Management Practice and the Role of Theory

Introduction Management is one of the most important human activities. From the time human beings began forming social organizations to accomplish aims and objectives they could not accomplish as individuals, management has been essential to ensure the coordination of individual efforts (Chatterjee Hambrick, 2011).Advertising We will write a custom essay sample on Management Practice and the Role of Theory specifically for you for only $16.05 $11/page Learn More As society continues to rely on group effort, and as many organized groups become large, the task of managers keeps on gaining importance and complexity (Gibson, Ragins Kram, 2009). Consequently, this has made managerial theory to become very critical in the management of organizations. The central thesis of this paper is that although some managers in different parts of the world could have achieved managerial success without having basic theoretical knowledge in management, it is important to emphasize the fact that managers who have mixed management theory in their day to day management practice, have had better chances of managing their organizations more efficiently and effectively to achieve both individual as well as organizational objectives. Managers of contemporary organizations therefore, ought to appreciate the important role played by theoretical knowledge in their respective organizations if they are to achieve the desired goals (Mills Margulies, 1980). In addition, there is need to promote excellence among all persons in an organization, especially among managers themselves. To address these concerns, the paper will start by first explaining what management is for purposes of conceptual clarity. It will then proceed to look at management objectives, functions, goals, and essentiality. Towards the end, different management theories and the role of theory in management practice will be examined. Definition of Management Management may be defined as the art, or science, of achieving goals through effective management of people. Considering that part of what managers do is to supervise staff, management may also be interpreted to refer to the act of making sure that people do what they are supposed to do. Managers are, therefore, expected to ensure greater productivity or continuous improvement in the way an organization performs. More broadly, management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish set objectives aims (Koontz Weihrich, 1990).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In its expanded form, this basic definition means several things. First, as managers, people carry out the managerial functions of planning, organizing, staffing, directing, and controlling. Second, management applies to any kind of organization. Third, management is an ac tivity that has to be undertaken by managers at all levels of the organization. Fourth, the aim of all managers is to create surplus for the organization. Finally, managing is concerned with productivity and this implies effectiveness as well as efficiency. Management therefore refers to the development of official procedures that derives their importance from the need for strategic planning, coordination, directing and controlling of large and complex decision making processes. However, procedures or rules should not be seen as ends in themselves. They are simply avenues to arrive at the intended aims. Essentially, therefore, management entails the acquisition of managerial competence, and effectiveness in the areas of problem solving, administration, human resource management, and organizational leadership. Problems keep emerging all the time in the course of an organization struggling to achieve its goals and objectives and they must be solved. In the process of solving a problem it is critical for manager to clearly identify the problem, analysis it and implement the suggested remedies (Connolly, Conlon Deutsch, 1980). Administration involves following laid down procedures for the execution, control, communication, delegation and crisis management while human resource management should be based on strategic integration of human resource, assessment of workers, and exchange of ideas between shareholders and workers. Finally, organizational leadership should be developed along the lines of interpersonal relationship, teamwork, self motivation to perform, emotional strength and maturity to handle situations, personal integrity, and general management skills. Management Objectives, Functions, Goals, and Essentiality Management Objectives There are basically three management objectives. One objective is ensuring that organizational goals and targets are met with least cost and minimum waste. The second objective is to look after the health, safety and welfare of all staff. The third objective is to protect the machinery and resources of the organization, which also includes the human resources.Advertising We will write a custom essay sample on Management Practice and the Role of Theory specifically for you for only $16.05 $11/page Learn More Management Functions To understand management, it is imperative to break it down into five managerial functions. These are; planning, organizing, staffing, directing, and controlling. Planning involves selecting missions and objectives as well as the necessary actions required to achieve them. It requires