Four Factors of Organizational Success Essay Example for Free

Four Factors of Organizational Success Essay There are numerous ways to achieve organization success. Ask any two business guru their opinions and you will undoubtedly get two unique lists. Successful entrepreneurs covet their secrets of success and business school faculty lecture what the latest texts have written. Defining a check list of do’s and don’ts may seem like a rather easy task, but the implementation of those ideas is what will truly lead to organizational success. But what is organization success? That question can have many answers depending on the business. A University might define it as job placement of graduating students, but a middle school may be successful if its American history program is nationally recognized. A publicly traded company (and its stock holders) could define it as profits over the last quarter, whereas a small technology start-up could consider the issue of a patent on their newest widget a success. It’s my assessment that of all the factors pertaining to organizational success, those that revolve around the people within the organization and adaptation within the organization are the largest factors of success. I believe when a commitment to improvement, a continuous workforce development plan, and an implementation of a shared vision are harmoniously integrated by a resilient leader, it will place a company on a path to organizational success. Commitment to Continuous Quality (Process Improvement) There are no perfect scenarios where a company continues to profit and does nothing to improve. Updating a process is a continuous method that involves employees at all levels while focusing on the needs of the customer (John, 1992). Successful organizations are able to identify potential areas for increasing the value of processes or products. Not all products need to undergo substantial change in order to qualify as a process improvement. A change in the perceived value of the product is all that is needed. For example, a recent advertisement from McDonald’s is touting their Egg McMuffin sandwich as a luxury and higher class item. Taking from old consumer adage â€Å"It’s the Cadillac of †¦Ã¢â‚¬ , McDonalds has substituted â€Å"McMuffin† for Cadillac. There have been no changes to the recipe of the sandwich, but they have changed the perception of the item by comparing it to a separate premium item and in turn increasing a perceived value (Biasi, 2012). Whether a company modifies a current product, updates a process or simply re-brands, constant improvement is a key factor in the success of an organization. Shared vision In order for a company to achieve a goal, its employees must be on board with the missions of the organization. That is, employees must be aligned with the mission, values and goals of the organization in order to foster growth and achieve long term success (The secrets of organizational success, 1995). In order for an organization to implement any changes, those within (at all levels) must share in the vision of the organization (Kanter, 1988). Every company should have a vision. Without a vision there are no goals to achieve and the company has no definition of success in the future. A successful vision provides a company with a few goals to which they can devote their resources to while inspiring its workforce to achieve those goals (Clancy, n.d.). The importance (as stated by Clancy) lies with inspiring employees. A vision alone needs support. Simply wanting something done, without dedicating recourses to it, is futile. Creating a shared vision, one in which employees have a stake, is significant in the organizations long term success. Providing a personal connection to the product (or process) drastically changes the way employees approach their work and makes a substantial impact on their work quality (Hill Tande, 2003). People have to want to work, not because they are told to (Senge, 1990). The creation of a shared vision adds value to the work of an employee. A paycheck cannot be the only motivation. The employee must want to take stake in the operation of the company and understand their work is critical to the mission of the company. Continuous Learning / Workforce Development Former CEO of Intel Andrew Grove once said, â€Å"Success breeds complacency. Complacency breeds failure† (1996). It is important for a company to provide its staff with the opportunities to develop and provide new insights into company processes. While in his tenure at Intel, Grove urged executive to allow staff to experiment with new techniques and processes while concurrently performing the production of existing products (Grove, 1996). Acknowledging the importance of creative freedom and invention allows for an improved process to be implemented without a significant reduction in production levels (Sheridan, 2004). Learning enhances people’s abilities; it drives creation, workplace competencies and motivates others to do the same (Loon, Lim, Teck, Lai, 2012). A company can develop their staff internally while creating new ideas, updating procedures and processes. Constant improvements do not come automatically. Instituting a program that promotes continuous learning and workforce development can eliminate down time between successes and will create a substantial competitive advantage. Strategic decision maker As an organization undergoes change, its leaders also need to have the willingness to do so. Strategic decision makers are flexible yet concise; they must make crucial decisions regarding growth, divestment, new products and cost cutting (Grant, 2008). As a company attempts to succeed in the marketplace, its