Assignment topic Mentoring Essay Example for Free

Assignment topic Mentoring Essay A brief outline of the plan for the assignment including why it is an issue and you likely conclusions. (If you like an abstract) An analysis of the Delivering Great Service strategy that is currently being applied by Sainsburys Supermarkets in relation to mentoring. And how the objectives of the strategy are being achieved. A list of material and people you intend to consult (give proper details) * Torrington,D and Hall,L and Taylor,S (2002), Human Resource Management, Prentice Hall Europe, UK * Marchington,M, Managing the Team * Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK. * Parsloe, E. (1999), The Manager as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands. * Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK. * Delivering Great Service, Colleague Briefing Leaflet, 2001 * Business Update, Sainsburys Intranet, 28th January 2002 * The Importance of Service, Delivering Great Service Store Managers Tool Kit 2001 Approved by Date HAYLEY SCARFE (00957807) BAIB II HRM ASSIGNMENT WITH REFERENCE TO SAINSBURYS SUPERMARKETS LTD, ANALYSE THE STRATEGIC OBJECTIVES AND EXPLAIN HOW MENTORING WILL CONTRIBUTE TO THE ACHIEVEMENT OF THESE OBJECTIVES (WITH DIRECT REFERENCE TO DELIVERING GREAT SERVICE FULLY DISCUSS THE IMPLEMENTATION AND RECOMMEND STRATEGIES PRIORITIES AND TIME SCALES FOR IMPLEMENTING YOUR CHOSEN TOPIC. NOTE: 1. BEFORE I COMMENCE THIS ESSAY IT IS IMPORTANT TO STRESS THAT ITS CONTENTS IN RESPECT TO SAINSBURYS SUPERMARKETS ARE STRICTLY CONFIDENTIAL AND ONLY MEANT FOR THE PURPOSE OF ANSWERING THE ESSAY QUESTION 2. THE CONTENTS ARE ONLY TO BE READ BY THE ASSESOR FOR THIS PIECE OF WORK Contents Page 1. Introduction 2. Introduction and Development of Delivering Great Service 3. The Service Promise 3.1 Sainsburys Mission Statement 3.2 Easy, Enjoyable and Inspiring 4. Impact on Company Employees 4.1 Store Structures 4.2 Departmental Management 4.2.1 Departmental Management Role 4.3 Mentoring 4.4 Store and Duty Managers 4.5 The relationship between Duty Managers and Departmental Managers 4.6 How the Service Promise is developed through mentoring 5. Implementation of Timescales 5.1 Store implementation Timescales 6. Conclusion 1. INTRODUCTION Sainsburys Supermarkets Ltd like any other business have a number of strategies in place in order to compete against its main competitors in the supermarket industry. Throughout this assignment I am going to concentrate on the companies most recent strategy called Delivering Great Service and how the topic of mentoring will contribute to the achievement of the Delivering Great Service objectives. 2. THE INTRODUCTION AND DEVELOPMENT OF DELIVERING GREAT SERVICE Over a period of years Sainsburys lost the dominant market share of the food retail sector to its main competitors. To try and rectify this situation and attempt to once again become the U.Ks top supermarket chain Sainsburys has commissioned research into what their problems were and how to overcome them. The research concentrated on the identification of the wants of Sainsburys customers and how Sainsburys can deliver these wants. With the results collated Sainsburys head office Human Resources staff developed the Delivering Great Service package. The idea behind strategy is to regain the once strong market share Sainsburys enjoyed over Tesco, Asda, Safeway, Waitrose and Morrisons, the companys main competitors through the strategy objective, Service Promise. The commissioned research uncovered Sainsburys customers want Great Service, outstanding quality and competitive prices, all of which are contained within the objectives of Delivering Great Service known as Service Promise. (THE IMPORTANCE OF SERVICE DELIVERING GREAT SERVICE, STORE MANAGERS TOOLKIT 2001) 3. THE SERVICE PROMISE The Service Promise is used as a tool within the Sainsburys Management Team, this is company wide, to improve colleague skills, store knowledge and confidence within the company name. It is through these improved skills that the Sainsburys Management Team and colleagues can work together to improve the customers shopping experience with Sainsburys and successfully deliver great service. 3.1 SAINSBURYS MISSION STATEMENT To clearly demonstrate the aspects of the Service Promise the following diagram is applied: (DELIVERING GREAT SERVICE, COLLEAGUE BRIEFING LEAFLET, 2001) I have devised the following diagram to demonstrate how the aspects of the Service Promise relate to Delivering Great Service 3.2 EASY, ENJOYABLE AND INSPIRING The three categories contained within the Service Promise (outstanding quality, great service and competitive prices) contain guidelines for Sainsburys employees to adopt collectively, thus enabling the delivery of great service. The guidelines are as follows: 1. Easy Make shopping easier by; * Speeding up customer transactions * Acknowledging their problems and accepting responsibility * Actively seeking out customers who need extra help 2. Enjoyable Make shopping more enjoyable by; * Increasing personal efficiency, politeness and friendliness * Treating customers as individuals 3. Inspiring Present inspiring products and ideas to meet customer needs by; * Presenting quality ranges of products that meet and succeed customer needs and expectations * Interacting with customers to advise them of new products, encouraging them to try before they buy (THE IMPORTANCE OF SERVICE, DELIVERING GREAT SERVICE STORE MANAGERS TOOL KIT 2001) 4. IMPACT ON COMPANY EMPLOYEES The company strategy, Delivering Great Service has massive implications on all Sainsburys employees; it requires everyone to take on new responsibilities and new daily working practices if it is to be successful. Im going to focus specifically on the implications Delivering Great Service has on Sainsburys Departmental Managers and how the topic of mentoring can help achieve the strategy (Delivering Great Service) objectives (service promise). 4.1 STORE STRUCTURES Before I do this I have designed and included a very basic store structure diagram to illustrate the structure of a typical Sainsburys Stores. As you can see from the diagram the Store Manager is responsible for the entire store with a team of Duty Mangers and Department Managers on hand to share responsibilities and the running of the store filtering down to the Store Colleagues. 4.2 DEPARTMENTAL MANAGEMENT I have already discussed the implications Delivering Great Service has on all colleagues in respect of what its objectives require from everyone to be successful (making shopping easier, making shopping more enjoyable and presenting inspiring products), but I havent discussed the implications the Department Manager faces. 