decision making to choose future courses of action from among the available alternatives. Typically, plans will range from overall purposes and objectives to of the organization the most detailed actions to be taken. Practically, no real plan exists until a decision has been made. By arriving at a decision, an organization is, in essence, agreeing to make a commitment o f human as well as material resources. In other words, before a decision is made, all that exists is a proposal and a not a real plan. People working together in groups to achieve set goals must have roles to play. Generally, these roles have to be defined and structured by someone who wants to make sure that people contribute in a specific way to group effort. Organizing, therefore, is that part of management that involves establishing an intentional structure of roles for people to fill in an organization. Intentional in that all tasks necessary to accomplish goals are assigned to people who can do them best. Indeed, the purpose of an organizational structure is to help in creating an environment for human performance (Ng Sears, 2012). However, designing an organizational structure is not an easy managerial task considering that many problems are encountered in making structures fit situations, including both defining the kind of jobs that must be done and finding the people to d o them. Staffing involves filling, and keeping filled, the positions as depicted in the organization structure. This may be done by identifying work force requirements, having an inventory of the people available, and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise developing both candidates and current jobholders to accomplish their tasks effectively and efficiently. Directing has to do with influencing people so that they will contribute to organization and group goals. It has to do predominantly with the interpersonal aspect of management. The most important problems to managers arise from people’s desires and attitudes as well as their behavior as individuals and in groups. Effective managers therefore, need to be effective leaders as well.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Controlling is the act of measuring and correcting activities of subordinates to ensure that events conform to stipulated plans. It measures performance against goals and plans, shows where negative deviations exist and, by putting in motion actions to correct deviations, helps to ensure that plans are accomplished. Although planning must precede controlling, plans are not self achieving (Toor Ofori, 2009). Plans guide managers in the use of resources to accomplish specific goals and to ensure that activities are checked to determine whether they conform to the plans. Persons who are responsible for results that differ from planned actions have to be located and necessary steps taken to improve performance. Therefore, by controlling what people do, managers are able to control the organizational outcomes. Finally, coordination is the essence of managing so as to achieve harmony among individual efforts toward the accomplishment of group goals. Each of the managerial functions discu ssed earlier is an exercise contributing to the aspect of coordination. Considering that individuals often interpret similar interests in different ways, and their efforts toward mutual goals do not automatically agree with the efforts of others, it becomes important for the manager to reconcile the differences in approach, timing, effort, or interest, and to ensure that individual goals are harmonized to contribute to organizational goals. Although these management functions concern the internal environment for performance within an organization, managers must operate in the external environment of an organization as well. Clearly, managers cannot perform their tasks well unless they have an understanding of, and are responsive to, the many elements of the external environment that affect their areas of operations. These external elements include economic, technological, ethical and social as well as political elements. Management Goals First and foremost, the logical and publicly desirable aim of all managers in all kinds of organizations, whether business or non-business, should be a surplus. Managers must therefore establish an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction or in which they can achieve as much as possible of a desired goal with available resources. The second goal or aim of all managers is that they must be productive. As a matter of fact, government and the private sector generally recognize the urgent need for productivity improvement. Productivity improvement is about effectively performing the basic managerial and non-managerial activities. Simply defined, productivity is about the output-input ratio within a time period with due consideration for equality (Barling, Christie Turner, 2008). Lastly, productivity implies effectiveness and efficiency in individual and organizational performance. Effectiveness is the achievement of objectives while effici ency is the achievement of the ends with the least amount of resources. Management as Practice Managing, like all other practices is an art. It generally refers to the act of operating based on the reality and not assumptions. By making reference to existing knowledge, research has demonstrated that managers can perform in a