Human Resource Management of HM

Human Resource focusing of HMThis is a case study on HM, from a Strategic Human Resource Management perspective, found on publicly available details of HM, which has been analyzed and presented within the context of the perspective. This case study was prep ard to meet the requirements of an academic exercise.HM was free in Vasteras, Sweden in 1947 by Erling Persson. HM sell clothes and cosmetics in nigh 2,000 stores around the world operates in 37 countries and has 76,000 employees each(prenominal) exploiting to the similar philosophy to bring you fashion and quality at the ruff price. HM is a giganticly winnerful transnational convey with. The conquest of HM is primarily based on the business model of entire design being done internally and centrally, manufacturing totally show upsourced, yet quality ensured and local selling with hired places, local stave and local shop managers empowered to take decisions. The success, business growth and expansion plans were possible because HM overhear formatted their HR strategy in telephone line with the corporate strategy. As evident from their Annual Report (2008), when they expand into crude foodstuffs they do not lose sight of their core value. They cast succeeded to manage all components of HRM effectively to ensure that core values ar upheld in all incites, regardless of country and cultural differences. Their strategic and coherent approach in recognizing that the nerves most valued assets are the throng working there,INTRODUCTION COMPANY STRATEGYHennes Mauritz (HM) was established in Vasteras, Sweden in 1947 by Erling Persson. HM carrys fashion and quality at the outperform price and offers fashion for women, men, teenagers and children. The collections are created centrally by around 100 in-house designers together with buyers and pattern achievers. HM also sells own-brand cosmetics, accessories and footwear. The stores are refreshed mundane with invigorated fashion items. I n Sweden, Norway, Denmark, Finland, the Netherlands, Germe genuinely and Austria HM offers fashion by Internet and catalogue sales. HM does not own any factories, exclusively instead buys its goods from around 700 independent suppliers, primarily in Asia and Europe. HM has about 16 production offices around the world, mainly in Asia and Europe. The turnover in 2009 was SEK 118,697 million. HM primarily operates in Europe, North America and Asia, and learn around 2,000 stores spread over in 37 countries. The fraternity is operatequartered in Stockholm, Sweden. HM has grown significantly since its offset printings in 1947 and at the end of the financial year had around 76,000 employees. The number number of employees in the Group, converted to fulltime positions, was 53,476 (53,430), of which 4,874 (4,924) are employed in Sweden. Around 79 percent of the employees were women and 21 percent were men. Women held 77 percent of the positions of responsibility within the phoner, s uch as store managers and country managers (AR2 2009).HMs strategy is to offer fashion and quality at the best price. HMs annual publish (AR1 2009) evinces that quality relates to both. HMs products exceeding customer expectations, and also customers being satisfied with the follow itself. The typography states Taking responsibility for how our operations affect people and the environment is also an prerequisite prerequisite for HMs go along profitability and growth.HM is driven by strong values such as commercial mindset, simplicity, aeonian improvement, cost consciousness and entrepreneurship states in annual plow (200913).The World of HM (HM 2010)Long- marge strategic plan goals of HMHM which is in the fashion retail industry. HM has stores in 37 different countries and employs over 76,000 people. The business concept of HM is very clear. It is offering to clients qualitative fashion clothing for low price. The company has its own team of designers, its own interior des igner team, its own production factories, production partners and team for purchasing other brands production. It usually stock up HM cosmetics supply, making sure that those products volition be cheaper than in other stores.Long term objectives are strategic plans company desexualize for future five years. These objectives are set in s change surface key areas- productivity, profitability, competition, employee reading, employee relations, scientific leadership and public responsibility and show were company wants to be when they are achieved. Long term objectives have to be motivating, flexible, measurable, suitable, understandable, historicalistic and acceptable by employees.Three main strategic goals for HM for the next five years would be linked with profitability, competition and technological leadership. HM has reported a rise in sales and profits and sales for the three months to 31 August. Net profit for the third quarter of 2009 rosaceous 4.1% to 3.46bn Swedish crown s from 3.33bn crowns last year. Sales, excluding sales tax, accessiond by 13% to 23.6bn crowns. So first LTO is to maintain financial stability HM has achieved. HM plans to growth sales revenues by 20% and earnings per share by 30% till 2015.Secondly as main strategy of HM is expansion, LTO in competition is to increase number of stores by 10% to 15% every year. Today HM has as 1840 stores up from 1618 at the same time last year. New stores will be open in the cities HM already has stores and also in completely new markets.In the Annual Report (20087), HM, CEO Rolf Ericsson states that the long term goal is to Make fashion available to everyone, give the customer a fashion survive that strengthens HM brand. They also state the goal of a 10-15% increase in the number of stores every year, which would be funded internally (2009). The aim to increase sales in existent stores, while focusing on quality and continued amply profitability.How does HM want to get there?To execute its st rategy HM focuses on 3 main aspects of its business concept in the annual report of 2009.Price, which is controlled by limiting the number of middlemen, buying in large volumes, relying on its in-depth, extensive expertise within the design, fashion, and textile industries, buying the right production from the right production markets, being cost-conscious at all levels and maintaining effective distribution procedures.Design Products are designed in-house and production is completely outsourced.Quality Central speech pattern on quality with extensive testing and ensuring least environment damage.Merger and Acquisitions Acquisitions ( akin FaBric Scandinavian, the Swedish design company), and Design Collaborations (collaboration with Mathew Williamson) are follow.SWOT Analysis(S)trengths star of the main reasons for HMs popularity is because of its trendy items for such a low price. This store offers quality clothing at department store prices which is rare for many retailers t oday. Strength for this company is their overall delivery time. It only takes 12 weeks to get an item from the design to its retail state which is very impressive for a world all-embracing, low price retailer. The average for retailers is usually about 6 months which is double the time that HM uses. They also manage to keep the stores brands fresh with guest designers coming in for different lines in the store. Some of these have been Madonna and Robert Cavalli. They also keep the prices affordable by using very few middlemen and buy large volumes cost consciously. But with these strengths come weaknesses as well.