Is Psychological Debriefing Harmful to Trauma Survivors

Is Psychological Debriefing Harmful to Trauma Survivors Disasters and undesirable happenings such as accidents are associated with short-term and long term effects (Bisson, 2002). Most survivors of accidents, floods and terrorist attacks may suffer from trauma. Advertising We will write a custom article sample on Is Psychological Debriefing Harmful to Trauma Survivors? specifically for you for only $16.05 $11/page Learn More Most organizations have been instrumental in bringing forth social supportive services to avert development of serious issues. One of such interventions is Psychological Debriefing (PD). It is however important to appreciate that not all have supported the intervention. Grant Devilly and Peter Cotton share the view that PD is harmful in the recovery process of trauma survivors. Mitchell is of the contrary opinion. This paper gives a critical analysis of the authors’ stands. The paper also compares these views with those of the contemporary research. Facts about Psychological Debriefin g Psychological debriefing is usually carried out by organizations for good reasons. Devilly and Cotton regard it as emotional first-aid administered to trauma survivors. PD is part of the interventions of Corporate Social Responsibility (CSR). Devilly and Cotton are of the view that no organization would turn a blind eye towards trauma survivors. This intervention has made PD one of the most widely used procedures (Bisson, 2002). They consider the use of the intervention a routine practice for organizations especially in situations that trigger psychological distress. Bank robberies, fire outbreaks and natural disasters are good examples (Bryant, 2002). Mitchell, on the other hand, suggests that the use of PD may indeed be widespread. However, he emphasizes that only trained persons should handle it. The handling of PD by untrained persons makes it difficult to address issues of trauma. The fact that PD only supplements psychotherapy is supported well supported. Accordingly, PD s hould not be viewed as an alternative to psychotherapy. Rather, it is a crisis intervention measure that offers social support to trauma survivors (Mayou, 2000). Opinions Regarding PD Devilly and Cotton are of the opinion that Critical incident Stress Management (CISM) and Critical Incident Stress Debriefing (CISD) are one. They purport that most studies involving CISD have been explained in the CISM scope. It is important to note that this proposition is not supported conclusively. Advertising Looking for article on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition, they consider research and practices in PD to be very young. Widespread use of an intervention that is not fully backed by research is critical. Most organizations adopt PD techniques after traumatic experiences (Bryant, 2002). These techniques are regarded to go beyond ‘emotional first-aid’. Mitchell however has different opinions reg arding PD. CISD and CISM are two words that are used exclusively. Mitchell affirms that CISD is a process within CISM. Whereas CISM refers to the field, CISD refers to the group process in the intervention of traumatic experiences. IN ADDITION, Mitchell asserts that much research has been carried out to validate the use of PD in handling trauma cases. PD is Harmful to Survivors of Trauma Most psychologists are of the view that CISM and CISD mitigate the impacts of long term poor functioning (Mayou, 2000). Studies indicate that Post Trauma Stress Disorder (PTSD) is a possible likelihood especially for those exposed to stressful event (Bryant, 2002). Devilly and Cotton concur that history of stress is a prime risk factor for depression. PD increased the probability of developing PTSD. Studies indicate that PD interventions were worse than no-interventions as far as PTSD is concerned. The conditions of people who received CISD deteriorated in regards to other PTSD symptoms AND recove ry. Devilly and Cotton agree that a healthy workforce translates to a productive workforce. However, organizational clinical interventions have shown little or no effects on the performance outcomes. The greatest problem has and is still on developing interventions that avert sick workforce after trauma. PD is regarded as tool that ensures that organizations are protected from litigation. Howell’s case is an indication that CISD are usually conducted on grounds of assisting the traumatized. Devilly and Cotton failed to address some issues in their study. Devilly and Cotton failed to conclude on the CISM/CISD debate. A person who depends on their analysis to distinguish between the two will be more confused. PD is not Harmful to Survivors of Trauma Mitchell insists that PD is not a harmful intervention for trauma survivors. He insists that PD is not traumatic terrorism as Devilly and Cotton purport. The WTO bombing in 2001 was a global issue that called for rapid interventio n. The use of trained police officers to offer debriefing sessions to the victims of the terrorism attack was commendable (Deahl, 2000). This confirms the fact that properly trained persons produce positive outcomes. Advertising We will write a custom article sample on Is Psychological Debriefing Harmful to Trauma Survivors? specifically for you for only $16.05 $11/page Learn More Single session debriefings are critically opposed by many organizations like The American Red Cross, Salvation Army and American Academy of Experts in Traumatic Stress. CISD has been confused with single session debriefings. The confusion that exists between CISM and CISD has been addressed. It is considered wrong to equate the two. CISM is a vast field that incorporates among many some processes such as CISD. The definition of CISM in at least eight peer reviewed journals is a clear attestation that indeed the field is advanced and backed by enough literature. Despite the fact t hat Mitchell insists that PD is not harmful, he fails to give some instances in which the intervention has proved fruitful. In addition, he fails to give the most appropriate time when psychotherapy should be given. How Credible Were the Authors? The credibility of the authors supporting and opposing the intervention of PD varies. Devilly and Cotton argue on grounds of insufficient information. Their discussion opens doors for more debate. They show an open view towards issues of CISD, CISM and early interventions. It is however sad to note that their analysis is premised on personal grounds. They insinuate that Mitchell and Everly are ICISF (International Critical Incident Stress Foundation) directors. This claim is confirmed false. The objectivity of their study is jeopardized by personal differences. Mitchell is fast to counter the views of his opponents. However, he fails to really convince his audience on why PG should be encouraged. Devilly and Cotton give a critical analysi s within their argument. They propose other alternative intervention principles that can be used in place of PD. This approach gives an indication that future research regarding alternative interventions is well grounded. On the contrary, Mitchell fails to give us future improvements on PG interventions which he claims require special handling. Proper cases to support the efficiency and success of PD are lacking. Devilly and Cotton are Right It is