Case Study Example | Topics and Well Written Essays - 1000 words

Case Study Example Just in the United States alone, based from the national statistics of 1995, there was an estimated 438,200 children who got lost, injured, or otherwise missing. At any time a child is reported missing, there is not enough evidence to determine whether he or she is the victim of foul play or just inadvertently or unavoidably detained. For a situation in which a child who is found after wandering away from his or her parents in a shopping mall, a park, or amusement park would be considered a missing child. In some cases where a child is injured and cannot immediately obtain help, that child is considered missing until parents and/or authorities will be notified of the child’s whereabouts. In cases where a child makes an unscheduled stop at a video arcade or friend’s house, once found the child is considered to have been missing under otherwise unknown circumstances (â€Å"Statistics 25 Years: 1984 – 2009†). Half of the children involved are younger than 4 years of age. Most of these cases last about 24 hours, one fifth experience physical harm, and 14 percent of the children are either abused or assaulted during the episode (â€Å"Statistics 25 Years: 1984 – 2009†).. At least 797,500 children who are younger than 18 was reported missing in a one-year period of time studied resulting in an average of 2,185 children being reported missing each day (â€Å"Statistics 25 Years: 1984 – 2009†). In situations where your child wanders off and a stranger comes up to them, inform them ahead of time that some strangers are friends. They may be nice, that is true, but this isn’t always the case. Unfortunately you can never tell just by looking at them but you may be able to tell if the situation seems to make you feel good or bad. Usually, when a child goes missing, they meet strangers not only telling them that they would help them find their way back to their parents but also asking them to do something without

UK DMS Military Amputee Rehabilitation Strategy

UK DMS Military Amputee Rehabilitation Strategy Introduction The previous chapter provided information regarding the context and background to the study, the research aim and objectives, the statement of the problem, the scope and limitations of the study, and the study structure. Globally, the availability of rehabilitative staff and for that matter health workers in general has become a cause for concern. WHO (2006) commented that the world faces a shortage of 4.2 million health workers. Experts have warned that the number of health workers being trained domestically in many countries is threatened by the strain on public finances inflicted by the ongoing economic crisis. The EU could face a shortage of 1 million health professionals by 2020 or 2 million if long-term care and auxiliary professions are also taken into account (Jensen, 2013). To combat these shortages, the UK and USA recruit staff on an industrial and international scale (Eckenwiler, 2009). This chapter will review the UK DMS military amputee rehabilitation strategy. Comparing the UK with US, it will review the global rehabilitation situation, discussing a number of issues affecting service provision, and rehabilitation staff availability. Additionally, the chapter will review some of the current evidence supporting the impact relocation has on the retention of civilian rehabilitation staff, and review perspectives underlying staffs willingness to stay with health organisations. UK Military Rehabilitation Strategy The principal aim of the UK DMS Rehabilitation Strategy (the Defence Military Rehabilitation Programme) is to return service personnel to operational levels of fitness as soon as possible the fitter quicker principle. Where this is not achievable e.g. military amputee patients the aim is to attain the maximal level of physical, psychological and social health possible (MOD, 2010, p.1). The Defence Military Rehabilitation Strategy (the Defence Medical Rehabilitation Programme) currently encompasses two distinct capabilities; the DMRC (Defence Medical Rehabilitation Centre) and the DMRS (Defence Medical Rehabilitation Service). The DMRC is the foremost Defence rehabilitation centre where service personnel can receive rehabilitation for neurological, complex trauma (polytrauma) or force generation musculoskeletal conditions. The DMRS (MOD, 2016) is provided through a tiered network of rehabilitation facilities including 152 Primary Care Rehabilitation Facilities (PCRF) and 15 Regional Rehabilitation Units (RRU) across the UK and Germany. The PCRFs are Unit/Station based rehabilitation departments offering physiotherapy and exercise therapy on an outpatient basis. Patients with injuries that cannot be resolved at this level are referred to RRUs who provide rapid access to imaging services, podiatry and residential rehabilitation. The Defence Military Rehabilitation Programme is also supported by PRCs (Personnel Recovery Centres). They are residential facilities situated in or near garrisons and are available to all members of the Armed Forces during their recovery from sickness or injury. They aim to assist personnel back to either military service or a second career in a civilian occupation. US Military Rehabilitation Strategy United States Military Rehabilitation Strategy recognised the need for an overhaul of rehabilitation services during the War in Afghanistan. Seven years after US troops entered the Afghanistan conflict, Congress passed the Defence Authorization Act of 2008, which reflected legal and healthcare workers concerns about the quality and availability of medical care services (Lister, Panangala, and Scott, 2008). Accordingly, todays casualties receive an effective and expansive set of rehabilitative services that are akin to those seen in the in the United Kingdom. US rehabilitative care is provided by Tricare (a health care program of the United States Department of Defense Military Health System) and the Veterans Association (VA)2. Global Rehabilitation Issues Amputee Services Amputee rehabilitation services in high income countries are usually centrally funded and provide effective support. Amputee rehabilitation in low and middle income countries depends on their nations stage of development. In areas beset by war (for example Cambodia, Vietnam, Angola, Mozambique and Uganda), the greatest number of amputations (Staats, 