Free Essays on Eva

Situational Analysis and Key Facts Mr. John Duckworth is the president and controlling shareholder of Duckworth Industries. In 1992 he decided that a change was needed in Duckworth’s management incentive program. The new plan would benefit both shareholders and managers and would also keep Duckworth at the forefront of incentive programs. He is a deep believer in incentives to motivate employees. In 1950’s he took over a plant that had an operating loss of $2.7 million a year and implemented what was at the time a â€Å"state of the art† incentives program. When he started his own business in 1971 sales grew from $400,000 to nearly $125 million by 1992. He has since acquired many other companies and now has 775 employees. Mr. Duckworth has six different incentive programs. These programs not only benefit upper level management, but also plant level employees with the attendance bonus. The idea of pay for performance is a key in the Duckworth family. One senior executive said that â€Å"we put incentives, within reason, behind everything we can.† To compliment the attendance bonus there is also a quality incentive for plant and shift supervisory levels, while all employees benefit from the profit-sharing plan. Employees receive separate checks for incentives so they can see every month how performance benefits them. The senior management team had other incentives above and beyond the incentives of all the other employees. Senior managers had an annual incentive compensation program and a long-term incentive program. Both of these plans took on dramatic changes from 1983-1992. Before 1990, the annual incentive program provided managers a bonus of up to 50% if they if certain target levels of performance were reached. These measures included things such as cash flow, sales growth, inventory turns, etc. In 1990, however, Duckworth decided to base the incentives on sales growth and profitability rather that annual targets. The i... Free Essays on Eva Free Essays on Eva Situational Analysis and Key Facts Mr. John Duckworth is the president and controlling shareholder of Duckworth Industries. In 1992 he decided that a change was needed in Duckworth’s management incentive program. The new plan would benefit both shareholders and managers and would also keep Duckworth at the forefront of incentive programs. He is a deep believer in incentives to motivate employees. In 1950’s he took over a plant that had an operating loss of $2.7 million a year and implemented what was at the time a â€Å"state of the art† incentives program. When he started his own business in 1971 sales grew from $400,000 to nearly $125 million by 1992. He has since acquired many other companies and now has 775 employees. Mr. Duckworth has six different incentive programs. These programs not only benefit upper level management, but also plant level employees with the attendance bonus. The idea of pay for performance is a key in the Duckworth family. One senior executive said that â€Å"we put incentives, within reason, behind everything we can.† To compliment the attendance bonus there is also a quality incentive for plant and shift supervisory levels, while all employees benefit from the profit-sharing plan. Employees receive separate checks for incentives so they can see every month how performance benefits them. The senior management team had other incentives above and beyond the incentives of all the other employees. Senior managers had an annual incentive compensation program and a long-term incentive program. Both of these plans took on dramatic changes from 1983-1992. Before 1990, the annual incentive program provided managers a bonus of up to 50% if they if certain target levels of performance were reached. These measures included things such as cash flow, sales growth, inventory turns, etc. In 1990, however, Duckworth decided to base the incentives on sales growth and profitability rather that annual targets. The i...

