Explain why it is important for marketers to understand the concepts Essay

Explain why it is important for marketers to understand the concepts of market segmentation and target marketing - Essay Example Market segmentation has over time been regarded as one of the fundamental concepts in modern marketing. The segments formed are thus constituted by consumer groups who have similar requirements, as well as groups of services and goods that exhibit similar attributes. Ideally, market segmentation concept has been largely associated with Wendell R. Smith, in the paper he first he first published in the year 1956 (Kim, Park, Lee & Lee, 2006). According to him, "Segmentation is based upon developments on the demand side of the market and represents a rational and more precise adjustment of product and marketing effort to consumer or user requirements† (Flint, Woodruff, and Gardial, 2002). In this respect, therefore, segmentation is viewed as being disaggregative in regard to its trends and effects in bringing about recognition of various demand schedules where only one was initially recognized. The concept of market segmentation is dependent on the recognition of differentiated product demands, whereas its application as a tool for marketing is dependent on the effectiveness in identifying the most befitting variables which can be used to divide total demand into segments that are economically viable (Freytag and Clarke, 2001). The segments that are economically viable could be seen as having the sufficient size that enables the marketers to attain sufficient level of profit through catering to certain needs of the members therein. According to Yankelovich and Meer (2006), "the idea that all markets can profitably be segmented has now received almost as widespread acceptance as the marketing concept itself". This notion is shared by Kim, Lee and Koh (2004), who note that market segmentation relies on the idea that there is need for the company to divide or segment the market in a manner that enables the achievement of certain sets of buyers. The sets of buyers, or the resu ltant

Barriers and Disparities in Health Care Research Paper

Barriers and Disparities in Health Care - Research Paper Example The paper â€Å"Barriers and Disparities in Health Care† investigates the numerous barriers to achieving satisfactory health care, which in turn lead to disparities and eventually result into poor healthcare. Some of the barriers currently existing in the health care provision include geographic barriers, socioeconomic and cultural barriers. Geographical barriers refer to people living in the rural parts who cannot get quality health care because of insufficient facilities in those regions. Health care facilities in the rural regions are normally understaffed because there is challenge of recruiting the health care providers to work in the rural regions. Rural populations are exposed to numerous geographic and climatic barriers which at times makes the hospitals to be located in rugged terrain which are not easily accessible. Moreover, there are lacks public transportation in the rural areas which hinders populace from receiving health care. There is also widespread poverty in rural areas than in the urban settlements. Socioeconomic factors also largely deters adequate provision of quality health care since low income households cannot afford health insurance cover and access the high cost of health care delivery. The less income families may not be able to pay for essential out of pocket charges such as deductibles and medicines even if they may afford insurance cover. Socioeconomic factors are therefore very significant in preventing adequate access to health care facilities.... Cultural beliefs about diseases and health care differ amongst different communities around the world across the world. For instance, the Western attribute of healthcare may differ from other countries health belief systems. Other people especially from Asia are always comfortable with traditional mode of treatment than the modern strong and improved medicines. Sensitivity about culture is therefore very important because any disregard of culture by a healthcare practitioner may prevent an individual from vulnerable populace from receiving quality healthcare. There is disparity in health literacy and therefore health care providers must ensure that they consider cultural considerations before for successful health care delivery (Agency for Healthcare Research and Quality, 2013). Health Care Disparity Better health outcome requires that the entire population should receive equally superior health care but this has not been the case due to numerous disparities that persist. Disparities however differ in almost every population depending on various factors. Ethnicity, culture and race are amongst the parameters that contribute to disparities in healthcare provision. Generally, these disparities can be classified into communication failure, provider discrimination and lack of preventive care (Mason, Leavitt & Chaffee, 2006). Communication between health care providers and the patients is vital in ensuring adequate provision of health care. Failure to properly communicate may result into inappropriate diagnosis and improper admission of medicines. There are some patients who cannot speak similar language as the health providers hence there may be a need of