1996) results from conflict and landmine explosions. As war drags on, the number of amputees increases and becomes an economic burden. In some countries the number of amputees is so great it is considered an ecological as well as economic disaster; this is the amputee volume imperative. In these regions amputee rehabilitation in any form is a luxury, if it is available at all. Global Rehabilitation Issues Population Effects When delivered at its best, rehabilitation provides people with the tools they need to attain maximal health, function, independence and self-determination (WHO, 2002). The World Health Organization (WHO) and the World Bank estimate that people with disabilities constitute at least 15% of the worlds population, with the majority in low and middle-income countries (WHO, 2011; Pryor and Boggs, 2012). Despite the continued increase in rehabilitation cases worldwide, prioritizing and monitoring of progress to improve health services for people with disabilities remains inadequate (Tomlinson et al., 2009). International evidence shows that people with disabilities have many unmet health and rehabilitation needs, face barriers in accessing mainstream health-care services, and consequently have poor health. With an ever-increasing incidence and prevalence of chronic disabling non-communicable diseases (Boutayeb and Boutayeb, 2005) and a global health refocus on reducing mortality, the world is experiencing a growing demand for rehabilitation services. Generally however, physical and functional rehabilitation is not emphasized in global health discourse (Pryor and Boggs, 2012), despite many recent documents, including various national and international policy instruments and the World Report on Disability (2011) that stressed that physical rehabilitation services are a necessary element of a comprehensive system. The WHO Global Disability Action Plan 2014-2021 (2015) includes the strengthening of rehabilitation services as a key objective. To achieve this objective, it provides capacity building actions (to meet this objective) for member states, national and international partners. Currently however, rehabilitation services, particularly in low and middle-income countries, do not have t he capacity to adequately address the needs of their populations. Global Rehabilitation Issues Finance and Resources UK and US military rehabilitation strategies are able to provide tiered and specialist services as they are centrally funded. Specialised amputee services in high income countries can also attract charitable donations in order to achieve the best care solution. Where rehabilitation is adequately financed, national rehabilitation strategies (NRH, 2009) dictate that care should be delivered from 3 perspectives: general rehabilitation; specialist rehabilitation; and a complex specialised rehabilitation service (C-SRS). In high income countries (UK, US, Australia, New Zealand, Norway, Sweden) rehabilitation is integrated in health care and financed under the national health system (Lilja et al., 2009; WHO, 2004). In other countries responsibilities are divided between different ministries. This stymies rehabilitation services at regional and local level; they are often poorly coordinated and not integrated into the overall system (OECD, 2008). The cost of rehabilitation can be a barrier for people with disabilities in high-income as well as low-income countries. Rehabilitation is problematic even where central funding from government, insurers, or NGOs is available, as it may not cover enough of the costs to make it affordable (Bijelow et al., 2004). Deficits in the New Zealand rehabilitation infrastructure and workforce already severely compromise access to and provision of rehabilitation services (New Zealand Rehabilitation Association, 2014). Australia (the sixth largest country in the world) is a high-income country, ranked 19th in terms of per capita GDP. The development of health services in Australia has mainly been focused on metropolitan and regional areas, with both on-site and outreach locations. A review of 30 years of development in rehabilitation, clinical services, and education reforms in Victoria (Pryor and Boggs, 2012), indicates that progress has been indifferent with mistakes, dead ends and successes al ong the way. Financing strategies can improve the provision, access, and coverage of rehabilitation services, particularly in low-income and middle-income countries. Whilst it can be assumed that any new strategy should be carefully evaluated for its applicability and cost-effectiveness before being implemented, the reality is that rapid implementation negates strategic review. In low and middle income countries, physical and functional rehabilitation is particularly challenging, given human resource shortages and inadequate funding of health care. In these situations, rehabilitation services have evolved in unique ways. They are often strongly linked to humanitarian responses and wider disability actions, and are less connected with mainstream health care than in other settings. Aid agencies from Australia, Germany, Italy, Japan, New Zealand, Norway, Sweden, the United Kingdom, and the United States have supported such activities (Dolea, 2010). The rehabilitation sector is frequently disconnected from the health sector and is closely linked with poverty reduction strategies. Limited resources and health infrastructure in developing countries, and in rural and remote communities in developed countries, can reduce access to rehabilitation and quality of services (World Bank, 2009). In a survey of the reasons for not using health facilities in two Indian states, 52.3% of respondents indicated that no healthcare facility in the area was available (World Bank, 2009). Other countries lack rehabilitation services that have proven effective at reducing long-term costs, such as early intervention for children under the age of five (Stucki et al., 2005; Rimmer, 2006; Storbeck and Pittman, 2008). A study of users of community-based rehabilitation (CBR) in Ghana, Guyana, and Nepal showed limited impact on physical well-being because CBR workers had difficulties providing physical rehabilitation (Stucki et al., 2005). A 2005 global surv ey (SNCDD, 2006) of the implementation of the nonbinding, United Nations Standard Rules on the Equalization of Opportunities for Persons with Disabilities found that: in 48 of 114 (42%) countries that