Management of Organizational Performance: Literature Review

Management of Organizational Performance: Literature Review Many broad descriptions of management of performance can be found when one goes through the bulk of management materials available in books, journals and internet. Michael Armstrong 2000 plainly describes management of performance as a means of getting better results from a whole organization, or teams and individuals within ità ¢Ã¢â€š ¬Ã‚ ¦within an agreed framework of planned goals. Whereas Armstrongs description does not exactly introduce a novel definition in management literature, it captures the extensiveness of the field of appraisal. This field is full of complexities in regards to elucidating the exact scale of practices and mechanisms involved in performance appraisal. Armstrongs definition sets us on an excellent path when it comes to understanding these complexities. Donna Mitchell in her book Performance Management is more forthcoming in her definition and attempts to cover more ground in the management literature. She adds another dimension to the definition by first i ncluding performance measurement in her attempts to exhaustively describe management of performance. She describes performance measurement as the process of assessing progress towards achieving predetermined goals (Mitchell, 2007). She goes ahead to describe management of performance as, building on that process adding, the relevant communication and action on the progress achieved against these predetermined goals (Mitchell, 2007). On top of incorporating the aspect of measurement of performance in management, it is notable to appreciate that management of performance is fundamentally about management of people. It is basically an attempt to comprehend the manner in which people in an organization work, both individually and with others. Aspects like supervision, decision making, inclusive employee involvement, motivation and promotion of technological innovations among workers are equally crucial in the development of the organization. Mitchells definition is an improvement from Armstrongs description and more elaborative. It can be observed from the two writers that the field of management is unmistakably composed of several disciplines. Diverse modalities for organizational evaluation are existent and thus various operational methods have been formulated to independently appraise an organizations development. Financial department policies that specifically deal with accounting are mostly employed in evaluati ng and controlling the fiscal robustness of organizations. The technical operations department evaluation policies are inherently concerned with enhancing the logistical fluidity of activities and functions in the various departments. The human resource department on its part is largely specialized in enhancing output of personnel. These three offer an insight into the compound realm of management of organizational performance. The discipline of management that is closely related with the appraisal of organizational performance is the human resources. Nevertheless, other departments have evaluation score cards that respective managers use to review in assessing employee outputs and efficiency. Elaine Pulakos, in Performance Management: A New Approach for Driving Business Results, underscores the significance of management of organization performance being tactical, united, geared towards enhancement of performance and enforced enactment of positive development concepts. But this wide and ambiguous definition of management of organizational performance makes it an increasingly intricate undertaking. The specific appraisal component that is clearly implicit of the progression of performance evaluation is definitely the performance scorecard Rampersad posits that the Balanced Scorecard, as a tool of measurement has evolved into the ultimate unit pointer of progression or regression. He divides the measurement tool into two components; the Personal Balanced Scorecard or PBSC and the Organizational Balanced Scorecard (OBSC) (Rampersad, 2003). The former is for individual employees to evaluate themselves, while the latter is for entire organization to gauge its collective progression. Whereas different literatures on management will present divergentthough synonymousdescriptions of management of organizational performance, most of them are homogeneous in their acknowledgement of the importance of the practice. To formulate a strategy, a business or organization needs sufficient data that indicate its current status. The current status of the organization will be determined only by a review of the organizations performance. The performance management similarly aids in management of the process of implementing the conceptualized strategies. In the process of managing the formulated strategies, the scorecard data will caution against making assumptions. In the absence of a scorecard, an organization can easily make assumptions about its position and use the hypothetical data to make skewed and erratic projections about the future. Balanced Scorecards for the individuals and the organization are the only sure means of checking the development or degeneration direction of firm (Thorpe Holloway, 2008). The management of organizational performance can help a company ascertain that it is realizing minimum allowable standards that are necessary for continued existence. These could be standards pertaining to environmental safety or legal provisions. Management of appraisals of the company also