Supermarkets in UK Essay Example

Supermarkets in UK Paper The normal way to buy food has changed dramatically over the last half century, with the small independent shops such as butchers, greengrocers, fishmongers and bakers which dominated the High Street in the 1950s disappearing and being replaced by the ubiquitous supermarket. Today, 60% of British shoppers purchase most of their groceries in one weekly shop. The growth of the sector over the last fifty years has been remarkable. In 1950 the multiple supermarkets represented just 20% of the food retail market. By 1961 this had risen to 27%; by 1971 to 44%. As the trend continued, a generation has grown up relying on the convenience and choice of supermarket food. Of course some independent retailers went out of business, but the consumer is king and consumers felt that the price was worth paying. But the price tag got higher. Between 1997 and 2002 more than 13,000 specialist stores around the UK including newsagents, Post Offices, grocers, bakers, butchers closed, unable to cope with the competition from the multiples. A recent study by the Institute of Grocery Distribution revealed that 2,157 independent shops went out of business or became part of a larger company in 2004, compared with a previous annual average of around 300 a year. Traffic congestion rocketed as more large stores were constructed out of town. Tales abounded of the negative impacts of low supermarket prices on farmers and food processors, whether the UK or abroad. By 2005 a mere 8% of food was purchased from the independent sector. Tesco and other supermarkets claim that their growth is occurring purely in response to the desire of consumers. Market structure We will write a custom essay sample on Supermarkets in UK specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Supermarkets in UK specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Supermarkets in UK specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The UK supermarket industry is led by the `big four (Times Online, 2009), Tesco, Asda, Sainsburys and Morrisons. Thus it can be defined as an oligopoly. In the 12 weeks to 29th November 2009 these four competitors accounted for 75.6% of UK consumer spending on groceries. The market average increase in sales over this period was 4.4%. Tesco hold an actual monopoly over the industry, with 30.7% market share. The industry is currently worth à ¯Ã‚ ¿Ã‚ ½146.3bn and is predicted to grow to à ¯Ã‚ ¿Ã‚ ½175.9bn by 2014 according to UK Grocery Retail Outlook 2009 Repositioning for Growth Market share The market in which Tesco operates is supermarkets. Although this is a highly competitive one Tesco holds a disproportionate amount of power. The figures below indicate that Tesco holds over a third of the market share, and even double the amount of Asdas market share, the second leading supermarket. Market share is the percentage or proportion of the total available market or market segment that is being serviced by a company (Wikipedia 2006). Bargaining Power of suppliers Supplier power is an important part of the Porters five forces model. Implications for Tesco are many. Supplier power is wielded by suppliers demanding that retailers pay a certain price for their goods. If retailers dont pay the price, they dont get the goods to sell. But large supermarkets, like Tesco, have an overwhelming advantage over the small shopkeeper-they can dictate the price they pay the supplier. If the supplier does not reduce the price, they will be left with a much smaller market for their produce. Bargaining power of buyers Buyer power also acts to force prices down. If beans are too expensive in Tesco, buyers will exercise their power and move to Sainsbury. Fortunately for Tesco, there are few other large supermarket companies. This means the market is disciplined the supermarkets have a disciplined approach to price setting. Discipline stops them destroying each other in a profit war. Threat of new entrants Tesco, Asda, Sainsbury and other supermarket chains put up considerable barriers to entry. For instance, Tesco may have cornered the market for certain goods; the new supermarket will not be able to find cheap, reliable suppliers. Tesco also has the advantage of economies of scale. Thus, barriers to entry as well as the possibility of sunk costs will help restrict the level of new entrants. Threat of substitutes Its more difficult for Asda to try to raise prices and make greater profits if there are close substitutes available at Tesco But, in some cases, customers may be reluctant to switch to another product even if it offers an advantage. Customers may consider it inconvenient or even risky to change if they are accustomed to using a certain product in a certain way, or they are used to the way certain services are delivered. Competitive rivalry Classical economics predicts that rivalry between companies should drive profits to zero. This is partly down to the threat of substitutes. For instance, Tesco has competition from companies like Sainsbury that can provide substitutes for their goods. This drives the prices of groceries down in both companies. Monopsony issues There has been growing concern over the monopsony power of the big four supermarket chains: Tesco, Asda, Morrisons and Sainsbury. Technically, none is a monopsonist because none is the sole buyer of a particular category of products. Tesco, for example, is not the sole buyer of soap powders or frozen chicken. However because of their size, the big four supermarket chains enjoy much greater buying power than smaller buyers. The OFT has investigated the grocery market on several occasions over the last decade. Researchers asked suppliers for their opinion on the level of negotiating power they felt they had with different retail customers. Their responses showed that they felt they had less bargaining power with the Big Four than with smaller chains and groceries. Supermarket chains argue that they provide value for money to their customers through the efficiency of their operations. Some evidence suggests that the supermarkets do not always pass on cuts in supplier prices. Controversially, between 201 and 2003 when many UK dairy farmers were either barely profitable or making losses, prices paid to them dropped when supermarket milk prices were still rising: Illustration of monopsonistic power in the UK retailing industry Summary of the Big Fours competitiveness The Big Four (Tesco, Asda, Sainsburys and Morrisons) have gained a combined market share of 75.9% by pursuing a hybrid low price strategy with perceived benefits. In recent years Sainsburys has moved towards a differentiation strategy by focusing on quality and has implemented a higher pricing structure. These competitors have diversified their product offering and sell a variety of non-food goods including, financial services, clothing, electrical goods, and DIY products. All four possess huge buying power and high economies of scale. Each has invested in own label brands, which have risen in demand during the recession. All four have prime store locations in out of town and inner city locations. Tesco have over 2,000 UK stores. Tesco have developed a number of store formats including Tesco Express, Extra and Metro. This