Physical Therapist Report Essay Example for Free

Physical Therapist Report Essay The career I’m most interested in is Physical Therapy. Physical Therapy is Rehabilitation concerned with the restoration of function and prevention of physical disability following disease, injury or loss of body parts. (www. emonetwork. org/terms. asp) Physical Therapist have a very direct relationship with their patients and work with them over a period of time to help them become more mobile. There are numerous reasons why I want to become a physical therapist. Science, since I can remember, has always been my favorite and best subject in school. It’s what I find the most interesting and learn the easiest. Life Science, Biology, Chemistry, and Physics are all courses I have enjoyed taking. I’ve always known I was going to do something in the Healthcare Profession as a career but I never knew what until recently. I chose physical therapy because its not as much school as a doctor would go through, it’s great pay, you get to help patients live a better life, you get a lot of benefits including health insurance, and employment is expected to grow much faster then the average. Physical therapist earn an average salary of $70,000. They also get paid vacations. Helping people everyday and watching them progress is something I would enjoy doing in life. Physical therapist spend about seven years in school total depending on how long it takes you to complete your undergraduate degree. After completing your undergraduate degree you would have to go through an accredited Physical therapist graduate school, which takes about three years. I plan on going either to Sonoma State University or CSU East Bay to complete my undergraduate degree in kinesiology. After that I want to go to graduate school at the University of California San Francisco. Where: After I complete my Masters and become a licensed physical therapist I want to move to Southern California and work in a hospital down there. After a few years I want to open my own physical therapy business and be self-employed in my own private practice.

Wage Discrimination against Women Essay -- Expository Exemplification

  Ã‚   The Women’s Equal Rights Movement has made dramatic progress in the last one hundred years. As a result, a woman can now vote, choose almost any career, and defend her human right to happiness. But, in spite of the progress made in the area of equal rights, wage problems in the workplace still exist which deny women equal pay for equal work.    SUCCESSES Women are closing the gender gap in workplace and higher education. They are starting to climb the corporate ladder and are moving into managerial positions. Forty-three percent of managers are women today as opposed to the nineteen percent who were managers in 1970 ("Almost, But Not Quite, Equal" 1). Women are also receiving a higher level of education. They earned forty-five percent of the law degrees in 1994 compared to eight percent in 1972. Education is an important contributing factor to the progress being made in reducing the discrepancy in wages between genders. With women becoming better educated than 20 years ago, potential for a higher salary is greater. Today, women earn fifty percent of all college degrees and forty percent of all medical degrees. It is, perhaps, because of education that women’s wages grew, on average, twenty percent faster than men’s from 1920-1980 (Clark 174). The situation is not that fewer men have been attending college, but that a gr eater number of women are able, encouraged and willing to take the next step in education than ever before.    PROBLEMS Despite all that has been accomplished, wage equality between men and women has not yet been reached. Overall, women only earn 74% of what men do in America (Equal Pay). In the higher job positions, with higher wages, there is a lack of female presence. An example of ... ... themselves need to realize what can be accomplished and what blocks the way. And then with those complications resolved, women stand a better chance of receiving equal pay for equal work. Works Cited "Across Globe, Women Earn Less." The Des Moines Register 30 July 1996, sec. Business: 10. "Almost, But Not Quite, Equal." US News & World Report 13 Jan. 1997: 1.    "Clark, Charles S., et al. "Feminism’s Future." CQ Researcher 28 Feb. 1997: 169-192 "Equal Opportunity?" Glamour Aug. 1996: 92.    Equal Pay. Home page. Mar. 1998. Feminist Women’s Health Center http://www.fwhc.org/equalpay.htm Hankin, Joseph N., "The Gains Working Women Have Made." Vital Speeches of the Day 1 Dec. 1996: 113-115.    Koretz, Gene. "But What of the Wage Gap?" Business Week 23 Oct. 1997. 11 Oct. 1999. http://www.businessweek.com/1997/44/b3551078.htm   