communicates a clear message of expectation to the employees. As such, employees are conscious of not only their duties and responsibilities, but of performance standards the employers expect them to deliver. Stakeholders are also informed of the companys sense of direction; such stakeholders include current and prospective shareholders, concerned government authorities and clients or customers. Management of organization performance can be a system for the acknowledgement and appreciation of the hard work and outstanding behavior of excellent employees. Appreciating and rewarding excellent employee behavior can be an incentive or a source of motivation for other employees to improve on their del ivery and output. Clear as the benefits of management are, there exist two performance management precepts. The first is the tactical management of performance and the other is conservative management system. The tactical system which is purely strategic is also intrinsically reactionary and depends on market or environment settings and conditions. The tactical management system is triggered whenever there are drastic changes in the organizational surroundings and the business needs to readjust its activities in the wake of environmental changes. The conservative performance management system on the contrary is a continuous system that is carried out at predetermined regular intervals to self-regulate the firm. The regulation could be a quarterly, bi-annual or yearly process, planned to coincide with specific but organization-wide release of statements, for example production output statements, fiscal position reports or profit announcements (Carton Hofer, 2006). Other than communicating the position of the firm to stakeholders, the regular management of organizational performance is critical in inspiring and rewarding exceptional employee behaviors. While in the conventional logic the evaluation of employee performance and the reward schemes have been associated with release of firms fiscal reports, some organizations are using the Personal Balanced Scorecard to negotiate salary, wages and compensation for their employees. Niven, 2006 is a big critic of the system that seeks to use appraisal reports in assigning compensation packages for its employees. Niven argues that appraisal results are efficient only if the rewards for good behavior are gifts that supplement an employees pay, not if the result is used to calculate and determine the compensation package. Mohan Nair disputes Nivens argument in his book, Essentials of balanced scorecard. Mohan is of the view that a scorecard is the surest means of keeping employees in check all year round . He, Mohan, posits that an organization has no business providing attractive compensation packages to non-performing employees as the main goal of an organization is to generate profits. Niven is critical of using scorecards to determine compensation packages because they create rivalries among employees within departments and they are also unsustainable. Niven wants us to imagine a scenario where the performance of an employee keeps fluctuating on monthly basis. If an employee is outstanding on the first month, average on the second and grossly underproductive on the third, does the management keep on updating the compensation package for every of those months and for every single employee in the organization? Matthew Kammerer explores deeper into the pros and cons of balanced scorecards as were developed by the pair of Robert S. Kaplan and David P. Norton. He notes that while Kaplan and Norton were innovative in formulating a system for evaluating performances, he hypothesizes that anomalous employee behavior is most likely to be observed in the long haul. This system will eventually water down on the worth of tactical performance management as it will not be entirely impartial to all employees. Research done by Michael Hammer on the same issue backs up Kammerers hypothesis, and points out to the prejudicial nature of scorecards on junior employees. The reward scheme is done by senior organization employees and these superiors will assign themselves favorable points and pocket the bulk of the rewards. Many departmental managers have raised complaints regarding the partiality of performance rewards scheme, and particularly criticized the criteria employed to settle on rewards. The human resource department is at the centre of this reward scheme and is equally burdened by the tenets to be used in rationally allocating rewards (Hammer, 2007). The big question therefore is, what aspects need to be managed when evaluating the performance of the organization? The quandary of assessing organizational performance is such a demanding undertaking that management experts and observers can only speculate on the best ways forward. Fiscal strategies are conventionally regarded as the easily usable schemes in many firms. With the turn of the millennia however, organizations have become more complex with multifaceted dimensions that need cannot be evaluated by fiscal analysis alone. Paolo Taticchi reckons in the International journal of Productivity and Performance Management that fiscal analysis, by use of management accounting, is an incomplete tool as a comprehensive organizational performance indicator. Taticchi notes that the use of management bookkeeping information is only enough when reviewing inflows and outflows. The inadequacies of purely financial appraisal systems in performance review have spawned a shift from cost analysis to encompass a wide range of