The Occupational Field Of Nursing - 1262 Words

The occupational field of nursing and the educational instruction associated with nursing has evolved over the past century due to detail oriented research and scientifically developed contributions. The advancement of new technology and improved theory has drastically upgraded nursing practices, allowing patients to experience an efficient and professional form of healthcare serves. To learn more about the changes in the field of nursing that have taken place in the last 60 years I interviewed nurses that graduated from nursing school in three different decades. Although changes have taken place in regards to educational setting, cost of education, dress code, clinical hours and state board exam, the overall core of nursing has remained†¦show more content†¦. Ms. Grice described her pinning ceremonies (LPN and AND) as spiritual and very special. Her clinical rotation was described as a vigorous schedule. Psychic, OB/GYN consisted of 2 clinical days, 6-8 hours per day during her summer semester. Med-Surg clinical days consisted of 12 hour days, 2 days per week at Moore Reginal in Pinehurst, NC. After her educational accomplishment, she has worked family practice (as LPN), Med/Surg and Orthopedics (RN) and currently is the Patient Liaison for Surgery Services at Scotland Memorial Hospital in Laurinburg, NC. Upon completion of the nursing programs (LPN and AND), Ms. Grice had to take the NCLEX, a state board exam for nurses to become licensed. The test was timed, all questions were accompanied by multiple choice or select all that apply answers and administered on a computer. Estimated cost for the ADN program are $7,000. She recommends graduate nurses to start their career working on a med/surg floor with a preceptor to gain as much experience and hands on education as possible. Ms. Nikki Edge RN BSN graduated from East Carolina University in Greenville, NC 1998. She obtained a Bachelor’s of Science of Nursing degree after four years at the uni versity. Though she could not remember exactly the cost of her education, she estimated it to be $25,000-$30,000 for all four years. For class Ms. Edge didn’t have a specific dress code, but during clinical she wore scrubs (any color) accompanied by a white lab coat and white

Electronic Banking System in Nigeria - 2961 Words

Guaranty Trust Bank Plc over more than two decades has distinguished itself as a leading institution and a major contributor to the economic advancement in Nigeria. Guaranty Trust Bank Plc with its headquarter at Victoria Island, Lagos as at December 2011 had an operating income of N141.729 billion, net income of N52.654 billion, total asset of N1,525.010 billion and a total equity of N235.911 billion and it had more than two thousand,five hundred employees in Nigeria. Its subsidiaries include Guaranty Trust Assurance Plc, GTB Registrars Ltd, GT Homes Ltd, GTB Assets Management Ltd, and GTB Finance B.V Netherlands. Guaranty Trust Bank has over 160 branches in Nigeria and runs nationwide more than 230 ATMs. As one of the first banks in†¦show more content†¦Also imagine a man so busy at work in Ibadan taking just three minutes break to log on to the website of his bank and transfers some fund directly from his account into that of his daughter schooling in Abuja and within another two minutes, the daughter recieves a notification of the amount credited to her account to which she has full access, note that all the banking transactions too k just five minutes to complete irrespective of the distance between the entities involved. All these can only be made possible through the adoption and inception of electronic banking system in a nation.Customers in developed countries enjoy faster and easier service but this modern banking system has not been fully adopted in developing nations like Nigeria. Another issue is the security challenges that electronic banking system is presently faced with in Nigeria. Most of the older customers are not so familiar with the card payment system and how to keep the card from fraud perpetrators now to talk of knowing its benefits. RESEARCH QUESTIONS Considering Guaranty Trust Bank Plc, Nigeria as a case study,this present research questions were processed to solve the problems associated with the adoption of electronic banking in Guaranty Trust bank and the banking industry in general in terms of connectivity to the internet. 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Innovative Strategy in Royal Dutch Shell Free Essays

