise care. The mental health care providers should perform rigorous and regular clinical supervision so as to retain clarity in nursing practice (Evans, Nizette, & O’Brien, 2017).
Clinical supervision is one of the recovery principle recognized as professional standard for Australian as well and New Zealand mental health nurses. In addition, it is evident that recovery principles are based on reflective care that is not influenced by the individual’s personal values or ethics. These principles emphasize on self determination and collaborative partnership.
For instance, in Janet’s case study version 2,Through collaborative treatment approaches, Janet was able to overcome the sexual abuse trauma; she is better, and now works as a mental health nurse, where she uses her experience to guide other mentally ill patient (O’Hagan, 2017, p.228).
The difference between recovery principles and clinical recovery
Recovery can be viewed through different lenses – personal experience (set of workforce competencies/practices) or clinical recovery process. This personal recovery approach is viewed as the post institutional service philosophy because it challenges the bedrock of traditional mental health system (Barder, 2012).
Clinical recovery is a concept that emerged from the expertise of mental health care providers, and it entails treating of psychosocial symptoms so as to restore functioning or to bring back the patient’s life back to normal. Recovery principle differs in clinical recovery in that the concept emerged from expertise of people who have lived the experienced or mental illness (Hapell et al., 2013).
On the other hand, recovery principle dwells on a deep unique change of a person’s values, attitudes and feelings with the aim of living a satisfactory life within the daily life limitations associated with the illness. It is basically creating a new purpose and meaning in client’s life as she or he grows beyond the catastrophic event associated with the mental illness (Williams et al., 2012).
As depicted in Janet case study Version 1, the traditional healthcare system perceives mental illness with no legitimacy. Most clients experience major mental health issues as frightening, desolate and also destructive. This is because the pain in mentally ill clients is at par with grief and torture of surviving a battle field or that of being accused of heinous crime (Leah, 2012).
The only difference is that the latter experiences have legitimacy and the society has a well defined pathway for their justice and recovery; and surviving them is perceived as heroic and is admirable. On the other hand, mental health is met with fear, reproach and pity.
Unlike clinical recovery, recovery principles recognize the importance of person recovery in that mental illness is perceived as a full human experience; therefore, it does not support justification for segregation, cruelty and coercion. A society that has person recovery mind concepts has place for people with mental health illness because seeks to provide a better pathway to better life (O’Hagan, 2014).
Another aspect of clinical recovery that acts as bedrock of the unfortunate traditional belief is community’s abdication of responsibility for the mentally ill people to the profession and services. In the current society, people seek answers to human problems from state- authorized profession institutions.
Although to some extent this has been of benefit, it is associated with overdependence of deficit oriented institutions and professionals. Their reputed monopoly on expertise has disabled the mentally ill clients by keeping the stuck in the healthcare services as indicated by Janet’s case study version 1, “the mental health system is responsible for the Janet’s terrible state (O’Hagan, 2014, p. 224).
The devaluation of mental illness in conjunction with community abdication has is associated with naïve community consensus around client’s safety, which is based on discriminative assumption that mentally ill people are not responsible of their behavior, and that the mental health institutions and services must take responsibility of their behavior through tightly controlled approaches (Gilburt et al., 2013).
The clinical recovery approach develops unsustainable assumptions that mentally ill persons must be controlled like robots; they lack freewill and those mental health institutions and professionals have magical powers to predict and that the strict measures towards the mentally ill people is meant to establish a safer community.
Unfortunately, the unrealistic demands have led to increase in risk adverse practices such as liberty restrictions, locked doors and compulsory treatment just as those experienced by Janet Version 1 case study (Berglund, 2012; Ivey et al., 2012).
Clinical recovery is important, but focusing on clinical recovery alone makes the patient to feel defined by their mental health problem, thereby exacerbating the problem. This approach also makes a person to neglect other aspects of lives that could be cultivated and potentially lead to improved wellbeing (Evans & Brown, 2012).
Most of the clinicians identify mental illness experiences such as hearing voices a focus of clinical recovery, which not only make it problematic, but also leads to waste or resources in order to get rid of personal idiosyncrasies that otherwise would be the patient’s assets if well understood and work with using the best approaches possible.
On the contrary, the recovery principles of the mental health service seek to design treatment strategies for mental illness is that does not only keeping people out of acute crisis so that they can lessen their dependency and burden to the community. The strategies contemplate the possibility of holistic recovery instead of focusing on clinical issues only, which in most cases could be resolved (Le Boutillier et al., 2015).
