Honor And Glory Greek Character And Way Of Life

Honor and glory are central to Greek character and way of life. Heroes are the essence of the nation and society that they come from. Because of this, they lead their lives according to this code of honor and glory. This need for honor erupts in the Trojan war and shapes the outcomes of every decision made in this war. Every Greek warrior strives for the legacy of their fame in battle to resound, even after their demise. The concepts of honor guide the outcomes of the illustrations in this epic. The honor of the individual warrior, kin, and nation effect the decisions of every individual within this epic. The glorification of war is a central theme within the epic. An important aspect of this glorification is given by Homer’s account of how honor is given to the individual. Homer describes gaining honor as an individual in two related ways: through winning in battle and through death in battle. â€Å"out on the battle lines where men win glory (Homer, 7.131)†. Both pro cesses involve the courage in battle and the honor gained by being courageous. The decisions of the characters are affected by this need for glorification in battle. The first way to gain honor and glory through battle is by winning in battle. Achilles is revered throughout the Achaean camp as â€Å"the sift runner (Homer, 1.142)† because he has gained great glory by winning battles. Achilles is the main character to this epic, and the background information about his prowess attests to the notion that Achilles isShow MoreRelatedHonor And Glory By Homer1574 Words   |  7 PagesOctober 5, 2015 Honor and Glory The idea of obtaining honor and glory are what Greek characters dedicate their lives to. The Greeks lived by a heroic code, which shaped their society. Being remembered, as a great warrior, is one of the highest honors a Greek soldier can obtain. Honor and glory are the cause of the Trojan War, which takes the lives of many men. Honor and Glory are what define the hero in the epic poem, The Iliad, written by Homer. Throughout the Iliad, honor and glory is the motivationRead MoreHonor, Glory, Legacy Of The Iliad1735 Words   |  7 PagesHonor, Glory, Legacy How important is it to be honored? To gain glory in this life? To secure a lasting legacy? To the Greeks and Trojans in Homer’s famous epic, The Iliad, these were the most important things in life. The Greeks of Homer’s time believed that personal honor and glory was just that, personal. Honor and glory belonged to the individual who was skilled and accomplished enough to obtain it for himself. This honor and glory was held in the highest regard, and the worldview that honorRead MoreExamples Of Glory And Glory In The Iliad1054 Words   |  5 Pages4, 2017 Glory and Honor in Homer’s Iliad Thesis: Great honor comes with great responsibility. Glory should come with wisdom. Homer presents this idea in various ways. This theme is woven through The Iliad showing the foundation of dignified heroes and self-glorification. Introduction: I. Honor and glory A. Heroic actions B. God-like glory II. Social Status A. Greek Society B. Recognition and influences III. Mortality and immortality A. Glory after death B. Ongoing honor ConclusionRead MoreThe Iliad : Greeks And Their Love For War1568 Words   |  7 PagesJosef Affourtit Affourtit.2 February 10th, 2017 CLAS1101 The Iliad: Greeks and Their Love for ‘War’ It has long been a popular scholarly opinion that the Greeks in the Iliad were lovers of war and violence. The Greeks were most definitely primal beasts, and blood shedders, a fact made abundantly clear in the Iliad. However, I think that the Greeks were not lovers of war, furthermore I think this interpretation is shortsighted. The amount of violence in the Iliad seems to be evidence for their loveRead MoreEssay on The Iliad of Homer and Greek Heroes1495 Words   |  6 Pagesis an epic tale of war and hero’s within the Greek way of life. A predominant and consistent theme of honor and glory reside throughout the poem. The motivation for any Homeric Greek is glory, or â€Å"Kleos†, that is to be honored and respected among their people. Emphasis is put on living by the heroic code. Honor is essential to the Greeks and life would not be worth living without it. When a warrior or hero is advised to avoid risking their life in battle it almost drives them even furtherRead MoreThe Iliad and Greek Heroes1500 Words   |  6 Pagesepic tale of war and heros within the Greek way of life. A predominant and consistent theme of honor and glory reside throughout the poem. The motivation for any Homeric Greek is glory, or Kleos, that is to be honored and respected among their people. Emphasis is put on living by the heroic code. Honor is essential to the Greeks and life would not be worth living without it. When a warrior or hero is advised to avoid risking their life in battle it almost drives them even furtherRead MoreWilliam Shakespeare s The Trojan War 1318 Words   |  6 Pagesexplore the interpretation of honor as something extrinsic without associating it with intrinsic moral values. In the seventeenth century, â€Å"honour† was used in four different ways: fame, renown, glory; credit, good name, reputation; noble rank, position of dignity, title of renown; source of distinction. Fame and reputation are the most common uses of honor throughout the play. Therefore, to avoid confusion and redundancy, fame and reputation will be synonymous to honor for this analysis. CuriouslyRead MoreEssay about Heroic Code in the Iliad and the Odyssey979 Words   |  4 Pageshas risked or sacrificed his life. In the Iliad and the Odyssey, the code which administers the conduct of the Homeric heroes is a straightforward idea. The aim of every hero is to achieve honor. Throughout the Iliad and the Odyss ey, different characters take on the role of a hero. Honor is essential to the Homeric heroes, so much that life would be meaningless without it. Thus, honor is more important than life itself. Throughout the Iliad, heroic characters make decisions based on a specificRead MoreTheme Of Gender In The Epic Of Gilgamesh And The Mahabharata1051 Words   |  5 Pagesturn shows that her sexual prowess can be transformative, for he had gained reason and expanded his understanding (104). Despite Ekidus upbringing and treatment as an animal, Shamhat alone, humanized him, which allowed this progression in his character. To be accepted and revered, rather than seen as a problem and feared. If it wasnt for Shamhat, Ekidu would never have been placed on the path that he was meant for and Gilgamesh would still be alone and not kept accountable. In this epic, womenRead MoreAnalysis Of The Book The Iliad 965 Words   |  4 Pagescinematic look not only on Achilles, but on other scenes and situations, providing missing character depth, and asking questions The Iliad might not have. The perspective we got from Achilles in The Iliad is one of a great warrior, but in his rage abandons his comrades because his pride got hurt. His actions make him selfish and petty to the readers, but on pages 9-15 in War Music we get more character depth and perspective. In those few pages we see a man, one of history’s greatest heroes acting

Case Study Hunter Douglas Group - Free Essay Example

Sample details Pages: 18 Words: 5470 Downloads: 8 Date added: 2017/06/26 Category Economics Essay Type Research paper Did you like this example? This is a case study report to analyse how Hunter Douglas Group manages its human resource planning and how the activities involved in the human resource planning process contributes to the success, as well as to ensure future success, of this large multi-national organisation in line with its corporate vision, mission, core values, strategic planning and objectives. Human resource planning provides the means to accomplish the desired outcomes of the organisation and achieving objectives by ensuring that the organisation has the right number of quality people available to achieve objectives through strategy implementation. This is based on a close working relationship between the human resource practitioners and line managers in each company (business unit) of its decentralised organisational structure. Don’t waste time! Our writers will create an original "Case Study: Hunter Douglas Group" essay for you Create order The human resource practitioners serve as consultants to line managers concerning the people management implications of business objectives and strategies. Line managers, in turn, have the responsibility to respond to the business implication of human resource objectives and strategies. We also see that the environmental and contextual changes present a number of competitive challenges to this organization which requires its human resource management to be involved in helping to create and build new capabilities. The