more efficient manner. It is this knowledge that constitutes science. However, the science of management is fairly crude and inexact (Fleet, 1994). This is true because the many variables with which managers deal are extremely complex. This not withstanding, the use of existing knowledge will certainly make the practice of management better. Without making reference to the available management theories, managers are bound to make mistakes that may easily be avoided. It is therefore extremely essential for management practitioners to use the available pool of knowledge to improve performance at all levels of the organization (Ghoshal, 2007). The pool of knowledge is what is commonly referred to as theory. For practical purposes, all managers must develop three sets of skills namely; conceptual, technical, and human (Peterson Fleet, 2004). Conceptual skills allow the manager to develop relationships between factors that other people may not see. Managers who have well developed conceptual skills are able to apply different management theories to the same situation. For a manager to be technical, it implies that he or she is able to act professionally. Professionalism demands that the manager performs his or her duties within established procedures, rules and regulations. Any behavior that compromises the manager’s professional etiquette is certainly bound to interfere adversely with the organization’s productivity. Lastly, a manager should be able to see members of the organization as human beings who have needs and psychological feelings and emotions. These needs and feelings must be positively harnessed for the good of the o rganization. Motivation of the employees, therefore, becomes a critical factor in increasing productivity. The Importance of Management in any Organization Managers are charged with the responsibility of taking actions that will make it possible for individuals to make their best contributions to group objectives. Management therefore applies to small as well as large organizations, to profit and not for profit organizations, to manufacturing and service industries. However, a given situation may differ considerably among various levels in an organization or various types of organizations (Umstot, 1980). The scope of authority held may vary and the types of problems dealt with may be considerably different. To obtain results, all managers must establish an environment for effective group endeavor. Even though all managers carry out managerial functions, the time spent for each function may differ. It is typical for top level managers to spend more time on planning and organizing tha n lower level managers. On the other hand, directing takes a great deal of time for first line supervisors (Rousseau McCarthy, 2007). The difference in the amount of time spent on controlling varies only slightly for managers at various levels. The manager is, therefore, the dynamic, life giving element in every single business. Without the leadership of the manager, resources meant for production remain mere resources and never become production (Pfeffer Fong). In a competitive economy, the quality and performance of the managers determine the success of a business and by extension, its survival. Management Theories Contemporary theories of management tend to account for and help interpret the rapidly changing nature of today’s organizational environments. Some of these theories are discussed as follows. Scientific Management School This theory was started by Frederick Taylor who considered the inefficient movement of men and women as a national loss. Taylor was convinced that science offered the best solution to human injustice. According to Taylor, the management approach described above offered no opportunity for improving performance. He was therefore, convinced that system had to change. Taylor’s strongest positive legacy was the concept of breaking a complex task down into a number of subtasks, and optimizing the performance of the subtasks. His suggestions were, however, met with so many criticisms. Classical Organizational Theory School In this category of management theory are the works of Max Weber’s bureaucratic theory and Henri Fayol’s administrative theory. According to Weber many people had to change tact and embrace new approaches to management. He was convinced that the humanistic style of management was eventually going to be done away with in favor of the new technically oriented styles of management. Behavioral School This was invented by Elton Mayo and his associates after they performed experiments that appea red to disprove Taylor’s beliefs. The origin of the behavioral school of thought is the human relations movement that was a result of the Hawthorne Works. Other categories include the systems approach, situational or contingency theory, chaos theory, as well as the team building theory. The Role of Theory in Management Practice Typically, every single managerial act rests on assumptions, generalizations, and hypotheses. This is to say that managerial actions are generally based on theory. Theories generally are closely linked to the way people perceive the experiences gathered over time (Stoner, Freeman Gilbert, 2003). It is a systematic grouping of interdependent concepts and principles that give a framework to, or tie together, a significant area of knowledge. Scattered data, for example, are not