How should the set be constructed and designed in order to reflect Research Paper

How should the set be constructed and designed in order to reflect traditional Expressionist Theatre in a production of The Silver Tassie by Sean OCassey - Research Paper Example This thus makes second language acquisition difficult and slow. But a scientific factor as to why children learn second languages easier and quicker than adults is that children’s brains are flexible until they reach their teenage years in a process known as lateralization. Here the brain loses its flexibility by assigning specific roles to each side of the brain making learning hard and slow (VanPatten et al, 2004). This is also true in the learning of subjects as children catch up quickly and memorize unlike adults. This essay is going to review recent research findings related to how age affects the second language acquisition process mostly for English language learners that are new comers into the US. The language acquisition process is process where language is observed, grasped and produced by a child, which is the first language (Clark, 2001). The same process is used in the second language acquisition. The second language acquisition process has steps that it follows to learn. That is the child must learn the word, retain them, recall them and apply them constantly to be perfect (Birdsong, 2006). This steps cannot happen on their own since the child needs to first learn the language and this the child does by following some set of steps. These steps include Imitation, repetition, memorization, drilling and reinforcement. When a child is at this stage reinforcement is very productive and rewarding the child when they make good sentences or the correct words will enhance quick learning process of language acquisition. When this achieved it means that the child can now talk. The acquisition of the second language now comes into play and a theory is that a child’s learning of the first language is an insight to his learning the second language. This term was developed by a philosopher Noam Chomsky and it is abbreviated as UG. Chomsky in his theory suggests that human beings in general do not have to be taught language to acquire it but rather