challenges include: Globalisation: the challenge is to move peoples ideas, products and information around the world to meet local needs. Technology: the challenge is to make technology a viable, productive part of the work setting Competition: in order to remain competitive and remain as a market leader, Hunter Douglas is aware of the importance of continuous training of its people. Economics: economic growth or lower interest rates cause the increase in spending and often increase in business opportunities. Changes in the labour market has an impact on the organisations ability to find and keep employees Workforce changes and ability to cope with change: these include resignations, terminations, leave of absences, death, change in employment status and retirement The success of a business is directly linked to the performance of those who work for that business and Hunter Douglas Group is fully aware of this as it believes in the power of learning and providing its employees growth opportunities to develop their skills. Hunter Douglas Group acknowledges that its employees commitment is the key ingredient to the Groups continued growth and success. Hunter Douglas Group prides on the diversity and strength of its corporate culture that empowers its employees to build and run the business like their own businesses. The Hunter Douglas Group acts like a federation of entrepreneurial companies who think globally but act locally. The character and creativity of its 21,000 employees in 169 countries worldwide have built the dynamic and entrepreneurial company that the Group is today. With numerous benefits encouraging wellness and a work-life balance, Hunter Douglas Group regards its employees as its most valuable resource which is the key to the Groups success. Background Corporate Mission and Core Values Corporate Mission: Hunter Douglas is the worlds market leader in manufacturing a wide range of innovative and quality architectural and window covering products. Hunter Douglas provides on-time delivery, reliable and friendly service at a competitive price. Its aim is to offer fulfillment to its staff and to secure a reasonable return to its shareholders. Core Values: Customer Oriented Putting customers first Providing reliable and friendly service. Achieving on-time delivery Innovation Seeking continuous improvement and new ideas to create value to our customers Striving for creative ways of doing our work better Teamwork Working together harmoniously to achieve common goals and objectives Integrity Honouring commitments to customers, staff and organisation Being sincere and truthful Communication Showing respect and understanding for each other Being frank, open and receptive Staff Well-Being Providing continuous training and development Recognising good performance Corporate Structure Board of Directors Hunter Douglas Group has a one-tier corporate structure. Under its Charter, the Board of Directors is responsible for the overall management and control of the Company. The Board is appointed by the shareholders at the annual General Meeting. The Board has four regular meetings per year and additional meetings as required. Board members may not be members of more than five boards of public companies. Independence The Board has six Members, of whom four are independent. It acts collectively by majority resolution. Functions The Board reviews the overall strategy, financial objectives, budgets, acquisi ­tions, divestments, capital expenditures, currency and aluminium hedging, port ­folio composition and returns, results and risks in the Companys business. Audit and Compensation Committees The Board has an Audit and a Compensation Committee, whose members are independent. The Audit Committee reviews the Companys accounts, internal controls and meets wit h the Companys external Auditors twice a year. The Compensation Committee reviews the Directors and Officers compensation and stock options. Chairman, President CEO Mr. Ralph Sonnenberg is Chairman of the Board of Directors, President and Chief Executive Officer. Officers The Board annually appoints the Officers of the Company: the President, the Co-Presidents, four regionally responsible Vice Presidents, two Staff Vice Presidents and a Corporate Secretary. The Vice Presidents and Corporate Secretary report to the President. Financial Reporting In accordance with the applicable reporting principles, the consolidated financial statements give a true and fair view of the assets, liabilities, financial position and profit or loss of the Group. The annual report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal opportunities and risks associated with the expected develop ­ment of the Group. Major Business Processes A business process is a collection of structured, related tasks or activities which produce a specific product or service which serves a particular goal for customers. The main types of business processes observed in this case study report are Management Processes, Operational Processes and Supporting Processes. Management processes: processes which govern the operation of a system in an organisation. Typical management processes include Corporate Governance and Strategic Management. Corporate Governance The Hunter Douglas Group is incorporated in The Netherlands Antilles and has its statutory seat in Curaà §ao. Hunter Douglas is therefore not subject to The Netherlands Corporate Governance Code. However, Hunter Douglas adheres to good Corporate Governance. The Group has the following key internal controls: Conflicts of Interest Policy The Conflicts of Interest Policy is applicable to all key employees covering relations with customers, suppliers and other third parties. Insider Trading Policy The Insider Trading Policy, as prescribed by the Authority Financial Markets (AFM), restricts trading in the Companys shares by Directors, Officers, key employees and related persons. Internal Audit Function Hunter Douglas principal Operating Companies have an Internal Audit Program. Authority Limits Every Manager, including the Regional Vice Presidents, has clearly defined Authority Limits. Whistleblower Policy Hunter Douglas has a Whistleblower Policy in ea ch and every Company within the Group. Compensation Compensation is reviewed by the Compensation Committee of the Board. The Company also follows the best practices: Stock options Stock options are granted for five years with vesting starting after two years. Stock It is not the Companys Policy to provide stock at no cost. Loans Loans to Directors, Officers or other employees bear market interest. There is no forgiveness of principal or interest. Investor Relations Hunter Douglas has an Investor Relations Website, regularly issues press releases and holds analysts and investor meetings. Strategic Management Strategic management is a process through which organizations analyse and learn from their internal and external environments, establish strategic direction, create strategies which are intended to move the organisation in that direction and implement those strategies, all in an effort to satisfy stakeholders, as illustrated in the diagram below: External Analysis  (External Environment)  Strategic Controls          Direction Setting:  Generate, Allocate Build Develop Vision    Evaluate,   and   relationships   Control Mission   and Manage  Systems Values   Select, Resources Design   Strategies  Structures Measure and  Evaluate  performance Internal Analysis  (Internal Environment)                   Strategy Formulation Strategy Implementation and Evaluation Hunter Douglas Group has been successful over the long term because the Group has effectively acquired, develop and manage resources and capabilities that provide competitive advantage. The Group has, over the years, achieved strong brand recognition such as the HunterDouglas ® in North America and Asia as well as for Architectural Products worldwide. Luxaflex ® for residential window coverings in the rest of the world. The Hunter Douglas Group, with its 21,000 employees in 169 countries worldwide, takes advantage of its organisational strengths and environmental opportunities. It continues to neutralise or overcome organisational weaknesses and environmental threats by managing its business processes well and applies best practices. Operational processes: processes which constitute the organisations core business and create the primary value stream. Typical operational processes include Purchasin g, Manufacturing, Marketing, and Sales. As a highly decentralised organisation, each company in each region within the Hunter Douglas Group manages autonomous operations with minimum interference and maximum accountability, growing their businesses within the groups entrepreneurial environment following the corporate governance, vision, mission and values. Supporting processes: