Tools and Skills for Performance Consulting

Useful Tools and Techniques for Performance Consulting Many researchers have developed experiments within several organizations that demonstrate the right approach to effective performance consulting. Bell and Jones (2008) reported that â€Å"Research and theorizing recognizes that a manager's identification and judgment of a moral problem is a subjective, socially constructed process that can be influenced by principles, theories, and values†(p. 503). Furthermore, research also offers suggestions that serve as a useful guide when engaging in the consulting process.However, when consulting there are seven critical skills that must be used when consulting, and they are as follows; one must define clear objectives and goals, maintain confidentiality, involve people that will be affected by project, forge a partnership, have clear communication, develop contract, and also have a strategy. The purpose of this research paper is to correlate different ways that prove some technical and critical skills of consulting. This paper also intends to give examples and offer techniques used through research that can help one to consult flawlessly.There are several different strategies that can be used during the performance consulting process. When engaging in performance consulting the consultant should find out some information about the company prior to meeting with the client. According to Thamain (2004), effective consultants are social architects who foster a climate of active participation by involving people at all organizational levels in the assessment of the existing system, and in the planning and implementation of the desire change.They also build alliances with support organizations and upper management to assure visibility, priority, resource availability, and overall support for sustaining the organizational improvement beyond its implementation phase†(p. 42). The first section highlights and analyzes the seven critical skills needed to consult. T he second section suggests guidelines for the five tools and techniques which can be used to consult flawlessly. Lastly, the final section acknowledges some leadership behaviors that can be used to help organizations meet their needs.One of the key concepts to consulting is to understand the basic needs of a client. When making initial contact with the client, the purpose of the project must be defined immediately. In addition to that, it is good to make sure that both the consultant and client are clear of what the objective of the project is. From the start be sure to develop a mutual understanding of what the issue is, and if there are any underlying problems that contribute to this. If employees need to be involved, it is best to relate the intervention being used to the companies’ goals or mission statement.Employees show much more interest knowing that their involvement will help for the better of the organization and not just one individual. According to Thamhain (2004 ), â€Å"Organizational members are more likely to engage in a development initiative if they perceive it to be clearly related to the goals of the company. Clear linkages between the intervention and company mission, goals, and objectives create enthusiasm and desire to participate, as well as lowering anxieties and helping to unify the people behind the intervention†(p. 42).The employees must feel confident about the interventions that are going to be used if not they will be less reluctant to offer insight. The consultant must also inform the client to keep staff informed on the status of the project so that the client feels they’re playing a role in the consulting process. Understanding the basic needs of the client could help the process to get executed in a timely manner. During the consulting process one must expect some resistance at some point, because employees may feel like the consultant hasn't made them feel confident about the outcome of the project.Anoth er key aspect of consulting is to maintain confidentiality. In addition to that, the client must feel that any information that is revealed in the project will not be leaked out to anyone outside of the organization. This is a useful tool to help to ensure buy in from the client and any employees that might be involved in the project. If client does not feel that the companies’ information is secure then the information provided will not be accurate. Confidentiality can be linked to several aspects of the consulting process, in that it can help you to understand what clients value most.According to Parker (2003) , when you develop a better understanding of what clients value it can increase both client satisfaction and help improve a organization’s performance (Parker, 2003). By understanding your client’s needs it will help link objectives of the project closely to the goals of the company. Consequently, this will help to gain more support from not only clients , but also the consultant will receive even more support from individuals within the organization. By understanding the client’s needs it increases the probability of getting to the root of the problem.In the end this will help to make implementation and feedback go smoothly. Thamain (2004 ) reported that â€Å"Consultant’s will have a better chance for smooth implementation and for gaining organizational acceptance of the new system if they can show that the newly developed process is consistent with already established values, principles, and practices, rather than a new order to be imposed†(p. 43). In the consulting process it is very important to involve any party who will be affected by the project. By involving all parties who will be affected by project it will help to obtain a better outcome.Once employees know that there is something in it for them, they feel obligated to offer information. Throughout this process the employer must value their employees ’ opinion, as well as offer support and recognition. This will help to enhance employee engagement on the regular issues that come up on a daily basis. Thamhain (2004) reported that, â€Å"While expert based consulting has dominated the project management field, it is critical to also engage in more process oriented consulting, ensuring that relevant organizational members are part of the intervention† (p. 3). In addition to that Sussman and Norton (2009) reported that â€Å"to achieve excellence, organizations must seek and implement effective tools and techniques to transform quality from an abstract concept to a shared value embedded in the fabric of everyday part of an organization† (p. 7). It is important to involve anyone who will be affected because they are the best change agents when it comes to assessing the situation, searching for solutions, and evaluating new tools and techniques.One of a consultant’s most useful tools is being capable of for ging a partnership with the client. This is useful in that once this is established it helps create a joint effort in executing the issue and discovering what the objective will be. It is very important to learn some background information about your client prior to your first meeting. Lacey, Thompkins, and Egan (2007) reported that â€Å"Internal practitioners must understand the language and culture in which they operate.In business organizations this means a working knowledge of key business processes including strategy formulation and implementation within a global context. While Consultants are not hired to be experts in strategy, they must have an understanding of the unique expertise that offers in ensuring the success of strategic initiatives† (p. 2). With that being said, this is one of the key concepts to successful consulting in that it assures the client that you are serious about affecting change within the organization.In addition to that, clients tend to feel m ore comfortable when they are confident that you are looking out for their best interest. Furthermore, from beginning to the end of the consulting process both parties must have clear communication, and both the consultant and client should make all phases of the process clear to everyone involved in the project. Having clear communication can help establish what direction the project will go in and will also build up the client’s confidence of having a successful outcome.By establishing this you will better understand what the clients expectations are, and you will already have an idea of what it will take to get there. According toThamhain (2004), team members will be more likely with implementing new management processes, tools, and techniques to cooperate with necessary organizational requirements, if management clearly articulates the criticality to business performance and the benefits to the organization and it’s members (Thamhain 2004).Communication helps both the client and the consultant feel more comfortable and it also leaves room to receive honest feedback from all parties involved in the process. According to Mellor and Dewhurst (2009), when you establish a line of sight, an effective internal communication function helps make sure the strategy is clearly defined and supports people translating the business strategy into action (Mellor and Dewhurst, 2009).Furthermore, effective communication helps everyone be accountable for the objectives or any measures that they come across, and whatever get measured usually gets done. Several companies have discovered that when consulting the contract is one of the most important things of the process. It helps to protect both the client and the consultant. This serves as the agreement where the consultant and client define each other’s roles in executing the project. Norton Jr. nd Sussman (2009), reported that â€Å"contracts, agreements in principle, and letters of understanding are ex amples of documents designed to transform implicit assumptions into explicit behaviors; however, each prescribes expectations or behaviors at the individual level rather than the team level† (p. 9). When consulting another critical skill is having a strategy set up in a way that both the consultant and the client understand how to move forward. Communication is key because it helps everyone involved in the process understand what is expected of them by opening clear barriers of communication.According to Sussman and Norton (2009), when one is communicating a strategy an effective team uses tactics that enable managers and employees to discuss, engage and internalize the strategy so that they can bring it to life, understand what it means and translate it into everyday actions and behaviors (Sussman and Norton, 2009). Therefore, consultants must understand that using strategies and brainstorming is one of the key concepts of the consulting process, and if this is not establishe d from the beginning the entire project will be a disaster.It is also important to establish rapport with the client in that it will help to build a stronger collaborative working relationship throughout the process. Owen, Goldwasser, Choate, and Blitz (2008) reported that â€Å"by translating the business strategy into operational goals, and by creating structures and processes to enable collaboration across all segments of the organization, innovation leaders can motivate and enable new behavior† (p. 40). Furthermore, research often suggests several types of critical steps that are involved in consulting, however, it is solely up to the consultant to assess the situation before he or she enters it.In addition to that, researchers also identify the right approach to performance consulting as well as different techniques that have proven to be successful. Critical steps to consulting also can serve as a useful guide to making the process much smoother to both the client and t he consultant. Research has been done and it has proven that when entering the consulting process, it is key to find out information about the organization prior to meeting with them. As stated earlier in the paper organizational members are more likely to engage in a development initiative if they perceive it to be clearly related to the goals of the company.Thamhain (2004) reported that â€Å"it is crucial, however, that these team initiatives be integrated with the overall business process and supported by management† (p. 44). Therefore, any of the tools listed above must be supplemented into the continuously changing of business processes. In addition to that these tools must be updated and tested on an ongoing basis. In the consulting process a tool can be considered as a model, checklist, or a series of steps that can help guide both the client and the consultant through the process.Furthermore, successful consulting requires consultants to use tools and techniques that are useful in executing the process. Thamhain reported that (2004) â€Å"successful implementation of new project management tools and processes often requires modifications of organizational structures, policies, and practices† (p. 44). In addition to that it is very important to have support of management when coming up with team initiatives. However, to gain the benefits of a new project management’s tool or technique it is also important that everyone involved perceive this as a win-win situation.Some ways to ensure this is to carefully plan with all parties involved during all of the consulting phases. Consultants should also be open for suggestions, and hold open discussions which encourage all parties to be more proactive in the future. Therefore five tools and techniques that can aid to consult flawlessly are alignment, commitment, contracting, and authenticity, and empathy. According to Owen, Goldwasseer, Choate, and Blitz (2008), to avoid the pitfalls of col laborative innovation, our research and experience show the best building blocks of consulting are: alignment, boundaries and commitment, which they call the ABC’s.Alignment entails synchronizing the strategic vision and innovation goals with the implementation of these throughout the organization, focusing on collaboration both vertically and horizontally (Owen, Goldwasser (Lawrence Owen, 2008), Choate, and Blitz, 2008). When consulting from the start of the process the consultant must define what each other’s roles will be throughout the entire process. It is very important to understand what the client’s expectations are and then work solely off of what the client wants and what the he hopes to accomplish.Owen, Goldwasser, Choate, and Blitz (2008) stated that â€Å"Alignment is a key step in ensuring that the business strategy is communicated and enabled throughout the organization both vertically and horizontally. Alignment also requires looking at the orga nization from the perspective of innovation objectives, and then using the insights gained to position the organization to meet those objectives† (p. 39). Vertical alignment helps to explain the business strategy objective and also transforms it into an organizational strategy as well as an implementation plan.This helps to provide both the client and consultant comfortable about change in the future. Horizontal alignment requires the implementation of a new organizational unit for redefining the existing one. Thamhain (2004) reported that â€Å"If at all possible the introduction of new management tools and techniques should be consistent