true that traumatic interventions are special and require specialized persons. It is absurd to apply PD in situations where the victims are unaware of the implications associated with the procedure (Bisson, 2002). Devilly and Cotton may be ignorant of the differences that exist between CISM and CISD. However, the fact that they give a detailed insight to the two is encouraging.Advertising Looking for article on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More This opens the door for more understanding of the underlying principles. The extensive research carried out before as Mitchell purports is not captured anywhere. Mitchell only summarizes the literature by insisting that CISM incorporates CISD. The gains associated with PD are not captured at all. Use of terms such as multi-million dollar industry and trauma tourism is exaggerated and misplaced. It is important to note that the use of PD has only persisted since no other interventions have been practiced. Devilly and Cotton insist that the use of PD has been widespread for several reasons. The fact that organizations fear litigation procedures and feel socially responsible for traumatic occurrences is clear. Devilly and Cotton are therefore correct in their assertion that PD interventions are harmful .The harm is not only psychological for PTSD victims, but also financial for the organizations that seek psychological support for their employees. Contemporary Research Most research findings indicate that PD is harmful to trauma survivors. The procedure is associated with several issues that limit its importance (Deahl, 2000). Studies indicate that most people suffering from PTSD get worse after being subjected to PD. Randomized Clinical Trials have failed to give any substantial benefits associated with the procedure (Mayou, 2000). The understanding of the cultural behavior is a prerequisite towards conducting a successful PD. PD conducted in Sri Lanka after the 2004 Tsunami produced important revelations (Deahl, 2000). It was difficult for ‘traumatologists’ to conduct PDs effectively. Cultural ignorance was the greatest impediment towards the success. Sri Lankans were therefore rendered to be in a state of denial. A trial verifying the efficiency of PD in accident victims proved futile in Oxford (Hobbs, 2006). The fact that PD is considered an act of professionalizing stress is evident. Most people become worse after experiencing traumatic exp eriences. PD intervention is associated with negative ramification (Hobbs, 2006). Most victims are uncomfortable with the psychologists that conduct such briefings. Most victims become more traumatized when true facts regarding their state are shared. It is important that information regarding the possible impacts of the experience is shared. The psychological preparation of trauma survivors is difficult. The fact that unknown persons conduct these briefings on a one-time basis leads to undesirable results (Mayou, 2000). Conclusion It is vitally important to note that traumatic experiences may have long term effects to the survivors. However, organizational interventions should not be compulsory. PD should be offered on voluntary basis to avert serious issues concerned with trauma. Other intervention principles that aim at updating critical management policy and offering immediate practical social support should also be enforced. References Bisson, J. (2002). Randomised controlled trial of psychological debriefing for victims of acute burn trauma. British Journal of Psychiatry, 171, 78–81 Bryant, R. (2002). Treating acute stress disorder: an evaluation of cognitive behavior therapy and supportive counselling technques. American Journal of Psychiatry, 156, 1780–1786. Deahl, M. (2000). Preventing psychological trauma in soldiers. The role of operational stress training and psychological debriefing. British Journal of Medical Psychology, 73, 77–85. Hobbs, M. (2006). A randomised controlled trial of psychological debriefing for victims of road traffic accidents. British Medical Journal, 313, 1438–1439 Mayou, R. (2000). Psychological debriefing for road traffic accident victims: three year follow-up of a randomised controlled trial. British Journal of Psychiatry, 176, 589–593

Homeland Security Assignment Example | Topics and Well Written Essays - 2500 words

Homeland Security - Assignment Example I chose to study the New Town High School because this is the school that my daughter attends. She is involved in a number of the school activities, both curricular and co-curricular ones. Besides, this school is in my community and my neighbors’ children attend the same school. For these reasons, any security threat to the school is also a threat to our community; hence it is our responsibility to oversee the security of the school Interviews I interviewed the school principal, a teacher, a parent from the parent teachers’ committee, my daughter, and a junior student. The school principal has a good knowledge of security issues that the school faces, and takes part in formulation of policies that are instituted to address the issues. The teacher has been a member of staff for four years now and his interaction with both the students and administration enables him to access information from the two sides. The parent from the parent teachers’ committee has been a member of the committee for three years now. She interacts with students through her daughter who is a student in the school, and with teachers and faculty in the board. Being a parent in the school, she is concerned about the security issue of the school and lives in the same community the school is in and will give valuable information. My daughter is currently a senior in the school having attended it for the past four years. She actively participates in the school functions such as drills enabling her to interact with other students in an informal capacity, thus being able to pick up any useful information. Lastly, I will interview one junior student who, just like my daughter, participates in a number of activities in the school. The names of the two interviewees are withheld for obvious security reasons. Interviewer: Mr. Principal, could you please tell us the greatest challenges to security and safety of students and staff in the school. Principal: The greatest security chall enges are the manmade threats such as terrorist threats, arson, computer malware, and unprofessional conduct. This is because while we are able to predict and control or prevent natural disasters, we are not able to easily detect and prevent manmade threats because of their malicious intents. The school’s intelligence services are not so sophisticated to get hold of malicious plans beforehand, thus prevention is difficult. Interviewer: What measures has the administration put in place to keep the school safe from natural disasters. Principal: When constructing the premises, we ensured that they were away from fault lines that could lead to earthquakes. We are in constant touch with the meteorological department for any updates on looming disasters. With the break of avian and swine flu, we increased the stock in our clinic with sufficient equipment to detect and treat such pandemics. Besides, our hygiene standards are good with qualified personnel to keep such sanitation outb reaks away. Interviewer: Your school comprises a majority of black students. How are you able to ascertain that they are not a security threat, especially with respect to drug and gang activities. Principal: We are in the process of instituting a full time intelligence service with the help of the Department of Homeland Security. So far, we just look out for any strange activity among the students and investigate. Interviewer: What

