Statistical Analysis Of Father-Youth Study Essays - Drug Culture

Factual Analysis Of Father-Youth Study Presentation The reason for this examination is to learn the effects of medication mishandling fathers on the medication utilization of their young immature kids. A unique focused on populace were picked for this examination; they are the offspring of medication manhandling fathers who are HIV-positive or in danger of turning out to be HIV-positive. The main considerations used to decide the reliant proportion of pre-adult cannabis use incorporate certain medication mishandling father traits (i.e., illicit medication use, HIV status, and strategies for adapting), and juvenile character which is legitimately influenced by the dad youthful relationship and ecological variables (see pathway to immature weed use). The focal point of this paper will be on the impacts of parent-kid relationship, father's weed utilization and HIV status of the dad on the juvenile's cannabis use. These picked spaces (i.e., set of related factors) are a piece of the examination expected to decide the example of connection between father sedate use and juvenile medication use. This examination is an expansion of a previous investigation of the psychosocial factors identified with the AIDS-hazard practices and techniques for adapting among male infusion sedate clients [e.g., 1]. By concentrating on the parental methodology, it is trust that this data will permit a dad to be a progressively powerful parent and help him in bringing his youngsters up in a way that they wouldn't have to go to medications to adapt to life's challenges (i.e., having a medication manhandling father that is in danger of getting HIV positive). Techniques Members: Members were male volunteers enlisted from AIDS centers and methadone upkeep treatment facilities, with a background marked by medicate misuse (i.e., more likely than not occupied with either infusion tranquilize use or another type of illegal medication maltreatment during the previous five years). Just those volunteers who consented to be met alongside one of their 13-20-year-old youngsters were enlisted for investment. So as to meet all requirements for investment in the examination, the men must be either living with the youngster or have seen the kid in any event multiple times in the previous year (dominant part of the kids live with the mother). A sum of one hundred and one dad kid sets took part in this examination; 71 recognized themselves as African-American and 27 distinguished themselves as White (the other three recognized themselves as other). All dad members had utilized intravenous medications or unlawful medications (other than maryjane or notwithstanding pot) by a non-infusion course of organization inside the previous five years. Members that were not considered for this investigation incorporate the individuals who had AIDS dementia, the individuals who were too wiped out to even think about participating in the examination, and the individuals who had a significant mental issue (i.e., bipolar turmoil or schizophrenia). Every patient willfully revealed his own HIV status. Over 98% of the subjects' reports of their HIV status were affirmed by the ELISA (Enzyme Linked Immunosorbent Assay) and the Western Blot tests. Of the 101 dad members, 38% were HIV positive and 62% were HIV negative. Just kids who were at that point mindful of their dads' HIV status were able to partake in the investigation. Technique: In the wake of giving educated assent, each father-youngster pair was met for around four hours utilizing an organized survey. The questioners were either instructors or social specialists at an AIDS center or a methadone upkeep treatment facility and had broad experience working with substance abusers or potentially HIV positive patients. Each endeavor was made to coordinate the members and the questioners regarding their ethnic foundations. The meetings were led secretly and the classification of the information was carefully protected. Each father-kid pair member was offered $50 to make up for his/her time and costs. Measures: The scales utilized in this investigation depended on their thing (question) between connection. These scales were assembled into four areas: Father's qualities, father-kid relationship, immature's character, and natural elements. The dad properties incorporate his HIV status, illicit medication use, and techniques for adapting to HIV or the danger of having HIV. The proportion of the dad's illicit medication utilize was gotten from a joined score of the dad's report of his unlawful medication use and the kid's report of the dad's unlawful medication use. It is found in past examinations that by consolidating the parent and youngsters' reactions to measures gives a more prominent consistency than utilizing one

A Novel IS Fiction

A Novel IS Fiction A Novel IS Fiction A Novel IS Fiction By Maeve Maddox Ive saw that a few people talk about fiction books. A tale IS fiction. One can discuss composing a novel OR about composing fiction. To join the two is to wear a belt with suspenders. (Another case of hesitance to let the word accomplish the work.) Recorded as a hard copy terms, fiction is any non-genuine account structure. It might be short or long. It might contain authentic or logical realities, and it might depict characters named for recorded personages, yet the discussions and treatment of occasions are comprehended to have been made up by the creator. Fiction might be written in different lengths. Here are a few rules. A short story is an anecdotal account of no longer than 20,000 words and no shorter than 1,000. Most short stories run somewhere in the range of 3,000 and 10,000 words so they might be perused at a solitary sitting. A novelette is an anecdotal story of from 7,500 to 17,500 words long. A novella is an anecdotal story somewhere in the range of 17,500 and 40,000 words. An ongoing craze called streak fiction worries about the composition of very short stories. Individuals differ concerning the length of glimmer fiction. The main purpose of understanding is that it is shorter than the customary short story, no longer than 2,000 words. Most glimmer fiction is somewhere in the range of 250 and 1,000 words. Different expressions for these short stories are being used. The most established is short story. All the more as of late one hears postcard fiction, miniaturized scale fiction, small scale story, and unexpected fiction. A few sites presently include what are called one sentence stories. The ones Ive read dont have all the earmarks of being anything over all around made sentences one would hope to discover in a traditional story. They will in general be graphic and recounted, however false stories. At long last there is the novel, a long anecdotal account that can be from 60,000-100,000 words. For certain creators 100,000 words are insufficient: James Joyce, Ulysses: 250,000 words (It just appears to be longer.) Victor Hugo, Les Miserables: 513,000 words. Leo Tolstoy, War and Peace: 460,000 words in the first; 560,000 words in English interpretation. Ayn Rand, Atlas Shrugged: 645,000 words. Samuel Richardson, Clarissa: 969,000 words. (English majors need to peruse this early case of an epistolary novela story told as an assortment of letters.) What's more, THE WINNER IS Marcel Proust, A la recherche du temps perdu (In English Remembrance of Things Past/In Search of Lost Time): 1.5 million words distributed in 13 volumes. NOTE: the above Wikipedia citation has since been rectified to peruse 1.5 million words distributed in 7 volumes. Proust was all the while dealing with this 7-volume landmark when he kicked the bucket. The primary English interpretation, by Scott Moncrief, was distributed in 12 volumes. Distributing history of A la recherche du temps perdu. Need to improve your English in a short time a day? Get a membership and begin getting our composing tips and activities day by day! Continue learning! Peruse the Fiction Writing class, check our mainstream posts, or pick a related post below:Homograph Examples40 Synonyms for â€Å"Lie†Plurals of Proper Names

The Impact of Music on Our Brain

The Impact of Music on Our Brain Benefits of Playing a Musical Instrument Home›Informative Posts›Benefits of Playing a Musical Instrument Informative PostsThe Impact of Music on Our BrainFor some people, it is an amazing dream and something they promise themselves to do for years. “I will join a rock band. I will take the piano lessons.” If you have a skill to play any musical instrument, it is awesome, because you do something that you are passionate about. It takes willpower and dedication to become good in music. Here is the proof of benefits of being a musician.Playing an Instrument Increases Brain DevelopmentNeuroscientists have carried out a research to examine the impact of music instruction on children’s social and emotional development. According to its results, music learning increases the development of brain and its effectiveness and productivity.The leader of this study, Assal Habibi, says that these results demonstrate that kids with music training are more precise in processing sound in com parison with other children.Playing musical instruments trains the brain. This is also proven by other researches which demonstrated that male  musicians have bigger brains than those men who had no musical training.Special Connections in the BrainThere is an alignment in the parts of the brain which are responsible for music production and social cognition. The recent study carried out in Germany demonstrated that guitarists who were playing together underwent an amazing synchronization of their brains during playing.One more study researched the neural basis of creativity by scanning guitar players who were playing improvisation. According to the research, while playing, they momentarily deactivate the part of the brain which is responsible for conscious thinking.More Symmetrical BrainsWhile guitarists favor left handed agility, pianists learn to hit various notes with both hands simultaneously! It is proven that playing piano from the young are has a huge impact on brain developm ent: it makes brain more symmetrical. The reason is that pianists need to overcome a characteristic congenital for most of us â€"favoring of one hand over another. The central sulcus is the brain’s part which determines the dominant hand. Unlike most people, the central sulcus of a pianist is much more symmetrical. According to some more researches, piano playing makes the brain run much more effectively in general.Besides, such studies can make an inference that all the percussion instruments which involve both hands have similar effect, as well. Therefore, there is an incredible connection between music and the brain.There Is More Than Simply Being a Good MusicianIf you would like to increase the power of your brain, there is a great way to do it. It is proven that people who play musical instruments have different connections within their brain. This means that they are good not just at music. Playing any musical instrument is an awesome passion which can benefit your life in n umerous beautiful ways.