(W)eaknesses One of the strengths I mentioned above can also be a weakness for this company. Buying large volumes actor that there is no real guarantee that all the items will be sold. This means that theyre already low prices may have to be lowered in enjoin to denounce mode for the next collection. This means that if these items are not sold in time, then the company will have to pay more for extra storage for the items not sold. Another weakness could be its wide range of customers this brand lets for. The range is for men among the ages of 18-45. This is not including the childrens clothing and maternity wear and the huge wide range of different styles they provide depending on what store you go into. This can be difficult to manage especially in a vertical company because there is no real focus on a target customer and gets more expensive to provide machinery for all these different groups of people. But with these huge leaps there are many opportunities for this company flourish.(O)pportunities One good opportunity would be for HM is to have matching clothes for mothers and children. I think this would be a good opportunity because there are also maternity wear and childrens clothes and I think that it would appeal to a larger crowd. They would similar to dress their children like them in the same styles.(T)hreats since HM is a brand t hat is very unique it has very few banes as far as retail chains go. One of these stores would have to be the clothing chain called ZARA. This is a store that also has evenhandedlyly sightly prices but is most famous for its fast delivery time. It only takes two weeks for the design to make it into retail stores. Even with HMs time which is 50% faster than most retailers, cannot even compete with that time. The second threat to HM is Gap just because of their quality at reasonable prices and their wide range of people they reach as well with their vertical company as well. in that repair is a market for babies as well as men and womenHuman ResourcesHMs corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also increases continuously. The growth target is 10-15 percent new stores each year, which means that 6,000 -7,000 new jobs each year. Their staff is spread across n untimely 37 countries and come from different cultural backgrounds. Their strategy is to enrol topically whenever a new store opens as stated in the annual report (2008).The main area for which HM may have clearly articulated policies are listed below. The policy areas are based on the categorization by Armstrong (2006). general Policy and Values HMs website indicates that their objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. To quote the Head of HR In order to meet peoples expectations of HM as an attractive employer, the company develops global guide lines on diversity, equal rights and against discrimination (AR1 2008).At HM, HR activities are guided by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company. This also indicates that the company has particularised policies for areas such as Equal opportunity, Managing diversity , and Employee development, Health and Safety, among others.Employee Relations and VoiceHM has an open door policy granting all employees the right and the opportunity to discuss any work-related issue directly with management (AR1 2008). They also support their employees right and ability to organize and to decide who should represent them in the workplace (AR1 2008). HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider such cooperation to be essential if they are to travel even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European pees Council).Promotion In the annual report of HM (200834) the Head of HR quoted Internal recruitment and job rotation enable the company to grow quickly. This statement indicates that HM has policies related to promotion.Employee Development To quot e Mr. Par Darj, Head of HR at HM I tell employees, if you do not grow incomplete will HM (AR1 200834). This indicates that policies exist for this area.Rewards According to the annual report (2008) HM focuses on observeing people by providing more opportunities and responsibilities, and not through a promotions and job titles. This indicates that HM has policies for this area.Other areas with clearly defined policies business leader exist, but these are not evident from available sources.Organization Behaviour and StructureStructure Corporate management is based at HMs head office in Stockholm. Stockholm is also where the main departments for design and buying, finance, accounts, expansion, interior design and display, advertising, communications, IR, HR, logistics, security, IT and CSR and environment are located.HM has around 16 country offices that are responsible for the miscellaneous departments in each sales country. HM also has around 16 production offices which take care of contacts with the approximately 700 independent suppliers that HM works with. There are nine production offices in Europe, eleven in Asia and one in Africa.Behaviour HM operates in 37 countries and has a work imbibe belonging to these 37 countries because they recruit locally. HMs espoused values are stated to be the foundation for a multinational company in a multi cultural market where ample respect is paid to the individual.Interviews with the CEO and Head of HR in the annual report indicate a participative culture where everyone is made to feel like a part of the companys success (AR1 200834). Par Darj (Head of HR) stated in the annual report the key word for continual growth is responsibility and commitment. We have commit employees and we are prepared to delegate responsibility at every level. The company encourages what it calls the The HM spirit employees committed to their work and prepared to take on new challenges, common sense, hard work and team spirit are suppo rt. All their operations are typified by an essential respect for the individual including reasonable wages, reasonable hours, and opportunity to grow, and develop within the company (AR1 2008). Quotes from employees about the organizational climate indicate that the values above are values in use. These quotes can be found on the career section and in the annual report of HM.Based on this information the prevalent culture faces to be primarily line oriented (Schein 1985). Such a culture can support HM HR related strategies and policies (like Open door, job rotation, freedom of association etc.). They also have a significant impact on HR aspects Recruitment needs to focus on finding candidates with the right fit to the organizational culture regardless of local culture, facilitating expatriation of experienced staff when new stores are opened, facilitating takes schemes aligned with organizational culture, enabling HRD that can empower employees to take on new challenges and w ork in new teams.At HM, a lot of importance is given to personality development and for opportunity for the employees to grow within the organization. divers(a) practices empowering the employees like a Shop Manger being allowed to take independent decisions, and managing the business like an entrepreneur etc. are designed to increase employee loyalty and commitment to the organization and are great motivators (AR1 2008). The HR strategy for employee motivation total reward with emphasis on Intrinsic Motivation (Armstrong 2006), has been proven, to be directly related to forming the success of the organization. All their operations are typified by an essential respect for the individual including reasonable wages, reasonable hours, opportunity to grow and develop within the company (AR1 2008) The everyday organizational culture at HM encourages team work, supports effective leadership and provides adequate growth opportunity for employees. These HR strategic initiatives in turn ma ke significant contributions to the organizational goals of continuing growth and profitability.Organization CultureHMs strong corporate culture the spirit of HM has existed ever since the days of HMs founder, Erling Persson. This strong culture is of great value and is a contributory factor to HMs successes over the years.The spirit of HM The spirit of HM is based on a number of values that describe in simple terms how we want to work. These are in turn based on our business concept, fashion and quality at the best price. The fundamental values behind