issues such as a review of the firms goals. Observers in the appraisal of performance have debated and proposed ways in which organizations can formulate proper assessment systems. From the bulk of management literature available on performance measurement, comprehensive review outlines have the aim of delineating performance in a manner that echoes strategic organization goals (Taticchi, 2010). These outlines possess fundamental attributes that assist in pinpointing the apposite series of standards against which performance is sustainably assessed and managed. The literature covered in Thorpe and Holloway (2008), and Taticchi (2009) highlight the reality that a series of review measures employed by a firm must depict a crystal representation of the firm. These measures ought to echo the fiscal as well as the non-fiscal strategies; the internal and environmental attributes; and the competence and efficiency measures. The generated outline of quantifiable measures must also generate a clear indication of the firms performance. Case in point, the minimalism and perceptive basis of the Organizational Balanced Scorecard is regarded as its most resourceful feature, as it is simple and readily grasped (Fakhri, Menacere Pegum, 2011). Outlines need to show the necessity for a firm to employ a series of measures that are multifaceted in dimensions. All areas of organizational performance must be measurable to reflect development or regression in the outline. The sight of a chief executive officer handling a mass of data that has not been filtered into meaningful information is not so uncommon. Such heaps of data does not present any meaning and insightful account of the performance of individual and departmental units in the organization. To eliminate the occurrence of a scenario where an executive reads heaps of data that bears no informative insight, the department of quality management has to come into action. Some reputable methodologies can be used by the quality management department to cover the apparent inadequacies of balanced scoreboards for example the Demming Cycle (Balanced Scoreboard Institute). Developed by Edward Deming in the mid last century, he held that business processes ought to be scrutinized and gauged to make out the sources of discrepancies which result in manufactured goods digressing from clients specifications. The Demming Cycle represents just one of the many assessment tools that are not only geared towards fiscal analysis but cover other crucial organizational issues. The Demming Cycle is simple; place the undertakings and activities of the firm in an incessant feedback loop so that supervisors can make out and alter the activities that need upgrading. To demonstrate the cycle, he used the PDCA (Plan-Do-Check-Act) cycle to keep performance management in continuous check (Averson, 1998). Under the Plan, the management or whoever is concerned with the review of performance management-devises and revises the organization processes and the associated components (activities) to guarantee continuous development or improvement in results. The Do part of the cycle is concerned with the carrying out of the Plan, and the gauging of processes performance. The Check section is meant for assessment of products measurements, and the identification of faults. The results obtained from the Check section are forwarded to the organs of decision making. Finally, the Act part is mainly an action phase. Changes are made at this stage in case faults have been detected in the system. Tools for quality assessment managers are not few. There is the OODA loop which is an acronym for Observe, Orient Decide and Act that is used as a precept for strategic operations in the organization. The OODA loop appreciates the reality that the process of decision making is continuous cycle that needs regulated periods of observing and acting indefinitely. Similar to the Demming cycle, it is a deterrence mechanism that requires communication in the organizational structure. The six sigma is another management strategy, initially a project of Motorola, which is geared to identifying defects and eliminating them before they impact on the performance of the firm. It incorporates statistical quality management systems. Six sigma has its own share of debatable controversies and has been likened to the balanced scorecard for its lack of creativity by a host of management literatures. Research into the sigma six effects on business quality has revealed that an excess of 90 percent of fir ms that implemented the quality assessment programs recorded a loss in fortune (Morris, 2006). Others quality assessment tools include COBIT or Control Objectives for Information and related Technology that is specifically used in the information technology organizations and is a creation of the Information Systems Audit and Control Association. AIDA an abbreviation for Attention Interest Desire Action is another tool used in the marketing department to appraise marketing performances (Morris, 2006). All the management literature reviewed in this paper provides resourceful information in managing the performances of an organization. The literatures clearly indicate that for an organization to unlock its potential it must deal with right quality management tools and they should be applied appropriately to realize their potential. Performance management ought to be cross-sectional and not only target a particular section of the workforce. The exact performances that are being appraised ought to be reflected against expectations, the