Sample Resume Swain County High School - 884 Words

Swain County High School currently serves students grades 9-12. It has a Freshman Academy (FA) which functions on a hybrid schedule. Students receive 4 credits by attending year-long classes for the two blocks of the day. They are housed in a separate building during these two blocks and then join the rest of the school for 4 electives over the course of two semesters. The FA consists of English 1, Math 1 or Math 2 for those who were proficient in Math 1 in the 8th grade, Health and PE and a class called 21st Century skills, which focuses on transitional issues with freshmen. We offer a team taught, A/B day, year-long schedule for the regular World History and English 2 classes. Outside of these specific hybrid components to the schedule Swain is on a 86 minute block schedule with a 30 minute advisor/advisee period built into the end of the day. Besides the standard required subjects (English, Math, Science, Social Studies, Health and PE) we offer 27 CTE courses with 8 different con centrations, 2 foreign languages with a face to face teacher and several online options, and 4 different types of arts classes (choral, band, theater, and visual arts). We offer seven Advanced Placement (AP) classes. We offer honors in all levels of English, Social Studies and Math, as well as in Biology and Chemistry. The scheduling procedure at SCHS is driven by human resources first then student need second. The number of teachers we have is limited because we are a small rural school.

The Assassination of John F. Kennedy - 1023 Words

November 22, 1963 is a day in which some Americans will remember and some won’t. That Friday at 12:30 P.M the President of the United States was shot at Dealey Plaza, Texas. There have been numerous theories on how the president was killed and how many shooters there were. However we did catch a suspect named Lee Oswald who was a former U.S. Marine sniper, who hated Kennedy’s views, and fled the scene and shot a police officer with his revolver. Many people have the right to blame Oswald but in my mind there were two shooters. In this essay I will explain why I believe this and help support my theory. To explain the way Kennedy was shot we have to do some brief medical background. Kennedy had a bad back which meant that he couldn’t sit†¦show more content†¦This is where people would disbelieve because they would think that it would hit someone in the crowd. However there is a report in which a police motorcycle’s windshield was cracked. The bullet could have shot Kennedy and then hit the windshield. Our skulls are relativity dense making the bullet slow down possibly tumbling afterwards and hit the windshield, and bounce off and land somewhere where no one would have found it. I believe this because we caught Oswald and everyone knew he was the killer. They probably didn’t take a closer look of their surroundings. Instead they looked from Oswald’s point of view and based the Warren Commission of that evidence. Now let’s take a look at the prime suspect in jail and who killed him. Jack Ruby was the guy who killed Oswald while he was being transferred to another jail. He weaved his way up front of the crowd and shot Oswald with his .38 Caliber revolver. Police then arrested Jack right there and put him in jail. Let’s look back on what Jack was formerly and why I think he killed Oswald. First of all Jack was part of the U.S Air Force when he was younger (Biography). So Jack Ruby could have been in t he same base as Oswald and heard about Communism from Oswald. Later after not seeing any action in war he was discharge from the army. He then later became an owner of many clubs inShow MoreRelatedThe Assassination Of John F. Kennedy982 Words   |  4 Pages O’Reilly and Dugard’s book, Killing Kennedy, is about the events leading to President John F. Kennedy being shot, as well as what happened after the assassination. This book also describes the rise and fall of John F. Kennedy. The authors also wrote about the Cold War, Kennedy dealing with communism, and threats of crime. January of 1961, the cold war was growing stronger and Kennedy was struggling with communism. During all of this happening, he was learning what it meant to be a president. HeRead MoreThe Assassination Of John F. Kennedy1620 Words   |  7 Pages Ever since the assassination of John F. Kennedy in 1963, there has been controversy over whether the true gunman was held accountable. The United States Government claimed that it was an easy, open and closed case. They found Lee Harvey Oswald, close to ground zero, with a freshly fired riffle, immediately after JFK was shot. Contrary to the governments report, skeptics argue a vast scope of conspiracies to shed light on what they believe happened that day; ideas ranging from magic bullets, multipleRead MoreThe Kennedy Assassinations By John F. Kennedy Essay1486 Words   |  6 Pages Decades later, the Kennedy assassinations and surrounding mysteries continue holding public interest. Although their notoriety as charismatic leaders is a significant contribution, other factors regarding societal psychology deserve consideration whilst exploring this phenomenon. With these events occurring during a time that allows living witnesses, modern accessible evidence, various media covera ge, and visible modern impact, the mysterious Kennedy assassinations have the capacity to encourageRead MoreJohn F. Kennedy Assassination1618 Words   |  7 PagesJohn F. Kennedy Assassination Was John F. Kennedy’s assassination a single shooter or was it a conspiracy? Since November 22, 1963 people around the world have wondered who it was that shot President Kennedy, and what for. So many questions have formed around this event, not just about who the shooter was, but also questions like what might the world have been like today if the shooting didn’t happen? The Kennedy assassination has been a mystery for many years. A lot of people hear about the differentRead MoreAssassination Of John F. Kennedy1002 Words   |  5 PagesThe Assassination of John F. Kennedy â€Å"Our most basic common link is that we all inhabit this planet. We all breathe the same air. We all cherish our children’s future. And we are all mortal.† President Kennedy stated in his commencement speech at American University on June 10, 1963. John F. Kennedy was an American politician who served as the 35th President of the United States from January 1961 to his assassination in November 1963. There are numerous conspiracy theories involving Kennedy’s assassinationRead MoreAssassination of John F. Kennedy931 Words   |  4 PagesThe John F. Kennedy assassination is believed to be one of the most controversial and debated topics in American History. JFK was one of the most beloved presidents of our time. Other assassinations of presidents didn’t have as many Conspiracy theories compared to the JFK assassination on November 22nd, 1963. Some of the theories include a Government cover-up, Mafia influence, and Cuban President Fidel Castro (Stern). T he assassination of John F. Kennedy in Dallas, Texas, raised many questions thatRead MoreThe Assassination Of John F. Kennedy1500 Words   |  6 PagesOn November 23, 1963, three shots were fired at President John F. Kennedy’s limousine in Dallas, Texas. The first shot went through the president’s neck, the second was the fatal shot that would ultimately end Kennedy’s life. There is a lot of speculation about what really took place in the assassination of John F. Kennedy. Many people believe that Lee Harvey Oswald worked alone, but there are many people across the nation who think differently. Many theories can both support and disprove that LeeRead MoreThe Assassination Of John F. Kennedy Essay967 Words   |  4 PagesThe book I chose to read is The Assassination of John F. Kennedy by Lauren Spencer. It was published in 2002 by The Rosen Publishing Group, Inc. It contains 64 pages. This book not only provides information on the killing of President Kennedy, b ut also information on his life, the arrested murderer s life, and more interesting background information and details. This books main objective is to go deeper into the case of John F. Kennedy s assassination, to discuss personal information about suspectsRead MoreAssassination of John F Kennedy1119 Words   |  5 Pagessixth floor of the Texas School Book Depository Building. However, did Lee Harvey Oswald, a crazy lunatic act alone in the assassination of President Kennedy. Both first – hand knowledge and visual evidence allows people to re – examine the events of this day and prove that there were other gunmen involved in the bombardment of our youngest elected president. John F. Kennedy was depicted as a nationwide hero to many Catholics living in the U.S. during the early 1960’s. He was idolized by severalRead MoreThe Assassination Of John F. Kennedy1626 Words   |  7 PagesThe Assassination of John F. Kennedy John F. Kennedy, the 35th President of the United States, was assassinated on November 22, 1963 at 12:30 p.m Central Standard Time in Dallas, Texas while riding in a motorcade in Dealey Plaza.[1] Kennedy was fatally shot by Lee Harvey Oswald while he was riding with his wife, Jacqueline, Texas Governor John Connally, and Connally s wife, Nellie, in a presidential motorcade. A ten-month investigation by the Warren Commission from November 1963 to September 1964