leader must effectively navigate a myriad of executive decisions that affect the livelihood of the company. While any company can claim they want to improve, the implementation of that vision is the key. R.M. Kanter (1988) discusses that the best of those leaders are called â€Å"Change Masters†; leaders who are able to create a shared vision, encourage innovation, and support internal education. She continues that change isn’t always necessary, but a strategic decision maker will identify times where change is eminent and make adjustment rapidly. Take for example Lee Iacocca and Chrysler. Before his hire, the company was on the edge of complete failure. Something desperately needed to change. With the hire of Lee Iacocca came a decision to layoff those employees not willing to accept changes he believed would right the company. Those who stayed for a maximum $14 per hour salary, redesigned the brand and help the company earn over $2.5 billion within three years of his hire. (Roberts, n.d.). I am not suggesting a change in company culture is necessary, but a leader must be able to identify the need for change, have the ability to implement such change, and the gumption to do so. Finding a leader with the before mentioned qualifications will aid in corporate success. Four factors working together There are many other factors which could lead to (or prevent) organizational success. It’s my belief that the four points briefly discussed are deeply intertwined and provide an ever changing path towards success. The proper mix of these four items creates an environment that fosters company development. Just a few examples of the cohesion of these four factors have been noted in other publications: * Great leaders must be passionate about their visions and responsible for advancing workforce development (Gibson, Ivancevich, Donnelly Konopaske, 2006; Loon, et al., 2012). * Continuous learning among all levels leads to future process improvements (Zairi, Whymark. 2000). * Leaders must also have the mindset required for visionary leadership; otherwise they are managers and not leaders (Transforming leadership for success and sustainability, 2011). * Continuous process improvements that are derived from a shared vision are more readily adapted by employees (Guti, Llorà ©ns-Mon tes, Óscar. 2009). The items above are not meant to be all inclusive. There are numerous other factors that one could argue have equal impact on success. While I do not discredit those other factors, it’s my determination that the four mentioned are factors that are able to be controlled within the organization. Other factors such as environmental conditions, consumer behaviors, and external costs, remain out of the control of the business leader. Focusing on supplying staff with the necessary leadership to achieve the company vision will lead to success. As the newest management fads pass and business trends change, one thing will remain constant: the success of organization will rely on heavily people who are a part of the organization. References Biasi, A. (2012) Increasing Perceived Value (of your product or service). Smart Marketing Solutions. http://www.smartmarketingllc.com/2012/01/14/increasing-perceived-value-of-your-product-or-service/ Clancey, K.J. (n.d.). Shocking truth of the month. Most companies are operating without a vision. Retrieved from http://www.thekevinclancy.com/truths_102009_g.html Gibson, J.L., Ivancevich, J.M., Donnelly, J.H. Jr., Konopaske, R. (2008). Organizations. Behavior, structure, processes. McGraw-Hill Irwin. New York, NY. Grove, A. (1996). Only the paranoid survive. Double Day Publishing. New York, NY. Guti, L. J., F.J. Llorà ©ns-Montes, Óscar, F. B. S. (2009). Six sigma: From a goal-theoretic perspective to shared-vision development. International Journal of Operations Production Management, 29(2), 151-169. doi: http://dx.doi.org/10.1108/01443570910932039 Hill, B., Tande, C. (2003). Personal impact maps: Chart the course to a shared vision. Workspan, 46(10), 38-42. Retrieved from ABI/Inform database. John, S. W. F.,Jr. (1992). Managing process improvement at the cherry point naval aviation depot. National Productivity Review (1986-1998), 11(4), 533-533. Retrieved from ABI/Inform database Kanter, R. M. (1988). Change masters vs. change stiflers. Executive Excellence, 5(3), 12-13. Retrieved from ABI/ Inform database Loon, M., Yet, M. L., Teck, H. L., Cai, L. T. (2012). Transformational leadership and job-related learning. Management Research Review, 35(3), 192-205. doi: http://dx.doi.org/10.1108/01409171211210118 Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency. Sheridan, J.H. (2004). 1997 Technology Leader of the Year, Andy Grove: Building An Information Age Legacy. Industry Week. Retrieved from http://www.industryweek.com/companies-amp-executives/1997-technology-leader-yearandy-grove-building-information-age-legacy Sudhir, K. C., Pullig, C., F, D. A. (1997). Critical success factors from an organizational life cycle perspective: Perceptions of small business owners from different business environments. Journal of Business and Entrepreneurship, 9(1), 47-0_7. Retrieved from ABI/Inform database. The secrets of organizational success: Aligning employees behind new corporate goals and objectives. (1995) Training Development, 49(8), 28-28. Retrieved from ABI/Inform Database. Transforming leadership for success and sustainability. (2011). Strategic Direction, 27(3), 19-21. doi: http://dx.doi.org/10.1108/02580541111109598 Zairi, M., Whymark, J. (2000). The transfer of best practices: How to build a culture of benchmarking and continuous learning part 2. Benchmarking, 7(2), 146-167. Retrieved from ABI/Inform database.