Edit Essay Example | Topics and Well Written Essays - 250 words - 1

Edit - Essay Example The second step was that he brought forth early wins which were evident and visible to all employees of the company. This included reduction in number of hierarchies and introduction of two initiatives which particularly aimed at bringing openness, simplicity, self-confidence, and increasing operational speed. The next step was to develop ownership amongst the employees. For this he developed an initiative called â€Å"work out† which created space for open interaction with different level of employees. Thus he ensured that the company had a strong foundation before further global expansion. Moreover, every employee felt connected with every management policy and action. Fourthly, Welch incorporated wins easy to achieve with least capital. This included the policy that every GE initiative must acquire a number one or 2 positions in the market or else fix it, sell it, or close it. The sale of non-performing initiatives created capital for further investment amounting upto $21billion. He abolished strategic planning system and established a real time planning process which involved fourteen key business heads occasionally developing competitiveness strategies. These served as wins that speak to powerful players to receive their

Resource Based View Of Firms Competitive Advantage

Resource Based View Of Firms Competitive Advantage The nature of competition constitutes the basis of a firm s success or failure. Quality today no longer constitutes a competitive weapon. Organisations long term success in a market is determined by its ability to expand and maintain a large number of loyal customer bases. Innovation has always been at the focus of competitiveness. Innovation often occurs in sudden dynamic shifts. It is these sudden competitive changing innovations that open up and close out vast areas of businesses. A firm s core competences is dependent on its capacity to creatively combine core skills (Prahalad, 1993), from both within and out side the organisation. However, what matters is the creative bundling of a firm s core competency (Prahalad, 1993) and thus, the need for a focus on the factors that signal value to the customers. Firms are required not only to improve, but to innovate products and services and anticipate customer needs on a continuous basis. In order to maintain a long-term relationship with the customer, firms need to demonstrate their ability to think for the customer, and to conceive and implement new ways to serve them better. Table of contents Executive Summary 1 1.0 Introduction An Overview of the Resource-Based View (RBV) 2.0 Competitive Advantage and Innovation 3-7 3.0 International Business Machines Corporation IBM 4.0 SONY 8 5.0 Procter Gamble 11 6.0 Conclusion 14 References 15-18 Bibliography and Appendices 19-21 1.0 Introduction An Overview of the Resource-Based View (RBV) RBV is a strategic theory for understanding why some firms outperform others. It is a widely adopted analytical tool of assessing a firm s internal strengths and weaknesses and a business management tool used to determine the strategic resources available to a firm. The fundamental principle of the RBV is that the basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the firms disposal (Wernerfelt, 1984, p172). It provides an explanation of competitive heterogeneity between firms. To transform a short-run competitive advantage into a sustained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile (Peteraf, 1993, p180). Classical RBV theory was contributed by Penrose (1959) almost half a century ago. She argued that a firm is more than an administrative unit. It is also a collection of productive resources. The disposal of the resources between different users over time is determined by administrative decision. Penrose contributed to our knowledge of the creation of competitive advantage, sustaining competitive advantage, isolating mechanisms, and competitive advantage and economic rents (Kor and Mahoney, 2004). Modern RBV theory of the firm was introduced by Barney (1986, 1991), Dierickx and Cool (1989), and Peteraf (1993). Their works assumed that each firm is a collection of key resources and capabilities that determines a firm s strategy. Above-average returns are earned when the firm uses its core competencies to establish a competitive advantage over its rivals. With the progress in the research on RBV, it has become clear that the RBV extends beyond the assets of an organization and reaches i nto its capabilities which have more relation with process and activities. According to Barney (1991), for a firm to have the potential to generate competitive advantage firm resources must have four attributes. First, the firm must be valuable, in the sense that it exploits opportunities and or neutralizes threats in a firm s environment. Secondly, it must be rare among a firm s current and potential competition. Thirdly, it must be imperfectly imitable. Finally, there cannot be strategically equivalent substitutes for this resource . Identify the firm s potential key resources. Evaluate whether these resources fulfill the following (VRIN) criteria: Valuable A resource must enable a firm to employ a value-creating strategy, by either outperforming its competitors or reduce its own weaknesses (:p99;p36). Relevant in this perspective is that the transaction costs associated with the investment in the resource cannot be higher than the discounted future rents that flow out of the value-creating strategy (Mahoney and Prahalad, 1992, p370; Conner, 1992, p131). Rare To be of value, a resource must be by definition rare. In a perfectly competitive strategic factor market for a resource, the price of the resource will be a reflection of the expected discounted future above-average returns (Barney, 1986a, p1232-1233; Dierickx and Cool, 1989, p1504;[1]:p100). In-imitable If a valuable resource is controlled by only one firm it could be a source of a competitive advantage ([1]:p107). This advantage could be sustainable if competitors are not able to duplicate this strategic asset perfectly (Peteraf, 1993, p183; Barney, 1986b, p658). The term isolating mechanism was introduced by Rumelt (1984, p567) to explain why firms might not be able to imitate a resource to the degree that they are able to compete with the firm having the valuable resource (Peteraf, 1993, p182-183; Mahoney and Pandian, 1992, p371). An important underlying factor of inimitability is causal ambiguity, which occurs if the source from which a firm s competitive advantage stems is unknown (Peteraf, 1993, p182; Lippman and Rumelt, 1982, p420). If the resource in question is knowledge-based or socially complex, causal ambiguity is more likely to occur as these types of resources are more likely to be idiosyncratic to the firm in which it resides (Peteraf, 1993, p183; Mahoney and Pandian, 1992, p365;[1]:p110). Conner and Prahalad go so far as to say knowledge-based resources are the essence of the resource-based perspective (1996, p477). Non-substitutable Even if a resource is rare, potentially value-creating and imperfectly imitable, an equally important aspect is lack of substitutability (Dierickx and Cool, 1989, p1509;[1]:p111). If competitors are able to counter the firm s value-creating strategy with a substitute, prices are driven down to the point that the price equals the discounted future rents (Barney, 1986a, p1233; sheikh, 1991, p137), resulting in zero economic profits. 