4.2.1 DEPARTMENT MANAGERS ROLE The Department Managers role within the company is to communicate the importance and relevance of all business decisions and strategies to his or her Department Store Colleagues. Thus the Department Manager is responsible when explaining the Delivering Great Service strategy to his or her Department Store Colleagues and ensuring that they all have a full understanding and appreciation of the importance and the implementation of the Service Promise targets (previously outlined) and what they have to do. Not only does the Department Managers have to do this, they have to achieve it with the support and co-operation of Department Store Colleagues. In essence the Department Manager has: TO MOTIVATE COLLEAGUES TO WANT TO DELIVER THE SERVICE PROMISE TO OUR CUSTOMERS, EQUIPPING THEM WITH SOME OF THE SKILLS TO DO THISi (DELIVERING GREAT SERVICE THROUGH CUSTOMER OBSESSION, MISSION STATEMENT, 2001) But how are they supposed to do this? The Department Manager would need great leadership and motivation skills combined with skilful use of communication to initiate Department team spirit to enable Service Promise targets to be met. They would need a keen eye to identify those within the Department that need extra help or indeed those who arent willing to work towards Delivering Great Service objectives. Necessary skills would include the capacity to deal with targets being missed and the individuals ability to quickly set more achievable targets. But with no formal training how could Department Managers achieve these skills and successfully achieve Delivering Great Service objectives with the full support of their Department? I believe that Department Managers could achieve these skills by turning to mentoring. The mission statement below accurately sums up what Department Managers are expected to achieve in respect to Delivering Great Service: TO INSPIRE OUR PEOPLE TO CONTINUALLY EXCEED OUR CUSTOMERS EXPECTATIONS, TO DELIVER BUSINESS IMPROVEMENT (DELIVERING GREAT SERVICE THROUGH CUSTOMER OBSESSION, MISSION STATEMENT, 2001) 4.3 MENTORING How could mentoring assist Department Managers to achieve the requirements expected? To begin with the definition of mentoring needs to be identified and questions need to be asked as to how Sainsburys can fulfil the Service Promise by achieving the strategic objectives of Delivering Great Service The Little Oxford Dictionary defines Mentor as Mentor advisor, counsellor (THE LITTLE OXFORD DICTIONARY, 1971, 4THED) A separate textbook definition of Mentor is to help by one person to another in making significant transitions in knowledge, work or thinking (MENTORING IN ACTION MEGGINSON, D. AND D. CLUTTERBUCK, (KOGAN PAGE LIMITED, UK (1999))) 4.4 STORE AND DUTY MANAGERS Store Managers and Duty Managers within Sainsburys receive a wide array of continual training sessions and personal development ran by both internal and external bodies. They are constantly assessed by their Manager who is the Regional Business Manager with regards to their Stores performance and satisfaction of their staff, a survey is conducted every six months talkback to check on staff satisfaction levels in all stores. As Managers they are required to posses leadership, motivational and coaching skills and the ability and confidence to use them as well as the privilege of constant feedback from the Regional Business Manager and constant people skill training. Store Managers and Duty Managers are massively invested in within the company resulting in a large value added resource offering an indispensable skill base, the senior store management team is essential to the companys success. Through such investment they hold the essential, crucial skills that Department Managers need to develop if they are to successfully motivate Department Store Colleagues to implement the Delivering Great Service strategy and Service Promise objectives in their daily working practise. To mentor someone is to advise and council a person whilst developing the learners skills to meet business objectives. The mentor is there to listen and suggest ways in which to tackle a situation promoting a culture where the learner isnt being spoon-fed but independently identifying ways in which to personally improve upon current skill base and achieve targets. 4.5 THE RELATIONSHIP BETWEEN DUTY MANAGERS AND DEPARTMENT MANAGERS But how will Sainsburys Duty Managers by mentoring Department Managers enable them to contribute to the achievement of Delivering Great Service through Service Promise? Sainsburys Duty Managers are high performers able to implement business objectives and strategies into the daily running of a store in a responsible fashion whilst observing the companys values (which are as follows): 1) We will be HONEST 2) We will demonstrate INTEGRITY 3) We will show our COMMITMENT to each other 4) We will be LOYAL 5) We will take PRIDE in everything we do (REGION 35 BUSINESS PLAN JUNE 2001) Point 3 and 5 are important. When mentoring a Department Manager the companys values would easily ensure the mentor and learner success, by committing to the learner and taking pride in the learners achievement The leadership and motivational skills along with strong communication and a focused approach that are necessary to implement the Delivering Great Service strategy, through mentoring an individual Department Manager could be successfully developed as the Duty Manager already possess and uses the skills the Department Manager needs. Through a series of on the job observations and one on one coaching sessions the Duty Manager can exchange ways of better practice to reflect better results (in Service Promise targets) and encourage the Department Manager to have confidence when communicating with their staff. 4.6 HOW SERVICE PROMISE IS DEVELOPED THROUGH MENTORING. Through the improved skill base the Department Manager will have developed through mentoring and will be able through the Service Promise (objectives if the Delivering Great Service strategy) to achieve stated objectives through actions completed, as seen below: 1) 2) 3) 5.IMPLAMENTATION OF TIMESCALES But what time scale are we looking at? Delivering Great Service is a strategy that is in Stores NOW and Department Managers fully understands its implications NOW, its not planned to reach a Store in 6 months, results are expected to show in 6 months. With such a constraint on time I propose the following timescale strategy: 5.1 STORE IMPLEMENTATION TIME SCALES 6. CONCLUSION In conclusion it can be seen that the implementation of Delivering Great Service has allowed Duty and Departmental Managers to grow in their roles. The mentoring skills of the store management are developed therefore allowing them to implement the strategy outlined and provide the highest level of customer service on the shop floor. As this is what 