information unless the observer has knowledge of the theory that will explain relationships (Homans, 1958). There are a variety of approaches to management analysis, the mass of r esearch, and the number of differing views have resulted in much confusion as to what management really is, what management theory and science is, and how managerial events should be analyzed (Koontz, 1980). There is a body of opinion that says that management theory evolved during and after Second World War and has only been studied in depth since then. For better organizational performance, it is important for managers who apply theory to management to blend principles with realities. Generally, as soon as managers know about theory, they will have the capacity to anticipate future problems that may occur in the enterprise. In the field of management, then, the role of theory is to provide a means of classifying significant and relevant management knowledge. For example, in the area of designing an effective organization structure, there are several principles that are interrelated and that have a predictive value for managers (Hood, 2003). The theory of management is grouped into the five functions of management. There are basically three main reasons for studying management theory. First, theories provide a stable focus for understanding what is experienced. By and large, a theory provides criteria for what is relevant (Pitts, 1980). Second, theories enable us to communicate efficiently and thus move into more and more complex relationships with other people. Third, theories present a challenge for people to keep learning about the world and hence devise innovative ways to tackle problems encountered (Kalev, Shenhav Vries, 2008). There are also other important considerations for studying management theory. Among many others, it will help a manager to view the interrelationships between the development of management theory, behavior in organizations and management practice. A good understanding of the development of management thinking will also help a manager to understand the key principles that underlie the entire management process and hence be able to perform effectively. With a good knowledge of the available history, a manager will be able to understand the nature of management as well as organizational behavior. Finally, management theories are interpretive and evolve in line with changes in the organizational environment. Generally, theory provides a sound basis for carrying out any action. However, if action is to be effective, the theory must be adequate and appropriate to the task and to improved organizational performance. In other words, it must be a good theory. Conclusion A central part of the study of organization and management is the development of management thinking and what might be termed management theory. The application of theory brings about change in actual behavior. Managers reading the work of leading writers on the subject might see in their ideas and conclusions a message about how they should behave. This will influence their attitudes towards management practice. While organization as practice is art , organized knowledge about management is science. The development of management theory involves the development of concepts, principles, and techniques. Many theories about management exist and it is important for managers to combine their practice with theory for greater performance. Each approach or theory has its own characteristics and advantages as well as limitations. In some cases, it may be necessary to integrate different management theories. Finally, it is also important to recognize the fact that an organization is an open system that operates within and interacts with the environment. When the systems approach to management is used, inputs from the external environment and claimants is captured, processed and an output generated. It therefore follows that a manager who makes serious attempts to translate theory into reality is bound to increase productivity more than a manager who chooses to use the trial and error approach. Reference List Barling, J., Christie, A. Tur ner, N., 2008. Pseudo-Transformational Leadership: Towards the Development and Test of a Model. Journal of Business Ethics, 81 (4): 851 – 861. Chatterjee, A. Hambrick, D. C., 2011. Executive Personality, Capability Cues, and Risk Taking: How Narcissistic CEOs React to Their Successes and Stumbles. Administrative Science Quarterly, 56: 202 – 237. Connolly, T., Conlon, E. J. Deutsch, S. J., 1980. Organizational Effectiveness: A Multiple-Constituency Approach. The Academy of Management Review, 5 (2): 211 – 217. Fleet, D. D. V., 1994. Contemporary Management. Boston, MA: Houghton Mifflin Co. Ghoshal, S., 2007. Bad Management Theories are Destroying Good Management Practices. Academy of Management Learning and Education, 4(1): 75 – 91. Gibson, D. E., Ragins, B. R. Kram, K. E., 2009. The Handbook of Mentoring at Work: Theory, Research, and Practice. Administrative Science Quarterly, 54: 158 – 161. Homans, G., 1958. Social Behavior as Exchange. America n Journal of Sociology, 62: 597 – 606. Kalev, A., Shenhav, Y. Vries, D. D., 2008. The State, the Labor Process, and the Diffusion of Managerial Models. Administrative Science Quarterly March, 53: 1 – 28. Hood, J. N., 2003. The Relationship of Leadership Style and CEO Values to Ethical Practices in