the spirit of HM are among other things common sense and own initiative. HM provide room for people to make their own decisions and take responsibility, and co-workers get regular feedback on their performance. An important part of HMs culture is to delegate responsibilities to the stores. Strong commitment and involvement are important, and co-workers are encouraged to take their own initiatives within a defined framework. Creativi ty and job satisfaction increase when there is a good working environment. Co-workers commitment makes a major contribution to HMs successes. HM believe in the abilities of the individual and encourage co-workers to develop further. Respect for the individual is a fundamental value at HM. This applies to everything from fair pay, reasonable working hours and freedom of association to the opportunity to grow and develop with the company. Job rotation is common at HM. In the stores, for example, duties may vary between the cash desk, fitting rooms, unpacking, display and follow-up of advertising and campaigns. Working in the store provides very important experience and is a way of getting to roll in the hay HM from its very foundation. Attracting and retaining skilled staff is important for HMs success therefore HM work constantly on skills development and all training is carried out within HM. However, the loosegest knowledge gain is made through active development on the job.Info rmation SystemHM has employee- schedule system to improve its use of staff resources and maximise time spent by staff on the shop floor.The Swedish clothing company implemented. 30,000 employees swipe in and out with smartcards at the beginning and end of their shifts. The system reduced administration by recording shifts electronically and helped improve sales by scheduling shifts to coincide with the busiest times in stores.The scheduling application is linked to HMs serviceman resources and payroll systems, which lets the retailer control staff costs more accurately.The Workforce Management application from software supplier Work Place Systems will be hosted at a data centre in Stockholm.Motivation at HMHM is a flat organization, which might give the impression that its hard to move up within HM, the organization is constantly evolving and is growing fast, thus providing more opportunities to its employees. Employees are motivated by providing new challenges in another departmen t, another role or, another country. HM encourages employees to try many different roles within their organization stated in annual report part 1 and 2 (2008).HM recruitment advertisements indicate possibilities like working abroad, furthering education and learning new things. Their websites promotes that many in management today, very started on the shop floor. HM also provides a comprehensive benefits package. HM fulfils employee aspirations by providing opportunities to take more responsibilities.Individual development versus organisational development.HMs annual report (AR1 2008) and website (Careers website), emphasize that working at HM is about commitment, both from the individual and the organization. HMs Head of HR emphasizes that organization can grow only if the individuals grow. HM wont make a career plans for their employees, but will provide them with tools to go as far as they possibly can on their own.This indicates that at HM, individuals are pass judgment to dri ve their own development, within the framework that the organization provides. The organization appears to facilitate and promote cross-functional and cross-boundary development opportunities for individuals, which is aligned with their own development and growth strategies.To quote Pr Darj, (Head of HR), We have committed employees and we are prepared to delegate responsibility at every level. I tell employees, if you do not grow neither will HM, (AR1 200834). This indicates that HM treats individual development and organizational development as tightly linked areas.Selection RecruitmentThe HR strategy, which is closely aligned with the organizational strategy to achieve continuing growth and profitability, envisages recruitment of people every year to run the new stores scheduled to be opened. For example, as per their Annual report (AR1 2008), about 6000 7000 employees are to be recruited during this financial year, to meet the requirements of the 225 new stores being opened wo rldwide. The planning and recruitment is based on the HR policy to recruit locally when a new store is opened. Future employees are evaluated and chosen according to certain criteria practiced by HM and based on the companys culture.They picture for people with personality who can perform well within the culture, growth and motivational framework provided at HM. Par Darj, Head of HR stated, At HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. Of course, we do welcome those things, but what we are really looking for, more than anything, is people with the right personality. This is based on the belief that one can always gather skills as you go along, but personality and attitude cant be taught. Either youve got it or you dont. One of the most important things we look for is drive (AR1 2008). HM values personal qualities oft more than formal qualifications. Since HM is a fast company and the tempo is always high, they nee d employees who are self-driven and capable of well direct communication. Hence HM recruits people who like responsibility and decision-making also it indicates that a love of fashion combined with a focus on sales is perceived as an advantage. These appear to form the basis for HMs recruitment requirements (and person specifications), programmes and drive its selection processes.At HM selection interview approach is usually face to face and for the most part structured situational based According to Armstrong (2006) In a situational based interview the focus in on a number of situation or incidents in which behaviour can be regarded as being particularly suggestive of succeeding performance. This is followed by panel interviews and aptitude/work sample tests. It appears that candidates are filtered at each stage of the process in HM.Sources of candidatesInternal Recruitment This is their first choice for a new job opening. External recruitment is considered only if no internal opt ions are available.External recruitment Potential recruits (minimum age is 16 years) are encouraged to apply directly to the local store, from the careers website. HM does not offer summer jobs or work experience placements. Buying is centralized in Stockholm, and so is the recruitment for the same.HM recruits locally to its new stores (AR1 2008).Organisational learning and management development in HM.The average numbers of training days per employee in 2008 are, 10 for new sales staff, 1 for live sales staff and 5 for existing management positions. HM usually conducts all training in-house (classroom, stores and one to one), written and produced by HM staff. External training has been considered for some areas like buying. E-learning has also been initiated for a few subjects (AR 2008).However, indications are that HM today focuses more on on-the-job, just- in time, hands on learning. For example, when they opened their first HM store in Japan, locally recruited employees were se nt to Norway and Germany for gaining experience in existing operations. Also, during the sales intensive opening phase of a new store, colleagues from other countries are brought in temporarily (AR 2008). The head of HR quoted in annual report (200834) As an employee of HM, you can be an entrepreneur and you will be given responsibility early on. HM claims to provide structured opportunities for on-the-job, hands on and work place based training.To summarize, it appears that HM focuses on experiential Self-directed learning today as defined by Armstrong (2006), however, they are moving towards incorporating a blended approach with including