70% of customers require in order to have a satisfied shopping experience that is easy, enjoyable and inspiring. This will allow them to compete with their market competitors to the highest advantage and regain the market share, which they have lost. BIBLIOGRAPHY BOOKS * Torrington,D and Hall,L and Taylor,S (2002), Human Resource Management, Prentice Hall Europe, UK * Marchington,M, Managing the Team * Megginson, D. and D. Clutterbuck, (1999), Mentoring in Action, Kogan Page Limited, UK. * Parsloe, E. (1999), The Manager as Coach and Mentor, (2nd Ed), The Guernsey Press, Channel Islands. * Norton, B. and J. Tivey. (1995), Management Directions, The Institute of Management, UK. * Parsloe, E. and M. Wray, (2000), Coaching and Mentoring, Kogan Page Limited, UK. * Pegg, M. (1999), The Art of Mentoring, Biddles, UK. * Murrell, A, J. Crosby, F, J. and E, J, Robin, (1999), Mentoring Dilemmas, Lawrence Erlbaum Associates Publishers, UK * Clarke, D, (1996), Mentoring, Fenman Limited, UK * Ried, M, A. and H, Barrington, (2000), Training Interventions, (6th Ed), The Cromwell Press, UK. * Harrison, H, (2000), Employee Development, (2nd Ed) The Cromwell Press, UK. * Marchington, M. and A, Wilkinson, (2000), Core Personnel and Development, (2nd Ed), The Cromwell Press, UK. * Foot, M. and C, Hook, (1999), Introducing Human Resource Management, (2nd Ed), Longman, Malaysia. SAINSBURYS SOURCES * Annual Report, 2001 * Delivering Great Service, Colleague Briefing Leaflet, 2001 * Business Update, Sainsburys Intranet, 28th January 2002 * The Importance of Service, Delivering Great Service Store Managers Tool Kit 2001

The History Of The Ginger Smart Basics Tourism Essay

The History Of The Ginger Smart Basics Tourism Essay Roots Corporation Limited is a wholly owned subsidiary of the Indian Hotels Company Limited. IHCL is a part of the Tata Group of companies, which is Indias premier business house. On December 24, 2003, RCL operated the first of its kind category of Smart Basic hotels across India. RCL develops and operates a fast expanding chain of economy hotels across India under the GINGER brand. The Smart Basic concept created a revolution in the Indian Hospitality Industry. These hotels are termed as GenNext category of hotels. GenNext means generation next, i.e., these hotels are completely new concept, which has changed the outlook of hospitality industry in India. They signify simplicity, convenience, informality, style, warmth, modernity and affordability. The concept of Ginger hotels was developed in association of renowned corporate strategy thinker Dr. C.K. Prahalad and the hotels have been inherently designed and established by IHCL. The first of the Smart basics hotels was launched in Bangalore and was called as IndiOne. First, they completed the test marketing and subsequent fine-tuning of hotel facilities and services of IndiOne then rolled out the concept across India. Now the category of hotels has been launched with a new name Ginger Hotels which is in accord with the fresh, simple and stylish world of Smart basics. The ginger Hotels are built in such a way that they meet the key needs of todays travellers at affordable rates. It follows the concept of Smart Basics which is a philosophy of providing intelligent, thought out facilities and services at a value pricing and reflects the new spirit in which people live and work today. Ginger Hotels target middle-income group people with increasing disposable income. This class likes to spend on travel but not on luxury accommodation, they look for accommodation, which can provide value for their money. All they want is a clean, secure and hygienic accommodation at affordable prices. Ginger Hotels follow generic strategy of growth in which they focus on the cities which has already experienced significant growth. Such cities generally show growth in certain business activities like population growth rates, tourism and convention activities, air traffic volume, local commercial real estate occupancy and retail sales volume. These cities tend to have strong demand for hotel facilities and services. They invest in hotels that are situated near both business and leisure centres which tends to create great demand for hotel services and enables them to attract both weekday business guests and weekend leisure travellers. They have a separate team consisting of members from finance, marketing, development and hotel management departments who assess the financial return of every new investment that the group decides to make and the team clears only those projects that they find are financially viable and which would provide them profitable returns. They target markets that do not have wide seasonal fluctuation in occupancy and focus on small entrepreneurs, traders etc. Ginger has the first mover advantage. Looking at the increasing cost trends in real estate market in the last few years. Ginger Group of hotels lease out the area, building, or takeover some non-branded hotel, in this way they save significant amount of cost and time and moves into the market early which helps them in capturing significant market share ahead of its competitors. The company has identified over 80 cities and intends to focus more cities in the future. In order to increase their customer base, the company intends to continue growing organically in the existing cities in which they operate by selectively establishing more ginger hotels. The Indian Hospitality Industry is highly competitive and fragmented. Ginger hotels compete with three star full service hotels from unorganised sector. Earlier ginger hotels were the only branded three star hotels from the organised sector but the competition for ginger hotels have grown significantly after the announcement by newer inte rnational and local hotel companies to set-up hotels across the country in the value segment. Some of the potential competitors of ginger hotels are Lemon Tree Hotels, Ibis (Accor), Keys (Bergruen Hotels), Hilton, Garden Inn Hotels (DLF) etc. Initially Ginger Hotels leased land in order to build hotels but now they are doing things differently from building a hotel on the top of a shopping mall and redeveloping an existing property. Ginger Hotels provide similar services that a normal hotel provides like rooms with T.V>, fridge, tea/coffee makers, laundry, restaurants, Wi-Fi connections, meeting rooms, business centres, Gyms, Car rental services, Doctor on call, Currency exchangers etc. The manner in which these services are provided differentiates it from other normal hotels. The tag line of Ginger hotels is PLEASE HELP YOURSELF which means most of the services offered have to be carried out by the customer himself. There are no room services or bellhops this strategy adopted by ginger, benefits customers