Baker Hughes (BH) Organization

Questions: 1. Assess the interrelationship between the various procedures and elements of an association .2. Legitimize the philosophy to be utilized to delineate to the associations objectives and targets .3. Assess the yield of the procedure and the quality entryways .4. Plan frameworks to oversee and screen quality guidelines indicated by the organisation.5. Exhibit a quality culture to guarantee nonstop observing, assessment and advancement of the process.6. Suggest enhancements which line up with the associations targets and objectives and which result in improvements.7. Examine expected ramifications of your suggested changes for instance the effect on operational expenses, on confidence and inspiration, on consumer loyalty. Answers: 1. Cook Hughes (BH) Organization is in the vitality segment. It offers types of assistance identified with oil boring and counseling in the oil and gas division. The association is run adequately right now. Nonetheless, there is some vulnerability going on right now because of its ongoing securing by the association Halliburton. In Baker Hughes, there exists solid interrelationship between the various procedures and associations of an association for instance, HR, Marketing, Purchasing, Quality, and Training and so forth. The Marketing or the Purchasing division for the most part takes the preparation before it really goes down in the field (Bettis, 2015). Any Purchase or obtainment exercises is firmly connected with Quality check of the item. The HR division conducts intermittent trainings and examinations for the representatives to keep them refreshed. This sort of between relationship causes the association to develop in a smooth way. 2. The useful, operational and the vital procedures inside the association are well planned by the pioneers inside the association. The pioneers at the organization attempt to concentrate on their center competency of penetrating assistance giving. They attempt to get quality materials and help their customer base to experience penetrating systems. The qualities gave by the BH is being valued by the entirety of their customers. The fundamental beliefs of the association is modified each quarter to keep it refreshed with the business gauges (Becker, 2013). The useful procedures are rebuilt in order to keep up the quality inside the association. The Methodology centered is New and Renew. This can be clarified as presenting new strategies and changing the more seasoned techniques to reestablish them in order to guarantee more noteworthy achievement of the association. 3. Quality Gateways is as such not yet been idea in BH. In any case, the organization is a lot of severe in regards to the nature of all that they manage. It might be the HR they secure or the crude materials. The quality is given the most extreme need. The administrations with low quality is being rebuilt as and when required. They are managed genuinely and kept outside of eyes of any contender association or customers (Bozarth, 2015). After the quality is improved, at that point they become the piece of typical procedure stream. The association may think in accordance with that of Quality Gateways soon. They can experience certain vital change with the usage of best methodologies accessible in the market to provide food quality items and administrations to the customers. 4. Hierarchical Performance should be improved year on year with the goal that the association makes progress. At BH, the administration centers around improving the acquisition office with the reconciliation with most recent innovation. The investment funds in the acquirement stage gives significant advantages to the association. The acquisition of the crude materials goes about as tone of the significant expenses inside the association. The determination of providers additionally adds to the equivalent. ERP arrangement (SAP) is actualized in order to screen the presentation of the considerable number of offices and to create continuous reports which can assist the administration with taking key choices (Carroll, 2014). The profitability is given significance and representatives are coordinated to move in the direction of the improvement in the division they work in. Crafted by singular divisions need to work in a coordinated way in order to guarantee increment in association execut ion at the large scale level. 5. The administration of the association is strong to the new changes being proposed by the representatives. They have given the workers the freedom to think inventive thoughts and present it before the administration. The conduct of the chiefs towards the workers is extremely kind. It gives the workers the necessary inspiration and causes them in expanding their profitability. The mentality of the representatives just as the administrators are certain and all are moving in the direction of the improvement of the association (Jeston, 2014). The methodology of the supervisors is towards long haul viewpoint and they attempt to assemble procedures which can assist the organization with achieving achievement in the more extended term. Every one of these systems help the organization to keep up the quality norms. The administration center towards the advancement of the representatives also in light of the fact that they are the base of the organization which tries sincerely and causes the organization to develop. 6. The association is at a stage where the eventual fate of the association is a piece obscure. It is because of the obtaining of the organization by the significant association Halliburton. The organization are presently pondering the fulfillment of the considerable number of customers and need to fulfill them with quality items and administrations. The proposal to the organization is clutch the key workers and attempt to keep them propelled (Hill, 2014). The assets ought to be kept still to take into account future necessities. The individuals of the organization needs to try sincerely and demonstrate to the customers. The utilization of the ERP arrangement has been a significant advantage for the association. They should attempt to expand on their current arrangements and should attempt to get new innovation to encourage development. 7. The expansion in the IT Technology will push the organization to definitely screen every one of its areas of expertise. The cost effect on the organization can be a piece in the current situation (Hitt, 2012). Be that as it may, there wont be any significant ramifications in light of these. The chiefs and the managers will likewise find support with the IT innovations as they will have the option to outline request and flexibly in a superior way. The organization will keep on working in the comparable way after the securing also. BH has certain drawn out procedures which they expectation to fabricate stage by stage after the obtaining totally happens (Slack, 2015). The budgetary effect on the BH with this IT improvement plans will be more from the outset however will deteriorate and support the companys operational execution indeed. References Bettis, R.A., Ethiraj, S., Gambardella, A., Helfat, C. what's more, Mitchell, W., 2015. Making repeatable combined information in vital administration. Vital Management Journal. Becker, J., Kugeler, M. furthermore, Rosemann, M. eds., 2013. Procedure the executives: a guide for the structure of business forms. Springer Science Business Media. Bozarth, C.C. also, Handfield, R.B., 2015. Prologue to activities and gracefully chain the executives. Prentice Hall. Carroll, A. what's more, Buchholtz, A., 2014. Business and society: Ethics, supportability, and partner the executives. Nelson Education. Jeston, J. what's more, Nelis, J., 2014. Business process the executives. Routledge. Slope, C., Jones, G. furthermore, Schilling, M., 2014. Vital administration: hypothesis: a coordinated methodology. Cengage Learning. Hitt, M., Ireland, R.D. furthermore, Hoskisson, R., 2012. Vital administration cases: intensity and globalization. Cengage Learning. Slack, N., 2015. Tasks methodology. John Wiley Sons, Ltd.

