Personal And Social Identity Of A Person Who Has Alzheimer...

When understanding the personal and social identity of a person who has Alzheimer s, the place of residence is an important influence on their identity. When interviewing two separate employees of different Alzheimer s care facilities, each had different perspectives on the stay at home versus facility living identities.A staff member at New Dawn Memory Care, Sky, thought patients who continued living in their home had the greatest control over their environment, as they were probably in the home in which they had lived in for many years, if not most of their life.They still retained control over their daily routine, from when they woke up in the morning, their meal times, and activities in their free time. Sky suggested that there were more objects around the home to aid them in remembering their lives. She also saw that patients in a facility were forced to lead more regimented lives having less free time. Along with only receiving on bedroom and bathroom, common spaces are used fo r the rest of their daily activities. In addition, there are limits on the number of personal belongings a patient could have. In contrast, Heather at Morning Star at Bear Creek believed patients staying at home were more prone to becoming isolated, and are sensitive to shame about having Alzheimer s. Additionally, there is only one caregiver with a patient at home, leading to the caregiver to experience burnout. When a patient is surrounded by peers who share the same struggles, shame is lessShow MoreRelatedDementia With Lewy Bodies ( Dlb )1473 Words   |  6 Pagesboth Alzheimer s disease and Parkinson s disease. It may account for around 10 per cent of all cases of dementia (Alzheimer’s Society, 2016). Lewy refers to the inflammation or neuro-inflammation of the brain (Surendranathan et al, 2015). Both Parkinson s disease and dementia with Lewy bodies are age-related diseases, although onset before age 65 years is not uncommon and both diseases are more common in men than in women (Walker et al, 2015). Lewy body was named after the scientist who discoveredRead MoreThe Aging Population Of America9973 Words   |  40 Pagesbecoming the ones who need caretaking. This becomes even more problematic in light of the fact that 68 percent of Americans think they will be able to rely on their children and other family members when it comes to long-term care. (Matthews, 2013). If family members are not available, the elderly may have to rely on a visiting nurse or go into an assisted living center, which may only add to the already mounting medical bills that seniors acquire. Medical care for one person over age 65 is betweenRead MoreHyatt Regency Paper8223 Words   |  33 Pagesgrowth, which is diminished by the high competition in the market. In order to improve its financial performance and to adapt to the evolving environment, the firm has managed to employ all of its valuable resources successfully, including human resources, assets, brand portfolio, and innovations. In conclusion, Hyatt Global Corporation has become a successful firm throughout the world, because of its well-thought out decisions, and adaptation to global changes in the hotel industry. As Hyatt Regency

Impact of Gender on Reactions to Military Sexual Assault...

Title of Article: Impact of Gender on Reactions to Military Sexual Assault and Harassment Date of article: February 2014 Author(s): Margret E. Bell, Jessica A. Turchik, Julie A. Karpenko Source (Please attach copy of article): Bell, M., Turchik, J., Karpenko, J. (2014). Impact of Gender on Reactions to Military Sexual Assault and Harassment. Health Social Work, 39(1), 25-33. ARTICLE SUMMARY: Social Workers have a need to advance an understanding of working with veterans especially women affected by the concerns of sexual assault and harassment. The authors reviewed and referenced studies such as from the Department of Defense displays women in the military had more experience with sexual assault than men in their military†¦show more content†¦Women are at risk of gaining weight and other eating disorder behaviors in utilizing the control of their bodies. The authors emphasized of the review articles for social workers to address the issues to ensure greater care for veteran survivors of unwelcome sexual experiences in the military. Important Points Made by Author(s): 1. It’s important to know the conflict aspects of sexual assault and harassment to enhance our understanding of ourselves and the world. 2. Survivors and victims of the military unfortunately don’t have the knowledge or the maximum support to counteract the obstacles transpires in the battlefield and society. Women do have the most barriers of obtaining support and treatment than their male counterparts after suffering the traumatic experience of underserving sexual assault and harassment. 3. In the positive note, social workers are one of major sources of providing support and resources to aid the needs of veteran survivor’s recovery after transitioning the life of military to civilian. 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PG Success Essay Example For Students