requisite requirements for outstanding performance and the qualities the clients are looking for. Performance must also be managed and appraised against feasible strategies and goals. A cross-sectional link between the performances of employees in hierarchical organizations should be explicitly assessed, so that the elimination of any possible conflicts in evaluation of employees is carried out. Conflicts are clear stumbling blocks in organizational eva luation. Such conflicts in the form of organizational politics need to be deracinated to ensure that departments with functional dependencies correlate with each other harmoniously. Organizations must center their performance appraisals systems towards communicating insight to employees, and not just generating raw data on employee productivity. If quality assessment tools are effective and the organization is realizing its objectives without subjecting employees to data about their performance, a positive culture of self drive is calculated amongst employees. On the contrary, if an organization is performing well and the company keeps on generating data for the purpose of rating employees, it creates a rivalry among departments and employees. This consequently results in some employees developing dysfunctional behaviors, either due to paranoia or insecurity over their jobs (Falcone Sachs, 2007). Considerable collective organizational effort must be spared to ensure the gradual development of apposite traditions in the firm that promote engagement of the firms employees in the processes and objectives of the company. Such a tradition should cultivate the feeling of appreciation among the employees so that employees enjoy their work. In brief, organization performance management will first encompass aspects such as planning of employee roles and demarcation of specific expextations from employees. Second, it involves an incessant process of performance supervision by use of quality assessment tools. Third, it encompasses the development of employees aptitude and competence to execute their roles. Fourth, it involves the intermittent positive appraisal of performance of individuals and departments. Finally, it covers the sensitive issue of rewarding employees who are exhibiting excellent organizational behavior and performance. Why i decided to go to college? Why i decided to go to college? When I think about college I think about a lot of studying and not enough time for myself. But I know that when I graduate college I will have many opportunities available. Going to college has affected my life in many ways, but in the end it will all pay off. I then decided that I wanted to go to college because I want a better future. After I graduated high school, I never thought about college. The reason I never thought about college was because, my parents didnt have that much money to support me through college. My parents wanted a better future for me, so that I can take care of myself. I then decided to go to Hennepin Technical College because they offered me financial aid. If it wasnt for financial aid, I wouldnt even think about going to college. I have a total to five in my family, and my father is the only one working. Financial aid helped me out a lot because, I didnt have to pay for anything. They helped me out with my tuition and my books. But sometimes my tuition don t always cover all of my cost in college. That made me happy because, I know that my parents didnt have to worry about paying for my tuition. Another reason I decided to go to college is because, it is closer to home. I wouldnt want to be making a long drive home from college. I also decide to go to Hennepin Tech because, of the time. They have morning, afternoon, and evening classes. I am a evening person. I concentrate better in the evening than 7:00AM. When I wake up that early, I feel like I cant concentrate. So for my classes, I have mostly all evening classes and one morning class. I try my very best to stay focused, but that was the only time they have available for morning class. When I started college, I thought that it wouldnt be so hard, but I was wrong. Not only do I have to study hard, but I dont have enough time for myself. I am going to college to become a dental assistant. In my dental class I have an exam every time I go to that class. I also have papers due for my other class the same time I have to study for my dental exam. It is so frustrating, because I dont know which one to do first, and I also become stressed out. But I end up doing well on my papers and on my exams. With all that studying and exams I have, I cant get a job, because I have so much work to do at college, I dont think that I can keep up with a job. My parents are great, they never tell me to get a job, because they know that I have to much papers and exams at the top of my head. They always tell me to focus on my studies and dont worry about a job, that they will support me. That made it less stressful knowing that I dont have to worry about getting a job. College has affect my life in many ways. I am the first one in my family to attend college, which means my parents are very proud that I decided to go. Since I am the first to attend college, I want to show my two brothers that they can do it, if I can. College has change my way of thinking. I know that when I graduate college, I will have a brighter future with many job opportunities available.

The Aeneid and the Glory of Rome