simulation and e-learning.Ensuring Learning and Development opportunities for its employees is an integral part of the HR strategy at HM (AR1 2008), and these essential ingredients contribute significantly to the success of the organization. Human Resource Development is a continuing process at HM, the new recruits being sent to already existing shops for gaining valuable experience, experienced employees being brought to new shops to support the new local recruits during the intensive opening period activity etc. This is critical to the process of organizational learning and helps them climb the learning curve faster. Keeping employees highly motivated is essential to the success of HM, due to the nature of its business of dealing in high fashion consumer goods. The various concepts that can be adopted to increase performance (like job satisfaction as a reward management tool) are very effectively employed and as the employees themselves state, they are happy to be there and every day is a challenge (AR1 2009). Expectancy Theory, which states that if individuals feel that the outcome of learning is likely to benefit them, they will be more inclined to prove it (Armstrong 2006) has been proven on the shop floors of HM.The HR practice of giving responsibility to the employees early on in their career, treating them as entrep reneurs rather than just employees is a definite and positive step towards their development. Considering the employees as capable of shaping its results and improving it in big and small ways and is key to HMs approach to learning and development.Reward ManagementThe reward management process of HM and its potential influence on human resource management.HMs careers website indicates that the company offers a comprehensive benefits package, which includes staff discounts, incentive bonuses, company sick pay, private health care a pension scheme. Share options are not provided. The head of HR, indicates that they do not consider titles and pay structures as motivational tools. Opportunities to fulfil an employees aspirations by wanting more responsibility, as a means of getting on with in the organization quickly, are provided. isolated from these, as stated by different categories of employees on the careers site and the annual report, the main reward is the job satisfaction they derive.Thus, HM appears to provide a total reward framework, with greater emphasis on relational rewards even though transactional rewards are provided (Armstrong 2006). HMs reward management is consistent with other HR areas, including organizational culture, recruitment/selection etc. and is also in sync with the overall HR strategy of open doors, job rotation etc. which is essential to fulfil HMs strategy of fast growth.HM has implemented the concept of Total Reward Management very successfully. Apart from the financial compensation, job satisfaction as a reward has motivated the employees to perform and contribute their maximum to ensure customer satisfaction and business success through increased sales. This is evident in the statements by the employees from various levels on the HM website. As a stated policy, there is more emphasis on personality development through delegated authority in the decision making process and greater autonomy to local elements of the organizationa l structure. Being a multinational company with employees of different cultures, this decentralized decision making process and empowerment of employees have proven direct impact on the success of HM (AR1 2008) Various techniques associated with basic motivation have been given more importance and priority than the extrinsic aspects. Work environment related parameters like leadership, employee voice, recognition, achievement etc. have been built in to the HR policy and practiced to leverage the critical business goals of continuing growth and increased profitability.Performance ManagementHM has adopted a strategic and integrated approach to achieve organizational success through improved performance of its employees. HM employees have been told that the growth of the employees and the organization are closely linked (AR1 2008). The practice of Shop Managers going through a process of reviewing that days business with their subordinates on a daily basis is part of the performance ma nagement activity. This underlines the fact that HM has recognized the importance of such a practice, and built in that process by which managers and their subordinates work together, agree on what needs to be done and how it is done. They are able to plan, prioritize and develop their sales team in a customer-focused environment (AR1 2008). At HM a shop manager is in charge of the daily running of the store like running their own business. The HR strategy of delegating authority for managing the shops activities is a key factor contributing to the success of the organization.Managing Diversity in teams and groupsHM is expanding its business to open new shops in countries where they are currently not present. By their HR policy and procedures, when a new shop is opened the staff recruited locally. They also have the practice of job rotation and movement of employees from one location to another based on internal recruitment (promotions). This brings together people of different cult ural back grounds together in the same team, and successfully managing such a team is crucial to the success of the organization. The HR strategy is, not to have very rigid procedures, and the corporate culture of respect to the individual. As stated in their Annual Report (AR1 2008), the HR strategy ensure the following1. In order to meet peoples expectations of HM as an attractive employer, company develops global guide lines on diversity, equal rights and against discrimination.2. HMs objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. The whole of their activity is make by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company (AR1, 2008).3. HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever t hey operate. They consider that cooperation is essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). (AR 2008)HMs success in executing their strategy of continuous international growth and expansion, while maintaining its Swedish organizational culture, indicates that its HR practices have contributed to the successful management of diversity in teams and groups.Recommendations ConclusionIssue and challenge at HM could be nurturing and maintaining a balanced relationship with employees. Line managers may need good awareness of their reporters aspirations, to enable motivation by providing responsibilities and opportunities al

The communication quality between doctor and foreign patient

The discourse quality between have-to doe with and foreign longanimous1. IntroductionWhile traveling is getting easier and migration is taking place frequently, cultural differences and dialogue problems have emerged as a new problem of today. The close important caseful communication is inevitable for a non-speaker of the autochthonous spoken communication is world a long-suffering. Some undesirable outcomes whitethorn occur if the patient dismiss non give the correct information. With the recent migrations in the western countries such as Germany, France, USA, Canada, UK, Holland the matter of non-speakers of the native Australian wrangle has become noteworthy. In Turkey, t here(predicate) is also an increase in the number of foreign patients with the real estate sales to the foreigners in the places such as Antalya and Bodrum. On the other hand, highly qualified healthc ar master copys and competitive pricing increased the sh be of health tourism in the whole to urism income (http//www. aesculapiantourisminturkey.org). On the ground of the importance of communication, agree to various resources, 80% of the medical mistakes are ca utilize by giving incorrect information 13,8. Having gained more(prenominal) and more importance recently, foreign patient-doctor communication and the gaps it has, entrust be evaluated with the view of knowledge management, and finally, the method essential to pr razet the incorrect information comment exit be introduced.2. Literature Review Foreign patients do not know the local wrangle and therefore the row of the doctor is analyzed in detail. 