PG Success Essay Introduction 1. 1Background of the Company William Procter from England and James Gamble from Ireland had come to Cincinnati. Both gentlemen did not plan to permanently stay in England despite the busyness of the city they came to. Cincinnati was then a famous and a busy center of commerce and industry in the early nineteenth century. Despite their intentions, however, both men ended their travels when they arrived at the Queen City of the West where William took care of his ailing wife, Martha, who soon died of illness, and James sought medical attention for himself. As for William Procter, he had become a famous candle maker and James Gamble became a soap maker. Both of this gentlemen met when the married to sisters, Olivia and Elizabeth Norris. After getting married, William Procter and James Gamble were invited by their father-in-law to become his business partners. In the year 1837, Alexander Norris, their father-in-law had suggested to open a new enterprise which was named as Procter and Gamble. On April 1837, William Procter and James Gamble start making and selling their soap and candles. The formal partnership agreement is signed on October 31, 1837. 1. 2Nature of Business The nature of the company’s business relies mostly on healthcare products, beauty care products, toys, baby and family care products, fabric and home care and also snacks and coffee products. The business of PG is done globally ever since the nineteenth century. Although the nature of business has some similarly by its competitors, it has a strong brand name and had created brand awareness among people around the world. Thus, the business had sustained its competitive advantage among its competitors. Four of PGs latest product developments have used Ps research expertise to satisfy new consumer needs in the fabric care, cleaning, and food areas. †¢Dryel fabric care system allows home cleaning of dry-clean-only clothing. The Dryel system uses pre-moistened cloths with odor-removing vapors to penetrate the fabric without fading or shrinking dry-clean-only clothing. The Dryel kit includes a stain remover and absorbent cloths, pre-moistened Dryel cloths, and a reusable Dryel bag. Febreze fabric spray removes odors from lightweight and heavy fabrics and upholstery. As the formula dries into the fabric, odors are cleaned away, leaving clothing, drapes, and other fabrics smelling fresh. In summer 2000, PG will introduce Febreze Clean Wash, a liquid laundry aid for use with regular detergent. †¢Swiffer cleaning cloths use an electrostatic charge to attract and trap household dirt and dust. The clo ths can be used by hand as disposable dust cloths, or they can be attached to the lightweight Swiffer sweeper for use on floors and other surfaces. Fit Fruit Vegetable Wash removes dirt, pesticides, and handling residue from produce, making it safer and healthier to eat. It is available in spray, soak, and rinse form, as well as in a heavy-duty commercial form under the name Professional Line Fit Antibacterial Produce Cleaner. 1. 3Products or Services Offered The above shown products are just a part of the products that are offered by Procter and Gamble. These products are the most sold products throughout the world. Below are the range of other products and services offered by Procter and Gamble: . 4Success Story of the Company PGs History of Firsts Year Product 1948Tide: first synthetic detergent 1962Crest: first fluoride toothpaste 1972Pampers: first disposable diaper 1975Bounce: first fabric softener dryer sheet 1988 Pert Plus: first 2-in-1 shampoo and conditioner Source: 85 Ye ars, 1999, Living In Future, 1999 (Year 2001) In the year 2001, P acquires the Clairol business from Bristol-Myers Squibb Co. Clairol is a world leader in hair color and hair care products. P and Viacom Plus announce a major multimedia marketing partnership. Crest Spin Brush is brought to market in record time following the acquisition of Dr. Johns Spin Brush toothbrushes. Crest White strips is now available for retail sale in the U. S. market. (Year 2002) In the year 2002, PG celebrates its 165th anniversary. A. G. Lafley was elected as the Chairman of the Board. Bruce Byrnes and R. Kerry Clark are elected Vice-Chairmen of the Board. PG has 12 billion dollar brands in its portfolio. These brands represent more than half of the companys sales and earnings and include Pampers, Tide, Ariel, Always, Pantene, Charmin, Bounty, Iams, Crest, Folgers, Pringles, and