Interprofessional Collaboration Free Essays

Interprofessional communication and collaboration are a significant part of ensuring safe and effective patient outcomes. In the case detailed below the health care team failed to communicate and collaborate care of patient A, ultimately leading to a negative outcome. Patient A is a female white 38 year old G1P0 with Type I diabetes since the age of 9. We will write a custom essay sample on Interprofessional Collaboration or any similar topic only for you Order Now Due to her high risk pregnancy and history of non compliance with medical therapy she had been coming in since 28 weeks gestation for twice weekly non stress tests. One Saturday as patient A was at the hospital for her non stress test she was found to have elevated blood pressure and proteinuria. Dr. A, an obstetrician (OB), who was on call for the weekend decided to send the patient home on bed rest and to follow up with her primary OB physician, Dr. B on Monday. At her follow up appointment with her primary OB, she was found to still have elevated blood pressures, blood sugars in 200’s, 2+ protein in her urine and had some elevated blood work. Primary OB decided Patient A needed to be induced due to patient A’s unstable condition. Primary OB is not on call this particular Monday and asked Dr. C to induce her patient. Dr. C was not happy about inducing her because of her high risk status but agreed to do so. Dr. D, a laborist and pediatrician, wanted the patient transferred to a higher level of care facility because he felt due to patient A’s history best care for the newborn would be at another facility. Dr. D and Dr. C argued about patient A’s care and disposition at the nurses’ station which was in close proximity to patient A’s room. The nurses who were without a manager at the time were unable to control the altercation between Dr. C and Dr. D. Patient A who overheard the discussion eventually asked to be transfer to another hospital to seek care elsewhere. This paper highlights the importance of effective interprofessional collaboration that is missing in this case. As well, potential plans of action and potential outcomes are discussed. Plan to Address Conflict The major conflict in this situation was a lack of communication between providers regarding the best plan of care of the patient. In addition to the obstetrician, members of the interprofessional team should include the pediatrician, a nurse leader, and the patient. Legare et al (2011) describes a stepwise approach to interprofessional collaboration and the shared decision-making process. The members of the interprofessional team must start by exchanging information and options available related to the care of the patient. Next, the values of both the patient and the healthcare providers should be clarified and addressed. The feasibility of each option should be weighed. Often, certain options are not feasible based on resources or time. In this case, the skills and comfort of the healthcare team members needed to be considered. Once a decision is made, the information needs to be disseminated, including the plan of care and rationales for the decision made. SBAR (Situation, Background, Assessment, and Recommendation) is a useful tool in succinct and structured communication. (Boaro, Fancott, Baken, Velji, Andreoli, 2010) To prevent future situations similar to this one, Standard Operating Procedures, or SOPs, should be developed and followed. These SOPs should address staff competency, scope of practice, role clarification, and the resources and limitations of the facility. The interprofessional team should develop these SOPs together to ensure they reflect the values of the involved disciplines. (Gardner, 2010) Additionally, resources are available to aid hospitals in developing a structure for interprofessional collaboration. A national interprofessional competency framework detailed by the Canadian Interprofessional Health Collaborative (CIHC) provides an integrative approach to describe competencies required for the interprofessional collaboration to be effective. They are as follows: (1) interprofessional communication (2) patient/family centered care (3) role clarification (4) team functioning (5) collaborative leadership (6) interprofessional conflict resolution. (CIHC, 2010) CIHC suggests that having a competency framework because it helps the team make sense of the learning practice, it will differentiate matters by relevance, give the team members a chance to apply the learning to practical situations and then associate the learning elements by integrating them. CIHC, 2010) When this patient arrived to the unit, if the team had used the six suggested competencies providing best care for this mom and baby could have been achieved easier. Discussion of Outcomes The intent of interprofessional collaboration is one that will foster the safe practice of all health care professionals, and enables the achievement of better outcomes. Some outcomes needed for this particular situation would be as followed: 1. Shared decision making between all pr oviders involved. What is the best practice that can be provided for a safe outcome for mom and baby? Inducing the mom because it was best practice was made by the OB, but she didn’t factor in safe practice for the pediatric doctor in this situation. 2. Demonstrate professional conduct during inter professional collaboration. Make sure if there are any discussions with team members, disagreements with the care that is being provided that it is not done where the patient can hear it. 3. That the interprofessional team can acknowledge the various skill levels of everyone involved. The pediatric hospitalist is this situation felt that the patient’s diagnosis of Type 1 diabetes, uncontrolled throughout the pregnancy put the baby at risk for having glucose controlled problems and felt that a higher level of care was needed because it was beyond his skills set. Interprofessional collaboration was necessary in this situation. No one discipline has all of the knowledge needed to provided complete patient-centered care. True interdisciplinary patient-centered care includes a partnership between health care professionals as well as the patient. This collaborative and coordinated approach improves patient outcomes and quality of care (Orchard, Curran, Kabene, 2005). In this case, the interprofessional team failed to communicate effectively. This lack of communication and professional conduct led to a failure to recognize the skill levels of the team members, and prevented the team from making a shared decision that would benefit the patient. Conclusion In order for patient A to achieve a positive outcome several factors related to interprofessional collaboration needed to be addressed in this case. First, to improve collaboration and understanding, clear team roles of the health care providers should be defined. Scopes of practice as defined by standard operation procedures and discussions of available resources should be taken into account. In addition, distribution a consistent communication tool such as SBAR could be used. Had the healthcare providers involved with this case practiced as a team, positive outcomes such as: open communication, trust, professionalism and improved patient outcomes and experiences would have been achieved. References Boaro, N., Fancott, C., Baker, R., Velji, K., Andreoli, A. (2010). Using SBAR to improve communication in interprofessional rehabilitation teams. Journal of Interprofessional Care, 24(1), 111-114. Gardner, D. (2010). Expanding scope of practice: Inter-professional collaboration or conflict? Nursing Economics 28(4), 264-266. Legare, F., Stacey, D., Pouliot, S., Gauvin, F. P., Desroches, S., Kryworuchko, J., †¦Graham, I. D. (2011). Interprofessionalism and shared decision-making in primary care: a stepwise approach towards a new model. Journal of Interprofessional Care 25, 18-25. Orchard, C.A., Curran, V., Kabene, S. (2005). Creating a culture of interdisciplinary collaborative professional practice. Medical Education Online. Retrieved from http://med-ed-online.net/index.php/meo/article/viewArticle/4387. Canadian Interprofessional Health Collaborative. ( 2010). A National Interprofessional Competency Framework. Retrieved from http://www.chic.ca/files/CIHC_IPCompetencies_Feb1210.pdf How to cite Interprofessional Collaboration, Papers

Interprofessional Collaboration Free Essays

Interprofessional communication and collaboration are a significant part of ensuring safe and effective patient outcomes. In the case detailed below the health care team failed to communicate and collaborate care of patient A, ultimately leading to a negative outcome. Patient A is a female white 38 year old G1P0 with Type I diabetes since the age of 9. We will write a custom essay sample on Interprofessional Collaboration or any similar topic only for you Order Now Due to her high risk pregnancy and history of non compliance with medical therapy she had been coming in since 28 weeks gestation for twice weekly non stress tests. One Saturday as patient A was at the hospital for her non stress test she was found to have elevated blood pressure and proteinuria. Dr. A, an obstetrician (OB), who was on call for the weekend decided to send the patient home on bed rest and to follow up with her primary OB physician, Dr. B on Monday. At her follow up appointment with her primary OB, she was found to still have elevated blood pressures, blood sugars in 200’s, 2+ protein in her urine and had some elevated blood work. Primary OB decided Patient A needed to be induced due to patient A’s unstable condition. Primary OB is not on call this particular Monday and asked Dr. C to induce her patient. Dr. C was not happy about inducing her because of her high risk status but agreed to do so. Dr. D, a laborist and pediatrician, wanted the patient transferred to a higher level of care facility because he felt due to patient A’s history best care for the newborn would be at another facility. Dr. D and Dr. C argued about patient A’s care and disposition at the nurses’ station which was in close proximity to patient A’s room. The nurses who were without a manager at the time were unable to control the altercation between Dr. C and Dr. D. Patient A who overheard the discussion eventually asked to be transfer to another hospital to seek care elsewhere. This paper highlights the importance of effective interprofessional collaboration that is missing in this case. As well, potential plans of action and potential outcomes are discussed. Plan to Address Conflict The major conflict in this situation was a lack of communication between providers regarding the best plan of care of the patient. In addition to the obstetrician, members of the interprofessional team should include the pediatrician, a nurse leader, and the patient. Legare et al (2011) describes a stepwise approach to interprofessional collaboration and the shared decision-making process. The members of the interprofessional team must start by exchanging information and options available related to the care of the patient. Next, the values of both the patient and the healthcare providers should be clarified and addressed. The feasibility of each option should be weighed. Often, certain options are not feasible based on resources or time. In this case, the skills and comfort of the healthcare team members needed to be considered. Once a decision is made, the information needs to be disseminated, including the plan of care and rationales for the decision made. SBAR (Situation, Background, Assessment, and Recommendation) is a useful tool in succinct and structured communication. (Boaro, Fancott, Baken, Velji, Andreoli, 2010) To prevent future situations similar to this one, Standard Operating Procedures, or SOPs, should be developed and followed. These SOPs should address staff competency, scope of practice, role clarification, and the resources and limitations of the facility. The interprofessional team should develop these SOPs together to ensure they reflect the values of the involved disciplines. (Gardner, 2010) Additionally, resources are available to aid hospitals in developing a structure for interprofessional collaboration. A national interprofessional competency framework detailed by the Canadian Interprofessional Health Collaborative (CIHC) provides an integrative approach to describe competencies required for the interprofessional collaboration to be effective. They are as follows: (1) interprofessional communication (2) patient/family centered care (3) role clarification (4) team functioning (5) collaborative leadership (6) interprofessional conflict resolution. (CIHC, 2010) CIHC suggests that having a competency framework because it helps the team make sense of the learning practice, it will differentiate matters by relevance, give the team members a chance to apply the learning to practical situations and then associate the learning elements by integrating them. CIHC, 2010) When this patient arrived to the unit, if the team had used the six suggested competencies providing best care for this mom and baby could have been achieved easier. Discussion of Outcomes The intent of interprofessional collaboration is one that will foster the safe practice of all health care professionals, and enables the achievement of better outcomes. Some outcomes needed for this particular situation would be as followed: 1. Shared decision making between all pr oviders involved. What is the best practice that can be provided for a safe outcome for mom and baby? Inducing the mom because it was best practice was made by the OB, but she didn’t factor in safe practice for the pediatric doctor in this situation. 2. Demonstrate professional conduct during inter professional collaboration. Make sure if there are any discussions with team members, disagreements with the care that is being provided that it is not done where the patient can hear it. 3. That the interprofessional team can acknowledge the various skill levels of everyone involved. The pediatric hospitalist is this situation felt that the patient’s diagnosis of Type 1 diabetes, uncontrolled throughout the pregnancy put the baby at risk for having glucose controlled problems and felt that a higher level of care was needed because it was beyond his skills set. Interprofessional collaboration was necessary in this situation. No one discipline has all of the knowledge needed to provided complete patient-centered care. True interdisciplinary patient-centered care includes a partnership between health care professionals as well as the patient. This collaborative and coordinated approach improves patient outcomes and quality of care (Orchard, Curran, Kabene, 2005). In this case, the interprofessional team failed to communicate effectively. This lack of communication and professional conduct led to a failure to recognize the skill levels of the team members, and prevented the team from making a shared decision that would benefit the patient. Conclusion In order for patient A to achieve a positive outcome several factors related to interprofessional collaboration needed to be addressed in this case. First, to improve collaboration and understanding, clear team roles of the health care providers should be defined. Scopes of practice as defined by standard operation procedures and discussions of available resources should be taken into account. In addition, distribution a consistent communication tool such as SBAR could be used. Had the healthcare providers involved with this case practiced as a team, positive outcomes such as: open communication, trust, professionalism and improved patient outcomes and experiences would have been achieved. References Boaro, N., Fancott, C., Baker, R., Velji, K., Andreoli, A. (2010). Using SBAR to improve communication in interprofessional rehabilitation teams. Journal of Interprofessional Care, 24(1), 111-114. Gardner, D. (2010). Expanding scope of practice: Inter-professional collaboration or conflict? Nursing Economics 28(4), 264-266. Legare, F., Stacey, D., Pouliot, S., Gauvin, F. P., Desroches, S., Kryworuchko, J., †¦Graham, I. D. (2011). Interprofessionalism and shared decision-making in primary care: a stepwise approach towards a new model. Journal of Interprofessional Care 25, 18-25. Orchard, C.A., Curran, V., Kabene, S. (2005). Creating a culture of interdisciplinary collaborative professional practice. Medical Education Online. Retrieved from http://med-ed-online.net/index.php/meo/article/viewArticle/4387. Canadian Interprofessional Health Collaborative. ( 2010). A National Interprofessional Competency Framework. Retrieved from http://www.chic.ca/files/CIHC_IPCompetencies_Feb1210.pdf How to cite Interprofessional Collaboration, Papers