Regulations for Carbon Pollution

Regulations for Carbon Pollution Executive Summary In June 2014, the Environmental Protection Agency issued a draft rule to regulate carbon pollution from existing power plants, as part of an action plan to address climate change. The rule is limited to existing power plants and does not address other sources of carbon pollution such as cars or industrial facilities. It is often referred to in short hand as the â€Å"111d rule,† because the agency used the authority found in Section 111d of the Clean Air Act to issue the regulation. The EPA gave each state a target of carbon reduction to reach at power plants by 2030, based on its assessment of each state’s unique characteristics. The average carbon reduction nationwide is 30% by 2030. Montana’s proposed target is a carbon emission rate reduction of 21%. The draft rule gives the states significant amounts of flexibility in how to meet the newly proposed standards for clean air. If the final rule by EPA provides the flexibility promised in the draft, Montana will have significant latitude to implement measures that are rooted in the states unique economic characteristics. This DEQ paper presents hypothetical scenarios that could emerge depending on how the state decides to respond to the rule the EPA eventually releases. This document only seeks to illustrate some of the measures that the state could undertake as part of its plan to meet the proposed reduction targets in the draft rule. There are, of course, a number of other pathways to meeting the proposed standard, but we hope to start a discussion through this paper that will lead to even more innovations. In addition, this paper does not address the options or challenges that other states may have in meeting their respective proposed reductions, which could have impacts on Montana. As can be seen in the discussion that follows, each scenario has its potential benefits, costs, and uncertainties. Importantly, none of the scenarios call for plant closures. All five scenarios evaluated in this paper not only keep the jobs that we currently have and meet the reduction target in the proposed rule, but strongly suggest that it would be possible to create new jobs and additional tax revenue, and to further strengthen the economy through the development of new renewable electricity generating capacity and increased investment in cost-effective energy efficiency. Background Context On June 2, 2014, the Environmental Protection Agency (EPA) issued draft emission guidelines for the regulation of greenhouse gas emissions – specifically carbon dioxide (CO2) – from existing electric generating units (referred to as power plants in this paper), relying on its regulatory authority under section 111(d) of the Clean Air Act. For all pollutants regulated under section 111, EPA is required to identify a â€Å"best system of emission reduction† and set targets for carbon reduction based on that system of controls. In the draft rule, EPA used four â€Å"building blocks† to determine the best system of emission reduction. They are based on the most likely sources of carbon pollution reductions. Section 111(d) provides significant flexibility to states to decide how to meet the established standards of performance. Consequently, the EPA’s building blocks would not require states to follow them in order to comply with the rule. The four building blocks the EPA used are: 1) Efficiency improvements at all coal-fired power plants; 2) A shift in total electricity generation from coal-fired power plants to existing natural gas combined cycle power plants; 3) Increased generation from low- and no-carbon renewable and nuclear energy options; and 4) Increased investment in energy efficiency. EPA applied this system of controls to each state to determine proposed targets for each state. Montana’s target is expressed in pounds of carbon emitted per megawatt hour (a rate-based standard) 1,771 lbs CO2/MWh by 2030, a reduction of approximately 21% from the 2012 emissions level of 2,246 lbs CO2/MWh. To meet the standards for clean air created by the new rule, the state has the option to convert the rate-based standard into a mass-based standard, which is an overall reduction of tons of carbon emitted annually. EPA uses the following specific data inputs for each building block to arrive at Montana’s target. In Building Block 1, EPA assumes a 6% efficiency improvement at all nine affected coal- fired units. EPA assumes Montana’s potential under Building Block 2 to be zero because Montana does not currently have any natural gas combined cycle power plants. In Building Block 3, EPA assumes that Montana will be able to increase renewable energy generation from its current 5% of total state generation to approximately 10% by 2030. In Building Block 4, EPA assumes that Montana will be able to increase the electricity energy savings from demand-side management programs beginning in 2017, ultimately more FOR DISCUSSIONS PURPOSES ONLY 4 than doubling current energy efficiency in the state. The net result would be a reduction of the state’s retail sales of electricity by 11.3% cumulatively by 2030, compared to what Montana would consume without energy efficiency programs. Although EPA used the above-described building blocks to set targets, section 111(d) and the draft emission guidelines afford states the opportunity to use any mix of controls, including methods not considered by EPA, to meet those targets. That is, Montana does not have to use the building blocks EPA used if it can find a different path to meeting the overall proposed carbon reduction target. After the final rule is released in June 2016, Montana must develop a state plan (individual or multi- state) in accordance with section 111(d) to implement and comply with the rule.1 Although the methods in the plan may differ from those described above, Montana’s plan must meet or exceed the final carbon reduction target calculated by EPA. Purpose of this Analysis This paper analyzes five scenarios that, if implemented, would meet the EPA’s proposed target reduction in carbon emission intensity. These scenarios are similar in that they all achieve EPA’s proposed target, but differ in the extent to which they rely on each of EPA’s proposed building blocks to meet or surpass the target. The scenarios are presented here to demonstrate the relative interplay and effectiveness of some of the options available to Montana for complying with the proposed emission guidelines. The following five scenarios are discussed in more detail throughout this paper: Scenario 1 – Existing Energy Generation plus Heavy Energy Efficiency Scenario 2 – Existing Energy Generation plus Lewis Clark Plant Co-Fire Scenario 3 – Existing Energy Generation plus Moderate Energy Efficiency and Heat Rate à ¢Ã¢â€š ¬Ã‚ ¨Improvement Scenario 4 – Existing Energy Generation plus Heavy Renewable Energy Scenario 5 – Existing Energy Generation plus CO2 Sequestration Summary of Scenario Inputs and Results The five scenarios were modeled using a tool developed by the Montana Department of Environmental Quality. Each scenario results in compliance with EPA’s proposed rate-based emission target as well as Montana’s estimated mass-based target. The following table shows the extent to which each building block contributes to each of the five scenarios. This paper only considers opportunities and challenges for reducing carbon emissions through actions taken within the state’s boundaries and does not consider a multi-state or regional approach.