with the established project management practices within the organization. The more the new order of operation is congruent with the existing practices, procedures, and distributed knowledge of the organization, the more self sustaining and successful the change intervention will be† (p. 4). This is where the highest level of acceptan ce is found because these useful tools are added incrementally. When implementing new tools and techniques they should be tested on smaller projects with those who are more experienced. Thamhain (2002) suggest that â€Å"ensuring that organizational members are more proactive and aggressive toward change is not an easy task but must be facilitated systematically by both consultants and management. Any project management tool or technique, for example must be integrated into the continuously changing business process† (p. 6). When coming up with new techniques it is also important to ensure that the client understands what role he or she will play during the implementation stage. To avoid these problems one must conduct a thorough assessment of the problem, and he also must have some background information on the company. Commitment is one of the most important things in the consulting process. In that it helps the consultant obtain buy in from the client and members who becom e a part of the project.In addition to that, this helps to ensure that everyone is working towards one common goal, and it will alleviate all confusion between the consultant and client. Owen, Goldwasser, Choate, and Blitz (2008) reported that â€Å"organizations that are serious about collaboration for innovation make an ongoing commitment to transformation and change. Creating a collaborative culture happens over time through leadership communication and reinforcement, the development and ongoing tracking of key measures, and institutionalized learning and knowledge management to continually develop the capabilities needed for collaborative innovation† (p. 1). The consultant should be able to facilitate change whereas it will foster a climate for continuous learning and improvement. Furthermore, this means that the consultant and client should maintain collaboration and reuse it. Over time this will help to establish processes to learn and change. Consequently, this will he lp the client be able to aid himself in solving issues within the company in the future internally. One of the most important aspects of consulting is empathy which means understanding the nature of the client’s problem.This is important because it will make your client feel much more comfortable about revealing important information. The consultant must also get to the root of the problem and find any underlying issues that may be making the problem get worse. According to Parker (2003) research suggest that work with a client can often be extended simply by gaining a better understanding of where the client wants to go and what impedes getting there—a process that requires explicit exploration with the client of these broader aspirations and related frustrations.While this may be stating the obvious, consulting teams often become so focused on the engagement at hand that they don’t consider the client’s broader needs until the end of the assignment (Par ker, 2003). Research has been done by Kostman and Schiemann (2005), which suggest that the most commonly used principles and techniques include continuous improvement, customer satisfaction, loyalty measurements, and project management (Kostman and Schiemann, 2005).In addition to that, after conducting surveys and research, it was found that organizations who receive the highest marks for successful implementation of quality initiatives are those that have support from top leadership, possess and quality culture and do a good job of managing their people effectively. Research has the shown the relationship between employee engagement and organizational performance. Kostman and Schiemann reported that (2005) â€Å"engaged employees –those more highly connected and committed to their organization –dramatically outperform their peers on numerous measures, including their attention to quality and service.They further said that this does indeed contribute to the successful implementation of quality initiatives but is only one part of the bigger picture† (p. 40). Furthermore during the consulting process, there are several techniques that can be used, however one must look deeper into the problem and decide what approach is suitable to help circumvent the problem. During the consulting process, tools such as commitment and being able to facilitate change are key concepts because this is what will help keep the collaborative effort throughout.It is also important when using these tools to have some of the goals of the project linked closely to the goals of the organization. Kostman and Shciemann (2005) reported that â€Å"gaining top leadership support, developing quality minded cultures and more effectively managing the hidden driver of quality—people equity—are the critical difference between success and failure† (Kostman and Schiemann, 2005). Lastly, consulting requires a lot of action research that the majority of the tim e helps uncover any underlining problems or issue in the organization that may cause the entire project to collapse.Therefore, to consult flawlessly these tools will help to obtain buy in as well as maintain confidentiality, and it helps all parties feel more comfortable in presenting authentic information. When one serves as the leader of an organization it is important to understand your employees and leave open communication so that employees feel that they are capable of consulting their boss when they need help. In addition to that a leader must acknowledge his employees’ at all times to help them to feel more comfortable and appreciated for their performance.Further, a leader must be authentic with his staff especially when it comes to on the job assigned duties. It is important to be able to not only reward your staff but encourage your staff to exceed all aspects of the job for the better of the organization. Fleet and Griffin (2006) stated that â€Å"if a top manage r is commonly known to be untruthful, if a leader does not respect the rights of others, or if the leader puts profits before all else, others in the organization will likely recognize the signals.As the signals get institutionalized throughout the firm, it’s culture will become increasingly dysfunctional†(p. 704 ). Most organizations are centered around the leader or CEO, and the example he sets or how he leads the company can have a major impact on his or her employees. Consequently, leaders play a major part in how the company and its employees function within the organization. It is important for the leader to be open to receiving ideas from his staff in that it helps employees to feel like opinion count and that they can make a difference in the company.Harris and Kuhnert stated (2008) that â€Å"acknowledging the ideas of others is paramount to increasing success within the organization and makes leaders at this level more effective. This level of development is not without drawbacks, because leaders still depend on input from outside sources to make decisions. The opinions of others matter more, and leaders risk making decisions by depending on those who lack the appropriate expertise† (p. 50). Seeking information from leaders have a better probability and it also is much less riskier than seeking advice from someone who is unaware of what’s going on in the organization.However, leaders must recognize that for an organization to be successful the example that he sets forth must help his staff in meeting all of the companies’ needs as well as keep their performance on a consistent level. Reward and punishment plays a major in the behavior of your employees as well as how leaders delegate to their staff what is expected. According to Bell and Jones (2007), a rule or behavior is conventional if it is recognized to be valued in one group but not necessarily applicable to thers, or moral if it is considered necessary to be f ollowed by everyone regardless of group membership or local preferences (Bell and Jones, 2007). Furthermore, leaders also must help his staff adapt to change and he should paint his employees a mental picture of his vision and where he would like for the company to be on an ongoing basis. Harris and Kuhnert (2008) reported that â€Å"leading change encompasses the ability to challenge the status quo, and higher level leaders do not define themselves by how others see them.Effective leaders acquire their source of understanding within, that is, who they are and can relinquish ties with outside sources to make effective decisions† (p. 61). The main goal of a consultant is to affect changes in their clients which will help achieve the purpose more effectively. In addition to that, a consultant should know what his client is capable of doing and what he actually can do. For leadership to achieve business needs, they must increase staff morale to improve employee performance, and must not allow employees too many options for when company goals aren’t being met.Schaffer (1999) stated that â€Å"to ensure success each project should be constructed to produce plan that the client is ready, willing, and able to implement. Also instead of tackling a huge project all at once, the client and the consultant can carve off sub-projects, each focused on a near term goal that both parties are reasonably certain can be achieved. It is important for leadership to be aware of what is working well and what is not working well. However, they must also have an idea of what an improved system might look like, and facilitate learning to the employees so that they help to keep this system consistent.According to Kendra and Taplin (2004), â€Å"the primary tool for change is education that is designed to increase people ideas, beliefs, and behaviors, which will bring about new approaches to organizational challenges† (p. 23). Many consultants try studying a problem in whole and offering a complete remedy before the problem is diagnosed, or before uncovering any underlying problems. Moreover, consultants define the project in terms of their expertise and not in terms of the clients specific results that need to be achieved.What’s more important is that leaders must understand what their employees are contributing to the company and they must be effective in helping them meet company goals. Fleet and Griffin (2006) stated â€Å"some important factors that help management achieve business needs are, how leaders reward and punish employees, agendas that are set for meetings, how they react to problematic situations for change, whether they follow the companies’ code of ethics, and how they decide who gets promoted or receives special privileges† (p. 704).As a result, it is important for consultants to examine how leaders construct meaning out of particular situations because it may help clarity why some leaders are effective while others are not. Harris and Kuhnert (2008) stated that â€Å"evaluating leadership effectiveness can prove quite difficult due to the complexity of organizational success indicators, difficulty in obtaining such information, and external factors often beyond the leader’s control. Therefore some suggest a 360 degree feedback can serve as a proxy measure for leadership effectiveness, because it provides us with a well-rounded measure of performance† (p. 1). Also leaders need to be comfortable with dealing with conflict at all levels, and they must be able to handle people’s resistance to change. Besides if leaders aren’t capable of facilitating change they won’t be considered as effective change agents. According to Harris and Kuhnert (2008), research suggest that to improve a organizations’ functions one should involve individuals from within the organization which may further develop individuals and lead to a larger organizational chang e (Harris and Kuhnert, 2008).Consequently, leadership plays an undeniably central role in the successful operation of a company. Also leadership responsiveness to employee requests will result in more favorable employee attitudes and behavior. The environment that the company provides plays a major role in leadership behaviors. Moreover flawless consulting involves many critical steps and useful tools that were provided in this paper, which was supported by research. In addition flawless consulting requires clear communication, authenticity, and confidentiality.Consultants must realize that with all projects you must have an objective and a ultimate goal that needs to be accomplished in the end that is measurable. However, consultant and client must have a collaborative effort from the start of the project. Further they must establish each other’s roles and map out a game plan and put it in writing. This serves as a agreement that can be referred to throughout the entire proc ess. Facilitating change is another tool that will prove to be effective throughout your project.As a result, to consult flawlessly consultants must involve everyone who will be affected by the project. Therefore, when it comes to consulting there are several rules of engagement that must be adhered to in order affect change within an organization. Antonio Tencati, L. Z. (2008). The Collaborative Enterprise. Journal of Business Ethics , 367-376. Retrieved from ABI/Inform Global on February 24, 2009 Chris M. Bell, J. H. -J. (2007). Power, Self-Regulation and the Moralization of Behavior. Journal of Business Ethics , 503-514. Retrieved from ABI Inform Global on February 29, 2009Antonio Tencati, L. Z. (2008). The Collaborative Enterprise. Journal of Business Ethics , 367-376. Chris M. Bell, J. H. -J. (2007). Power, Self-Regulation and the Moralization of Behavior. Journal of Business Ethics , 503-514. Dewhurst, V. M. (2009). A Definitive Framework for Internal Communication. Strategic Communication Research Forum , 16-19. Griffin, D. D. (2006). Dysfunctional Organizational Culture. Journal of Managerial Psychology , 698-708. Lauren S. Harris, K. W. (2007). Looking through the Lens of Leadership: A Constructive Developmental Approach.Leadership and Organizational Development Journal , 47-67. Lawrence Owen, C. G. (2008). Collaborative Innovation throughout the extended Enterprise. Emerald Group Publishing , 39-45. Retrieved from ABI/Inform Global on March 30, 2009 Miriam Y. Lacey, T. C. (2007). Curriculum Implications Based on Analysis of Internal Consulting Best Practices. Organizational Development Journal , 199-233. Parker, S. (2003). Understanding What Clients Value. ABI Inform Global , 5. Schaffer, R. H. (1999). Replacing Recommendations with Results. Consulting Psychology Journal , 242-251.Sussman, W. I. (2009). Team Charters: Theoretical Foundations and Practical Implications for Quality and Performance. The Quality Management Journal , 7-17. Taplin, K. A. ( 2004). Change agent Competencies for Information Technology Project Managers. Consulting Psychology Journal , 20-34. Ted Shore, T. S. (2006). Leadership Responsiveness, Equity, Sensitivity, and Employee Attitudes and Behavior. Journal of Business and Psychology , 227-241. Thahmain, H. J. (2004). 15 Rules for Consulting in Support of a Client Project. ABI/Inform Global , 42-46.