1.1 Competitive Advantage A firm can attain competitive advantage if the current strategy is value-creating, and not currently being implemented by present or possible future competitors. Competitive advantage has the ability to become sustained, however, this is not necessarily the case always. A competing firm can enter the market with a resource that has the ability to invalidate the prior firms competitive advantage, which results in reduced rents (Barney, 1986b, p658). Sustainability in the context of a sustainable competitive advantage is independent with regards to the time-frame. When the imitative actions have come to an end without disrupting the firm s competitive advantage, the firm s strategy can be called sustainable. This is contrary to other views that a competitive advantage is sustained when it provides above-average returns in the long run. (Porter, 1985). 2.0 Competitive Advantage through Innovation A convenient definition of innovation from an organizational perspective is given by Luecke and Katz (2003), who wrote: Innovation . . . is generally understood as the successful introduction of a new thing or method . . . Innovation is the embodiment, combination, or synthesis of knowledge in original, relevant, valued new products, processes, or services. A content analysis on the term innovation carried out by Baregheh et al. (2009) within the organizational context, defines innovation as: Innovation is the multi-stage process whereby organizations transform ideas into new/improved products, service or processes, in order to advance, compete and differentiate themselves successfully in their marketplace.[3] Innovation typically involves creativity, but is not identical to it: innovation involves acting on the creative ideas to make some specific and tangible difference in the domain in which the innovation occurs. For example, Amabile et al. (1996) propose: All innovation begins with creative ideas . . . We define innovation as the successful implementation of creative ideas within an organization. In this view, creativity by individuals and teams is a starting point for innovation; the first is necessary but not sufficient condition for the second. For innovation to occur, something more than the generation of a creative idea or insight is required: the insight must be put into action to make a genuine difference, resulting for example in new or altered business processes within the organization, or changes in the products and services provided. Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline. Innovation is an instinctive behavior in certain companies. It does not emerge overnight, and will not be developed unless the firm is placed in with the right structure. This means that the firms need to identify and address their weakness, decide upon a strategic direction and determine what type of growth innovation will stimulate. In order for firms to survive intensive competition that exist around the globe, firms must be innovative. It is essential to understand what makes a firm innovative and the kind of resources make a significant contribution to a firm s innovation capabilities. We do know that good technological resources and rich innovation resources result in stronger innovation capabilities. Companies need to introduce architectural or business- model breakthroughs in order to develop new strategies to attack competitors and enter new markets. They must identify the gaps in industrial organisation and go into filling these gaps by finding ways to turn them into profitable markets. They need to find new customers, new products or new ways of promoting, producing or distributing them. Strategic innovation goes beyond just product innovation. It links resources and efforts to an overall business strategy and involves making knowledge creation and innovative action a way of life. It seeks to create and expand markets, rather than to react to customer demand and then redirecting its resources from profitable lines to more potentially profitable lines. According to Abraham and Knight (2001), for those managers who know about the strategic innovation approach, the approach serves as a part of intelligence-gene transplant , enabling them to leverage resources to achieve superior growth or competitive advantage. Innovation remains a management dilemma long-term survival requires a commitment to alteration and change through disrupting growth, but it s a strategy few companies survive. In order to solve the dilemma, leaders must address its inherent conflict. The need to innovate is universally perceived as the key to organizational survival, but it s not enough for companies to merely get better. They need to be more differentiated not just through extensions of existing businesses, but mainly through a commitment to continuous growth. Such transformational innovation is a necessity, not an option Strategic innovation process has become such an essential element due to the speed of change and increased competition. According to Abraham and Knight (2001), The process is based on repetitions of the five phase strategic innovation cycle as illustrated in the diagram below. Source : Abraham, J.L, and Knight, D.J, (2001) Strategic Innovation leveraging creative action for more profitable growth. Strategy Leadership 29, pp 24 Abraham and Knight (2001), states that This cycle helps transform difficult-to-describe tacit knowledge and experiences into more explicit form and enables a leader to deliberately and systematically create results-oriented knowledge and innovative action. Abraham and Knight (2001) identifies the five phases as per of the strategic innovation cycle. It is illustrated in Appendix 1. Abraham and Knight (2001) also identified a strategic innovation cycle In the below diagram, the strategic innovation cycle is recurring, generating an increased knowledge and innovation, spiraling up and across an organization and even reaching outside the organizations boundaries Source : Abraham, J.L, and Knight, D.J, (2001) Strategic Innovation leveraging creative action for more profitable growth. Strategy Leadership 29, pp 24 2.1 Criticism of innovation It is often considered that firms often resist to change, both within and outside the organisation. Virtually every large company that has got into trouble has been criticized for not changing rapidly enough. Many firms fail to anticipate change and its subsequent ramifications renders them unprepared, reactionary and lacking the drive necessary to respond to the market s demands. It has become increasingly important for firms today to introduce innovation and flexibility into their core competence (Peters, 1987). Moreover, in order to influence an organisation s potential resources, Prahalad (1993) argues for the development of a proactive framework in which innovation can be planned and managed. 