processes that support the organisations core processes. Examples in this category include Accounting, Recruitment, Technical support. Although highly decentralised, each company in each region within the Hunter Douglas Group has to follow an Internal Audit Program when it comes to financial and accounting matters. Recruitment and Human Resource matters are set in line with the business plan and strategies of each company in each region as well as in line with the directions and corporate governance, vision, mission and values of the Group. Business Strategy Porters Generic Strategies Target Scope    Advantage     Low Cost   Product Uniqueness      Broad   Cost Leadership Differentiation (Industry Wide)  Strategy  Strategy               Narrow   Focus Strategy Focus Strategy (Market Segment)  (Low Cost) (Differentiation)         Hunter Douglas Groups strategy is to grow the market and the Groups market share by continuing to introduce innovative and proprietary new products and by expanding its presence in key geographic markets. It was observed that Hunter Douglas Group has been successful in using the Differentiation Strategy by having the following internal strengths: Access to leading research and development Highly skilled and creative product development team Strong sales teams with the ability to successfully communicate the perceived strengths and benefits of the product. Corporate reputation for quality and innovation Differentiation Strategy A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the firm to charge a premium price for it. The f irm hopes that the higher price will more than cover the extra costs incurred in offering the unique product. Because of the products unique attributes, if suppliers increase their prices the firm may be able to pass along the costs to its customers who cannot find substitute products easily. The risks associated with a differentiation strategy include imitation by competitors and changes in customers tastes. Generic Strategies and Industry Forces Industry   Generic Strategies    Force Cost Leadership Differentiation Strategy Focus Strategy    Strategy       Entry Ability to cut price in Customer loyalty can Focusing develops core   Barriers retaliation deters discourage potential competencies that can act   potential entrants entrants  as an entry barrier   Buyer Ability to offer lower Large buyers have less Large buyers have less power   Power price to powerful power to negotiate to negotiate because of few   buyers because of few close alternatives     alternatives    Supplier Better insulated from Better able to pass on Suppliers have power   Power powerful suppliers supplier price increases because of low volumes,   to customers but a differentiation-focused     firm is better able to pass on     supplier price increases to       customers   Threats of Can use low price to Customers become Specialised products core   Substitutes defend against attached to differentiating competency protect   substitutes attributes, reducing against substitutes     threats of substitutes    Rivalry Better able to Brand loyalty to keep Rivals cannot meet   compete on price customers from rivals differentiation-focused       customer needs   Relationship With External Entities In order to remain successful and continue to expand its market share, Hunter Douglas Group has learned to develop and manage relationships with wide range of organisations, groups and people that have a stake in their business. The emergence of a fiercely competitive global economy means that the companies within the Hunter Douglas Group have to expand their networks of relationships in their region and cooperate with each other to remain competitive. Education Hunter Douglas Singapore team up with the National University of Singapores Department of Architecture to organise the NUS-Hunter Douglas Award for the innovative use of technology in Architecture. Hunter Douglas Group has developed multi-level training and education programs for its fabricators, retail dealers, professional designers and installers. It holds consumer seminars to help prospective buyers under ­stand the importance of window coverings for home fashions and for light control and energy effi ciency. It provides training seminars and hands-on workshops for retailers, designers and installers, which includes CD-Roms, videotapes and web-based instructions, through ­out the world. It has created the industrys first and only formal Retail Alliance Program, offering its very best dealers a choice of tiered partnership options that reward their brand loyalty with lucrative business-building benefits, including financial incentives and exclusive products and programs. Through Hunter Douglas Group exclusive partnership with Archiprix International, it builds relationships with the next generation of architects as they begin their careers after college. With Hunter Douglas Groups support, Archiprix organises a biennial international com ­petition for the best graduation projects in architecture. Finalists travel to a host city with hundreds of architects from around the world where an independent jury evaluates the student entries and recognizes the most ou tstanding work with the Hunter Douglas award. Hunter Douglas Singapore was conferred the Singapore Institute of Architects Friend of Architecture Award in recognition of the companys contribution to Architecture in Singapore and its continuous support for the Singapore Institute of Architects. Its Windows of Opportunity seminar on the use of window fashions in interior design reaches more than 2,500 design school students and designers in major United States markets each year. At the Fashions Institute of Technology in New York and other leading design schools, Hunter Douglas provides design students with industry overviews and a business perspective through teaching opportunities. At the renowned Pratt School of Architecture, Hunter Douglas has sponsored design studio projects that challenge students to envision new and novel ways to integrate its products and materials into architectural structures. Corporate Citizenship Hunter Douglas Group actively supports the com ­munities in which they live, work and do business. Decisions about which causes to support and the form that support takes are made locally by the management in each country. It provides window coverings to hospitals, research centres and healthcare facilities around the world. It supports educational opportu ­nities for the families of its staff and less privileged members of our communities. In the United States and Canada, Hunter Douglas sponsors Habitat for Humanity, donating custom window cover ­ings for the homes Hunter Douglas has built for low-income families since 1993. Hunter Douglas employees have also contributed thousands of hours in sweat equity assisting with the building of these homes at the local level. Hunter Douglas stimulates students awareness of its products and encourage their creativity through competi ­tions in which they are judged upon the innovative application of its products in their design projects. Hun ter GreenÃÆ' ¢Ãƒ ¢Ã¢â€š ¬Ã… ¾Ãƒâ€šÃ‚ ¢ and Keen on Green are important new company-wide environmental initiatives being undertaken by the Hunter Douglas branded compa ­nies to reduce energy consump ­tion, water usage and its overall carbon-footprint. It also includes an ongoing consumer marketing effort creating increased aware ­ness of Hunter Douglas corporate commit ­ment to the cause as well as the superior energy-saving benefits of its products. The Process of Human Resource Planning in the Organisation Manpower Planning Manpower planning is a process of getting the right number of qualified people into the right job at the right time. It is a system of matching the supply of people internally, who are the existing employees, and externally, potential talents to be hired or searched for, with job openings which the Group expects to have over a given time frame. This planning requires the human resource departments in the Group to prepare an inventory of skills and talents already available as well as coordinating and controlling various activities in the Hunter Douglas Group. Manpower planning involves reviewing current manpower resources, forecasting future requirements and availability as well as taking steps to ensure that the supply of people and skills meets demand. It utilises the concept of planning to visualise how the Hunter Douglas Group can go through the allocation and control of its manpower resources in a better manner. It is also a tool for higher management to equip themselves wi th the necessary data on its human resources available immediately within the Group and from outside, when the need arises to meet markets demand. Manpower Planning Model Forecast Demand        Forecast Supply      