Violence in America Essay -- Violent Crime Civil Disorder Society Essa

Violence in America Beginning with the urban drug wars and the Rodney King riot all the way up the spectacular lynchings in Texas and Wyoming, and now the mass murder/terrorist strike by teenagers in their own high school, the 90s is a decade made numb by civil disorder. In between came the incidents at Ruby Ridge, Idaho, and Waco, Texas, involving dubious law enforcement assaults on separatists, which led to the terrorist bombing at Oklahoma City — the single worst terrorist act in American history. Since then, law enforcement agencies have thwarted twenty-four major domestic terrorist attacks.   Shootings and bombings at abortion clinics, the slaying of abortion providers by right-wing fanatics and racial disturbances, some of which involved flagrant police brutality, added to the mix. Meanwhile, mass murders and serial killings grew to such a degree they became a part of popular culture, inspiring everything from an Oscar–winning motion picture to trading cards. Violence is our mother's milk. It has given us an incredible breadth of freedom and personal liberty. But it is also our demon rum that threatens the fabric of that freedom and liberty. The epidemic of teenage killings in our cities, black church burnings and abortion clininc violence, Neo-nazi skinheads and white Separatists, home-grown terrorism, and the rise of hate crimes have brought face-to-face with an aspect of our culture most generations have found too unpleasant to contemplate. Not until children began dying in the streets in unprecedented numbers and disgruntled white males begin forming paramilitary organizations did a general concern about violence begin to re-appear. When you consider our high crime rates in conjunction with events such as Oklahoma City, Ruby Ridge, Idaho, the shoot-out in Waco, Texas, the Rodney King beating and riot, the Crown Heights, NY, riot and the lynchings in Bensonhurst and Howard Beach, NY, in 1986 and 89, it's difficult to disagree with the Indianapolis prosecutor who concluded, "Violence is becoming a way of life." Still, kids-as-shooters brings a re-newed strain of violence to the tumultuous American landscape. Prior to the three-year blood-spree of school shootings, enough corpses were already littering the inner city landscape to convince us that we had waded knee-deep into a crisis of violence. In spite of declining crime r... ...violent history of any western nation. We've always been that way, and we show no signs of changing. What has been changing is the nature of the violence, and who's doing it. The fact that young, alienated blacks and young to middle-aged white men commit a sizable chunk of it (and in doing so continue the historical thread of violent solutions) is an inevitable result of our history. Our tradition of rugged individualism, the cult of honor, especially but not exclusively in the South, the untamed frontier, and race and ethnicity are its central features. Violence has become part of our character, threatening at time to subvert it. The reasons for the militia movements, the vehement insistence upon the right to own guns — and those chalky outlines — lie squarely in a past that has turned violent self-assertion into a determinant of social status and aggression into a sign of character. Not all Americans are violent, of course. In fact, most aren't violent at all. And not all violent individuals or groups act that way all the time. But enough people have spilled other peoples' blood enough of the time and in enough regions to create a national heritage of continual bloodshed.   

Frankenstein :: Essays Papers

Frankenstein3 The conflict in the story Frankenstein is self vs. another. Victor Frankenstein is a man interested in chemistry, who alters dead flesh therefore creating a superhuman being of rotted corpses. Mr. Frankenstein is very interested in chemistry, and he basically tries to play God by creating a life in a laboratory. However, the life that he makes is a monster. One day Frankenstein receives a letter telling of the death of his brother William. Justine Morizt, a family friend, was the presumed murder of William. However, when approached, the monster confesses to awful slaying of Victor’s brother. The monster claimed that he was trying to get back at Frankenstein for artificially giving him life. The monster did not know right from wrong and he especially did not mean to kill anybody. As the story continued, the monster demanded that Victor create a female companion. At first, Victor agrees to the monter’s proposal. However, he soon realizes that another super being would harm the life of not only him, but those who he loved. Still, the monster wants revenge on Frankenstein, and so everything in Victor’s life ends up being destroyed, including his wife and best friend. Frankenstein in a good example of why human beings should not try to play God and artificially create a being in a laboratory. With the technology that we have today, wouldn’t it be scary to see what super human could be created in our labs? The first setting of Frankenstein is in Geneva, Switzerland. However, later in the story, the setting shifts back and forth throughout central Europe. Frankenstein was written in first person point of view. Mary Shelley, the author, probably chose to write this way because she felt that it was important to know the thoughts and feelings of Victor Frankenstein, the main character. Frankenstein is a man who is totally interested in chemistry. Therefore, taking dead flesh, he artificially creates a super being. The monster is created by Victor. He does not know right from wrong. Therefore he kills Frankenstein’s brother, William. Later in the story he also kills Victor’s wife and best friend. William is Victor’s brother who is killed by the monster.