Jane Pinata free essay sample

Jane Doe How to Make a Piã ±ata SSP 1608 Adjunct Instructor Marsha Freedman January 10, 2012 Specific Purpose: At the finish of the discourse, the crowd will see how to make a custom piã ±ata for any great event Central Idea: Making a piã ±ata is anything but difficult to make on the off chance that you have the correct materials, supplies, and adhering to the directions. Presentation: Where did the piã ±ata start? The vast majority would figure Mexico however that isn't right. They really originated from China and Canada and were presented by Marco Polo. Clerics acquainted the possibility of piã ±atas with Mexico for strict reasons. A Mexican piã ±ata has seven cones on it that speak to capital sins. The youngsters beating the piã ±ata speak to the great side of the world vanquishing the awful side. These days, individuals use piã ±atas on Cinch De Mayo as well as at occasions like birthday celebrations, occasions and festivities. I had a piã ±ata at my eighth birthday celebration party and recollect how much fun it was hitting it and getting together all the treats. We will compose a custom article test on Jane Pinata or then again any comparative theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Today I will exhibit bit by bit how to make a heart molded piã ±ata for Valentines Day. To start with, you will get familiar with the materials required; second, the provisions; at that point anally the means in question. Toward the finish of this discourse, will see how to make a custom piã ±ata for any great event l. Materials One inflatable A. B. Papers Flour C. D. Water E. Candy and confetti F. Crepe paper G. Development paper H. Duck tape Transition: Now that I have gone over the provisions required, these are the devices to utilize: II. Apparatuses A. Blending bowl B. Spoon C. Estimating cups D. Heated glue firearm Transition: Now that you know all that you will require, I will clarify each progression so as to make the heart formed piã ±ata. Sick. Methodology A. Expand your inflatable. This progression is to frame the body of the piã ±ata so blow up it to the size you need the piã ±ata to be. B. Blend three cups of water in with two cups of flour in the bowl until it is totally smooth. C. Cut papers into strips lunch thick strips and dunk into blend. D. Spread inflatable with wet strips at that point let first layer dry and make a subsequent layer leaving a little opening at the base to embed the stuffing later. E Eater the subsequent layer is dry, tape on development paper to the top and OTTOMH of the circle to frame a heart shape. F. Extra one all the more last layer to cover the whole inflatable and cardboard and let it dry. G. Pop the inflatable and expel it from inside the piã ±ata. H. Supplement treats, treats and confetti into the opening and tape close the opening. L. Enhance the outside with crepe paper utilizing a craft glue firearm. End: I delighted in clarifying the procedure that goes into making a piã ±ata. With my flexibly list, instrument rundown, and nine stages you have the option to make your own one of a kind custom piã ±ata. Recollect you can pick any topic you need you dont need to go for the conventional Mexican piã ±ata. A cool distinctive thought for somebody who is solid is to stuff it with leafy foods bars! I trust this will rouse you to make a piã ±ata for your next festival your visitor will have a ton of fun and be dazzled you made it yourself! Progress: Now that I nave gone over the provisions n deed, these are the instruments to utilize: later. E. After the subsequent layer is dry, tape on development paper to the top and

10 Reasons People Really Dont Like You (And How To Fix That)

10 Reasons People Really Don’t Like You (And How To Fix That) Humans are social beings. We have an intrinsic need to be liked, to be accepted in a group, in a community. To feel like a part of society. To belong.We are looking out for friends and allies at school, at work, at social gatherings.Not being accepted can actually lead to heavy consequences for your life, and even your mental health.Some people are naturally likeable. And some just need to apply a little strategy into their behavior to get the same results.This article will lay out several behaviors that may be standing between you and your better self.1. YOU ARE SELF-PREOCCUPIEDThe sin makes sense to the sinners. Whatever you are doing that falls into the category you are probably not seeing it as being self-preoccupied.Being self-preoccupied does not come from a bad place. It is not the same as being selfish, although selfish people are also self-preoccupied.When you are self-preoccupied, it is not that you believe you are more important than others, or smarter, or better looking, or that you have more interesting things to say. But it may come off that way.And it is just that you are in your own head too much. You are having a hard time finding other people’s lives interesting or relatable.You do not feel aware of other people’s behavior, needs, wishes, and or feelings.Here is an exercise you can do to bring back some of that sensitivity:Try being completely selfless for a week!Just for a week, try forgetting about your needs, your struggles and your desires. Think about your friends, your colleagues and your relatives exclusively.Whenever you meet anyone, strike a conversation. Try to really learn what is bothering the person and don’t butt in with ‘one similar story’ you have. Can you help them? Can you say something to support them?Do you know anyone who feels self-conscious? Give them a compliment.Is your mom always bothering you to call her more often? Do it!In your business meeting, forget about your proposals. Ask others for ideas and suppor t them. Work completely for someone else.Bring donuts to the office. You will gain some points immediately.Getting out of your head for a moment will give you a head start, another point of view. You will immediately notice people attitudes towards you change. And you will want to change â€" knowing more about your friends and family will make you more open towards them.You will want to hear them out, learn how their stories develop, to see them succeed and to celebrate their successes with them.What is more, it will make you feel happier. Studies tell us people who think of themselves less are happier. You will stop concentrating so much on what you want and how you can’t have it all. You will support others and feel more fulfilled by it.2. YOUR WORD MEANS NOTHING‘Yes, Jenny, of course we will get married some day… When the right time comes.’‘I really need to lose weight. I am starting a diet… tomorrow.’‘OK, James, the project will be done by June… I think.’‘O h, I forgot to send you the files, but I will do it as soon as I get back… I hope I remember.’‘I will be there at five… or around five.’To you it may seem like a little deviation of reality, like wishful thinking, like a suggestion.But if you never follow through with what you say it may be maddening for others. It may be coming as a surprise to you, but people actually expect you to do what you say you will do. And do it every time.You do not need to make a promise or sign a contract, or swear on the Holy book. Your word should be binding by itself.If you constantly break people’s expectations of your actions by violating your words, you are losing their trust.Try and treat every word as a promise!First, you have to be very careful with every word you say. Do not say you will do something before you have thought of the consequences, of the level of difficulty, of the level of commitment.Second, you need to remember. Write things down. Bring a notebook, use your smartpho ne, get some post-its. Whatever you do, never let anything you said you’d do slip your mind.Third, prepare for some difficulties. If you have been flaunting your words around like it’s nothing for a while, you might be unaware how difficult it is to actually follow through with everything. There is always something unexpected happening. Something will be taking more efforts than you thought, cost you more money or more time, or more energy.Fourth, you need to treat failure properly. Do not brush it off light-handedly. Now every failure is a broken promise. If you have failed someone, apologize proportionately to the damage you have created. And do better next time.3. YOU ARE BORINGThis is a difficult one to accept. But just because it is painful, that does not mean it is not true.Have you ever attended a company dinner, where you find it difficult to strike a conversation, or talk to anyone for more than several minutes?Or you have discovered your conversations always tend to gr avitate around the same topics?Or have you been that person among a heated conversation who just smiles and nods and has nothing good or interesting to say?Do you think you just have ‘other interests’ and ‘you are different people’ and… No. It is not