Worlds cheap products Essay Example for Free

Worlds cheap products Essay This shows that he is expressing his anger for the worlds cheap products through his work, repressing it as a statue, called Ogun. The form of this poem is very simple with short sharp sentences and two lined stanzas, that give a cold feeling of wanting to put his point across more than anything else. The tone of the poem is mostly anger of the writers uncle because of the fact no one will buy his goods. The world just wants cheap, soulless things, and his tradition and identity suffer as a result. In Nothings Changed the main message put across is that although racism has changed with laws and such, the feelings that remain are exactly the same. This fits in with the suffering of identity because even when laws have been passed and it says you can be a certain place, or do a certain thing, you still feel like you cant and that you are treated the same, because of the colour of your skin. The message of this is brought across with several techniques. The imagery gives a feeling of hurt and deceit, and of a gut feeling of everything being the same it makes you think of pain that has happened, and that will continue to happen. The reader gets a feeling that the place is wasteland with rubbish and rubble everywhere, like a ghost town deserted and quiet. The language of the poem is thoughtful and heartfelt. The first part of the poem tells us that the man in the poem is breathing heavily, scared, frightened because of the terrain he is walking through.  And the soft labouring of my lungs, and the hot, white, inwards turning anger of my eyes  This tells us he is bottling up his feelings about the place and that he is angry because of what had gone on there before. He cannot get the anger out of his system nor does he feel welcome in this place; he feels a connection with the weeds on the floor, both unwanted and uncared for. As the poem goes on it tells you he is more angry and powerless because nothing has changed from when he was a child: I back from the glass, boy again  He tells us that he still feels a victim of apartheid, weak, small and powerless, because everything is the same as when he was a child. Even though things have physically changed, things will never mentally change. Some of the words in the poem such as haute cuisine gives an effect of expense and exoticness so that only rich people could afford it, which lets you know that things are strange to the writer. The form of this poem is put across in short simple words. The first stanza tries to imitate footsteps.  Small round hard stones click, under my heels  The tone of the poem is angry, upset, hurt and very serious this is put across by the whole feel of the poem to show that he feels out of place, in the place he was brought up. This inevitably causes pain and inner suffering The poets want to put across the fact that readers should learn and understand that just because something is different, it may be a lot better than what you thought, and that you should treat people as you wish to be treated and not discriminate. They also show that poets from other cultures and traditions show suffering because of their identity because people are prejudiced and feel threatened by something that is different. The poets suffer because they do not feel as if they can fit in, as people treat them differently or are not so easy to get on with as someone from the same sort of background.

