The Homeland Security Act Of 2002 - 1813 Words

Introduction Since the creation of the Homeland Security Act in 2002 after the 9/11, attack the department has come across challenges and criticism from the government and private sectors alone. Since the Homeland Security Act of 2002 it has been amended in carrying out the effects of the 9/11 Commission Act of 2007. The activity report has shown it provides a strong well-rounded and strategic foundation of the highest priorities in which it ensures the department will invest and operate in a producing unified fashion to make decisions that will strengthen the department unity of effort. Moreover, the department will continue to give support to the five basic homeland security missions and continue to support missions set forth in the†¦show more content†¦Moreover, communities across the country need to increase their participation and strengthen their efforts to deter terrorists and malicious actors and mitigate radicalization toward violence. (dhs 2012-2016 p. 3). Since th e last review in 2010, terrorist threats remain real and are even harder to detect today since the Boston Marathon bombing it has illustrated the rise of the threat (dhs 2014 p. 6). There are many forms of threats because of the independent actors and it may become harder to detect. Americans must remain vigilant in detecting these threats, and given the nature of these threats the public and private sectors engages in campaigns such as â€Å"If you see something, Say something.†(dhs 2014 p. 6). This campaign will become even more important collaborating with federal, state, local, tribal, and territorial law enforcement in the next four years. Secure and Manage our Borders The goal of securing our borders is to secure them between the port of entry and our nation’s borders against all threats. The U.S. Border Patrol plays a critical role in securing our nation’s borders in preventing terrorists from entering the U.S. and between the POEs through improved and sophisticated tactics, techniques, and procedures (cbp 2012,2016 p. 8). The second goals are to strengthen its border security to continue to evolve and improve its organization by using the information, integration, and rapid response. To continue improving border security

Effective Communication Is Crucial Aspect Of Nursing Essay

Effective communication is crucial aspect of nursing yet too often is placed low on the priority list, especially at shift change. Information related to the care of patients is frequently disseminated at a crowded, noisy nurse station with several nurses rushing to leave and others attempting to get the information necessary to plan care and limit the constant distractions. It is this interaction that allows for information vital patient safety information to be communicated including the acuity of patients. Currently at the hospital I work in does not require bedside reporting in high acuity areas such as the emergency department. The current practice is to first identify the nurse for the assignment you are relieving, which often times can be multiple nurses. This often leads to very brief exchange of patient information so that each nurse can get to the next person and start care or leave for the day. Due to the nature of an emergency department, patient population is extremel y diverse yielding reports regarding patients of different ages, diagnoses, and acuity. Couple the diverse nature of clients with the brief interactions between nurses to communicate what is presumed important regarding patient care while attempting to maintain privacy all with the distractions of a busy nursing station and it is likely some piece of information may be missed or overlooked. Typically, the brief report from the off going nurse includes a summary of the client’s currentShow MoreRelatedReflection On My Learning Skills Development During This Semester1266 Words   |  6 Pages Nursing: Portfolio Assignment Name Institution Professor Course Date Task 1: Reflection on your learning skills development during this semester Nurse education comprises of practical and theoretical training offered to student with the aim of preparing them for their roles as nursing professionals. 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Management for International Business -myassignmenthelp.com