them. It’s you.You are a one-trick pony. You have limited conversation topics you can talk about. You are no fun.Try to expand your conversation abilitiesFirst step, read the news. Current events is the first and easiest enemy to tackle. Time is of the essence. Don’t overdo it. Get the three most important news in politics, economy and the viral social news every morning. Try to remember the most interesting stories.Next step, feel the vibe. Get the general idea of the interests of the people around you. Learn the basics, see what to look out for. If your friends talk about football, watch the results. If they talk about cars, check out for new releases and commentary. If they talk about makeup, see a few tutorials on YouT ube.Pro tip: Find your own specialty. One or two subjects, where you will be the expert to ask. What are you good at? What is your natural interest? Do you know a lot about music? Or about Hollywood? Make sure you are on the top of your game. You must maintain the expert status.4. YOU ARE BAD WITH MONEYBeing bad with money goes in both directions. You are either too cheap or too wasteful. And none of it has anything to do with the amount of money you earn.Just because you do not have a lot, that does not make you cheap. On the contrary, if you have someone in your immediate surroundings you would consider cheap, you know they probably have some money in their account and in their wallet. And, if you have someone in your immediate surroundings you would consider cheap, you know they can drive you mad.The irrationality in their financial decisions, the constant question ‘Do I really need this?’, and the constant answer ‘No.’ They don’t see how it deprives them of some life e xperiences. How it makes their life harder. How it steals from their time.Similarly, being too wasteful is rarely a quality of the rich. One could see how spending mindlessly could leave your pockets empty. You do not have enough to go out, to join your friends vacations… and you have probably once or twice resorted to asking your buddies for money.If you are old enough to read, you are old enough to deal with money. Get your life straight and stop annoying people.Try getting your financial situation in order.Track your finances. Of course, there is an app for that. Enter your incomes, your regular expenses and your expected expenses for the past three and next three months.Make sure you have some savings. Don’t do too much and don’t do too little. If you find the decision difficult, contact a financial consultant. You need to do an analysis of your current financial situation and figure out how much you can safely save per month. Make a commitment to always save the same amou nt for the entire year. You can only reconsider the amount after the year is over.If you are in need of extra income, find some extra work. Freelance might be a good idea.Never ever talk about your money issues with your friends.5. YOU ARE DISHONESTA very off-putting quality in a person could be their dishonesty. It will make people around you insecure.You will never tell them how you feel about them, so, for all they know, you could be smiling and complementing them in their face and stabbing them with insults and betrayal behind their back.Try to appear more honest!Never gossip. Gossip is by its nature secretive. It always involves talking about someone who has no idea what is going on. An innocent victim of rumors. Cease and desist immediately. You might be getting a couple chuckles but you are not helping your reputation.Be more brave with your opinions. You cannot always agree with everyone. Take a deep breath, give a disclaimer that you do not mean to diminish the other point of view, and share your truth. It will earn you some respect. Just don’t get into argumentsBe careful with your compliments. Especially to your boss or anyone you would have anything to earn from. You don’t want to come off as two-faced, or that you want to achieve something.6. YOU CONSTANTLY COMPLAINIf you think hard about it, the level of complaining and the difficulty of one’s life are not always related.People live with poverty, disease, the death of a close one, and all sorts of tragedies.Complaining is not about happiness. Complaining happens at the meeting point of the PERCEPTION of difficulty and being preoccupied with your own life.It can make people in your surroundings avoid you because of the heavy feeling you are leaving them with.People are naturally empathetic. They are tuned to feel your pain. But by constantly complaining you are burdening your audience with the heavy feeling of your troubles, without them having the power to solve it. It leaves the unconsciou s feeling of helplessness and powerlessness.Try to be more positive!Here is a helpful exercise. Every morning wake up and write down ten things you are thankful for. You may be thankful you have a roof above your head, a warm bed, food… You might be happy for your cat, for having a job, for having friends. You may love your body, you may be happy with your health. Anything you feel yourself lucky to have. Then write down one of your problems that you will solve today. Doesn’t have to be big. Just one task you know you will tackle today. It will help you find your power.Stop filling in your conversations with complaining and start asking questions. Maybe your friends have issues too. Try and focus on solutions. It will give you a new overview of your typical discourse.Whenever you find life is becoming too difficult and you need to share, make sure you throw some good humor in there. You will alleviate that heavy feeling in the listener at least a little.Pro tip: Make it a lifeti me change. When you feel you got the hang of it, you need to assure your friends it is over. Find a way to sneak into the conversation you think you were going through a rough place where your problems seemed big. And now you found out they weren’t. That will bring respect for your current self, but also it will earn you some redemption for your previous behavior.7. YOU ARE TOO HIGH MAINTENANCEYou are not more important than your friends. They do not need to always factor in your opinion, give you more time, favor your needs…And you do not want to come off that way.Here are the most off-putting behaviors of high maintenance people:You are a dictator. Whenever you are working to plan a vacation together with your friends. You need to choose the place, the meeting point, the hotel, the transport. Then during the vacation you have to suggest all attractions you visit, all places you go to eat.You are always late. Yes, you agreed on an hour, but then you HAD something important to f inish. You HAD to spend more time on your hair. You HAD to get gas right now. You HAD to take that last phone call.You are emotionally draining. You are doing things just for attention. You are craving compliments. You are easily upset. You constantly cause drama and you thrive in it. You are a nightmare to be around.Try being more humble.Other people are not responsible for your happiness, your schedule or your peace of mind.Start by being more independent. Do the things that make you happy by yourself. Go do yoga, read a book, take a walk. Feed your soul. Get some peace and quiet.Continue by becoming a little more passive during conversations in your work, your friend group or your family. Take suggestions. Obey. Discipline yourself.Last but not least, reverse the roles. You were living by the principle of treating yourself. Now, treat others. Make others feel important when they need it.8. YOU ARE NOT NICEOkay, it is probably not surprising you that you have to be nice in order t o be liked. And you probably think you are already a pretty nice person. But are you?Is it maybe possible that you have a tough-love sense of humor? Are you quite the jokester and everyone in the office enjoys your wit and satire? So what if you make your colleagues the butt of the joke? You have to have a subject of your fun. Yes, your one-liners have a bite to them, but people certainly understand? Yes, you are quite the prankster, and why would you ever sacrifice several minutes of fun at the expense of your friend’s convenience?Okay, and maybe you are not always in a good mood. You are not always the person to bother to say ‘Hello’ in the morning. Or to congratulate your colleagues for their birthday every time. Or to pitch in for the gift… You can’t always have the time, can you?And maybe you are sometimes too honest. I mean, you did go up to Lydia who was just bragging about her new boots and told her they were ugly, but they were! And, besides, she did not even get them on sale, which you made sure you pointed out â€" she got ugly boots for too much money. She had to know. Not that she could do anything about it now, but feel terrible, but hey â€" at least you got it off your chest! …And you also did tell Tom that he needs a new car. His car is trash. Okay, he might