Conclusion
Mentally ill people are human beings too; they have rights as other citizens and must be allowed to participate in their local communities. To ensure that the mentally ill patients are socially included in the community’s daily life, the society and mental health professions will be required to change their traditional beliefs and unfortunate assumptions about mental health. In this context, the final frontier is eradicating the barriers that prevent people from experiencing their entitlements as the other citizens.
This involves transformation of “treat clinical symptoms- and recover” world view. In addition, the mental health systems should give priorities to treatments strategies that help the mentally ill patient to continue re-engaging with their life. However, the most important and the broadest challenge is the societal change.
This implies that the mental health professionals should collaborate with people with lived experienced of mental illness to become partners and social activists who challenge the erroneous stigmatizing assumptions associated with mentally ill people which prohibits them from enjoying the same citizenship entitlements as other people in the community.
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Gilburt, H., Slade, M., Bird, V., Oduola, S., & Craig, T. K. (2013). Promoting recovery-oriented practice in mental health services: a quasi-experimental mixed-methods study. BMC psychiatry, 13(1), 167.
Happell, B., Cowin, L., Roper, C. & Lakeman, R. & Cox, L. (2013). Introducing mental health nursing: A service user-orientated approach (2nd Ed). Crow’s Nest, NSW: Allen & Unwin.
Ivey, A., Ivey, M. & Zalaquett, C. with Quirk, K., (2012) Essentials of intentional interviewing: Counselling in a multicultural world (3rd ed). Belmont, USA:Brooks/Cole Cengage Learning.
Jones, K., & Creedy, D. (2012). Health and human behaviour (3rd ed.). South Melbourne, Vic: Oxford University Press.
Leahy, R. (2012) (Ed). Treatment plans and interventions for depression and anxiety disorders (2nd ed). New York; London: Guilford Press
Le Boutillier, C., Chevalier, A., Lawrence, V., Leamy, M., Bird, V. J., Macpherson, R., … & Slade, M. (2015). Staff understanding of recovery-orientated mental health practice: a systematic review and narrative synthesis. Implementation Science, 10(1), 87.
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Slade, M., Amering, M., Farkas, M., Hamilton, B., O’Hagan, M., Panther, G., Perkins, R., Shepherd, G., Tse, S. and Whitley, R. (2014), Uses and abuses of recovery: implementing recovery-oriented practices in mental health systems. World Psychiatry, 13: 12–20. doi:10.1002/wps.20084
Williams, J., Leamy, M., Bird, V., Harding, C., Larsen, J., Le Boutillier, C., … & Slade, M. (2012). Measures of the recovery orientation of mental health services: systematic review. Social psychiatry and psychiatric epidemiology, 47(11), 1827-1835.
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This paper will provide an analysis of the case study of Rentall Trucks using Markov Analysis. The problem statement of the case is about legal issues that surrounded the operation of two main competitors in the truck renting industry Rentall and Rentran. The scope of a problem is the extent of perception, action or inquiry of a concept. In our case study, the scope is an omission in the contracts leading to the sale of Rentall Trucks that could cost the firm millions of dollars according to Jim Fox. (Render, Stair, R. Hanna, & Hale 2015). The critical decision issues to be addressed by Rentall Trucks include how to increase the competitive edge and maintain a large market share in the industry.
Analysis
One of the critical elements of the Rentall Trucks case is the fact that during its sale, the contracted law firm omitted a clause that would prove costly in the long-run. Folley, Smith and Christensen failed to include a clause that would prevent Bob Renton from competing directly with the firm. This led to the creation of Rentran. The case provides another critical element in which Rentall faces stiff competition from Rentran, despite the fact that it is only a few months into its operations.
In six months, Bob has succeeded in convincing and poaching a number of key executives from Rentall into his company, Rentran. The firm managed to acquire a market share of approximately 5% in the first few months of its operation while Rentall had 80% and National rentals, another competitor, had 15% (Render, Stair, R. Hanna, & Hale 2015). The Market share determines the portion of a market controlled by a particular firm (Rego, Morgan, & Fornell, 2013).
It is the percentage of total sales in a given market earned by a company (Gale, 2014). Pete Rosen, the president of Rentall Trucks, got concerned about the situation and decided to conduct research to determine future projections of the firm and the market. His concerns were that his firm would be incapable of maintaining 50% of the market in the future.