and the hotel, customers, can save upon the tips, which otherwise they would have to pay for room services and hotel can save upon the cost of human resource. Most of the services have to be carried out by the guest himself like while checking into the hotel a guest does not need the assistance of the reception counter as ginger hotels have Self Check-In Kiosk. In addition, there is Give n Take Counter that th e guest can use to deliver used clothes for laundry. There is an ironing room in every floor of ginger hotels. Further are water dispensers on each floor. Ginger hotels also have round the clock vending machine to provide with packed snacks and hot/cold beverages irrespective of the working of the restaurant. In addition, a vending machine to supply other things like toiletries, combs, toothpastes, soaps, mosquito repellents etc. ginger has outsourced food and beverage partners operating on a revenue share model. They have introduced facilities like SMART wellness, which is Ayurvedic wellness facility for business travellers at a low cost. In addition, SMART sleep that includes posture-pedic mattress for absorbing and redistributing pressure from the body weight. In future Ginger Hotels intends to develop its own merchandise range that will be offered in hotel and on the website. The size of the room in the hotel is kept small around 180 sq. Feet as compared to 250-400 sq. Feet of p remium hotels. The concept of Help Yourself has helped the company in operating the hotel with just 25 staff members as compared to premium hotels where they employ around 250 people. The room charges range from Rs. 999 to Rs. 3000, which is quite affordable. All this practice has helped them to cut their marketing costs significantly. Early Mover status and establishes regional operational and synergy has enabled ginger to develop and operate its hotels efficiently and successfully. Ginger Hotels offer standardised products and maintain uniformity of hotel chain. They have come up with unique product features consisting of design, appearance, decoration, colour that attracts the customers attention. The company has developed a record of accomplishment of expanding the business operations through organic growth and maintain high quality, also achieve their financial target. Since there is a shortage of Human resource in ginger hotels, they have adopted a flexible and robust IT system in collaboration with Tata Consultancy Services, which is a company- wide seamlessly, integrated IT system developed by SAP. Ginger hotels has a unique value proposition that appeals the middle class budget people and makes it a flourishing business. If we look at the Indian Hotel Industry, there are certain strengths or favourable factors that contribute to the prosperity of the company in the industry. Ginger hotels are associated with low cost airlines and low cost mode of transportation thus providing a low price better quality accommodation. Apart from this Ginger hotels are located near railway stations and bus stops and are situated in places, which can be beneficial for both business people and tourists. They are mostly located in the city with less seasonal fluctuations in accommodation. Most of the employees are outsourced thus ginger maintains a low amount of staff as the hotel does not offer any room service thus it helps in providing cost benefit. Ginger hotels also provide all basic amenities like gym, ATM, Wi-Fi etc. that helps the hotel in maintaining its standard and quality. This brand is very fresh and simple. It gives a new feeling as expected by the new emerging middle-income group in the country. Ginger relies on regional advertising rather than spending on national campaigns thereby cutting significant amount of cost and successfully building a brand. They have also been able to gain a lot of reputation by being a part of Tata Group, which is a pioneer in the Indian market. Another aspect of their brand strength comes from their holistic value. They have also taken a great consideration for disabled people by designing the last room in the hotel especially for them. They are budget hotels and operate on low cost. They have the ability of spreading themselves quickly across the county in just span of 8 years they have opened up around 40 hotels across the country. The brand Ginger has become very successful hotel chain in India by achieving the occupancy rate of 80%. As Ginger Hotels enjoy certain advantages and strengths they have to face various threats and weaknesses. Ginger hotels is unable to attract higher-middle class and upper class who look for more luxury and services and ginger being a budget hotel does not provide much services. Since ginger is economy chain of hotels, they have a high employee turnover due to limited scope and remuneration provided by the group. This makes ginger incur huge costs by training new employees repeatedly. Ginger comes under the category of three star hotels and it has to face a tuff competition from the local hotels of unorganised sector that are even cheaper and provide services. Apart from these local hotels there are many new brands which have announced their desire to enter the budget hotel segment thus providing more competition to ginger hotels. There are always two faces of a coin, same is the case with ginger hotels, if there are strengths, weaknesses also prevail. Ginger is characterised by a high turnover of frontline staff, rapid, growth and dispersed location. Gingers ability to attract good talent and retain employees is critical for their growth strategy and that people are critical to maintaining the quality and consistency of its services and thereby their brand and reputation. Ginger has outsourced most of its activities only 8 to 9 managers per hotel are on the rolls of ginger rest other facilities like kitchen, restaurant, and backend maintenance are outsourced. Ginger has 175 permanent employees. Ginger hotels have collaborated with various hotel management schools to develop talented students who can meet the rapidly growing demands of the company. The company uses a multi- step recruitment process for retaining and recruiting the best talent. Ginger has implemented extensive training programs and periodic tests for managerial and other hotel-based staff primarily through training partners. They provide various career advancement opportunities to their employees. Ginger hotel organises a two-month extensive training period for new unit managers during which they receive training in managing all core aspects of the hotel operations and they get familiar with the company culture and philosophy. Ginger group also conducts timely web based tests to assess the knowledge and skills of the workers. The company uses performance linked compensation