3.0 Over view of International Business Machines Corporation IBM. The building block of IBM reach back into the mid 1880s, however, the company was officially founded in 1911 by Charles F. Flint, as he engineered the merger of Holleriths Tabulating Machine Company, Computing Scale Company of America and International Time Recording Company. The agreed upon name was Computing- Tabulating- Recording Company or C-T-R. C-T-R soon found itself struggling do to over diversification of its product. In 1914 Thomas J. Watson, Sr. was brought in to help homogenize the company. Throughout the Great Depression IBM was able to continue to grow and innovate even when demand for their products began to drop. In the 1940s IBM completed the first ever Automatic Sequence Controlled Calculator, also called the Mark I. In the 1950s IBMs computers became smaller and more practical for business applications such as billing, payroll and inventory control. IBM was the first computing company to sell computers without software bundled into the package, this move generated the multi-billion dollar software industry that exist today, of which IBM is still an industry leader. In the 1970s and 80s IBM worked to get the computer smaller and more convenient for the household format. Floppy disks were introduced to the public market as personal self storage devices. IBM also developed the first Intranet in the mid 80s and created the foundations for what would later become the internet. In the late 1980s and early 90s IBM was struck with turmoil as the PC revolution exploded IBMs long standing relationships with big business saw the company struggling to survive, averaging annual losses of 8 billion. Personal consumers were all the rage not big business consumers. Soon IBM was able to use their intranet experiences of the past and harness the emerging information age using their line of top end servers and integrated business solutions. Today, IBM is a world leading research organisation boasting a track record for breakthrough developments that many other envy and we can match. IBM has an impressive inventory of ideas due to their reliance on in-house expertise. The company has been forging closer links with a range of external technology developers due to changing market demands. To IBM, technology equals participation and interaction, whose prime motive is how it can be more widely applied. IBM employs a breakthrough tool to enhance the team creation process. IBMs future looks strong as they are the underlying producers of servers and business solutions for the e-business industry, which is growing at an incredible rate. 4.0 Procter and Gamble Procter Gamble is a company with more than 100 years on business, and is a clear example of a successful company. Procter and Gamble was founded in 1837 and incorporated in Ohio on May 5, 1905. It began as a small family operated soap and candle company, and now provides products and services of greater quality and value to consumers in over 180 countries. Procter Gamble has one of the largest and strongest portfolios of trusted brands. Procter and Gamble is the producer of products in nearly 50 categories. Because of this, they have been able to bond technologies within the categories in various astonishing ways. Over the years, Procter Gamble s Research and Development team has revolutionized home care. Many breakthroughs originate in the Procter Gamble s laboratories. Procter Gamble operates in more than 80 countries worldwide, which makes for one of the largest global companies around. Procter Gamble s strategy is mostly focused on innovation. They use this strategy to approach consumers more easily, and to obtain the most effective results towards the market share in the industry. Procter Gamble is also strongly committed to the concept of sustainable development, and continues to lead its industry in that regard. The company views sustainability as an opportunity to innovate products that improve the lives of the worlds consumers. Procter Gamble centers its sustainability efforts largely on its core activities. In particular, two key themes are significant to a number of Procter Gambles businesses: water purification technology products and sanitation hygiene. In that context, Procter Gamble emphasizes on innovation in products that serve basic needs of consumers in the least developed countries. The companys high scores in the criteria of product impact and strategies for emerging economies is a reflection of that fact. In developed markets, Procter Gamble focuses on environmental excellence, innovating in products such as cold-water cleaning technologies that provide good performance as well as energy savings and eco-efficiency Procter and Gamble s Innovation strategy is called Connect + Develop. This strategy is seeking to build a global innovation network. Through Connect + Develop relationships, the company continually searches for products, packaging, technologies and commercial opportunities that can be reapplied to brands and rapidly introduced to better meet consumers diverse needs. This strategy seeks to leverage the ideas, talents and innovation assets of individuals, institutes and companies around the world. Innovation Examples: Ready-to-go Technologies: Procter Gamble introduced Bounce, the worlds first dryer added softener, after acquiring the product technology from the independent inventor who developed the innovative fabric-care solution. Ready-to-go Products: In this instance, the deal was struck when Procter Gamble acquired Dr. Johns Spin brush business and added the Crest brand name to the innovation. Ready-to-go Packaging: Several of the Olay Skin Care products now utilize new consumer-preferred pump dispensers originally developed by a European packaging products company. Commercial Partnerships: Procter Gamble found the perfect complement to the Swiffer brand in a hand-held duster developed by a Japanese competitor. The VRIO analysis provides a deep look into Procter Gamble which helps to analyze what makes or does not make this company so unique. Procter and Gamble s physical resources are valuable but not rare, and are costly to imitate. The Procter Gamble Company has over 138,000 employees. Managing this many employees is not an easy task. Training these masses alone is an unprecedented task. Having all these employees work in conjunction is something that is not easy to imitate. Procter Gamble s research team is made up of 7,500 Ph.D.s and researchers. Within Research and Development, there is a strong commitment to find the best researchers, and retain them with a culture designed to reward success, stimulate learning, challenge complacency, and nurture innovation. It is this common goal, which in instilled in those who work in the department, that the company gets its extra vigor and motivation. Criticism Procter Gamble could focus more on the Research and Development department, which has the task of analyzing and preparing potential products for such a complex market. It is also important to mention that India and China are the fastest growing economies, and so this factor represents an opportunity for growth. In the marketing aspect, Procter Gamble has to focus more on demographics and how to target effectively the Asian market. Procter Gamble is a very strong competitive company within the markets that it resides. This company will most likely continue to prosper for some time but always has the possibility of a down fall. As long as Procter Gamble continues to implement their strategies and effectively revise them along with the changes in the markets Procter Gamble will continue to have a prosperous outlook. 