The case has provided a clear set of facts on the current scenario facing the firms. These facts were established after a research company hired by Pete Rosen conducted an analysis on truck rental customers. The sample size was 1000 potential and existing customers. Of these, 800 were Rentall customers, while 60 and 140 were Rentran and National customers respectively. After one month, the sample was analyzed again.
It was found that 200 Rentall customers switched to Rentran, 80 switched to National, 3 Rentran customers switched to rental, six switched to National, and finally, 14 National customers switched to Rentall and 35 to Rentran (Render, Stair, R. Hanna, & Hale 2015). An in-depth review of the essential issues is offered by these facts.
Solution
In addressing the main points outlined in the case, various recommendations are needed to solve the problem statement. According to Jim Fox, Rentall Trucks could do nothing to correct the problem of the costly contract omission by the law firm Folley, Smith, and Christensen. The only applicable solution would be to formulate and implement effective business strategies.
These strategies would provide a framework through which counter measures would be adopted to prevent Rentran’s activities and market advancements. The policies adopted would be to curb Rentran’s ability to lure away both customers and investors from Rentall. Three areas would require to be reviewed and appropriate changes made. These areas are advertising, rental policy, and product line.
The issue of rental policies would require that truck rental business is made easier and faster. This would necessitate the implementation of some of the policies used by car rental agencies like Hertz. To attract more customers, changes in the product line would have to include comfortable and easy to drive trucks, trucks fitted with automatic transmission, air conditioners, quality radio and stereo tape systems, comfortable bucket seats and cruise control (Render, Stair, Hanna, & Hale 2015). Zenetti and Klapper (2016), state that advertising promotes sales by influencing the behavior of potential customers.
This showed that additional advertising was required to be aggressive and immediate. A good company had to be contracted and advertising in journals and the television increased. Implementation of these strategies would give Rentall Trucks a chance of maintaining their close to 80% market share. Changes in the advertising strategy would ensure that a bigger target audience is reached and their market behavior influenced to opt for Rentall Truck products and services. This would increase the number of new customers. On the other hand, changes in the product line and rental policies would help maintain a loyal customer base for the firm.
Justification
The recommended course of action is justifiable since policy makers and scholars alike agree to the effectiveness of the stated strategies. The above recommendations have been applied elsewhere and hence, are tried and tested. The justification for the recommendations is that:
1.) Advertising is a proven strategy to help convince more customers to trust the products and services being offered by a company as explained by Buil, Chernatony, & Martínez, (2013). Rentall Trucks is justified in increasing advertising, especially in television and journals.
2.) Changing a product line constitutes to rebranding. The strategy of rebranding helps a company in that it proves to doubtful customers that the brand has reinvented itself andwill, therefore, be in a position to satisfy their tastes and preferences more that before (Todor, 2014). To Rentall Trucks, changes in the product line will ensure that those customers who had switched to their rivals are more convinced about its service and product quality and will be motivated to switch back.
3.) Reviewing of rental policies will revolutionize the whole industry. This is due to the fact that if Rentall are successful in simplifying the processes involved in renting trucks, they will set a standard to be followed by all competitors. Setting standards will make them stand out as market leaders and will therefore have that largest market share.
Summary
This case study provided a case scenario of Rentall Truck Company seeking to gain a competitive advantage over its competitors, Rentran and National. The companies were competing for the market share in the truck renting industry. Rentall faced stiff competition from Rentran, a company owned by its former founder. They found themselves in this situation due to a blunder of omission of an important clause in its contacts. To retain its customers, Rentall recommended changes in its advertising strategies, product line and rental policies. The strategies were justifiable through since they were tried and tested. The justification was further improved by the market research conducted by Meyers Marketing Research firm.
Calculations
1. What will the market shares be in one month if these changes are made? If no changes are made
This shows that Rentall will have a larger market share if the actions suggested are implemented. Rentall’s market share will remain high while Rentran will grow at a slower rate. National Rental’s market share remains the same.
2. What will the market share be in three months with the changes?
π (n) = π (0)Pn
π (3) = π (0)P3
0.61 0.002 0.00002 3
(0.8, 0.06, 0.14) 0.003 0.42 0.001
0.008 0.27 0.17
= 0.6, 0.3, 0.1
Market share after 3 months will be:
60% for Rentall
30% for Rentran
10% for National Rentals
3. If market share remains the same, what market share will Rentall have in the long-run?Ho does this compare to if the changes were not made.
