Commercial versus Non-Commercial Services Assignment

Commercial versus Non-Commercial Services - Assignment Example The contracting officer acts as the main authority, business guide and primary executor for the government. The officer is also entitled to identify the need, the primary source choice, and dealing with the resultant contract and business game plan. In addition, he investigates companies in the market to distinguish general business practices. For example, business terms and conditions, contract type and the utilization of incentives are perfect examples of commercial services offered to the society (Federal Acquisition Regulation, n.d.). On the other hand, terms and conditions of non-commercial contract and services vary in a number of ways. They are under constant monitoring through a contract screening framework of past execution. This involves the formal Contractor Performance Assessment Reporting System (CPARS), and Construction Contractor Appraisal Support System (CCASS). These contracts contain a change clause that allows the contracting officer to make independent changes to specific areas within the broad-spectrum scope of the contract. There are slight distinctions in the particular change clauses, depending on the item being purchased such as supplies, services, or construction. The distinctions also affect the type of contract awarded such as fixed price or cost reimbursable, as described in FAR Subpart 43.2. Any alterations must be within the broad extent of the contract. In addition, the change order must be in writing, and only the contracting officer may issue a change order. Quantities may not be inde pendently altered by use of the changes clause â€Å"A decrease in quantity can be affected by a partial termination for convenience.† These items may, however, be returned at the contractor’s expense.† The termination of contracts exists basically in two options; T4C and termination for default (T4D) or cause. After deciding which method to use, the CCO should be prepared to negotiate an amicable settlement (Federal Acquisition Regulation, n.d.).  Ã‚  

Health and Social Care Essay Example for Free

Health and Social Care Essay Describe how incorrect handling and moving techniques can damage the skin. Identify a range of interventions that can reduce the risk of skin breakdown and pressure sores. Describe the changes to an individual skin conditions that should be reported. It is important to avoid or prevent the vulnerable areas or where sores has already formed. Regularly changing position or moving helps to prevent pressure sores developing in a vulnerable areas or to relieve already existing ones. In every clients risk assessment notes it must be shown how often they need to be moved it could be every 15 min. r might be every 2 hours. Risk assessment as well should be suggesting how to prevent putting pressure on existing ones or vulnerable areas. Also might be helpful: correct sitting lying positions how best to support feet to keep good posture the special equipment There are range of special mattresses and cushions to relieve pressure on vulnerable parts of body. Most popular are the ones that can be connected to flow of air. Which is automatically regulated to reduce pressure as and when required. Special dressings and bandages can be used to protect and to speed up the healing of pressure sores. Topical preparations such as cream and ointments can speed up healing process and prevent further tissue damage. Antibiotics and antiseptic creams might be used to prevent infection and bacteria spreading. Certain dietary supplements such as protein, zinc, vitamin c can be helpful. If clients diet lacks vitamins and minerals skin may be more likely to develop pressure sores. Debridement ,maggot therapy,surgery has been known to be helpful. Carrying out a regular checks are necessary for evidence of an early signs of the condition. Any dis-coloration of skin any patches of skin that feel unusually spongy or tough to touch must be recorder into clients personal file and a person in charge informed. Outcome 2 identify legislation and nation guidelines affecting pressure area care describe agreed ways of working relating to pressure area care describe why team working is important in relation to providing pressure area care Every company has different policies how to prevent pressure sores and how to deal with the situation when it happens. First and most important is new staff training introducing to the rules how to follow regular checks on clients,how vital is to read risk assessments and how to record ,for the other members of staff to be informed what was noticed who was informed and how the problem was solved. Team work can do wonders for clients well being,when staff is well trained and keep each other informed about every simple change the maximum success can be achieved. Unit HSC 2028 Move and position individuals to their plan of care. Every single client with difficulties to move has a detail notes how it has to be done and how they prefer to be moved. Because of their individual conditions the normal movement of some joints might not be possible or restricted. It is important to understand how joints work together to achieve the understanding in what is the best way to move the client. Special exercises designed to suit different conditions can be very useful. A physiotherapist would be the one who makes an assessment keeping in mind clients condition e. . following a stroke the client usually has weakness in the left side of the body so physiotherapist will aim to create a work out plan to strengthen the weaker side of the body after hip joint replacement surgery client must feel lots of pain and weakness in the leg as well as stiffness. The physiotherapist will be aware of conditions and will make a plan suitable for this condition. Most of people in wheelchairs have a set of special designed exercises to keep their fitness levels and firm muscles.