Company overview

British petroleum (BP) is one of the largest energy companies dealing in fuel for transportation, energy for heat and light, retail services and petroleum products. The company’s international headquarters is in London. The company has operations in more than 100 countries and employs over 96,000 people. The company has products under the BP, Castrol, Arco, am/pm, and Wild Bean Cafe brand (BPplc, About Bp, 2009). The company operates under two major business segments; exploration and production, refining and marketing and BP alternative energy.The company basically finds, extract, move oil and gas. The company also makes fuels and products, sells fuels and products as well as generating low carbon energy in a responsible way. The company operates in six continents; South America, North America, Europe, Australasia, Asia and Africa (Vault. com, 2009). BP is also well known for its innovative technology which aims at providing energy to meet the customers demand through efficien t products. Investing in low carbon energy is also another option that the company is exploring (BPplc, About Bp, 2009). Strategic auditThe strategic audit of a corporation is an eight step process that generally encompasses a holistic analysis of the company. The basic aim in strategic audit is to establish the current position which will help the company chart the way forward. A strategic audit helps the company to formulate strategies and select the best strategic alternative(s) for implementation. The first step is the analysis of the current situation. This involves the audit of the current performance and strategic posture. Current performance is evaluated in terms of profitability, market share, and return on investment.Strategic posture looks at the mission, objectives, strategies and policies (BPplc, 2009 Strategy presentation, 2009). The second step is a look at the corporate governance. This means analysis of the board of directors and top management in terms of their str ucture, names and contribution to the company Scanning the external environment for opportunities and threats is the next step of a strategic audit. Under this stage, the company looks at the societal environment, task environment and finally listing all the above factors.The next step is the analysis of the internal environment i. e. strengths and weaknesses. Here, the corporate structure, culture, resources (marketing, finance, research and development, operations and logistics, human resource management and information systems) is looked into. A summary of these factors is then prepared (BPplc, 2009 Strategy presentation, 2009). After looking at the external and internal environments, the company then analyses its strengths, weaknesses, opportunities and threats (SWOT).These are then linked to the company’s mission and objectives to establish any relevance. The next step of the strategic audit is the analysis of the strategic alternatives in order to select the best strate gy (ies) to be recommended. The recommendation should be justified by looking at the potential, changes and impacts of the strategy. After making the recommendations, the next step is the implementation of the proposed strategy (ies). The implementation will include assigning duties on who is to develop these strategies. The financial aspect and operating procedures should be analyzed.The last step of the strategic audit is the evaluation and control. Evaluation and control involves a look at the current information system i. e. whether it can provide sufficient feedback and whether there are enough controls (BPplc, 2009 Strategy presentation, 2009). Strategic Alternatives In formulating the best strategic alternatives, the company has to consider the economic, socio-cultural, political-legal, technological and financial strengths and challenges facing the company. Economic environment This involves looking at the economic environment.The company operates in an industry that has oth er large companies e. g. Shell, Chevron, Exxon Mobil, Total and other smaller companies. All these companies have the resources and technical ability to compete at the same level as BP Plc. This is why the company has focused on cost reduction through measures like staff reduction and efficient production. The company has also focused on alternative energy e. g. solar and wind. This is as a result of the challenging operating environment where there has been a growing shift to green energy that has minimal pollution.In an industry faced with rising production costs, the company has been on track by focusing on means and ways of reducing their costs. The focus has been on reducing the number of staff and reducing the number of senior positions in the company by 20%. This strategy has borne fruit with the flattening of the cost curve of the company while those of the competitors keep on rising. The company’s focus on new technologies has resulted into improved production capaci ty. In fact the overall production trend for all the major companies has been declining. BP Plc.has defied this trend by increasing its production in the year 2007-2008. The technology used by the company includes Advanced Gas Injection and Water flood technologies that have enabled the company to push the limits of the reservoirs. The drop in oil prices means declining revenues. In order to increase revenues, the company has focused on reducing the performance gap by restoring revenues in areas like Toledo, improving supply optimization in petrochemical and marketing. The company area of focus for petrochemicals is Asia where there is rising demand. The company has also established value chains for its fuel production.Value chains are those activities that create value from the supply to the final delivery to the consumer. This has been achieved through integrated supply and trading which has lead to more revenues. In a bid to increase its oil reserves, the company has also partner ed with TNK of Russia. The partnership has resulted in 30% increase in production. Socio-cultural The company has tried to endear itself to the community in which it operates. BP achieves this through training and employing local staff at all levels. The aim here is to be a local company by creating partnerships with the local community.BP strategic aim is to reduce the levels of resistance to its operations by avoiding cultural conflicts as well as social effects. The company has entered into partnerships with the local community in terms of education, encouraging enterprise, fostering good governance, partnership in public health, access to energy, giving and volunteering, safeguarding human rights, as well as development through community case studies. All these activities are targeted at enhancing