Downy. They also account for the majority of Ps consumer interactions; the millions of moments of truth we face and win every day. Almost 110,000 PG people in over 80 countries worldwide work hard to earn that trust. (Year 2003) Approval is received by the FDA to switch Prilosec, a treatment for frequent heartburn, from a prescription to an over-the-counter (OTC) product. PG acquires a controlling interest in Wella AG, a leading hair care company, giving PG a major presence in the fast growing professional hair care segment. (Year 2004) Reflect. com, our initial Internet brand, is launched publicly. It is the first to offer truly customized beauty care products online. The U. S. FDA (Food and Drug Administration) approves Actonel (risedronate sodium tablets) for the treatment and prevention of postmenopausal osteoporosis (PMO) and gluco corticoid-induced osteoporosis (GIO). Marketing capacity was increased by partnering with Aventis. Organization 2005 Six years ago, in 1999, Procter Gamble stated a lofty goal of doubling its $35 billion to $70 billion within in a decade (The Procter Gamble Company, 2000). In order to achieve this sales goal, the company must realize consistent annual growth rates of roughly 7 percent. We know the key is faster, bigger innovation in every part of our business, said Jager (Tomkins, 1998). His strategy: a massive reorganization of PGs operations called Organization 2005, hitting everything from restructuring for increased globalization to changing the corporate culture of the old economy company. Until the beginning of the restructuring program, P divided its operations into four geographical regions: North America; Europe, Middle East, and Africa, Asia and Latin America. Under Organization 2005, the company has re-divided its business to shift responsibility for making profits to brands, rather than geographic regions. A focus of the restructuring program is to design new product introductions for global reach, rather than simply sticking to one region. The program consists of five major transitions: Global Business Units (GBU): seven business units based on product lines (Baby Care, Beauty Care, Fabric Home Care, Feminine Protection, Food Beverage, Health Care Corporate, Tissues Towel) †¢Market Development Organizations (MDO): eight organizations to develop tailored programs and strategies for Ps global business (North America, Central Eastern Europe, Middle East/Africa/General Export, Western Europe, ASEAN/India/Australasia, Japan/Korea, Greater China, Latin Amer ica) †¢Global Business Services (GBS): provide business services including accounting, human resources systems, order management, and information technology to the Global Business Units †¢Corporate Functions: PG corporate staff moved to business units, some remain to focus on knowledge and corporate functions †¢Culture: bolder environment with more stretching goals and plans, bigger innovations, and greater speed to market (Organization 2005, 1999) Financial Information (Stability and increase in revenue 1999 – 2004) PG 1999 Sales By Category CATEGORY1999 SALES (in millions)MAJOR BRANDS Laundry Cleaning$11,517Tide, Mr. Clean, Dawn Paper$11,451Puffs, Bounty, Charmin Beauty Care$7,115Cover Girl, Noxema Food Beverage$4,381Pringles, Folgers, Crisco Health Care$2,836Nyquil, Vicks, Metamucil TOTAL *$38,125*(w/adjustments) Source: The Procter Gamble Company, Hoovers Company Profile, 2000 Business Strategy Diversity Position Strategy Brief Comparison Of Pop Culture 60s Vs 90s EssayThis may serve as a problem for Ps top managers, who are trained to squeeze the last drop of sales out of existing products, not back risky new ones (Business: Jagers Gamble, 1999). CEO Durk Jager has his work cut out for him in changing the conservative PG culture to allow for out-of-the-box (or in this case, brand) thinking. Jager conceded that the companys last major category invention happened in the 1980s, and that since then, true innovation came second to taking core brands into global markets (Edgecliffe-Johnson, 1999). Conclusion From my point of view, Procter and Gamble had successfully created brand awareness among its customers. The brand name itself is so well-known globally. The product offering from this company had been marketed worldwide and it has been in the market for over a hundred years. From a small enterprise, the company had grown larger and larger until it ventured internationally. I strongly agree that PG Company had set their name in the international market and it is one of the most successful companies in the world. Its consecutive success of the in the market proves that the company is well-known and well-trusted by their consumers. The financial information provided illustrates the success of the