Lou Gerhigs Farwell Speech -- Lou Gerhig

Language Analysis of Lou Gehrig’s Farwell Speech to the Yankees   Ã‚  Ã‚  Ã‚  Ã‚  Lou Gehrig was one of the best baseball players to ever play the game. He was blessed with an amazing career playing for the New York Yankees setting many major league records such as 2,130 consecutive games from 1925 to 1939. Unfortunately all good things must come to an end and on July 4, 1939 Gehrig stood before his devoted fans at Yankee Stadium and announced that he had been diagnosed with amyotrophic lateral sclerosis. The man that was known to everyone as the â€Å"Pride of the Yankees†, on this very day, showed how courageous he was by giving a passionate speech to his fans that was filled with sarcasm, emotion, and pride.   Ã‚  Ã‚  Ã‚  Ã‚  Gehrig’s speech to the 60,000 fans sitting before him was short but convincing. He wanted to convince his fans that in his eyes this wasn’t a defeat. He proclaimed that he considered himself, â€Å"the luckiest man on the face of the earth.† Language was used to manipulate his fans into seeing the good and not the bad in this tragic situation. Instead of speaking of his illness, Gehrig reminded his fans of all the amazing people he has been able to meet and play for, his loving family, and his record setting career. He starts of the middle two paragraphs of his speech by stating, â€Å"Sure, I’m lucky,† and continues on with remarks about the great men of baseball he has had the opportunity to work with. He continues on at the end of the speech with sarcasm, implying to the audience th...

Vadabandeshwara

INDEX An Eulogy of a Monument Cultural History of India Manipal Institute of Communication Done by, Bipasha Mukherjee Devesh Bhatt Manasha Ganeshan Venumadhav Bhat M Vadabandeshwara temple is one of the most prominent and oldest temples of Udupi, the temple town. This temple is more than 800 years old. Malpe, the coastal part of Udupi houses the Vadabandeshwara temple. The temple is a few kilometers away from the shoreline. This is one of Karnataka’s oldest temple. This temple primarily worshipped Lord Subrahmanya, although it is famous for housing the deity Lord Balarama, the brother of Lord Krishna.According to folklore, there was a sage by the name Vadabandeesha. He was a lepor. He could not tolerate the disease and he started to penance. Lord Subrahmanya satisfied by his penance decided to relieve him of his disease. The Lord came in front of him and offered to cure him of his suffering, if he built a temple dedicated to the Lord. Sage Vadabandeesha then built the present temple in the Lord’s name. Hence, this temple is also known as Anantheshwara temple. Anantheshwara, being the other name of Lord Subrahmanya.At present the main deity is Lord Balarama, the brother of Krishna. Hence, in one sense we can call this temple as the brother temple of the Udupi Krishna mutt where devotees from all over the world come to experience the lord’s grace. There is a folklore for Lord Balarama being the main deity now. The story goes that due to somebody vandalizing the statue of Lord Subrahmanya one of the arms of the idol broke. Due to this the idol could not be kept in the temple for worshipping.So the people of the village decided to immerse the idol into the temple pond and named the pond Skanda Pushkarani. Skanda, being yet another name for Lord Subrahmanya or literally meaning the God of war. The great Vaishnavite Saint Shri Madhvacharya was meditating on the shores of Malpe. During this time he found that a ship was having trouble in the sea. So, he helped the ship to reach the shore. In gratitude the owner of the ship gave Saint Madhvacharya two rocks. One of these rocks cracked and the idol of Lord Balarama came out.This idol of the lord was installed by the saint in Vadabandeshwara. The other stone contained the idol of the Lord Krishna which he installed in Udupi and built the famous Krishna Mutt. In dedication to Lord Subrahmanya the temple still houses a small statue of the lord along with Lord Balarama’s idol. During the main festivities and celebrations he is kept as the Utsavamurthy and worshipped. The devotees usually are in many during the Mahalaya Amavasay (new moon day). They come to offer prayers to the lord and take a dip in the sea.The temple due to its proximity to sea is also a place where many hindus come and perform the 12-13 day pujas of the dead. Fishermen and navigators perform pujas here after the rainy season before entering the sea for their voyage. The temple also houses smaller temples dedicated to the Lord’s Ganesh and Durgaparameshwari. It also houses the Navagraha Devagudi. A small temple dedicated to the nine planets. The temple is not built completely in the Dravidian style of architecture. The idol of the main lord is installed in the main room around which the temple and the other smaller temples are built.The whole temple is built in the form of a square. But there are no Gopurams. Directly in front of the Lord’s room is the Dhwajastambha pillar were Lord Subrahmanya’s statue is kept as the Utsavamurthy during the festivals. Behind this pillar is the Garudastambha pillar on which Lord Garuda’s idol has been chisseled. The Garudastambha pillar is important as both Lord Balarama and Subrahmanya are two different forms of the Adishesha (the seat of Lord Vishnu, a god in the form of a snake), Lord Garuda is the only one who can bear the wrath of these two god’s anger.This is ine of the Hindu mythology beliefs based on which i t is built Although now the temple worships the two different forms of Adishesha, International Society for Krishna Consciousness (ISCKON) perform their bhajans and dances in the name of Lord Krishna here. So, it is evident that even though it is not a Krishna temple it has been given the importance that it needs from other sects also. Hence, from the above mentioned facts we can conclude that Vadabandeshwara is one of the oldest and prominent temples of Udupi and we must do all that we can to not let this relic disappear into the sands of time.