responded to the survey, rehabilitation policies were not adopted; in 57 (50%) countries legislation on rehabilitation for people with disabilities was not passed; in 46 (40%) countries rehabilitation programmes were not established. Spending on rehabilitation services is difficult to determine because it generally is not disaggregated from other health care expenditure. Many countries particularly low and middle income countries struggle to finance rehabilitation, but rehabilitation is a good investment because it builds human capital (Haig et al., 2009). Health care funding often provides selective coverage for rehabilitation services, for example, by restricting the number or type of assistive devices, the number of therapy visits over a specific time, or the maximum cost (Dejong, Palsbo, and Beatty, 2002), in order to control cost. Governments in 41 of 114 countries did not provide funding for assistive devices in 2005 (SNCDD, 2006). In Haiti, before the 2010 earthquake, an estimated three quarters of amputees received prosthetic management due to the lack of availability of services (Bijelow et al., 2004). Poor access to prosthetic services that were available was attributed partially to users being unable to pay (Bijelow et al., 2004). Rehabilitation national survey in India, found two thirds of the assistive technology users reported having paid for their devices themselves (World Bank, 2009). Whilst global strategy recognised the need for appropriate resourcing, very few countries recognised the impact of disability on income. People with disabilities have lower incomes and are often unemployed, so are less likely to be covered by employer-sponsored health plans or private voluntary health insurance. If they have limited finances and inadequate public health coverage, access to rehabilitation may also be limited, compromising activity and participation in society (Crowley, 2003). Global Rehabilitation Issues Availability of Services and Staff National rehabilitation strategies require competent professional staff in great numbers; the global availability however of qualified /experienced rehabilitation professionals is on the decline (Chen, 2006). Not only do the settings for rehabilitation vary greatly from country to country, the availability of rehabilitation services in different settings varies within and across nations and regions (WHO, 2004; Haig, 2007; Tinney et al., 2007; Buntin, 2007; Ottenbacher and Graham, 2007). Haig et al (2009) flippantly concluded that the chance of a person with a disability in sub-Saharan Africa meeting a physician with specialist skills is about the same as that for an Antarctic penguin. Continuous WHO research has revealed wide cross-national disparities in the supply of rehabilitation health professionals. Lower income countries tend to have the lowest densities with less than 0.5 workers per 10,000 inhabitants in many countries of sub-Saharan Africa but also in several across Asia (Bangladesh, Nepal, Pakistan, Myanmar, India) and the Eastern Mediterranean (Iran, Yemen). Many high income countries including Finland, Japan, the United States, the United Kingdom and Canada have workforce densities several times higher (De Savigny and Adam, 2009). This finding is not surprising: large differences across countries and critical shortages of highly skilled professionals in low-income countries have been well documented (Chen, 2006). Building a cadre of trained amputee rehabilitation personnel is a goal of many organisations and governments. Dunleavy (2007) suggests that the quality of the rehabilitation workforce in low-income countries is both disturbing and dangerous. A recent comprehensive survey of rehabilitation in Ghana identified no rehabilitation doctor or occupational therapist in the country, resulting in very limited access to therapy and assistive technologies (Tinney, 2007). An extensive survey of rehabilitation doctors in sub-Saharan Africa identified only six, all in South Africa, for more than 780 million people, while Europe has more than 10 000 and the United States more than 7000 (Haig et al., 2009). Discrepancies are also large for other rehabilitation professions (Saxena et al., 2007). Many developing countries do not have educational programmes for rehabilitation professionals. According to the 2005 global survey, 37 countries had not taken action to train rehabilitation personnel and 56 had not updated medical knowledge of health-care providers on disability (SNCDD, 2006). Despite a huge need for rehabilitation services in both urban and rural Cambodia, for example, hospitals could not afford to hire rehabilitation professionals (Dunleavy, 2007). Global Rehabilitation Issues Communication and Strategy Inadequate health information systems and communication strategies can contribute to low rates of participation in rehabilitation. Barriers to rehabilitation include poor communication across the health care sector and between providers (notably between primary and secondary care), inconsistent and insufficient data collection processes, multiple clinical information systems, and incompatible technologies (DiGiacomo, 2010). Poor communication can result in ineffective coordination of responsibilities among providers (Kroll and Neri, 2003). Complex referral systems can limit access. Where access to rehabilitation services is controlled by doctors (Dejong, Palsbo, and Beatty, 2002), medical rules or attitudes of primary physicians can obstruct individuals with disabilities from obtaining services (Hilberink, 2007). People are sometimes not referred, or inappropriately referred, or unnecessary medical consultations may increase their costs (Eldar, 2000; Holdsworth et al., 2006). The 200 5 global survey (SNCDD, 2006) of 114 countries, revealed 57 did not consult with families of persons with disabilities about design, implementation, and evaluation of rehabilitation programmes. This directly challenged McColl and Boyces supposition (2003) that the development, implementation, and monitoring of strategy and policy should always include users. A study of rehabilitation medicine related to physical impairments in five central and eastern European countries suggested that the lack of strategic planning for services had resulted in an uneven distribution of service capacity and infrastructure (Eldar et al., 2008). Strategy and planning needs to be based on analysis of the current situation, and