Considerations:   Internally       Product/ Service demand   Staffing tables  Economics  Balance Supply and Demand  Markov analysis  Technology     Skills inventories  Financial resources/ limitations Recruitment (Shortage)   Management inventories  Absenteeism/ turnover  Full-time   Replacement charts  Organisational growth  Part-time   Succession planning  Management philosophy  Recalls/ transfers       Overtime  Externally Techniques:   Outsourcing         Demographic changes  Trend analysis  Reductions (Surplus)   Education of workforce  Managerial estimate  Terminations   Labour mobility  Delphi technique   Layoffs   Government policies      Leave without pay   Unemployment rate  Outplacement     Demotions   Retirement      Factors Economic             Competition         Government action  Organisational  Divisional  Skills and   Historical Data Objectives Department abilities   Nature of company Objectives required       Skills   Inventory             Net human resource Types, numbers,      requirements  Human Resources   Negative: Layoff, terminations, resignations, retirement Manpower planning, as observed in the Hunter Douglas Group, consists of the following steps: Identify the Groups objectives and strategies which are stipulated in the business plan and from the strategic planning processes of the companies within the Group. Determine the impact of the organisations objectives on specific organisational units. For this purpose the cascade approach can be used, whereby the organisations long term strategies are translated into the shorter term performance objectives and time schedules per division and department. Define the skills, expertise and total number of employees (demand for human resources) required to achieve the organisation and department objectives by using the different statistical methods and managerial estimates. Perform an analysis of the Groups current human resources. By doing a skills inventory will shed light on the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience, etc. Determine the additional (net) human resource requirements in light of the Groups current human resources. Develop action plans to meet the anticipated human resource needs which may include a comprehensive succession plan for each department, resultant recruitment strategies, the design and implementation of managerial development and other training programs, making available bursary schemes for current participants who may eventually fill scarce positions, designing compensation packages to attract and retain quality staff. The key activities of Human Resource Management carried out by both line managers and the Human Resource practitioners in the Hunter Douglas Group are: Organisation Organisation structuring: developing an organisation which caters for all the activities required, groups them together in a way which encourages integration and cooperation. Job design and role specification: deciding on the contents of the jobs which involve the employees duties and responsibilities and the relationships that exist between job holders and other employees within the Hunter Douglas Group. Organisational development: stimulating, planning and implementing programmes designed to improve the effectiveness with which the organisation functions and adapts to change. The employment relationship Improving the quality of the employment relationship Creating a climate of trust and self propulsion Developing a more positive psychological contract Achieving a highly committed organisation Resourcing Human resource planning: assessing future people requirements in terms of both numbers and all levels of skill and competence. Formulating and implementing plans to meet those requirements through recruitment, training, development, etc. Recruitment and selection: obtaining the number and type of people the organisation needs Perfo rmance management Getting better results from the companies, teams and individuals by measuring and managing performance within agreed frameworks of objectives and competence requirements; assessing and improving performance. Human resource development Organisational and individual learning Skill improvement through systematic approach to training Reward management Job evaluation: assessing the relative size of jobs as a basis of determining internal relativities Pay: developing and administering pay structures and systems Non-financial rewards: providing employees with non-financial rewards e.g. recognition, increased responsibility and opportunity to achieve and grow. Employee benefits: providing benefits in addition to pay which cater for personnel security and personal needs Employee relations Employee relations involving managing and maintaining formal and informal relationships with trade unions and their members Employee involvement and par ticipation which means sharing information with employee and consulting them on matters of mutual interest Communication: creating and transmitting information of interest to employees. Health, safety and employee services Health and safety: developing and administering health and safety programme Employee services: providing welfare services and helping with personal problems. Corporate Objectives The Hunter Douglas Groups objectives are to: Expand its Window Coverings and Architectural Products businesses at a growth rate exceeding that of the market while continuing to be the best company in the industry; Develop and introduce innovative new products; Seek acquisitions that add to the Companys organic growth by expanding product lines or distribution and that meet its return targets; Continue with an efficient decentral ­ised entrepreneurial organisation based on the principle of maximum accountability with minimum interference. Manpower Objectives The objective of manpower planning is to maintain and improve the organisations ability to achieve its goal by developing strategies that will contribute its optimum contribution of human resources. Manpower planning is the responsibility of both line and staff manager. The line management is responsible to give estimate of manpower requirements and staff manager is responsible to take actions on selection and recruitment in association with line manager who needs the manpower. Manpower planning in Hunter Douglas Group serves the following inter-related purposes or objectives: It prepares the organisation for the future in terms of planning its manpower requirement and utilising them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. It gives a picture of manpower available within the organisation to undertake any future expansion or set up a new branch or a new plant or develop a new line of production. It a llows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilisation of manpower. It allows for adapting to abrupt changes in such factory as technological advances, new markets, political and economic pressures and heightened competition. In other words, manpower planning provides the background information which is necessary to deal with such forces. Another important objective is one of matching or fitting employee abilities to the business requirements with an emphasis on future instead of present arrangements. The ultimate mission is to relate future human resources to future business needs so as to maximize the future return on investment in human resources. Comprehensive manpower objectives play a vital role in the achievement of the organisations overall strategic objectives and visibly illustrates that the human resources department fully understands and supports the direction in which the organisation is moving. It will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. The manpower objectives aim to capture the people element of what the organisation is hoping to achieve in the medium to long term, ensuring the following: it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours employees are developed in the right way. The manpower objectives also put into consideration the followings: workforce planning issues succession planning workforce skills plans employment equity plans black economic empowerment initiatives motivation and fair treatment issues pay levels designed to recruit, retain and motivate people the coordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims a grading and remuneration system which is seen as fair and giving p roper reward for contributions made wider employment issues which impact on staff recruitment, retention, motivation etc. a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people career development frameworks which look at development within the organisation at equipping employees with employability so that they can cope with increasingly frequent changes in employer and employment patterns policies and frameworks to ensure that people development issues are addressed systematically, such as competence frameworks, self-managed learning etc. The manpower objectives show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals. In addition, manpower objectives add value by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment whic h are likely to have a major impact on the organisation such as: changes in the overall employment market demographic or remuneration levels cultural changes which will impact on future employment patterns changes in the employee relations climate changes in the legal framework surrounding employment HR and employment practice being developed in other companies, such as new flexible work practices. Analysis of the Present Utilisation of Manpower The penalties for not being correctly staffed are costly. Understaffing loses the business economies of scale and specialization, orders, customers and profits. Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business. Planning manpower levels requires that an assessment of present and future needs of the organisation be compared with present resources and future prediction of resources. Appropriate steps then be planned to bring demand and supply into balance. An internal supply analysis is done with the following methods or analysis: Staffing tables/manning charts: which are pictorial representations of all organisational jobs along with the numbers of employees currently occupying those jobs and future employment requirements Markov analysis: sh ows the percentage (and actual number) of employees who remain in each job from one year to the next, thus keeping track of the pattern of employee movements through various jobs. This analysis results in a composite matrix of supply. Skill inventories: list each employees education, past work experiences, etc. Replacement chart: helps the management derive the profile of job holders, department-wise and reveals those who could be used as replacements whenever the need arises. Analysis of the External Environment The Hunter Douglas Groups performance and results are sensitive to external factors of which the following are most influential: Overall economic activity and particularly consumer confidence which affects demand for consumer durables Prices for raw materials in particular, which include aluminium, steel, fabric, synthetics and other oil based products Exchange rates: The majority of the Companys sales and profits are real ­ised outside the Euro zone. Euro rates against the dollar and other currencies can therefore affect the Companys results. Hunter Douglas policy is to generally hedge transactional expo ­sures, to selectively hedge translation of earnings and generally not to hedge balance sheet exposures. Potential Supply of Labour Future manpower planning is directly linked to the strategic business plans of an organisation. The estimation on manpower and budgets are governed by customers demands. Business needs are achieved from effective management of materials, machines, money and manpower. Manpower needs, if planned properly, in terms of profile required, numbers, time and place, will give the company mileage over competitors in terms of consistency in output. Effective human resources planning give optimal productivity in terms of timelines and quality of deliverables. It will not only improve people competency but will also ensure that people grow with the company. An organisation set on the growth path needs competent people to achieve its objectives. Causes of demand for Human Resources in the Future External    Organisational  Workforce       Economic developments   Strategic plans  Retirement  Social-political-legal challenges  Budgets  Resignations  Technological changes   Sales and production forecasts  Terminations  Competitors   New ventures  Deaths    Organisational and job designs  Leaves of absence                  What future demands will be is influenced by the forecast of the human resource or personnel manager whose main task is to scrutinize and modify the predictions of other managers. Future manpower needs derive from: Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc. Changes in employment practices (examples include the use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.) Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements Changes in Government policies (investment incentives, regional or trade grants, etc.) The management must estimate the structure of the organisation at a given point of time. The number and type of employees needed have to be determined. Many environmental factors aff ect this determination. They include business forecasts, expansion, growth, design, structural changes, management philosophy, government policy, product and human mix and competition Forecasting is necessary for the following reasons: The eventualities and contingencies of general economic business cycles (such as inflation, wages, prices, costs and raw material supplies) have an influence on the short range and long run plans of all organizations. An expansion following enlargement and growth in business involves the use of additional machineries and personnel and a reallocation of facilities, all of which call for advance planning of human resources. Changes in management, philosophies and leadership styles. The use of mechanical technology makes it necessary for changes in the skills of workers as well as a change in the number of employees needed. After estimating what future organization structure should be, the next step is to draw up the requirements of man power, both for existing and new vacancies. For this requirement, details should be obtained from various departments. Vacancies occurring in any department should be notified in writing to the personnel department, stating clearly the number of vacancies to be filled category or job wise, their qualification and experience and the reasons for acquisition. A statement of duties, type of jobs, pay scale and previous experience should also be made. In determining the requirements of manpower, the expected losses which are likely to occur through labor turnover, such as quits, retirement, death, transfers, promotions, demotions, dismissals. Disability, resignations, lay-offs, and other separations should be taken into account. Additional resources are gained through new employment of personnel, promotions, transfers etc. After making all adjustments, the real shortages and surplus may be found. If there is a shortage, efforts are made to fill up the vacancies. If there is surplus , then deal with it by transfers, retrenchments etc. Conclusion To be effective, manpower planning requires careful assessment of the future needs of the Hunter Douglas Group. It involves the development of strategies to match the requirement of employees and availability of positions at a regional as well as a national level. Those in charge of manpower planning within the Group need to have a foresight about the business plans. They need to plan the activities for achieving business growth, estimate the business needs of the organisation and plan for the resources needed to realise the business goals. Manpower planning is referred to as the process of reviewing current resources, predicting future requirements and ensuring that the demand and supply of people and skills is balanced. Manpower planning is useful for both the employees as well as the organisation. The manpower planning process demands the human resource manager to first understand the business requirement. Only when the human resource manager comprehends the nature and scope of the business, will he or she be able to employ those who will deliver the required performance. When it comes to engaging the manpower, the manager should have a keen eye for spotting the talent. It ensures that the workforce is competent enough the meet the targets. Additionally, the existing talent pool in the workplace should be taken into consideration, so that people with the supporting and right skills can be employed. The functions of the human resource manager varied as he or she has to assess the currently employed workforce and their shortcomings. Identifying these shortcomings goes a long way in choosing an efficient workforce. While recruiting the new employees, the human resource manager must calculate the expected workload. In this way, the human resource department can design an accurate job profile and job expectations. Once decided on the job descriptions, looking for candidates who fit the job will be easy. A good human resource manager is one who has the zeal and passion to motivate his or her prospective employees to perform to their potential. Manpower planning process, thus, can be considered as one of the strategic steps for building the strong foundation of an efficient workforce in the hunter Douglas Group or in any organisation.