not have the money right now with his wife being pregnant and all, but he needs to start planning…Try empathy!Oldie but a goldie. Do not do unto others  as you  would not  have them  do unto  you!There are no excuses to hurt people. Not fun, not honesty. And you are not too busy, or too important or too… you… to be nice.Being rude is not a character trait. It is a flaw. And you can easily do without it.9. YOU ARE TOO NICEOkay, so there might be a better title than this. Because you can never actually be too nice.However, if you have ever heard someone calling you ‘too nice’ you might need to read this.Because they probably mean to say you are spineless. And they are jus t too polite to say it.How do you know if you are spineless?You sacrifice yourself constantly. More often than not, that would be sacrificing for your family or your loved one. You never pitch in a suggestion for the ‘What do eat’ question. Your opinion does not matter when you decide where to go for vacation. You never buy yourself anything nice â€" all money goes for the kids.The mere concept of conflict is upsetting you. You never start arguments with your friends, you are afraid to even share your opinion if it is different from the groups’. You find it difficult to stand behind your project at work.Self-sacrifice, avoiding conflicts… aren’t those considered noble values? Why would people hate me for it? You are overdoing it. You do not show respect yourself.Why would other people respect you, if you yourself cannot find the time and spend the effort to do something just for you!Try standing your groundSit down and write down some red lines you will never cross. Here a re some examples:‘I will go out and do my hair and nails at least once a month. Not all money should go for the children. ‘‘Every Saturday, me and my significant other will go out to eat at a restaurant of my choosing’‘I will stand up to my boss every time he attacks the project I really believe in’Pro tip: To get out of your comfort zone, you can try and cause a harmless argument. Strike a conversation about politics, or the economy, or recent events. Explore how your feelings change when things get heated. Soon you will find yourself more secure in your opinions.10. YOU ARE YOUThere are many reasons why people may not like you and not all of them are fixable.People like each other normally based on being relatable to each other and having similarities. And obviously, you cannot be similar to everybody, you are different.You will be disliked or even hated for things that make you you.For example, the music you like, the movies you appreciate, your political views, your sense of fashion Anything from your character and your personality that is unique, that makes you an individual, could be disliked or attacked.The answer is not to become a spineless blob of wasted human matter. The answer is to be unapologetically yourself, and be accepting of others who are unapologetically themselves.Try being open to others!Being you is only a problem when you want others to be like yourself, too, and to always like you.First, you need to accept not everybody will like you and that is okay. You do not need to hate them for it.Second, be open to differences between people. Embrace other tastes, other cultures, other opinions.Third, find the balance. No, not everyone will like you, and yes, you can be yourself, but you still want to be a part of the group. Otherwise, you wouldn’t be reading this article. Find a balance in your behavior and attitude and try to be the best version of yourself.CONCLUSIONThere are many reasons why people may not like you. You might look funny, smell funny, talk funny. People may not like you because of the color of your skin or the colors on your national flag.You cannot stop living your life if you are never accepted. It is important, it is a good feeling, but it is not the be-all and end-all of your life.Concentrate on the things you can change. It is always a noble effort to try and become a better person. And if it works, that is great. And if it doesn’t, that is okay too.

How to Make Yogurt With Chemistry

Yogurt is made by fermenting milk. Its high in protein, calcium, and probiotics (good bacteria). Heres how to make yogurt and a look at the chemistry of yogurt. Chemistry Yogurt forms when bacteria ferment the sugar lactose (C12H22O11) into lactic acid (C3H6O3). The lactic acid makes the milk more acidic (lower the pH), causing the proteins in milk to coagulate. The main protein in dairy milk is casein. The acidity gives yogurt its tangy flavor, while the coagulated proteins result in a thickened, creamy texture. There is no simple chemical equation for yogurt production since multiple reactions occur. Several types of bacteria can ferment lactose. Yogurt cultures may contain Lactobacillus delbrueckii subsp. bulgaricus, other Lactobacillus strains, Streptococcus thermophilus, and bifidobacteria. Recipe You can make yogurt from any type of milk. Although most yogurt is made from bovine milk (e.g., cow, sheep, goat), the fermentation process works on other types of milk, as long as they contain a sugar for the bacteria to ferment and protein that can be coagulated. Yogurt can be made from soy milk, coconut milk, and almond milk. The first time you make yogurt, you need a starter culture as a source of the bacteria. You can use ordinary store-bought yogurt with active culture or you can use freeze-dried yogurt starter. If you use a commercial yogurt starter, follow the packaging directions, since activating the culture varies depending on the product. Once you make your first batch of yogurt, you can use a couple of tablespoons of it to start future batches. While it may seem like you would want to add more active culture to a recipe, adding too much bacteria produces a sour yogurt rather than a pleasantly tangy yogurt. Ingredients   1 quart milk (any kind)1/4 to 1/2 cup non-fat dry milk (optional)2 tablespoons plain yogurt with live cultures (or you can use freeze-dried bacteria instead) Recipe Set the starter yogurt out at room temperature while you prepare the milk. This warms the yogurt so that it wont chill your recipe too much when you add it later.Heat the milk to 185 °F (85 °C). The purpose of this step is to re-pasteurize the yogurt, preventing any unwanted bacteria from growing, and to denature the proteins so that they will be able to coalesce and thicken the yogurt. The easiest way to do this is to use a double boiler or set your container of milk inside a pan of water. Heat the water to near-boiling. Dont worry—the ​​milk cant boil using this technique. If you have to heat the milk directly, stir it constantly and watch the temperature to make sure it doesnt boil or burn. If you do not have a thermometer, the milk will start to froth at 185 °F (85 °C).Once the milk reaches the temperature or starts to froth, remove it from heat and allow the milk to cool 110 °F (43 °C). One way to do this is to place the container of milk in a co ld water bath. Otherwise, you can leave the milk on the counter and allow it to cool. Either way, stir the milk occasionally so that the temperature is uniform. Dont proceed to the next step until the temperature of the milk is below 120 °F(49 °C), but dont let the milk cool below 90 °F (32 °C). 110 °F (43 °C) is the optimal temperature.At this point, you can add nonfat dry milk. This is an optional step that helps the yogurt thicken more readily, plus it adds nutritional content to the yogurt. Its purely a matter of preference, whether you add the dry milk or not.Stir in the starter yogurt.Put the yogurt into clean, sterile containers. Containers can be sterilized by boiling them. The reason for sterilizing the containers is to prevent unwanted mold or bacteria from growing in your yogurt. Cover each container with plastic wrap or a lid.Keep the yogurt as close to 100 °F (38 °C) as possible and undisturbed, to bacterial growth. Some ovens have a proof setting that y ou can use. Other ideas include setting the yogurt on a heating mat (being sure to check the temperature) or placing the containers in a warm water bath. Youll have a custard-like yogurt after about 7 hours. It wont resemble store-bought yogurt because that has thickeners and additional ingredients. Your yogurt should have a yellowish or greenish liquid on top, a creamy custard texture, and may have a cheesy odor. The thin yellowish liquid is whey. You can pour it off or mix it in, whichever you prefer. Its completely edible, though you may add fruit, flavorings, or herbs, according to your taste. If you leave the yogurt at this temperature longer than 7 hours, it will thicken and become tangier.When the yogurt is the thickness and flavor you want, refrigerate it. Homemade yogurt will keep for 1-2 weeks. You can use yogurt from this batch as a starter for the next batch. If you are going to use yogurt as a starter, use unflavored yogurt, within 5-7 days.