If the market conditions remain the same, the market share for Rentall in the long-run would keep reducing, though at a lower magnitude than if Rentall did not make the changes. The new market shares are shown in the tables below. The market share moves from 80% to 72% in month 1 to 66 % in month 2, 61% in month 3, 58% in month 4 and 56% in month 5.
If the changes were not made, Rentall’s market share would have deteriorated quite fact, moving from 80% to 61% in month 1, 48% in month 2, 40% in month 3, 35% in month 4 and 32% in month 5. This would be a significant loss to Rentran, which would have 58% of the market by the fifth month. Therefore, it can be concluded that the changes will reduce the rate at which the company loses its market share to Rentran. However, Rentall still continues to lose its market share and better strategies are required to enhance competitiveness.
After Change (Excel calculation)
Probabilities
Current Market share
0.85
0.15
0.2
0.8
0.125
0.75
0.25
0.06
0.025
0.1
0.55
0.14
Market share
Month 1
Month 2
Month 3
Month 4
Month 5
Rentall
0.72
0.66
0.61
0.58
0.56
Rentran
0.18
0.25
0.29
0.32
0.34
National
0.10
0.09
0.09
0.10
0.10
Before Change (Excel calculation)
Probabilities
Current Market share
0.65
0.05
0.65
0.8
0.25
0.85
0.25
0.06
0.1
0.1
0.1
0.14
Market share
Month 1
Month 2
Month 3
Month 4
Month 5
Rentall
0.61
0.48
0.40
0.35
0.32
Rentran
0.29
0.42
0.50
0.55
0.58
National
0.10
0.10
0.10
0.10
0.10
Reference
Buil, I., De Chernatony, L., & Martínez, E. (2013). Examining the role of advertising and sales promotions in brand equity creation. Journal of Business Research, 66(1), 115-122.
Gale, . (2014). Market share reporter. Place of publication not identified: Gale, Cengage Learning.
Render, B., Stair, R. M., Hanna, M. E. & Hale T. S. (2015). Quantitative analysis for management. (12thed.). Upper Saddle River, NJ: Pearson.
Todor, R. D. (2014). The importance of branding and rebranding for strategic marketing. Bulletin of the Transilvania University of Brasov. Economic Sciences. Series V, 7(2), 59.
Zenetti, G., & Klapper, D. (2016). Advertising Effects Under Consumer Heterogeneity–The Moderating Role of Brand Experience, Advertising Recall and Attitude. Journal of Retailing, 92(3), 352-372.
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Organizations that deliver primary health care here include Georgia’s Voice to end Breast Cancer, Georgia Public Health Association, Georgia Advocacy Office and Georgia Charitable Care Network among others.
Georgia’s Voice to end Breast Cancer is an organization founded by breast cancer survivors. Their focus is helping the people of Georgia put to an end the devastating disease cancer. They want to make a difference to about eight thousand Georgians who are yearly diagnosed with breast cancer (Kohler et al., 2015). They receive funding from collaborations with National Breast Cancer Coalition and individuals who were willing.
Georgia Public Health Association is a non-profit organization started in the role of promoting the public and personal health of the people of Georgia. It provides training, technical help and strategies to expand Federally Qualified Health Centers. Joining this organization gives one access to other health professionals, scholarships, recognition awards and opportunities for continuing education. Georgia Public Health Association receives most of its funding from government grants (Murray et al., 2013). This organization has for sure improved the environmental and personal health conditions of Georgia.
Georgia Advocacy Office is yet another organization that delivers primary health care in Georgia. They provide an array of services to people with disabilities in Georgia (Livermore, 2015). Examples are Investigation of an allegation of abuse, neglect, or violation of rights, assistance in negotiation on behalf of individuals and multicultural outreach to underserved or unserved persons with disabilities. Donations and grants from individuals and corporations fund this organization’s activities.
Finally, Georgia Charitable Care Network was founded in 2003 as a clinic network to offer free medical services to the people of Georgia. It consisted of a network of compassionate caregivers. They work with communities interested in starting clinics and solicit funds to distribute to members. This care network gets its primary funds from individuals and private foundations. This organization has been of great value Georgians for providing easier access to medical facilities.
References
Kohler, B. A., Sherman, R. L., Howlader, N., Jemal, A., Ryerson, A. B., Henry, K. A., … & Henley, S. J. (2015). Annual report to the nation on the status of cancer, 1975-2011, featuring incidence of breast cancer subtypes by race/ethnicity, poverty, and state. Journal of the National Cancer Institute, 107(6), djv048.