International Business Negotiation Essay Example

International Business Negotiation Essay International business negotiation 1 Introduction Sensitivity to cultural differences is very important in today’s international business arena. Culture profoundly influences how people thinking, communication and behave. Nowadays, business executives are finding themselves in precarious situations due to culturally rooted differences in business protocol, language and value system. Therefore, being aware of the influence of culture on international business negotiations and the proper ways to deal with problems encountered in international dealings is badly needed for persons involved in cross-cultural transactions. The remainder of this paper is divided into seven parts. First, the concept and principles of business negotiations are presented. Second, the concept of culture is explained in details. Next, the relationship between culture and international business negotiations is discussed. Fourth, the influence of culture on international business negotiations, especially the negotiating styles, which involve ten factors each consisted of two extremities is described. Fifth, points worth noting for cross-cultural negotiations are listed. To make the whole argumentation more rigorous, a section for discussion is added. The last part is the conclusion. 2 Concept and Principles of Business Negotiation 1. 2. 1 Concept of Business Negotiation Negotiation is a basic human activity and it is also a process through which people exchange information and experience everyday to manage their relationship. Because of mutual contact, conflict and divergence in viewpoints, needs, interests, both sides try to persuade the other party to understand and accept their viewpoints and to satisfy their own needs. We will write a custom essay sample on International Business Negotiation specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on International Business Negotiation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on International Business Negotiation specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Business negotiation refers to the negotiating activities over the issues of transaction conditions for both parties to accomplish the exchange of commodities or services. As a useful means for the enterprises to achieve their economic goals, as an important channel to acquire market information, and as a strong power to explore the sales markets, business negotiation is some kind of complicated and comprehensive business activity, which often involves the knowledge in the fields of politics, economics, laws, literature, psychology and so on. Though it is one part of the operation and management of an enterprise, business negotiation distinguishes itself from the common production, operation and management. And these differences are as follows: (1) The objects for exchange in business negotiations have the property of uncertainty and variability. (2) Business negotiation is the unity of magnetism and persuasion. (3) It is also the unity of concession and aggression. (4) It requires the consistency between your verbal expression and your true ideas 1. . 2 Characteristics of Business Negotiation Having a correct understanding of what it is, we conclude some of the characteristics of business negotiation. Negotiation is a cooperate enterprise; common interests must be sought. Negotiation is a behavioral process In a good negotiation, everybody wins something. (4) The size of the play field may vary from venture to venture. One must bear in mind that success isn’t winning everything but winning enough. 1. 2. 3 The Basi c Principles of Negotiation According to the characteristics of negotiation and the correct understanding of what it is, we can figure out the following basic principles of a successful negotiation. (1) Equality principle-Both parties are equal in law status. They have equal rights and obligations. They do business for their own needs and they enjoy mutual benefits. (2) Sincere cooperation-Both parties are making concessions. The purpose of this is to seek a win-win situation. It is through sincere cooperation that this win-win result can be made. 3. 3)Keep it flexible and fluid-Any negotiation is a process of constant thinking, exchanging of information and concession of both parties. Besides sticking to principles one should also master in a flexible way. 3 The Concept of Culture 1. 3. 1 Definition of Culture Definitions of culture, which differ from one group to another, are as vague as that of negotiation itself. The following is the list of these varied definitions. Culture is a set of shared and enduring meanings, values, and beliefs that characterize national, ethnic, and other groups and orient their behavior. Herskovits considers it as the â€Å"human-made† part of the environment, where man left its print on nature. Triandis distinguishes between â€Å"subject culture† made of categories, norms, roles and values and â€Å"objective culture†, regrouping human products such as tools, chairs, jet planes. For the purpose of this paper, culture is defined as the socially transmitted behavior, norms, beliefs and values of a community, which is in accordance with the theory given by Salacuse. Persons from that community use the element of their culture to explain their surroundings and guide their interactions. As Jeswald W. Salacuse mentioned in his paper â€Å"Intercultural Negotiation in International Business†, one may find the four cultural elements forming a series of special circles, like the layers of an onion. The outer-most layer is behavior, the words and actions of one’s counterpart, which is first perceived in an intercultural negotiation. The second layer is the attitudes of persons from that culture towards specific events and phenomena, like the attitudes about beginning meetings punctually or the appropriate format of presentations. Only after protracted discussions may the attitudes become obvious to a counterpart. Next are norms, the rules to be followed in specific situations. For example, a negotiator may come to realize that his or her counterpart’s seemly rigid insistence on punctuality is more than a firm rule rooted in his or her culture. The inner-most layer consists of values-most difficult for negotiators to detect. The parties to an international negotiation may realize their value differences only after they have signed the contract and begun to work together. Either from the onion picture or from the explanations to each element, one can easily figure out that value is the core of each culture. Without it the organism of a specific culture cannot be normally operated. All the different performances and interactions affected by the other three elements are determined by the values, or we can say the values have their supreme authority to influence negotiations. 1. 3. 2 The Nature of Culture Culture is transmitted through socialization and education from one generation to the next. In the short-term perspective, culture can be conceived as a structural component of any society that conditions human thinking and behavior, operating in a deterministic way. In the long-term perspective, it is a dynamic social dimension that induces changes over time through modification of value scale. Then should the nature of culture be seen as a process or as a product? It is a process in the sense that culture elicits actions and orients them. It brings about specific actions in specific situations and, thus, could be understood as something equal to instinct. On the other hand, it is a product, an outcome of the process which is expressed in visible ways. 4 Culture and International Business Negotiations Culture and international business negotiations can never be separated from each other. Culture, as a conscious or unconscious value, is controlling and guiding our behavior every minute. Negotiation, as a verbal behavior, takes the task of bridging two kinds of cultures. To some extent, nowadays the apparent trends of globalization makes us to realize that the process of negotiation equals to the process of getting access to the counterpart’s culture, since culture has infiltrated into every step of negotiations. And the research of culture involves most vital variables which worth noting in the development of negotiations. In turn, negotiation provides a platform for the communication of two different cultures. People meet together, then discuss, conflict, negotiate and finally reach an agreement. In the whole process, varied cultures walk out of their boundaries, meet or challenge each other. The result is that while still maintaining their own essence, different cultures have melted with or infiltrated into others, which makes them get improved and enriched. Impact of Culture on Negotiating Styles 5. 1 Negotiating Goal People who are contract-oriented are concerned entirely with achieving a business goal. They are not concerned about the effect their determination may have on the people whom they contact with. Traditionally, American business culture is very task-oriented. People don’t want to waste time with the social niceties; they want to get down to business. People from this k ind of culture would rather focus on specific issues—this means time is saved and all the work goes on effectively. But dangers also exist in this approach—large pictures and personal issues, which may make or break the deal, may be missed. People who are relationship-oriented are highly concerned about people who work for them, alongside them or above them. The vast majority of the world’s market is relationship-oriented: the Arab world, the Asia region, and most of Africa. People there prefer to deal with friends and persons who are well known to them. And it is said that these people often consider the goal of a negotiation is not a signed contract but the creation of relationship of the two sides. 5. 2 Negotiating Attitudes Win/win negotiators see deal making as a collaborative and problem-solving process, while win/lose negotiators see it as confrontation. In this aspect, the values of national superiority and national inferiority can be in tension. For instance, due to the long-term colonial history, the sense of being enslaved and exploited by big powers has deeply rooted in the cultures of developing countries, which makes people from those countries often regard negotiations with multi-national corporations as win/lose competition, in which profits are earned by the investors while the host country owns losses. The result is that they may make their efforts in negotiations to limit investors’ profits, create conflicts instead of seeking methods which will benefit both parties. 5. 3 Personal Styles Personal styles mean the way a negotiator talks to others, uses titles, speaks and interacts with others. Culture strongly influences the personal styles. Formal business culture is about status, hierarchies, power and respect, whereas informal cultures are about status equality. Ignorance of this distinction can cause serious problems. For an American or an Australian, calling someone by his or her first name is an act of friendship nd therefore a good thing. For a Japanese or an Egyptian, the use of the first name at a first meeting is an act of disrespect and therefore a bad thing, which may impede a negotiation. 5. 4 Communication In terms of communication, the differences can be reflected on the negotiators’ choice of words. Some place emphasis on direct and simple methods of co mmunication; others focus on indirect and complex methods. It is observed that the American style, as well as the German, is very direct and they try to demand the same from their counterparts. Generally speaking, Americans openly disagree and use aggressive persuasive tactics. And the Germans usually apply a just-the-facts approach to conduct their business. While the Chinese and the Japanese tend to have business negotiation in a rather indirect manner, as opposed to the direct manner of American and German businessmen. Chinese would like to take time to see their prospective business contacts are really reliable by inviting them to a party and socializing with them. And the Japanese are famous for their ambiguous behavior. They regard vagueness as a method of protection from â€Å"lose of face. To maintain surface harmony and avoid losing face, they often use circumlocutions, vague allusions, figurative forms of speech, or facial expressions to express themselves. In a direct culture, one can receive a clear and definite response to proposals and questions; in an indirect culture, one must first interpret the indefinite comments, gestures and other signs before they figure out the deep level meaning of their counterparts. 