consider the main aspects of rehabilitation provision leadership, financing, information, service delivery, products and technologies, and the rehabilitation workforce (De Savigny and Adam, 2009), defining priorities based on local need. Many countries have good legislation and related policies on rehabilitation, but the implementation of these policies, and the development and delivery of regional and local rehabilitation services, have lagged. Retention of Rehabilitation Staff Like other health staff, retaining rehabilitation professionals is affected by poor working conditions, safety concerns, poor management, conflict, inadequate training, lack of career development and continuing education opportunities (Crouch 2001; Tinney, 2007; Lehmann, Dieleman, and Martineau, 2008; Tran et al., 2008; Dolea, 2010). High income countries do not suffer from this scarcity, as their economies regularly attract healthcare workers from low-income countries (Landry, Rickets, and Verrier, 2007; Mock et al., 2007; Lehmann, Dieleman, and Martineau, 2008; Willis-Shattuck, 2008; Magnusson and Ramstrand, 2009). Retaining professional workers is especially important as professional workers may have stronger professional than organisational identification reasons for staying (Robertson and Hammersley, 2000). Retention can prove difficult however as turnover tends to be growing rapidly across many industries (Si, Wei and Li, 2008). More importantly, when employees leave they take their know-how with them and thus an organisation risks a potential loss of experience and expertise (Walker, 2001; Frank, Finnegan and Taylor, 2004). Employers invest a lot in recruiting and selecting employees and then invest even more in training and developing them over time. The development of these assets is an important task for human-resource managers (Sutherland, Torricelli, Karg, 2002). Moncarz, Zhao and Kay (2009) found that professional growth is an important retention factor and that in organisations where employees receive the proper training needed to assume greater responsibilities, turnover rates are generally lower (p. 441). Why Staff Stay With Organisations The learning and development of employees is an important retention-supporting strategy (Horwitz, Heng, and Quazi, 2003; Kyndt et al., 2009). Tymon, Stumpf and Smith (2011) note how retaining the best professional talent is of great practical significance to organisations as it eliminates the recruiting, selection and on-boarding costs of their replacement, maintains continuity in their areas of expertise, and supports a culture in which merit can be rewarded (p. 293). Advancement opportunities appear to motivate high-performer retention more so than other employees (Hausknecht, Rodda, and Howard, 2009). The role of management as a key factor in the retention of professional workers has been cited by several studies. Andrews and Wan (2009) link improved nurse retention to manager behaviour (p. 342) and Snyder and Lopez (2002) emphasize the role of leaders in an organisation in encouraging the talent of the organisation to stay. Research has shown that as long as employees feel that they are learning and growing, they will be less inclined to leave. On the other hand, once employees feel they are no longer growing, they begin to look externally for new job opportunities (Rodriguez, 2008). Factors influencing retention appear to be the existence of challenging and meaningful work, opportunities for advancement, positive relationships with colleagues, empowerment, responsibility, recognition of capabilities and performance contributions, rewards, good work-life balance, good communication within the organisation, managerial integrity and quality, and new opportunities/challenges (Arnold 2005; Herman 2005; Pitts, Marvel, and Fernandez, 2011; Allen and Shanock, 2013). The role of management as a key factor in the retention of professional workers has been cited by several studies. Andrews and Wan (2009) link improved nurse retention to manager behaviour (p. 342) and Snyder and Lopez (2002) emphasize the role of leaders in an organisation in encouraging the talent of the organisation to stay. There appears to be two aspects of management that are particularly important in retention these being the adoption of an appropriate style of leadership (Spence Laschinger et al., 2009) and perceived management support (Paillà ©, 2013). Since learning and development opportunities appear crucial for the retention of talented employees (Arnold, 2005; Echols, 2007; Rodriguez, 2008; Kroon and Freese, 2013) an organisation must establish a supportive learning and working climate. This makes development and learning critical for attracting and retaining employees, because talented people are inclined to leave if they feel they are not growing and stretching (Michaels, Handfield-Jones, and Axelrod, 2001, p. 14). Relocation and Strategy Relocation is among one of the most radical strategic decisions a firm can make (Isabella 1990). Relocation is essentially a form of organisational change, which, in its simplest form, can be defined as a difference between new and old settings (Weber and Manning, 2001, p. 229). Even when completed within the same vicinity, it is a complex and unsystematic process involving several stakeholders, phases and decisions (OMara, 1999). Whilst relocation can be perceptualised as a golden opportunity, with organisations using change as a catalyst to introduce elements of organisational change (Inalhan, 2009), it can have a significant impact on real estate costs, productivity, efficiency, workforce satisfaction, and meeting the overall business objectives (Morgan and Anthony, 2008; Christersson and Rothe, 2013). For employees, the combination of workplace redesign and relocation can be challenging. Not only are they facing a change in their workspace, they also lose the organisational patte rns and roles that were a part of the old premises (Milligan, 2003). Additionally, the way the change is delivered can also impact on how the change is received (Bull and Brown, 2011; Vischer, 2011). At an organisational level, many positive effects of relocation have been identified; positive changes in employee behaviour: enhanced employee satisfaction and productivity: improved decision-making, collaboration and cross-selling: improved retention and recruitment: reduced churn costs: and positive client feedback (Morgan