Emotional Intelligence And Healthcare Leadership

Emotional Intelligence And Healthcare Leadership Development of emotional intelligence in healthcare has been slower to progress than in other industries. This paper defines emotional intelligence and describes benefits related to developing the attributes of emotional intelligence. It explores physician, clinical, ancillary, and administrative use cases documenting the benefits of implementing emotional intelligence awareness. In addition, it describes how emotional intelligence can positively impact healthcare executives in leading their organizations to retain talent, improve patient satisfaction and clinical outcomes. Emotional Intelligence Healthcare Leadership A lot of research has been conducted on the topic of emotional intelligence. Emotional intelligence is the capacity for effectively recognizing and managing our own emotions and those of others (Pharmaceutical Information, 2007). The Harvard Business Review (HBR) released a number of articles which examine emotional intelligence. As described in the HBR article What Makes a Leader there are five key components to emotional intelligence including knowing ones emotions (Self-Awareness), managing ones emotions (Self-Regulation), motivating self (Motivation), recognizing the emotions of others on the team (Empathy), and developing / handling relationships (Social Skills), (Goldman 2004). Publication of emotional intelligence research started in 1990 and since that time companies have been working to integrate emotional intelligence into their employee selection processes (Freedman 2010). This work started in non-healthcare related industries and is increasingly stressed in healthcare beh avioral development today. In an article by the journal BMC Medical Education, Emotional Intelligence is the set of abilities (verbal and nonverbal) that enable a person to generate, recognize, express, understand, and evaluate their own, and others, emotions in order to guide thinking and action that successfully cope with environmental demands and pressures(Birks, Mckendree, Watt 2009). Are emotional intelligence attributes just a performance metric fad utilized by senior leadership to stimulate change within the organization? Or does it lead to enhanced effectiveness of healthcare executives and the organizations they lead? One of the reasons emotional intelligence is critical to success is that it is effective in handling stress. Healthcare is a multifaceted, evolving and stressful environment. Managing the stress of change management in healthcare is a skill that healthcare leaders must acknowledge. A study was performed at a large urban hospital with professional midwives and obstetricians. It found that emotional intelligence is predictive of performance 66 percent of the time, of stress up to 24 percent and of stress management 6.5 percent of the time. This study found in examining senior leadership in relation to the focus group that emotional intelligence made the biggest difference in the supervisory and leadership roles (Freeman 2010). This provides indication that emotional intelligence actually is more important to recognize as one is in transition to higher management and leadership levels. Another study performed indicated that emotional intelligence can actually be improved throughout life. The study focused on supporting staff of a large healthcare center. It utilized an emotional intelligence test focusing on emotional sensitivity, maturity, and competence. This study measured the ability to respond to interpretation of human expressions with empathy and scored competency of self-control against age / maturity. Findings revealed that maturity of emotional regulation tends to be after the age of forty and that emotional sensitivity grows with experience (ie. age) as well. The study also found a significant difference in the perception of emotion intelligence between gender showing that both men and women have equal ability to increase emotional intelligence but that women tended to be stronger than men as it relates to empathy and self-regulation (Freeman 2010). This provides evidence that emotional intelligence is learned with experiences. Therefore healthcare leade rs can influence supporting staffs development of emotional intelligence in handling operational stress management. It is important to ensure the development concentrates on the right part of the brain to achieve successful results. Emotional intelligence training must focus on the limbic system which requires motivation, extended practice and feedback on behalf of the student to advance capabilities (Goleman 2004). Healthcare leaders need to recognize the importance of emotional intelligence competency in order to make it a part of their organizations culture. There are a number of case examples showing that healthcare executives believe that their own development of emotional intelligence is imperative to successful implementation of initiatives for their organization. For example in the Journal of General Internal Medicine, the Cleveland Clinic Lerner College of Medicine designed an exploratory study in order compare leaders and physician perspectives with respect to required leadership qualities. The purpose of the study was to gauge what is necessary to develop current and future leaders. This study centered on leaders that expressed interest in gaining new academics and leadership skills. They structured interviews to gather data from leaders and found that both developmental and established leaders agreed that knowledge, people skills, emotional intelligence and vision are all characteris tics required for leaders to be successful. The interviews indicated that healthcare poses unique leadership challenges and the complexity of healthcare institutions is greater than other industries with respect to training. Physicians tend to be far less willing to receive direction and collaborate on training necessitating the need for healthcare leaders to possess mature emotional intelligence skills; especially in areas such as empathy, self-awareness and self-restraint. The study provided evidence that leaders need and desire emotional intelligence training. Healthcare leaders admitted in the interviews that often one is promoted based upon academic and clinical accomplishments. Therefore they lack and desire training in other skilled leadership competencies such as emotional intelligence. The leaders agreed that knowledge is important however 70 percent stated that emotional intelligence was the most admired attribute (Taylor, Taylor, Staller 2008). Healthcare leaders agree that emotional intelligence is important element for leadership. But there is also evidence that leaders should promote development of emotional intelligence for their clinicians as well. A study published in the March 2011 issue of Academic Medicine highlighted a study performed by Jefferson Medical College of Thomas Jefferson University. It was established in order to quantify if there is a relationship between physician empathy and clinical patient outcomes. Researchers measured 29 physicians associated with 891 diabetic patients by utilizing the Jefferson Scale of Empathy as an instrument to measure empathy. The scale rated and provided a physician score on their empathy awareness based on the context that patient care requires a cognitive attribute that involves understanding and intention to help. After scoring the physicians empathy skills, the study compared them with the patients ability to control hemoglobin Alc and LDL cholesterol levels. The study concluded that good control of A1c and LDL levels was significantly better with patients associated with physicians having high empathy scores than with patient of physicians with low empathy ratings. This suggests that empathy should be a key component in overall physician competence (Jefferson University Hospitals 2011). As referenced in a research study documented in the Journal of the Royal Society of Medicine (JRSM), healthcare policy and practices are trending towards emphasizing the principles of patient-centered care. Providing patient-centered care is a multi-dimensional concept which addresses patients needs for information, views the patient as a whole person, promotes concordance and enhances the professional-patient relationship(Birks Watt 2007). There is a variance in the level of patient-centered care provided by professionals practicing within healthcare organizations. Healthcare executives are therefore interested in ways to improve patient-centered outcomes. Training professional staff on emotional intelligence generates self-confidence, sensitivity to patient needs and trustworthiness. These attributes can actually play a part in improving outcomes (Birks Watt 2007). Evidence of this is documented in JRSM where a study involving 30 physicians and 138 patients provided evidence that emotional intelligence plays a role in patient satisfaction. An extensive study involving 213 dental students found that perceived stress is lower when the student possesses higher emotional intelligence scores. Decreasing stress levels help to retain talent and quality nursing staff is extremely important in patient-centered care. A correlation between low emotional intelligence scores and nursing burnout and attrition was found based on study conducted on 380 nurses. It indicated that emotional intelligence can improve the working relationships within the healthcare culture; increasing the likelihood of retaining talent (Birks Watt 2007) A Clinical Connections journal article written by Erik Swensson, MD, FACS agrees with the premise that emotional intelligence improves healthcare culture. He emphasizes the continual challenge for physicians and leadership professionals to routinely coach and hold peers accountable. The article stresses the need for professionals to possess emotional intelligence skills involving self-awareness, self-management, social awareness, and relationship management. Healthcare professionals need to move away from protecting our own and towards helping our own, he stated. Emotional intelligence establishes a foundation for building a caring environment and establishing a culture of collaborative safety (Swensson 2012). The International Journal of Collaborative Research on Internal Medicine and Public Health suggests that making emotional intelligence a core competency for the healthcare professional will result in enhancing clinician-patient relationships. Patients feeling empowered, knowledgeable and in control of their healthcare tend to make healthy lifestyle modifications. Clinicians whom are trained in emotional intelligence skills can help patients with self-awareness, self-regulation, and motivation. This requires time to listen to patient concerns (ie. empathy). Enhanced relationships will thereby result in an increase in desirable health outcomes (Coelho 2012). Cultivating the patient-clinician relationship may affect a patients emotional intelligence on initiating legal action against providers because the patient is part of the care solution and overall more satisfied with the care provided. Research indicates that more satisfied patients are the less likely they are to take legal actio n. Therefore cultivating emotional intelligence may be a mechanism towards a reduction in healthcare legal cases and costs associated. Todays healthcare environment demands pay for performance. Healthcare executives need to expand their overall emotional intelligence competencies in order to recognize and expect these attributes in leaders and clinical professionals within their organization. Executives have to establish and take ownership for their culture. In doing so they must consistently demonstrate the leadership qualities they expect to be exhibited by their administrative and clinical staff. As evidenced in the studies described above executives will benefit by investing in their own emotional intelligence education and should extend it to all levels within their organization. Doing so will provide a caring culture, reducing healthcare costs, retaining talent, and motivating clinicians to provide excellence in patient care.