Organizations. Journal of Business Ethics, 43 (4): 263 – 273. Koontz H., 1980. The Management Theory Jungle Revisited. The Academy of Management Review, 5 (2): 175 – 187. Koontz, H. Weihrich, H., 1990. Essentials of Management. New York, NY: McGraw-Hill. Mills, P. K. Margulies, N., 1980. Toward a Core Typology of Service Organizations. The Academy of Management Review, 5 (2): 255 – 265. Ng, E. S. Sears, G. J., 2012. CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age. Journal of Business Ethics, 105 (1): 41 – 52. Peterson, T. O. Fleet, D. D. V., 2004. The Ongoing Legac y of R.L. Katz: An Updated Typology of Management Skills. Management Decision, 42 (10): 1297 – 1308. Pfeffer, J. Fong, C., 2003. The End of Business Schools: Less Success than Meets the Eye. Academy of Management Learning and Education, 1(1): 78-95. Pitts, R. A., 1980. Toward a Contingency Theory of Multibusiness Organization Design. The Academy of Management Review, 5 (2): 203-210. Rousseau, D. M. McCarthy, S., 2007. Educating Managers from an Evidence-based Perspective. Academy of Management Learning and Education, 6(1): 84 – 101. Stoner, J. A. F., Freeman R. E. Gilbert, D. R., 2003. Management. New Delhi, India: Prentice-Hall of India., 5 (2): 189 – 201. This essay on Management Practice and the Role of Theory was written and submitted by user Rihanna Key to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Dominican Republic Carnival

The carnival is the most traditional popular festivity of the Dominican Republic. It goes back to the colony, on the eve of lent when people in Santo Domingo disguised themselves to imitate the European Shrovetide. The origin of the word "Carnival" comes from the Italian word carne vale, which means a removing of meat, as a proof of the sensual licenses given to the faithful during Shrovetide. Intense colors, music, religion are expressions of the joy and warmth of being a Dominican. Original masks, costumes, floats and masqueraded dance groups from different regions of the country come together to celebrate. In some towns the masqueraded dance groups parade the streets each Sunday of February while in other towns carnival traditions differ completely as to format and dates. For examples in Santiago the costumes represent the "Diablos Cojuelo" (devil) which are ornated with number of decorative elements: small round square mirrors, small bells, cowbells, ribbons, whistle, tiny dolls, etc. In Cotui, costumes are made of papers called platanuses and papeluses and in Montecristi, it is the Toros costumes (bulls). Each Sunday of February, Montecristi's street are the settings for tough and v iolent fights between toros (bulls) and civiles (civvies) with the use of whips. Undisguised and unprotected, the toros take on the challenge of the civvies and punish themselves by voluntarily accepting the furious whiplashes inflicted on them by the toros. The origin of this rivalry dates back to the first decade of our century. The most popular of all is in La Vega where thousands of people go out every Sunday of February to celebrate on the street. In addition to these festivities, many towns hold also other cultural popular festivities such as: Roba la gallina: A transvestite "Roba la gallina" is the most widespread character in the Dominican Carnival. This character has always had a presence throughout the national territory. Th... Free Essays on Dominican Republic Carnival Free Essays on Dominican Republic Carnival The carnival is the most traditional popular festivity of the Dominican Republic. It goes back to the colony, on the eve of lent when people in Santo Domingo disguised themselves to imitate the European Shrovetide. The origin of the word "Carnival" comes from the Italian word carne vale, which means a removing of meat, as a proof of the sensual licenses given to the faithful during Shrovetide. Intense colors, music, religion are expressions of the joy and warmth of being a Dominican. Original masks, costumes, floats and masqueraded dance groups from different regions of the country come together to celebrate. In some towns the masqueraded dance groups parade the streets each Sunday of February while in other towns carnival traditions differ completely as to format and dates. For examples in Santiago the costumes represent the "Diablos Cojuelo" (devil) which are ornated with number of decorative elements: small round square mirrors, small bells, cowbells, ribbons, whistle, tiny dolls, etc. In Cotui, costumes are made of papers called platanuses and papeluses and in Montecristi, it is the Toros costumes (bulls). Each Sunday of February, Montecristi's street are the settings for tough and v iolent fights between toros (bulls) and civiles (civvies) with the use of whips. Undisguised and unprotected, the toros take on the challenge of the civvies and punish themselves by voluntarily accepting the furious whiplashes inflicted on them by the toros. The origin of this rivalry dates back to the first decade of our century. The most popular of all is in La Vega where thousands of people go out every Sunday of February to celebrate on the street. In addition to these festivities, many towns hold also other cultural popular festivities such as: Roba la gallina: A transvestite "Roba la gallina" is the most widespread character in the Dominican Carnival. This character has always had a presence throughout the national territory. Th...