5.0 Overview of Sony Corporation; Sony is a company which managed to become an established name in the electronics market. It exists of a mix of businesses ranging from Hollywood studios to high-definition televisions. It is the company which created the forever-famous Walkman, as well as the highly popular Playstation gaming devises. The Sony brand is often seen as cool , hip . It is a company with very high heights, but also very low lows. Not only on the subject of products, but also regarding management and structure. Sony s Play Station video game console is just one of a string of imaginative hit products that include the Trinition colour television and the Walkman personal stereo player. The company s creative, somewhat quirly, eccentric engineer-focussed corporate culture, where ideas and enthusiasm are valued over and above seniority, experience and university degrees, has been the main reason for its success. Consumer electronics industry is changing, competition is becoming intense and product lines are moving closer together. With complacency settting in at Sony, resources became stretched too thinly, managers becamse less demanding and creativity was made over complicated. The case of Sony questions whether efficiency and productivity really go hand in hand with creativity and innovation. Sony is struggling to find a balance between the drive to stay innovative and the cooperate need to not fall behind the competition in key markets. It must decide whether it is leading, following or simply standing still. Criticism Sony could afford to concentrate on product quality and can have a more rigorous project management structure. First mover advantage is active in evolutionary technological transitions which are technological innovations based on previous developments (Kim and Park 2006, p, 45, Cottam et al. 2001, p. 142). Late entrants may comply with the technological innovativeness and increase pressure of competition, hence, seek for a competitive advantage through making the existing competences and resources of early entrants invalid or outdated. In other words innovative technological implications will significantly change the landscape of the industry and the market, making early mover s advantage minimum. However, in a market where technology does not play a dynamic role, early mover advantage may prevail. 6.0 Critiques of Resource Based View. The RBV s lack of clarity regarding its core premise and its lack of any clear boundary impedes fruitful debate. Given the theory s lack of specificity, one can invoke the definition-based or hypothesis-based logic any time. Again, we argue that resources are but one potential source of competitive heterogeneity. Competitive heterogeneity can obtain for reasons other than sticky resources (or capabilities) (Hoopes et al. 2003: 891). Competitive heterogeneity refers to enduring and systematic performance differences among close competitors (Hoopes et al., 2003: 890). The limitations of RBV are mainly in two aspects. First, RBV alone does not capture all the essences of competitive advantage of the firms. RBV provides no perspective on why and how some firms rather than others accumulated valuable and inimitable resources, or indeed what made these resources valuable and inimitable (Lazonick, 2002). In order to explain competitive advantage, the RBV must incorporate the evolution over time of the resources and capabilities that form the basis of competitive advantage (Helfat and Peteraf, 2003). Second, RBV ignores the external elements and focuses on the internal. A complete model of strategic advantage should adopt both the internal dimension which is based on periodic reviews of the fitness of the firm s current resources and the external dimension which is oriented towards an appraisal of the resource endowments of outsiders such as competitors, customers, suppliers and so on. Furthermore, it is also important and relevant to briefly discuss the concept of resource and capability. A firm s resources can be classified into two categories: tangible resources and intangible resources. Tangible resources are assets that can be seen and quantified. Intangible resources are rooted deeply in the firm s history and that have accumulated over time. Barney (1991) and Grant (1991) classified tangible resources into four forms: financial resources, organizational structure, physical resources and technological resources. Grant (1991) and Hall (1992) identified three kinds of intangible resources: human resources, innovation resources and reputation resources. Priem and Butler (2001) made four key criticisms: The RBV is self-verifying. Barney has defined a competitive advantage as a value-creating strategy that is based on resources that are, among other characteristics, valuable (1991, p106). This reasoning is circular and therefore operationally invalid (Priem and Butler, 2001a, p31). Different resource configurations can generate the same value for firms and thus would not be competitive advantage The role of product markets is underdeveloped in the argument The theory has limited prescriptive implications However, Barney (2001) provided counter-arguments to these points of criticism. 7.0 Conclusion In order to maintain a sustainable competitive advantage, firms will have to out-innovate the competition continuously so that it is the customer who constitutes the ultimate beneficiary. All too often firms lose sight of their primary goal their customers needs, wants and values in pursuit of innovations that appear to promise improved efficiency and augmented financial benefits. Thinking for the customer , it is argued, implies that innovation derives from customer orientation: the firm s desire to serve and reward their customers. Furthermore, beyond a firm s technological innovations, what has become increasingly important is the firm s service innovations. Service innovation is the process through which a firm undertakes changes in its philosophy, culture, operations and procedures to add value to the result of the service/product for the benefit of the customer. It requires an understanding of the complex nature of customers needs and the values attributed to combined product and service offerings (service package). Essentially, therefore, service innovation depends on a firm s ability to use this understanding to evolve, collaborate and enter partnerships that effectively fulfil their customers holistic needs and, thereby, increase the opportunities for customer allegiance (relationship). A number of issues have emerged from this study which have important contributions in both innovation as a competitive advantage and how resource based view is applied in the real world . While the above arguments tender theoretical understanding and explanation, it is recommended that future empirical research need to be done to complement this study, particularly in terms of identifying the various analytical tools for understanding and developing competitive advantage.