Livermore, G. A., & Honeycutt, T. C. (2015). Employment and economic well-being of people with and without disabilities before and after the great recession. Journal of Disability Policy Studies, 26(2), 70-79.
Part 1: Code Blue educational video from the Regina Qu’Appelle Health Region.
Time sequence
Issue noted
code
comments
0-22 seconds
Breach of Australian Resuscitation Council Guidelines:
BARCG- Guideline 2 priorities in an emergency
Finds Mr. Smith unresponsive. Fails to follow the Guide 2 BLS algorithm because she failed to assess danger, but she assessed the airway, as she is seen checking for the escape of air from the patients mouth or nose as recommended by guide 5. Implications: Delay in resuscitation processes increases the risk of reduced cardiac output to the brain due to poor compressions.
Time 3.26
Poor technical skills
PTS – BARCG Guide 6 & 8
Chest compressions inadequate as recommended by Guide 6. The recommended chest compressions are 30 chest compressions followed by two breaths. The chest compressions are slow than required by Guide 8. “A good CPR should deliver chest compressions over the lower half of the sternum at a depth of 5 cm” (ARC guide 8). Long pauses in CPR before shock delivery. Guide 6 discourages long pauses and distractions during a CPR Implications: Long pauses, distractions, slow and inadequate chest compressions lower the chance of patient’s survival
Poor Non-Technical skillsPNTS
Time 0.30
Situation awareness
PNTS- SA
The nurse did not press the emergency push button system to call for help immediately and instead used the overturn Implications: Delayed response by the code blue team
Time 0.30 secsTime 2.26 minutes
Decision making
PNTS- DM
Delay in full code response. The team arrived 2 minutes later after the call alert Implications: This led to delay important activities such as defibrillation. However, the rest of the decisions such as medication, hyperventilation and defibrillation activities went on well once the code blue captain arrived.
Time 3.36
Task management
PNTS-TM
Compressors for more than five cycles. One compressor was working for almost 5 minutes which is too long for a compressor. According to Guide 5, “the compressor roles approximately after 2 minutes or after five cycles of compressions and ventilations at a ratio of 30:2 so as to maintain the quality of compressions” (ARC guide 5). However, other task management processes such as airway positioning, nasopharyngeal airway placement, bag-valve mask ventilation were correctly performed.
Time 5.28Time 12.55
Communication
PNTS- comm
Occasionally fails to use the closed up communication which leads to miscommunications. For instance, at minute 12.55, the recorder had missed recording the endotracheal tube particulars due to poor communication strategy. The team used the SBAR technique to report the patient’s medical history to the code blue team leader. All the information was recorded including all the medication administered and other CPR outcomes such as cardiac rhythm before a shock was delivered. This is vital for future references.
Teamwork
PNTS-Team
No introduction was done by the team members, but they delegated the resuscitation duties appropriately. The team consisted of a coordinator, compressor nurse, airway manager, nurse in charge of defibrillator, captain/leader and crash cart manager.
Leadership
PNTS- Leadership
The leader failed to evaluate the BLS on arrival. However, Mr. Sellinger (the code captain) performed his tasks effectively including identification of cardiac rhythm, initiation of ACLS protocol, and evaluation of the protocol reviewed the code blue documentation form and signed the code blue form after completing the code blue.
PART 2: Analysis of the issues covered
Code blue should be contacted immediately for all unresponsive patients. Calling for help and initiation for help should be done simultaneously. One of the issues identified in this case study is delayed in the response of code blue code due to poor call out systems. The code team member should call out loudly for help through the facility-wide response system. In this technology, the nurse should have pressed the Blue code push button to ensure that the code blue team were notified accordingly (Bayramoglu et al., 2013).
As the nurse in charge waits for code blue team, he or she should initiate CPR (Clarke, Apesoa-Varano, & Barton, 2016). The code team are expected to introduce themselves as they arrive as well as and their roles statements such as “Am Mr. J. and will take document” or “I’ll take the airway” which helps in ensuring there is clear role differentiation. The service user physician should be contacted immediately.
According to Price, Applegarth & Price (2012), the healthcare provider should first assess the patient dangers and risks before they start the air management. This was not done in the case study and violated the ARC guide four which states that the patient’s mouth should be opened and head slightly turned downwards to remove the airways (Australian Resuscitation Council, 2008).