Abstract Royal Dutch Shell has established itself as a market leader in the gas and oil industry primarily due to its innovative approach to product development. By looking at the corporate strategy of the organisation a much greater understating of the use of innovative strategy can be obtained, with reference to corporate culture as well as the practical reality of innovation in a changing world. What is the Corporate Strategy of Shell? Royal Dutch Shell (â€Å"Shell†) is one of the main players in the oil and gas industry and is recognised as the largest company in the world, in 2013. We will write a custom essay sample on Innovative Strategy in Royal Dutch Shell or any similar topic only for you Order Now Shell is involved in every aspect of the oil and gas industry, with a large amount of vertical integration from the initial exploration through to the end trading, giving it potentially a large amount of power within the industry. The purpose of this paper is to look at the innovative strategy of Shell, with particular reference to its general corporate strategy, its structure, mission and vision, as well as looking at how its corporate culture encourages innovation at every stage of the operation. As noted by Shell itself, the company aims to meet with growing demand from customers to produce more power, but with less impact on society and the environment. As a result, the company has placed a great deal of emphasis on investment in research and development, in order to create greater efficiencies, so that the company can produce more energy, without incurring greater costs, either financially or environmentally (Burdon et al., 2008). The generic strategies employed by Shell are seen to be focused on differentiation by looking towards innovation in its exploration and production, with a focus on renewable and trading arrangements, as well as the more recent introduction of Shell Global Solutions International which includes technology services within the industry. It therefore has an overall advantage which has been gained by establishing new technologies, while also reducing the threat from new entrants or the threat from substitutes (Maharaj and Herremans, 2008). Mission Statement and Vision Shell has established several general business principles as part of its day-to-day operations. However, despite having a myriad of different activities and business units, it has a set of 8 business principles which are applied at every stage. These are the combination of the three core values, namely honesty, integrity and respect for people which established 8 core business principles – economic competition, business integrity, political activity, health and safety, security and the environment, local communities, communication and engagement, and compliance (Davenport, et al., 2007). As part of the business strategy, the organisation is openly committed to sustainable development, which requires the team to look at balancing short- and long-term interests and integrating a broad range of responsibilities with a broad range of stakeholders. Corporate Culture towards Innovation Bearing in mind these principles, Shell is following an ethos of innovation, recognising that sustainable development and the new technologies that achieve this are central. One of the main strategies pursued by Shell is that of encouraging innovation and, as part of its shareholder mission, the organisation recognises that it cannot develop innovation alone and has therefore encouraged individuals to submit ideas as to how they can overcome challenges within the energy sector, in such a way that will enable companies such as Shell to meet with future global demand. Shell also works in partnership with many other organisations in order to tackle some of the major challenges facing the industry. Furthermore, it recognises that developing specialist in-house skills by recruiting the top scientists and researchers to work at its technology centre to tackle all of these problems will mean that Shell’s long-term agenda will ultimately be achieved (Shell, 2013). A team of nine Chief Scientists work within the organisation, each with their own specialist area. For example, Jose Bravo is the Shell Chief Scientist Separations and is currently looking at developing new equipment to work in the refinery in order to facilitate more efficient separation. He states: â€Å"†¦we see technology as a way that Shell is going to carry on into the future. It is a fundamental part of our business strategy and the people that deliver that technology are the key resource for the company for the future†. This statement shows the type of culture that is emerging within the organisation and the importance is placed on innovation at every stage (Verburg, et al., 2006). Processes of Innovation, Stages of New Product Development The Chief Technical Officer, Gerald Schotman, goes one step further in his statement saying: â€Å"Technology underpins our ability to shape the future of energy. But we must have a clear vision of the future to know what technology we must develop today†. There are three key regional technology centres, the first in Amsterdam, the second in Houston and the third in Bangalore. The centre in Houston houses over 2,000 scientists, with six of the Chief Scientist also being resident here. Several projects are being undertaken within the technical centre, including looking at new technologies which will enable the company to unlock trapped natural gas and also to develop catalysts which will enable them to speed up chemical reaction, thus making the overall process considerably more efficient and gaining access to natural gases that would otherwise be wasted (Sparrow and Ringland, 010). The centre in Amsterdam was the first technology centre established in 1914 and it currently works closely with local universities in order to share expertise; it has also been responsible for some major developments such as the ability to turn natural gas into transport fuel. Overall Rewards for Innovation Shell relies almost entirely on its ability to innovate and develop new efficiencies and new products within the oil and gas industry. By being one of the largest companies in the world, Shell is able to capitalise on this by investing in long-term development. Scientists are perceived to be vitally important to the organisation and the culture is very much towards achieving long-term development in line with the business strategy (Ortt, and Van der Duin, 2008). Vertical integration is also a key part of the strategy which enables the company to make the most of efficiency and share expertise and resources, where appropriate, thus providing greater technological innovation in the long run. An innovation strategy is central to Shell and has become an ingrained part of its mission, vision and values, as well as the underlying culture among the workforce. In doing so and by encouraging partnership with other organisations and higher education establishments, this innovation strategy is likely to be the key to the long-term success of this growing organisation. References Burdon, S., Chelliah, J. and Bhalla, A (2009) â€Å"Structuring enduring strategic alliances: the case of Shell Australia and Transfield Services†, Journal of Business Strategy, Vol. 30 Iss: 4, pp.42 – 51 Davenport, T., Leibold, M. and Voelpel. S (2007) Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities, John Wiley Sons. p.367 Maharaj, R and Herremans, I (2008) â€Å"Shell Canada: over a decade of sustainable development reporting experience†, Corporate Governance, Vol. 8 Iss: 3, pp.235 – 247 Ortt, J and Van der Duin, P (2008) â€Å"The evolution of innovation management towards contextual innovation†, European Journal of Innovation Management, Vol. 11 Iss: 4, pp.522 – 538 Shell, (2013) Available at http://www.shell.com/global/future-energy/innovation/researching-around-the-world.html Sparrow, O and Ringland, G (2010) â€Å"A system for continuous organizational renewal†, Strategy Leadership, Vol. 38 Iss: 4, pp.34 – 41 Verburg, R., Ortt, R and Dicke, W. (2006) Managing Technology and Innovation: An Introduction, Routledge p.341 How to cite Innovative Strategy in Royal Dutch Shell, Essay examples