Recording analysing and using HR information Essay

The below note will give you a brief information about the way the organisation’s approach to collecting, sorting and using HR data. This was divided into the following: 1) Two reasons why the organization needs to collect HR data: a) â€Å"to be able to retrieve information whenever it is needed. For example each organisation has to keep accurate records or information of their employees in order to be able to use this information for planning ahead (†¦) b) a legal requirement, for instance in order to be able to make accurate tax returns to the government† [1] 2) Two types of data that is collected within the organization and how each supports HR practices: a) sickness records: this type of data/report may be collected periodically (monthly or quarterly) and compared or analysed against each employee’s attendance records. This helps the human resources to manage the attendance record of the organisation accurately and inform line managers of the constant attendance offenders (†¦) b) the contact details for each employee especially home address. This is essential if a correspondence needs to be sent out to each employee, such as contract, payslips, pensions† [2] 3) A description of at least two methods of sorting records and the benefits of each: a) manual method: â€Å"paper-based items such as employees’ original application forms, contracts of employment and any other documentation – letters, references, and so on – that relate to employment. Such records should be systematically field for security purposes and ease of access to authorized users. (†¦) b) electronically method: (†¦) not only can absence turnover, pay and training be monitored easily, but specific programs on human resource planning, psychometric testing, employee development and appraisals can be used to help make relevant decisions. Databases containing employee details can be a real time-saver when it comes to working out pay awards, statistics on how many people have been trained who is due for retirement and so on (†¦) Both of those methods help in strategic decision-making, support services to line managers, (†¦) provides information when decisions need to be made about the future of an individual employee† [3] 4) A statement of at least two essential items of UK legislation relating to the recording, storage and accessibility of HR data a) Data Protection Act (1998) â€Å"processed fairly and lawfully and shall not be processed unless certain conditions are met obtained only for specified and lawful purposes adequate, relevant and not excessive (†¦) accurate and up to date kept for no longer than in necessary processed in accordance with the rights granted under the DPA98 kept securely not transferred to a country without adequate data protection†[4] b) Freedom of Information Act 2000: â€Å"provides public access to information held by public authorities. It does this in two ways: Public authorities are obliged to publish certain information about their activities; and Members of the public are entitled to request information from public authorities.† [5] Part B493 This section analyses Absence Management in Private Sector in 2014. The information is based on the CIPD Survey Report, published in November 2014. The report concentrates on analysing data for organisations on absence as well as a focus on employee well-being. Additionally the report says, about the impact of government initiatives on absence management. The report was divided into the following sections: 1) Absence level: It has reduced considerably. The average level has fallen by 1.7 days this year compared with last. (Figure 1) Length of absence: nearly  ¾ of absence are short-term (up to 7 days), 14% of absence are long-term (up to 4 weeks) (Table 6) a) short-term absence: based on the vast majority 85% minor illness musculoskeletal injuries back pain home/family responsibilities stress mental ill-health (Table 10) 1/3 of private sector organisations reported increase in stress-related absence. The reasons of it are: high workloads, non-work relationships/family and management style. 2/5 of private services organisations report an increase in mental health problems Solutions: with regards to stress absence: management training and training to build personal resilience, flexible working options/improved work-life balance with regards to mental ill-health: counseling, flexible working options/improved work-life balance and employee assistance programmers,  training to line managers to effectively manage and support staff b) long-term absence: acute conditions (stroke, heart attack, cancer) stress musculoskeletal injuries mental ill health back pain (Table 13) Solutions: change the working patterns or environment to enable people to stay in or return to work, flexible working arrangements The vast majorities of organisations have a written absence/attendance management policy, record their employee absence rate collect information on the causes of absence and provide one or more well-being benefits. Developing line managers’ capability to manage absence (2014: 56% of those that made changes; 2013: 33%) This was achieved by an increased focus on attendance strategies and the fact that some organisations are developing line managers capability, from 39% (2013) to 61% (2014) 2) Cost of absence: It has increased compared with last year: 2014 –  £520 2013 –  £467 (Figure 2) 3) Approaches to absence management: a) short-term: return-to-work interviews (the most effective method) trigger mechanisms to revive attendance disciplinary procedures for unacceptable absence giving sickness absence information to line managers (Table 25) b) long-term: return-to-work interviews risk assessments to aid return to work occupational health involvement (table 26) 4) Government plan: 1/5 of organisations plan to access the new government Independent Assessment and Advisory Service (now called the Fit for Work Scheme). Summery: Most private sector employers believe they could decrease their absence levels. Organisations themselves need to ensure that they understand the cost of absence to help galvanise senior management support for addressing absence issues. Regular monitoring, review and act on the data they collect regarding the level and causes of absence, to ensure their approach to absence and well-being is relevant to their organisation’s specific issues. Clearly is essential to develop line managers in managing short-term absence. [6] Bibliography: [1] Why Organisations Need Data – College Essays – Oluwatayo. 2014. Why Organisations Need Data – College Essays – Oluwatayo. [ONLINE] Available at: http://www.studymode.com/essays/Why-Organisations-Need-Data-1001107.html. [Accessed 30 December 2014]. [2] Why Organisations Need Data – College Essays – Oluwatayo. 2014. Why Organisations Need Data – College Essays – Oluwatayo. [ONLINE] Available at: http://www.studymode.com/essays/Why-Organisations-Need-Data-1001107.html. [Accessed 30 December 2014]. [3] Introduction to Human Resource Management A Guide to HR in Practice, Charles Leatherbarow, Janet Fletcher, Donald Currie, Published by CIPD, 2013, page 77-78 [4] Introduction to Human Resource Management A Guide to HR in Practice, Charles Leatherbarow, Janet Fletcher, Donald Currie, Published by CIPD, 2013, page 392 [5] What is the Freedom of Information Act? | ICO. 2014. What is the Freedom of Information Act? | ICO. [ONLINE] Available at: https://ico.org.uk/for-organisations/guide-to-freedom-of-information/what-is-the-foi-act/. [Accessed 30 December 2014]. [6] http://www.cipd.co.uk/binaries/absence-management_2014.pdf

America’s Greatest Challenge in the 21st Century Essay Example for Free (#21)