Question: Discuss about theManagement for International Business and Management. Answer: SWOT Analysis The SWOT analysis includes the factors that help the company to analyze the internal and the external factors that can impact the working of the KFC. The SWOT analysis of the KFC is discussed below and includes the Global as well Middle East regions perspective. The Middle East regions consist of Cyrus, Turkey, Egypt, and various territories and states of Arabia (Hollensen, 2015). Strength Global perspective- The Company is having the global presence as KFC is the worlds 2nd largest restaurant chain. The company is having approximately 18,000 KFC outlets in 120 countries and the territories across the world. KFC brand is well known for the fried chicken across the world, but now along with the Non-veg offering company is proving the Veg Category. The company is leading in the world because of their secret recipe that contains 11 herbs and species. This recipe became the strength of the company and helped the KFC to become the successful food chain across the world (Shuailing, Zhi, 2015). Middle East Regions- Middle East regions are considered as the strong markets of the KFC. The company is earning huge amount of revenue from the franchises and the licensees fees that are established in Middle East regions. This is the reason company is having the strong brand reputation along with the visibility and accessibility in Middle East regions. The accessibility of the KFC outlets is more in the east regions which enhances the goodwill of the company. Weakness Global perspective- The management of the franchises across the world is bringing trouble for the KFC. The KFC found that they closed many outlets because they found the conflicting operational issues among the KFC and its franchisees. The food provided by the KFC includes the unhygienic calories and unhealthy fats, which affects the business of the KFC because nowadays the people are becoming health conscious (Hollensen, 2015). Middle East Regions- KFC Company is least interested to bring any development and innovation in the Middle East regions and this is becoming a weakness for the company. The company also faces problems related to the management of the franchises across the eastern regions. Opportunity Global perspective- The KFC brand stills have the market expansion options that can be used by the company as the lifestyle of the customer is changing. The company has the opportunity to get the specialty in the vegetarian menu; this will leads to the growth and success of the company. Penetration can be adopted by the company which will help the company in enhancing the growth and becoming the leading player in the food chain industry (Zhuang, Jiang, 2016). Middle East Regions- Company has the opportunity to open many more outlets in East regions. Opening new outlets will enhance the growth and profit of KFC. The company has the opportunity to bring more of the vegetarian's dishes as most of the people like to have the vegetarian dishes instead of the non-veg. Threats Global perspective- The company has to compete with different competitors across the world, this is the reason KFC is not a leader in the industry. The change in the eating habits of the customers is leading and become a threat, the habits are changing due to the awareness of the healthy products. The increase in the prices of the raw material is one of the threats. The closure of the franchises might create the impact on the brand image of the company which is again a threat. Middle East Regions- The leading competitor McDonald is giving competition to the KFC in the Middle East regions as well. The threat of the competition is increasing and it is becoming the threat to the company. The prices of the raw material are also increasing which made the KFC think that if they increase the price they will not be able to compete in the market (Mahidin, Othman, Saifudin, 2016). References Hollensen, S. (2015). Marketing management: A relationship approach. Pearson Education. Mahidin, N., Othman, S. N., Saifudin, A. M. (2016). Halal logistics issues among the food industry companies: A preliminary study. Shuailing, L. I., Zhi, Y. U. (2015). KFC development in Chinese marketbased on the social responsibility and ethics. International Business and Management, 10(3), 142-146. Zhuang, K., Jiang, Y. (2016). An analysis of the development of the Chinese fast food industry. Journal of Asian Business Strategy, 6(5), 85.