allows Tesco not only to compete in the convenience market but also get around the rules imposed by the Competition Commission, restricting the number of stores Tesco is allowed to have in one area. In October 2009 the Competition Commission recommended the introduction of new tests that would make UK expansion more difficult for Tesco .This may prove problematic as Tescos like-for-like sales slowed in 2009 and profit increases are driven by new store openings. Asda Relocation to larger, out-of-town sites in the 1980s gave many supermarkets the additional space required for extending their non-food offering. Asda in particular, focuses on non-food sales, because its 400 stores are generally much bigger than its competitors. Some of Asdas non-food brands have been phenomenally successful the George clothing brand has helped the chains clothing sales to outstrip those of Marks Spencer. Asda is currently the only UK supermarket offering the facility to purchase clothing online, in addition to groceries and other non-food items. Asda does not offer a loyalty scheme and claims to invest in a strategy of everyday low pricing. Asda expanded into the South in 1989 by buying out Gateway superstores. Asda became a subsidiary of Wal-Mart (the worlds largest retailer) in 1999 and hence enjoys huge buying power. Sainsburys 830 UK stores are mainly located in affluent areas. Sainsburys have diversified from their superstore format into convenience stores (Sainsburys Local). Sainsburys is the only competitor within the top four that has the strategy of quality goods for a fair price. The other three are positioned as low price supermarkets. Sainsburys hope to double the customer base of its larger stores within five years by expanding its non-food range (TU clothing range is very successful) and branching out into the North of England and Scotland Morrisons have 420 UK stores and three distinct brand values: Fresh, Value and Service. These values provide the flexibility to react to market changes and consumer trends. Morrisons aim to offer more freshly prepared food than any other retailer and have more staff preparing food than any other supermarket. The retailer grew in strength and expanded into the South of England following the acquisition of Safeway in 2004. Unlike its closest rivals Morrisons decided not to enter the convenience store sector. Vertical integration is key to the retailers success; Morrisons own their factories, production facilities and distribution network. With these facilities Morrisons can get food to stores faster so that its fresher. Morrisons have invested heavily in training and their staff is highly skilled and know their trade. Level of contestability A contestable market occurs when there is freedom of entry and exit into the market. Thus there will be low levels of sunk costs. Thus, when considering the contestability of supermarkets it is important to consider the following points: Barriers to Entry Barriers to entry in the supermarket industry are obviously extremely high, due to the massive market share held by the four main UK supermarkets. Small food retailers can be assisted in their growth by the government, with incentives such as tax relief and grants. Economies of scale are the second important barrier to entry. In addition to the usual one, the UK grocery retail market has a special economy of scale arising from the substantial bargaining power which retailers enjoy over their suppliers, the manufactures of food and grocery product. Updating earlier analysis, it has been observed that the European new contracts, Aldi and Netto have some ability to defeat this barrier. Aldi enjoys a buying-power derived economy of scale advantage in the European countries in which it has a large market share. The third major barrier to entry, the shortage of unexploited store sites, is again one that European discounters may be able to penetrate. A preliminary analysis would suggest that the UK market should be a difficult prospect for a new entrant. Unexploited superstore sites are running out. Mintel 91 has an estimated saturation point for superstores in the UK at about 800, only around 150 more than the present total. Furthermore, a barrier of entry may present itself in the sheer amount of land that a store owns; in the case of Tesco which limits the amount of new entrants into the UK market Sunk Costs If Sunk costs are high this makes it difficult for new firms to enter and leave the market. Therefore it will be less contestable. In the supermarket industry, spending on advertising are an example of costs that cannot be recovered when the firm exits the market. High sunk costs are a constraint on the level of contestability. Level of advertising and brand loyalty If an established firm has significant brand loyalty such as Tesco, then it will be difficult for a new firm to enter the market. This is because they would have to spend a lot of money on advertising, a sunk cost, which as explained above reduces the level of contestability in a market Levels of Profit If a firm is making very high profit, this is an indication that the market is not contestable, because hit and run competition should enable new firms to enter and reduce the profitability. Each of the Big Four have seen their profit margins expand while Tesco and Asda have enjoyed abnormal profits continuously Pricing and non-pricing strategies The following section discusses how each firm operates in the competitive environment of the retail grocery industry. Tesco battles by expanding market demand, increasing market share and defending market share with strategies such as flank, pre-emptive or mobile. In return the main competitors Asda and Sainsburys are attacking the market leader by using offensive strategies such as frontal, flank or bypass, in order to gain market share. Tescos understanding of its customers as well as its strong defensive marketing strategies against competitors assure them the leading position in the market. The vast majority of both marketers and practitioners frame a stores pricing decision as a choice between every day low prices or deep but temporary discounts, labeling the first strategy EDLP and the second PROMO. The kinked demand curve theory shows us that firms would lose out if they changed their prices relative to other major players i.e. if the firm increases its price, it will lose out on market share due to an asymmetric response from other competitors. If he firm reduces its price, other competitors would lower their prices too so that very little extra demand would be generated. Successful implementation of EDLP may involve offering a deeper and narrower product line than PROMO, allowing firms to exploit scale economies (in particular categories), reduce their inventory carrying costs, and lower their advertising expenses. Article by Retail Week as at 21 February 2005: Tesco shows no signs of letting up its position of dominance in the UK grocery sector, according to the latest market share figures from Taylor Nelson Sofres. Other EDLP players, such as Asda and Morrisons, also enjoyed solid growth, but Sainsburys and Safeways share dropped. Tescos market share rose by 0.7 percentage points to 26 per cent year-on-year for the 12 weeks to February 