essay :: essays research papers

Halley’sComet   Ã‚  Ã‚  Ã‚  Ã‚  Comets have amazed, interested, and driven scientists to study them often. Comets like the Hale-Bopp have been seen by millions of people. Since the discovery of comets, scientists, astrologers, or and even your next door neighbor have been interested in discovering or studying comets. Like Halley’s Comet which has had a real impact on the history of comets.   Ã‚  Ã‚  Ã‚  Ã‚  Halley’s comet put on bright shows for the planet Earth ever since 204 BC, maybe even 1059 BC. Its most famous appearance was in 1066 AD, right before the battle of Hastings. It was named after Edmund Halley, who found out its orbit. He predicted that the appearances in 1531 and 1607 were the same comet that made a 76-year orbit. Halley died in 1742, never to see if his prediction should come true, which it did in 1758.   Ã‚  Ã‚  Ã‚  Ã‚  Only three comets were ever studied by a spacecraft. Comet Giacobini-Zinner was studied in 1985, Comet Halley in 1986, and Comet Grigg-Skijellup on July 10th, 1992. Halley’s comet made appearances in 1835and then in 1910. Then after in 1984 and 1985, five spacecrafts from Russia, Japan, and Europe were launched to make rendezvous with the comet in 1985. One of NASA’s deep space satellite was reprogrammed to monitor the solar wind that was from Halley.  Ã‚  Ã‚  Ã‚  Ã‚  The nucleus(entire body) is an ellipsoidal shape and measures about 16 by 8 by 8 kilometers(10 by 5 by 5 miles). Next perihelion is determined to be in 2061 because it orbits every 76 years. The well developed tail structure of Halley’s Comet is made up of both dust and ion. One of the most spectacular showings was the one when a piece of the comet ion tail breaks off. This was seen and photographed in 1986, by a telescope at Cerro Tololo Interamerican Observatory at NASA. Hall ey’s Comet obviously never came in contact with any other comets or planets. essay :: essays research papers Halley’sComet   Ã‚  Ã‚  Ã‚  Ã‚  Comets have amazed, interested, and driven scientists to study them often. Comets like the Hale-Bopp have been seen by millions of people. Since the discovery of comets, scientists, astrologers, or and even your next door neighbor have been interested in discovering or studying comets. Like Halley’s Comet which has had a real impact on the history of comets.   Ã‚  Ã‚  Ã‚  Ã‚  Halley’s comet put on bright shows for the planet Earth ever since 204 BC, maybe even 1059 BC. Its most famous appearance was in 1066 AD, right before the battle of Hastings. It was named after Edmund Halley, who found out its orbit. He predicted that the appearances in 1531 and 1607 were the same comet that made a 76-year orbit. Halley died in 1742, never to see if his prediction should come true, which it did in 1758.   Ã‚  Ã‚  Ã‚  Ã‚  Only three comets were ever studied by a spacecraft. Comet Giacobini-Zinner was studied in 1985, Comet Halley in 1986, and Comet Grigg-Skijellup on July 10th, 1992. Halley’s comet made appearances in 1835and then in 1910. Then after in 1984 and 1985, five spacecrafts from Russia, Japan, and Europe were launched to make rendezvous with the comet in 1985. One of NASA’s deep space satellite was reprogrammed to monitor the solar wind that was from Halley.  Ã‚  Ã‚  Ã‚  Ã‚  The nucleus(entire body) is an ellipsoidal shape and measures about 16 by 8 by 8 kilometers(10 by 5 by 5 miles). Next perihelion is determined to be in 2061 because it orbits every 76 years. The well developed tail structure of Halley’s Comet is made up of both dust and ion. One of the most spectacular showings was the one when a piece of the comet ion tail breaks off. This was seen and photographed in 1986, by a telescope at Cerro Tololo Interamerican Observatory at NASA. Hall ey’s Comet obviously never came in contact with any other comets or planets.