5. 5 Sensitivity to Time People look at time and arrange their affairs differently in different parts of the world. Punctuality is dependent on specific cultural variables. So negotiators should clearly understand how people in each culture view time and value punctuality. In fluid-time cultures, like Latin American one, people don’t view time as a constraint. Delays of thirty minutes or more are not surprising. With such knowledge born in mind, the negotiator should arrange appropriate time for a negotiation. For example, most businessmen in the west try to be punctual. But when negotiating with middle-east businessmen, one should plan longer and less formal sessions. Conflict is produced because some rigid-time negotiators regard their fluid-time ounterparts as lazy, undisciplined and rude. 5. 6 Emotionalism Cultural factors also influence negotiators’ emotion expression. According to the stereotype, people from the Mediterranean region, Latin Europe and Latin America, belong to the expressive group. They communicate in radically different ways from their reserved counterparts. They would be uncomfortable with more than a second or two o f silence during a conversation. On the contrary, people from reserved cultures, like East and Southeast Asia, Nordic and Germanic Europe, feel at ease with much longer silence. . 7 Form of Agreement Nobody can ignore the influence of culture on the form of agreement. Due to the linear logical thinking pattern, the Americans are accustomed to attaching more attention to the details rather than the general things. So they prefer very detailed contracts which include specific items concerning with all possible circumstances and eventualities, no matter how unlikely. Other cultures, such as the Chinese one, prefer a contract in the form of general principles rather than detailed rules. This is because the Chinese thinking pattern is curvilinear and the special thinking patterns dominate their behavioral manner, from big to small or from general to specific. 5. 8 Team Organization This describes the extent to which a society emphasizes the individual or the group. Individualistic societies encourage their members to be independent and look out for themselves. Collectivistic societies emphasize the group’s responsibility for each individual. The United States is considered to be an individualistic society. While Japan, for example, is collectivistic. Negotiators from a collectivistic society are likely to spend more time on long-term goals, to make realistic offers and to be cooperative. On the other hand, negotiators from individualistic societies are more likely to focus on the short term, make extreme offers. Furthermore, they are likely to be more competitive. So when two such parties sit down for negotiation, both of them will be frustrated. The critical factor in such negotiation is that each party should know the other’s main interests rather than just focusing merely on their own. 5. 9 Decision-making In any international business negotiation, it is important to know how the other side makes their decision, who has the authority to make commitment. Culture is one important factor that affects these issues. Some culture emphasizes the individual while others stress the group. In the first type, the characteristic is the whole team owns a supreme leader who has complete authority to decide all matters, while the Japanese culture can well illustrate the latter. In the first type, the negotiating team is usually small; in the second it is often large. For example, it would not be uncommon for the Americans to arrive at the table with three persons and for the Chinese to show up with ten. 1. 5. 10 Risk Taking In deal making, the culture of the negotiators can affect the willingness of one side to take â€Å"risk† in the negotiation-to try new approaches, be prepared for all the uncertainties and so on. The Japanese, with their emphasis on requiring large information and their intricate group decision-making process, tend to be risk averse. The Americans, by comparison, considered themselves to be risk takers. 6 Points Worth Noting for Cross-cultural Business Negotiations . 1 To Establish the Awareness of Cross-cultural Negotiations Nowadays, the rapid development of globalization and internet technique have led to international businessmen’s ever-increasing sensitivity to the negotiations between different cultures and their tolerance and understanding of varied cultural values. However, there are still some people pa ying little attention to the cultural issues due to their limited knowledge about the importance of culture. In international business negotiations, one should at any time enhance his awareness of these cultural differences. To have a knowledge about the other side’s culture enables the negotiator to get a whole range of benefits: to understand better the way the other thinks and acts; to grasp for instance his way to conceive problems; to perceive situations; to become more familiar with his value system, his preference and what he dislikes; to realize the issues that may rise from cultural encounters. With the correct guidance of negotiating awareness, negotiators should be flexible enough to make their negotiating styles and strategies adapted in different cultural environment. People are advised to observe some key rules of etiquette when they negotiate with French, Japanese and English businessmen. Germans feel more comfortable doing business with men whose shoes are brightly polished. Also please watch out for cultural-specific taboos. Avoid presenting sharp gifts such as knives; in some cultures they symbolize the ending of a relationship. 6. 2 To be Neutral in Terms of Cultural Conflicts In international business negotiations, some business cultures would be distinctively different. Certain principles and customs that the counterpart insists would be totally impossible for us to accept. But what we should do is not to blindly make any comments on their cultural values and codes and at the same time we should also defend our own culture from any degrading comments. Or that would bring about thorny confrontations. So at negotiating table, we should learn to respect the other side’s values, codes, and custom, no matter how tiny the aspect is. That is to say, negotiations need some flexibility to keep it fluid in the process as to how to seek the consistency of both parties to achieve the holistic objectives as long as you don’t give up some important principles. 6. 3 To Find Ways to Bridge the Cultural Gaps How will you view the cultural differences, as an obstacle or a weapon or even something else? The conventional view is that cultural differences are an obstacle to agreement and effective action. But in a different culture they can be weapons, especially when a dominant party tries to impose its will on the other side. For example, their foreign counterparts may regard American lawyers’ insistence on structuring a transaction â€Å"the way we do it in America† as the use of American culture as a weapon. In such situations, differences of cultures tend to impede the process of the negotiations. In short, cultural differences create a gap between persons and organizations. Therefore, effective international business negotiators should seek to find ways to bridge the gap caused by cultural differences and try to turn all the adverse factors into contributors of a successful negotiation. a. Bridge the gap with the other side’s culture. In international business, negotiators often try to use the other side’s culture in order to build a relationship, which can be illustrated by an old saying â€Å"when you are in Roman, do as the Romans†. b. Bridge the gap with your own culture. A second way to bridge the gap is to persuade or induce the other side to adopt your culture, which may require time and education. For example, in order to give a common culture to a joint venture, an American partner sent executives of its foreign partner to schools and executive training programs in the United States and then assigned them for short periods to the U. S. partner’s own operations. c. Bridge the gap with the combination of both sides’ cultures . In fact, cultural bridging takes place on both sides of the gap and results in the construction of an integrated structure. The challenge of this approach is to identify the most important elements of each culture and to find ways to bind them together that allow business goes smoothly. d. Bridge the gap with the help of a third culture. The fourth method of dealing with the cultural gap is to build a bridge based on a third bridge that belongs to neither of the parties. For example, in a difficult negotiation between an American executive and a Chinese manager, both discovered they appreciated the French culture. So they began to talk in French. And the result is they built a strong relationship which stimulated the success of that difficult negotiation. 7 Discussion The examination of the influence of culture on international business negotiations reveals that differences in culture can create barriers that impede the negotiating process. But to make this paper rigorous, it should be pointed out that there are many other obstacles which can also stymie negotiations. Culture is not the only determiner, which can be easily proved by the following example. Accuracy of translation sometimes can be vital in the process of negotiations. In one Sino-American business negotiation, the Chinese party took a proud tone to introduce their company like this â€Å"Our company is the national top-second company†, while the translator translated the status of the incorporation into â€Å"a second-class enterprise†. As a result, the US company quickly cooled down because they were not interested in such kind of company. Therefore, in international communication, careful consideration should be taken before choosing a translator. What’s more, professional knowledge can also help to make the process of negotiation go smoothly. Your quality knowledge in the business field will leave a good impression on your counterpart, who will be willing to trust you and cooperate with you. Conclusion In short, culture influences international business negotiations in many ways. As for the negotiating styles, culture affects the ten specific negotiating traits a lot. With that knowledge, an international business negotiator may be able to anticipate possible misunderstandings and seek a successful negotiation. However, it is necessary to point out that culture is only one of the factors that can affect negotiating styles. In practical negotiations, the situation would be much more complicated. One should never simply conclude that perception of both parties’ cultural background can solve all the problems encountered in the process of negotiations. When dealing with international business negotiations, many subjective or objective factors mentioned above should be taken into consideration so that both you and your counterpart can win enough in transactions. Bibliography [1] Cateroa, Philip R. International Marketing[M]. Homewood,1L: Richard D. Irwin,1990. [2] Faure, G. O. and J. Rubin. Culture and Negotiation[M]. Newbury Park: California, Sage, 1993. [3] Guy Oliver Faure. The Cultural Dimensions of Negotiation The Chinese Case[M]. New York: Group Decision and Negotiation,1999. [4] Herskovitz, M. J. Cultural Anthropology[M]. New York: Knopf, 1995. [5] Jeswald W. Salacuse. Marketing Global, Dea -Negotiating in the International Market Place[M]. Boston: Houghton Mittlin,1991. [6] Jeswald W. Salacuse. Intercultural Negotiation in International Business[M]. Boston:Group Decision and Negotiation,1999. [7] Michael. Mc Ginnis. Lessons in Cross-Cultural Negotiations[J]. Supply Chain Management Review, 2005. 8] Milton Mayfield, Jacqueline Mayfield, Drew Martin and Paul Herbig. Time Perspectives of the Cross-Cultural Negotiation Process[J]. American Business Review. Jan,1997. [9] Reardon, Kathleen and Robert Spekman. Starting Out Right: Negotiatio n Lessons for Domestic and Cross-Cultural Business Alliances[M]. Newbury Park: Business Horizons,1994. [10] . [M]. : , 1997. [11] . [J]. , 2001. [12] . [M]. : , 2000. [13] . WTO [M]. : , 2002. [14] . [J]. , 2001. [15] . [M]. : , 2003. [16] . [J]. , 2003.