Between 43 and 32 BC Rome was split up through the second triumvirate upon the death of Caesar. The triumvirate was a way to split the military and political power because the senate feared that they would once again fall under a dictatorship, which is the ultimate reason Julius Caesar was murdered. Civil war broke out in Rome between the Octavian and Mark Antony, but Antony was defeated in 31 BC in the battle at Actium (Joe). Octavian, later renaming himself Augustus, was the emperor in Rome, a city with a new beginning. With his new power Augustus reorganized the military and political power. He also began to design a program to create buildings like those in Athens (Joe). Perhaps his most notable achievement was commissioning Virgil to write, The Aeneid. Virgil, born October 19 in 70 BC, was and still is regarded as the best poet in Rome (â€Å"Virgil†). As a citizen in Rome Virgil felt a sense of relief when the civil war had ended and like the rest of Rome was extremely grateful to Augustus for making this possible. Augustus wanted to return Rome to their previous traditions and remind the republic of their moral values that were once highly regarded. These values included bravery, family devotion, duty, and responsibility. Virgil wanted to model his epic poem after those that were so famous in Greek literature, The Iliad and The Odyssey and also present Aeneas as the ideal Roman citizen (â€Å"Virgil†). In his epic poem Virgil tells the story of Aeneas and his journey from Troy to Italy, where he was destined to found Rome (Sparknote Editors). The glorification of Rome is shown throughout the story of Aeneas. Virgil begins his story introducing Aeneas and exemplifying the moral value of duty when he says, â€Å"I sing of warfare and a man at war. From the sea-coast of Troy in early days He came to Italy by destiny, To our Lavinian western shore, A fugitive, this captain, buffeted Till he could found a city and bring home His gods to Laetium, land of the Latin race, The Alban lords, and the high walls of Rome. Tell me the causes now, O Muse, how galled†¦ To undergo so many perilous days and enter on so many trials. Can anger black as this prey on the minds of heaven (Virgil 930)? † These lines discuss his journey that is his destiny. Virgil’s usage of the phrases â€Å"bring home† and â€Å"his gods† are representative of Aeneas’ duty and responsibility to Rome and the Roman Gods. â€Å"To undergo so many perilous days and enter on so many trials,† shows how Aeneus will make this journey no matter how hard it may be. Another moral displayed in The Aeneid is family devotion and duty. In book two Virgil describes Aeneas’s departure from Troy with his father on his back, â€Å"Did you suppose, my father, That I could tear myself away and leave you? Unthinkable; how could a father say it? Now if it pleases the powers about that nothing. Stand of this great city; if your heart Is set on adding your own death and ours To that of Troy, the door’s wide open for it. † This quote shows how dutiful Aeneas is to his father Anchises because he would not leave his father and would do anything to get him to safety. An example that is a little more extreme in promoting the glory of Rome comes in book IV when Virgil writes, â€Å"Roman, remember by your strength to rule Earth’s peoples—for your arts are to be these: To pacify, to impose the rule of law, To spare the conquered, battle down the proud† (Virgil ). This is from the speech that Anchises gives Aeneas and Virgil uses this as a way to voice the values that he thinks Rome should stand on. The speech can be labeled as propaganda and is one of the first clear examples of propaganda in the epic poem. Another clear example of propaganda comes in Book IIV when Vulcan makes the shield of Aeneas. On this shield is a scene of the Battle at Actium and Augustus is depicted conquering Cleopatra. This leaves the impression on readers that Augustus was the clear victor in the battle and his ideals and rule shall be the one that Rome follows. To understand if The Aeneid is written as propaganda you first need to recognize what propaganda is. As listed in the Merriam-Webster dictionary propaganda is, â€Å"ideas, facts, or allegations spread deliberately to further one's cause or to damage an opposing cause. † Following this definition the author of this paper believes that The Aeneid is propaganda. The first reason this epic poem is propaganda is because Augustus wanted to tell the story, so he appointed Virgil to write the story and set the standards for the style it was to be written in. The only line that is unclear is who is actually telling the story. It is never mentioned in history whether Augustus told Virgil what to say or if these are the ideals and opinions of Virgil himself. The example given about the depiction of the Battle of Actium on Aeneas’ shield directly follows the definition of propaganda because it is showing the battle which is fact, but skews it to be in the favor of Augustus. It also helps to damage the opposing cause of the Triumvirate and helps to unify Rome. This story is also propaganda because of the traits seen in Aeneas. Aeneas displays all of the qualities that Augustus and the Roman people believe Romans should have. These qualities include the moral values of responsibility, duty, family devotion, and bravery. Augustus was extremely smart in his appointing Virgil to write the epic poem The Aeneid. It set out exactly what he intended it to do, which was to follow the Greek format of The Odyssey to give Romans their own story. It glorified Rome and was propaganda in the ideals and facts that were spread to further Rome’s cause.