Wind energy

Wind power is the conversion of wind energy into a useful form of energy, such as using: wind turbines to make electricity, windmills for mechanical power, wind pumps for water pumping or drainage, or sails to propel ships. A large wind farm may consist of several hundred individual wind turbines which are connected to the electric power transmission network. Offshore wind farms can harness more frequent and powerful winds than are available to land-based installations and have less visual impact on the landscape but construction costs are considerably higher.Small onshore wind facilities are used to provide electricity to isolated locations and utility companies increasingly buy back surplus electricity produced by small domestic wind turbines. Although very consistent from year to year, wind power has significant variation over shorter timescales. The intermittency of wind seldom creates problems when used to supply up to 20% of total electricity demand, but as the proportion incre ases, a need to upgrade the grid, and a lowered ability to supplant conventional production can occur.Power management techniques such as having excess capacity storage, dispatch able backing supplies (usually natural gas), storage such as pumped-storage hydroelectricity, exporting and importing power to neighboring areas or reducing demand when wind production is low, can greatly mitigate these problems. Wind power, as an alternative to fossil fuels, is plentiful, renewable, widely distributed, clean, produces no greenhouse gas emissions during operation and uses little land Any effects on the environment are generally less problematic than those from other power sources.As of 2010 wind energy production was over 2. 5% of worldwide power, growing at more than 25% per annum. The overall cost per unit of energy produced is similar to the cost for new coal and natural gas installations. Although wind power is a popular form of energy generation, the construction of wind farms is not u niversally welcomed. Fossil fuels are subsidized by many governments, and wind power and other forms of renewable energy are also often subsidized. For example a 2009 study by the Environmental Law Institute assessed the size and structure of U. S. energy subsidies over the 2002–2008 periods.The study estimated that subsidies to fossil-fuel based sources amounted to approximately $72 billion over this period and subsidies to renewable fuel sources totaled $29 billion. In the United States, the federal government has paid US$74 billion for energy subsidies to support R&D for nuclear power ($50 billion) and fossil fuels ($24 billion) from 1973 to 2003. (Energy subsidies are measures that keep prices for consumers below market levels or for producers above market levels, or reduce costs) During this same timeframe, renewable energy technologies and energy efficiency received a total of US$26 billion.It has been suggested that a subsidy shift would help to level the playing field and support growing energy sectors, namely solar power, wind power, and biofuels. History shows that no energy sector was developed without subsidies. According to the International Energy Agency (IEA) (2011) energy subsidies artificially lower the price of energy paid by consumers, raise the price received by producers or lower the cost of production. â€Å"Fossil fuels subsidies costs generally outweigh the benefits.Subsidies to renewables and low-carbon energy technologies can bring long-term economic and environmental benefits†. In November 2011, an IEA report entitled Deploying Renewables 2011 said â€Å"subsidies in green energy technologies that were not yet competitive are justified in order to give an incentive to investing into technologies with clear environmental and energy security benefits†. The IEA's report disagreed with claims that renewable energy technologies are only viable through costly subsidies and not able to produce energy reliably to meet de mand.In the US, the wind power industry has recently increased its lobbying efforts considerably, spending about $5 million in 2009 after years of relative obscurity in Washington. By comparison, the US nuclear industry alone spent over $650 million on its lobbying efforts and campaign contributions during a single ten year period ending in 2008. Following the 2011 Japanese nuclear accidents, Germany's federal government is working on a new plan for increasing energy efficiency and renewable energy commercialization, with a particular focus on offshore wind farms.Under the plan large wind turbines will be erected far away from the coastlines, where the wind blows more consistently than it does on land, and where the enormous turbines won't bother the inhabitants. The plan aims to decrease Germany's dependence on energy derived from coal and nuclear power plants. Commenting on the EU's 2020 renewable energy target, Economist, Professor Dieter Helm, is critical of how the costs of win d power are cited by lobbyists. Helm also says that the problem of intermittent supply will probably lead to another dash-for-gas or dash-for-coal inEurope, possibly with a negative impact on energy security. A House of Lords Select Committee report (2008) on renewable energy in the UK reported a â€Å"concern over the prospective role of wind generated and other intermittent sources of electricity in the UK, in the absence of a break-through in electricity storage technology or the integration of the UK grid with that of continental Europe. Many wind power companies work with local communities to reduce environmental and other concerns associated with particular wind farms. In other cases there is direct community ownership of wind farm projects.Appropriate government consultation, planning and approval procedures also help to minimize environmental risks. Some may still object to wind farms but, according to The Australia Institute, their concerns should be weighed against the ne ed to address the threats posed by climate change and the opinions of the broader community. In America, wind projects are reported to boost local tax bases, helping to pay for schools, roads and hospitals. Wind projects also revitalize the economy of rural communities by providing steady income to farmers and other landowners.In the UK, both the National Trust and the Campaign to Protect Rural England have expressed concerns about the effects on the rural landscape caused by inappropriately sited wind turbines and wind farms. Some wind farms have become tourist attractions. The White lee Wind Farm Visitor Centre has an exhibition room, a learning hub, a cafe with a