company too since there is an increase in sales every year without fail. Both William and James had started their company in a small scale by producing soap and candles and today, their company is operating worldwide. Today, the company produces from baby products until household products, snack and a lot of other varieties of products for consumers. Although the company faces stiff competition in the international market, the ongoing business strategies and the brand awareness strategies of the company will continue to boost the company’s sales and services. References 1. International Marketing 11th Edition, Philip R. Cateora, John L. Graham 2. Marketing Management 11th Edition, Philip Kotler, Prentice Hall 3. Financial Analysis of PG from www. yahoo. com (see below) 4. Organization 2005 program overview. 1999, June 9). PG News Releases. . Available: http://www. pg. com/about/news/news. shtml . 5. Product innovation at PG. (1999, June 9). PG News Releases. . Available: http://www. pg. com/about/news/news. shtml . 6. PG donates rights to more than 100 pending patents for commercial development. (2000, March 30). PR Newswire Lexis Nexis. . Available: http://web. lexis-nexis. com . 7. PG pursues greatest growth ever. (1998, September 9). PR Newswire Lexis Nexis. . Available: http://web. lexis-nexis. com . 8. The Procter Gamble Company. (2000). Hoovers Company Profile Lexis Nexis. . Available: http://web. lexis-nexis. com . 9. Tomkins, R. (1998, September 3). The what, not the where, to drive PG. Financial Times (London), p. 34. 10. Nelson, E. (2000, May 16). Procter Gamble tries to hide wrinkles in aging beauty fluid. The Wall Street Journal Interactive Edition. THREE YEAR FINANCIAL SUMMARY 2003 USD in thousands 2004 USD in thousands 2005 USD in thousands Net Sales 43,377,000 51,407,000 56,741,000 EBITDA 9,556,000 11,712,000 13,157,000 EBIT 7,853,000 9,979,000 11,273,000 Net Profit 4,948,000 6,481,000 7,121,000 Ordinary Dividend -2,121,000 -2,408,000 -2,595,000 Intangibles 3,507,000 23,900,000 24,163,000 Fixed Assets 13,104,000 14,108,000 14,332,000 Current Liabilities 12,358,000 22,147,000 25,039,000 Long Term Debt 11,475,000 12,302,000 12,614,000 Provisions 1,482,000 1,940,000 2,245,000 Total Shareholder Eq 16,186,000 17,278,000 17,477,000 Stocks/Inv. 3,640,000 4,400,000 5,006,000 Cash 5,912,000 5,469,000 6,389,000 KEY RATIOS 2003 2004 2005 Net Profit Margin 11. 41 % 12. 61 % 12. 55 % Cur. Ratio 1. 2300 0. 7700 0. 8100 Debt/Capital 0. 3100 0. 3700 0. 4000 Procter Gamble CEO Sees More Growth Tuesday October 11, 2005 9:03pm CINCINNATI (AP) Procter Gamble Co. , fresh off its $57 billion acquisition of Gillette Co. can keep growing, its chief executive said Tuesday at the annual shareholders meeting of the consumer products company. † There’s plenty of room to keep growing in every strategic focus area, and with Gillette, the opportunities for growth are even greater, A. G. Lafley, chairman, president and CEO said. P, maker of Tide detergent, Pampers disposable diapers, and Crest toothpaste, among other consumer products, closed its $57 billion acquisition of Gillette, maker of razors, Braun electric shavers, Duracell batteries and other products, less than two weeks ago. Lafley said Gillette adds to the companys core strengths such as branding and scale and to its market leadership p ositions. The combined companies have 22 brands with at least $1 billion each in annual sales, and he said PGs growing strength in China and other developing markets will be complemented by Gillette in places such as Brazil and India. Gillette also adds businesses to what Lafley called the fast-growing, high-margin areas of personal care, beauty and health care. The combined company totals some $70 billion in annual sales and a market capitalization of some $200 billion, he said. Many shareholders who came to the meeting at the Aronoff Center for the Arts in downtown Cincinnati were pleased by the merger. Arlene Sansone, a retired P employee of 35 years, noted that Gillettes product line appeals to more men than most of PGs. We have had a lot of female products; why shouldnt they do more with men? she said. I think its a good fit. I think its a solid company. Shareholders approved annual election of members of the board of directors, starting with next years meeting. The board has been elect ed to three-year terms on a staggered basis; current terms will be completed, meaning that by the 2008 meeting, all directors will be elected annually. Shareholder activists have pressed for annual corporate board elections, saying they increase accountability. PG stock closed at $56. 01, up 17 cents a share, Tuesday on the New York Stock Exchange. The stock hit a 52-week high of $59. 56 right after the Gillette merger closed; its traded as low as $50. 53 in the past year.