1,2,10,14 In the basis of this study, lies the increase in the number of the non-speakers of the language of migrated country. For role model in USA, 18% of people older than 5 years speak some other language at their home (U.S. Census Bureau 2002 QT-P16, cited in Lee 20033). This information takes place in the article of black lovage and friends (2009) that c ontains interesting data rough the non-speakers of native language In Geneva, Switzerland, 43% of the population is foreign born and about 25% of the population speaks a language other than French at home.2.1. nuance Edward Tylors definition is cited as the first definition of goal15. Tylor(1903/1988) defines as culture or civilization, taken in its wide ethnographic sense, is that complex whole which includes knowledge, belief, art, morals, law, custom, and other capabilities and habits acquired by man as a member of society.As one of the famous authors who has decoded the nearly about his studies on culture, Hofstede (20054) defines culture as the collective programming of the mastermind which distinguishes the members of one collection or category of people from another. According to these definitions, language is critical for both underlined words. Capabilities are built by interpretation of language. bodied programming of mind programming codes are generated by language . We can say that culture is created by language. The effects of culture on health care are similar to those of language. For example in Turkey (strong uncertainty avoidance and collectivist culture) women are willing to be consulted to a woman obstetrician ( H2 hospital theater director of flavour Department), in USA (weak uncertainty avoidance and individualist ) there is no such problems. According Collins et al. (2002, cited in Lee 20035) Effective communication between patient and doctor is critical to good medical outcomes. So a woman patient form a different culture may affect the medical outcomes. In lit, several paper 2,6 use language and culture interchangeable but in this paper we will use the language as creator of culture.2.2. Developed Methods To Pass Trough The nomenclature BarrierInformation transfer (communication) between a patient and a doctor is generated in two ways. If the patient and the doctor speak the same language and their cultures are close to each ot her the transfer is established directly. If there are differences in the language and the culture of patient and doctor, a proxy is used. Followings are the proxies developed in the situation if the patients do not know the local language dismission to hospital with a friend or relative who knows local language and using him or her as translator. -In the deep interviews done with medical sector workers, most of the foreigners live in Turkey use this method, but if the friend or relative in the role of translator does not know the local language so much then some problems may emerge.Interpreter establishes the communication between patient and doctor. -This method is specially used in private health care enterprises in Turkey. Because of cost, increasing effects, congressmans are not chosen by patients who have no good economic welfare. In many countries the language requirements of interpreters are not defined, and non-medical pro interpreters are used widely. In the study of Ka rliner et al.(2007) professional interpreters are associated with improved clinical care more than is use of ad hoc interpreters, and professional interpreters appear to increase the quality of clinical care for limited English proficiency(LEP) patients to approach or equal that for patient without language barriers. Also many studies showed that professional interpreters who do not know the culture of the patient may offend the patient and the patient may lose confidence 3 .- Translation of those who are not medical staff -This type of translation is more common among immigrants. Because of large numbers of Turks living in Germany, it is quite probable to find non-medical staff that knows Turkish in the hospital.- If the medical staff knows foreign language. -The manager of unexclusive hospital and the managers of H1 and H2 hospitals said that the most important communication problem of medical sector is medical staffs without foreign language.- In these studies low content rates of the patients can be dealn. The most satisfactory method is bilingual staff and the least one is translation of relatives/friends of the patient. 3. Data and MethodThe aim of this paper is to improve communication quality between doctor and foreign patient. The research question is How can we improve the communication quality between doctor and foreign patient? Yin (1994) defined a case study as an empirical inquiry that investigates a contemporary phenomenon at heart its real-life context, especially when the boundaries between phenomenon and context are not clearly evident. Kohn(1997) states that Yin suggests the methodology may actually be more powerful for explanatory purposes in its skill to answer questions of how and why. In this paper by the definition of case study methods and the structure of the research question. Semi-structured interviews and observations are used for data collection and case study method is used for analyzing data.3.1. Selecting CasesIn Turkey the re are 5 types of hospital. H1 private and multi branch, H2 private unique branch, H3 private, multi branch and foundation supported ,H4 public hospital, H5 university hospital. Cluster sampling method is used because population is heterogeneous. The population is first divided into separate groups of elements which is called as clusters, H1, H2, H3, H4, H5. A sampling from the hospitals in service in different cities, eager to provide data and known as the best in their cluster, is generated. As some hospitals demanded during the negotiations, the clusters they belong to are mentioned instead of their names. Table 3 -Hospital Characteristics in each ClusterClusterTotal Staff (approximately)Total BranchIs there a department for foreign patient?InformantH1750017YHospital conductor(M.D), Professor of PhysicalMedicine andRehabilitationH24501NDirector of Quality Department, Head of Nursing Department, sine qua non Doctor(M.D), Emergency Nurse, Senior Staff of in the public eye(predic ate) relationH38004N medical checkup Director(M.D), Manager of Human ResourcesH416001NHead of Nursing Department, Emergency Doctor(M.D), Emergency Nurse,H5More than 10.0001NEmergency Doctor1(M.D), Emergency Doctor2(M.D),3.2. Problems with patients who do not know Turkish In some regions of Turkey, there are people who do not know the native language. We see that usually a relative or a friend of the patient help the communication as a translator (H1 Professor of PhysicalMedicine andRehabilitation). During the deep interviews with H3 Medical Director, he says Citizens from the eastern region of our country, and immigrants from Iraq, Afghanistan, and Africa come to hospital when they are ill, with a relative or a friend of them and we intervene the patients with the translation of these people. The process goes on in two ways for the non-citizen patients. If the patient can speak English as the public relations, nurses or the doctor can, the communication is established with the he lp of staff. and if the patient speaks a language other than the staff can do, then a translator is required. Hospital Director in H1 hospital stated thatThe number of our foreign patients that become ill in Turkey is little than the patients that was ill before coming to Turkey. We sent our doctors to other countries