Managing Risks in Oil and Gas Companies

Managing Risks in Oil and Gas Companies Introduction Oil and gas companies face a variety of risks in the process of their operations. Many occurrences that happen outside a company may have an effect on the firm and the financial decisions that it makes. Changes in interest rates, prices of oil, and exchange rates among others are likely to alter the financial decisions of a firm. It is therefore imperative for firms to ensure that no potential economic changes pose a threat to their business.Advertising We will write a custom dissertation sample on Managing Risks in Oil and Gas Companies specifically for you for only $16.05 $11/page Learn More According to Taylor and Kathleen (2013, p. 80), corporate financial managers are charged with the responsibility of ensuring that any past, current, and future fluctuations will not affect the economic standing of the firm. McShane and Anil (2011, p. 641) affirm that companies use various risk management tools known as derivatives to manage risks. The tool used should caution the firm from negative impacts of various risks that may happen in its environment. According to Smistad and Igor (2012, p. 46), in western Canada, oil companies apply future derivatives to buy certain goods or services at a price that is agreed upon today. Chanmeka et al. (2012, p. 259) argue that some companies make use of options where a firm gains the right to sell or buy certain goods or services at a certain price in the future. McShane and Anil (2011, 641) confirm that risk information is crucial to investors and the entrepreneurs themselves. The oil and gas industry is likely to face various risks. For example, political risks, geological risks, price risks, supply and demand risks, and cost risks amongst others. This paper will discuss risk management in various gas and oil companies presenting a detailed literature review of risks in general followed by a detailed discussion of the in the oil and gas firms. Risks The subject of risks is quite pivotal w hen it comes to the running of various organisations. Companies need to be aware of the possible or rather potential risks that they are likely to encounter in a bid to develop mechanisms of mitigating them in real time once they occur to ensure continued operation rather than untimely closure of such firms due to their failure to take the necessary precautionary measures. Various risks are likely to affect different investments. Such risks include political risks, price fluctuations, and changes in supply and demand, natural calamities, geological risks, economic recessions, and government control risks amongst others. Entrepreneurship is a risky undertaking and every entrepreneur has to risk some of these factors and get into business.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Taylor and Kathleen (2013, p. 83), in the world of business, general risks af fect literary every company in business though at varying intensities. Risks have various implications on business depending on the level of their impacts and predisposition of a particular business on them. In some instances, risks may lead to complete loss of business. For example, if a business is exposed to fire and explosives risks, it can be completely wiped out in case of an accident. However, McShane and Anil (2011, p. 641) affirm that some of the risks affect all businesses in their every day affairs, for example supply and demand risk, price risks, and government regulations. Businesses have little or no control on some risks such as natural calamity risks, for instance earthquakes and floods. Nevertheless, it is important for a business to devise ways and methods of detecting, assessing, and mitigating the risks. Oil and Gas Companies Oil and gas companies provide a working illustration of the subject of risks that is under scrutiny based on the various risks they encount er in their everyday business affairs. From the point of extracting oil and gas, processing it into finished products to transportation, warehousing, and retailing, the whole business is a risk. These companies encounter various types of risks in their line of business. Chanmeka et al. (2012, p. 259) assert that risks affect almost every firm in business and are likely to affect the oil and gas industry more than any other firm. According to Helman (2013, p. 62), the oil and gas industry faces tight regulations on how to conduct its business. Such regulations include rules on how oil and gas are extracted from the source, regulations on where they can be extracted and where extraction cannot be done, and regulations of the period in which extraction of oil and gas can be done. The government has the upper hand in such regulations since oil business is lucrative. In fact, the political wrangles that affect most countries that have oil and gas resources revolve around the control of o il wells by the government. Countries such as Sudan and Southern Sudan have been in conflict due to control of oil wells.Advertising We will write a custom dissertation sample on Managing Risks in Oil and Gas Companies specifically for you for only $16.05 $11/page Learn More Such political wrangles have also been witnessed in Kuwait and Nigeria. Whenever there are political wrangles in the control of oil and gas, the companies that invest in such nations face higher economic and political risks. Haselip and Martà ­nez (2011, p. 1) argue that politics of regionalism, equitable distribution of national resources, and resource distribution also affect oil and gas regulation. In some cases, the laws governing extraction, processing, and distribution of oil and gases in different states may vary. Antonsen, Kari, and Jarl (2012, 2001) reveal that it is more risky to carryout oil and gas business in dependence on foreign deposits without standardisation. In the o il and gas industry, some companies that show interest are likely to invest in any part of the world where the oil and gas field has a sheer disregard of the political climate of the country. According to Helman (2013, p. 63), if the host country nationalises the industry, foreign investors are likely to suffer loss. Politics of that kind of nation may also change to favour certain investors or category of investors where the foreign investor may not be considered. Antonsen, Kari, and Jarl (2012, p. 2001) argue that some economies will attract investors to begin the process of extraction. Nevertheless, once the process of extraction is complete and the oil and business industry becomes lucrative, politicians, activists, and government officials enact laws to enable the government to leap more from the industry. An investor who puts his or her resources in such an industry is therefore likely to suffer loss. Political risk in oil industry is a major threat to the stability of the sec tor. It is even more risky to invest in the oil and gas industry in some developing countries. In some of the developing countries with plenty of oil and gas such as Libya and Sudan in Africa, the countries are under poor political leadership thus posing a great risk to investors in the industry. Whenever there is a political turmoil in various nations, oil tankers are targeted due to the high flammability of oil. In addition, Dumaine (2013, p. 102) affirms that oil and gas industries demand tight security and surveillance even in small quantities such as in China. It would therefore mean that, when there is political instability in a county, the rate of insecurity goes down. Consequently, the risk on the industry goes up.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Wilkinson and Roland (2013, p. 118) assert that the process of gas and oil exploitation has also become very risky especially with the current dynamics. For instance, drilling of oil is happening in very dangerous environments such as oceans. Extraction in such areas increases the risks that oil and gas industries have to incur in the process of extraction, refining, distribution, and marketing. Smistad and Igor (2011, p. 91) affirm that there has also been an increase in the level of unconventional methods of oil and gas extraction. Out of such unconventional methods of mining, some potential oil and gas mines have been poorly exploited or destroyed. In fact, some of these procedures have been used to extract oil and gas in places where it would have proved impracticable. According to Smistad and Igor (2012, p. 46), gas and oil extraction companies involve themselves in great risks by investing a lot of finances and other resources in extraction. Some companies have incurred much c ost in the process of extracting gas and oil only to find minimal deposits than they had estimated. It is therefore risky ventures for a company to be sure that geologists and rock experts have enough evidence of the presence of oil or gas in a certain area. According to Smistad and Igor (2011, p. 91), it is also risky for the extraction company to hire specialists such as geologists in oil in the process of investigating the presence oil or gas in a certain field and then fail to realise the targeted amount of oil or gas. Oil and gas extraction, processing, marketing, and distribution constitute a business that aims at obtaining profits. The prices in the oil and gas markets must therefore be able to sustain the industry in a profitable way. Fluctuation in oil and market prices is a risk factor to the industry. No one can predict what the prices of oil or gas will be when the process of extraction will be completed. Mehemed, Kamal, Kieran, and Kong (2012, p. 201) argue that compani es in this industry therefore undertake a risk in extracting and purifying the gas without clear future market prices for their products. In several instances, oil and gas extraction companies have undergone the whole process of geological tests and drilling despite their ending up without the projected product. In such cases, unless the gas and oil extraction company is insured, it suffers a big loss. The nature of oil and gas market has been fluctuating over the years. According to Chen and Jevons (1993, p. 667), fluctuation of oil and gas prices poses a great risk to the stakeholders in the industry. Supply and demand issue is a limitation to the oil and gas industry. Venturing into oil and gas industry involves investing huge capital. The operations involved in extracting oil and gas are very expensive and extraction companies have to invest in the process. However, such companies may not be aware of the trend that prices of gas and oil will take in the future. Wood (2011, p. 11 3) affirms that demand and supply keep on changing. When the supply of gas in the world market goes high, the prices go down thus increasing the risk of incurring heavy losses. Oil and gas industry also experiences imbalances when prices of oil go up. In most cases, when the prices of oil and gases hike, large warehouses hoard the commodities. Okeefe and Doris (2013, p. 158) argue that hoarding increases the risk of loss of customers on retailers and local wholesalers since the commodity does not reach the target consumer. Such suppliers are also at the risk of being compromised of inconsistency by their customers. Mohanty and Mohan (2011, p. 165) argue that it is also very hard to predict the production rates of gas and oil in various states especially with a nation with many states such as the U.S. Kendrick (2012, p. 61) affirms that unpredictability of productivity increases the risk of price fluctuation in the oil and gas industry. In addition, Andersson, Sudhir, and Zafar (2009 , p. 440) reveal that, whenever there is a financial crisis in a country or a region, for example, the American crisis or the European crisis of 2007, supply and demand of oil and gas also change. Financial crisis increases the risk of reduced purchasing power. Hence, the affected country experiences low demand for oil and gases. Wood (2011, p. 113) point out that the economic crisis increases the risk of low supply and demand due to its ability to reduce the capital base of a nation. When a country has a low capital base, it is limited in its operations. Donaldson and Schoemaker (2013, p. 24) argue that the macroeconomic position of the industry can also increase the risk of demand and supply. Macroeconomic power of every industry dictates the success of business under it. The oil and gas industry experiences huge operational costs. Okeefe and Doris (2013, p. 158) argue that all the other risk factors involved in the oil and gas industry drain into operational costs. Mohanty and Mo han (2011, p. 165) argue that, when the regulations set by political leaders and governments of a particular nation are very tight, the operation cost goes up. Tight regulations make the process of extracting, processing, and distributing gas and oil more extensive and hence expensive. Wilkinson and Roland (2013, p. 118) posit that the operations that are involved in the process of oil mining and gas harvesting