Interview With Manager Essay

Throughout the essay, the managers will be referred to as Mr X and Mr Y and their company’s will be referred to as Company X and Company Y respectively due to confidential reasons. The first manager that was interviewed in order to fulfil this task was Mr X. He works for Company X, which is, a large service based organisation at the position of ‘Head of Corporate Credit Administration.’ His key responsibility at this bank is to provide credit administration support to Corporate, Investment banking and SME business. Within Company X’s hierarchy Mr X appears to be a middle level manager at he is expected to report to the CEO of the company while he also supervises. The second interview that was conducted for this task was with Mr Y. He is a Creative Marketing Director at Company Y which is a marketing consultancy and IT development enterprise located in Malaysia. His organisation is also service based; however, it is a medium sized one. As a top level manager , Mr Y’s task is to direct and oversee the overall projects and ensure that they are carried out as planned and are successful. Management is the process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively (Robbins, Bergman, Stagg & Coulter, 2012). In the subsequent essay, the universality of management will be discussed in light of Fayol’s four functions and Katz’s three skills and how relevant these theories appear while analysing the information gathered from the interviews. Henri Fayol proposed that that all managers perform five functions: planning, organising, commanding, coordinating and controlling (Robbins, Bergman, Stagg & Coulter, 2012). During the course of the essay, however, the emphasis will remain on the four functions: planning, organising, leading and controlling. A skill is the ability either to perform some specific behavioral task or the ability to perform some specific cognitive process that is functionally related to some particular task (Peterson, 2004). For the purpose of this task Katz’s skills will be related to the interviews collected. Namely these are: Conceptual, Human and Technical skills. Mr. X is involved in a moderate amount of planning as he defines the credit policies fo r the corporate portfolio. Moreover, he has to cascade the defined goals to individual job levels and monitors them closely for accomplishment. In his organization, high achievers are often rewarded with awards and cash bonuses which serve as a motivation. Reports are also  compiled frequently to monitor portfolio behavior and to make sure that customer’s expectations at various occasions are fulfilled. At the same time, he is also expected to be able to work with various other departments to ensure smooth transactional processing. These tasks of Mr. X relate to the organizing function of Fayol, that is, the providing of everything essential in performing a particular task i.e. the right equipment and tools with right people and right amount of capital (Fayol, 1949, as cited in Lamond, 1998). It is not enough to just organize the employees and assign them jobs to perform. But what is more important is to know that which employee is specialized in which job (best suited for a particular task) and assign them jobs accordingly (Fayol, 1949, as cited in Lamond, 1998). Mr. X’s interview conveys that he is the most involved in leading, organizing and controlling with a moderate amount of planning. All this is in line with the existing theories of what a middle level manager ought to do. However, he has rated controlling as ‘4’ which is rather high for a middle level manager. Theory says that a middle-level manager is only expected to contribute 14% of his tasks to controlling (Stephen Robbins, 2012, p.19). Mr. X rated the need of human skills as ‘5’. These skills are important for managers at all levels (Robbins, Bergman, Stagg & Coulter, 2012).   Hence, it falls in line and confirms Katz’s theory. However, Mr. X’s rating of the other two skills and the theory related to those seem to be contradicting as he rates technical skills and conceptual skills as very much while according to Katz, a middle level manager is expected to possess moderate amounts of each. Thus, in Mr. X’s case, Fayol’s four functions seem to be evident while Katz’s theory appears to not be relevant to his job description and tasks expected out of him. Managers can manage action directly, they can manage people to encourage then to ta ke necessary actions, and they can manage information to influence the people in turn to take their necessary actions (Mintzberg, 1994). Being a part of a board member, Mr. Y claims that he is involved in a moderate amount of planning (rating of ‘3’), along with, employing the correctly skilled people for a task that is most suitable for them. Mr. Y feels that it is his responsibility, being a senior, to inspire his subordinates and provide them with the recognition that they require to be able to excel in their respective fields. A weekly reporting system is used in Company Y to check through the company’s progress and its employee’s  efficiency and effectiveness. Thus, there is quite a lot of leading and controlling, followed by organising and planning is the least of them all. Fayol’s four functions seem to be in accordance with Mr. Y’s job description except for the function of controlling which, for a top level manager, should be the lowest and in this case it is rated as a ‘5’ (very much). Technical skills are defined as the understanding of, or proficiency in, specific activities that require the use of specialized tools, methods, processes, procedures, techniques, or knowledge (Peterson, 2004). Relating back to Katz’s theory, a top level manager is expected to possess very little of technical