Learning Strategies Essay -- Education Educating Studying Essays

Learning Strategies The new year begins and Learning Strategies is on your schedule. Truly, you are probably not knowing what to expect and you think that this class is not for you. Boy, are you wrong. This class will save you plenty of time, so you better listen closely. At the end, you will leave the class wondering why no one ever showed me this. So listen up! The three most useful things that I learned in this class are: my learning style, how to take notes when reading a textbook, and how to be a more successful student at college. If you know your learning style, college will be easier. â€Å"If you discover how you process information best, you can learn things both more efficiently and in less time† (Hopper, Practicing College Study Skills, 139). This course allowed me to discover the best method for me to learn, and I got to explore the way others learned. For example, there is a test to see how you learn best. A person prefers to use their dominant left brain, right brain, or both, a person may learn best by seeing (visual), hearing (auditory), or doing (kinesthetic), and this person may like to study alone or in a group. I will give you an idea and characteristics of each: on the dominant left brain, the person is logical, make lists, and like to check things off, right brain, the person is creative, and interprets information visually, both sides of the brain equally is a combination of dominant left and right brain characteristics, a visual learning likes to see things written down, time lines, o r graphs, an auditory learner learns best by hearing, a tape recorder is a good way to learn, a kinesthetic person learns best by hands on and interaction, a person that study wells all should make sure they know the conc... ...tics won’t work, than all I have to say is you must them and prove me wrong. In the College Study Skills course I learned a whole lot more than these three things. I learned how to make a master schedule, how to transfer information from short-term to long-term memory, how to make a goal, and what is in the library at M.T.S.U. So this class is very beneficial. It is not another boring class that you’ll want to skip. This class will guide you and take you through a journey of how to become a better student. It will allow you to discover how you learn and will teach you how to save time. Now, you know what to expect in this class. The semester will end before you know it, and at the end you will see how much you actually learned. Works Cited Hopper, Carolyn. Practicing College Study Skills. Second Edition, New York: Houghton Mifflin Company, 2001.