America’s Greatest Challenge in the 21st Century Essay Throughout the 21st century, United States of America has been plagued by so many crisis and challenges that put the integrity and strength of its government on test. But perhaps the most harrowing ordeal the country has ever experienced was the terrorist attack on September 11, 2001 which claimed more than two thousand lives, mostly innocent civilians. United States has considered terrorism, coupled with nuclear threats, its greatest challenge ever. Organized terrorists from hostile nations target America. Since the nation is very superior in conventional warfare compared to its adversaries, terrorists deviate from non-conventional warfare and resort to nuclear terrorism. Technology is helping these criminals to undertake their evil scheme. In nuclear terrorism, the terrorist use nuclear weapons, including radiological weapons, to cause massive destructions to humanity to attain their political or religious ideals. Terrorists pose great threats by utilizing or exploiting nuclear in a number of ways: 1) They can attack nuclear facilities for the purpose of melting down the nuclear reactor and releasing the toxic substance inside.  The power plant will cause radioactive contamination and will result into great casualties. Such incident my equal or exceed the catastrophe brought by the Chernobyl in 1986. 2) They can create dirty bomb which is loaded with radioactive materials and a conventional explosive. Upon detonation, it releases radioactive and highly poisonous particles in the air. Terrorists find this appealing since it is very successful in instilling fear and panic. Further, its contaminating effect is long-lasting. 3) They can create improvised nuclear device (IND). This bomb uses low-grade nuclear substance but the effect is still devastating. ) They can buy ready-made nuclear weapons in the black market. This way, all they have to do is read the manual, set the weapon and detonate it. Presto! Hundreds of civilians lie lifeless on the street. 5) They can create a full- blown nuclear bomb. This may not be highly probable, but it is still possible. Organized terrorists, including those who are supported by the hostile nations, have the technology, money and capability to design and fabricate a nuclear bomb. The danger is very clear: the spectre of nuclear attack on the American soil looms and it is getting clearer each day. Wrong hands are holding nuclear weapons; the wrong hands who desire nothing but to kill Americans and destroy American power. America is a powerful and rich country. It can easily build a nuclear weapon and bomb those nations who cuddle terrorists. † Fight fire with fire. † However, that is easier said than done. There are several and less violent, yet effective, ways for America to fight nuclear terrorism. First, all nuclear weapons, materials and facilities must be secured and well-protected. This way, it prevents any plan of the terrorists to attack, sabotage or steal these things. This includes the intensive drive of the government to eliminate or confiscate all nuclear weapons and materials held by unauthorized individuals and arrest anybody who is caught selling these deadly things. Second, stiff sanction must be imposed to any nation or country that sponsor any act of terrorism. America should be firm with this one. Without any sponsor and a base, terrorism and terrorist will surely cease to prosper. Third, investigating and counter-terrorism tools must be upgraded to match the sophistication of terrorists. Aside from that, the agencies must not keep the reports to themselves. They must share information not to the public but with the other agencies. They must have transparency to compare notes and information. Lastly, the American citizens must be educated about all kinds of terrorism. Information drive should be conducted. If possible, civilians should be given authority to make an arrest if necessary. This way, ordinary citizen can help distinguish any terrorism even before the act is committed. With knowledgeable civilians around, detection of terrorism will not be limited to the authority alone; thus the long arm of the law is made even longer and prevention rate of terrorism will be much higher. America’s Greatest Challenge in the 21st Century. (2016, Sep 25).

Debate the pro' and cons of death penalty Essay

Debate the pro' and cons of death penalty - Essay Example Usage of powerful killing drugs has been now put to use for the extermination of criminals sentenced to capital punishment. There was a time when this noble profession of medicine was used only for the purpose to serve mankind and heal. But now it has taken a new turn and physicians are being turned into executioners with the different techniques evolving for capital punishment. There has been an instant where there has been an excellent example given, the case of the Abu Ghuraib who was the alleged man behind the 9/11 attacks being held prisoner in Guantanamo bay prison where he was tortured by physicians and also that physicians are used for torture prisoners often. Dr. David Waisel, a physician participation in capital punishment proceeding (Mayo Clin Proc.2007; 82(9): 1073-1080), described this in terms of saying that what physicians consider dehumanizing the condemned through torture during execution process. They dehumanize themselves and grow numb to the idea of death and kill ing. John Bright (1811-1899), a British Quaker and member of Parliament, put it thus in 1868 "that it is actually the law of capital punishment tends to destroy the fact that reverence for life finishes". There was thing heading under which the basic idea strewn together was that United States does not permit execution of children. Here the idea that is being projected was that United States has allowed the execution of children. In the biological sense, teenagers are considered as children but the law states that children above the age of 14 are considered as adolescents and are vulnerable to commit capital offense therefore they are also candidates who, if commit crime can be taken care off using capital punishment which the adults get. Considering another heading which state that the barbarism is being disguised as an act of benevolence referring to the physicians being involved and taking up the role of that their respective field doesn't allow. It also discusses the idea that this capital punishment which has now been slowly converting physicians to mere executioners by making them to take potent medicines. A medicine which was at one time meant to cure people is now being used against them. This whole act by physicians is called barbaric and also that this mal practice of medicine is considered to be hypocritical to the oath of medicine and physicians. Saving lives isn't the deed but taking has been nowadays. Instead of easing pain the condemned go through torture and succumb to the ultimate, death. Here Dr David Waisel argues, as to why not make death easier for the condemned using medicine and not increase sufferings. It's the final act of benevolence that could be acted out even if it for the sinner. Article 2 Cathleen Kaveny (2008). Justice or Vengeance: IS THE DEATH PENALTY CRUEL & UNUSUAL February 15, 2008. Commonweal. In this article the author throws light on the very delicate issue of taking the decision as to what lengths should a capital punishment or death penalties go and yet not touch the boundaries of

The Negotiation of Culture in Multi-National corporations Research Paper

The Negotiation of Culture in Multi-National corporations - Research Paper Example The primary respondents and sources of information for this study are the Romanian nationals working for this corporation. Moreover, third party respondents such as spouses and close friends were included in the data collection. The third party would be helpful in disclosing information that employees could not, either intentionally or not. In the collection of data, I relied on networking with employees working for this company. First I collected data from different employees regarding various issues related to culture. This was done through interviews. I addition to this, data was also collected from the company’s HR policies and training programs that I accessed from the organization’s website. Annotation of one of the main articles Schotter, Andreas, and Paul W. Beamish. Intra-organizational turbulences in multinational corporations. This article is published in the book Politics and Power in the Multinational Corporation. by Christoph Do?rrenba?cher and Mike Gepper t in 2011. This is a research article that is based on intra-organizational crises that occur within multinational corporations. The article is aimed at advancing literature on the relationship between multinational corporations and their foreign subsidiaries. ... rganizational conflict in multinational corporations between headquarters and their foreign subsidiaries is not a characteristic of dysfunction and unsuccessful global integration. This is a matter I concur with. Multinational corporations operate in different regions globally. These regions have different cultures under which these businesses are set to operate, hence cultural differences that can cause conflicts. This calls for the management to adopt different strategies when managing relationships between headquarter and subsidiaries. A question that I seek to ask is, if this is the problem, then what is the way forward? According to Schotter and Beamish, global integration measures can be adopted to deal with this challenge. Global integration refers to strategic and organizational activities that seek to reduce organizational and operational differences between a multinational corporation and its subsidiaries (Do?rrenba?cher and Geppert 191). A multinational corporation has to manage many subsidiaries and as a result other factors that trigger conflicts emerge. These factors include global and local competitor strategies, host and home country regulatory requirements, differing market and customer preferences and managerial characteristics and preferences among others. Negotiation is one of the ways through which an organization can resolve a conflict (Adams and Markus 337). A multinational corporation can hardly do away with foreign subsidiaries, since it is meant to operate globally. Cultural differences can result into conflict in multinational corporations; therefore there is need for negotiations of culture in these firms. I find this article relevant to my research topic as it outlines various sources of conflict as a result of foreign spheres of operation.

Interventional Literature Review on the Prevention of Type II Diabetes Research Paper

Interventional Literature Review on the Prevention of Type II Diabetes Mellitus - Research Paper Example Vegetarian and vegan diets also improve plasma lipid concentrations and have been shown to reverse atherosclerosis progression. In clinical studies, the reported acceptability of vegetarian and vegan diets is comparable to other therapeutic regimens. The presently available... literature indicates that vegetarian and vegan diets present potential advantages for the management of type 2 diabetes. American Diabetes Association (2011).Standards of Medical Care in Diabetes - 2011. Diabetes Care, 34(S1): S11.Fasanmade, O. A., Odeniyi, I. A., and Ogbera, A. O. (2008). Diabetic Ketoacidosis: Diagnosis and Management.  African journal of medicine and medical sciences, 37 (2):105. Abstract The objective of this manuscript is to review the clinical manifestations, diagnosis and management of diabetic ketoacidosis, one of the most common acute complications of diabetes mellitus. We performed a medline search of the English-language literature using a combination of words (diabetic ketoacidosi s, hyperglycemic crises) to identify original studies, consensus statements and reviews on diabetic ketoacidosis published in the past 15 years. Emphasis was placed on clinical manifestations of diabetic ketoacidosis, its diagnosis and treatment.Diabetic ketoacidosis (DKA) is an acute complication of diabetes mellitus that can be life-threatening if not treated properly. Once thought to occur only in patients with type 1 diabetes, diabetic ketoacidosis has also been observed in patients with type 2 diabetes under certain conditions. The basic underlying mechanism for diabetic ketoacidosis is insulin deficiency coupled with elevated levels of counterregulatory hormones, such as glucagon, cortisol, catecholamines, and growth hormone. Diabetic ketoacidosis can be the initial presentation of diabetes mellitus or precipitated in known patients with diabetes mellitus by many factors, most commonly infection. The management of diabetic ketoacidosis involves careful clinical evaluation, cor rection of metabolic abnormalities, identification and treatment of precipitating and co-morbid conditions, appropriate long-term treatment of diabetes, and plans to prevent recurrence. Many cases of DKA can be prevented by better access to medical care, proper education, and effective communication with a health care provider during intercurrent illness. Provision of guidelines will also reduce mortality. Resources need to be redirected towards prevention by funding better access to care and educational programs. Abstract DIABETIC KETOACIDOSIS AND THE HYPERGLYCEMIC hyperosmolar state are the most serious complications of diabetic decompensation and remain associated with excess mortality. Insulin deficiency