A Millimeter Too Far: Metastatic Melanoma Essays -- Disease, Disorder

Summary Metastatic Melanoma is defined as the transformation of normal melanocytes due to unregulated growth factors involved in normal cell proliferation. Identifying the altered genes via mutation, deletion or amplification will enable us to find a treatment that is tailored to correct that particular gene. Introduction Melanoma determines skin pigmentation. Neural crest cells give rise to Melanocytes which transfer to the skin and hair follicles during embryonic progression. There are 5 phases in which melanoma develops, firstly nevus, then dysplastic nevus, next radial-growth phase, after that vertical growth phase and finally metastatic melanoma. The most important transition is RGP to VGP because this is where keratinocyte mediated growth control is lost, related with tumour thickness being a forecaster of metastatic melanoma. Risk factors are environmental and genetic; exposure to ultraviolet radiation causes melanocytes to produce melanin, which is taken up by keratinocytes and hereditary mutations create susceptibility to developing melanoma. Symptoms are small dark spot, with irregular borders or a change in an existing mole. However, tests such as skin biopsy are carried out to verify whether the mole is a tumour or not. At the early stage, melanoma is excised with low chance of it reoccurring, but with metastatic melanomas an aggressive form of treatment would be needed such as chemotherapy and radiotherapy. Protective clothing, sun screen and early detection prevent melanoma from developing. Genes Altered In Metastatic Melanoma The development of melanoma is the attainment of mutations in regulatory genes. Three pathways have been found to be deregulated in melanocytic tumours, including the RAS-RAF-MEK-ER... ...l autonomous growth: the Rb/E2F pathway. Cancer Metastasis Rev. 18 (3), 333-43. 5. Linley AJ, Mathieu MG, Miles AK, Rees RC, McArdle SE, Regad T. (2012). The helicase HAGE expressed by malignant melanoma-initiating cells is required for tumor cell proliferation In Vivo. The journal of biological chemistry. DOI: 10.1074/jbc.M111.308973. 6. Maelandsmo GM, Flà ¸renes VA, Hovig E, Oyjord T, Engebraaten O, Holm R, Bà ¸rresen AL, Fodstad O. (1996). Involvement of the pRb/p16/cdk4/cyclin D1 pathway in the tumorigenesis of sporadic malignant melanomas. Br J Cancer. 73 (8), 909-16. 7. Melnikova VO, Bolshakov SV, Walker C, Ananthaswamy HN. (2004). Genomic alterations in spontaneous and carcinogen-induced murine melanoma cell lines. Oncogene. 23 (13), 2347-56. 8. Pà ³pulo H, Lopes JM, Soares P. (2012). The mTOR Signalling Pathway in Human Cancer. Int J Mol Sci. 13 (2), 1886-918.