Guiding Procedures for Response to Emergency Situations on Construction Projects free essay sample

The Safety Rules requires that the constructor shall establish Emergency Response Procedures for every project, Life Insurance of worker is also mandatory clause of the contract agreement in Pakistan but normally not implemented in letter and sprite. This article will be useful to assist constructors in developing Emergency Response Procedures. Detailed Emergency Plan helps to minimize the human suffering and economic losses that can result from emergencies. It should be understood that the size and complexity of projects, as well as their access and location, have a bearing on the degree of planning necessary for emergencies. It is therefore strongly recommended that the constructor ensure that a member of staff on site assist in developing the emergency response plan. The Planning Process Planning shall begin before any work commences on the project. Although there may be little time between the award of the contract and the start of the project, a good emergency response plan can be generic and, with some minor changes, can be easily adapted to specific sites and readily implemented. This is especially the case where a constructor specializes in similar types of projects. For meaningful Development of Response Plan following considerations should be kept in mind: 1) Identification and assessment of hazard 2) Assessment of resources 3) Mean of communication 4) Implementation of the plan 5) Basic Principles 6) Sharing the Procedure 7) Post Emergency Consideration Each of these points is explained in the following sections. Identification and assessment of hazard The process of hazard identification and assessment involves a thorough review that should include, but not be limited to, the following points: †¢ Transportation, materials handling, hoisting, equipment or product installation, temporary structures, material storage, start-up, and commissioning activities †¢ Environmental concerns †¢ Consultation with the client regarding potential hazards when working in or adjacent to operating facilities †¢ Resources such as material safety data sheets (MSDSs) to determine potential hazards from on-site materials. †¢ Proximity to traffic and public ways. Because construction sites are frequently fast-changing, the process of hazard assessment must be ongoing to accommodate the dynamic environment. Once hazards are identified, the next task is to assess the potential or risk involved in each. For each hazard identified, ask: †¢ What can go wrong? †¢ What are the consequences? For each potential hazard it is important to identify resources necessary for an appropriate emergency response. For most events in construction, a simple analysis based on the experience of the people involved on the project is likely sufficient. Assessment of resources It is important to identify which resources are available and have contingency plans in place to make up for any deficiencies. The most important resource on most projects will be a provincial rescue system like 1122. It is essential to verify that rescue system is in effect in the area. Most cities of Punjab have a 1122 system in place, but it is important to know the facilities or limitations available in that location. Is a high-reach rescue team available? What is the response time? What must site personnel do in the meantime? Other on-site resources such as fire extinguishers, spills containment equipment, and first aid kits must be maintained and clearly identified. Construction equipment may be included among potential emergency resources. Personnel, especially on-site medical staff or workers trained in first aid, should be included in the plan. There may be situations where outside resources are so far away that an adequate response is not possible. In these situations, resources may have to be obtained and kept on site. Examples would include fire protection or ambulance/medical resources in remote areas. Whatever the situation may be, people, equipment, facilities, and materials are needed for emergency response. Where they will come from must be determined in advance. Moreover, the people supplying these resources must be made aware of their role in the plan. Mean of communication An important key to effective emergency response is a communications system that can relay accurate information quickly. To do this, reliable communications equipment must be used, procedures developed, and personnel trained. It is a good idea to have a backup system in place, in case the ystem is rendered useless by the emergency. For example, telephone lines may be cut. The type and location of emergency communication systems must be posted on the project. This will include location of telephones, a list of site personnel with cellular phones or two-way radios, and any other equipment available. Emergency phone numbers and the site address/location should be posted beside all site phones. On large sites, the location of emergency phones must be clearly marked. The poster like Emergency Response can be used to record this and other information. A communication system must be made up of strategically placed equipment and properly defined responsibilities. The emergency response plan posted in a conspicuous place on the project must identify the designated