Quality Costs for Consideration Essay

Our firm is the producer of tangible products. We, as a company, must ensure that we are delivering the highest quality products to our customers to maintain a quality reputation and in order to earn repeat and referral business. We have identified the three types of costs associated with the implementation of quality considerations. We believe that if we are mindful of the following costs our quality will improve, our customer satisfaction will improve and our business will prosper. The three types of costs associated with quality considerations are prevention costs, appraisal costs, internal and external failure costs. Prevention costs are the most effective way to avoid unnecessary problems with production and sales quality. These costs are defined as any steps we as a company can take to pre-emptively avoid any future defects by providing our employees with things such as, proper tools to complete their assigned work, safe and proper working conditions, proper and effective train ing of all new employees and continual training and education for all existing employees, and by implementing quality control systems to ensure all products produced are up to the company’s and customer’s quality standards. Appraisal costs are the costs associated with the testing and inspection of purchased materials used in the productions process, inspection of the items the company is producing, checking items produced for conformance, quality control audits and field testing of items produced and the cost of the labor associated with all of these items. These costs are ultimately the quality costs resulting from quality control and while they may be high in numbers but are imperative during the manufacturing and production processes. Internal failure costs are the costs that we would incur should we fail to meet the quality standards of the products we produce. These costs encompass everything from the manufacturing of a defective product to the downtime resulting from a quality assurance problem. Scrap materials, defective and rejected products are some example of internal failure costs incurred from a lack of quality assurance. External failure costs are the result of internal failure costs that somehow escape recognition and end up with our customers. These costs are warranty repairs and replacements, lawsuits from defective or dangerous products, a loss of referral and repeat business as a result of a battered reputation and any recalls the company may have to endure because of faulty quality assurance; these costs will inevitably cause the most damage as our defective products have reached the product and that is where the problem is realized. The time, money and effort needed to overcome an external failure cost is astronomical and can even become a threat to the company’s very existence. An evaluation of these costs allows us to analyze the trade-offs for each and why it is so important for us, as a company, to maintain high quality control standards. Preventative costs may be substantial to the company during the initial implementation period because the company may have to update equipment or hire appropriate training managers for our employees but we believe that if we implement these preventative measures the benefits will far outweigh the costs for the company. The tradeoffs if we decide not to take preventative measures we will be opening our processes up for internal failure which will result in lost time, wasted product and unhappy customers from late deliveries. We believe this cost will affect our employee’s morale and increase our costs overall for the reasons stated above which will deteriorate our margin. Appraisal costs may be numerous in the manufacturing industry and during the production process but the tradeoff for not implementing these appraisal costs is far too great to accept from a cost, benefit perspective. The tradeoffs for not implementing these costs are the use of bad raw materials during production resulting in poorly produced items, products that are not uniformly produced defective products which will ultimately be returned or worse cause harm to the distributor or even customer. We would lose business, lose referrals and possibly even lose suppliers if we do not implement appraisal procedures and we, as a company cannot afford liabilities that would be a direct tradeoff for not implementing appraisal costs. Internal and external costs, we believe, can be the end of the company if we do not take preventative action now. We leave ourselves open for litigation from faulty products that reached our customers and were injured, the cost of recalling faulty merchandise which requires us to pay for shipping and to replace any defective product that we sold. We also open ourselves up for public ridicule and loss of repeat and referral business from a battered reputation. For all these reasons we believe that the company needs to act now to implement a quality control system, implement preventative measures starting at the training phase of our new employees and monitor our output carefully by auditing our processes and products regularly to help us avoid internal failure and external failure costs as a company.

Scenario of Traumatic Brain Injury in 45 Year Old May