and fostering the relationship between the company and all the community in which it operates thus reducing conflicts between the community and the company.Political-legal Some of the challenges that the company could face are the political/ legal. This is because the company has operations in many countries that may be subject to political instability. To mitigate this, the company has formed partnerships with local companies and thus reduces resistance towards the company consequently the company is able to increase its operations and revenues. Rigid legal regimes concerning the operations of foreign companies may negatively impact the operations of the company. The company has reduced this by engaging in partnerships with local companies.Taxation and licensing may vary from country to country. This may have negative impacts on the company’s operations. Exploration and production rights may not be granted to the company. BP has overcome this challenge by partnering with the governments of respective countries through agreements. Technological In a bid to improve its operations and increase productivity, the company has adopted innovative technologies. So me of these technologies include the Bright water which uses new inter-well polymer treatment which ultimately improves water flood Recovery.The Company has focused on technology to come up with innovative approaches that can increase production as well as solve energy challenges Financial information BP plc has been able to grow its net income by 39% to $26. 2 billion which is the highest growth rate registered by major energy companies. Cash flow from operations also grew 54% to $ 38. 1 billion on a year on year percentage basis. The company was also the only super major to register growth in reported volumes in new reserves. The company registered a growth of 1% on year on year percentage basis. Apart from operations, the company utilizes debt to finance its activities.The debt is at the rate of 20-30%. All these financial data indicates that the company is focused on growth by efficiently using its cash resources to generate more sales and improve on the shareholders wealth by e ngaging in share buy backs. Recommended strategy Based on the analysis of all the above factors, some of the available strategies are; – Cost reduction strategies – Alternative energy by diversification – Focus on growing markets growth – Creating value on existing products – Partnership to grow – Technology leadership – Continuous improvement These strategies can be broadly classified into two directional i.e. growth and retrenchment strategies. The company can utilize the growth strategies in its upstream segment (exploration and production) and retrenchment strategies on its down stream business (refining, convenience, refining) (Wheelen, 2006) Implementation of the strategy Strategy implementation involves all the activities and choices that are required for the execution of a strategy. The implementation process basically deciding who is to carry out the plan what must be done and how are the selected people selected to carry out the strategic plan going to do it (Wheelen, 2006).These strategies are normally executed by various heads of business segments subordinated by other employees within the business segments. This has been done through budget allocations, programs that indicate the time frame in which the various strategies need to be implemented and the use of procedures e. g. the Operating Management System that covers employee capabilities to risk assessment. Some of the programs used by the company are those of closing the performance gap which runs from 2008 to 2011, and the reduction of the number of employees in refining and marketing from mid 2007 to the end of 2009 by 3,500.After deciding on who and what must be done, the company must decide on how the strategy is going to be implemented. How a strategy is to be implemented might involve developing new organizational structure. For BP plc, to implement some of its strategies, the company has decided to eliminate certain senior and junior posi tions. Evaluation and control This is the process by which a company can monitor its corporate activities and performance results in order to compare the actual performance with the desired performance. Evaluation and control provides a feedback mechanism where corrective measures can be taken where necessary (Wheelen, 2006)Evaluation and control can be summarized into the following 5 steps – Determine what to measure – Establish standards of performance – Measure actual performance – Compare actual performance with the standards – Take corrective action The company has set out plans to reduce costs and improve on efficiency on its operations. The company wants to grow its upstream business (exploration and production) while at the same time turning around its downstream business. Upstream business growth is measured by growth in reserves, increased replacement percentage, and getting more out of reservoirs.Downstream business is to be improved thr ough cost reduction by restructuring the company’s operations e. g. by downsizing and recapitalizations Improved bottom-line, high reserve replacement percentages, efficient operations, growth in reserves are some of the standards of performance that the company uses to gauge performance. Actual performance is measured at specified times e. g. for BP plc, restoring revenues from refining performance, improved supply optimization and margin capture in petrochemical and marketing has a time frame of 2008-2011The comparison of actual performance against standard performance has to be done in order to establish the current position for example in 2008; the production grew 1. 5% while the replacement reserve was 136% which was more than the minimum 100% replacement. If the actual performance does not match the expected results, then corrective action needs to be taken. An example is the restoration of capacities in Texas City so as to boost refining and consequently revenues. Refe rences BPplc. (2009, March 3rd). 2009 Strategy presentation. Retrieved April 15th, 2009, from Bp. com: http://www. bp.com/liveassets/bp_internet/globalbp/STAGING/global_assets/downloads/I/IC_bp_strategy_presentation_march_2009_script. pdf BPplc. (2009, March 3rd). About Bp. Retrieved April 15th, 2009, from Bp. com: http://www. bp. com/marketingsection. do? categoryId=2&contentId=7013628 Vault. com. (2009, April 14th). Indusrty Overview. Oil and Gas. Retrieved April 15th, 2009, from Vault. com: http://www. vault. com/nr/main_article_detail. jsp? article_id=22843159&cat_id=0&ht_type=7. Wheelen, J. D. (2006). Essentials of Strategic Mnagement. New Jersey: Prentice Hall. (BPplc, 2009 Strategy presentation, 2009)