Finance analysis Essay Example | Topics and Well Written Essays - 1500 words

Finance analysis - Essay Example As it is eminent through Figure 1, that return on assets as well as equity for ExxonMobil is much higher as compared to Shell’s, this is undoubtedly due to the fact that Shell’s profit margins are not even half of what Exxon earns. But the author also considers the fact that 11.80 % is not the half of 17.00 % which Exxon was able to attain. It is to be noted that the figures above only concern the year ending 2007, considering the fact that Exxon Mobil surpasses Shell in every manner here except for ‘Fixed Asset Turnover’, also considering that Exxon is a fundamentally stronger company than Shell the ‘fixed asset turnover’ wouldn’t be much of a hurdle. Although the author would like to place in some several very important facts here: The receivable days for Shell have decreased since the year 2005, when they were 79; but the receivable days for Exxon have increased from 27 to 33. Which is not a good sign for the company, but then again, there exist tremendous difference between the numbers 33 – 76. It seems Shell still has a long way to go. Similarly Shell has been able to decrease their credit period from 100 days in 2005 to just 93, as compared to Exxon’s which was 71 in 2005 and has increased to 83, so Shell is quite close on this one. It appears that Shell has conquered the liability / asset battle. Shell is officially ahead of Exxon on both the patterns of Liquidities, but not by far. Especially on the current ratio part which matters the most. Both the company’s are superbly maintaining their debt to equity ratios, as a matter of fact, if these figures go beyond this, the companies might set a new record and an example for other corporations; even attracting their jealousy. But considering their fundamentally sound position, this was eminent. Although, Exxon’s lead on Interest Coverage might prove to be a factor while considering dividends, as it processes out maximum dividends based on its Interest Coverage

Summary and Opinion Essay Example | Topics and Well Written Essays - 250 words - 1

Summary and Opinion - Essay Example It is reported that most of these people have failed to get jobs, attempt after attempt, even for reasons such as over-qualification (Fish, 2014). After the recession, economists argue that however much the economy improved and more (re)gained employment status as a result, it has not done so sufficiently to completely tackle the unemployment situation. John Mitchell blames this retarded growth on Congress with their standoffs over the debt ceiling, expiration of the payroll tax cut and the sequestration induced federal spending cuts. Traditionally, an unemployment benefit last 26 weeks but this period was extended by Congress during the recession of 2008 when many unemployed people found it difficult to find new jobs. Many of these unemployed people depended on these benefits for their daily livelihoods until they were informed that the benefits were being halted henceforth, leading to strained lifestyles and severe public outcry. Jennifer Taub, for example, is now accepting help fr om the extended family against her wishes while Caroline Trude-Rede has since resorted into selling off her valued possessions in order to sustain herself. The House and Congress continued to debate on the extension of unemployment payments in January, 2014 but failed to vote as they recessed for the Martin Luther King Jr. Holiday. This move and dalliance has furthered uproar with the President being accused of not doing enough to renew long-term unemployment benefits (Fish, 2014). In my opinion, the skyrocketing unemployment rates is a major concern in the United States and one that must be dealt with promptly and with the seriousness it deserves by the government if its far-reaching effects are to be checked. The economy must be improved to ensure creation of more employment opportunities and care for the retired and unemployed. In the meantime, the government must not regard the unemployment

Mapping process and Identifying and Documenting Processes Assignment

Mapping process and Identifying and Documenting Processes - Assignment Example Comprehending the procedure from the patient point of view is necessary if patient oriented service enhancements are to be done. The process map should all the time represent the total amount of steps engaged as well as the overall number of individuals comprised, the overall duration taken to carry out the process step, as well as all documents employed2. Process mapping tool will help me to map the entire patient voyage or diagnostic trail with a variety of individuals who characterize the different duties comprised. Mapping the entire patient pathway will assist me to look for chances for upgrading by visualizing how the entire patient voyage presently works and discovering points of ineffectiveness. It may draw the actuality of a procedure as well as identify repetition, difference, and needless steps. It as well sparks high-quality ideas and assists a group to know where to begin to create improvements that will have the major influence for patients as well as employees. It is a great technique of enlightening the entire process - hardly ever does a single Medicare employee recognize all the procedures or individuals included in the patient voyage. It will assist personnel comprehend how multifaceted the systems might be for patients, demonstrating how numerous times the sick person has to wait (frequently unnecessarily) and how many diverse individuals a patient satisfies. The aim of this paper is to demonstrate a series of steps involved in patient treatment by drawing a process map. But before I introduce of draw my process map, it is significant to indicate what I will need as well as my roles throughout the mapping process3. Process mapping may be employed to capture the realism of the entire patient journey as well as their encounter at each phase. This can help me to recognize difficult major processes, for example, bottlenecks. Solving these may assist to eradicate avoidable

New Mexico and the American West Assignment Example | Topics and Well Written Essays - 750 words - 1

New Mexico and the American West - Assignment Example 2. Arizona has shrinking agricultural development while New Mexico’s is growing. Arizona has a less Hispanic speaking community than New Mexico. It also has a low population than New Mexico. Arizona has the largest population of American states with 6.6 million with New Mexico’s just over two million. Arizona has rapid population growth while New Mexico has a rather slow population growth. Arizona has many Indian communities while New Mexico has few Indian communities with Hispanic communities being dominant. Arizona has a history of political conservatism while New Mexico is not as conservative. 3. 1848-1865 – mining began in this period 1866-1878 – Mormon farming towns were raised and crops were grown and then sold to miners. 1879-1899 – transportation along with the mining of copper began here. Tombstone, a major mining town for copper emerged and grew. 1900-1939 – Copper boom was experienced in this stage and cattle and cotton farming dev eloped as well. 1940 onwards – Arizona became an urban place. Economy shifted here and agriculture and mining declined as service industry took over. 4. The Navajo community live in circular homes called Hogan. When a person dies in a Hogan then they shut the doors of the Hogan as they believe that could come along with evil ghosts. They believe in a state of balance or harmony they refer to as hozho. They believe in traditional ceremonies like one called the blessing way which involves healers and singers attending. They have a ceremony called kinaalda which is one to signify the coming of age of a girl. Four sacred mountains of the Navajo include: the sierra Blanca in the east which means faith and thinking or white shell; Hesperus peak which refers to awareness and charity; mt. Humphrey which means life and love above; and mt. Taylor which means planning or blue turquoise. 5. The Mormon landscape had a grid of rather huge streets and there were also ditches on the sides of roads for irrigation purposes. Towns had rather open fields and there were also polygamous houses. There were also two by two houses and the towns had bans and granaries that had not been painted. The church meeting house was at the center of town and the residences were made of brick and stone. The plat for the city of Zion is basically the land tenure issue of the state of Utah. This refers to the need for irrigation, need for shared resources and the need for defence. This is also connected to the law of the Indies. 6. Utah was more or less an all Indian nation and it had Mormons settle in it. The state therefore had its key land tenure conflict being Mormons vs. gentiles. Utah has been praised for many reasons that make it different from the rest of America and one of these reasons is the fact that it has been rated the best state in America for economic growth. It is ranked highest for its economic dynamism by Forbes magazine and the USA today ranks this state first for the qu ality state government that it has. Prudential insurance ranks Utah as the fifth healthiest state in the states. The salt lake is in this state and it is therefore referred to as the Salt Lake City. Forbes ranks it as being the best city when it comes for jobs and it has as well been said to be the fittest city. The land tenure driver for Utah is the plat for the city of Zion and this is certainly due to the fact that the Mormon Church initially runs things there. It is said to be the third

Health and Safety act 1974 Essay Example for Free

Health and Safety act 1974 Essay The Health and Safety at Work etc Act 1974, also referred to as HASAW or HSW, is the primary piece of legislation covering occupational health and safety in the United Kingdom. The Health and Safety Executive is responsible for enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment.Covers: †¢ safe plant and systems of work; †¢ safe methods for the use, handling, storage and transport of articles and substances; †¢ necessary information, instruction, training and supervision; †¢ a safe and well-maintained workplace, including safe access and egress; †¢ a safe working environment with adequate welfare facilities This legislation requires employers to prepare, and maintain up-to-date, a statement showing the policy on safety and the organisation and arrangements put in place to ensure the general policy is carried out. The employer must ensure that all employees are aware of the policy and any revision. Manufacturing organisation: Tasty Bake- Tasty Bake is one of the UKs leading sausage manufacturers. Cardamon Pod- Cardamon Pod is a small business offering a wide range of delicious savoury and sweet samosas to both public and private clients throughout the UK and overseas. Service provider: Chef per Tutti offering a private chef service. Planglow Ltd. Planglow is a recognised market leader for the supply of branded paper-based products to the catering industry. Main causes of injury: †¢ Manual handling and lifting especially lifting heavy and awkward loads and pushing wheeled racks †¢ Slips and trips mostly due to wet or contaminated floors †¢ Falls from height off ladders, stairs, work platforms, plant and vehicles †¢ Struck by an object (eg hand knife) or striking against an object (eg plant) †¢ Exposure to harmful substances and hot objects, eg splashes/vapour from cleaning chemicals, contact with hot equipment Electricity at work regulations 1989 This legislation places legal implications on employers to ensure the safety of electrical devices in the workplace. Covers: †¢ Ensure all persons working on or near electrical equipment are competent, to prevent danger and injury †¢ Maintain electrical systems in safe condition †¢ Carry out electrical work safely †¢ Ensure equipment is suitable and safe to use in terms:- of strength and capability of use in adverse or hazardous environments e.g. weather, dirt, dust, gases, mechanical hazards, flammable atmospheres, etc †¢ Ensure effective insulation of conductors in a system This legislation is requires precautions to be taken against the risk of death or personal injury from electricity during work activities. Manufacturing organisation: McKinlay Electrical Manufacturing Co. Ltd. Elkay Electrical Manufacturing Company Ltd Customer providers: Southern Electric E-on Main hazards: †¢ Electric shock †¢ Electric burns †¢ Fires of electrical origin †¢ Electric arcing causing â€Å"Arc Eye† †¢ Explosions initiated or caused by electricity Display screen equipment regulations 1992 The Health and Safety (Display Screen Equipment) Regulations 1992 aim to protect the health of people who work with DSE. The Regulations were introduced because DSE has become one of the most common kinds of work equipment. Covers: †¢ Assess display screen equipment workstations and reduce any risks which are discovered. †¢ Make sure that workstations satisfy the essential safety requirements which are set for the display screen, keyboard, desk and chair, working environment, task design and software †¢ Plan display screen equipment work so that there are breaks or changes of activity †¢ Provide information and training for display screen equipment users This legislation requires: †¢ Employers have to carry out a suitable and sufficient analysis of all workstations provided for use by users or operators in other words, a risk assessment. †¢ DSE workstations must meet the Schedule of Minimum Requirements. †¢ Employers have to ensure that users get periodic breaks or changes of activity away from the display screen equipment. †¢ Employers have to provide information to users and operators on risks identified by the assessment, steps taken to reduce the risks, and, where appropriate, the systems for breaks and for eyesight tests. Manufacturing organisation: Computer manufacturers: Dell, Asus. Customer providers: Shops – Asda, Tesco, Boots, they are using screen equipment. Accountant assistant job – working with computers. Risks: †¢ Upper Limb Disorders aches and pains in the hands, wrists, arms, neck, shoulders, back etc. †¢ Visual Difficulties eyes can become tired and existing conditions can become more noticeable.