LEADING CHANGE: Analysing The Change Agents Role

LEADING CHANGE: Analysing The Change Agents Role This essay focuses on introducing change in the organization. It looks into the change agents role; the positives and negatives on the personal front. It also critically analyses how much power lies in the hands of the senior management in implementing change in an organization. A case study has been incorporated into the report to understand how managers implement changes or imbibe them into the organization in real life. CHANGE AGENT According to the Oxford Dictionary, Change is à ¢Ã¢â€š ¬Ã‚ ¦to make or become differentà ¢Ã¢â€š ¬Ã‚ ¦. Recently, multinational corporations (MNCs) have been facing a lot of changes in their strategic direction as well as their day to day activities. (Stone, 2008) Generally, corporations have experienced a lot of resistance to change from their employees. In order to ensure that the change is incorporated smoothly into the organization, the recognition of a Change Agents role becomes essential. A change agent, by definition is, A person who acts as a catalyst for change. (Stone, 2008) There is a deep connection between leading and changing the organization. As Ahn rightly put it; The avoidance of change has been described as the opposite of leadership. (Jick et al, 2003) Leadership involves motivating a group of people and aligning their interests towards a common goal in the aim of achieving it. Change agents could be anyone in the organization who is the driving force behind the change. For Instance, the CEO of the company would be recognized as a change agent on several occasions or a consultant may be hired; who acts as the agent as well. (Jick et al, 2003). The change agents competitive advantage lies at his/her ability to act in response to the change. There are three general types of responses one can expect from a change agent. (Ulrich et al, 1997) Initiative Changes, whereby the change agent responds by bringing into the organization; new procedures or projects. This is basically done at the strategic level. The second type of response is Process Change. This occurs more at the operational level; where the change agent focuses on how the task is being carried out; and whether the work can be simplified or distributed; based on the organizational structure. The last type of response is the Cultural Change. It transforms the organizations way of thinking. (Ulrich et al, 1997) POSITIVE AND NEGATIVE ASPECTS OF A CHANGE AGENTS JOB Change agents are most susceptible to change themselves. (Jick et al, 2003) The agents go through a variety of positive and negative emotions and issues while dealing with implementing change in the organization. Firstly, the most obvious issue change agents face will be the resistance to change by the employees. This occurs irrespective of how well/not the agent handles his job. Someone, somewhere, at some point in time during the implementation will have a thought process which does not align to that of the others. This leads us to the secondary issue, which is frustration. In case the change introduced by the agent backfires, he would be the first person the organization will blame. The agent would feel isolated and might even get de-motivated at the thought that the plan he introduced did not work out. (Jick et al, 2003) Though the negative issues do seem to give an impression that the change agents job is always dreary, its often counteracted by positive challenges and emotions. The adrenaline rush of having transformed an organization successfully because of that change is a huge plus point. Change cannot be decided by one person; hence requiring the agent to involve himself in a lot of interaction with his employees by which new relationships develop. Often, when the agents look in retrospect, they find that they have gone a long way, and the factor of self fulfillment shows up. With every step, the agents would have utilized their strengths, opportunities and overcome their weaknesses and threats. (Jick et al, 2003) POWER AND CHANGE Power is defined as; The ability to influence various outcomes. (Bowditch and Buono, 2005: 195). This statement makes it clearer there is a close relationship between power and change in the organization. French and Raven (1959) came with a power base table which can be applied to change management. (Graetz et al 2002: 242-3) This basically deals with power and change in terms of top down approach. There are five types of powers of which one or two of them might lie with the management responsible for the change. Reward Power, whereby the managers reward the employees for their co-operation; Coercive Power, which means the employees get punished for non compliance; Referent Power, where personal relationships are used against them to follow the change; Expert Power, where specialist knowledge is required to understand the change procedures and reason for attempting them. The last power is the Legitimate Power, where change is decided by the senior staff and seems necessary for success. (Jick et al, 2003) This approach lays emphasis on implementation, and is a lot faster. The major disadvantage here is that resistance will arise from employees and middle level managers. Organizations generally rely on internal managers or external consultants to introduce change. Consultants are preferred since they have a neutral attitude towards the situation; and may be a lot more skilled and knowledgeable in the area. It would be a good idea to combine both of them i.e.; have internal managers as well as external consultants. (Stone, 2008) In contrast to the French and Raven power base, another strategy might be to hand over the power to the employees. This is the bottom up approach. While it encourages employee participation and reduces uncertainty on their part; it is very time consuming. (Stone, 2008) CASE STUDY Dennis Hightower was Disneys newly elected vice president for Europe. He was required to develop a different business strategy that was something totally different than what had been done in the past. He was given a time limit of three months. Walt Disney started off as a small company in the entertainment industry and emerged as one of the top most in recent times. They reported overall revenue of $3 billion dollars. A particular division in the company; Disney Consumer Products (DCP) reported $167 million of division revenue. Soon after, this division was involved in international licensing. The market was very diverse with complex environments. Hightower had formulated a certain strategy in mind. This report focuses more on the way he implemented it across the organization. He followed the Squeaky Wheelchair Theory; which meant he got involved into the situation only when there was a problem. Rather than ordering his team members on how its done; he persuaded them to see the logic and how each of their contributions added value to it. Loyalty was a key factor in his method. He trusted his team enough to let them make their own decisions to a great extent. This helped him ensure he had his teams support and all their goals were on the same track. Disney underwent a radical change, where fundamental changes were produced in the organization. Its generally more threatening than an incremental change. (Where the changes involved are on a small scale; for example, modifications in the day to day operations, etc.) This change was planned as well; which meant the change was implemented in an organized manner by the change agent. In essence, Hightower was the change agent; who tackled the above stated issue in a way which led to higher profits for the company. (Jick et al, 2003) CONCLUSION A change agent is thus very important in the introduction, leading and managing the change in the organization. Its very important to find the right person at the right time as it can make or break the situation. Positive and negative issues occur in every job and the change agent is no exception. Its important for the change agent to take up challenges such as resistance and try and make them work in his/her favor. The relationship between power and change is debatable, but finally, what counts is what exact change the organization is planning to undertake; if its a situation which is of strategic importance, its better for the top management to decide. The case study showed us one of the real life examples of change management.