Intel’s Capital Budgeting Decision in 2013 Essay

An arguable capital budgeting decision in Intel’s Financial Plan 2013 Thursday 17 January 2013, Thomson Reuters, the world’s largest international multimedia news agency, has highlighted some concerns about Intel’s Financial Plan 2013. Noel Randewich, the report’s writer, thought Intel Corporation’s current-quarter revenue forecast disappointed Wall Street analysts. The reason behind is Intel will spend more $2 billion of its increased spending on expanding researching facility. This action is a controversial one because it has feedbacks from different sides. Essentially, one major worry is probably that the predicted personal computer market size is going to be smaller in 2013 while Intel lays a bet on very huge investment. However, Chief Executive Paul Otellini said that modern long-term assets could help Intel maintain the lowest cost as possible. On the other hand, some other Wall street analysts advocate Intel’s decision due to fact that it would be a plus for company ‘s operating efficiency. Intel was founded in 1968 with a vision for semiconductor memory products. It is best known for producing the microprocessors found in many personal computers. The company also makes a range of other hardware including network cards, motherboards, and graphics chips. Yet Intel became reputed after Wintel alliance with Microsoft Corporation, which enabled Intel to possess 80% of personal computer chip market. Back to the new event in the 2013 first quarter, the $2 billion investment on long-term assets belongs to capital budgeting decision type. Undoubtedly, it is very important decision because Intel has to face a great number of effects. The first clear limitation could be that Intel would run the operation under its capacity due to unused space of new plant as well as to the reduced market size. At the same time, another stumbling block might be that its higher fixed cost than previous years unquestionably harms the company’s bottom line. Intel estimated first-quarter revenue of $12.7 billion, plus or minus $500 million whereas analysts expected $12.91 billion for the current quarter. Wall Street analysts assumed that Intel has been making a risk bet for 2013 and Intel should not expand its business while the PC chip market is not growing much. It is very reasonable for those analysts to think like that because Intel now has a absolutely strong competition with other competitors for the new market segment of mobile phone chip making. It has recently entered this market territory in 2012 and its market share for smart phones is less than 1 percent, trailing Qualcomm, Samsung Electronics, ARM and others. Therefore the whole market size for Intel is not really large when compared to some previous years. However, Intel’s investment decision definitely holds positive aspects for the reason that the long-term implications of said decision is to keep the cost lowest on a per unit basis owing to the leading edge capacity. Besides this, a second plus point could be Intel has prepared a plan to raise the market share in the whole industry with a new facility of researching future manufacturing technology. It seems to be a sign of innovations, new products, new market share and of course higher returns in 2013. In conclusion, this Intel’s capital budgeting decision is surely a bet but times and the company’s efforts itself will answer us how it can uphold the leading position in chip making industry in 2013 and following years. Works Cited Noel Randewich, Liana B. Baker. â€Å"Intel CEO to retire as chipmaker struggles with mobile.† Reuters.com, 19 Nov 2012. Web. 18 Jan 2013. Noel Randewich. â€Å" Intel weak outlook, spending hikes unnerve Wall Street.† Reuters.com, 17 Jan 2013. Web. 18 Jan 2013. Patrick Darling. â€Å"Intel Reports Full-Year Revenue of $53.3 Billion, Net Income of $11.0 Billion.† Newsroom.intel.com, 17 Jan 2013. Web. 18 Jan 2013. Discussion Questions 1. Are there any different pros and cons for Intel’s capital budgeting decision apart from ones said in the analysis? 2. With this new investment, give the probability that Intel can raise its share more 1% in smart phones chip making market. 3. How can Intel stabilize the profit margin after a huge investment in 2013 first quarter?

The Legend of Lucretia in Roman History

The legendary rape of Roman noblewoman Lucretia by Tarquin, king of Rome, and her subsequent suicide are credited as inspiring the revolt against the Tarquin family by Lucius Junius Brutus which led to the founding of the Roman Republic. Dates: 6th century BCE. The rape of Lucretia is said by Livy to have happened in 509 BCE.Also known as: Lucrece Where Is Her Story Documented? The Gauls destroyed Roman records in 390 BCE, so any contemporaneous records were destroyed. Stories from before that time are likely to be more legend than history. The legend of Lucretia is reported by Livy in his Roman history. In his story, she was the daughter of Spurius Lucretius Tricipitinus, sister of Publius Lucretius Tricipitinus, niece of Lucius Junius Brutus, and wife of Lucius Tarquinius Collatinus (Conlatinus) who was the son of Egerius.   Her story is also told in Ovids Fasti. The Story of Lucretia The story begins with a drinking bet between some young men at the home of Sextus Tarquinius, a son of the king of Rome. They decide to surprise their wives to see how they behave when they are not expecting their husbands. The wife of Collatinus, Lucretia, is behaving virtuously, while the wives of the kings sons are not. Several days later, Sextus Tarquinius goes to Collatinus home and is given hospitality. When everyone else is asleep in the house, he goes to Lucretias bedroom and threatens her with a sword, demanding and begging that she submit to his advances. She shows herself to be unafraid of death, and then he threatens that he will kill her and place her nude body next to the nude body of a servant, bringing shame on her family as this will imply adultery with her social inferior. She submits, but in the morning calls her father, husband, and uncle to her, and she tells them how she has lost her honor and demands that they avenge her rape. Though the men try to convince her that she bears no dishonor, she disagrees and kills herself, her punishment for losing her honor. Brutus, her uncle, declares that they will drive the king and all his family from Rome and never have a king in Rome again. When her body is publicly displayed, it reminds many others in Rome of acts of violence by the kings family. Her rape is thus the trigger for the Roman revolution. Her uncle and husband are leaders of the revolution and the newly-established republic. Lucretias brother and husband are the first Roman consuls. The legend of Lucretia—a woman who was sexually violated and therefore shamed her male kinsmen who then took revenge against the rapist and his family—was used not only in the Roman republic to represent proper womanly virtue, but was used by many writers and artists in later times. William Shakespeares The Rape of Lucrece In 1594, Shakespeare wrote a narrative poem about Lucretia. The poem is 1855 lines long, with 265 stanzas. Shakespeare used the story of Lucretias rape in four of his poems via allusions: Cybeline, Titus Andronicus, Macbeth, and Taming of the Shrew. the poem was published by printer Richard Field and sold by John Harrison the Elder, a bookseller in St. Pauls Churchyard. Shakespeare drew from both Ovids version in Fasti  and Livys in his history of Rome.