Final Team Case Essay Example for Free

Final Team Case Essay Case Background Co-Founders Dave Packard and Bill Hewlett started Hewlett-Packard (HP) in 1939 inside a small one car garage behind Packard’s house. The two finished their studies as electrical engineers at Stanford University in 1934 and became close friends. They decided to start their own business and make a run for it†, formalizing their partnership January 1, 1939. (The HP Way). They decide the company’s name with a coin toss that one car garage became the office of Hewlett-Packard. At the time it was started HP had $538 in working capital and little more than a couple hundred dollars worth of assets. It was in that garage that HP’s legacy was born, when Bill and Dave created the first HP product – the Audio Oscillator HP200A. Following the invention of their first product, the pair moved into a small building down the street from their famed garage and hired their first employees. â€Å"Walt Disney Studios placed an order for eight HP 200B audio oscillators for the movie Fantasia—HP’s first big sale.† (High Tech: Winning Success In Silicon Valley). Another milestone was reached in 1940 when HP sent out its first ever Christmas bonus in the amount of $5. This Christmas bonus set the tone for all bonuses to come, as it quickly turned into a production bonus and soon helped to shape the company wide profit sharing plan that HP adapts. In 1942 HP builds its first ever company owned building, and in order to protect themselves build it so that it can be easily converted to a convenience store should the electronics industry fail. One of the most important milestones for the company was reached in 1947, as HP became a true Corporation. HP also caught attention for their Management by Walking Around and Open Door Policy programs. In 1957 HP had its initial public offering of stock and wrote their first set of corporate objectives, which set the tone for their management style as a company. In 1958 HP made its first â€Å"sizeable acquisition when they purchased F.L. Moseley Company†, which further expanded their product line. ( Maddox). The late 50’s and 60’s were an extremely important time for HP as a company as it was during this time that they became a global company by building a manufacturing plant in Germany. It was also during this time that they created their Division Separation structure where they separated profit and loss accountability  between divisions. This division was thought to help keep employees nimble while fostering motivation and creativity. During the 60’s HP further developed itself by entering into the medical field with the purchase of Sanborn Company. They also had their stock listed on the New York and Pacific Stock exchanges and were listed in Fortune 500’s top companies at 460. It was also during the 60’s that HP created its first computer, which was used in house to control company tests. HP also creates their first scientific calculator around this time, which also gained critical success. Further helping promote HP products Dave Packard was appo inted U.S. Deputy Secretary of Defense in 1969. In 1977 John Young became president of HP replacing Bill Hewlett. In the early 80’s HP took much more interest in the personal computing industry as it was during this time that they create the first mass marketed personal computer. They also enter into creating printers for use with their personal computers, the printers HP manufactured during this time set the standard for the direction in which printers would evolve. In 1987 Bill Hewlett retired as vice chairman of the board of directors, his son Walter Hewlett and David W Packard (son of Dave Packard) step up to take his place. In 1992 Lew Platt became HP president and CEO who was the first president and CEO of HP to not be a member of the Hewlett or Packard family. In 1993 Dave Packard relinquishes his chair of the board of director’s position to Lew Platt. Possibly one of the most damaging events hits HP in 1996 when Dave Packard one of the original founders dies. In 1999 Carly Fiorina becomes President and CEO of HP. In 2002 HP merged with Compaq Computer. This merger created an â€Å"$87 billion entity† which operates in more than 160 countries and has almost 150,000 employees. (Dykman, Davis, Lamb). â€Å"Quite a change from a company which 70 years ago started in a 1 car garage shack with 2 college kids who had $500 to work with!† (Hewlett Packard Company) Today, HP provides consumers a wide range of products and services from digital photography to digital entertainment and from computing to home printing. This comprehensive portfolio helps the company match the right products, services, and solutions to their customers’ specific needs. Hewlett-Packard’s Vision Statement We strive to improve the environmental performance of our customers, our supply chain, and our own operations. We give people the tools and solutions  to build a better today while preparing to address the challenges of tomorrow. Motto: Purpose Statement To lead in the marketplace by developing and delivering useful and innovative products, services and solutions. Mission Statement Committed to global responsibility by being economic, intellectual and a social asset, demonstrate commitment to our employees by promoting creative work that reflects our values, and earn customer respect and loyalty by consistently providing the highest quality and value while achieving finance growth. Values Statement HPs values embody the qualities, beliefs, and principles that will ensure organizational success. It is necessary that people work together in unison toward common objectives and avoid working at cross purposes at all levels if the ultimate in efficiency and achievement is to be obtained.-Dave Packard Trust and respect for individuals We work together to create a culture of inclusion built on trust, respect and dignity for all. Achievement and contribution We strive for excellence in all we do; each persons contribution is critical to our success. Results through teamwork We effectively collaborate, always looking for more efficient ways to serve our customers. Meaningful innovation We are the technology company that invents the useful and the significant. Uncompromising integrity We are open, honest and direct in our dealings. Issue Statement In order for the company to remain one of the world’s leading producers of the latest technological advances, HP must face the following issues head-on: 1. Their ability to remain a top tier leader in the technology industry through innovative products 2. Strive in meeting the continued needs of various shareholders by increasing HP shares 3. Maintain customer loyalty by producing quality yet reasonable prices and exemplarily  customer service 4. Finding ways to reduce our global footprint worldwide through advances in green solutions Management Question: What does CEO, Meg Whitman, need to do to retain and recommit HP to the PC business and reintroduce products her predecessor discarded? Stakeholder Analysis * Communities * Customers * Employees * Investors * Legislators and regulators * Nongovernmental organizations (NGOs) * Suppliers * Universities Stakeholder Expectations and Expectation (See Exhibit 1.1) Stakeholders Key Issues With the unwavering success of new entrants into the market HPs stakeholder’s main issue is their ability to be innovative and competitive in the market. Competitors such as Apple has gained a significant competitive advantage in the technology industry forcing HP to evaluate how they do business. SWOTS Strengths * Hewlett-Packard (HP) is a global provider of personal systems, imaging and printing products, and technology solutions. * It is the largest player in the inkjet and laser printer market. * HP is also one of the market leaders in the global PC market. * HP has a very strong distribution Hewlett-Packard’s primary strength is its business position. The enterprise has a large amount of cash in hand about $10 billion. * Hewlett-Packard is a global enterprise and especially after its merger with Compaq, the company became world’s biggest computer hardware and peripherals  consort in the world and has ranked 20th in the Fortune 500 list. * Hewlett Packard is operating in more than 170 countries including both developed as well as under-developed. * Being a global dealer of computer hardware, it gives HP many advantages like dominating printers market, both laser and inkjet. The company attracts and focuses on consumers from even newly found markets all around the world, multinational corporations, non-governmental organizations etc. * The company competes both at local and international level. * It has increased its competitiveness through policies and strategies that supports free-market economies. * HP is a leading supplier in the growing IT markets. Weaknesses * HP uses the Windows platform in all its I-PAQ phones. Incidentally, I-PAQ phones have been much criticized for not being very Windows friendly in a lot of user forums. * The inability to react quickly to changing market conditions and demands is a weakness of HP. * The company was in a long term debt for many years which kept it from investing in different growth opportunities. * The touch pads of the notebooks of Hewlett Packard like the dv series, dm3, and Envy lines needs improvement. These touch pads are either finicky, unreliable, or are difficult to use because of friction. * The mouse buttons on various HP supplied machines are said to be clumsy to use, too. * Poor shelling life of HP products plagued some mainstream systems and net books. * The past acquisition of Peregrine made the HP’s portfolio even more diverse and complete but HP Open View’s lack of mainframe management capabilities created several problems. * Another weakness was that it did not yet hit a CMDB product that includes discovery and mapping. This cause many customers to switch the brand. Opportunities * Expansion in alternative client computing architectures and other emerging mobile computing devices gives a good opportunity for HP. * The mobile phone market is forecasted to grow tremendously. * The recent acquisition of EDS puts HP at a strong position in the computer market and makes it portfolio more impressive. * Hewlett-Packard was able to generate large number of revenues and profits from its different deals and  raised more than six billion which it can use to pay off its debts as well as invest in different research and development activities. * If the products by the company are supplied at reasonable prices, there will be more chances of growth as the demand would increase. * The company has formed Customer Solutions Group that helps in selling the complete IT solutions, products and services by HP. Threats * Hyper-competitive environment Companies such as Dell, Toshiba, Lenova Group and Acer are formidable competitors for HP. * It competes in terms of price, brand, quality, technology, distribution and range of products, among other factors. * Other mobile operating systems such as Symbian, iPhone, and Linux are on the rise and they too pose a threat to HP. * Operating in global market means many competitors and therefore, the company has to be at the forefront of changing technologies as well as addressing the changing customer demands and needs. * The global economic recession is also a threat for the company’s sales and profits. The prices have also fallen as the stock markets are at historic low positions. * Many other competitors including Dell are entering the printer business whereas IBM has become a market leader. 