Organizational Values Essay Essays

Organizational Values Essay Essays Organizational Values Essay Essay Organizational Values Essay Essay Organizational Values Essay In nursing, engagement suggests that the nurse is physically, mentally, and emotionally engaged in their work. The nurse will have a sense of ownership, loyalty, and dedication to create a safe environment for patients and an effective and efficient working environment. Engagement is a key, critical part of patient safety and quality of care. In an article called, â€Å"The Culture of Nursing Engagement† written by Dr. Fasoli, he says that work engagement is important to organizational efforts to retain nurses and mitigate future nursing shortages. Detractors for a nurse to maintain this fixed focus on positive patient outcomes relates directly to disengagement with their leadership and having a solid understanding of the principles that guide their facility. Clinical leadership is instrumental in helping nurses maintain engagement with their patients by informing staff on changes to guidelines and protocols and keeping them up-to-date or changes that affect the flow of the unit. They also ensure nurses are given allotted time to catch up on proficiency requirements and tasks that can impact their job performance. When clinical leaders are effective in performing this function, they allow the nurses to focus their much-needed time and energy on their patients. This in turn helps facilitate satisfaction in the work place, which directly contributes to positive patient outcomes. Advancing nurse satisfaction and patient outcomes requires effective communications. In nearly every care setting, effective communication is necessary. Clinicians need to regularly communicate in a professional and practical way that is respectful and attuned to individual differences. They also must ensure that the right information is exchanged to the next caregiver or health care provider so that the safety and quality of care is not compromised. As a nurse with less than one year of experience, establishing satisfaction within my facility is critical. It not only drives my opinion of the workplace but it also shapes my perception of the nursing career field as a whole. Being one of two RN’s in my clinic, I think I have established a great working relationship with my fellow nurse and with the clinical supervisor. We communicate daily through several mediums about clinical requirements, schedule changes or immediate patient requirements. This has expanded my knowledge and helped me learn how to function confidently within my work center and even take on various responsibilities within the facility. I see my clinical supervisor daily and she is very diligent with providing updates on any changes or requirements. She has given me feedback on my work performance and provided assistance with training me on areas that required proficiency. When I asked for personal time off it was granted without any hassle or judgment. This eased my feelings on taking time off and increased my contentment for her as my supervisor and has encouraged me to work harder and strive to be more productive in the office. If organizations can focus on a culture of engagement with their nurses, clinicians and supervisors, they can establish a wealth of future leaders, and reduce the number of managerial vacancies in their organizations. Additionally, when organizations invest in nurse manager who utilize engagement practices they have the potential to see increased staff satisfaction through this process and promote retention, which helps continue the cycle in the development of nursing leaders. From my experience I believe this is important and a vital component to nursing satisfaction. I can say with certainty I am encouraged to continue to work hard and provide solid patient care because my supervisor and fellow co-workers are supporting my ability to stay engaged with my patients through teamwork and effective communication. Resources Provision of Care, Treatment, and Services (CAMCAH / Critical Access Hospitals), 2004 retrieved on October 9, 2011 from jointcommission. org/standards_information/jcfaqdetails. aspx? StandardsFAQ Id=290StandardsFAQChapterId=29 Fasoli, DiJon R. PHD, RN. 2010 Lippincott. The Culture of Nursing Engagement: A Historical Perspective. Nursing Administration Quarterly: January/March 2010 Volume 34 Issue 1 p 18–29 doi: 10. 1097/NAQ. 0b013e3181c95e7a. Retrieved December 4, 2011 from

D.P Essay Example | Topics and Well Written Essays - 1000 words

D.P - Essay Example From the very outset, identity is established as a prominent theme. In this way, the story’s setting is a German World War II orphanage. This is a significant setting as it allows Vonnegut to explore the lives of individuals with conflicting identities, most prominently Joe. Vonnegut writes, â€Å"The village carpenter†¦always came out of his shop to†¦speculate, with idlers his shop attracted, the nationalities of the passing kid’s parents† and â€Å"See the little French girl†¦look at the flash of those eyes† (Vonnegut 132). In this way the setting is highly unique. While it is a German orphanage, it is contained in a zone of American occupation. Additionally, the children contained in the orphanage have traits of differing nationalities, such as skin color, accents, or unique hair, however many of them speak German. In this context, Vonnegut greatly complicates traditional notions of identity, as the children in this orphanage exhibit conf licting backgrounds. There is the further consideration of the time of the story occurring in World War II. As such, the atrocities of war can be viewed as creating an existential crisis that demands traditional boundaries of identity be reimagined. The themes of belonging and place are further advanced in Vonnegut’s characterization of Joe. ... Clearly, Joe embodies a highly conflicted identity. While he has been given a notably German name – Karl Heinz – his skin color places him at odds with typical German culture. Additionally, Joe’s position as an outsider has led to his being imbued with a characteristic black American name – Joe Louis. Ultimately, in this characterization Vonnegut is deconstructing notions of identity and forcing the reader and Joe alike to consider exactly what constitutes a ‘self’. The themes of place and belonging are prominently implemented in terms of Joe’s own questioning of his background. While Joe is told by the nuns that his parental lineage is unknown, his suspicions are aroused when a boy Peter tells him that his mother was German and his father was American; notably, this multi-ethnic lineage – American and German – further complicates Joe’s identity. In terms of the theme of place, Joe begins to question the very nature of America and being an American. Vonnegut clarifies, â€Å"’What is an American?’ Joe said. ‘It is a person from another country.’ ‘Near here?’ ‘There are some near here, but their homes are far, far away – across a great deal of water.’ ‘Like the river?’ ‘More water than that Joe. More water than you could ever see† (Vonnegut 133). This dialogue allows Vonnegut the opportunity to construct a meditation on the notion of place. While Joe asks a simple question, one recognizes the nun’s difficulty in providing an objective answer; rather, the nun must resort to a location, rather than an intrinsic form of being ‘American’. Again there is the consideration of the story’s context being World War II. This war featured the deaths of millions of people based largely