An ineffective cough indicates a severe obstruction. In this case, if the patient is responsive, the healthcare provider should give about five back blows, and if still, it is ineffective, they should give at least five chest thrusts (McInnes et al., 2012). This article states that for all unresponsive patients, the healthcare should send for help and start CPR immediately. Similarly, guideline 5 recommends that all patients who are breathing abnormally or are unresponsive require being resuscitated.
The first thing when assessing breathing, the rescuers should check for movement around the chest (lower part) and abdomen (upper part). They should check for the exhalation through the patient’s oral cavity or nose, and feel the movement of air in the patient’s mouth or nose. The guide recommends a ratio of compressions to rescue breaths as 30:2 (Australian Resuscitation Council, 2008).
According to this article, the first nurse to respond should start saving the patient’s life by performing chest compressions immediately (100 compressions per minute). Although important, the nurse should not wait for backboard , they should start chest compressions as it can be put in place later when the code team arrives. The switching the compressor roles in the case study is present but it took quite a long time than that recommended by ARC guide 6 which is approximately after 2 minutes.
To maintain the quality, the ventilations ratio should be maintained at 30:2 (Castelao et al., 2013). This is supported by Guide 6 which recommends that interruptions to chest compressions should be minimized. The best location to perform the compressions is the sternum- the lower half part of it. The healthcare provider’s heel is placed at the central part of the chest and put the other hand on top it. The recommended rates of compressions are 100 to 120 compressions per minute which are about two compressions per second.
The guide also outlines on the quality of compressions ( which is identified as poor in the case study) where it suggests that depth of compressions should be “at least 2 inches (5cm) with complete chest recoil after every compression” this helps the heart to re-fill completely by the next round of compressions. The number of interruptions should be minimized to ensure maintain the quantity and quality of compressions (Eroglu et al., 2014).
According to the article, the patient should be given 2 ventilations for every 30 seconds of oxygen-bag-mask device assisted ventilation. The oxygen level should be set to the flow meter 15 L/min, and where applicable, the reservoir should be fully open ensure that the patient gets 100% oxygen for each breath. One strength observed in the study is the fact that bag-mask device is best done by two blue code team members where one open the airway to fasten the mask on whereas the second one squeezes the oxygen bag.
Also, the article states that defibrillation is very critical and that the use of placement hands-free defibrillation pads is a safer option than hands held defibrillation paddles (Girotra et al., 2012; Prince et al., 2014). The article states that the deployment of automated external defibrillators (AED) should be used as soon as possible as it reduces mortality and morbidity associated with cardiac arrest caused by either ventricular fibrillation or ventricular tachycardia (Australian Resuscitation Council, 2008).
The compressions should resume immediately after delivering shock even with a normal heart rhythm as it will not provide enough cardiac output that will ensure adequate perfusion. It is recommended that 2 minutes the cardiac rhythm should be assessed after 5 cycles of a CPR (Merchant et al., 2014). The use of vasopressors in cardiac arrest is recommended only when there are no high-quality CPR. It is important to be extra cautious when administering a drug. This is because miscommunication is a common issue which often leads in the administration of incorrect drug doses or medications.
This can be prevented by using “closed loop” method of communication (Segon et al., 2014; William et al., 2016). For instance, when a nurse receives an order to inject some medicine, they should repeat the information of drug prescribed out loud, inject it and then announce it again after administration (Price et al., 2012). This method was used in some instances, but in the instance that it was absent, the recorder was prone to miss out some key aspects; for example, in this code blue simulation, the recorder had missed recording the endotracheal tube measurements.
The article suggests that an effective code blue team should have leader who controls the all the procedures and efforts of resuscitation. They communicate with the staff involved and evaluate the cardiac rhythm of a patient. Mr. Sellinger is the team captain of the case study and was standing in a position such that he could effectively see all of the resuscitation procedures and efforts. If the organization allows, the family member can be allowed into the room. It is also important to ensure that the information is well recorded.
In the case study, the recorder is shown documenting all the resuscitation process. However, it is important to understand that documentation process is done according the healthcare facility’s policy (McEvoy et al., 2014; Sahin et al., 2016). The recorder should remind the code team when time for a specific task has elapsed and must record all the activities taking place including the medicines prescribed. The article also suggests that all clinical areas should grant quick access to equipment such as blood glucose, blood pressure, and equipment of pulse oximetry and other equipment so as to effectively manage a deteriorating patient (Clarke, Carolina Apesoa-Varano, & Barton, 2016).