and Anthony, 2008). On the other hand, relocation can also be risk-laden (Rasila and Nenonen, 2008). People form emotional links to physical environments, called place attachment (Milligan, 2003; Inalhan, 2009), and a relocation inevitably causes a disruption in this relationship to the old premises with some employees experiencing loss and grieving (Inalhan, 2009) or even a form of organisational death (Milligan, 2003). Early employee involvement and empowerment to participate in decision-making should be a part of projects where workplace change is significant and a part of a cultural transformation. Effective managerial communication in an organisation helps to connect with employees, build positive relationships and frame attitudes and behaviours of employees in the workplace and numerous studies state that communication plays an important role in the change process (Elving, 2005; Hayes, 2007) and some even claim that employee communication can mean its success or failure (Barrett, 2002). Communication of the reason and impact of the workplace change is significant in influencing the participants to accept change, and it is suggested to be even more important than the frequency or amount of information supplied (Bull and Brown, 2011). Despite this, employee experiences of the relocation process have not been widely addressed, with the exception of needs and experiences of employees in long-distan ce relocations, where organisations move to a new geographical area and the employees will have to move to a new home to stay with the company (Rabianski, 2007). Studies conducted within a relocated setting, often focus on comparing employees experiences of the old office with the new one (Brennan, Chugh, and Kline, 2002; Brown et al., 2010), but do not give attention to how employees experience the change in location. Conclusion The current economic situation has severely impacted global rehabilitation services. In low and middle income countries, inadequate resourcing combined with an ineffectual health infrastructure and consistent neglect of rehabilitation services, leaves patients facing lifelong disability. Some countries are barely able to provide a single rehabilitation practitioner. Beset by the net effects of an ever increasing population, the increasing health burden will continue to destabilize and overwhelm the most basic rehabilitation services. Even affluent countries (UK and USA) struggle to retain or recruit personnel, depending on industrial-scale immigration of qualified rehabilitation staff from countries who can barely afford their release. Nations (and naturally organisations, the DMS and MOD) recognise the qualities an experienced workforce can deliver. With the prospect of relocation, retaining these workforces can be difficult. Thus, the availability and maintenance of personal and professional development are key retention strategies. Relocation however, can have diverse results. On the one hand it can result in positive changes in employee behaviour, enhanced employee satisfaction and productivity; on the other it can result in a significant impact on the workforce, leading to the loss of staff with a resulting shortfall in experience and expertise. Though there are a number of researchers that have investigated healthcare workers perspectives of relocation and retention, this literature review has revealed a lack of any available UK military associated research of its military or civilian staff. The next chapter will attempt to address the DMRC civilian rehabilitation workforces retention and relocation perspectives through a research methodology that will encompass a qualitative focus group and cross-sectional quantitative investigation.

Don’t Shoot the Sheriff: An overview of Rastafarians and the Legal System :: essays papers

Don’t Shoot the Sheriff: An overview of Rastafarians and the Legal System Rastafarianism is a way of life†¦ for many it is the only way of life. Growing up under a certain religion instills varying values and understandings into one’s moral fiber. These values are what shape a human’s character. In some countries, the government is trying to tell these peaceful people to disregard their upbringing and to conform to alien ways. Every religious sect has its own traditions and historical rituals that they abide to. In religions, almost everything has significance to it. And anyone concerned about the future of his/her religion, will continue to ensure that these traditions are followed, to preserve their own way of life. Now, most countries have religious freedom clauses in their constitutions that state that anyone living on their soil has the right to practice the religion of their choice. Now this might seem a minuscule fact for someone of a common religion, but to someone of a minority religion, this is all the protection they have from the legal system. This paper is only a taste of the justices and injustices that Rastafarians have faced in legal systems across the globe. Some instances a loophole for the "misfortunate", others an outcry from the oppressed. Every country’s legal system has problems. Some problems are masked with legal terms. Theses are the hardest to overcome. The "land of the free" is what the United States is sometimes referred to as, but for some, this statement seems phonier than an Ed McMahon sweepstakes. In the U.S. case, Belgrave vs. Coughlin, an inmate of the Sing-Sing Correctional Institution in New York, claims his religious rights were revoked. Nekyon Belgrave, a Rastafarian, says the Department of Correctional Services ("DOCS" hereinafter) denied his request to wear his religious head covering known as a crown. A crown is a loose-knit, circular hat that covers the wearer’s dreadlocks (Anderson, 1). Belgrave’s appeal reached the Second Circuit where acting Justice Anthony A. Scaprino Jr. sent the matter back to DOCS saying they overlooked their own regulations denying Belgrave’s request. The matter had already been solved in the precedent of Benjamin vs. Coughlin, 905 F2d 571, where the Second Circuit had agreed with a lower court ruling that denying a Rastafarian’s request to wear a crown did not break the First Amendment, ruling that is was an interest of security (Anderson, 2). This precedent and an August 8, 1990 memorandum stating that regulations allowed the wearing of certain head-coverings, was enough to send the matter back into the hands of the DOCS.