The 1993 Battle of Mogadishu, Somalia

The 1993 Battle of Mogadishu, Somalia The Battle of Mogadishu was fought on October 3-4, 1993, during the Somali Civil War in Mogadishu, Somalia, between forces of the United States military supported by United Nations troops and Somali militiamen loyal to the self-proclaimed Somalian president-to-be Mohamed Farrah Aidid. Key Takeaways: Battle of Mogadishu The Battle of Mogadishu was fought in Mogadishu, Somalia, on October 3-4, 1993, as part of the Somali Civil War. The battle was fought between a United States Special Forces team and Somali rebels loyal to the self-proclaimed Somalian president-to-be Mohamed Farrah Aidid.When two U.S. Black Hawk helicopters were shot down, the initially successful operation degenerated into a desperate overnight rescue mission.A total of 18 American soldiers were killed during the 15-hour battle eventually depicted in the 2001 movie â€Å"Black Hawk Down. On October 3, 1993, a special operations unit of U.S. Army Ranger and Delta Force troops headed for the center of Mogadishu, Somalia to capture three rebel leaders. The mission was thought to be relatively straightforward, but when two U.S. Blackhawk helicopters were shot down, the mission took a disastrous turn for the worse. By the time the sun set over Somalia the next day, a total of 18 Americans had been killed and another 73 wounded. U.S. helicopter pilot Michael Durant had been taken prisoner, and hundreds of Somali civilians had died in what would become known as the Battle of Mogadishu. While many of the exact details of the fighting remain lost in the fog or war, a brief history of why U.S. military forces were fighting in Somalia in the first place may help bring clarity to the chaos that ensued. Background: The Somali Civil War In 1960, Somalia - now an impoverished Arab state of about 10.6 million people located on the eastern horn of Africa - gained its independence from France. In 1969, after nine years of democratic rule, the freely-elected Somali government was overthrown in a military coup mounted by a tribal warlord named Muhammad Siad Barre. In a failed attempt to establish what he called â€Å"scientific socialism,† Barre placed much of Somalia’s failing economy under government control enforced by his bloodthirsty military regime. Far from prospering under Barre’s rule, the Somali people fell even deeper into poverty. Starvation, crippling drought, and a costly ten-year war with neighboring Ethiopia plunged the nation deeper into despair. In 1991, Barre was overthrown by opposing clans of tribal warlords who proceeded to fight each other for control of the country in the Somali Civil War. As the fighting moved from town-to-town, the impoverished Somali capital city of Mogadishu became, as it was portrayed by author Mark Bowden in his 1999 novel â€Å"Black Hawk Down† to be â€Å"the world capital of things-gone-completely-to-hell.† By the end of 1991, fighting in Mogadishu alone had resulted in the deaths or injury of over 20,000 people. Battles between the clans had destroyed Somalia’s agriculture, leaving most of the country in starvation. Humanitarian relief efforts undertaken by the international community were thwarted by local warlords who hijacked an estimated 80% of the food intended for the Somali people. Despite the relief efforts, an estimated 300,000 Somalis died of starvation during 1991 and 1992. Following a temporary ceasefire between the warring clans in July 1992, the United Nations sent 50 military observers to Somalia to safeguard the relief efforts. US Involvement in Somalia Begins and Grows U.S. military involvement in Somalia began in August 1992, when President George H. W. Bush sent 400 troops and ten C-130 transport planes to the region to support the multinational U.N. relief effort. Flying out of nearby Mombasa, Kenya, the C-130s delivered over 48,000 tons of food and medical supplies in the mission officially called Operation Provide Relief. The efforts of Operation Provide Relief failed to stem the rising tide of suffering in Somalia as the number of dead rose to an estimated 500,000, with another 1.5 million displaced. In December 1992, the U.S. launched Operation Restore Hope, a major joint-command military mission to better protect the U.N. humanitarian effort. With the U.S. providing overall command of the operation, elements of the U.S. Marine Corps quickly secured control of nearly one-third of Mogadishu including its seaport and airport. 