3. Organizational Design Analysis Division of Labor in the Ambidextrous Orgainzation: Organic characteristics such as decentralization and employee freedom are excellent for initiating ideas, but these same conditions often make it hard to implement a change because employees are less likely to comply. Employees can ignore the innovation because of decentralization and generally loose structure. HP has such problem and it is necessary to overlay the ambidextrous approach, which speaks to incorporate structure and management process that are appropriate to both creation and the implementation of innovation. The ambidextrous approach looks at HPs design elements that are important for exploring new ideas versus the design elements that are most suitable for exploiting HPs current capabilities. Exploration means encouraging creativity and developing new ideas, whereas exploitation means implementing those ideas to produce routine products. HP can be designed to behave in an organic way for exploring new ideas and in a  mechanistic way to exploit and use the ideas. Research under HP could use an ambidextrous approach by designing for both exploration and exploitation perform better and are significantly more successful in launching innovative new products or services. Through research, using this model as an overlay, HPs creative department should use the organic structure to expand its capabilities such as reducing their global worldwide footprint through advances in green solutions. The economy of China has been growing at a robust rate since last few years. Chinas recently released five-year plan signifies a new phase of growth through the expansion of domestic consumption, driving a low-carbon economy, fostering innovation and achieving balanced social and economic growth (Datamonitor PLC, 2012). The growth of HPs mobile tablet PC market, entry into the smartphone market expects to grow strongly in the coming years. The growth is expected to be driven by the demand from the US and Asia Pacific regions. In 2010, the market was led by the North American region with approximately 35% market share. By 2014, Asia Pacific region including China expects to lead the tablet PC market (Datamonitor, 2011). In February 2011, HP launched the HP TouchPad, a 9.7-inch tablet PC that runs on webOS 3.0. The company plans to make available this product in the coming months. The companys increased focus on the tablet PC segment will enable it to benefit from the growing market (Datamonitor, 2011). HP entered the smartphone market with the acquisition of Palm, a provider of smartphones powered by the Palm WebOS mobile operating system, in July 2010. The launch of new smartphones with an updated version of WebOS will enable the company to effectively compete with each other players in the market, including Apple and Google (Datamonitor, 2011). In addition, provide the healthcare markets with products beyond the capabilities of their competitors. HP has been focusing on providing healthcare solutions in recent times. In January 2010, the company and McKesson collaborated to work on electric health record (EHR) adoption at independent physician practices. HPs solutions targeting healthcare sector will enable it to increase its revenues in the company years (Datamonitor, 2011). The creative department could use an organic structure to explore and  develop new ideas to face intense competition from Apple, RIM, and Nokia. Under an organic structure, HP will be able to react quickly to those competitors having a positive effect on revenues and profitability of the company in the long run. Looking at the mechanistic structure HP could exploit capabilities and apply routine implementation of innovations. An example of this looks at HP leading market position in the global printers market. HP ships more than one millions printer per week. Strong market position in various market segments provides economies of scale for the company, including increasing their customer base (Datamonitor, 2011). The Four Types of Change Provide a Strategic Competitive Wedge: Managers can focus on four types of change within organizations to achieve strategic advantage. These four types of change are technology, products and services, strategy and structure, and culture. These factors provide an overall context within which the four types of change serve as a competitive wedge to achieve an advantage in the international environment. HP has an unique configuration of products and services, strategy and structure, culture, and technologies that can be focused for maximum impact upon the its c hosen markets. Technology changes are changes in an organizations production process, including its knowledge and skill base, that enable distinctive competence. These changes are designed to make production more efficient or to produce greater volume. Changes in technology involve the techniques for making products or services. They include work methods, equipment, and workflow. In the case of HP, the competitive-intelligence (CI) chief of HP has focused his intention to offer free shipping for printer cartridges, its development of print status monitor software which will prompt customers to purchase replacement cartridges, and numerous technical specifications. Only but a few minor errors, the CI team had nailed everything: prices, specs, software details (Varchaver Burke, 2007). Products and services changes pertain to the product or service outputs of HP. New products and services are normally designed to increase the market share or to develop new markets, customers, or clients. If correctly  applied, HP can bring together existing technologies in a new way to serve a new market. HP has a broad product portfolio. HPs services segment offers consulting, outsourcing and technology services across infrastructure, applications and business process domains. Its services encompass the data center and the workplace (desktop); network and communications; and security, compliance; business continuity; warranty support; technology consulting and systems integration solutions (Datamonitor, 2012). Strategy and structure changes pertain to the administrative domain in an organization. The administrative domain involves the supervision and management of management, policies, rewards systems, labor relations, coordination devices, management information and control systems, and accounting and budgeting systems. Strategy, structure, and systems changes are usually top-downthat is, mandated by top managementwhereas product and technology changes often come from the bottom up. To make the strategy successful, they identified a new set of key performance metrics to track how effectively the company was meeting goals of competitive costs, high quality, and great service. This change also proved to be successful in the long run. A culture change refers to changes in the values, attitudes, expectations, beliefs, abilities, and behavior of employees. Culture change pertains to changes in how employees think; these are changes in mindset rather than technology, structure, or products. Culture change can be particularly difficult because people dont think their attitudes and beliefs easily. The four types of change are interdependent a change in one often means a change in another. The structural change was an outgrowth of the technology change. HP is an independent system, and changing one part often has implications for other parts of HP. Porters Competitive Strategies- Michael E. Porter studied a number of business organizations and proposed mangers can make the orgainzation more profitable and less vulnerable by adopting either a differentiation strategy or a low-cost strategy. Appling a low-cost leadership strategy means managers choose to compete through lower  costs, whereas with a differentiation strategy the orgainzation compete through the ability to offer unique or distinctive products and services that command a premium price. Each strategy can vary in scope from broad to narrow. That is, an organization can choose to compete in many market and customer segments or to focus on a specific market or buying group. Appling this model to HP revels the organizations focuses on low-cost leadership strategy with a broad scope where HP provides goods and services to customers at cheaper prices. HP uses the low-cost strategy with their printer / copier product line where tight controls to produce products more efficiently than its competitors. Low-cost leadership strategy using a broad scope is concerned primarily with stability rather than taking risks or seeking new opportunities for innovation and growth. For HP, this means it can achieve higher profits than competitors because of it can efficiency and lower operation costs. Also, this strategy puts HP in a better position to prevent loss of market share. 4. Identification and Evaluation of Alternatives 1. Encourage technology change by using skunkworks Pros: Focuses on breakthrough ideas for HP Give highly talented employees time and freedom to keep HP on the cutting edge This group could be highly autonomous and secretive while creating Cons: May create a subculture under HPs vision Risk of skunkworks wasting resources and come away with nothing to show Ideas may be behind competitors organizations skunkworks teams 2. Empower employees through the bottom-up approach Pros: Employees are motivated to figure out the best ways to get their jobs done Supports the right culture that drive high performance Employees at all levels feel part of the vision / change or the organization Cons: Employees ideas could go nowhere Ideas could get lost between the layers of management Employees may become focused on looking for shortcuts in the process 3. Discover a distinct pattern of tailoring innovations to customer needs by using the Horizontal Coordination Model Pros: Increases the amount of new product development Improves the different possible developed products Gives HP the edge in meeting customer needs and circumventing manufacturing / marketing ideas Cons: If not properly applied, the connections is lost between employees and customers If not properly applies, the coordination between departments are not shared Must be driven by top managers to function well 5. Recommended Alternatives- Based on the models and discussed alternatives, I recommend HP will be best able to adapt to the changing external environment by proceeding with the Horizontal Coordination. This means HPs technical, marketing, and production employees share ideas and information. All departments would have a say if / when a product gets introduced in the market. Specialization means every department are highly competent at their own tasks. Boundary spanning means each department under HP vision will be linked with involvement on new products and has an excellent linkage with relevant sectors in the external environment. Under boundary spanning, employees are aware of recent scientific developments and personnel are closely linked to customer needs. Horizontal coordination stresses the importance of sharing ideas between technical, marketing, and production. I would not recommend using skunkworks or the bottom-up approach. Skunkworks has a great possibility of developing a subculture that may not support HPs overall vision. Using the bottom-up approach may go dry after employees discover their ideas are going unnoticed or getting lost while traveling through the layers of management. 6. Implementation and Conclusion Elements for Successful Change- Regardless of the type or scope of change, there are identifiable stages of innovation, which generally occur as a sequence of events, through innovation stages may overlap. For a change to be successful implemented, HPs mangers must make sure each element occurs in the organization. If one of the elements is missing, the change process  will fail. 1. Ideas. Change is an outward expression of ideas. Ideas can come from within or from outside the organization, 2. Need. Ideas are generally not seriously considered unless there is a perceived need for change. A perceived need for change occurs when managers see a gap between actual performance and desired performance in the organization. 3. Decision to adopt. The decision to adopt occurs when managers or other decision makers choose to go ahead with a proposed idea at HP. 4. Implementation. Implementation occurs when HPs members actually use a new idea, technique, or behavior. Materials and equipment may have to be acquired, and workers may have to be trained to use the new idea. This is the most difficult part for HP. Until people use the new idea, no change has actually taken place. 5. Resources. Change does not happen on its own; it requires time and resources, for both creating and implementing a new idea. Employees at HP must provide energy to see both the need and the idea to meet that need. In conclusion, strong market position in various markets segments provides economies of scale for the company, besides increasing its chance of winning customers. However, intense competition will adversely affect the revenues and profitability of the company in ling term (Datamonitor, 2011). Works Cited 1. Daft, R. (2010). Organization Theory Design. (11th ed.). Mason, OH: South-Western, Cengage Learning. 2. Datamonitor. (2011). Hewlett-Packard Company 3. HEWLETT-PACKARD COMPANY Palo Alto, California. (2008). Microwave Journal, 51(7), 120-126. 4. Hewlett Packard Company. 2007 November 19. 30 March 2008 http://www.thocp.net/companies/hewlett_packard/hp_company.htm. 5. High Tech: Winning Success In Silicon Valley. (1984). Ebony, 40(1), 37 6. (n.d.). Retrieved from www.hp.com/go/history