2. Asdas share increased by 0.6 percentage points to 16.7 per cent for the same period, while Morrisons share rose by 0.1 percentage points to 6 per cent. In practice, firms can choose a mixture of EDLP and PROMO, varying either the number of categories they put on sale or changing the frequency of sales across some or all categories of products. Not surprisingly, practitioners have coined a term for these practices, hybrid pricing. What constitutes HYBRID pricing is necessarily subjective, depending on an individuals own beliefs regarding how much price variation constitutes a departure from pure EDLP. Because of the price rigidity, supermarkets have resorted to non pricing strategies as a means of capturing market share. Examples of non pricing strategy may include:   Traditional advertising / marketing   Store Loyalty cards   Banking and other Services (including travel insurance)   In-store chemists and post offices   Home delivery systems   Discounted petrol at hypermarkets   Extension of opening hours (24 hour shopping)   Innovative use of technology for shoppers including self-scanning and internet shopping services Legal issues concerning public interest As with any large corporation, the supermarket chain has been involved in lawsuits, usually from claims of personal injury from customers, claims of unfair dismissal from staff, and other commercial matters. Two notable cases were Ward v Tesco Stores Ltd, which set a precedent in so-called trip and slip injury claims against retailers, and Tesco Supermarkets Ltd v Nattrass, which reached the House of Lords and became a leading case regarding the corporate liability of businesses for failures of their store managers (in a case of misleading advertising). Criticism of Tesco includes disapproval of the effects supermarket chains can have on farmers, suppliers and smaller competitors; along with claims of generally poor labour relations with its staff concerning sick leave regulations. Accusations concerning using cheap and/or child labour in Bangladesh amongst other places have also arisen from Sainsbury. Asda and Sainsbury are among companies that have agreed to pay near record fines of 116 million after admitting they fixed the price of milk, cheese and butter between 2002 and 2003. The supermarkets claimed they joined forces to help raise the price of milk to farmers who were suffering badly from falling milk prices and the after effects of an outbreak of foot and mouth disease. In contrast, consumers had to pay an extra 3p for milk and 15p extra for a pound of butter. The total cost to consumers form the higher prices was 270 million. Tesco, Sainsburys and Asda, as well as Imperial Tobacco and Gallaher, were among those accused of increasing profits illegally by the Office of Fair Trading (OFT). Cigarette brands at the centre of the investigation include Embassy, John Player Special, Lambert Butler, Benson Hedges and Silk Cut. Tesco has been heavily criticized by the media in both the UK and Ireland among other places over its comparatively more ruthless and harsh business tactics compared to its rivals, all of whom stand charged, like Tesco, of bullying farmers to lower their prices to unsustainable levels. Waitrose was the only major supermarket to come out of this accusation relatively unscathed. Tesco has been subject to several claims of apparently out-of-date food being back-labeled to appear to still be in date, poor cafà ¯Ã‚ ¿Ã‚ ½ hygiene and a staff member contracting legionnaires disease in the Wrexham store. Tesco has been involved in the areas of employment law, personal injury, intellectual property disputes, and taxation amongst others.

Definition and Examples of Words in English

Definition and Examples of Words in English A word is a  speech sound or a combination of sounds, or its representation in writing, that symbolizes and communicates a meaning and may consist of a single morpheme or a combination of morphemes. The branch of linguistics that studies word structures is called morphology. The branch of linguistics that studies word meanings is called lexical semantics. Etymology ​From Old English, word Examples and Observations [A word is the] smallest unit of grammar that can stand alone as a complete utterance, separated by spaces in written language and potentially by pauses in speech.-David Crystal, The Cambridge Encyclopedia of the English Language. Cambridge University Press, 2003A grammar . . . is divided into two major components, syntax and morphology. This division follows from the special status of the word as a basic linguistic unit, with syntax dealing with the combination of words to make sentences, and morphology with the form of words themselves. -R. Huddleston and G. Pullum, The Cambridge Grammar of the English Language. Cambridge University Press, 2002We want words to do more than they can. We try to do with them what comes to very much like trying to mend a watch with a pickaxe or to paint a miniature with a mop; we expect them to help us to grip and dissect that which in ultimate essence is as ungrippable as shadow. Nevertheless there they are; we have got to live with them, and the wise course is to treat them as we do our neighbours, and make the best and not the worst of them.-Samuel Butler, The Note-Books of Samuel Butler, 1912 Big WordsA Czech study . . . looked at how using big words (a classic strategy for impressing others) affects perceived intelligence. Counter-intuitvely, grandiose vocabulary diminished participants impressions of authors cerebral capacity. Put another way: simpler writing seems smarter.-Julie Beck, How to Look Smart. The Atlantic, September 2014The Power of WordsIt is obvious that the fundamental means which man possesses of extending his orders of abstractions indefinitely is conditioned, and consists in general in symbolism and, in particular, in speech. Words, considered as symbols for humans, provide us with endlessly flexible conditional semantic stimuli, which are just as real and effective for man as any other powerful stimulus.Virginia Woolf on WordsIt is words that are to blame. They are the wildest, freest, most irresponsible, most un-teachable of all things. Of course, you can catch them and sort them and place them in alphabetical order in dictionaries. But words do not live in dictionaries; they live in the mind. If you want proof of this, consider how often in moments of emotion when we most need words we find none. Yet there is the dictionary; there at our disposal are some half-a-million words all in alphabetical order. But can we use them? No, because words do not live in dictionaries, they live in the mind. Look once more at the dictionary. There beyond a doubt lie plays more splendid than Antony and Cleopatra; poems lovelier than the Ode to a Nightingale; novels beside which Pride and Prejudice or David Copperfield are the crude bunglings of amateurs. It is only a question of finding the right words and putting them in the right order. But we cannot do it because they do not live in dictionaries; they live in the mind. And how do they live in the mind? Variously and strangely, much as human beings live, ranging hither and thither, falling in love, and mating together.-Virginia Woolf, Craftsmanship. The Death of the Moth and Other Essays, 194 2 Word WordWord Word [1983: coined by US writer Paul Dickson]. A non-technical, tongue-in-cheek term for a word repeated in contrastive statements and questions: Are you talking about an American Indian or an Indian Indian?; It happens in Irish English as well as English English.-Tom McArthur, The Oxford Companion to the English Language. Oxford University Press, 1992