Indian trade liberation :: essays research papers fc

The International Trade Liberalization of India According to many global economic studies the key to peace is through the promotion of free trade and the institution of democratic principles, this theory also known as liberal international relations theory. In late 1991, with the transfer of the Indian Parliament into the hands of political and economic reformers, despite much opposition, India began its quest towards liberalization. The reform implemented freer trade in the largest democracy in the world. Facets of the Reformed Policy since India's independence from British control in 1947 until India’s Prime Minister Narasimha Rao took office, have characterized Indian’s foreign policy as fairly isolationist. During the Cold War period India retained a policy of nonalignment. It was uncommitted to either the West or the East and stuck to an "Swadeshi" ideology. This Swadeshi ideology simply meaning "India first," and was an extremely nationalistic ideology that advocates self-sufficiency. Just under a decade ago, Indian foreign policy has taken significant strides towards liberalization. Since Prime Minister Narasimha Rao assumed his position as the head of this state in economic shambles, India has undergone significant reform in its domestic and foreign economic policy. Rao's administration implemented major changes in international banking, interest rates, and the ability to fully convert rupees (India's currency) into international tradable transactions. But most importantly, towards the end of 1991, Prime Minister Narasimha Rao opened India's doors to international foreign investment. Many global economic studies stated the reforms in 1991 were simply necessary. As Clive Crook reported in The Economist at the time, the new government attempted to restructure the "ever-proliferating bureaucracy" and the "license raj". This reshaping dismantled the barriers for international foreigners to enter into the Indian markets. Such barriers included ser ies of permits and licenses granted only by members of the Indian Parliament or high-ranking bureaucrats. These complicated and inefficient policies turned away potential foreign investors and, therefore, hurt the Indian economy. As part of the reform plan, Prime Minister Narasimha Rao implemented revolutionary changes. According to the Asian Survey by Nalini Kant Jha, Prime Minister Narasimha Rao limited the equity participation to 40% and removed the provision for the necessity of local control of industry. India also turned into favoring export-led growth; therefore, it removed restrictions on foreign trade and significantly reduced customs duties and tariffs on imports. Since the advancement towards liberalism and the legitimacy of its government, India has strongly remained the largest democracy in the international environment.