Cisco Systems Architecture Essay

Cisco is a company with a clear vision and an ambitious goal of becoming the global Internet expert. The company set its sights on challenging the norm of the time and working on making voice calls over the Internet free. Established in 1984 by two Stanford graduates, Cisco became the most valuable business on earth by March 2000. The company’s strategy is to provide a complete solutions offer to its customers through offering a wide product range and growing the business through acquisitions and business alliances. From its original core technology of routers, the company is now focusing in three independent networks of phone, local and wide area and broadcast networks. The turnaround point for the company was its database failure and forced two-day shutdown in 1994. This event highlighted the need to change company’s approach to systems replacement and the need to integrate all of company’s applications. The company decided to adopt new practices and retrain its staff rather than mirroring the â€Å"old and tried†. The decision was made to collaborate with Oracle to develop a single ERP solution to replace all current systems. The project was a success and was followed by replacement and standardization of all company’s platforms and applications worldwide. Further to this project, Cisco web-enabled all its applications, resulting in customer service, HR and supply chain efficiencies. Cisco’s success continues and is being made possible by its growth through acquisitions and strategic alliances (such as that with KPMG). The company is where it is today largely due to its effective integrated Internet business systems, resulting in great efficiencies for the company and its various stakeholders. 1) Cisco – Information Age Company. Cisco is far from being an Industrial Age Company. The main reason for this is that the company has been able to recognise the value in IT and use it to better their performance and achieve the desired growth. According to Weill & Ross (2009), it is a characteristic of an IT Savvy firm. To be more specific, through integrating their processes and applications into an ERP solution and then to proceeding to full replacement of all of its IT solutions worldwide, Cisco moved to a digitalized platform. According to Weill & Ross (2009), digitalized platform is an integrated set of electronic business processes and technologies. This would hardly be a characteristic of an Industrial Age company. Further to that, Cisco’s approach to implementation of its ERP solution and deciding not to mirror known and learnt old approaches but to make a bold move and rather retrain its people in new systems, demonstrates forward thinking and innovation, which is critical to get significant value fro m IT. Again this is a more fitting characteristic of an Information Age company rather than an Industrial Age company. In implementing the ERP system, the company successfully identified where it lacked necessary expertise and was not scared to outsource their needs analysis to KPMG and then the ERP project to Oracle, who had significant knowledge and experience in the solutions Cisco were after. The â€Å"outside the square† thinking allowed the company to focus on own competences and keep them in-house while tapping into the expertise of others through outsourcing and alliances. This is a definite characteristic of an Information Age company. Finally, keeping communication lines open across functional divisions and getting an input from across the business to avoid making the project an IT-only initiative and to ensure it addresses the real needs is another reason why Cisco is an Information Age company. 2) IT contribution to the company’s strategy IT greatly contributed to the company’s strategy to provide comprehensive one-stop-shop business networks solution for its customers, to set industry standards for networking, to systemize acquisitions and pick the right partners. Firstly, it was the company’s IP-based IT Architecture that enabled them to effectively and smoothly handle business acquisition and fully integrate these new acquisitions in a short period of time. Secondly, ERP implementation and application of web-enabled IT allowed Cisco to meet its goals of streamlining its internal processes and improving productivity, to improve customer satisfaction through the provision of online technical support, to pioneer net commerce and set industry standards and to achieve an extremely efficient supply chain. IT and systems implemented were at the heart of executing the company’s strategy. Thirdly, IT is an integral part of Cisco’s information system. According to Picolli (2008), information systems satisfy firm’s information needs and thus improve firm’s efficiency and enable it to achieve its goals. Being an important part of this efficiency improvement process makes IT a significant contributor to Cisco’s strategy. 3) The role of CIO Pete Solvik Pete Solvik’s role was integral in Cisco being able to derive significant value from IT and recognise it as a strategic asset as opposed to a liability. Prior to Cisco’s defining moment, it had the ambitious goals but the company was running standard operations not being able to support what it aspired to become. Solvik brought fresh visions and innovative thinking to the company. His initiatives were to redefine how IT was viewed internally and depart from finance cost centre reporting perception of the department. He was also able to see the limitations of Cisco’s systems and the potential of improvements. According to Weil & Ross (2009), when IT systems are deficient you need to first change the entire approach to IT. Only once this is accomplished can the digitalized platform be implemented. Solvik did manage to do that. Weil & Ross (2009) emphasize the need to strong leadership in turning IT into a strategic asset. And this is ultimately what Solvik’s role was in Cisco’s transformation.

Nokia Business Analysis Essay

The beginning of Nokia goes back to the year 1865 with the establishment of a forestry industry enterprise in South-Western Finland by mining engineer Fredrick Idestam. While in the year 1898, the Finnish Rubber Works Ltd was found, and in 1912, Finnish Cable Works began operations. Gradually, the ownership of this two companies and Nokia began to shift into hands of just a few owners. Finally, these three companies were merged to form Nokia Corporation in 1967. Nokia Corporation engages in the manufacture of mobile devices and mobile network equipment, as well as in the provision of related solutions and services. The company has four main business functions or segments: Mobile Phones, Multimedia, Enterprise Solutions, and Networks. (Nokia, 2011) †¢Purpose to study Nokia (appendix 1) Communication plays a very important role in our life. With its large target market, different mobile telecommunication companies have been trying to occupy the markets by offer their latest innovative mobile phones. One of the famous and successful mobile phone manufacturers in the world is Nokia before. However, market leader will be replaced by other competitors. This can be evidenced by their shares of Smart phone (appendix 2) due to the penetration of their competitor. With the emergence of Apple iPhone and Samsung Galaxy today (appendix 1), Nokia should have a great solution to ensure its future success and to gain back the market shares. Although Nokia’s CEO has known what their situation, the management must able to have a change that would sustain Nokia’s competitive advantage and reflecting to customer’s favorite.