Cooperative Learning Tips and Techniques

Cooperative Learning Tips and Techniques Cooperative learning is a teaching strategy classroom teachers use to help their students process information more quickly by having them work in small groups to accomplish a common goal. Each member that is in the group is responsible for learning the information given, and also for helping their fellow group members learn the information as well. How Does It Work? In order for Cooperative learning groups to be successful, the teacher and students must all play their part. The teachers role is to play the part as facilitator and observer, while the students must work together to complete the task. Use the following guidelines to achieve Cooperative learning success: Arrange students heterogeneously in groups as few as two and no more than six.Assign each member of the group a specific role: recorder, observer, bookkeeper, researcher, timekeeper, etc.Monitor each groups progress and teach skills necessary for task completion.Evaluate each group based upon how well they worked together and completed the task. Classroom Management Tips Noise Control: Use the talking chips strategy to control noise. Whenever a student needs to speak in the group they must place their chip in the middle of the table.Getting Students Attention: Have a signal to get students attention. For example, clap two times, raise your hand, ring a bell, etc.Answering Questions: Create a policy where if a group member has a question they must ask the group first before asking the teacher.Use a Timer: Give students a predetermined time for completing the task. Use a timer or stopwatch.Model Instruction: Before handing out the assignment model the instruction of the task and make sure every student understands what is expected. Common Techniques Here are six common cooperative learning techniques to try in your classroom. Jig-Saw: Students are grouped into five or six and each group member is assigned a specific task then must come back to their group and teach them what they learned.Think-Pair-Share: Each member in a group thinks about a question they have from what they just learned, then they pair-up with a member in the group to discuss their responses. Finally they share what they learned with the rest of the class or group.Round Robin: Students are placed into a group of four to six people. Then one person is assigned to be the recorder of the group. Next, the group is assigned a question that has multiple answers to it. Each student goes around the table and answers the question while the recorder writes down their answers.Numbered Heads: Each group member is given a number (1, 2, 3, 4, etc). The teacher then asks the class a question and each group must come together to find an answer. After the time is up the teacher calls a number and only the student with that number may answer the question .   Team-Pair-Solo: Students work together in a group to solve a problem. Next they work with a partner to solve a problem, and finally, they work by themselves to solve a problem. This strategy uses the theory that students can solve more problems with help then they can alone. Students then progress to the point that they can solve the problem on their own only after first being in a team and then paired with a partner.Three-Step Review: The teacher predetermines groups before a lesson. Then, as the lesson progresses, the teacher stops and gives groups three minutes to review what was taught and ask each other any questions they may have.

Gun Control Essay Example | Topics and Well Written Essays - 1000 words - 1

Gun Control - Essay Example The gun control law will be brought to action after the Governor Dannel Molly signs it and this legislation would make Connecticut third state that has brought into action such toughest Gun Control Laws. 100 different types of guns are banned with a strict background on past sold weapons. Furthermore the newspaper posted Connecticut shot dead incident at elementary school Newtown that took place on 14th of December. According to this incident Adam Lanza - a twenty years old man shot 20 children with 6 adults and soon after killing them, he killed himself at Sandy Hook Elementary School. President of Iran Ahmadinejad sent condolences to the U.S President over the shooting incidence in Connecticut’s elementary school. He strongly condemned the violence attacks and hit hard the U.S policies and laws on gun control. In addition to accusing the shooting at elementary school incident he also high lightened the recent killing incidents of Colorado cinema creating hassle and harassmen t across American public. The president of Iran spoke about the inappropriate and loosely bound laws of gun control that had been provoking killing attacks back in 2007 in Virginia Tech that shot down 32 people (English.farsnews.com, 2013, April 21).   The Australian newspaper reporting the voice of Australia and the media also reported and published gun control laws, their appropriateness and in suitability. The Australian Newspaper published this very auspicious news when there was massacre and bloodshed reported in the major states of U.S and invoked the attention to the strong, strict and controlled gun control laws of Australia in comparison to the U.S. the media took the... Gun Control Responsible citizens are considered to contribute to society benefits by using firearms in a correct way. For ensuring gun control U.S government and defense department has chalked out some rules for the possession of firearms. Some of the points included for registered are extracted from the Federal Gun Control Act developed in 1968 in the U.S for possession of fire arms are responsible citizens abiding law, not addicted to drugs and alcohol, possessing U.S citizenship and must not be dropped out from military services (Moore & Reed, 1995). Not only crime issues but other issues such as hunting whether as a sport or for food purposes, has also reflected the serious issues of gun control legally and politically. Hunting is dangerous for wildlife and the natural environment as well. Even shooting has been a part of Olympic games and the use of pistols, guns, rifles etc had been a normal activity during sports in Olympic since 1912 (Moore & Reed, 1995). This paper has extracted content from various papers and stories from different countries such as Australia and its newspaper The Australian, Iran and its newspaper Fars News Agency and U.S and its newspapers Los Angeles Times. Severe punishment enforced by gun control laws and reforms and imprisonment laws must be enforced to avoid the misuse and unauthorized possession of guns and ammunitions. On the other hand gun control laws must not be enforced with such tightly bonded realm where law abiding and responsible citizens are also punished by restricting them to the use of firearms.