structure, career oriented training to motivate its employees. Even after having such an extensive human resource strategy. Ginger hotels face various challenges as it mainly operates in smaller non-metro cities where the employees are less exposed to new technology, comfort and modern amenities, it becomes a difficult task for the company to gear up the employees upto the standard of ginger hotels. Designing a system to recruit right kind of people and provide right training to employees is a difficult question for ginger hotels as the development inputs are different for different locations. Additionally acquiring professionally qualified employees in remote areas and non-metro cities and retaining them is an area of concern. In order to retain the employees, ginger has come up with various measures so that employees can get additional value in terms of non-monetary rewards like developing employee competencies by providing certifications etc. but consistently ensuring this across all the locations is a big challenge. Ginger uses unconventiona l recruitment process as conventional recruitment becomes very expensive for the group. They have created a portal called [emailprotected] from where almost 48% of the companys recruitment takes place and rest of the recruitment takes places through referral programmes in which existing employees refer a new employee and if the referred person gets selected the referrer gets reward in this way the company satisfies both the existing and new employees. They have also merged with various management schools and employees go to colleges and collaborate with them by linking with their syllabi, they call students for get together and use students as summer interns so that they build relationship even before the recruitment starts. They try to keep their staff motivated by giving them a chance to learn new things and upgrade their skills. Since they are budget hotels so they choose e-learning initiatives to cut costs. They have in house training, induction and e-learning modules based on c ustomer feedback systems. The compliance with quality standards are monitored through both scheduled and unscheduled visits, periodic tests and reviews at each hotel. In addition, the practice of mystery audits and of tracking customer comments through guest comment cards, allows ginger to improve its services and facilities at each hotel. Gingers corporate marketing and advertising strategies are designed to enhance consumer awareness and preference for the ginger brand as offering the value, convenience and comfort in the economy hotel segment in Indian Hospitality industry. Ginger has to reshape the customer expectations, as still Indian customers are uncomfortable with the concept of smart basics and self-service. Each day they have to entertain many customers who enter the hotel without knowing what to expect. Customers often complaint about services which are not provided by the ginger hotels. However, creating awareness for ginger brand is a difficult task to perform, as ginger is a budget hotel, as its business model does not allow huge expenditure on media and promotion. Nevertheless, even after facing various challenges. Ginger has been able to respond effectively to the changing dynamics and economies of the Indian Hospitality Industry. With the continuing expansion across the country, customers are now seei ng a greater value in ginger hotels. Ginger CEO Prabhat Pani said, Ginger hotels, like any other Tata enterprise, would continue to be driven by respect for people and nature, and would like to epitomise environment-friendliness and social responsibility in all aspects of business.

Homosexual Marriage Must be Legal Essay -- essays research papers

Homosexual Marriage Must be Legal "Men and women full of age, without any limitation due to race, nationality, or religion, have the right to marry and to found a family."( Article 16-1). Most people would interpret this article as only a man and a woman have the right to be married. But many people need to reconsider the article as in each man and woman are independent, and should be able to marry whomever he or she desires. The majority of people are straight and in heterosexual relationships, but should not mean that the minority of people are any less human because they live their life in a homosexual relationship. Would you chose to live your life as a homosexual knowing all the struggles you would have to face? Everyone has the choice of who they fall in love with, but nobody can decide that they will fall in love with a specific gender. Most people think the natural way of things is that men are attracted to women and taht women are attracted to men. People who are homosexual are naturally born to be attracted to the same sex. As well as people who are born straight are naturally born to be attracted to people of the opposite sex. Many people do not agree with homosexual marriage because they argue it is not the natural way of things. Reason is because homosexuals connot produce children, where a man and a woman have that capability. People tho who are in homosexual relationships could always adopt. But many people say that that would be an injustice to the child. ... Homosexual Marriage Must be Legal Essay -- essays research papers Homosexual Marriage Must be Legal "Men and women full of age, without any limitation due to race, nationality, or religion, have the right to marry and to found a family."( Article 16-1). Most people would interpret this article as only a man and a woman have the right to be married. But many people need to reconsider the article as in each man and woman are independent, and should be able to marry whomever he or she desires. The majority of people are straight and in heterosexual relationships, but should not mean that the minority of people are any less human because they live their life in a homosexual relationship. Would you chose to live your life as a homosexual knowing all the struggles you would have to face? Everyone has the choice of who they fall in love with, but nobody can decide that they will fall in love with a specific gender. Most people think the natural way of things is that men are attracted to women and taht women are attracted to men. People who are homosexual are naturally born to be attracted to the same sex. As well as people who are born straight are naturally born to be attracted to people of the opposite sex. Many people do not agree with homosexual marriage because they argue it is not the natural way of things. Reason is because homosexuals connot produce children, where a man and a woman have that capability. People tho who are in homosexual relationships could always adopt. But many people say that that would be an injustice to the child. ...