Euthanasi Active And Passive Euthanasia - 995 Words

I never have thought about euthanasia in such depth until this assignment. It isn’t something completely new to me because I have heard about it, it happens everywhere, even if you or I don’t see it. But, I never gathered my thoughts about such a serious topic. Reading such opinions from these authors made me find out more about this topic but I cannot say I have came to a clear and set decision or opinion about euthanasia. As James Rachels states, â€Å"I can understand why some people are opposed to all euthanasia, and insist that such infants must be allowed to live. [But] I think I can also understand why other people favor destroying these babies quickly and painlessly† (Rachels 155). The reading I disagreed with the most was â€Å"Active and Passive Euthanasia† by James Rachels. You may ask, why? Let me explain to you my thoughts. Rachel’s states, â€Å"The important difference between active and passive euthanasia is that, in passive euthanasia, the doctor does not do anything to bring about the patient’s death. The doctor does nothing, and the patient dies of whatever ills already afflict him.† (Rachels 157). And, yes I agree. Passive euthanasia is withholding treatment and letting the patient die. But, I kept reading this paragraph and it goes on with the following: â€Å"In active euthanasia, however, the doctor does something to bring about the patient’s death: he kills him. The doctor who gives the patient with cancer a lethal injection has himself caused his patient’s death†¦Ã¢â‚¬ Show MoreRelatedEuthanasi Active And Passive Euthanasia1634 Words   |  7 Pagesof Alabama, wrote a paper called Active and Pas sive Euthanasia where he argues against the distinction between killing in letting die. He says that the distinction is made on morally irrelevant grounds. He says that the distinction between passive and active euthanasia should not be based on whether or not wanted more morally permissible then the other. To prove his point Rachel uses three dif-ferent examples, which included different circumstance where euthanasia is involved. He looks at each exampleRead MoreEuthanasi Passive Euthanasia And Active Euthanasia Essay1927 Words   |  8 Pageschoosing euthanasia. The family or caregiver may pressure the patient into choosing euthanasia just so they could be relieved of the burden of caring for said patient. This may happen because the family or caregiver has had a lot of pressure put onto them. Financial burden being a leading factor. Although there is no data that completely verifies this possible problem, opponents argue that it can be a possible issue and that it should be add ressed. (Ezekiel 637). There are two types of euthanasia. PassiveRead MoreEuthanasi Active And Passive Euthanasia1562 Words   |  7 PagesEuthanasia, also known as voluntary or assisted suicide, is used for terminally ill patients to end their lives instead of undergoing painful treatments and torment of waiting for death. There are, however, two different ways in which A can bring about B’s death. In this essay I will present the distinction between active and passive euthanasia as explained by James Rachels in his article called â€Å"Active and Passive Euthanasia†. I will also debate whether euthanasia is justified or not by presentingRead MoreEuthanasi Active And Passive Euthanasia1973 Words   |  8 Pages The issue of whether active and passive euthanasia are distinct continues to be important to philosophers, ethicists and health care professionals. Euthanasia is the act of ending a patient’s life when the circumstance for that patient is unbearable or untreatable by medical treatment (Ozcelick, Tekir, Samancioglu, Fadiloglu Ozkara, 2014, p. 94). Namely, there is active and passive euthanasia. Both are indicative of the acts that root in the intention to end a patient’s life. For the purpose ofRead MoreEuthanasi Active And Passive Euthanasia1229 Words   |  5 PagesAccording to David Theo Goldberg, â€Å"Euthanasia involves terminating the life of an ailing person in order to prevent him or her further suffering† (459). The ending of one’s life should only be a last resort after having unbearable and untreatable illnesses. Euthanasia is classified into two categories which are active and passive. Goldberg also refers to active euthanasia as the ending of one’s life by administering a lethal treatment, while passive euthanasia is withdrawing treatment that may preserveRead MoreEuthanasi Voluntary Active Euthanasia, Passive Euthanasia And Physician Assisted Suicide1143 Words   |  5 PagesAmerican Heritage Dictionary euth anasia is defined as the art or practice of ending the life of a person or animal having a terminal illness or a medical condition that causes suffering. Euthanasia should be a individual choice to end a patient s life. This keeps them from going through excruciating pain due to an incurable disease. Some people think euthanasia should be out of the picture while others inquiry the effectiveness of these actions. With effectiveness, euthanasia is classified in three

A Comparison of Tennessee Williams´ The Glass Menagerie...

The Glass Menagerie by Tennessee Williams and Death of a Salesman by Arthur Miller are two of the twentieth century’s best-known plays. The differences and similarities between both of the plays are hidden in their historical and social contexts. The characters of The Glass Menagerie and the Death of a Salesman are trapped by the constraints of their everyday lives, unable to communicate with their loved ones and being fearful for their future. There are a lot of comparisons that exist, especially between the settings, symbolism and characterization drawn between the two plays. The contrast comes form the ways that the characters choose to deal or not with the harsh circumstances of life. The Glass†¦show more content†¦Both settings are up-to-date, reflecting the time period in which they were written. In each play, the setting for the characters’ homes symbolizes the imprisoned, powerless nature of its residents. Overwhelming features surrounds both homes: i n The Glass Menagerie, frightening tenements and dark alleys; in Death of a Salesman, tall apartment buildings that block out the light. In each case, the message seems to be that as difficult and restrictive as life may be inside the home, the outside is terrifying and overwhelming. For both Amanda Wingfield and Willy Loman, the configurations that outshine their homes are like the fears that outshine their own lives. Amanda is worried that her son Tom will leave home, or even worse. She is also afraid that if Tom leaves, she cannot rely on her daughter Laura to support the household. When Amanda founds that Laura has dropped out of Business College, she feels petrified for her future. Willy is afraid of being unable to support his family after losing his job. Between the two plays further symbolic parallels can be identified. The Wingfield home represents Tom’s bondage; he is obligated to work at a job that he hates so he can support the family. The Loman home represents W illy’s bondage; he is working to pay the mortgage and the refrigerator payment. Both Tom and Willy have big dreams that are blocked by such ordinary responsibilities. By reporting theShow MoreRelatedGlass Salesman: A Comparison of Themes In a Death of a Salesman by Arthur Miller2550 Words   |  11 Pagesand is suddenly thrown back in time, living as if she were the young girl she once was at Blue Mountain. Death of the Salesman by Arthur Miller was published in 1949, only four years preceding Tennessee Williams play of The Glass Menagerie. Interestingly enough, both plays begin with a glimpse of tragedy and end with self inflicted remorse. Although Death of the Salesman and The Glass Menagerie appear coincidently similar at first glance. Upon a closer examination, it becomes evident that the similarities

School Holidays free essay sample

However, I would advise that they spent at least half of that time not just finding something to amuse themselves (which these days would be tv, gaming, computers or otherwise being a bother to others) but something constructive. I think too many children associate learning with school, but six weeks is enough time to get fit, get into cooking or baking, start learning a new language, cultivate your own interests, read a book (fact or fiction), get into a new hobby, join a club, learn a new skill or even get a job. Children would feel better for it. They would feel like they controlled those precious six weeks rather than the state. Im a university student. Ive been on summer break from the end of May and dont return until the last week of September, but its packed with things I either have to do for next year or things I can do to improve myself. We will write a custom essay sample on School Holidays or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Of course, this will depend a lot on your parents and what they will allow and can afford, but children should take their life into their hands in this short and set about doing something to improve themselves. Otherwise, if all thats going to be done is lazing about for the whole of that time, cut them back to four weeks I would say! Thats plenty of time to enjoy doing sod all! School holidays were originally put into place for children to go and help farmers with the harvest. If children could return to school being able to say theyve done something interesting which could be talked about to the rest of class, that would be ideal. Otherwise theres no incentive.