determine the level of operations risks that a firm is likely to incur. The operations involved in drilling are also extensive and expensive. Mehemed, Kamal, Kieran, and Kong, (2012, p. 201) establish that the process of drilling is coupled with many limitations, for instance, bad weather, poor soils and other geological factors, inaccessibility, and technological problems. Such problems increase the operations cost. When the operations cost hikes, the industry becomes disfranchised. Different producers set their own market prices to overcome their cost of production. Accordi ng to Donaldson and Schoemaker (2013, p. 24), variation in the cost of production makes it difficult for nations of the world to set standard oil and gas prices. In fact, some industries incur a double or triple cost of production compared to others. It is out of such variations that oil and gas prices have become very competitive in the market. According to Robb (2012, p. 756), industries that have been in the line of production for many years incur lesser risks than new industries. Managing Risks- Risk Identification, Risk Assessment, and Risk Control The oil and gas industry is a risk-prone industry. Various uncertainties go along these risks such as the risk of exploration, demand and supply risk, crude price uncertainty, and product line risk. According to Robb (2012, p. 756), the oil and gas industry is one of the risky ventures. Hence, to prevent the danger that the industry poses, there should be the need to manage it. Sarkar (2012, p. 28) affirms that management of risks al so ensures that the small industries and the upcoming ones become commercially viable. In addition, there are technological risks such as â€Å"cyber threats of Stuxnet virus, which also target lucrative oil and gas industry† (Sudhir, and Zafar 2009, p. 440). These and many other risks in oil and gas industry necessitate the need for risk management. Consequently, various methods of risk management have been put in place to mitigate risks in this industry. Risk Identification Oil and gas companies have invested in information access control and management. Such risk management strategies involve identifying and accessing the right information at all time when it is very necessary. Information management has been a great source of risk in the oil and gas industry. Oil and gas companies have therefore put in place mechanisms to harvest policy information, process it, and use it gainfully. According to Andersson, Sudhir, and Zafar (2009, p. 440), information harvesting, processi ng, and management reduce the risk of operations. When companies access the right information before investment, they are able to reduce compliance risks. The company can use future derivative to organise how it will acquire various goods and services in the future at a certain price. Sarkar (2012, p. 28) affirms that speedy exchange of information across the industry enables investors to make the right information. Classified information and access to the information systems of oil and gas companies has also been highly controlled. Risk Assessment Modern technology aids in the reduction of variation in governance-risk-compliance. Technology is also an efficient tool in the reduction of operational risk. According to Akhibi (2012, p. 6), the use of real time monitoring technology enables the oil and gas companies to improve the availability of the commodity to customers, reduce operational costs, avoid conflicts with the society and the regulatory authorities, and reduce the risk of demand and supply. Dumaine (2013, p. 102), affirms that oil and gas companies are adopting condition-based monitoring in risk management, which involves positioning various sensors to measure and record the prevailing environmental conditions such as vibration and temperatures (Pinheiro 2011, p. 34). Such sensors enable the oil and gas companies to detect equipment failure in real time. In fact, Srivastava and Gupta (2010, p. 407) assert that the devices are sophisticated to ensure that alert devices either sound the alarm or give work orders to the operations department. Wimalasiri et al. (2010, p. 49) affirm that sensors have enabled many oil companies to avoid the risk of losing billions of money in spillage and leakages. Some oil and gas companies have set up strategic teams to manage any eventuality such as equipment failure and fire outbreaks. Schroeder and Jan (2007, p. 0.1) point out that fire departments are also connected to sensors in order to enable quick response to ev entualities and occurrences. Wimalasiri et al. (2010, 49) argue that predictive maintenance enables the industry to realise when there is the need to purchase certain equipments before the actual damage is done. Various modern technology devices are put in place to detect wear-and-tear and obsoleteness of equipments in the oil industry. Qian, Yulin, and Gonzalez (2012, p. 859) observe that, whenever the devices sense that a gas tank or an oil tank is not up to the set standards, the necessary alert message is sent to the maintenance department for replacement. Srivastava and Gupta (2010, p. 407) affirm that the sensor is also able to compare and analyse the level of functionality of every device in the firm and or give the right report on each. Pinheiro (2011, p. 34) observes that such quick reactions enable the firm to avoid health risks. Risks Control Oil and gas companies have to deal with the increased compliance and regulations facing the industry today. For example, according to Molokwu, Barreria, and Boris (2013, p. 2), in South Africa, tight requirements of reporting on all operations and events of minor accidents and incidents have been an expensive venture for the industry. There are also tight regulations on drilling operations. Oil and gas companies have therefore put in place mechanisms to ensure that the checklist for all regulations is complied with as the government of the area dictates (Chan 2011, p. 341). Such compliance includes registration of the company, authorisation for drilling, construction of the industry, reliability in maintenance of structures such as oil wells, and the ability to remain in the market as a competitive industry (Khan 2010, p. 157). According to Haselip and Martà ­nez (2011, p. 1), politics in a certain nation or state can play a role in the oil and gas industry. The major role that political forces play in the oil and gas industry is to regulate prices. Politicians are opinion leaders who largely become policy mak ers. Oil and gas industries have therefore put in place mechanisms to work with government in price regulations and policy control. The gas and oil companies have to deal with various environmental and health risk compliance processes. The oil and gas industry also faces the risk of geological inadequacy. In most of the nations and states, the reserve of oil and gas is already tapped out. The risk has also spread in nations that have been exploiting their reserves since they are also in the process of being fully exploited. According to Andersen and Aamnes (2012, p. 2010), companies have therefore put in place methods of ensuring that they comply with the health regulations in their area of investment. Oil is a pollutant to the environment in a double way especially when not well handled. According to Perunović and Jelena (2012, p. 130), the risk of oil spillage in water, for example, during mining or transportation in the sea has been greatly reduced through modern technology. Sophisticated mining methods have been employed to ensure no oil spillage during mining. In fact, Perunović and Jelena (2012, p. 130) affirm that modern water vessels have also been adopted in transporting oil through the sea. Khan (2010, p. 157) posits that employees’ health and safety have also been a risk issue in the oil and gas industry. Oil and gas prices are another risk that investors in this industry face. Chen and Jevons (1993, p. 667) argue that prices dictate whether a venture into extracting oil or gas is to be feasible or not. When geological limitations are high, the price risk of extracting oil or gas goes high. Oil and gas companies have therefore ensured high safety standards to employees through education and trainings. According to Molokwu, Barreria, and Boris (2013, p. 2), employees are taught how to protect themselves, how to behave while in the extraction site or in the storage and distribution site, and even how to manage eventualities such as fire outbreaks. Chan (2011, p. 341) reveal that oil and gas companies have also ensured that the community living near the mines and storage areas are also informed on management of fire and spillage. According to Hayes and Hopkins (2012, p. 145), oil and gas companies have also made use of resource centres that are set within the industries. Various minds gather in the resource centres to exchange ideas on the problems facing the industry. Schroeder and Jan (2007, p. 0.1) affirm that, unlike in the past when orders came from managers, engineers in today’s industry meet and exchange knowledge on various problems that their firms face. Hayes and Hopkins (2012, p. 145) assert that, with the meeting of engineering experts from various departments, the right solutions are likely to be realised to eliminate various risks facing oil and gas industries for example the geological and price fluctuation risks. The experts will come up with recommendations on the right measures that the ind ustry should take to avoid risks. Such decisions and recommendations majorly include modification, technological adaptations, planning, and maintenance. With the modern advancement in information technology, cyber crime and information system hacking has posed another risk to the oil and gas industry. According to Akhibi (2012, p. 6), in Nigeria, oil and gas companies have therefore put in place cyber security designs and technologies to mitigate the risk. In oil and gas industries, information system security has been highly integrated with people, processes, data, and systems. Such ventures secure the system to ensure accountability on the side of the operators. Qian, Yulin, and Gonzalez (2012, p. 859) argue that information security also ensures continuous surveillance of the internet protocol openings and filtration of information before it gains access to the main information system of the company. Importance of Managing Risks specifically in Oil and Gas Companies Based on the information already presented concerning risks and their repercussions if not mitigated, it becomes clear on the need to manage risks by all organisations, leave alone the oil and gas companies. Such risks reduce the ability of the firm to predict the course of business. The oil and gas industry faces various difficulties and tight monitoring by many authorities. Investing in the oil industry is also a very risky venture. In this light of probability of loss in the oil and gas industries, this paper highlights various importance of risk mitigation. Every derivative that oil and gas industries put in place should aim at risk mitigation. The derivatives that a firm takes should be aimed at cautioning the industry from the past, current, and future risks. Kendrick (2012, p. 61) asserts that risk management in oil and gas industries ensures that there is proper compliance with the regulations of the authorities in their place of business. Insuring the business against various risks also enables the company to have confidence and security in trade. Such regulations should also be adhered to avoid the risk of regulations and compliance. According to Andersen and Aamnes (2012, p. 2010), managing risks in the oil and gas industry enables the companies to have clear visibility of the current position and the future of the firm. Such a goal can be attained by venturing into future derivatives. The industry should sign for future trading ventures at certain prices with certain companies. Conclusion In conclusion, every business venture is exposed to various risks. Consequently, every business has to put in place various mechanisms to identify, monitor, assess, and control risks. Private enterprise is generally a risky venture. However, as discussed, the oil and gas company is bound to face more risks than any other business. The major risks that affect oil and gas companies include geological risks, political risks, government regulations, and compliance risks, price flu ctuation, demand and supply, and natural calamities risk. Oil and gas companies have therefore invested heavily in various risk mitigation measures. Such measures include risk identification, risk assessment, and risk monitoring and control. It is important to manage risks in every business venture. Risks can result in complete loss of business. They can lead to conflicts with the authorities and the communities in the business environment. 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What You Need to Know About MBA Application Deadlines