Tactical Games Model: A Practical Approach To Skill Development Essay

The Tactical Games Model is a form of instruction in Physical Education courses that the teacher uses to incorporate sport related activities and small games into their lesson plan to improve students' experiences in sports games and tactical awareness provided from them. The purpose of having the Tactical Games Model in physical education courses are to help students learn the basics of a sports game, like soccer or basketball, and let them figure out, through experience, the ways to improve themselves in a setting where their actions will be critical to their teams victory, as well as help learn what their strengths and weaknesses are themselves and self-improve afterwards. Throughout sport, any game comes down to tactical strategy that two competitive teams have to use to gain the advantage over their opponents to win their game. The basic foundation to any game is the tactics one uses to gain advantage over competitors, and students will be able to learn a lot about themselves, and their peers, when using these tactics to work for eachother, and themselves, throughout a match. A great game to use as an example on how tactical games models should be used to benefit your students is soccer. The general set-up that a physical education teacher should use is: 1. Game One 2. Questions & Answers - (Students and yourself) 3. Situated Practice - Ex. 3v3 possession drills 4. Game 2 This plan helps students realize self-awareness in soccer that could help improve themselves as well as help benefit the team all together. Game one introduces the students to the rules of the game, and the foundation of how the game is played, like you use your feet to kick the ball, you pass between eachother to kick the ball into the net to score... ...ment, challenge, self-expression and social interaction. These values can only benefit the students, whom have the open-mind to use these experiences to influen Works Cited "15 Standards of Specialized Knowledge." Adapted Physical Education National Standards. N.p., 2008. Web. 22 Mar. 2014. . Logan, Gene A. Adapted Physical Education. Dubuque, IA: W.C. Brown, 1971. Print. Masters, Lowell F., Allen A. Mori, and Ernest K. Lange. Adapted Physical Education: A Practitioner's Guide. Rockville, MD: Aspen Systems, 1983. Print. NCLDA. "What Is IDEA?" National Center for Learning Disabilities. N.p., n.d. Web. 22 Mar. 2014.. "PE Central: Adapted Physical Education." PE Central. N.p., 2014. Web. 22 Mar. 2014. .

The Importance of Clarity in Writing Essay -- Writing Style Styles Ess

The Importance of Clarity in Writing To write a good paper is there a magical recipe to follow? If there is you will not find it in these two books; Williams' Style: Toward Clarity and Grace and Strunk and White's The Elements of Style. What you will find is the elements that should be present to have a successful paper. Of all the styles mention though, one seems to stick out more then the others. This is the element of Clarity. What is clarity, you may be asking? It is simply the process of making your paper clear to the intended audience of your text. This may sound too easy and most of us probably think our papers are always clear, after all we know what we are saying in them. The question is, does everyone else? Both Williams and Strunk and White mention clarity and the importance it plays in the text we read. Williams point out that when we come across a sentence that is not clear our first reaction is "yuck." He goes on to say, "we do not describe sentences on the page; we describe how we feel about them." (17) When I came to this passage, I had never thought of it that way. I had always blamed the passage in some way if I did not understand it. I wouldn't look to see why it wasn't clear, but would think what an awful sentence, not realizing that it is not the sentence that is awful, but the clarity of it. It is clarity that makes our sentences sound correct, which in turn will make our paragraphs sound correct and then our entire paper. If we do not have clarity then it will not matter what we write about, because there will be no understanding in it. This is why we need to follow two simple principles according to Williams. These principles are (1) subjects of your sentence should name the characters and (2) ... ...en. This allows the reader to not feel lost in your paper and will make it more cleared to those who know little on the subject. Clarity is just one of many elements Williams and Strunk and White covered. I believe it is the most important one though, because without clarity, it doesn't matter what your paper is over. You could find a cure to a deadly disease, but if it is not clear it will never be discovered. It will instead represent many lines of words that do not flow together. You may follow all of the other rules set forth by Strunk and White, but it needs to be readable. Clarity is what makes text readable, even enjoyable and allows a text to succeed. Works Cited Williams, Joseph. Style: Toward Clarity and Grace. Chicago: The University of Chicago Press, 1990. Strunk, William, and E.B. White. The Elements of Style. Boston: Allyn and Bacon, 2000.