Activity Children Adolescent Cerebral Palsy â€Myassignmenthelp.Com

Question: Discuss About The Activity Children Adolescent Cerebral Palsy? Answer: Introduction Nurses at times falls in a dilemma regarding what to do or what not to do in the domain of giving quality care to the patient as they are guided by the strict rules and regulation of the Professional Code of Conduct for Nurses in Australia designed by Nursing and Midwifery Board of Australia (NMBA). The following essay throws light o such a complex clinical scenario, nurse dilemma and the recommended practice that must be undertaken by the nurse. The essay here starts with a argumentative thought via justifying the action of the nurse for not responding to the patients invitation of proposal. The essay further illustrates in the justification that can be cited n the grounds of the nurse welcoming the patients friendly proposal. At the end the essay provided a reflective thought on what should be done in a ideal case scenario and what are the possible beneficial outcomes if the nurse responds to the patintents proposal. Discussion According to the Nursing and Midwifery Board of Australia (NMBA), nurses will be held accountable for their clinical practice. Here the nurses are compelled to practice with in a pre-defined scope of practice and such practices must be in accordance with the framework designed by the concerned regulatory authority (NMBA) (Nursing and Midwifery Board of Australia 2010). The NMBA code of conduct also states that, Nurses must only deliver care within their individual scope of practice. So here the individual scope of practice of Sam Mills, a RN nurse working in the GP clinical only encompass redressing of the chronic leg wound of their regular client named Lee and not assisting him in a pasta date at restaurant. Though Sam shares a personal relationship with Lee as he is his instant neighbor and resides in the same locality, Sam must here restrict this conversation of relationship into the professional domain only and must refrain himself from entering into a personal equation. Sam must only engage in therapeutic and professional relationships with the client. Moreover, Sam must think critically and analyze the nursing practice (Nursing and Midwifery Board of Australia 2015). In this case, Lee is suffering from Cerebral Palsy. According to Campanozzi et al, (2007), patient with cerebral palsy is management with gastrointestinal disorder such as gastroesophageal reflux disease (GERD) and/or chronic constipation (CC). The main symptom of GERD is acid reflux due to the backflow of the acid from the stomach into the esophagus (Jung, 2011). So having pasta, which is high on cheese, carbohydrate may further aggravate his complications related to GERD. Here Sam must practice nursing in a safe and competent manner and via doing this, he must encourage Lee to have some meal, which is rich in vegetables, oatmeal, non-citrus food, lean meals and egg whites. This specific diet plan is less likely to trigger the acid reflux symptoms and hence can be proving beneficial for trea t the GERD of Lee (Austin et al. 2006). Sam must also maintain the capability for practice. Under this code of conduct, Sam must educate his patient (Lee) via providing information regarding the diet complication in case of cerebral palsy and must take action for his health via forbidding him to indulge in such rich diet. Sam must also provide safe, appropriate and responsive quality nursing practice. The people who are affected with cerebral palsy are characterized by a significant movement disorder. Among these movement disorders there lays spasticity and dystonia and at time both. These to movement disorder create a huge barrier in the ground of the performing normal daily activity and in severe cases; the join paint may become unbearable giving rise to periodic deformity (Lundy, Lumsden and Fairhurst 2009). It is also recognized that painful hip joint can result in poor tolerance during a seated position and at times may need frequent turning (common at bedtime). Since Lee is su ffering from cerebral palsy, he is supposed to pass through the complications of joint pain and hence it will not be medical feasible for him to have a pasta in a seated position for a long (Papavasiliou 2009). Here Sam must take into consideration of the medical stature of Lee and prevent him from going out with him. He must rather encourage him to have his lunch while at home in a half seated posture and this not only be helpful for his health but also crucial for his security issues. Moreover, since Lee shares his house with his friend and hence he will get someone to give him company while eating. The patient with cerebral palsy experience frequent seizures and spasm and hence it is better not to take a risk with a patient like Lee for an external outing alone with Sam. However, according to the code of professional conduct for nurses in Australia, nurses must support health and well-being of the patient. They must also support in the process of informed decision making of the people who are receiving or requiring the nursing care. So in order to maintain the health and the well-being of Lee, Sam must allow him to provide company in the Vinnys Pasta. This cannot be considered beyond the professional code of conduct as the case study states that Lee is underweight and hates eating alone. Moreover, Lee is suffering from Cerebral Palsy. Cerebral Palsy is neurodegenerative disorder that begins early in life and persists throughout the life tenure (Rosenbaum et al., 2007). It is the disorder of the movement and symptoms include muscle stiffness, tremor, hearing problem, difficulty in swallowing and speaking (Australia, 2016). So due to this movement disorder, Lee might become self-conscious while going into public (restaurant) and enjoy the meal. Since S am is the next-door neighbor to Lee, Lee shares certain level of comfort zone with him and thus willing to enjoy the meal with him. According to the nursing code of conduct, the nursing practice must not be restricted in the grounds of the clinical care and must extend beyond that. Here the nurses must use their nursing skills and knowledge to work in a non-clinical relationship with the client. Here spending time with the patient beyond the tenure of nursing duty comes under the non-clinical relationship but while doing this, Sam will actually help Lee in having his food. In this case, Lee is unwilling to take his food alone and it is the nursing endeveaour to promote the betterment of the patient to overcome such restrictions. Moreover, as per the case study, clinic has no fixed policy regarding the RN going out for a meal with the patient and hence even if Sam plans to take Lee to the Vinnys Pasta, it will not fall under any marketing rule. According nursing code of ethics, benef icence is an action done for the benefit of the patients and such actions are undertaken to prevent to the patient or to improve the situation (Finfgeld?Connett 2008). Though the nurses are refrained from causing harm to the patient, they must also have obligation to help the patient (Fahrenwald et al. 2005). So, under the act of beneficence, Sam must help Lee to enjoy his meal with him. Since Lee suffers from certain psychological complications and hates eating his meal alone, Sam as a registered nurse must come forward and help Lee to help with his meal. Having proper meal on the other hand will prove to be beneficial for Lee as he is under weight and gaining proper nutrition is also a prime need for the patients of cerebral palsy (Riggs, White and Gropper, 2007). Non-maleficence means, do not harm (Oberle and Allen 2006). Here the nurses or the physicians must refrain themselves from providing ineffective treatment. Here the concern of ineffective treatment can be discussed in a different way. Lee has a chronic leg wound and for which, he needs regular dressing. If Lee