What You Need to Know About MBA Application Deadlines An MBA application deadline signifies the last day that a business school is accepting applications for an upcoming MBA program. Most schools will not even look at an application that is submitted after this date, so it is really important to get your application materials in before the deadline. In this article, were going to take a closer look at MBA applications deadlines to determine what they mean for you as an individual. Youll learn about the types of admissions and discover how your timing can impact your chances of getting accepted business school. When Is the Deadline for Submitting an MBA Application? There is no such thing as a uniform MBA application deadline. In other words, every school has a different deadline. MBA deadlines can also vary by program. For example, a business school that has a full-time MBA program, an executive MBA program, and an evening and weekend MBA program may have three different application deadlines - one for every program that they have. There are lots of different websites that publish MBA application deadlines, but the best way to learn about the deadline for the program you are applying to is to visit the schools website. That way, you can ensure the date is completely accurate. You dont want to miss a deadline because someone made a typo on their website! Types of Admissions When youre applying to a business program, there are three basic types of admissions that you might encounter: Open AdmissionsRolling AdmissionsRound Admissions Lets explore each of these admissions types in more detail below. Open Admissions Although policies can vary by school, some schools with open admissions (also known as open enrollment) admit everyone that meets the admission requirements and has the money to pay the tuition. For example, if the admissions requirements dictate that you have a bachelors degree from a regionally accredited U.S. institution (or the equivalent) and the capacity to study at the graduate level, and you meet these requirements, you will most likely be admitted into the program as long as space is available. If space is not available, you may be waitlisted. Schools with open admissions rarely have application deadlines. In other words, you can apply and get accepted at any time. Open admissions are the most relaxed form of admissions and the one most rarely seen at graduate business schools. Most of the schools that have open admissions are online schools or undergraduate colleges and universities. Rolling Admissions Schools that have a rolling admissions policy usually have a large application window - sometimes as long as six or seven months. Rolling admissions are commonly used for freshmen at undergraduate universities and colleges, but this form of admissions is also heavily used by law schools. Certain graduate-level business schools, such as Columbia Business School, also have rolling admissions. Some business schools that use rolling admissions have what is known as an early decision deadline. This means that you have to submit your application by a certain date to get an early acceptance. For example, if you are applying to a school with rolling admissions, there may be two application deadlines: an early decision deadline and a final deadline. So, if you are hoping to get accepted early on, you have to apply by the early decision deadline. Although policies vary, you may be required to withdraw your application from other business schools if you accept an early decision offer of admission that is extended to you. Round Admissions Most business schools, especially selective business schools like Harvard Business School, Yale School of Management, and Stanford University’s Graduate School of Business, have three application deadlines for full-time MBA programs. Some schools have as many as four. Multiple deadlines are known as rounds. You could apply to the program in round one, round two, or round three.   Round admissions deadlines vary by school. The earliest deadlines for round one are typically in September and October. But you shouldnt expect to hear back right away if you do apply in the earliest round. Admissions decisions often take two to three months, so you could submit your application in September or October but not hear back until November or December. Round two deadlines often range from December to January, and round three deadlines are frequently in January, February, and March, though all of these deadlines can vary by school. The Best Time to Apply to Business School Whether youre applying to a school with rolling admissions or round admissions, a good rule of thumb is to apply early in the process. Assembling all of the materials for an MBA application can take time. You dont want to underestimate how long it will take you to prepare your application and miss a deadline. Even worse, you dont want to slop something together quickly to make a deadline and then get rejected because your application was not competitive enough.   Applying early has other advantages as well. For example, some business schools choose the majority of the incoming MBA class from applications received in round one or round two, so if you wait until round three to apply, the competition will be even stiffer, thus decreasing your chances of getting accepted. Furthermore, if you apply in round one or round two and get rejected, you still have an opportunity to improve your application and apply to other schools before their round three deadlines have ended. A few other considerations that may be important depending on your individual situation: International applicants: As an international student, you often need a student visa (either an F-1 or J-1 visa) to study in the United States. Youll want to apply in round one or round two if possible to give yourself enough time to get this visa before the actual program starts.Dual degree program applicants: If you are applying to an MBA/JD program or another dual or joint degree program, youll want to pay particularly close attention to the deadlines. Some business schools, even those with three rounds, require applicants to apply for dual degree programs in round one or round two.Submatriculation applicants: If you are an undergraduate who is attending a business school that allows qualified juniors to apply for early entry (Submatriculation) to the schools MBA program, you may want to utilize a different application strategy than the average MBA applicant. Rather than applying early (like most applicants would), you may want to consider waiting until round three so that you hav e a more complete academic record when you submit your transcripts and other application materials. Reapplying to Business School Business school admissions are competitive, and not everyone gets accepted the first year that they apply to an MBA program. Since most schools will not accept a second application in a single year, you typically have to wait until the next academic year to re-apply. This is not as uncommon as many people think it is. The Wharton School at the Universality of Pennsylvania reports on their website that up to 10 percent of their applicant pool consists of reapplications in most years. If you are re-applying to business school, you should make an effort to improve your application and demonstrate growth. You should also apply early in the process in round one or round two (or at the start of a rolling admissions process) to increase your chances of getting accepted.