Church Leadership and Ministry Evaluation Paper Essay

For this paper, I interviewed the pastor of Grace Life Baptist Church in Ruby Michigan, USA. Would you say that your congregation (or the people within your particular department or area of ministry) is â€Å"Living Out the Mind of Christ† (i.e. Unity, Humility, Selflessness) as they interact, serve, and minister to/with each other? How specifically do you as a ministry leader teach, cultivate, and maintain â€Å"The Mind of Christ† in your area of ministry? â€Å"At Grace Life we strive to be like Christ in every decision that is made.† Grace Life has had its difficulties; they started Grace Life from a church that split due to differing beliefs. Since the beginning of Grace Life they have strived to be the picture of Christ. As a body of believers, they have come to recognize that humility and selflessness should be at the core of all believers. â€Å"I put a strong emphasis on unity in our church, and I believe that through teaching about the humility and sel flessness of Christ we will learn to be more inclined to have a mind of Christ.† Would you consider yourself a â€Å"Wounded Healer?† Also, would you please share an example where you have ministered to a person who is/was â€Å"wounded† in the same manner that you once were? (cf. II Corinthians 1:3-5) Being a â€Å"Wounded Healer† is something that all pastors like to believe that they are, however, being a â€Å"Wounded Healer† is much more than most pastors would admit that it is. Healing the wounded is not just showing them Christ; you have to disciple them as well. The pastor of Grace Life used to be in the Army and served with hundreds of lost people. Because of seeing so much in his time in the Army, he had lost his faith. His major wound came when his friend that he served with died in combat. It took him many years to realize that God was still in control and everything happened for a reason. He then started to witness to his friends that had gone through the same thing. How specifically does the Holy Spirit help guide you as you lead/serve in your ministry? Also, can you give a specif ic example of how you were able to clearly recognize that the Holy Spirit was helping/guiding you in dealing with a particular situation and/or decision while in your ministry? What advice would you give me that, if I obeyed, would assure me that I would be  able to be guided by the Holy Spirit in my life and/or ministry? The pastor at Grace Life has made it clear that he believes that the Holy Spirit guides us in every aspect in our lives; the only thing we have to do to get this guidance is to ask for it. Specifically the Holy Spirit guides his words while preaching. The pastor at Grace Life was also the pastor at the church that split leading to the start of Grace Life, the Holy Spirit led him to start a new church and that decision has proved to be one that was given to him by the Holy Spirit. The advice he gave me was simple, follow Christ’s example, always lean on Him, and look to Him when you do not know what to do. Do you have a personal philosophy (i.e. an agreed upon plan of action/policy/understood protocol) of how/when/where you confront sin in the lives of 1) co-ministers/co-leaders in your ministry, and 2) people to whom you minister? If so, what is it? How did you come to this philosophy? If not, do you see a need for such a philosophy? Why or Why not? â€Å"I follow the example set my Christ. Go to that person, and if they won’t listen, take 2-3 witnesses with me, if they still won’t listen it becomes a matter to be decided by the church.† The Bible makes it 100% clear what we as Christians are to do in these situations. Can I perform a little ministry quiz on you? â€Å"Sure† Can you recall for me what you specifically did (i.e. tasks performed, people you talked to, the number of hours of service) on any individual day in your ministry approximately six weeks ago? â€Å"Six weeks ago we were dealing with the sound system, it wasn’t working correctly and I remember somewhere between 6 and 8 hours spend on tracing wires back to there source.† Can you recall any time in the past that you were either so moved by hearing a sermon, reading a bible verse, hearing a testimony of a someone’s salvation that made such an impact upon your life that you still have a vivid recollection of the event today? How long ago did that spiritual event take place? â€Å"Probably around 6 months ago or so, I was reading in Psalms, and came across a verse in chapter 51 ‘Have mercy upon me, O God, according to thy lovingkindness: according unto the multitude of thy tender mercies blot out my transgressions.’ This verse became one of my favorite v erses because of its powerful phrasing. It has become one of the verses that comes into my head on a daily basis, and I thank God for that!† Could you briefly describe  for me how your daily â€Å"Quiet time with God† or your â€Å"Communion time with God† or â€Å"Your Devotion time with God† usually goes? â€Å"Well, I usually start my day with prayer and my Bible reading. I take time in the morning before my family wakes up, and the distractions of life come into play. God and I time is my favorite time of the day, and when I take the proper amount of time in prayer and reading my day seems to be much smoother and I don’t feel as rushed.† As a minister, are you ever tempted to become competitive with either a fellow minister or a neighboring ministry or covet the â€Å"success† or resources of other ministers and/or ministries? How do you overcome this temptation in your life if/when it ever comes up in your heart? What advice would you give me to make sure I remain content with what God specifically has for me in my own life and/or ministry? â€Å"Being a pastor of a church that God has blessed abundantly has always been a temptation for me to brag about how great I am doing; but it is never me that has the success. It becomes very easy to look at other pastors ministries and compare them to mine. These temptations are only overcome by realizing that God has allowed this church to be successful, it has nothing to do with my abilities. God has given me everything that I need to be a success in Him. It is far too easy to become proud of something that seems to have come from our hands, however, if we acknowledge the fact that God is the one that it came from, it is much easier to stay humble.† Provide a summary of your interview. What stood out to you the most from this interview? The pastor was clearly filled with the Holy Spirit. He had a clear heart for God, and the way he talked about Christ made it clear that he has a strong relationship with God. He has a distinct passion for Christ that can only be seen while talking to him. What did you learn that will help you develop your own philosophy of ministry? I learned that starting the day out with a good amount of time spent with God in prayer and reading His word is crucial to growing closer to Him, and living out my life the way that He would have me to live it. What did you learn about leadership that you feel is important when ministering to others? I learned there is a proper way to deal with sin inside the body of Christ, and that as a leader in a church this knowledge is important because it is specifically addressed in the word of God.