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While the operation initially succeeded, the situation quickly spiraled out of control as Task Force Range attempted to return to headquarters. Within minutes, the â€Å"one-hour† mission would turn into a deadly overnight rescue campaign that became the Battle of Mogadishu. Blackhawk Down Minutes after Task Force Ranger began to leave the scene, they were attacked by Somali militia and armed civilians. Two U.S. Black Hawk helicopters were shot down by rocket-propelled-grenades (RPGs) and three others were badly damaged. Among the crew of the first Blackhawk shot down, the pilot and co-pilot were killed, and five soldiers on board were injured in the crash, including one who later died of his wounds. While some of the crash survivors were able to evacuate, others remained pinned down by enemy small arms fire. In the battle to protect crash survivors, two Delta Force soldiers, Sgt. Gary Gordon and Sgt. First Class Randall Shughart, were killed by enemy gunfire and were posthumously awarded the Medal of Honor in 1994. As it circled the crash scene providing covering fire, a second Blackhawk was shot down. While three crewmembers were killed, pilot Michael Durant, though suffering a broken back and leg, lived, only to be taken prisoner by Somali militiamen. The urban battle to rescue Durant and other crash survivors would continue through the night of October 3 and well into the afternoon of October 4. Though physically mistreated by his captors, Durant was released 11 days later after negotiations led by U.S. diplomat Robert Oakley. Along with the 18 Americans who lost their lives during the 15-hour battle, an unknown number of Somali militiamen and civilians were killed or injured. Estimates of Somali militia killed range from several hundred to over a thousand, with another 3,000 to 4,000 injured. The Red Cross estimated that some 200 Somali civilians - some of whom reportedly attacked Americans - were killed in the fighting. Somalia Since  the Battle of Mogadishu Days after the fighting ended, President Bill Clinton ordered the withdrawal of all U.S. troops from Somalia within six months. By 1995, the UN’s humanitarian relief mission in Somalia ended in failure. While Somali warlord Aidid survived the battle and enjoyed local fame for â€Å"defeating† the Americans, he reportedly died of a heart attack after surgery for a gunshot wound less than three years later. Today, Somalia remains one of the most impoverished and dangerous countries in the world. According to the international Human Rights Watch, Somali civilians continue to endure dire humanitarian conditions along with physical abuse by warring tribal leaders. Despite the installation of an internationally-backed government in 2012, the nation is now threatened by al-Shabab, a terror group associated with Al-Qaeda. Human Rights Watch reports that during 2016, al-Shabab committed targeted killings, beheadings, and executions, particularly of those accused of spying and collaborating with the government. â€Å"The armed group continues to administer arbitrary justice, forcibly recruits children, and severely restricts basic rights in areas under its control,† stated the organization. On October 14, 2017, two terrorist bombings in Mogadishu killed more than 350 people. While no terror group claimed responsibility for the bombings, the U.N.-backed Somali government blamed al-Shabab. Two weeks later, on October 28, 2017, a deadly overnight siege of a Mogadishu hotel killed at least 23 people. Al-Shabab claimed the attack was part of its ongoing insurgency in Somalia.

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Jesus and Gospels - Essay Example 2. Jesus used parables to teach his disciples and anyone who wanted to listen because it was the easiest form to talk about theological aspects. The Jews were simple people and enjoyed listening to stories. The parables that Jesus used were supposed to show that He could connect with the world and understood its problems. Many of the parables that Jesus used were culturally relevant for the Jews at that time and so they had a better time understanding them. 3. Before Jesus was born, many Jews wanted the Messiah to come as a military strongman and free them from the Romans, who controlled Israel at that time. Many Jews despised the Romans because they were required to pay taxes to the Caesar. The Jews worshipped at Synagogues on every Saturday. It was here that Jesus first was able to speak to Jews about the reasons why he had come and what he needed to do. The Jewish people were crying out for a savior because the economy was not favorable for Jews and it was dominated by Roman rule. 4. For the immediate years after the death and resurrection of Jesus, His story was passed down through oral tradition. Mark was the first book to be written, around 60 to 70 AD, while Matthew and Luke were written partly based of this book twenty to thirty years later. All of these books were written in Greek. The book of John was written in the late first century and took Lukes Gospel as inspiration. The reason why the first three are called the Synoptic Gospels is because they have much of the same information but told from a different point of view. Unlike John, the Synoptic Gospels include stories from first-hand witnesses. 5. Jesus concept of the Kingdom of God was that it was open to anyone who chose to receive Him. Jesus used many parables to portray the Kingdom of God, including one that said how hard it would be to enter the Kingdom. Although Jesus encouraged good works, He proclaimed that no one could come to the

Dq -5-Terence Essay Example | Topics and Well Written Essays - 1500 words