Traumatic head Injury is the most common cause of death and disability in the UK (National Institute of Clinical Excellence (NICE), 2014) and is the world’s leading cause of morbidity and mortality of those under the age of 45 (Wilson, 2011). A head injury has an impact in epidemiological and economic terms as well as loss in quality of life (Mar et al. 2011). Approximately 700,000 people per year in England and Wales attend an emergency department for head injury, with almost half being the result of falls (NICE, 2007 amp; Clinical Knowledge Summary, 2009). The vast majority of patients (90%) will have minor head injuries (Vos et al. 2012) and be discharged, however many patients will need to be admitted for definitive care and†¦show more content†¦This is known as Monro-Kellie hypothesis (Porth, 2011). Severe head injury can affect the compensatory mechanisms resulting in them becoming rapidly exhausted (Deitch amp; Dayal, 2006) and failing. If Sam was showing symptoms such as confusion, memory loss and reduced ability to move his body this would be indicative of cerebral hypoxia, which could be a result of ICP increasing above 20 mmHg (Brain Trauma Foundation, 2007). If ICP increases and unrelieved, compression of the brainstem could occur, causing Sam to become bradycardia, hypertensive and have a decreased respiratory rate, known as the Cushing’s response. The brain is dependent on blood flow to provide oxygen and nutrients to the neurones and remove waste products. The cerebral blood flow (CBF) is generally constant 700ml/min, approximately 15% of total cardiac output due to the brains ability to autoregulate, by the cerebral arterioles vasoconstricting/vasodilating, in response to cerebral perfusion pressure (CPP) (Porth, 2011). CPP represents the blood pressure gradient across the brain and can be calculated by subtracting ICP from systemic mean arterial pressure (MAP). Normal CPP ranges from 50 – 70mmHg with a CPP below 30mmHG incompatible with life (Adam, 2009). It is when CPP falls below 50mmHG or rises above 150mmHG that autoregulation fails and CBF becomesShow MoreRelatedVeterans With Ptsd And Dementia2034 Words   |  9 Pages The Occurrence of Veterans with PTSD and Dementia Veterans are dealing with health issues (Musculoskeletal injuries and pain, Mental health issues, Chemical exposure, Infectious diseases, Noise and vibration exposure, Traumatic Brain Injury (TBI) and Urologic injuries) upon returning home from combat duty. Also, many veterans have problem assimilating, flashbacks or just talking to civilians in general. The purpose of this paper is to look at the research surrounding veterans with PTSD linkRead MorePost Traumatic Stress Disorder in the Military5865 Words   |  24 PagesAdministration (Concentration in General Administration) By Ronnie E. Heare Student ID# 284890 Project Instructor Dr. Robert Weltzer April 17, 2009 CHAPTER I DEFINITION OF THE PROBLEM Introduction Post Traumatic Stress Disorder, PTSD, and Traumatic Brain Injury, TBI have become an ever increasing problem in the military since the inception of the Global War on Terrorism. All too often Soldiers are misdiagnosed, given medication for depression and sent back for multiple tours toRead MoreSchool Of Social Work At Stephen F. Austin State University At Burke Center5170 Words   |  21 Pages(myburke.org, 2017) states that they manage 47 facilities that concentrate in personal, professional and compassionate care for each and every patient. (myburke.org, 2017) further confirms that â€Å"part of the East Texas healthcare community for 40 years, Burke employs more counselors, psychiatrists, therapists and case workers than any other provider.† When I joined Burke to complete my internship, I instantly saw high ethical values at work. The staff consistently was striving to provide high-qualityRead MoreHesi Practice31088 Words   |  125 Pagestreatment for alcoholism is A. psychotherapy. B. total abstinence. C. Alcoholics Anonymous (AA). D. aversion therapy. 8. A 23-month-old child is brought to the emergency department with suspected croup. Which assessment finding reflects increasing respiratory distress? A. Intercostal retractions. B. Bradycardia. C. Decreased level of consciousness. D. Flushed skin. 9. A 20-year-old mother of a premature newborn smoked cigarettes during her pregnancy. Her son is a client in a neonatal intensive care unitRead MoreEssay special education11975 Words   |  48 Pagesform of pathology, and then the individual may become aware of this: they experience symptoms.   Later, the performance or behaviour of the person may be affected, and because of this the person may suffer consequences such as being unable to work.   In this general scenario,   Impairment was defined as any loss or abnormality of psychological, physiological, or anatomical structure or function.   Impairment is a deviation from normal organ function; it may be visible or invisible (screening tests generallyRead MoreStatement of Purpose23848 Words   |  96 PagesStatements of Purpose (Developed by the Writing Center, Ohio Wesleyan University, 2010-2011) A statement of purpose focuses on your academic interests and accomplishments, though you may use ―Iâ€â€" and include a personal anecdote or two, while a personal statement includes more autobiographical material and may be written as a personal narrative. A quality statement of purpose will distinguish you from the other 150 to 400 applicants competing for the 10 to 20 spots in an average- to large-sizedRead MoreFundamentals of Hrm263904 Words   |  1056 PagesInc. and printed and bound by Courier/Kendallville. The cover was printed by Courier/Kendallville. This book is printed on acid free paper. Copyright  © 2010, 2007, 2005, 2002 John Wiley Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, withoutRead MoreBho pal Gas Disaster84210 Words   |  337 Pagesonly $370 to $533 per victim - a sum too small to pay for most medical bills. In 1996, t elve years after the disaster, Union Carbide became part of the Dow Chemical w Corporation, which flatly refused to assume any liabilities in India - or clean up the toxic poisons left behind saying that it was the responsibility of the Madhya Pradesh state government which had taken over the site. Today twenty five years since that fateful night, lakhs of people still living in the vicinity of the factory are exposedRead MoreMarketing Mistakes and Successes175322 Words   |  702 PagesCourier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright  © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, Read MoreOcd - Symptoms, Causes, Treatment131367 Words   |  526 PagesCLARK THE GUILFORD PRESS New York London  © 2004 The Guilford Press A Division of Guilford Publications, Inc. 72 Spring Street, New York, NY 10012 www.guilford.com All rights reserved Paperback edition 2007 Except as noted, no part of this book may be reproduced, translated, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise, without written permission from the Publisher. Printed in the United States