Leadership Theories/ Approaches Essay

As individuals, all seek to improve their personal, social and professional roles. As organizations, they seek people able to guide others and maximize performance. One of the thoughts that come to people on this is to achieve Leadership but to be able to do it, it is imperative to understand its meaning, its strengths, its weaknesses and all concepts that may help individuals and organizations to approach it in their modern world. Thanks to these needs, many researchers have been looking for answers and ways to represent what is leadership significance. The purpose of this essay is to analyze and discuss two theories/approaches of leadership, in order to gain a better understanding. Every individual experiments the meaning of leadership (in family, school, playground, politics, professional work, among others). Some studies present leadership as a trait or behavior and some others from an information perspective or relational position and to be studied qualitative and quantitative m ethods have been applied in varied contexts (Northouse, 2009). Behave as a leader determinates success in individual ´s careers and outcome in organizations, in other words leadership behavior leads in effectiveness (Lussier and Achua, 2009). Theorist agreed that the perspective or how leadership is interpreted can be divided in two groups: Classical and contemporary theoretical approaches. To focus in modern views could mean to pass over the classical views such as the traits approach, behavior or style approach and the situational approach which are often condemned because according to some authors, it does not cover the whole reality (Winkler, 2009).To discuss this point one of the classics views of leadership as the situational approach is and one modern approach as transformational approach will be developed. Classical approaches undertake just one directional relation between leaders and followers where leaders have particular trait that differentiate them from those who follow them while most of the contemporaries approach consider it a s an interaction process (Winkler, 2009). Classical theories describe characteristics and behavior of leaders (Rost, 1991), opposite of modern approaches which seem it as a complex interaction (Yuki, 2006). Situational approach is one of the most known and diverse approaches of leadership, developed by Hersey and Blanchard (1969) based on Reddin ´s (1967). This approach says that different kinds of leadership are required for each different situation which can be inferred as the ability of adaptability to different environments to be an effective leader. Situational approach demands that there are a directive and supportive dimensions which compose it and they are highly important to be applied fittingly to the situation involved. In order to determinate what is required a leader, must understand the scenario and evaluate the employees to identify their skills to perform a task given and after the analysis to choose the level of being directive and supportive (Northouse, 2009). There are cases when one is more suitable than the other. Everything depends on the situation. In other words it means that a leader is called to match their style to the skills of their employees. The most effective leader is who match her or his own style to employees ‘needs. Blanchard (1985) and Blanchard et al (1985) provided a model of situational approaches which was based on the previous model described by Hersey and Blanchard (1969. Situational Leadership. Taken from Blanchard et all (1985). To better understanding the dynamics of situational approach can be divided into two: Leadership styles and Development level of subordinates (Northouse, 2009). The former makes reference to the behavior pattern of a person who seeks influencing others, including the directive or task oriented behavior and the supportive or relationship oriented behavior. According to the graphic below the leadership styles can be discriminated in 4 categories: supportive, coaching, directive and delegating style which is described under each one depending on the levels of directive or supportive behavior assumed. Development levels calls the level of commitment from the employees. It goes from low to high level depending on the interest and confidence on the employees in their work. To mention some of the strengths of the situational approach it is convenient to mention that it give emphasis to the leader flexibility (Graeff, 1983). Leaders need to know their subordinate ´s aims and accommodate to them. Employees do not act or react in the same way for all tasks provided, they distinguish between each one and their behavior is different in each situation, so leaders (Northouse, 2009). Least but not less, situational leadership reminds leaders to treat each subordinate different, according to the task (Fernandez and Vecchio, 1997). On the other hand, there is not enough evidence of research in this field to maintain the theoretical basis (Fernandez and Vecchio, 1997). When looking at Blanchard’s model there is kind of ambiguity because there is not clear relation or combination between commitment and competence in subordinates (Graeff, 1997). To determinate the validity of the relationship established by Hersey and Blanchard ´s model, Vecchio (1987) carried out a test with more of 300 hundred schools and found that teacher new hired whit high structured styles leadership were performing better while experienced teachers were indifferent to the leadership style of the principal (Northouse, 2009). Even when criticized this approach has still some application areas such as consulting because of its easy conceptualization and application. Situational leadership for instance can be applied in the first stage of a project when the conception of the idea is important (Northouse, 2009). To help the reader to understand more about situational approach there are two situations described Situation 1 Budget restrictions were set in the department and a project must be consolidated. The manager thinks to pass this responsibility to an employee who is highly capable and with so much experience. This employee is well known and respected by most if the rest of the staff (Adapted from Northouse (2009)). In this particular situation which actually is faced frequently by organizations, the style of the manager or leader which was assumed is the â€Å"delegating style† when through delegating the accomplishment of the task to the employee is performing a low directive level and low supportive level when is asking the employee to be in charge and because of the capabilities of the employee is allowing them to decide how to do it. Situation 2 Someone was recently named head of a department in a new regional office. When knowing the staff, noticed that one of the experienced employees do not follow the tasks assigned who is new and very enthusiastic and wants to get ahead in the organization (Adapted from Northouse (2009)). . This case describes a very often situation where organizations find some enthusiastic employees who fail following tasks. Because of the lack of experience of the employee but the high motivations to succeed, the most suitable leadership style would be â€Å"Directing†. The employee requires to be told about the specifications of each task of the job and also the performance needs to be monitored. A more contemporary approach is the transformational leadership which stands for creation of a valuable change positive to followers. A transformational leader focuses on transforming others, helping each other to motivate people and maximize the performance of individuals. In particular this leadership