To what extent should individusl liberties be compromised in the name Essay

To what extent should individusl liberties be compromised in the name of national security - Essay Example I will be presenting arguments in favor of individual liberties compromised in the name of national security and provide a counter argument, which I espouse. In this regard, I maintain that individual liberties should be minimally compromised, if possible not compromise at all, even in the name of national security due to the fundamental principles which serves as the country – freedom, equality and democracy. And because of the fact that United States is a country of immigrants. Generally, liberty presupposes the idea that a human person is a rational agent, capable of making decisions and has the freedom to act upon the decision that he/she has arrived. This is necessary in order for the human person to flourish and realize his/her potentialities. This presupposition is deemed inherent in all human beings as human beings. However, in reality, not everybody can do anything that he/she wants because it may cause harm to others. As such, people have decided to enter into an agreement creating the state so that they can live peacefully, continue living together and pursue the good life. In this sense, it can be impugned that the state is created by the people, for the people and through the people. In return, the state provides protection to life, liberty and properties of the people. However, 9/11 has created the condition wherein the state has to impinge on individual liberties in order to protect the lives and properties of the greater majority since after 9/11 â€Å"the home front has become the battlefront† (Wolfowitz 2002 as cited in Krikorian 461). In this sense, there are those who advocate the idea that the state in the name of national security should be given more room to infringe on individual liberties and that individual liberties should be curtailed to the extent that the protection and security of the

Leadership in Nursing

Leadership in Nursing Definitions, Theories, and Styles of Leadership in Nursing Developing future nurse leaders is one of the greatest challenges faced by the nursing profession (Mahoney, 2001). Powerful leadership skills are needed by all nurses and especially for those providing direct care to those in top management positions. Anyone who is looked to as an authority (including, for instance, a nurse treating a patient) or who is responsible for giving assistance to others is considered a leader (Curtis, DeVries and Sheerin, 2011). A clinical nursing leader is one who is involved in direct patient care and who continuously improves the care that is afforded to such persons by influencing the treatment provision delivered by others (Cook, 2001). Leadership is not merely a series of skills or tasks; rather, it is an attitude that informs behaviour (Cook, 2001). In addition, good leadership can be seen as demonstrating consistently superior performance; further it delivers long term benefits to all those involved, either in the delivery or receipt of care. Leaders are not merely those who control others; they are visionaries who help employees to plan, lead, control, and organise their activities (Jooste, 2004). Leadership has been defined in many ways within existent academic literature. However, several features are common to most definitions of leadership. For example, leadership is a process, involves influence, usually occurs in a group setting, involves the attainment of a goal, and exists at all levels (Faugier and Woolnough, 2002). In addition, there are several recognised leadership styles. For instance, autocratic leaders set an end goal without allowing others to participate in the decision-making process (Curtis, DeVries and Sheering, 2011), whereas bureaucratic leadership occurs in scenarios where a leader rigidly adheres to rules, regulations, and policies. In contrast, participative leaders allow staff to participate in decision-making and actively seek out the participation of stakeholders within the decision. This type of leadership allows team members to feel more committed to the goals they were involved with formulating (Fradd, 2004). Laissez-faire leadership leaves employees to their own devices in meeting goals, and is a highly risky form of leadership as Faugier and Woolnough (2002) further posit. Finally, a more effective form of leadership than those hitherto mentioned, may be situational leadership. This is where the leader switches between the above styles depending upon the situation at hand and upon the competence of the followers (Faugier and Woolnough, 2002). There is a difference between theory and styles of leadership. According to Moiden (2002), theory represents reality, whereas style of leadership refers to the various ways one can implement a theory of leadership the way in which something is said or done. Organisations should, it follows, aim for a leadership style that allows for high levels of work performance, with few disruptions, and that is applicable in a wide variety of situational circumstances, in an efficient manner (Moiden, 2002). Similarly, there is a difference between management and leadership. Managers plan, organise and control, while leaders communicate vision, motivate, inspire and empower in order to create organisational change (Faugier and Woolnough, 2002). Transactional versus transformational leadership Outhwaite (2003) suggests that transactional leadership involves the skills required in the effective day to day running of a team. However, transformational leadership also involves ensuring that an integrated team works together and may also benefit from the inclusion of innovativeness of approach in work (Outhwaite, 2003). For example, a leader can empower team members by allowing individuals to lead certain aspects of a project based on their areas of expertise. This will, in turn, encourage the development of individual leadership skills, which improve both the individuals skills and their future career prospects. In addition, leaders should explore barriers and identify conflicts when they arise, and then work collaboratively with the members of their team to resolve these (Outhwaite, 2003). Furthermore, the leader should remain a part of the team, sharing in the work, thus remaining close to operations and being able to understand the employees perspective, rather than being a leader who is distanced from the actual work of the team for which he or she is responsible (Outhwaite, 2003). Transactional leadership focuses on providing day-to-day care, while transformational leadership is more focused on the processes that motivate followers to perform to their full potential. Thus, the latter works by influencing change and providing a sense of direction (Cook, 2001). The ability of a leader to articulate a shared vision is an important aspect of transformational leadership, as Faugier and Woolnough (2002) observe. In addition, transactional leadership is most concerned with managing predictability and order, while transformational leaders recognise the importance of challenging the status quo in order to enhance positive possibilities within the project that they are delivering as Faugier and Woolnough, (2002) posit. One group of authors that have described the use of transformational leadership by Magnet hospitals are De Geest et al. (2003). In so doing they discuss how the leadership style deployed within the hospitals allows for faith and respect to be instilled, the treatment of employees as individuals, and innovation in problem solving, along with the transmission of