The Case Of A Complaining Customer - Executive Summary

The Case Of A Complaining Customer Executive Summary Presto Cleaners is Mr Shelton s regularly used laundrette, he feels that although their prices are more than local competitors, the friendly staff, longer opening hours and convenience makes up for this. This opinion has now changed following recent events. Mr Shelton drops off hes laundry for a service clean, and when he arrives at the store to collect it he s was informed that a new computer system has been installed and this is to improve services for customers. Unfortunately when Mr Shelton arrives at the store a few days later, he s informed that his laundry had been misplaced! The store carry out a thorough search of the store and it becomes apparent that the laundry†¦show more content†¦ Goal 1: Set up a continuous improvement program, develop a TQM. Goal 2: Refer to theorists to help develop business plans. Drucker’s Theory of Business – in brief Drucker characterizes the assumptions that comprise an organization’s Theory of Business by stating:â€Å"These assumptions are about markets. They are about identifying customers and competitors, their values and behavior. They are about technology and its dynamics, about a company’s strengths and weaknesses. These assumptions are about what a company gets paid for. They are what I call a company’s theory of the business. . . . . . A well-articulated Theory of Business helps organizations understand what to do.† Drucker lists four specifications for an organization’s Theory of its Business:1. The assumptions about environment, mission, and core competencies must fit reality.2. The assumptions in all three areas have to fit one another.3. The theory of the business has to be tested constantly.4. The theory of the business must be known and understood throughout the organization. Goal 3: cOMPANY TO LOOK AT LEADERSHIP AND STRATEGICAL PLANNING Refering to Baldridge. 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