skills which contradicts with Mr. Y’s rating of ‘3’ for technical skills. The real performance of the manager is the knowledge base of the manager (Carroll & Gillen, 1987). Being a top level manager, it is generally assumed that Mr. Y should have very much of conceptual skills which will enable him to think outside the box as he also claims that it extremely hard to be creative on demand, which is something that his job requires of him. Conceptual skills are generally thought to be needed more as the level of managing gets higher. Along with this, human skills are also vital for a manager at all levels. These skills allow the manager to train, direct, and evaluate subordinates performing specialized tasks (Peterson, 2004). However, Mr. Y has overrated technical skills and underrated conceptual skills in relation to his job. Hence, this contradicts with the outlined theory and Katz’s skills come across as irrelevant while analyzing Mr. Y’s job. Hence, it can be concluded that Fayol’s functions are more relevant and evident in Mr. Y’s descriptions of his job, as compared to Katz’s theory which is mostly contradicting with the information provided by Mr. Y. Although there is some empirical support for the influence of hierarchical level and functional specialty on managerial role requirements, the influence of these factors on required skills, knowledge, and abilities remains more speculative in nature (Pavett & Lau, 1983). If management is truly a generic principle, then what managers do should be essentially the same whether they are top level executives or low-level supervisors, in a business firm or a non-profit arts organization†¦(Robbins, Bergman, Stagg & Coulter, 2012). With advancements in technology and changing ideologies, the traditional definition of an organization is changing along with the traditional definitions of a manager. The roles that  managers play and the expectations that o thers have of them are evolving to reflect new forms of organization (Chapman, 2001). During the past ten years or so, the usefulness of the classical functions for classifying managerial work activities has been questioned by a number of writers (Carroll & Gillen, 1987). Similarities can be observed between the two managers with reference to moderate amounts of planning and organising involved. Both managers also recognized human skills as highly important. These similarities could be due to both the managers being linked with the service sector. On the other hand, there are some evident differences that cannot be ignored. Mr. X requires very much of technical skills and conceptual skills, while Mr. Y needs only a moderate amount of both. No significant difference can be obtained in light of Fayol’s functions. Mintzberg (1980) proposed that differences in managerial work involve the relative importance of the roles across hierarchical level and functional specialty (Lachman, 1985). Hence, these differences are probably due Mr. X being a middle level manager wh ile Mr. Y is a top level one. Also, Mr. X comes from a public sector while Mr. Y relates to a private one. Furthermore, Mr. Y works for a medium sized organization where the need for technical and conceptual skills rises very seldom which is why he rates it so low. On the other hand, Mr. X, working in a large organization rates them higher as the circumstances are different. Managers in both small and large organisations perform essentially the same activities, but how they go about them and the proportion of time they spend on each one are different (Robbins, Bergman, Stagg & Coulter, 2012). Regardless of their level, all managers make decisions and all managers are viewed to be performing the four functions of planning, organising, leading and controlling. However, the time dedicated to any particular function cannot be merely stated as a fact as it tends to vary from manager to manager. After analyzing the interviews, it can be concluded that Fayol’s four functions are found to be relevant in the light of the managers interviewed, but at a varied degree. How relevamt are Katz’s skills? Examining the interviews separately, the skills stated do not seem to support the theory, except for the human skills. Although these skills are defined and explained separately, they will be interrelated when enforced to managerial problems. Therefore, looking at the general overview of the functions and skills, they appear to be the universal guideline for managers  even though the level of importance for each individual function or skills may be different. Reference List Carroll, S., & Gillen, D,. (1987). Are the classical management functions useful in describing managerial work? Academy of Management Review, 12(1), 38-51. Chapman, J.A., (2001). The work of managers in new organisational contexts. Journal of management development, 20(1), 55-68. Hales, C,. (1999). Why do Managers Do What They Do? Reconciling Evidence and Theory in Accounts of Managerial Work. British Journal of Management, 10, 335–350 Lachman, R,. (1985). Public and Private sector differences: CEOS’s Perceptions of their Role Evironments. Academy of Management Journal, 28(3), 671-680. Lamond, D,. (1998). Back to the future: Lessons from the past for a new management era in G. Griffin (Ed.) Management Theory and Practice: Moving to a New Era. MacMillan: Melbourne. 3-14. Lau, A.W., & Pavett, C.M,. (1983). Managerial Work: The Influence of Hierarchical Level and Functional Specialty. Academy of Management Journal, 26(1), 170-177 Peterson, T. (2004). Ongoing legacy of R.L. Katz: an updated typology of management skills, Management Decision. 42(10), 1297-1308. Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2012), Management, (6th ed.). Frenchs Forest, NSW, Australia: Pearson Education.