viewing deck and also a shop. It is run by the Glasgow Science Centre. In Denmark, a loss-of-value scheme gives people the right to claim compensation for loss of value of their property if it is caused by proximity to a wind turbine.The loss must be at least 1% of the property’s value. There have been numerous re ports of those living close to wind turbines suffering adverse health effects from noise, vibration and shadow flicker, and in 2009 New York Pediatrician, Dr. Nina Pierpont, claimed to have identified an effect for which she coined the term â€Å"Wind Turbine Syndrome†. An industry commissioned review of the current research on the possible health effects of wind turbine noise and vibration reported in 2010 that, â€Å"the sound (including sub audible sound) is not unique, and does not pose a risk to human health.Although the sound may cause ‘annoyance’ for some people, this in itself is not an adverse health effect. † The findings of the report have, however, been questioned on a number of grounds including; that the reviewing group did not include an epidemiologist, usually a given for assessing potential environmental health hazards, and that there was no clear description of the methods the researchers used to search for available research, nor how the y rated the quality of the research. In October 2010 The Society for Wind Vigilance held an international symposium concerning the subject.A study on wind farm noise published in 2012 by The US state of Massachusetts reported that people are annoyed by sound from wind turbines at far lower sound levels than they are by noises from railroads, aircraft, or road traffic. The study found the percentage of respondents who found noise levels highly annoying rose quickly as sound levels increased above about 37dbA (about the level of a conversation). Wind Power Is A very good resource for energy I think that everybody should use win power in the future

First Lady of Nursing: Virginia Henderson Essay

Abstract Virginia Henderson has made an everlasting imprint on society. With her various degrees and teaching settings, Virginia was a very knowledgeable nurse who helped other young nurses into their roles in the health care industry. She was not only a teacher and student, but also a researcher. Because of her many roles in nursing, the books she has written and revised cover a wide span of information. Although this may intimidate some, Virginia wrote for a general audience so that all could learn how to take care of a sick loved one. She defined nursing, so that the whole population could have a universal definition. She pushed for the roles of nurses to be clearly defined so that hospitals would be able to see all a nurse could or could not do, making a safer environment for the patient. Because of all her work, Virginia Henderson is one of the most well-known nurses in history. Key Words: Virginia Henderson, Need Theory, Definition of Nursing A look Inside the First Lady of Nursing: Virginia Henderson After a long hospital stay a patient hopes to go home and care for themselves; this was not always the case until Virginia Henderson revolutionized the nursing industry. Virginia grew up with a great education and went to school for many years, giving her an extensive span of knowledge that allowed her to make her mark on nursing. Although nursing is a forever changing occupation with new innovative technology always arising, Virginia Henderson has made a lasting mark on nursing with her â€Å"Need Theory† and her many books, teaching nurses worldwide the concepts of health promotion and disease prevention. Henderson began her life in Kansas City, but she was only there for a short four years. Born on November 30, 1897 Henderson became the fifth child of what would be eight. Her parents, Lucy Abbot Henderson and Daniel B. Henderson, came from a background of educators and scholars. In 1901, at the age of four, the Henderson’s relocated to Virginia, where Virginia would finish her maturing (Halloran, 2007). Through a developed impulse to help the sick and wounded military personnel, Henderson began her journey of nursing. Beginning her education at a young age of four under William Richardson Abbot, a figure named â€Å"grandfather†, Virginia Henderson grew to be a well-informed individual as she continued her schooling. Although she attended school, Virginia’s education did not produce a diploma, which hindered her entrance into nursing school (Halloran, 2007). In 1921, Virginia graduated the Army School of Nursing, located in Washington D.C and continued her journey as a nurse by accepting a position as a staff nurse at the Henry Street Visiting Nurse Service. After briefly working here, Henderson began her role as a teacher. Working back to her roots, she taught at Norfolk Protestant Hospital in Virginia (Anderson, 1999, p. 9). Here, Virginia was the first and only teacher in the school of nursing (Halloran, 2007). Although she was not done with her role as teacher, she decided to let another do the teaching when she went back to school at Columbia University Teachers College to complete her Baccalaureate and Masters degree in nursing. After accomplishing these goals in her career she again went back to educating young nurses at the Teachers College from 1930 to 1948 (Herrmann, 1996, p. 19). Throughout her role as an educator, Henderson saw the need to teach young nurses not only clinical skills, but also analytical skills to help them succeed as nurses (Anderson, 1999, p. 9). As her years of teaching came to an end, Henderson took on the role of researcher associate at Yale University in 1953 (Herrmann, 1996, p. 19). The research, named the National Survey of Nursing, conducted was â€Å"designed to survey and assess the status of nursing research in the United States† (Halloran, 2007). Later on in life, after the completion of her Nursing Studies Index, Virginia began to see the world as she â€Å"embarked on an international schedule of consultation† (Herrmann, 1996, p.22). With all this knowledge she was able to write and revise many books that would keep her name alive even today. Another major part in Virginia Henderson’s career is the work that will survive forever, her books. While teaching at Columbia, â€Å"she revised Bertha Harmer’s Textbook of the Principles and Practice of Nursing, which was published in 1939† (Halloran, 2007). Starting in 1948, she began to revise the fourth edition of the Principles and Practice of Nursing, which took her five years to write. Although the title may fool the reader that this book was not meant only for nurses, â€Å"it is written for anyone