Management Assignment Human Intelligence free essay sample

Traditionally organisations have concentrated upon the intelligence of individuals and held the point of view that intelligent people in terms of IQ succeeded more. However, these ideas are continually challenged by the idea of emotional intelligence being key indicators of management performance (cited in Khosravi, Manafi, Hojabri, Aghapour and Gheshmi, 2011, pg 3). Emotional intelligence is ones ability to perceive and regulate other people’s emotions (cited in Sadri, 2012, pg 536). In present society, emotional intelligence of management is essential to positive communications in projecting ideas, increasing value of teams through creating common team values and hence increasing the job satisfactions of individuals in workplaces from corporations to sales. Emotional intelligence is consequently directly related to the overall performance of a company and also the efficiency of individual employees. It can also be said that emotional intelligence is much more important then pure intelligence in shaping leadership success (cited in Sadri, 2012, pg 537). Managers use communication as a method to transfer meaning to others for the ultimate purpose of achieving their goals and objectives. The ability to communicate efficiently depends upon the manager’s capability to empathise with his or her peers, that is, the manager’s level of emotional intelligence. Goleman’s study asserts the notions of emotionally intelligent individuals are more successful at communicating their ‘ideas, goals and intentions’ (cited in Zeidner, Matthews, Roberts, 2004, pg 386). Similarly, Wasielewski’ studies suggests emotionally intelligent individuals are able to ‘excite and enthuse’ or make others ‘feel cautious and wary’ (cited in George, 2000, pg 7). This sort of behavior will consequently motivate or demotivate individuals in the workplace. Thus emotional intelligence is crucial as it allows managers to communicate effectively and therefore achieve his or her goals by influencing the mood and emotion of his or her team. Bar On further asserts that managers are also able to use communication to ensure a positive result in environmentally demanding work situations (cited in Zeidner, Matthews, Roberts, 2004, pg 374). Managers will only be able to do this if they understand their employees’ personal feelings, hence emotional intelligence is the tool that lets managers communicate effectively in any sort of situation. Regardless of whether the situation is difficult or not, emotional intelligence will always be significant because it allows the manager to communicate effectively with his or her employees (cited in George, 2000, pg 8). A consequence of managers who communicate with high emotional intelligence creates value adding member interaction, which in turn increases team productivity. Positive emotions of certain individuals such as managers can influence team member mentality and is high likely to increase group cohesion through relationship building, this is also known as positive ‘emotional contagion’ (cited in Ashanasy and Daus, 2002, pg 79). However oppositely, negative emotions of an individual can decrease the efficiency of other team members since negative attitudes can ‘infect’ co-workers and is hard to reverse (cited in Ashanasy and Daus, 2002, pg 79). Consequently due to these polar outcomes the need for emotionally intelligent managers is crucial to the operation of a team to complete tasks efficiently. More importantly, high emotional intelligence can impact a leaders and teams ability to construct team goals and objectives (cited in Ashanasy and Daus, 2002 pg 81). This is asserted by Rosete and Ciarrochi study in which concluded that high emotional intelligent leaders performed more efficiently and was not affected by cognitive ability (cited in Sadri, 2012, pg 538). Apart from leadership highly emotional intelligent team members also increased team efficiency. A Study by Jordan and Troths concluded this through their experiment where they concluded high emotional intelligent team members performed more exceptional then low emotional intelligent teams (cited in Sadri, 2012, pg 538). Thus leadership through high emotional intelligent individuals increases the value of a team, however high emotional intelligent team members also contribute to positive team interaction. Another aspect of high emotional intelligent leaders is improved job satisfaction and hence increased performance. Emotionally intelligent leaders are able to influence ‘shared beliefs’ of groups, allowing them to shape ones abilities and skills to communicate and co-ordinate with each other (cited in Zampetakis and Moustakis, 2011, pg 84 ). These ‘shared beliefs’ allow groups to have high job satisfactions due to improved performance due to positive emotional norms created by the manager (cited in Zampetakis and Moustakis, 2011, pg 84). Henceforth, an increase in group job satisfaction will allow individual satisfaction growth, this will in turn increase overall efficiency. In the studies of Ashkanasy and Daus, we can also view the importance of emotionally related job satisfaction. The study contains scenarios, which stress how negative satisfaction partly due to leadership problems can have adverse affects upon other team members. Research has also exemplified the need for emotionally intelligent managers to heighten positive emotions with employees particularly in the sales industry to increase customer rentention (cited in Ashkanasy and Daus, 2002, pg 77). Hence, job satisfaction is highly correlated with the emotional intelligence of managers. Job satisfaction is clearly an important factor in the workplace as it is able to increase efficiency. As organisations and businesses seek to increase efficiency, the use of emotionally intelligent individuals will be employed to redefine groups and individuals in the workplace. Over time as stronger evidence builds upon that high emotional intelligent individuals make better leaders, companies will undergo a transition to recruit or train emotionally intelligent individuals. As companies continually gain knowledge in this field, competitive strategies will be formed to better firm performance. As they embrace these types of changes, competitive advantages particularly in the sales industry will experience large competitive advantages. Communication from highly emotionally intelligent allows more positively regulated team ambitions and hence allow greater team collaboration, which increases inter-personal relationships. Team collaboration is highly effective in producing superior job satisfactions and consequently job efficiency. Hence, emotional intelligence is essential for leaders to manage successfully in workplaces. References: Sadri, G. , (2012). Emotional intelligence and leadership development, Public Personnel Management, Vol. 41 No. 3, pp. 535-548 Date Viewed – 10 April 2013 lt;http://web. ebscohost. com. wwwproxy0. library. unsw. edu. au/ehost/detail? vi d=3amp;sid=7e41ae83-e0b2-455b-ac25-1568e4f33f6f%40sessionmgr110amp;hid=112amp;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buhamp;AN=79656429gt; Khosravi, R. D. , Manafi, M. , Hojabri, R. , Aghapour, A. H. , Gheshmi. R. , (2011). The relationship between emotional intelligence and effective delegation. International Journal of Business and Social Science, Vol. 2 No. 19, pp. 223-235 Date Viewed – 10 April 2013 lt;http://search. proquest. com. wwwproxy0. library. unsw. edu. au/abiglobal/docview/904526890/13D5FC8D9CD73AEC7F5/1? accountid=12763gt; Zeidner, M. , Matthews, G. amp; Roberts, R. D. , (2004). Emotional Intelligence in the Workplace: A Critical Review. Applied Psychology, 53(3), pp. 371–399. Dated Views – 10 April 2013 lt;http://onlinelibrary. wiley. com. wwwproxy0. library. unsw. edu. au/doi/10. 1111/j. 1464-0597. 2004. 00176. x/abstract;jsessionid=BC2DC14C7B9282FD9361B666E034A2C9. d02t02gt; George, J. M. , (2000). Emotions and Leadership: The Role of Emotional Intelligence. Human Relations, 53(8), pp. 1027–1055. Date viewed – 10 April 2013 lt;http://search. proquest. com. wwwproxy0. library. unsw. edu. au/docview/231437575/fulltextPDF? accountid=12763gt; Ashkanasy, N. M. amp; Daus, C. S. , (2002). Emotion in the workplace: The new challenge for managers. The Academy of Management Executive, 16(1), pp. 76–86. Date viewed – 10 April 2013 lt;http://www. jstor. org. wwwproxy0. library. unsw. edu. au/stable/4165815gt; Zampetakis, L. A. amp; Moustakis, V. , (2011). Managers’ Trait Emotional Intelligence and Group Outcomes: The Case of Group Job Satisfaction. Small  Group  Research, Vol. 42 No. 1, pp. 77-102 Date Viewed – 10 April 2013