Sustainability and Green House Gases

B. You will hold to take a Sustainability/relevant study of a Vietnamese/Multinational company from any one of the undermentioned industries. 1. Electrical and Electronicss 2. Airlines 3. Plastic 4. Agricultural Merchandises REQUIRED: You are required to analyze the chosen study and to compose a study non more than 800 words. Your studies is expected to cover the undermentioned standards 1. Extent of revelation ( Quantitative and Qualitative inside informations ) 2. Format of revelation 3. Carbon coverage criterions adopted by the company 4. Evidence of societal audit in the study, if any Corporate Social Responsibility is a direction issue whereby companies integrate societal and environmental concerns in their concern operations and interactions with their stakeholders. Samsung extremely focuses on uninterrupted betterment and bring forthing enduring returns to stockholders by keeping best pattern in CSR as a seaport for capital and endeavor in the market place, a nurturer of the environment, a developer of communities and a supplier of chances at the workplace. Net Gross saless by Business of Samsung increases 31 % from 2012 around four state such as Americas, Asia, Africa, and China. Samsung Electronics maintains four major types of merchandise including consumer electronic, it and nomadic, semiconducting materials and show panels. Company invested KRW 24.1 trillion for the betterment of production line public presentation in 2013. Furthermore, Samsung invested KRW 536.3 billion to local communities. True and just fiscal coverage, care of sound internal control systems and appropriate hazard direction model, proper precaution of the Group ‘s assets and bar of fraud and other abnormalities are purely committed by the Board. Besides, the company seek their best in convey quality information to investors, regulators, clients, providers, employees and general populace as timely and transparently as possible. There is a web site where employees can give feedback and study fraud or abnormalities from unethical concern of Samsung Electronic s’ employees. The website operates in English, Nipponese, Chinese, and Spanish, and involves 69 locations around the universe with 14 linguistic communications. hypertext transfer protocol: //sec-audit.com is the nexus of website whereby employees can incorporate with company. In workplace country, they perceive that long-run success will be determined by human resource therefore they guarantee a healthy and safe working status, invest in professional growing by supplying preparation and development plans and earnestly see just wage and staff benefits. They prevent hurts and occupational wellness jeopardies by supplying preparation and awareness plan for employees. All employees at all ages, gender, race, faith, nationality and instruction have equal opportunity to boom at common environment. Depending on the place, all staffs can take part in developing plan to better abilities. Loyalty grasp, retirement and public presentation awards are organized to enter employees’ attempt and advance other to seek. In general, Samsung continues to keep their first-class revelation in coverage, in conformity to the Global Reporting Initiative ( GRI-G3 ) model for Sustainability Reporting. They show the uninterrupted betterment in societal and environment concern by supplying extra information where possible. Under CSR study, companies provide a positive image to communities by taking duties in chief countries such as environment market place ( green direction model such as C describing criterion ) , communities and workplace. Samsung Electronics’ GHG emanations reached 2.23 dozenss of CO2 ( Less 0.15 dozenss compare with mark 2.38 dozenss CO2 ) in 2013. However, the decreases in GHG emanations is larger with mark measure is 3.90 million dozenss ( 88.59 million dozenss ) . ( Appendix 1 ) Samsung Electronics receives enfranchisement for about exemplary merchandise ( amount 40 theoretical accounts ) including nomadic phones, proctors, Personal computers, and air conditioners, and parts like LED and semiconducting material memories from participates in KEITI’s C labeling. On the other manus, Samsung received the Low Carbon Product Certification for two air purifier theoretical accounts ( cut down C emanations by up to 32 per centum to heighten energy efficiency ) in February 2014. Samsung Electronics received a Carbon Footprint label for two merchandises ( Galaxy S2 and Galaxy Note 2 ) in 2012 with planetary certification. Up to now, there are seven merchandises has been received a enfranchisement from the Carbon Trust. In the side of merchandises and services quality, they comply with all legal demands and topographic point best quality in their merchandises and services by following ISO 14001 and OHSAS 18001. Besides, company besides received the ISO 50001 enfranchisement for energy direction systems at all operation site. To realize the societal part, Samsung set an attempt of quality instruction, occupation chances, and health care were identified as the highest precedences. At