and enable them to meet doctors working in clinics and hospitals. In the next step, foreign doctor sends his/her patient to us. Before the patient arrives, we get the tests and diagnosis applied to the patient. We meet the patient at the airport and keep the patient according to his/her economic welfare. All the transportation and other needs of the patient are met by our department established for this purpose. Taking into consideration the countries most foreign patients come from, we employ that staffs who know their language. Because the number of foreign patients in H1 hospital is more than other private and public hospitals, many applications were developed in accordance with the needs. For example, if the patient gets lost anywhere in the hospital and shows the card given to him/her to any hospital employee the problem is solved. In the frame of JCI accreditation, the patients and employee are not asked to identify themselves according to their populate number. For the probability of being lost in the hospital mostly used sentences takes place in Turkish and in the language of the patient. When patient shows his or her need in own language, the Turkish translation takes place under it then the communication is established. In H2, H3, H4, H5 hospitals, patients usually come afterward they get ill in Turkey. Quality manager of H2 hospital Our patients usually come us after an illness in Turkey or according to the recommendation of their acquaintance who were satisfied from our service. Among our patients, there is a group which establishes contact with us before they come to examination and shows the previous cure documents, and the other group comes without any plan or foreknowledge. In 2007 the distribution of the foreign patients came to H2 hospital is as follows Many demographic features of the patients are 64% are men and 36% women. 52% paid cash, 26% used assurance and 21% cured for free by the hospital. Foreign patient level in all hospitals is about 1%. If we consider the graphic which Hofstede(2005191) has drawn according to the cultures of the countries The patients coming to H2 hospital take place in all four areas. These patients took service in 15 different departments. In communication with these patients, proxies were used. In 2007 H1 hospitals foreign patients came from 69 different countries such as Afghanistan, Argentina, Germany, Angola, Albania, Austria, Azerbaijan, Kazakhstan, Russia, UK, USA, Canada, Finland, Czech Republic, India, Iraq, Iran, Vietnam, Uruguay shortly all quadrants of Hofstedes culture dimentions. In literature LEP (limited English proficiency) concept is used but limit ed Turkish proficiency, limited Arabic proficiency, limited Chinese proficiency are also problem. When we look at the problems about the culture and language, the cases in USA and Europe countries are common for all countries and should be solved in all countries. In mostly used method, using proxy, the main problem is the transfer of the knowledge. Knowledge changes while transferring from one place to another, so knowledge can not be transferred but translated. For example in communication with simultaneous translation the question of Turk doctor Neyin var? is translated as what is wrong?or obligation word is used. But the purpose here is to ask What seems your chief complaint today? In the article of Holden et al(2004) which includes usual examples, the following part takes place For example, Japanese speakers of English are influenced by the notions of politeness. sooner than categorically refusing a request, Japanese might say Ill think about it (which means there is no way I a m dismission to do anything about it. or, often with a great sucking of breath between clenched teeth Thats very difficult, meaning that something is a sheer impossibility.3.3. circumstantial SituationPatient Name Y.S. Year 2008 Age 48 Nationality Greece The patient comes to Bursa because of the dead of a friend of him. He goes to emergency with stomach ache. He is alone. The patient speaks English and Greek. afterwards he turns to information desk, he is taken to the emergency doctor. The emergency doctor knows only Turkish. A professional interpreter is called. Patient tells the interpreter that when he first comes to the emergency he could not express himself to the hospital employee and he needs immediate cure. In addition, he says that he was depressed even before the therapy and if he didnt have to, he would not come to a Turkish doctor.(Interpreter, H2 hospital Emergency Doctor(M.D), Emergency Nurse, Senior Staff of Public Relation) As we can understand from these exp ressions the patient has a negative point of view against Turkey because of the dreary events between Turkey and Greece in the past. This point of view is considered as a code given form the society he lived since his childhood 18 As the patient has to wait despite the emergency, he uses accusatory expressions. He says that the doctor in the emergency is young and inexperienced. That the translator is easy-going and that he mentions the negative behaviors of the patient after the examination has been an important factor in the success of the treatment. After the therapy blood test and abdominal USG are demanded. Then gastroenteritis is diagnosed and his prescription was filled. (Emergency Doctor) After making a good bargain, patient lowers the price and pays in cash.(H2 Director of Quality Department) Because of the proximity of a less individualist society and relatively low prices in Turkey, the patients says that he also has a tooth ache and wants to see the therapy room for t eeth. After seeing the room he takes a tooth therapy, as fountainhead.4. Solution In this article we stated that knowledge is translated not transferred. Culler(1982) states that every understanding is a misunderstanding.4. If every understanding is a misunderstanding then communication between different cultures using different proxies is a distorted understanding. To establish the communication in mother language gains importance. Communication between physicians and patients is fundamental for medical care.(Joos et al.1996, cited in Lee et al. 2003). The solutions are developed in a way that the patients take less time of the proxies. Physician reads the report in his/her own language both audibly and visually, and may also provide videos and audios in the language of the patient5,19. The method developed in the scope of this article is a little more different. Native speaker doctors prepared the questions for diagnosis in their own language as well as the answers to such questi ons. Until the diagnosis the patient chooses the questions in own language then physician and patient gets the printouts in their own languages. The forgotten point in the developed audio and video based system is, while answering physicians question without the system patient uses own language and physician does not understand. Videos are important in one-way communication as giving information about how the test will be done like as pissing test. How can we solve communication problems between foreign patient and doctor? Can XML be a solution? XML is defined by the W3C Extensible Markup Language (XML) is a simple, very flexible text format .Originally designed to meet the challenges of large-scale electronic publishing, XML is also playing an increasingly important role in the exchange of a wide variety of data on the Web and elsewhere (http//www.w3.org/XML) We can use xml for information transfer from one language to another one. We use transfer because native speaker doctors prepared the questions for diagnosis in their own language as well as the answers to such questions. Foreign patient and doctor use bundle package in their own language, culture and words. Foreign patient and doctor information transfer process can be sculptural as below Both foreign patient and the doctor can see every question in their native language and