who is faced with the prospect of caring for another human being†. Her earlier works were greatly influenced by all she had gained as an instructor of clinical nursing (Halloran, 1996, p. 20). Creating the first annotated index of nursing research, Henderson began her four volume Nursing Studies Index in 1959 and completed it after twelve years (Halloran, 2007). This volume was â€Å"an analytical and historical review of nursing literature from 1900 to 1959† (Tlou, 2001, p. 241). Henderson continued to write as she progressed in years. She wrote Basic Principles of Nursing Care in 1960, Nursing Research: A Survey and Assessment in 1964, and the Nature of Nursing in 1966 (Herrmann, 1996, p.21). The beginning of her sixth edition of the Principles and Practice of Nursing started when Virginia was seventy- five, in the year 1972. In the book she argues that â€Å"health care will be reformed by the individual nurses who will enable their patients to be independent in health care matters when patients are both educated and encouraged to care for themselves† (Halloran, 2007). Although her books have a great influence on us, the thing that makes her most well-known is her definition of nursing and the Need Theory. With her contribution of her Need Theory, Henderson taught other nurses what she believed was the true meaning of nursing: to assist an individual to become more independent on the road to health. Henderson defined nursing as â€Å"helping people, sick or well in the performance of those activities contributing to health or its recovery, or to a peaceful death, that they would perform unaided if they had the necessary strength, will, or knowledge† (Halloran, 1996, p. 23). In her basic needs theory Henderson defines the roles of a nurse by explaining that a nurse should help or provide conditions under which the patient can do the following unaided: 1. Breathe normally. 2. Eat and drink adequately. 3. Eliminate body wastes. 4. Move and maintain desirable position.5. Sleep and rest. 6. Select suitable clothes – dress and undress. 7. Maintain body temperatures within normal range by adjusting clothing and modifying environment. 8. Keep the body clean and well groomed and protect the integument. 9. Avoid dangers in the environment and avoid injuring others. 10. Communicate with others in expressing emotions, needs, fears, or opinions.11. Worship according to one’s faith. 12. Work in such a way that there is a sense of accomplishment. 13. Play or participate in various forms of recreation. 14. Learn, discover, or satisfy the curiosity that leads to normal development and health and use the available health facilities. Henderson wanted to define nursing because she feared that some states didn’t have a true definition of nursing, which could lead to an unsafe environment for patients. In order to solve this issue she believed that nursing should be defined in the Nurse Practice Acts that would clearly state a nurses roles (Anderson, 1999, p. 10). Even though she defined nursing as this, she still saw acknowledged that nurses were given a stereotype. Virginia Henderson had an ideal of what nursing should be and who they were. She believed that nurses during her time were not able to give the care that they thought would help the patient (Henderson, 2006). Virginia believed that because nurses came from all classes in society that the public had a confused definition of what a nurse was. She saw that the image of a nurse was influenced by the fact that most were women, who were not well educated from a privileged social class. Virginia Henderson saw nurses as the ones who provided the most intimate and comforting service as they are the ones who are continuously with the patient, because of this she saw nurses as independent practitioners. She identified a nurse as someone who would have to be able to work with all ages of people in order to provide for their needs and help them live a life as normally as possible (Henderson, 2006). In order to fix the stereotype and lead members of society to truly see how important nurses were, Henderson thought nurses should be educated in a certain way. Henderson also believed that nurses should be prepared in national, provincial or state systems of higher education (Henderson, 2006, p. 25). She thought that nursing students should work with other people in the health fields in order to create an interdisciplinary learning environment. She also believed that nurses needed an understanding of government and economics (Henderson, 2006, p. 26). She thought that nursing students should be assigned to practitioners, where they would first observe and then participate until they can function independently. She thought nursing should be taught in stages. The first stage would be geared toward studying the basic human needs or functions and helping patients with daily activities. The second stage would be devoted to helping patients with common dysfunctions. The third stage would be studying the different stages of life and the specific help that is needed for a particular disease. She also thought that nursing students should be taught in a multitude of settings (Henderson, 2006, p. 30). If each of these principles were followed Virginia believed nurses would get the education they needed and be respected. Without the ground-breaking research and ideas contributed by Virginia Henderson, nurses today would not be taking care of patients in a style allowing them to succeed after recovery from the hospital. Virginia passed away on March 19, 1996. Although she may be gone from this world she is still with us through her books and her theories. References Anderson, M. (1999). Virginia avenel henderson: A modern legend. Wyoming Nurse, 12(1), 9-10. Halloran, E. J. (1996). Virginia henderson and her timeless writings. Journal of Advanced Nursing, 23(1), 17-24. doi: http://dx.doi.org/10.1111/j.1365-2648.1996.tb03130.x Halloran, E. J. (2007). Virginia henderson 1897- 1996. Retrieved January/31, 2013, from http://www.aahn.org/gravesites/henderson.html Henderson, V. (2006). The concept of nursing. 1977. Journal of Advanced Nursing, 53(1), 21-31; discussion 32-4. doi: 10.1111/j.1365-2648.2006.03660.x Henderson, V. (2006). Some observations on health care by health services or health industries. 1986. Journal of Advanced Nursing, 54(1), 1-2; discussion 2-4. doi: 10.1111/j.1365-2648.2006.03829_1.x Herrmann, E. K. (1996). Virginia henderson: Signature for nursing. Connecticut Nursing News, 69(5), 1. Tlou, S. D. (2001). Nursing: A new era for action. A virginia henderson memorial lecture. Nursing Inquiry, 8(4), 240-245.