approach was created to provide a framework that stop leaders of adopting the last leader style of the day found in any book store. In the nature of transformational leadership consciousness is inherent and also the ability to raise consciousness in others (Hacker and Roberts, 2003). The skills aimed are managerial and leadership and certainness of when call one style on a particular situation (Hacker and Roberts, 2003). Transformational leaders motivate their followers to do more than what they think is possible to do achieving better performances (Bass, 1998). Leaders applied one or more of the four components of the transformational leadership. According to Bass and Avolio (1990) leaders who achieved high performance results, employ the four components: charismatics or idealized influence, Inspirational motivation, intellectual stimulation and Individualized consideration. The former is when followers identify the leader as an example and make it a model. Those leaders obtain the best of the followers because they gain their trust and respect. The inspirational leader, encourage their followers in a positive way and show them security when present their future plans, stimulating people to achieve high performance levels (Bass, 1985). When they stimulate the intellect of their followers, they enhance their creativity and persuade them to re think the ideas to solve a problem. The later, individualized consideration is applied when leaders diagnostic the needs and characteristics of their followers and care about each individual. Into a changing environment, the best leaders are those who are able to create consciousness in their followers about what they do (Bass, 1987). This kind of leadership happens when leaders get their followers highly compromised with their objective into an organization, make then ware of their needs of personal growth, development and achievement of goals, and when motivate them to work well for the general benefit of the organization and not just the personal benefit. An organization having conscious relationships with purpose and direction builds a strong environment to insert radical change (Hacker and Roberts, 2003). Relational transformation and consciousness. Taken from Hacker and Roberts (2003) To illustrate transformational results into an organization the example of leadership in St. Charles medical system, Bend, Oregon (Adapted from Hacker and Roberts, 2003) will be used. Mr. Jim Lussier Leadership position: CEO Organization: St. Charles medical system, Bend, Oregon Transformational results: In 1989, Jim Lussier projected to transform St. Charles Medical Center (SCMC) Jim ´s vision charmed people over the world, resulting in varied questioning about existing hypotheses. The innovative results of reduced costs, reduced lengths of stay, greater patient satisfaction, award-winning service and a long waiting list of nurses seeking being employed, reveal the skills of leader transformation and structuring an organization of meaning. SCMC proved that real caring can coming back to the medical system which for many patients is currently a non-existing service. And for many doctors, nurses and other caregivers they system where they practice is not alive. SCMC under Jim ´s leadership has evidenced something unique that other medical services do not have. To construct his successful approach, Jim employed over 250 task forces to analyze which changes must be done. Through a process of five years Jim and his team redefined the healthcare delivered service, pointing that the spirit of love and compassion must be enhanced to technology and intellect in curing the body. Every process and procedure was reengineered and the healthcare givers were trained in patient-relationship basis, the staff was encouraged to innovate and be creative. When Jim Lussier was asked: How did you build your vision and involve others in? He commented that he created his vision in a personal level and with his mind clear and with the perception of their job as creation of continuum services in order to improve health. He was positive convinced that what they needed were people with a mission in their lives to work with them. Jim ´s statement evidences what the transformational leadership seeks in a leader, it is to get people clear in their minds about his projections and through that get followers that want to take part and improve themselves offering their best. After considering both approaches the author of this essay establishes that even when both were attempted in different times, both are the answers that at their moments were given by the researchers that were interested in improve the performance of organizations. The classical approach discussed which was the situational leadership by its moment found that the style of leaders which Blanchard et al (1985) characterized in four styles (Supporting, Directing, Coaching and delegating) according to the levels of direction and support were related to the commitment and knowledge of subordinates. How the leader behaves influences their subordinates and generates the outcomes into an organization. In a more contemporary scenario where it is recognized that changes happen all the time the requirements of any organizations are based on leaders able to respond to them maximizing the outputs and following the recognition of humans as essential element. So that, leaders were call to establish closer relationships with their teams, to study them, identify their needs and inspire them to perform a greater levels. A leader in the current scenario of business needs to be highly motivator and creative to get others involved in his/her visions. In the author ´s view the characteristics, skill, behavior, among others of a leader are closely related to the business environment where leadership has place. The must be adjusted to the needs and vision of the organization where they exercise it and always procuring to elevates the performance of individuals, gaining their respect, trust, and common commitment. What the author understands as leadership is that it is how individuals obtain enhance employees with organization ´s vision behaving as every particular situation requires, doing it efficiently (do things right) and effectively (doing the right thing). Every individual desiring to be a leader must understand their environment and establish consolidated strategies in order to performance as one. Everyone conscious of themselves, capable of identify their weaknesses and strengths can behave as a leader. REFERENCES Aaker, D.A., Joachimsthaler, E., 2005. Liderazgo de Marca. Deusto Bass, Bernard M. (1981); â€Å"Stogdill’s Handbook of Leadership: A Survey of Theory and Research†. New York: Free Press Bass, B.M., 1998. Transformational Leadership: Industrial, Military, and Educational Impact. Routledge. Bass, B.M., Avolio, B.J., 1994. Improving Organizational Effectiveness through Transformational Leadership. SAGE Hacker, S. & Roberts, T., 2003. Transformational Leadership: Creating Organizations of Meaning. ASQ Quality Press. Hersey, P., & Blanchard, K. H (1988). Management of organizational behavior: Utilizing human resources (6th. Ed.) Englewood Cliffs, NJ: Prentice Hall Lussier, R.N., Achua, C.F., 2009. Leadership: Theory, Application, & Skill Development. Cengage Learning. Northouse, P.G., 2009. Leadership: Theory and Practice. SAGE. Reddin, W. J. (1967, April). The 3-D management style theory. Training and development Journal, pp 8 -17 Vecchio, R.P (1987). Situational leadership theory: An examination of a prescriptive theory. Journal of Applied Psychology, 72(3), 444-451 Winkler, I., 2009. Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. Springer.