values and ethical principles, and the provision of challenging goals while communicating a vision for the future (De Geest et al., 2003). Transformational leadership is, as they further comment, especially well-suited to todays fast-changing health care environment where adaptation is extremely important, especially with regard to changing technologies and the seemingly ever-increasing expectations of patients. In elucidating further, the authors cite a range of findings that this leadership style is positively associated with higher employee satisfaction and better performance. These, in turn, correlate positively with higher patient satisfaction (De Geest et al., 2003). One way to facilitate change using transformational leadership involves the use of action learning (De Geest et al., 2003). In this approach, leaders use directive, supportive, democratic, and enabling methods to implement and sustain change and the effects of such leadership enable better outcomes for both nurses and patients to be realised. Transformational leadership focuses on the interpersonal processes between leaders and followers and is encouraged by empowerment (Hyett, 2003). Empowered nurses are able not only to believe in their own ability but also to create and adapt to change. When using a team approach to leadership, it is important to set boundaries, goals, accountability, and set in motion structural support for team members (Hyett, 2003). Transformational leadership is thus seen as empowering, but the nurse manager must balance the use of power in a democratic fashion to avoid the appearance of their abusing the power that they have been given (Welford, 2002). Finally, as Hyett (2003) also notes, respect and trust of staff by the leader is essential for transformational leadership to work. Clinical or shared governance Clinical governance is a new way of working in which e National Health Service (NHS) organisations are accountable for continuous quality improvement, safeguarding standards of care, and creating an environment in which clinical excellence can flourish (Moiden, 2002). The requirements of several recent UK government policies require that new forms of leadership that better reflect the diversity of the workforce and the community being developed. Since Scott and Caress (2005) noted this, leadership needs have continued to be strengthened and the need to involve all staff in clinical leadership further developed. Shared governance has been, as Hyett (2003) notes, one method by which this goal has been realised. It has proven to be an effective form of leadership because it empowers all staff and makes them part of decision making processes, thereby additionally allowing staff to work together to develop multi-professional care (Rycroft et al., 2004). Such shared governance has resulted in the increased utilisation of a decentralised style of management in which all team members have responsibility and managers are facilitative, rather than using a hierarchical which, as Scott and Caress (2005) maintain, has led to increased morale and job satisfaction, increased motivation and staff contribution, the encouragement of creativity, and an increased sense of worth amongst NHS employees at all levels. Knowledge, attitudes, and skills of an effective nurse leader In addition to the skills hitherto noted in the opening sections of this assignment, nurse leaders should have knowledge of management, communication, and teamwork skills, as well as a solid understanding of health economics, finance, and evidence-based outcomes (Mahoney, 2001). These core skills should ideally be further enhanced by the possession of a range of key personal qualities. Mahoney (2001) asserts that these are desirable in all nurse leaders and include competence, confidence, courage, collaboration, and creativity. Nurse leaders should also be aware of the changing environment in health care best practice and make changes proactively. Leaders who show concern for the needs and objectives of staff members and are cognisant of the conditions affecting the work environment that also encourage productivity, as Moiden, (2003) notes, which is important as it allows a philosophy of productivity to be established. According to Jooste (2004), the three pillars essential to a foundation of strong leadership are authority, power, and influence. It follows, therefore, that to be an effective leader in todays competitive environment, leaders should use influence more, and authority and power, less. It is more important, as Jooste (2004) further notes, to be able to motivate, persuade, appreciate, and negotiate than to merely wield power and, in advancing this line of argument, the author cites three categories of influence for nurse leaders to use in creating a supportive care environment. These include: modelling by example, building caring relationships, and mentoring by instruction (Jooste, 2004). Such skills should also, according to De Geest et al. (2003), be combined with the utilisation of five specific practices that are fundamental to good leadership: g inspiring a shared vision, enabling others to act, challenging processes, modelling, and encouraging. For example, a leader may challenge others to act by recognising contributions and by fostering collaboration. Such techniques are important because recognising contributions also serves to encourage employees in their work whilst team leadership moves the focus away from the leader towards the team as a whole (Mahoney, 2001). Applications to practice settings Hyett (2003) describes several barriers to health visitors taking on a leadership role and observes that visitors usually work in a self-led environment, which causes problems because there may be no mechanism for self-control or decision-making at the point of service, thus stifling innovation. In addition, if nurses who do try to initiate change are not supported, they lose confidence and assertiveness and may feel disempowered and unable to support one another, which will lead to declining standards of motivation and may negatively impact upon patient care (Fradd, 2004). Management often focuses on the volume of services provided, leading to loss of self-esteem and a rise in dependence; this, as Hyett (2003) recognises, may cause workers to become disruptive, or to leave the organisation, which culminates in organisational upheaval. Further, when staff leave as a result of feeling disempowered, replacements need to be found and trained which involves not only additional recruitment costs but training as new people are introduced into the culture of the organisation. In addition to the comments made by Hyett, focus group data from a study of implementing change in a nursing home suggests that nurses want a leader with drive, enthusiasm, and credibility to lead them and to inspire them, for they do not merely want a leader who has superiority (Rycroft-Malone et al., 2004). Further, focus group members identified the qualities desired in a leader who is attempting to facilitate change. This person should have knowledge of the collaborative project, have status with the team, be able to manage others, take a positive approach to management, and possess good management skills (Rycroft-Malone et al., 2004). Applications to the wider health and social context Nursing leaders function at all levels of nursing from the ward through to top nursing management. Over time, the function of leadership has changed from one of authority and power to one of being powerful without being overpowering (Jooste, 2004). Boundaries between upper, middle, and lower level leaders are becoming increasingly