Paradox Measure For Measure, 1984 And Punishment

Paradox in Measure for Measure, 1984 and Punishment Paradox in Orwell’s 1984 novel emphasizes the contradictions of the legal institutions more than in Shakespeare’s Measure for Measure. The usage of irony to show the cruelty behind the words of the Party slogan, â€Å"WAR IS PEACE FREEDOM IS SLAVERY IGNORANCE IS STRENGTH.† (Orwell 4). Orwell uses antonyms to show the reader in this slogan the contradiction in its own words. Irony is crucial to understand why Orwell’s use of paradox in 1984 is superior to explain the reversed roles of the institutions on punishment than Measure for Measure. Both authors describe contradictions on the role of the legal institutions through the main characters’ experiences. Once we see that the laws are in contradiction through the actions of those in power, and then we can understand the importance of how each author writes about both events before and after paradox. By using oxymoron, we will see that it is the paradox emphasizing the contradiction of the institution rather than the punishment. To understand the importance of paradox in these novels we must find examples of contradiction from each text. In Measure for Measure Duke says, â€Å"†¦I will lay myself in hazard. Claudio, whom here you have warrant to execute, is no greater forfeit to the law than Caldeira 2 Angelo who hath sentenced him.† (5.2.150-154) It shows that Angelo was not the virtuous man he appeared to be. 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Japanese Employment Practices Free Essays

string(245) " Sources of change Prior to summer of 1997, the Japanese system guaranteed easy access to low-cost capital and raw materials was supplied by a loyal and devoted labour force \(at the time of labour shortage\) which facilitated market expansion\." |International EMPLOYMENT RELATIONS | |TO WHAT EXTENT THE JAPANESE EMPLOYMENT PRACTICES HAS CHANGED AFTER THE ECONOMIC CRISIS? | | |[pic] | | | |SINTHIA NOVA | |Student ID – 2724881 | |14th May 2009 | Table of Contents INTRODUCTION3 TRADITIONAL JAPANESE MODEL OF EMPLOYMENT SYSTEM4 THE CHANGING NATURE OF JAPANESE EMPLOYMENT SYSTEM5 1. Sources of change5 2. Lifetime employment6 3. We will write a custom essay sample on Japanese Employment Practices or any similar topic only for you Order Now Seniority-based Pay and Promotion System7 4. Enterprise Unions9 CONCLUSION9 REFERENCES10 INTRODUCTION In the post-war period, Japanese manufacturing companies significantly increased their share of the global market of automobiles (Automotive News-Market Data Book, quoted in Womack, Jones, and Roos 1991, 69) as well as achieving more than 50 percent of the world markets in cameras, video recorders, watches, calculators, microwave ovens, motorcycles, and colour televisions (Oliver and Wilkinson 1992, 5). Much of this success was attributed to the forms of human-resource Management found in Japanese companies (Abegglen and Stalk 1987; Clark 1987; Dore 1990; Tachibanaki and Noda 2000). However, during the period of Asian Financial crisis and economic recession for most of the 1990s, the typical Japanese features that supported comparatively high performance until the late 1980s came in for severe criticism. Considering the high performance of the US economy in the 1990s, Neoliberals, based on the universal relevance of liberal markets, argue that the Japanese model is dead, and that Japan must (and will) adopt the US liberal market model (Lindsey and Lukas, 1998; Lin, 2001; Dornbusch, 1998; Krugman, 1996). By contrast, many theorists of institutionalism, based on contextualized efficiency and path-dependent national patterns, claim that Japan continues its path-dependent national model due to its unique culture – taken for granted within the culture – the interconnectedness of institutions and agents’ efforts to utilize the comparative advantages of their institutions (Dore, 2000; Green, 2001; Isogai et. al. , 2000; Chesbrough, 1998; DiMaggio and Powell, 1983; Hall and Soskice, 2001). However, neither the neoliberals’ argument for simple convergence towards a liberal market economy nor the institutionalists’ claim for the continuation of the original Japanese model can explain the dynamic changes happening within the Japanese model at the turn of the century. In this report, the recent trends of Japanese employment relations will be examined. Two questions have been addressed here. First, why the traditional Japanese employment system has been changed. Second, to what extent has ER system has been changed? To answer these questions we will first examine the traditional Japanese model and then after considering some issues relating to the reasons of this change, we will analysis the current trends to find out the extent of modification in a number of typical ER practices. A discussion of the implications of these changes is then be presented, followed by the conclusion. TRADITIONAL JAPANESE MODEL OF EMPLOYMENT SYSTEM Japan is a complex, dynamic society that has undergone enormous change in the past 125 years, converting itself from a feudal state into a modern industrialized nation and an economic superpower. In doing so, the Japanese have been able to copy Western technology, science, education and politics, while still keeping their unique cultural identity. One distinct feature of Japan that separated it from other Asian countries was it collective culture which has been carried over to the companies (Kashima and Callan, 1994). As an employee, an individual identity’s with a larger entity through which one gains pride and feeling of being part of something significant, tying an individual’s prestige directly to the prestige of his or her employer. Typically, the company is seen as a provider of security and welfare. To a large extent, loyalty to the company surpasses the family bond. The core principles of Japanese employment model is the so-called ‘‘THREE SACRED TREASURES’’ (sanshu no jingi) of Japanese management. 1)The lifetime/long term employment system (shushin koyo) The terms â€Å"long-term† or â€Å"permanent† employment are used synonymously to describe lifetime employment, which was established at many companies during the period of high economic growth during the 1960s. The concept of lifetime employment emerged as a result of the peculiar aspects of Japanese employer-employees relations that were supported by narrow labour markets during the post-war period when Japan experienced a labour shortage for the first time in her industrial history. This system developed and was established at many large and mid-sized companies during this period of high economic growth. With rapid technology innovation and expansion of businesses, large-sized companies hired inexperienced manpower directly from the labour market and through in-house training and development programs these workers developed various skills and techniques. (2)The system of seniority-based wage and promotion (nenko joretsu) Here status and seniority are tied to length of service, rather than to job duties or merit. According to this system, the decisive factors determining pay are the length of service, age and educational background, not the work performed. The system goes hand-in-hand with the lifetime employment. Traditionally, the seniority-based reward system had two different aims. The first was to advance an employee’s career and provide financial compensation based on a broad social considerations and personal qualifications, such as the age and education level of employees. The second was to make extensive use of non-cash fringe benefits for employees and their families. 