DQ Patho

It is important to know what medications the patient is on and has been taking, what risk factors she has, and what other medical conditions she may be battling. The labs show an elevated white blood cell count with a high interruption level both Of which are indicators Of a serious infection. The wound culture shows a presence of Staphylococcus erasures which could be the culprit of the infection to the wound. She is also a diabetic who is overweight and of a short stature. I would immediately place Ms.G on a broad spectrum IV antibiotic for the cellulite and the open wound. Loud call to order a Doppler study to be done to rule out a DTV because she has been immobile for as many as three days and there is a significant difference between the sizes of her calves. I would order pain medication, antipathetic, and cold packs to provide comfort for the patient. I would immediately have a wound care nurse assist in the care and documentation of the wound and to help provide education to t he patient on how to care for the patient.Blood sugars should be checked and a Hemoglobin IAC should be drawn to see how compliant of a diabetic Ms. G is. A diabetic educator should be consulted to help educate the patient on a proper diet, how to test her blood sugars, and how to proper use insulin if it is determined that is needed. I would also contact the case manager to help the patient set up home health visits because depending on the wound she could go home with drains, special dressings or possibly a wound Vic. I would also assess the patient's living conditions. Loud also take the time to educate the patient on the importance of exercise, a healthier diet, weight loss techniques, and the importance of a healthier lifestyle. . Identify the muscle groups likely to be affected by Ms. G's condition. The muscles that are affected include the Fibular longs, the extensor digitized longs, the tabloids anterior, and the gastronomic coleus. 3. What is the significance of the subject ive and objective data provided with regard to follow up diagnostic/laboratory testing, education, and future preventative care?Provide rationale for your answer. Subjective data is the information that the patient reports concerning symptoms, previous treatments, medications used, and any other information the patient can provide you while objective data is collected from the physical exam, lab results, diagnostic test, and other measurable data (Altered, Cornell, and Ernst, 2012). In our patients case follow up labs should be drawn to make sure that our interventions are working appropriately.A CB with differential should be drawn to make sure the infection IS subsiding and her WEB and interruption are returning back to normal. Continued blood sugars should be monitored. Fasting and one hour postprandial should be completed and be maintained within normal limits. Our patient should be educated on her Diabetes. She should understand that this disease process increases her susceptib ility to infection and can cause any wound she receives to have some delayed healing.She should be educated on the importance of a healthy diabetic diet and keeping her blood sugars within normal limits. If she has never learned how to test herself, she should provide a return demonstration to either the nurse or the diabetic educator so she knows she is doing it properly. The patient should be provided with education regarding weight loss. She is obese and of short stature. This increases the risks for decreased physical activity, commodities like diabetes, and can delay wound healing.She needs to be provided with not only information on a healthy diet but also programs that can provide her with meals if she is unable to cook for herself. Physical therapy might also be an excellent idea for her to participate in. She could do nice light stretching, swimming, or low impact work to help her become more active and involved in her care. 4. What factors are present in this situation tha t could delay wound healing, ND what precautions are required to prevent delayed would healing?A diabetic patient can have impaired vascular flow and poor perfusion which causes poor tissue oxygenation and this can delay healing. Hypoxia can amplify the early inflammatory response, prolonging injury by increasing the levels of oxygen radicals (Guy & Dippiest, 2010). Diabetics are prone to hypoxia, enumerator, and decreased host immune resistance. The patient is obese which means she has decreased vascular in adipose tissue, skin folds that harbor micro-organisms, skin to skin friction, increased tissue reassure and venous hypertension.