is left alone to go out for a meal at Vinnys Pasta, the chances are there that he may further encounter injury at the same position and since he is suffering from cerebral palsy and the possibility of the rate of occurrence are high (Verschuren et al. 2012). So in order to provide an effective treatment in the long run, Sam must allow Lee to assist him to the Vinnys Pasta. Reflection and Practical Experience As per my nursing knowledge, understanding and practical experience, if I was in the Sams position, I will not discuss my personal plans with the patients in the first pace. This is due to the fact that as per the code of professional conduct for Nurses in Australia, Nurses must treat the personal information obtained from the patient in a professional capacity as private and confidential (Nursing and Midwifery Board of Australia 2015). So, when nurses are required to keep patients information private, I will not reveal my personal plans to the patients as well and will only try to maintain a strict professional relationship (Leiter and Laschinger 2006). But, in order to generate inherent relationship with the patient along with a trusting understanding, nurses at times takes a friendly attitude and Sam as per my understanding has taken that very domain of nursing practice (Arnold and Boggs 2015). So now, when the plan has been revealed and Lee has expressed his interest to join Sam, I will prefer taking Lee with me if I was in Sams position. Since I know him personally, it will be easier for me to adjust with him at Vinnys Pasta and both Lee and I will not feel uncomfortable. Moreover, via having proper meal, it will help Lee to fight back against his under weight problem (Austin et al. 2006). If I deny or refuse him, it might become a case that Lee does not have his meal for the day at all. Now this will harm him adversely as patient with cerebral palsy suffers from GERD disease and empty stomach may further aggravate the acid reflux (Katz and Zavala 2010). Moreover, a patient with cerebral palsy want to remain fit like other placebo and wants to be accepted and welcomed by the peers (Parkes et al. 2008). However, due to their physical complications, they at times fail to gain friends. It is the duty of the family members and the care givers to understand the difficulty via communicating with them, discussing their emotional problem and providing a positive s upport. Cerebral palsy is common in the children and hence it can be ascertained that Lee is a young boy and due to his physical limitations (Vargus-Adams, 2005), he suffers from loneliness and feels de-motivated to have the meal all alone. Since he lives always from his parents, it is the duty of the caregiver to come forward and help Lee with these emotional and psychological problems. I will prefer going at Vinnys Pasta with Lee, this will give him a physical protection as he is suffering from chronic leg injury and will give him the opportunity to discuss his problems with emotional complications related to the phobia or dislike of eating alone. May be he suffers from the problem of difficulty in swallowing and if he has his meal while in company of others, he might overlook his share of swallowing pain. My practical experience says that patients open up while on conversation over a platter of meal or coffe and hence I will prefer taking Lee with me at Vinnys pasta. Conclusion Thus from the above discussion it can be concluded that, nurses must support the health and well being the patients. So in order to provide them with quality care, they at times must go beyond their professional relationships with the individuals as well as with their families or the concerned group of the communities. They must promote a thoughtful development of the constructive relationships. Moreover, they must not restrict themselves in the domain, which gives only provision for the direct clinical care. They must extend the nursing practice to any paid or unpaid role where they need to utilize their nursing skills and knowledge. This practice will eventually promote working in direct yet non-clinical relationships with the patients. References Arnold, E.C. and Boggs, K.U., 2015.Interpersonal Relationships-E-Book: Professional Communication Skills for Nurses. Elsevier Healthcare Sciences. Austin, G.L., Thiny, M.T., Westman, E.C., Yancy, W.S. and Shaheen, N.J., 2006. A very low-carbohydrate diet improves gastroesophageal reflux and its symptoms.Digestive diseases and sciences,51(8), pp.1307-1312. Australia, H., 2016. Cerebral palsy symptoms. Campanozzi, A., Capano, G., Miele, E., Romano, A., Scuccimarra, G., Del Giudice, E., Strisciuglio, C., Militerni, R. and Staiano, A., 2007. Impact of malnutrition on gastrointestinal disorders and gross motor abilities in children with cerebral palsy.Brain and Development,29(1), pp.25-29. Fahrenwald, N.L., Bassett, S.D., Tschetter, L., Carson, P.P., White, L. and Winterboer, V.J., 2005. Teaching core nursing values.Journal of Professional Nursing,21(1), pp.46-51. Finfgeld?Connett, D., 2008. Qualitative convergence of three nursing concepts: art of nursing, presence and caring.Journal of Advanced Nursing,63(5), pp.527-534. Jung, H.K., 2011. Epidemiology of gastroesophageal reflux disease in Asia: a systematic review.Journal of neurogastroenterology and motility,17(1), p.14. Katz, P.O. and Zavala, S., 2010. Proton pump inhibitors in the management of GERD.Journal of Gastrointestinal Surgery,14(1), pp.62-66. Leiter, M.P. and Laschinger, H.K.S., 2006. Relationships of work and practice environment to professional burnout: testing a causal model.Nursing research,55(2), pp.137-146. Lundy, C., Lumsden, D. and Fairhurst, C., 2009. Treating complex movement disorders in children with cerebral palsy.The Ulster medical journal,78(3), p.157. Nursing and Midwifery Board of Australia (2010) A nurses guide to professional boundaries. Retrieved September 2017, www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Professionalstandards.aspx Nursing and Midwifery Board of Australia. (2015) Supervision guidelines for nursing and midwifery. Retrieved September 2017, www.nursingmidwiferyboard.gov.au/Registration-andEndorsement/reentry-to-practice.aspx Oberle, K. and Allen, M., 2006. Ethical considerations for nurses in clinical trials.Nursing Ethics,13(2), pp.180-186. Papavasiliou, A.S., 2009. Management of motor problems in cerebral palsy: a critical update for the clinician.european journal of paediatric neurology,13(5), pp.387-396. Parkes, J., White?Koning, M., Dickinson, H.O., Thyen, U., Arnaud, C., Beckung, E., Fauconnier, J., Marcelli, M., McManus, V., Michelsen, S.I. and Parkinson, K., 2008. Psychological problems in children with cerebral palsy: a cross?sectional European study.Journal of Child Psychology and Psychiatry,49(4), pp.405-413. Professional Code of Conduct f Nurses in Australia. (2017). [ebook] Melbourne: Nursing Midwifery Board Australia, pp.2 to 4. Available at: https://www.nursingmidwiferyboard.gov.au/Search.aspx?q=Code+of+Professional+Conduct+for+Nurses+in+Australia [Accessed 24 Sep. 2017]. Riggs, A.J., White, B.D. and Gropper, S.S., 2007. Changes in energy expenditure associated with ingestion of high protein, high fat versus high protein, low fat meals among underweight, normal weight, and overweight females.Nutrition journal,6(1), p.40. Rosenbaum, P., Paneth, N., Leviton, A., Goldstein, M., Bax, M., Damiano, D., Dan, B. and Jacobsson, B., 2007. A report: the definition and classification of cerebral palsy April 2006.Dev Med Child Neurol Suppl,109(suppl 109), pp.8-14. Vargus-Adams, J., 2005. Health-related quality of life in childhood cerebral palsy.Archives of physical medicine and rehabilitation,86(5), pp.940-945. Verschuren, O., Wiart, L., Hermans, D. and Ketelaar, M., 2012. Identification of facilitators and barriers to physical activity in children and adolescents with cerebral palsy.The journal of pediatrics,161(3), pp.488-494.