3)Enterprise unionism (kigyobetsu rodo kumiai) Another important characteristic of Japanese employment relations are enterprise-based unions. In Japan, unions are organized at the enterprise level, collectively bargain with a single employer, and conclude collective agreements on the enterprise level. According to Inohara: â€Å"Enterprise-wide unionism specifically expresses the workplace in terms of union mem bership. In principle, it organizes all regular employees of a company indiscriminately into one union, i. e. it is an employee organization on the basis of where they work (company) and not what they do (occupation or skill). Such a labor union is not dominated by the company; it represents the workforce, and as such, enjoys appropriate prestige and benefits provided by the company. Relations between management and the union are between insiders, namely, all the members of the union are company employees. Intervention by outsiders such as industrial and national labor organizations, outside business agents, or attorneys is not tolerated. † THE CHANGING NATURE OF JAPANESE EMPLOYMENT SYSTEM Sources of change Prior to summer of 1997, the Japanese system guaranteed easy access to low-cost capital and raw materials was supplied by a loyal and devoted labour force (at the time of labour shortage) which facilitated market expansion. However, the market became saturated and the economy slowed down, these competitive advantages were turned into liabilities. Keiretsu banks found themselves saddled with bad debts from group companies, inter-group purchasing became barriers to cost reduction, and excess size of an albeit loyal labour force was viewed as a burden to struggling companies. Japanese companies were also reacting to the information revolution and were left behind by their American counterparts. Although, most Japanese companies have found change at a quick pace too much to ask they had to adopt foreign practices and policies in order to survive. Deregulation is another force for change. It has made Japanese markets more accessible to competitors, foreign as well as domestic. In heretofore-protected industries like financial services, distribution and agriculture few firms are prepared for the onslaught of competition and uncertainty (Lincoln and Nakata, 1997). The aging population also has clear implications for corporate employment relation practice. With an aging workforce, the permanent employment and seniority system burdens firms with rising numbers of higher-paid and less productive workers. Previously, these systems were more suitable to employers, since the steep seniority escalator resulted in less payment for the relatively young workforce and the permanent employment norm reduced the uncertainties and costs of high staff turnover. Furthermore, the transition to a service economy combined with socio-cultural and socio-economic changes has had a profound effect on Japan’s employment institutions. Even though leading-edge manufacturers are still competitive, their contribution to Japanese domestic employment and income is shrinking, in favor of the emerging service sector as the next great engine of jobs and wealth. Employment practices of sales and service firms are different from those of manufacturing. Their younger workforce is more mobile, less committed to work and the firm. Furthermore, since the organization of work in service firms is less team based, individual performance is more easily evaluated. Also, occupational skills are valued over firm-specific skills, so that broad job experience becomes the main driver of wages and performance rather than loyalty to one employer (Debroux, 1997; Lincoln and Nakata, 1997; Ornatowski, 1998). Lifetime employment One of the distinct features of the Japanese employment relations system is lifetime employment. Japanese workers joins companies at a young age, and spend a larger portion of their life in the company compared to other countries. The figure below can show that Japanese workers in terms of length of service, average number of years and median years compared to workers in other countries was much higher . Table1: Comparative Length of Service [pic] Source: Adopted from Current Labour Economy in Japan. Notes: 1, 2 and 3: Average length of service based on OECD Report, 1995. Other figures from the respective country. From the middle of the economic crisis till 1990, there have been ongoing debates to reform the lifetime employment system. Company attitudes were gradually changing due to increasing labor costs, employees’ age, a growing rise in the number who unable to cope with the rapidly developing new technology and changing globalized markets. Employers now need staff with readily usable skills and workers who have specialized abilities in order to respond to stiffer competition and handle more complex specialized operations. The older workers employed with lifetime contacts are not able to adjust rapidly to new developing technologies typified by information technology. Many companies have begun to adopt more diverse hiring practices over past few years, taking on experienced employees in mid-career in addition to new graduates. Employers prefer to hire mid-career and non-regular workers both in large, mid- and small-sized organizations. The rate of hiring of midcareer workers in non-clerical positions is higher in small businesses. Hiring mid-career workers, on the one hand, minimizes training costs and, on the other hand, companies get workers with ready-made skills who can work with developing technology. In fact, employers are now seeking staff with readily available skills and workers with specialized abilities who can handle more complex and specialized operations so they can respond to stiffer competition. Many employers are arguing for some partial adjustment to the prevailing practice of lifetime employment. The table below shows how companies are changing their attitude toward lifetime employment practices: Table 2: Companies changing their attitude toward lifetime employment practices: Attitude Response |Percentage | |Partial adjustment is inevitable |40. 0 | |Will basically maintain the practice |36. 1 | |Fundamental review is necessary |15. 3 | |Do not have lifetime mployment practice |5. 2 | |No response |3. 3 | Source: Labour Situation in Japan and Analysis 2004-2005, p. 26. According to the Ministry of Labour Special Survey, about 30 percent of all employees in Japan are non-regular as of 2000 (Japan Labor Bulletin, 2000: 1–2). According to the table below, the r ecent trend Table 3 : Changes in Regular and Non-Regular Employees during Recession (10,000) |1985–6 |1991–4 |1997–2001 | | |Regular Non-Regular |Regular Non-Regular |Regular Non-Regular | |Female |24 |15 |47 |64 |-82 |151 | |Male |16 |2 |119 |10 |-89 |55 | |Total |40 |17 |166 |74 |-171 |206 | Source: Wakisaka (2002). towards using non-regular workers is in contrast to the traditional pattern in which non-regular workers decreased during recession while regular workers maintained their jobs due to their skills accumulated through in-house training. In 1997–2001, the number of regular employees in Japan sharply declined by 1. 71 million, while the number of non-regular workers increased by 2. 06 million. The fact that non-regular workers are replacing regular workers indicates that Japanese companies have changed their traditional values of high skills based on in-house training and employees’ loyalty supported by lifetime employment, instead considering labour costs and the flexibility of the labour market. As a Joint Labour Management 1998 survey documents, workplace morale has declined as the number of non-regular workers has increased (Morishima, 2001). Seniority-based Pay and Promotion System Another important characteristic of Japanese employment relations system is the seniority-based pay and promotion system. To understand the main concept behind the seniority-based wage system it is important to know the wage theory presented by Koike. year) where wage refer to: a) salaries that increase in accordance with age and length of service; b) the rewards that are not paid on the basis of the job performed; and c) that are unique to Japan. The main salary determination factor s are seniority and the number of years the employee has been working at the company. Salary increase based on seniority is a general labour practice, and not a â€Å"system. † Japanese companies rarely evaluate academic degrees such as doctorate. Yamanouchi and Okazaki-ward had tried to explain the history and practices of the evaluation system in Japan. They argue that Japanese companies had gone through different turning points in the evaluation system for the sake of pay and promotion. The American system of job analysis and job classification was introduced as a modern, rational management system to rebuild Japanese management in the 1950s which marked the first turning point in the Japanese system. The second turning point came between the 1960s and 1970s when companies introduced a competency-ranking system which almost 64 percent of the organizations followed until 1974. The third restructuring occurred in the 1980s