culture.4.1. Software This software can support all languages. When we add a new language program XML file is extending. When we add a new language it will be located in this section en de tr fr new language code I have only migraine data for testing software in Turkish, French, German and English languages. Lets think that our doctor is a Turk and patient is a French native speaker. Doctor select question in his/her native language ikayetiniz nedir? and patient see this question in his native language Quest ce quil vous arrive ?. burnishStr for doctor is tr and for patient is fr. If we add a new language this section wil l be extend. and . Screen shot5. ConclusionTranslations done by ad hoc interpreters and professional interpreters who does not know patients culture are equivalent according to the transfer of the knowledge but are not equal. Because of this, these are the translation of knowledge rather than transfer of knowledge. Our solution can be a solution for knowledge transfer problems and limited all language proficiency. What we need is only questions for every complaint, what doctor are asking to their patients. It is not easy but if we do this, a visit to a foreign country will be much safe and a patient will have a chance to chose his/her doctor in which country he/she wishes. Every understanding may be a misunderstanding because what we understand may be different from what is said by others. We understand equivalent of what said by others, not equal. By this project we are trying to extend understanding. As we mentioned before according to varied resources 80% of the medical mistake s are caused by wrong information (wrong information transfer). If we extend enough equivalent it will be nearly equal, at this point medical mistakes will decrease.6. AcknowledgementWe gratefully acknowledge the support of Yaln Aytek stnda, Asst. Prof. Dr. Mehmet Erek, Didem Parlak, smail Cahit Grmez, Asst. Prof. Dr. Melike ahiner, Asst. Prof. Dr. ule -ncl, Prof. Dr. Zeynep Gven, Dr. Demet Din, Dr. -mer Aydn, Dr. nal Egeli, Senem Kayas, Dr. Suna Yldrm and Onur Uslu.7. References1 Alexander B., Perneger TV., Bovier PA., Loutan L., and Stalder H. Improving communication between physicians and patients who speak a foreign landuage. British Journal of General Practice 2003 53 541-546 2 Alexander B. and Hudelson P. Communicating With Foreign Language- Speaking Patients Is Access to Professional Interpreters Enough? Journal of Travel Medicine 2009 1-6 3 Collins KS., Hughes DL., Doty MM., Ives BL., Edwards JN., and Tenney K. Diverse Communities, Common Concerns Assessing Health Care Quali ty for Minority Americans. Findings from the Commonwealth Fund 2001 Health Care Quality Survey. New York Commonwealth Fund. 4 Culler J. On Deconstruction, New York Cornel University Press 1982. 5 Galvez E and Stronks A (2007) Hospitals, Language, and civilisation Joint Commusion International(http//www.jointcommission.org/NR/rdonlyres/E64E5E89-5734-4D1D-BB4D-C4ACD4BF8BD3/0/hlc_paper.pdf Last accessed Agust 2009) 6 Gale DD. cultural Sensitivity Beyond Ethnicity A Universal Precautions Model. The Internet Journal of Allied Health Sciences and Practice 20064(1)1-5 7 Holden NJ. and Kortzfleisch HFOV. Why Cross- Cultural Knowledge Transfer is a Form of Translation in More Ways Than You Think. Knowledge and Process Management 2004 11(2) 127-136 8 Joint Commition International. http//www.jointcommission.org/SentinelEvents/SentinelEventAlert/sea_25.htm Last accessed June 2008 9 Joos SK., Hickam DH., Gordon GH., and Baker LH. 1996. set up of Physician Communication Intervention on Patient Care Outcomes. Journal of General Internal Medicine 11(3) 147155 10 Karliner LS.,JAcops AE, Chen AH and Mutha S. Do Professional Interpreters remediate Clinical Care for Patients with Limited English Profeciency? A Systematic Review of the Literature. Health Service Research 2007 42(2) 727-754 11 Kohn LT. Methods in Case Study Analysis( Panel handling conducted at the 1996 meeting of the Association for Health Services Research) 1997. 12 Lee SM. A Review of Language and Other Communication Barriers in Health Care. Office of Public Health and Science 2003. 13 Packard, C.Finding Links between Healthcare Safety, Communication, and Cultural Norms and Assumptions. Carle Selected Papers 2009 Vol.50 No.2 55-58 (http//www.carleconnect.com/CSP/CSP%20Fall_Winter%2007/13.Packard.pdf Last accessed Agust 2009) 14 Perloff RM., Bonder B., Ray GB., and Ray EB. Doctor-Patient Communication, Cultural Competence, and Minority Health. American Behavioral Scientist 2006 49(6) 835-852 15 Vatrapu R., and Suthers D. Culture and Computers A Review of the Concept of Culture and Implications for Intercultural Collaborative Online Learning. IWIC 2007 260-275 16 Hofstede G. And Hofstede GJ. Cultures and Organizations Software of the Mind. McGraw-Hill. 2005 17 Yin, R.K.Case Study Research, Design and Methods, 2nd ed. Newbury Park, Sage Publications, 1994. 18 Hostede G.and Hofstede GJ. Cultures and Organizations Software of the Mind, Second Edition, McGraw-Hill, New York, 2005. 19 http//pgsi.com (Last accessed Agust 2009) 8. Corresponding origin Serkan Trkeli, Acbadem University, Faculty of Health Sciences, Department of Healthcare Management, Istanbul, Maltepe, Turkey,Tel(0090) 505 488 84 45, Fax(0090) 216 589 84 85 E-Mailemailprotected, Webwww.nasnim.com/serkanturkeli

Once there Was a Village :: essays research papers

     The book, Once there Was a Village, written by Yuri Kapralov, is an autobiographical tale of his experiences living in the ethnically diverse eastbound Village of New York City. The story takes place during the late 1960s and early 1970s and most of the even offts occur around Thompson Square Park-- the center of Alphabet City.     Yuri Kapralov came to the States after World War II, displaced from the Caucuses. He made the East Village home. In the book, he was adamant about what is the East Village. His description was double-u of Avenue A. He describes the ethnic composition as ever changing, but for the later part of the sixties, was mostly divided into Puerto Ricans, Russians, Polish, Blacks, and Bohemians the bohemians were further divided into black-and-white couples, students, left-over beats and hippies.      Kapralov describes how the area around Thompson Square Park and much of New York, during the late sixties and early seventies, became a dangerous place to call home. Crime was a daily occurrence brought on by the drug infestation and poverty typical of the location and era. People of the East Village were poor and disheartened by what they considered the New York Police Departments lack of protection.      In the late 1960s,although the East Village was overrun with crime, police officers were rarely seen east of First Avenue. garner were written to the mayor and to newspapers requesting patrol officers in the area. The letters were either ignored or the authors were told the manpower was not available. Due to this situation, the Police become an object of hate. They neer seemed to be there for protection against the ever recurrent muggings, robberies, and general violence against East Village citizens. The crime was so frequent that the residents began defending themselves with anything available and even resorted to buying illegal weapons. Many residents were caught with these illegally purchased weapons and arrested, further straining relations with law enforcement     The summer of 1966 saw the climax of the antagonistic relationship with law enforcement and residents. There were street riots on Avenues C and B. Cars were burned, stores were robbed and people were killed. That evening, the area turned into a War Zone during the evening east of Avenue B. The community had many varied views of the events. The Russian immigrants, who were deemed by the writer to be "more racist", saw the events as evident of the Black and Puerto Rican people acting "out of control" and the propinquity "going to hell".