blurred, and responsibilities are becoming less static and more flexible in nature. In other words, there is a trend toward decentralisation of responsibility and authority from upper to lower levels of health care delivery (Jooste, 2004). An ongoing programme of political leadership at the Royal College of Nursing describes a multi-step model for political influence (Large et al., 2005). Some of the steps include: identifying the issue to be changed, turning the issue into a proposal for change, finding and speaking with supporters and stakeholders to develop a collective voice, pinpointing desired policy change outcomes, and constructing effective messages to optimise communication (Large et al., 2005). These can be all be viewed as important for through learning them the nurse leader can adopt to the organisational expectations of the twenty-first century NHS. Education for leadership In order for nursing practice to improve, an investment must be made in educating nurses to be effective leaders (Cook, 2001). Cook contends that leadership should be introduced in initial nursing preparation curricula, and mentoring should be available for aspiring nurse leaders not only during their formal training but throughout their careers (2001). The importance of this enlarged approach can be seen, for example, in the use of evidence-based practice which requires nurses to be able to evaluate evidence and formulate solutions based upon the best available evidence (Cook, 2001). In order for these things to occur, it is important that nurses have educational preparation for leadership during training to prepare them to have a greater understanding and enhanced control of events that may occur during work situations (Moiden, 2002). This can be seen as a step towards the greater professionalisation of the nursing profession a movement that has also increasingly seen nurses gaining formal academic qualifications over the previous ten years. Indeed, such is the embracing of professional accreditation that the NHS has adopted the Leading an Empowered Organisation (LEO) project in order to encourage the use of transformational leadership (Moiden, 2002). By doing so, the NHS hopes to ensure that professionals may empower themselves and others through responsibility, authority, and accountability. The programme also aims to help professionals develop autonomy, take risks, solve problems, and articulate responsibility (Moiden, 2002). Strategies such as the Leading and Empowered Organisation (LEO) programme and the RCN Clinical Leaders Programme are designed to produce future leaders in nursing who are aware of the benefits of transformational leadership (Faugier andWoolnough, 2002). This is therefore not only a programme that is relevant to todays NHS but is also one that is preparing the nursing leaders of tomorrow. Challenges and opportunities to stimulate change The health care environment is constantly changing and producing new challenges that the nurse leader must work within (Jooste, 2004). Leadership involves enabling people to produce extraordinary things whilst simultaneously performing their daily duties and adapting to challenge and change (Jooste, 2004). While management in the past took a direct, hierarchical approach to leadership, the time has come for a better leadership style that includes encouragement, listening, and facilitating (Hyett, 2003). Hyett (2003, p. 231) cites Yoder-Wise (1999) as defining leadership as the ability to create new systems and methods to accomplish a desired vision. Today, the belief is that anyone can be a leader and thus leadership is a learnable set of skills and practices (Hyett, 2003). All nurses must display leadership skills such as adaptability, self-confidence, and judgment in the provision of health care (Hyett, 2003). Indeed, the expectation of both higher professionals and the general public receiving care is that nurses lead care, and that they are able to move seamlessly between roles of leading and following, depending upon the individual scenario faced (Hyett, 2003). Empowering patients to participate in the decision-making process Only when health care services are well-led will they be well-organised in meeting the needs of patients (Fradd, 2004). Nurses have considerable influence on the health care experience enjoyed by individual patients, especially as patient involvement in care is most often nurse-led (Fradd, 2004). Today, patients are more aware of their own health care needs and better informed about treatments and practice; it is also imperative that patients are able to enunciate their own health care needs and contribute to discussions relating to their treatment options. Such enhanced levels of health care communication require nurses to be better equipped with analytical and assertiveness skills, especially if they need to fight the patients corner against the opinion of an individual doctor who may place his own opinions above those of the patient (Outhwaite, 2003). Transformational leadership is ideal for todays nursing practice as it seeks to satisfy needs, and involves both the leader and the follower in meeting needs (Welford, 2002). It is also flexible and this allows the leader to adapt in varied situations. It is logical, therefore, that if the leader accepts that things will change often, followers will enjoy this flexibility. As a result, both nurses and patients benefit because the avoidance of hierarchical structures and the embracing of new ways in which to work help organisations to put resources together to create added value for both employees and consumers (Mahoney, 2001). Into this health care mix, transformational leadership is pivotal, for it allows team nurses to enhance their role as both teachers and advocates (Welford, 2002). References Cook, M. (2001). The renaissance of clinical leadership. International Nursing Review, 48: pp. 38-46. Curtis, E. A., de Vries, J. and Sheerin, F. K. (2011). Developing leadership in nursing: exploring core factors. British Journal of Nursing, 20(5), pp. 306-309. De Geest, S., Claessens, P., Longerich, H. and Schubert, M. (2003). Transformational leadership: Worthwhile the investment! European Journal of Cardiovascular Nursing, 2: pp. 3-5. Faugier, J. and Woolnough, H. (2002). National nursing leadership programme. Mental Health Practice, 6(3): pp. 28-34. Fradd, L. (2004). Political leadership in action. Journal of Nursing Management, 12: pp. 242-245. Hyett, E. (2003). What blocks health visitors from taking on a leadership role? Journal of Nursing Management, 11: pp. 229-233. Jooste, K. (2004). Leadership: A new perspective. Journal of Nursing Management, 12: pp. 217-223. Large, S., Macleod, A., Cunningham, G. and Kitson, A. (2005). A multiple-case study evaluation of the RCN Clinical Leadership Programme in England. London: Royal College of Nursing. Mahoney, J. (2001). Leadership skills for the 21st century. Journal of Nursing Management, 9: pp. 269-271. Moiden, M. (2002). Evolution of leadership in nursing. Nursing Management, 9: pp. 20-25. Moiden, M. (2003). A framework for leadership. Nursing Management, 13: pp. 19-23. Outhwaite, S. (2003). The importance of leadership in the development of an integrated team. Journal of Nursing Management, 11: pp. 371-376. Rycroft-Malone, J., Harvey, G., Seers, K., Kitson, A., MCormack, B, and Titchen, A. (2004). An exploration of the factors that influence the implementation of evidence into practice. Journal of Clinical Nursing, 13: pp. 913-924. Scott, L. and Caress, A-L. (2005). Shared governance and shared leadership: Meeting the challenges of implementation. Journal of Nursing Management, 13: pp. 4-12.