the beginning from 2013, company has operated societal part into five cardinal plans ( Samsung operates 383 Smart Schools and wasted KRW 32.8 billion, and wasted KRW 6.5 billion to run 23 Tech Institutes, vocational support plans for young person, puting 11.7 billion for Tomorrow plan and 6.7 billion for the Care Drive plan, 4.4 billion for The Nanum Village plan ) . Corporate societal duty plays a cardinal function in the hereafter development of the company and society. Making CSR, Samsung can convey positive image of the company to society and make stable hard currency flow and work force. On the other manus, it can be a portion of the sensed value in merchandises and services ensuing in higher client satisfaction. degree Celsiuss.Write a brief study on GHG emanations and its relevancy to concern in non more than 250 words. GHG emanations have been hold of import function in making concern. The planetary heating and the lateness in cut downing GHG emanation in the company ( Entire emanations that must be reduced to militate against clime alteration ) kept serious effects to the stable development. Furthermore, GHG can emission straight from the mill and indirectly influence to the procedure of bring forthing authorization. There are seven green house gas ( GHG ) emanations such as Carbon dioxide ( CO2 ) , Methane ( CH4 ) , Azotic oxide ( N2O ) , hydro fluorocarbons ( HFCs ) , per fluorocarbons ( PFCs ) , and hexafluoride ( SF6) and nitrogen tri fluoride ( NF3) . ( Appendix 2 ) All emanations are entered the ambiance or were born from the firing fossil fuels, or by the decay of organic waste in municipal solid waste landfills or during making in agricultural and industrial activities. There are some ways to cut down and command the GHG emanations are represented as followers:Provide C describing criterio n ( the gaining control and storage engineerings ) , ( Appendix 3 )Raise the efficient of authorization,Protect and heighten the reservoir emanations,Promote the agricultural and industrial activities to develop sustainability,Use the merchandise can be recycled, andReduce through methane by recycling every bit good as in bring forthing, bringing, and administering empower.If the GHG emanations have non been controlled by the company, it may be lead to destruct the environment. Hence, company should establish on the criterion for GHG emanations to command and pull off the emanation as possible. Mentions hypertext transfer protocol: //www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/ hypertext transfer protocol: //www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/sustainabilityreports2014.pdf hypertext transfer protocol: //www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2014/18_Environmental_Report.pdf hypertext transfer protocol: //www.epa.gov/climatechange/ghgemissions/ Appendix 1 GHG KPIs and AccomplishmentsKPIDescription200820092010201120122013Korea GHG emanations decreases relative to sales* ( ton CO2 /KRW 100 million )Goal–6.855.654.622.872.38Performance7.445.835.114.462.542.23Reduction ( % , compared to 2008 )–2231404753Global accumulated decreases during product-use stage.Goal––1,1692,6955,1088,469Performance––1,5293,2925,8348,959Appendix 2 The first interview expert can be an academic/researcher on Global warming/environmental scientific discipline. We carried out the first interview with Nguyen Thuy Trang who is pupil at IS-VNU. From the interviewer, we collected some information about the Global heating /environmental scientific discipline. She told that there are seven emanations for green gas: Carbon dioxide ( CO2 ) , Methane ( CH4 ) , Azotic oxide ( N2O ) , hydro fluorocarbons ( HFCs ) , per fluorocarbons ( PFCs ) , and hexafluoride ( SF6) and nitrogen tri fluoride ( NF3) . Furthermore, she assumed that company in heavy industry ( Infrastructure, empower ) , agricultural and forestry through more emanations enter the ambiance. On the other manus, she told us some stages to command and pull off GHG emanations. She commented that if the GHG emanations are non controlled cause by destructing environment. Appendix 3 The 2nd interview conducted with a professional from an audit/accounting house or caputs of Sustainability accounting subdivisions. We carried out the 2nd interview with a individual who is Le Minh Tu, work at State Audit of Vietnam. We had one meeting to interview her some inquiry about the function of GHG study in making concern. She told us the importance of C coverage to any concern and the international Carbon Reporting Standards and some duties in Vietnam to understand extent of C coverage. She convinced that a successful company that carry out the GHG Protocol Corporate Standard by strong and recognized method. Company uses the certification of Carbon Trust Standard to pass on with client. Based on C pes printing to cut down cost and put mark.Furthermore, the C study helped company recognizes the chance to cut down cost and hazard in making concern. hypertext transfer protocol: //www.carbontrust.com/resources/guides/carbon-footprinting-and-reporting/mandatory-carbon-reporting