Through this case study, it is evident code training programs using simulation is beneficial and has been recommended by various healthcare institution organizations since 1999. This training will help the learners to improve cardiac resuscitation outcomes as it offers an opportunity for regular hands-on practice within the hospitals. This also helps the team to understand the various roles and responsibilities expected during a full code. Along with continuing education and mock codes, the team members become confident in their responsibilities (Gutwirth, Williams, Boyle, & Allen, 2012).
Bayramoglu, A., Cakir, Z. G., Akoz, A., Ozogul, B., Aslan, S., & Saritemur, M. (2013). Patient-Staff Safety Applications: The Evaluation of Blue Code Reports. The Eurasian Journal of Medicine, 45(3), 163–166. http://doi.org/10.5152/eajm.2013.34
Castelao, E. F., Russo, S. G., Riethmüller, M., & Boos, M. (2013). Effects of team coordination during cardiopulmonary resuscitation: A systematic review of the literature. Journal of critical care, 28(4), 504-521.
Clarke, S., Apesoa-Varano, E. C., & Barton, J. (2016). Code Blue: Methodology for a qualitative study of teamwork during simulated cardiac arrest. BMJ open, 6(1), e009259.
Girotra, S., Nallamothu, B. K., Spertus, J. A., Li, Y., Krumholz, H. M., & Chan, P. S. (2012). Trends in Survival after In-Hospital Cardiac Arrest. The New England Journal of Medicine, 367(20), 1912–1920. http://doi.org/10.1056/NEJMoa1109148
Gutwirth, H., Williams, B., Boyle, M., & Allen, T. (2012). CPR compression depth and rate about physical exertion in paramedic students. Journal of Paramedic Practice, 4(2).
McEvoy, M. D., Field, L. C., Moore, H. E., Smalley, J. C., Nietert, P. J., & Scarbrough, S. (2014). The Effect of Adherence to ACLS Protocols on Survival of Event in the Setting of In-Hospital Cardiac Arrest. Resuscitation, 85(1), 10.1016/j.resuscitation.2013.09.019. http://doi.org/10.1016/j.resuscitation.2013.09.019
Merchant, R. M., Berg, R. A., Yang, L., Becker, L. B., Groeneveld, P. W., & Chan, P. S. (2014). Hospital Variation in Survival After In‐hospital Cardiac Arrest. Journal of the American Heart Association: Cardiovascular and Cerebrovascular Disease, 3(1), e000400. http://doi.org/10.1161/JAHA.113.000400
McInnes, A. D., Sutton, R. M., Nishisaki, A., Niles, D., Leffelman, J., Boyle, L., … Nadkarni, V. M. (2012). The ability of code leaders to recall CPR quality errors during the resuscitation of older children and adolescents. Resuscitation, 83(12), 1462–1466. http://doi.org/10.1016/j.resuscitation.2012.05.010
Price, J. W., Applegarth, O., Vu, M., & Price, J. R. (2012). Code Blue Emergencies: A Team Task Analysis and Educational Initiative. Canadian Medical Education Journal, 3(1), e4–e20.
Prince, C. R., Hines, E. J., Chyou, P.-H., & Heegeman, D. J. (2014). Finding the Key to a Better Code: Code Team Restructure to Improve Performance and Outcomes. Clinical Medicine & Research, 12(1-2), 47–57. http://doi.org/10.3121/cmr.2014.1201
Segon, A., Ahmad, S., Segon, Y., Kumar, V., Friedman, H., & Ali, M. (2014). Effect of a Rapid Response Team on Patient Outcomes in a Community-Based Teaching Hospital. Journal of Graduate Medical Education, 6(1), 61–64. http://doi.org/10.4300/JGME-D-13-00165.1
Sahin, K. E., Ozdinc, O. Z., Yoldas, S., Goktay, A., & Dorak, S. (2016). Code Blue evaluation in children’s hospital. World Journal of Emergency Medicine, 7(3), 208–212. http://doi.org/10.5847/wjem.j.1920-8642.2016.03.008
Williams, K.-L., Rideout, J., Pritchett-Kelly, S., McDonald, M., Mullins-Richards, P., & Dubrowski, A. (2016). Mock Code: A Code Blue Scenario Requested by and Developed for Registered Nurses. Cureus, 8(12), e938. http://doi.org/10.7759/cureus.938
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