equipment and the people to operate it. Implementation of the plan The task of administering and organizing the plan is vital to its effectiveness. The person who has this task will normally be the person in charge of the emergency response operation or may be assigned to Quality Control Manager (QCM). It is their task to ensure that everyone clearly understands their roles and responsibilities within the emergency response plan (a chart may be helpful in this regard), that emergency resources, whether people or equipment, are kept at adequate levels in step with the progress of the project. It is very important to review the emergency plan on a regular basis and especially after an emergency has occurred. Changes may be necessary where deficiencies became apparent as the plan went into operation. Basic Principles An emergency can be reported from any source i. e. orker on site, an outside agency, or the public. Remember that circumstances may change during the course of an emergency. Any procedures you develop must be able to respond to the ongoing situation. The following list covers basic actions to take in an emergency. These steps apply to almost any emergency and should be followed in sequence. †¢ Stay calm. †¢ Assess the situation. †¢ Take command. †¢ Pro vide protection. †¢ Aid and manage. †¢ Maintain contacts. †¢ Guide emergency services. Stay calm – Your example can influence others and thereby aid the emergency response. Assess the situation – Determine what happened and what the emergency is. Look at the big picture. What has happened to whom and what will continue to happen if no action is taken? Try to identify the cause that must be controlled to eliminate immediate, ongoing, or further danger. Take command – The most senior person on the scene should take charge and call, or delegate someone to call, emergency services and explain the situation. Assign tasks for controlling the emergency. This action also helps to maintain order and prevent panic. Provide protection – Eliminate further losses and safeguard the area. Control the energy source causing the emergency. Protect victims, equipment, materials, environment, and accident scene from continuing damage or further hazards. Divert traffic, suppress fire, prevent objects from falling, shut down equipment or utilities, and take other necessary measures. Preserve the accident scene; only disturb what is essential to maintain life or relieve human suffering and prevent immediate or further losses. Aid and manage – Provide first aid or help those already doing so. Manage personnel at the scene. Organize the workforce for both a headcount and emergency assignments. Direct all workers to a safe location or command post. This makes it easier to identify the missing, control panic, and assign people to emergency duties. Dispatch personnel to guide emergency services on arrival. Maintain contact – Keep emergency services informed of situation. Contact utilities such as SNGPL, SSGPL, Electric Supply etc. where required. Alert management and keep them informed. Exercise increasing control over the emergency until immediate hazards are controlled or eliminated and causes can be identified. Guide Emergency Services – Meet services on site. Lead them to emergency scene. Explain ongoing and potential hazards and cause(s), if known. Sharing the Procedure To be effective, an Emergency Response Procedure must be clearly communicated to all site personnel. The following activities should be considered: †¢ Share the procedure with new site subcontractors and new workers to ensure that it covers their activities adequately. †¢ Share the procedure with suppliers to ensure that it covers any hazards that the storage or delivery of their materials might create. Share new work areas in operating plants with owner/client to ensure that new hazards are identified and covered in the procedure. †¢ Share the procedure with the Joint Health and Safety Committee or Health and Safety Representative on a regular basis to address new hazards or significant changes in site conditions. †¢ Place the procedure in a conspicuous location. The Emergency Response Procedure for a construction project must continually undergo review and revision to meet changing conditions. Post Emergency Consideration The recovery process, or what happens after the emergency response has been completed, is a critical step in the plan. Many emergency tasks may be handled by people who are not accustomed to dealing with emergencies. People may have seen their work partners and friends badly injured and suffering great pain. Once the emergency is over, the attitude should not be â€Å"Okay, let’s get back to work† or â€Å"Let’s go home. † Some of the people involved may need assistance in order to recover. In some cases professional counselling may be needed. As part of site emergency planning, construction companies should have measures in place to deal with post-traumatic stress. Local hospitals, ambulance services, and medical practitioners may be able to help. Debriefing is necessary to review how well the plan worked in the emergency and to correct any deficiencies that were identified. Debriefing is critical to the success of future emergency response planning. Conclusion Slow response, lack of resources, or the absence of trained personnel will lead to chaos in an emergency.