Institutional Racism and Racial Discrimination in the U.S. Health Care System Essay

Institutional racism and racial discrimination in the U.S. health care system has been part of a long continuum dating back over 400 years. After hundreds of years of active discrimination, efforts were made to admit minorities into the â€Å"mainstream† health system but these efforts were flawed. Colin Gordon in his book Dead on Arrival portrays a very strong stance towards this issue when he states, â€Å"The American welfare state has always been, at root, a Jim Crow welfare state – disdainful of citizenship claims of racial minorities, deferential to a southern-controlled Congress, and leery of the racial implications of universal social programs† (172). It is evident that throughout the history of U.S. health care that race has shaped health provisions in a number of ways, most noticeably in private and public health care institutions. Gordon throughout his books discusses the ways in which institutional racism, specifically in the field of healthcare, has manifested itself throughout history. One of the most prominent manifestations of institutional racism in the healthcare field comes to light when examining past (and sometimes present) policies regarding admission (to healthcare facilities) and discrimination of minorities. It is evident when observing the adoption, administration, and implementation of these policies in the past that they were purposefully constructed to be exclusive of minority citizens (specifically African Americans and Latinos). Gordon gives an example of such policies in 1939 under the Social Security reforms. In the formative years of the New Deal southerners in Congress pushed for and won for the exclusion of agricultural and domestic labor from coverage under the National Recovery, Agricultural Adjustment, Social Security, National Labor Relations, and Fair Labor Standards act, this affectively excluded 90 percent of the southern black workforce (185). The implications of this act of agricultural exclusion are most clearly evident in the South and Southwest—regions whose economies were dominated by agriculture, who agriculture systems were peculiarly labor intensive, and whose agricultural labor markets were organized around low wages, tenancy, harsh legal controls, and violence. Gordon argues that segregation  persisted in medicine and hospitals longer than in any other public institution or facility partly due to the fact that Southern Congressmen pushed for local control of any federal expenditure; and later on this pushed Southern and Southwestern leaders into a partnership with doctors, employers, and insurers to keep racial minorities excluded from the health system. Southern interests led to a push for job-based private insurance, locally administered subsidies for hospital construction, and penurious charitable programs for those left behind, â€Å"southerners persistently worked to exclude African Americans from coverage, tap into federal funds without sacrificing local practices, and ensure that charity programs remained under local control† (174). Employment-based benefits, initially developed as a surrogate for national policy, was successful in leaving behind the majority of African Americans and Latinos due to the fact that they were grossly underrepresented in the unionized industrial economy, and in part because benefits such as these did not extend to casual or domestic or agricultural workers. Private health benefits came to be looked upon by many Americans as a â€Å"wage of white-ness† (176). Federal agencies, both out of practical and political necessity, consistently surrendered control over federal funds and standards over to state and local administration, â€Å"states set their own standards for care and eligibility and controlled the pace and scope of federal matching funds. Local political and medical authorities wielded considerable informal power and discretion† (187). In 1948 the Brookings Institution published a book-length assault on health reform. The conclusion of this publication was that higher black mortality rates are â€Å"predominately the result of economic, cultural and social differences† although, the research for this publication based cost estimates off of the ordinary expenditures of white families and confined comparative mortality rates to the white population, this led to them to conclude that the United States was among one of the most healthful nations in the world (188). Seconding this conclusion and also asserting that higher rates of non-white mortality were due to such things as poor sanitation, housing, education, and the lack of ordinary individual and community common sense was the AMA. The partnership between these two organizations is evident. At the root of the hospital issue in the South was not only professional and patient segregation but also the way in which it was countenanced by federal efforts  to address the region’s dearth of facilities. What is shown here is the long-standing political strategy to try and appease reformers by granting federal funds but to simultaneously placate opponents by relinquishing control to local or private interests; federal aid to hospitals both in 1940 and under the 1946 Hill-Burton Act â€Å"avoided any commitment to maintenance: once built, hospitals would reflect local control and local custom† (193). This however did nothing to prevent segregation seeing as in order to be considered nondiscriminatory a hospital was only required to grant equal access to the portion of the hospital that was built with federal funds. Perhaps the most compelling public health issue during the formative years of the American welfare state was the dismal status of rural services. In places in the South and Southwest and the nation’s inner cities basic services such as a hospital, public health clinic, and a doctor accepting Medicaid patients did not even exist. Gordon offers the example in Mississippi in 1948, there were only five general hospital beds for every 100,000 blacks in the state—at a time when four beds for every 1,000 citizens was considered adequate (175). It is evident that health care in the twentieth century has been shaped by a myriad of â€Å"direct and indirect discrimination, strong southern interests and local administration, the uneasy intersection of public and private (job-based) benefits, and the sharp political distinctions routinely drawn between contributory and charitable programs† (209). According to the U.S. Commission on Civil Rights, â€Å"Despite the existence of civil rights legislation equal treatment and equal access are not a reality for racial/ethnic minorities and women in the current climate of the health care industry. Many barriers limit both the quality of health care and utilization for these groups, including †¦ discrimination.† Importance of Health Care Access to comprehensive, quality health care services is important for the achievement of health equity and for increasing the quality of a healthy life for everyone. Access to health services entails the timely utilization of personal health services in an effort to achieve the best possible health outcomes. The utilization of and access to health care has many substantial impacts on a person’s life. A person’s overall physical, social and mental health statuses are all impacted by the ability to be examined and treated by a medical professional. Health care also plays a significant role in the prevention of disease and disability, the detection and treatment of health conditions and a person’s quality of life. A structured healthcare system assists in providing a foundation for a healthy lifestyle for both individuals and their families. Without access to healthcare, minor health issues have the potential to escalate either permanently affecting living standards or worse resulting in death. The health care sector also has an impact on the local economy. Health care facilities such as hospitals and nursing homes provide jobs and income to people in the community. As these employees spend their income in the community, a ripple spreads throughout the economy, creating additional jobs and income in other economic sectors. Also, providing healthcare may also be a business incentive to companies. Healthy employees can mean a healthier, happier, more productive workplace. A company’s decision to invest in and offer health care to their employees not only filters back into the economy but also may help them to recruit and retain quality employees, improve employee satisfaction, and reduce absenteeism due to sickness. Business that offer health insurance as part of their employee benefits package are probably better able to attract more qualified applicants than those who don’t. Also, offering health insurance coverage is a way of keeping operating costs low, because employees are generally more apt to take a position at a lower salary when health insurance benefits are provided. This is because it generally costs more for someone to obtain an individual or family health insurance policy than to get employer-sponsored coverage, making the difference of a lower salary negotiable. Businesses offering health insurance can deduct their portion of the contribution toward their employee plan as a business expense and get a tax advantage. If the business is incorporated, the business owner’s insurance and the coverage paid for employees are deductible. Access to health care services and insurance plays a vital role in individual and families lives along side society as a whole.