Effect of Robot Technology for Post Stroke Gait Improvement

Effect of Robot Technology for Post Stroke Gait Improvement Introduction Stroke is a one of the most severe health problem worldwide; it is a syndrome characterised by signs and symptoms that develop rapidly resulting in focal and global loss of cerebral functions. These sign and symptoms resulting from vascular insufficiency last for over 24 hours eventually results in severe physical and functional disability or may also cause death. It has been also found that per year prevalence rate of stroke is high i.e. 2/1000. However, the mortality rate of stroke is reduce in past few years but it is still the second most cause of death worldwide following chronic heart disease and third-most leading cause of death in New Zealand following cancer at first and chronic heart disease at second. Moreover, because of the poor functional outcome in majority of post-stroke patients, makes stroke as an utmost cause of disability worldwide; as one-third of post stroke population suffers with severe functional disability even after five years of stroke. Besides, over 7000 stroke incident reports per year in New Zealand; 3/4th of this post stroke population have to live dependently on others for their Activities of daily living. Eventually, post-stroke functional disability and rehabilitation cost of post stroke victims results in increase holistic socioeconomic burden; in conjunction with victim and their respective family member, i ncreases the worldwide economic burden at 4% (Barker, 2010). According to previous studies; neuroplasticity mechanism plays an imperative role in post-stroke functional improvement. In an endeavour to achieve effective functional recovery, it is mandatory to use neuroplasticity mechanism effectively is an essential goal to include during the stroke rehabilitation (Pekna, 2012). Whilst, multidisciplinary treatment approach and task specific training embellish with consistent repetition or high intensity task practice are also vital for functional recovery after stroke1. Therefore, it is essential to include these fundamental principal during the goal setting of stroke rehabilitation (Langhorne, 2011). Furthermore previous studies reveals; coordinated reciprocal movements and pastoral tone is reduce or lost subsequently post-stroke. Therefore, gait alteration is one of the most common disability among post-stroke patient; as 30% of the stroke survivors have impaired walking ability i.e., slow walking velocity in conjunction with decrease endurance and poor ability to adopt constrains during walking (Tilling, 2001). Eventually, in an endeavour to improve activities of daily living and functional independence among stroke victim; an independent ambulation is an important goal to achieve during stroke rehabilitation. Kwakkel (1999), suggest the imperative role of motor control in improving the ability to control and regulate normal pattern of movement. Besides, it has been also found from studies that for an efficient motor relearning programme it is important to emphasize on the three essential components: Neural; Muscular and; Biomechanical . Therefore, it is essential to focus on high intensity and diversity of specific tasks during the post stroke relearning of skilful movements. Consequently, multidisciplinary approach is supposed to be more beneficial and important for the motor relearning of the stroke patients. Evidently it has been conclude from the previous studies; although innumerable of stroke victims reported worldwide; besides a huge variability in treatment approaches for post-stroke rehabilitation also exists. Therefore, in manoeuvre to reduce post-stroke disability, it is essential to have a reliable and effective rehabilitation treatment. In the recent years a new technology with the help of advance computational approaches and sophisticated electromechanical components has been developed and named as Robot. A robot is develop and design in such a way that it can be re-programmable and perform multi-functional tasks by moving specialize devices. Therefore, it can be used to accomplish a specific task by programming it to produce variable specific motion movements (Pignolo, 2009). As it has been already conclude that the utmost requirements are the consistent repetition or high intensity task practice in stroke rehabilitation; because of the available advancement in technology, it is advantageous to use robot as an effective intervention in stroke rehabilitation (Stein, 2012). Majority of studies have been done to determine the effect of conventional rehabilitation approaches on the variables (function and walking speed) associated with gait training of stroke patients. In most of these studies conventional physiotherapy treatment was included to rehabilitate the gait of the stroke patients therefore; the results of these studies is mainly based upon single treatment approach. Apparently, results of these single treatment approach studies may not be that much beneficial because of the diversity in post-stroke functional loss. Eventually, as soon as robot technology is accepted as an effective intervention for the rehabilitation for stroke; majority of studies are now focus on effectiveness of therapeutic rehabilitation robots surge dramatically. As it has been already found, that the high dosage intensive training and high intensity functional task practice plays an imperative role in stroke rehabilitation. Besides, it has been also reveal that robotic technology has the advantage of delivering this high dosage intensive training and consistent practice of specific functional task. Therefore robot technology as an intervention can play an imperative role in minimizing the adverse post stroke disability effect. Therefore, the aim of the current study is to compare the effect of robotic technology as an intervention on the functional improvement and gait training in the insight of evidence that; a robotic technology as an intervention enhances functional and gait improvement among post-stroke people. METHODS Search Strategy In the present study, a variety of electronic database were search for the initial literature search: EBSCO and Medline health database, Elsevier, PubMed, google, Pedro, AUT library database. Extensive key word were included for the initial search: Stroke; post-stroke disability; neuroplasticity; motor disorder; functional impairment; gait dysfunction; stroke rehabilitation; conventional treatment approach, robot intervention . In the manoeuvre of standardized approach during the search procedure; the list of keyword and all their combinations were used uniformly for searching the literature. Furthermore, additional keywords were added to the main keywords list included review,critical,meta and systematic review when searching for past review articles on stretching and exercise interventions. Study Selection Inclusion Criteria: There was not limitation on the date of publication but search was limited to articles publish in English language. The studies having randomized controlled trial and quasi-experimental studies; comparing either the experimental group with another intervention or with a control group were eligible to include in the present study. The study was restricted to those post-stroke patients who are in sub-acute or chronic stage, fully cooperative and able to follow command, having robot assisted rehabilitation for gait impairment and functional disability. Participants included in studies should not have any; pathological restricted ROM, amputation of any lower limb joint. Furthermore, pilot studies and single case studies were excluded in the present study. Data extraction Data from included studies were extracted for the variables of interest: Gait improvement and functional independence. Then for the tabulated presentation of data; it was then presented in the table 2, under the headings: Author; Study design; Intervention; Outcome measures and; Main findings. Internal validity of the studies The internal validity of the included studies for the appraisal and grading of intervention were checked through a modified version of the Cochrane Musculoskeletal Injuries Group (CMIG) scoring system that comprises of eleven items covering aspects of study design. A final overall score or quality rating (out of a possible 11) for all the included studies was then awarded to each intervention paper. Data synthesis In all the included studies; effect of the robot assisted intervention on post-stroke patients was analysed through gait improvement and functional independence. However, most of the studies included in this literature review also have a diversity in the variables of interest therefore, in an endeavour to check quality of the included studies; a pattern of evidence approach was thus used and marked accordingly on the basis of their design and consistency of finding: low quality if it scored 5 to 6; moderate quality if it scored 6 to 8 and; high quality if it scored 9 or above. Among the included eight studies; one found to be of high quality with score at 9 and remaining studies were of moderate quality with an average score at 6 to 8. RESULTS Initially after searching various database, two thousand articles were identified and out of these articles only twenty articles were found to be appropriate for the abstract review. Thereafter, only 10 papers were found to have the full paper review, and then out of these 8 intervention studies were selected on the basis of the inclusion criteria and were further subject to critical appraisal and scoring. The primary reasons for the rejection of papers were the intervention other than Robot. Secondly, remaining non-included studies were focused on the population having either acute phase of stroke, restricted rom and amputation of the lower limb. The information relating to each paper included in the review is shown Figure 1. Figure 1: Flowchart Efficacy of robot intervention in Stroke rehabilitation Selected variables – Robot intervention; Gait improvement and Functional independence Two thousand paper were found 100 articles identified, 20 were suitable for abstract review, 10 papers were selected for the full paper review 8 intervention studies were selected on the basis of the inclusion criteria and were further subject to critical appraisal and scoring Inclusion criteria-RCT; Quasi experimental; English language; Robot intervention; Stroke patients Exclusion criteria Restricted rom; Amputation, Pilot studies, Single case studies Results – One study include is of high quality score at 9 and seven are of moderate quality score at 6 to 8 Quality The scores related to the quality of the papers (QS) varied from 6 to 9. One paper attained a strong quality score each at 9, while all others were at moderate quality score at 6 to 8. The key elements associated with the quality of each paper (blinding of subjects and treatment providers etc.), that were not addressed well are presented in Table 1. Table 1: Internal validity of the studies S.N Author A B C D E F G H I J K Quality score 1 Bandy, W.D. (1994) Y Y Y Y Y N N Y Y Y Y 9 2 Bandy, W.D. (1997) Y Y Y N.P N N N.P Y Y Y Y 7 3 Baranda, P. S. (2010), Y Y Y N.P N.P N N.P Y Y Y Y 7 4 Feland, J. B. (1999). Y Y Y Y Y N N Y Y Y Y 9 5 Feland, J. B. (2001) Y Y Y N.P N.P N N Y Y Y Y 7 6 Ford, G. S. (2005) Y Y Y Y N N N.P N Y Y Y 7 7 Odunaiya, N.A. (2005) Y Y Y N N N.P N N.P Y Y Y 6 8 OHora, J. (2011) Y Y Y N N N N N Y Y Y 6 9 Zakas, A. B. (2013) Y Y Y Y N.P N.P N.P Y Y Y Y 8 Participants From the overall prospective, there were a total of 327 subjects in all the included studies. All the subject included in the studies were stroke patients, having gait impairments and functional dependency. Firstly, it has been found that in all the included studies; an informed consent form was gathered from subjects for their ethical approval. Moreover, in order to keep subjects blinded to the interventions; a randomization of subjects in different groups was done by an appropriate manner. Furthermore, in all the included studies Robot intervention was used as an intervention for the rehabilitation of gait and functional independence. The Robotic device used in all the included studies for the intervention was Lokomat.