when the competency-ranking system did not work effectively due to the effect of an increase in the value of yen; globalize business activities, deregulation, the maturation of the economy, and an aging workforce. Keeping senior employees became more costly than employing younger employees, particularly those over 40 years old in 1990 due to the recession. This was driven by the need to cut cost. In recent years, growing numbers of companies are clearly evaluating ability and performance over tenure and age in salary decision. Since the early 1990s, some companies have introduced a system of job ability-based wages focusing individual worker performance over one year compared with goals set at the beginning. This new system is quite close to a true performance-based pay system. It has been termed â€Å"Annual Salary System† and has been introduced by about 10 percent of large companies. This system is primarily used for managers and general managers, not for lower level employees. The monetary benefits to employees, if any at all, are typically small (Debroux,1997; Lincoln and Nakata, 1997; Ornatowski, 1998). The attempt to shift to performance pay shows the dilemma between companies who worry that the resulting inequities will destroy morale and unity. Besides, most companies may be do not like to see younger people supervise older ones. Also, there are fears that individual merit pay will ruin the Japanese system of team-based production, where stronger team members assist weaker ones for the good of the performance of the team as a whole (Lincoln and Nakata, 1997). The continuities in the Japanese employment systems are as striking as the changes, especially when one looks at the depth and length of the economic recession. Based on data from 1,618 firms, Morishima (1995) highlights three different types of attitudes and actions of firms toward employment system reform. One group of companies tries to change their wage system from seniority based to performance based and these firms try at the same time to use the external labor market to recruit workers. Although they represent the highly publicized trend away from traditional Japanese employment practices, these companies only make up 10. 8% of the sample. Most firms (56. %) have retained the traditional employment system representing the majority force of continuity. A third group (32. 4 %) shows a mixed picture consisting of firms that are reforming the wage system, while maintaining long-term employment practices. These findings highlight the striking resilience of traditional practices as well as some important changes. Enterprise Unions Japanese unions are organized on an enterprise basis, with only permanent, fulltime employees of the company eligible to join the union. This structure has led Japanese unions to defend job security and the working conditions of their members through company-based mechanisms. The union’s chances of success through such mechanisms is, at this time, somewhat diminished. This has led unions to focus on job security rather than pay increases, which has lessened their appeal to young people, and has alienated unorganized nonregular workers in large companies and the vast majority of employees in small companies (Debroux 2003a). With the decline of lifetime employment and the increase in the number of non-regular workers, not only enterprise unions but the entire union movements are now declining. For example, the unionization rate (union members divided by number of employees) declined from 34. 7 percent in 1975, to 28. 9 percent in 1985, 23. 8 percent in 1995 and 22. percent in 1998 (Shirai, 2000: 20). In addition, the role of conflict resolution traditionally played by Japanese enterprise unions, also declined despite the formal existence of enterprise unions. Recently, individual labour–management conflicts have increased. For example, the num ber of cases concerning workplace disputes over daily employment and working conditions, dealt with by the Labour Standards Inspection Offices, increased to 20,000 in 1994. Similarly, the number of cases of consultation that the Labour Administration Offices and the Women’s and Young Workers Offices deal with have also exceeded 75,000 and 10,000, respectively (Shirai, 2000: 119). It is important to note that since the economic contribution of temporary workers is increasing, it’s necessary to recognize their representation in the labor market by protecting their rights. With increased cost-cut measures adopted by employers due to rising competition, there has been a substantial increase in the employment of non-regular workers in the last few years. The unionization rate of these workers is only three percent. At the same time, employers have become increasingly interested in performance-based systems on the enterprise level. These developments should influence the future role of unions in the regular wage negotiation process. CONCLUSION This report has explored the changes taking place in ER in Japanese firms. A period of sustained economic decline, increased global competition, a rigid employment and business system, a banking system on the verge of collapse, and the occurrence of the Asian financial crisis meant that the 1990s was a catalyst for change and regeneration. While these factors were influential in providing the impetus for change, other factors, such as the aging population, declining birth rates, and the short-term horizons of younger workers, were also important. Overall I have found evidence of the flexibility in distinctive features of Japanese employment relations system, which are lifetime employment, seniority based system and enterprise-based unions. The number of employees under lifetime contract is now in decline as Japanese companies have started to adopt more diverse hiring practices, such as: taking on experienced employees in mid-career in addition to new graduates, recruiting contingent workers e. g. part-time and other types of non-regular employees has overtaken employment of lifetime employees in recent years. In 1982, 84% of full-time workers were â€Å"regular† workers— with long-term careers and good fringe benefits at one company. But 20 years later, the regular workers’ share had shrunk to 68%. Companies attitudes towards seniority based system have been changing as well. Many companies have changed their wage systems to reflect individual performance. They are now adopting â€Å"PAY SYSTEM BASED ON PERFORMANCE,† which represented by the annual salary system and â€Å"JOB-BASED SALARY,† which mainly focusing on people occupying managerial positions or higher. An increasing number of companies are putting a stop to their practice of periodic salary raises based on seniority and introducing systems in which bonuses are influenced by evaluations. Another important characteristic of Japanese employment relations are enterprise-based unions, which is now under threat because of the decline of lifetime employment and the increase in the number of non-regular workers. Moreover, given today’s strict economic climate in which wage increases are difficult, the SHUNTO is shifting from its former policy of seeking wage increases as the highest priority to â€Å"job security and maintenance. † No matter whether it regards performance pay, the elimination of management titles, or reductions of the workforce, the change of employment practices in Japanese companies seems to be slow and incremental, carefully avoiding unexpected or shocking breaks with the past. Furthermore, they are not changing the typical Japanese model completely, trying to make it more effective by modifying them according to the new trend of highly competitive globalized market. REFERENCES Bamber. G. J, Lansbury R D, Walies. N . (2006) International and Comparative Employment Relations: Globalization and the developed market economies. 