Dq -5-Terence - Essay Example The discussion below elaborates and helps in understanding various aspects of research. Research questions that address a problem are concerned with quantitative research. In this case, the questions give an exact description of a phenomenon. Since it has to answer a question, control is exercised in order to eliminate any form of bias that may arise during the research. In most cases, the information under this kind of research relies on cross-functional approaches and the data reduced to numerical codes for easy analysis. On the contrary, questions that might be used in an interview heavily rely on qualitative research. This indicates that the information under such a research does not require discrete numerical data but only seeks for explanations about a phenomenon. However, since researchers determine what is asked, there is a likelihood of biasness because they decide how to fit the questions in a situation. These questions employ verbal, and in other cases, use pictorial descriptions for effective understanding and analysis. According to Palinkas et al. (2013), both qualitative and quantitative research methods have a trace of bias. It is extremely difficult to eliminate bias in research. Using the methods concurrently helps researchers to cub bias since both methods can be used in checking each other. They actually complement each other. By In terms of data preparation, both methods, in a unique way require the use of verbal descriptions. They are a great pillar in understanding in research. Researchers are increasingly finding it difficult using the methods independently because they are intertwined together and just separated by a thin line. An effective combination provides quality research findings that address the problem and offer solutions in a logical and acceptable manner. Questions that address a problem are objective in nature because they have

Widow, is no longer able to live independently Essay Example for Free

Widow, is no longer able to live independently Essay Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family? Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family? Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family?Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family?Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family?Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family?Mrs. Jones, a widow, is no longer able to live independently and is requiring more and more help with her self-care. Her daughter, Susie, who is married with three school-aged children, agrees to let her mother move in with her. Susie is concerned with balancing the demands of her career and the needs of her family, especially now that her elderly and chronically ill mother will need assistance. She is also unsure about how she feels with the reversal of roles, having to now be the primary caregiver of her mother. How can the nurse, caring for this family, assist with the changes they are about to undergo? How can both the family structural theory and the family developmental theory be applied to this scenario? How can health education enhance health promotion for this family?

Psychiatric hospitals :: essays research papers

2. b. If the physician aggress to an alternate medication, the pharmacist will receive the order, write it on a physician’s order sheet, and notify the unity. The physician’s orders and medications will then be taken to the unit. c. If there will be a delay in prescribing the medication, the pharmacist is to notify the physician and a physician’s order to change the start day if indicated. The pharmacist is then to notify the unit of such communication and order. 3.  Ã‚  Ã‚  Ã‚  Ã‚  After Pharmacy Hours a.  Ã‚  Ã‚  Ã‚  Ã‚  The RN is to notify the home supervisor of non formulary medication orders b.  Ã‚  Ã‚  Ã‚  Ã‚  The supervisor is to call the pharmacist on call and a decision made collaboratively as follows i.  Ã‚  Ã‚  Ã‚  Ã‚  Pharmacist will call SW hospital for medication and arrange for pickup ii.  Ã‚  Ã‚  Ã‚  Ã‚  Pharmacist will deliver where the first dose has to be given 4.  Ã‚  Ã‚  Ã‚  Ã‚  RN’s CVM’s are expected to resolve the issue of non formulary medications on their shift. When faced with situations when there communications are delayed or unclear they are to call their PCC/Supervisor in the building. The CNO is to be notified in cases where the supervisor cannot be reached. 5.  Ã‚  Ã‚  Ã‚  Ã‚  Ultimately it is the responsibility of the RN to notify the physician if a prescribed treatment is not given for any reason. If the prescribed treatment is delayed, the physician is to be notified of reason for delay and plan to meet treatment needs. All such communications are to be documented in the medical --- 6.  Ã‚  Ã‚  Ã‚  Ã‚  Effective 5/2 both- there forms are obsolete. a.  Ã‚  Ã‚  Ã‚  Ã‚  Miceing Medication Sheet b.  Ã‚  Ã‚  Ã‚  Ã‚  Pharmacy to physician communication 7.  Ã‚  Ã‚  Ã‚  Ã‚  RN’s and CVN’s are admitted not to borrow medications. During pharmacy hours they are to call the pharmacy and outside of pharmacy hours the supervisor is to be contacted.