Ethics Game & Reflective Journal Essay

This journal contains the reflection of the Ethics Game simulation assignment. The purpose of this paper is to describe the steps and process that I used to answer the ethical questions involved in two simulation games: The case of the troubled Teen and Policies and Politics. In addition I will also discuss how these concepts relate to my workplace. The case of the Troubled Teen: This case describes the case of an unmarried, 16 year old pregnant patient (RB) admitted to the labor and delivery, accompanied by her parents. Parents chose to limit medication citing personal reasons. The primary nurse (YN) is concerned that the situation may become critical for the patient and unborn baby. The nursing staff is also concerned that the parents may not understand the consequences of their action. The ethical issue in this case is how to ensure safe delivery of the baby and to provide adequate medical care to both mother and baby. The case of Policy and Politics: This case describes one of the ICU patients AT, who is unconscious for few days, was brought to the hospital by his domestic partner. YM, his partner was beside him in the ER but he was not allowed to be with the patient after transferring to ICU. The day supervisor CB prevented Yves from visiting AT. Her actions violated current hospital same sex domestic partner policy. The question her is if the rights of the patient and the significant others have been violated here. Decision making steps I used an organized process to make this ethical decision called the Baird Method, which consists of four steps. Step 1: Identify the issue in the ethical dilemma, and evaluate the evidence. I need to be attentive as to gather all data to determine which issue has to be resolved. Step 2: Identify the primary stakeholders. I have to be intelligent and identify the real issue in the case. Step 3: Use my knowledge, be reasonable, fair, and understand my duty, which focus on the equal rights and remember my role on the impact on stakeholders. Step 4: Develop a situation that has balance and meets the needs of all stakeholders and communicate the decision to everyone involved. Applying these steps to issue of the Troubled teen I gathered all the information from the patient’s chart, went over the care  plan, medical plan and received the bedside verbal report from the outgoing nurse. She was not given adequate pain medicine nor seen by the physician on call because she/he was attending an emergency elsewhere. The stakeholders in this situation are as follows: †¢RB, the patient †¢LB, RB’s unborn child †¢RB’s parents †¢Shift supervisor †¢YN, RN caring for RB †¢The Shareholders Applying these steps to the issue of Policy and Politics: First of all here, I have to identify the problem. There are two issues here. One is allowing the domestic partner to visit the patient and the second one is to make sure that the hospital staffs follow the policy of the hospital. The stakeholders are †¢AT, the ICU patient †¢YM, the domestic partner †¢Staff nurse, M †¢CB, the shift supervisor †¢AF, the director of nursing †¢The Shareholders Ethical Lens used that influenced decisions Lens used in Troubled Teen case: Using the rights and responsibility lens, I could identify my duties as to assure that the care of the pregnant teen is not compromised and for those who cannot speak for themselves. I want to ensure that there is a safe delivery of the mother and the baby is safe. Result lens considers focus on the results we want in our community and how it contributes to the greater good in our community and to greater number of people. I used the action that tilted towards sensibility because I honored the need in this situation to consider parental wishes and aftercare of mother and baby. In the first situation the rights and responsibility lens was first and foremost in my mind. My duty made me to assure that the care of the patient and her unborn baby was not in danger nor the care was compromised especially when someone can’t speak for themselves. I used the result lens to make the care plans and involve the parents in the care of  their child and grandchild with the help of chaplain. In the second situation, it focused on the system and allowed me to incorporate what is best for the system and community, however protecting the rights of both. Lens used in the Policies and Politics case: In this case the use of relationship lens and reputation lens was used. The relationship lens focuses on the processes that systems need an ethical organization. The ethical lens tries to protect the basic liberties of everyone and this situation the domestic partner is to be treated like any other person. However, the reputation lens focuses on assuring that the hospital protocols are consistently followed and in this situation the partner should be allowed to visit his other partner. How concepts relate to the workplace In my workplace I face difficult ethical decisions associated with patient care and the policies set forth by the care agencies. This simulation helped me to recognize my own personal values, such as equality, fairness, compassion, which influences my decision in various decisions. This game helped me to examine the decision making process when faced with the difficult situations and how to make the right decision during any dilemma. The process set up in our workplace might not be ethical one for that particular situation but in this scenarios they were not followed blindly, but the best option was picked to solve them. Identifying my personal values and gaining knowledge of the ethical lenses allowed me to minimize necessary conflict at work and deal directly with the situation. CONCLUSION Ethical issues at work place associated with the patient care can add stress and increased burden on the nurses. The ethical game simulation allowed me to identify the issues and guided me through a systematic approach to solve the dilemma. This exercise helped me to prepare for a situation which will help me to reduce stress and make a sound judgment. The lenses allowed me to gain knowledge and insight to solve the problems.