4th ed. SAGE Publications Ltd, London. BENSON, J and DEBROUX , P (2004) The Changing Nature of Japanese Human Resource Management: The Impact of the Recession and the Asian Financial Crisis. vol. 34, no. 1, pp. 32–51. Int. Studies of Mgt. Org. [online] Available from: Xpert HR. http://xperthr. co. uk [Accessed 28 April 2009] Benson, J. and Debroux, P. – Th e Changing Nature of Japanese HRM: The Impact of the Recession and the Asian Financial Crisis. International Studies of Management and Organization, 34 (1) 2004: pp. 32-51 Selmer, J. (2001) Human resource management in Japan :Adjustment or transformation? Volume: 22 Issue: 3 Page: 235 – 243, MCB UP Ltd [online] Available from: Emerald. http://www. emerald-library. com/ft [Accessed 10 May 2009] Hattori, R and Maeda, E. (2000) The Japanese Employment System (Summary). Issue-January 2000, Bank of Japan Monthly Bulletin, [online] Available from: www. boj. or. p/en/type/ronbun/ron/research/data/ron0001a. pdf [Accessed 10 May 2009] Hyeong-ki Kwon (2004) Japanese Employment Relations in Transitio,. Economic and Industrial Democracy 2004; 25; 325, [online] Available from: SAGE . http://eid. sagepub. com/cgi/content/abstract/25/3/325 [Accessed 10 May 2009] Adhikari, R (2005) National Factors and Employment Relations in Japan. Japan Institute of Labour Policy and Training, Tokyo, [onli ne] Available from: http://www. jil. go. jp/profile/documents/Adhikari. pdf [Accessed 10 May 2009] Kambayashi, R Kato, T (2008) The Japanese Employment System after the Bubble Burst: New Evidence, [online] Available from: http://faculty. hicagobooth. edu/brian. barry/igm/TheJapaneseEmploymentSystem. pdf [Accessed 10 May 2009] Economist (2005) The sun also rises, [online] Available from: http://www. economist. com/displaystory. cfm? story_id=4454244 [Accessed 10 May 2009] Economist (1998) Fallen Idols, [online] Available from: http://www. economist. com/displaystory. cfm? story_id=4454244 [Accessed 10 May 2009] Ornatowski, G. K (1998) The End of Japanese-Style Human Resource Management? Sloan Management Review, [online] Available from: http://sloanreview. mit. edu/the-magazine/articles/1998/spring/3937/the-end-of-japanesestyle-human-resource-management/ [Accessed 10 May 2009] How to cite Japanese Employment Practices, Papers

Preparing Professional Practice Chatswood †Myassignmenthelp.Com

Question: Discuss About The Preparing Professional Practice Chatswood? Answer: Introduction A professional nurse embarks on a journey that begins from playing the role of a practitioner and finally achieving the status of a clinical expert in the field of healthcare (Alexander and Stewart 2016). The report will illustrate how a reflective practice on an incident affected my transition and facilitated my professional development plan. I am a graduating nurse with an eagerness to develop competence in the clinical environment. I am currently placed at an acute psychiatric ward. I had to look after people who suffer from a myriad or disorders like psychosis, bipolar, depression and schizophrenia (Batti and Steelman 2014). I had to follow up the patients to see their improved health outcomes. The experience The incident took place during the second year of my graduation. Ms. Nguyen, aged 55 years, was brought to the mental ward after she tried to inflict self-harm upon herself. She belonged to the refugee community of Vietnam. She ran a food joint along with her brother and his wife. She was widowed and lost her son after he succumbed to jaundice. I was assigned the task of admitting her to the ward. I noticed that she had several bruise marks on her wrist and a strangulation mark on the back of her neck, which indicated repeated suicide attempts. She showed non-compliance to medicines and complained of hearing voices that instructed to end her life. When I went to her bed, she grunted and turned away. On being asked her name, she took hold of the flower vase by her bedside and threw it across the room. I was startled. I had never faced any situation where the patient had displayed such aggressive behaviour. I immediately went to report the incident to the nurse-in-charge. She was not f ound anywhere. On returning, I found that she had been tied to a chair and the staffs were forcibly trying to inject tranquilisers. When I inquired, they complained that she tried to run away from the ward and pushed a staff in the process. Thus, the staff tried to inject tranquilizers. Response I felt tormented as the situation began to unravel. This acted as a transition shock (Chang and Daly 2015). I became emotional attached to Ms. Nguyen and wanted to try all possible methods to help her overcome her auditory hallucinations and agitated state of mind. Her medical records helped me understand that she was a paranoid schizophrenia patient. The negligence and a lack of professionalism shown by the concerned nurse-in-charge worsened the situation. This incident forced me to question my role as a future registered nurse and my expected job outcomes. I wanted to vent out my doubts and apprehensions. I approached a senior registered nurse and reflected on my feelings about the patient. She acted as my mentor and helped me formulate a strategy to provide timely care to Ms. Nguyen, for a satisfying experience. I found that holistic care, empathy towards patients and effective interaction helps to realise that auditory hallucinations are not real and reduces suicidal ideation (Ba lhara and Verma 2012). My mentor taught that listening to their worries with interest and quite disposition helps to build a good rapport with the patient and reduces chances of physical abuse. Challenges or internal conflicts In my graduation period, I learned about the diagnosis, pathophysiology and prognosis diseases. However, I felt anxious on the thoughts of a mental health hands-on experience. Nurses are expected to respect and acknowledge the cultural identity of their patients to promote wellbeing. They should involve family members of the patient to gain a deeper understanding of their culture (Desborough 2012). One major challenge is the lack of engagement in clinical supervision. I felt supervision was required to increase the effectiveness of therapeutic treatment strategies. Development of trust is also integral to treating a mentally ill patient (Stuart 2014). This challenge was faced when the staff tried to patronize the patient which made her more aggressive and show reluctance to treatment. Another challenge was presence of stigma among mental health staff, lack of resources that help in reducing stigma and absence of counselling or psychological intervention. The staff showed discriminati on and ill treatment towards the patient owing to mental health stigma. This discrimination makes patients show non-compliance to medications. Engagement with members and its outcomes I was directly involved in communication with Ms. Nguyen, her brother and his wife during the entire treatment. My interaction with her brother revealed the incidents that predisposed her to paranoid schizophrenia. I provided them a clear understanding of the hallucinations that she reported, her mental progress on adhering to medications and psychological therapies and the probable precautionary measures they should follow to reduce further incidents of self-harm (Frith 2014). I also interacted with my peers and nursing teachers to gain more knowledge on the incident by effective discussion and debates. It helped me devise a plan to meet the situation if it occurs again in my career. It helped me realise that if the psychologist was consulted before the staff administered tranquilisers on Ms. Nguyen, the situation would not have escalated quickly. This challenging experience gave a clear insight into caring for the mentally disturbed and reducing their distress. Conclusion The reflection helped me illuminate the blind spots and advance my professional and personal development (Usher and Foster 2015). Thus, it can be concluded that this reflection strengthened my knowledge between clinical knowledge and efficient health practice. I will use this incident as a developmental tool for enriching my future as a registered nurse. References Alexander, S.J. and Stewart, L., 2016. Establishing and maintaining a professional identity: portfolios and career progression.Transitions in Nursing: Preparing for Professional Practice, pp.259-276. Balhara, Y.P.S. and Verma, R., 2012. Schizophrenia and suicide.East Asian Archives of Psychiatry,22(3), p.126. Batti, R. and Steelman, V.M., 2014. Accountability in nursing practice: Why it is important for patient safety.Association of Operating Room Nurses. AORN Journal,100(5), p.537. Chang, E.M.L. and Daly, J., 2015. Transitions in nursing: Preparing for professional practice (Vol. 4). Chatswood. Desborough, J.L., 2012. How nurse practitioners implement their roles.Australian Health Review,36(1), pp.22-26. 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