Dutch Culture Compared to United Arab Emirates and Colombia Essay

Culture can be defined as the way in which a group of people solve problems and reconcile dilemmas. Culture has a high influence in the process of doing business and managing. The main objective of this essay is exposing the main social differences between our host country, the Netherlands, and the two potential export destinations, the United Arab Emirates and Colombia. The main method used to discoverer the cultural differences is based on Parson’s five relational orientations. In terms of relationships and rules Dutch culture is highly universalistic, this means that the behavior from most Dutch individuals tends to be rule-based. In Dutch society, every person is treated the same; there are no exceptions to the rule. In situations such as asking a special favor from a friend that would violate Dutch legislation, it is likely that the friend will deny the request. The situation is the opposite in both Colombia and the United Arab Emirates, both societies being fairly particularistic. Judgments in these countries tend to focus on the nature of the present circumstances, rather than the general rule. Colombians would not think twice before helping a good friend in the previously mentioned situation, neither would Emiratis. Exporting flowers to a particularistic country would imply careful considerations in terms of negotiating contracts, timing a business trip, and job incentives and rewards. Negotiating contracts in the Netherlands is a common business standard, yet it might be seen as an offensive display of mistrust to your business partners when setting up a venture in the UAE. Particularistic cultures value personal relationships more highly than legal documents, and will commit to all verbal agreements in order to maintain a worthy business partner. In terms of Human Resource Management the Dutch manager in a Particularistic culture will have to understand the importance of relationships and focus on building informal networks to create private understandings. The next highly influential factor that could affect any business relationship between the three countries is the way feelings are demonstrated within society. Colombian culture is particularly affective; they tend to publicly display any emotions that arise at any given moment. The UAE and the Netherlands, while more emotionally neutral than Colombia, are situated in the middle of the rank. It is the norm to see a Colombian worker screaming, enraged after a certain project failed, yet this does not mean that he is more emotionally affected than a Dutchman in his same situation, the Colombian just expresses his anger in a different manner. Another notable difference between affective and neutral cultures is their tone of voice. In Latin cultures, such as Colombia, tone of voice tends to swift from low to high tones, demonstrating emotional attachment behind what is being said. For more neutral cultures, like the UAE, this might seem distractive and exaggerated. Our Dutch manager will most likely have no problems when dealing with Emirati employees; on the other hand he should avoid being emotionally unattached in order to gain the affection of his Colombian co-workers. How people accord status to each member in society is another highly variable factor that should distinguished between the three previously mentioned countries. Every society gives some members a higher status than others; the difference is on which basis do they do so. Achievement-oriented societies focus on the personal accomplishments. Ascriptive societies, conversely, place emphasis and are more influenced by the virtue of a person’s age, class, gender, education and so on. Both Colombia and the UAE are considered to be highly ascriptive societies, the Netherlands lies somewhere in the middle. Members or friends of the governing families in ascriptive countries have quasi supra-legal powers and advantages over the rest of the population. This can have serious effects on the way business is conducted. One example of a situation where the Dutch company could encounter problems is when sending a bright young manager to negotiate with a team of senior Emirati CEOs. While the Dutch manager could be more than capable of managing the situation, the Emirati CEOs would not take him seriously and might even feel insulted. It is therefore recommended that the Dutch company makes sure the negotiation team has an older, formal position-holder to provide a better impression to the Emirati Company. The Human Resource department should also take into account the importance of titles when recruiting employees, as assigning an employee without sufficient titles might cause tension within a work unit. An individualistic society is that in which each individual’s actions are oriented towards the self. On the other end of the spectrum a communitaristic society has common goals and objectives. Dutch society is highly individualistic, Emiratis are somewhere in the middle, and Colombians are highly communitaristic. Colombia’s communitaristic roots lie on both its Catholic beliefs and the influence communism enforced over the country a few decades ago. The implications of setting up a business and employing individuals in a communitaristic society are mostly motivation related. The Dutch manager should assign group-oriented tasks and give credit on a department-based basis, in order to satisfy and motivate Colombian employees. Another factor that should be considered is how responsibility is assimilated in a both societies. Individualistic employees would accept guilt and responsibility in most situations, while communitaristic employees would quickly place blame on his workgroup. When providing negative news managers in Colombia should avoid using â€Å"you† as the object of the sentence, and instead explain the problem indirectly. Finally, the last factor that should be considered when deciding to export abroad is how specific or diffuse a culture is. In specific-oriented cultures each member’s role in society varies according to each particular situation; that is to say, somebody’s manager is only his superior during official corporate situations, in all external situations they are both equal members of society. The Netherlands is ranked as one of the most highly specific cultures in the world, the UAE ranks somewhat below the Netherlands, and Colombia is positioned amongst the most diffuse. It is recommended that managers coming from a specific culture allow private and business issues to interpenetrate. Another issue that should be considered when setting up an HRM strategy in a diffuse culture is the appreciation for ambiguous and vague instructions, which allow for subtle and responsive interpretations through which employees can exercise personal judgment. Due to the cultural similarities between Dutch and Emiratis societies, it would be recommended that the UAE is the chosen country to set up a business venture; however special attention must be given to factors such as the way society accords status, area which the two countries have the greatest differences.