Operant Conditioning in Psychology Essays -- science

Operant teach in PsychologyAn Example of Operant Conditioning As a student at USC, one can assume that Ive always taken schoolwork seriously and may even deduct that I partake a considerable degree of enjoyment from it, which is by all means an accurate assumption. However, in my archeozoic childhood I was often snips characterized as unruly, uncooperative and impulsive in nature. At that age I had been more interested in social endeavors more so than anything relating to studying or doing schoolwork. It was always a blackball issue when I brought it up in a conversation, and that assumption was reinforced through subsequent agreement amongst my peers. Coupled with negative criticism from my teachers of the purported attitude I had in regards to school and my elders, the environment in which I was situated made me all the more indifferent towards academics in general. kind of of studying after school, I would spend most of my time watching TV at home or playing with friends bef ore walking home. At that point in my life my father and mother had been pursuing their careers in bio-medical engineering and audiology respectively, so I did not receive as frequently encouragement or parental monitoring as many of my friends did In fact my dad would often leave home for weeks at a time to make presentations in other countries about the advancements in biomedical engineering concerning his specialized field and my mom would come back from work in the early evening. The only immediate source of encouragement came from my grandparents who were living with us at the time. Yet because they could only speak Spanish and knew so petty about schools in general, they were unable to really help me out with any problems that I would catch. One day my parents, after reviewing my report card with another assortment of unsatisfactory grades, firm to take two steps to try and encourage me to get better grades. The first was a transfer to a different school, and the second wa s a little system they set up For either A I received on my next progress report I would receive $15 and for every B $5. While I was upset because I would not get to see any of my old friends at the new school, the second part impress me a little. The fact that the prospective cash out for grabs was an enormous amount for a 7 year made me anticipate all the things I could do with that money. Even ... ...ivation declines which translates to harder work while the reward is in place and conversely to a lower frequency of work when the reward is withdrawn. I must excessively point that something interesting happened as soon as the material reward was withdrawn and replaced with praise The act of studying and finalizing my homework then became an intrinsic need as my association of it with forced work changed to one of enjoyment, which was reinforced by my success academically. Final Word Conclusion From then on I began to see those who were likewise excelling in academics and bega n to imitate them. What probably drove me was a strong sense of self-efficacy or my perception that I could perform as successfully as they were. This self-efficacy persists to this day, where I now have a strong need for self-actualization, or the need to achieve my full potential. In recent years I have also learned of both self-reinforcement and self-punishment, and how to associate the motivation behind my academic progress not extrinsically as most people do, but intrinsically, something that I am doing just for the sake of doing it. This way I can derive the most from my college experience.

World of the Work Essay -- Literary Analysis, Song of Solomon

Toni Morrisons novel Song of Solomon tells the account of an African American males hunt for his individuality through a stripping of his ancestors past. Morrison tells this legend through the character of Solomon, the great-grandfather of Milkman Dead. Through learning of the tale of Solomon and his capability to soar, Milkman discovers a strong sense of satisfaction in his hereditary pattern and realizes he must treasure his community and family. While most of the narrative occurs from 1931-1963, there are intermittent flashbacks from the late nineteenth century. Two distinct settings in Song of Solomon play a key but contrasting role in identifying and understanding the personality of its inhabitants and the importance of human interaction as a whole.While the town close to Lake Superior is never given a title, the reader imagines it is Detroit, Michigan. In the beginning of the novel, the narrator focuses on the Southside and the road the residents call non Doctor Street, a pr imarily black area (Morrison 4). This street name gives Southside residents a way to keep their memories a...

Diversity & Case Studies Essay -- essays research papers fc

IntroductionThere is no doubt that todays business world is changing cursorily and many factors are also simultaneously interacting. Perhaps these factors are created by change. According to the dictionary, mutation is a point or respect in which things differ. In fact, diversity in the population, the work force and the market place give many benefits for organizations. Managers are to gain more knowledge on internal diversity in order to maximize the efficiency of workforce and profit. Therefore, not only are changes inevitable while competition and improvement interacting, but also globalisation is a crucial factor affecting all organizations. This essay will focus on and analyze some themes related to the diversity in todays competent business environment and a successful example will be discussed at the end of this paper.Reform of traditional management tam-tam and Harrison (1995) have an opinion on the past leaders. In the past business world, leader were required to show that they have the strongest ability among all new(prenominal) staff. Centralization of power seems to be the characteristics of a leader and certain information control helps to maintain leader control and management. As far as qualification profit is concerned, centralization coursed a lot of red tape and poor performance. Therefore, it is about time there was a reform. Moreover, advanced technology has urged the reform of study nowadays. According to Casey, C. (1999), technological changes change the concept of leadership. The development of advance technology facilitates and speeds up the flow of information. Techniques, information and skills become possible to be enhanced, acquired and discarded in leaning that happens at work. Centralization of information and special skills are no longer regarded as element of leadership.As far as diversity is concerned, telescope the same target, sharing the same value and mutual understanding are essential. Therefore managers and emplo yees are encouraged to challenge top managements in terms of diverse aspects such as discrimination, norms, biases and inappropriate decisions. This emphasis on employee involvement should be continued shift to have an ultimate management change shifting the alter management to a more personal development and work-together basis to maximize each employees talent and ability. In general, executin... ...tionally, diversity makes McDonalds fast regimen kingdom easier to management. Thus, its branches give the sack be seen everywhere.ConclusionIn a competent business environment, effective management is the key of success. The larger the organization, the harder the effective management can be achieved. However, it is possible to overcome the difficulties by executing diversity within an organization. Executing proper management control systems can facilitate the implementation of the organizations strategies diversity enables managers to set their personal goals and their subordin ates within the organizations they manage. As employers and employees have to work close with each other to get benefits, appropriate strategies and training can improve the business. BIBLIOGRAPHY(2001), module 1 Thinking Skills and General Management, University of LeicesterBell, J and Harrison (1995) B.T., Eds., Vision and Values in Managing Education, capital of the United Kingdom, David Fulton.Casey, C. (1999). The changing Contexts of Work in D. Boud & J. Garrick, Understanding learning at at Work, Routledge, LondonDaft, R.L., (2000), Management, Harcourt Inc., USA.