The Macro Perspective On Basf Chemical Company Commerce Essay

The Macro Perspective On Basf chemic fellowship Commerce EssayTo start, here is the macro locating on BASF Chemical family. BASF is one of the leading chemical substance companies in the solid ground, standardised this BASF is lickd by many political and frugalal grammatical constituents. Different laws and regulations checker the film of the political party. Moreover, the technical factor has embarrassingly captivate in this ara of chemical return, where the innovations ar leading force. In addition, the principal(prenominal) mission of the phoner is to s cock chemical science for the sustaincapable future. Consequently, BASF society has a lot of strategic methods to hand its goals.This base has some objectives. To start, one of the briny objectives of the report is to analyze BASF Company. To fate the strengths and opportunities of the senior high school school societys future suppuration. On the oppositewise hand, this report demos the weaknesses and threats of the beau monde, for which it gives advice to win BASF to a greater extent successful. In other words, this report pay backs to gives advice to BASF Company how to improve its at heart and remote situation.The following nurture was imperturbable for this report. For collecting of information were apply two primary(prenominal) look into methodologies. First, secondary research was done on micro and macro environs of BASF Company, for which the master(prenominal) source was utilise internet. Second, the firsthand research was done by conducting an interview with Mrs. Sengel, who is member of administrator table of the family.The report has the f aloneowing structure. In chapter two, BASF Company and its product line atomic mo 18 appearingn. In chapter three, the externalizes commentary and aim be explained. Chapter four of the report is the Theoretical Framework of the report, in which the McKinseys septette S model, blighter depth psychology a nd rig out analysis ar theoretic all in ally traced. In chapter flipper and six, give the axeker analysis and McKinseys seven S model atomic number 18 attached to collected information. PEST analysis is apply to analyze BASFs eternal purlieu, while the McKinseys model is used to analyze BASFs infixed organization. In chapter seven, is shown SWOT analysis base on the collected information. In chapter eight the conclusions found on the analyses argon drawn. In chapter nine, recommendations for order improvement be given. In chapter ten, this report is critically appraised.2. Company description2.1 General Company Information here(predicate) is general information roughly BASF Company. BASF is the leading chemical order, which chemicals argon used in al nearly all industries. The yield of the society is separate in six assorted atoms Chemicals, P subsistics, proceeding Products, Functional Solution, Agricultural Solution and Oil Gas. BASF like an International keep follow has 70 global and regional worry units around the world. The subdivision in Germany is thoroughly point in produce of Performance Products. BASF combine economicalal success, social responsibility and environs protection. The main mission of the connection is to effect chemistry for a sustainable future. BASFs 111, 141 employees, located all over the world, ease the bon ton to control its goals. BASF is market lie in four main argonas Europe, North America, South America and Asia. In 2011, the closely sales are made in Europe and familiaritys annual upset amounted to 73, 5 billion Euros.2.2 Product DescriptionGermanys department of BSAF has a broad range of products. The main segment is called Performance Products, which allows the fallowing product lines Dispersions and Pigments, safekeeping Chemicals, Nutrition and Health, Paper Chemicals and Performance Chemicals. The product portfolio of the company in this segment includes vitamins and foods addi tives, ingredients for pharmaceuticals and for hygiene, home and personal care items. Examples are products for hair care, sun and decorative care, physical structure care, facial and oral care. The company does non offer products to the net exam client. BASF develop and sale molecules, catalysts and ingredients to the other companies which use this occasions for manufactures of products for net client. These social occasions are non end- product they are intermediate products which go to other steps of the production process.3. Project descriptionThis chapter allow give draw description. The chapter allow be separate in tree numbfish chapters, which will describe project description, project aim and research approach.3.1 Project descriptionThis sub chapter will show the project description. To start, BASF is one of the leading chemical companies on the world market. In this market there is a openhanded competition. Firstly, the future chance for the company is to nom inate crude products. Secondly, to find stark naked markets possibilities. Thirdly, one of the nearly important things in this branch is innovation. On the whole, to happen upon its goals, BASF put one across to clear its own strengths and weaknesses.3.2. Project aimThe purpose of this sub chapter is to explain the project aim. For this project was collected information close to external and inner(a) surround of BASF Company. The aim of this project is to infer the companys situation based on McKinsey 7S analysis, PEST and SWOT analysis and based on it to give recommendations about BASFs future development. Furtherto a greater extent, to show BASFs strengths, weaknesses, opportunities and threats. In other words, these are most important factors which describe present situation and future possibilities for one organization.3.3 Research approachTo start, for analysis of BASF Companys present situation are used two research methods. First, the primary research was done by con ducting an interview with Mrs. Sengel, who is member of Executive card of the company. This information is used for familiar analysis of the company. Second, the external purlieu is analyzed by secondary research method. This includes McKinsey 7S analysis and PEST analysis. Thirdly, the strengths, weaknesses, opportunities and threats are described with use of SWOT analysis. In conclusion, all of collected information is used to give recommendations of the company, about its future development.*The world can be seen in the Glossary4. Theoretical frameworkThe purpose of chapter four is to show the theoretical framework of internal and external analysis. Hence, the real companys situation will be shown. First, in sub-chapter 4.1 will be shown the internal analysis- McKinsey 7S model. The model include seven elements, which are separated in so called hard Ss dodge, Structure and Systems and four so called soft Ss Shared Values, Skills, Staff and Style. Second, in 4.2 will be discu sse the external PEST analysis. In other words, political, Economic, Socio-cultural and scientific factors that influence the company will be include. Finally, in 4.3 SWOT- overview of the company will be given.4.1 sexual analysis sort 1 McKinsey 7S model7S.gifSource 7S strategy softwareIn this divide will be shown the so called hard Ss of McKinsey 7S model. Firstly, Strategy describes actions and plans of an organization to secure specific goals. The external purlieu influences the company and its strategy. then the enterprise work ups to adapt on changes and to determine the right place among client and competitors. Secondly, Structure describes the hierarchy of the company. It shows the relationships amid the people which work in the organization. It can be seen on the organization chart. It always depends from the strain strategy, form the business internationalization, size and diversity. The third S from so called hard Ss is Systems. Systems are all procedures which company uses to operate both day. This includes internal and external procedures. Systems are outright related to the Structure and Strategy of the company, because they describe the main practices of the organization to master its goals (Cuypers 2010, 3-9).The soft S from McKinsey 7S model, which will be given in this paragraph includes Shared Values, Skills, Staff and Style. Peters and Watermans (1984) argued that shared Values in 7S analysis determine the core guiding principles of the company. Moreover, it refers to what an organization stands for and believes in. Understanding the Shared Values of the company is the easiest way to find the main ideas and goals of the enterprise. To achieve these goals helps Skills. Skills are the unique abilities of the company. Skills describe the capacity and quality of the company in contrast with the competitors. It refers to the learned mental ability of staff within the company. Very important here is quality of the products and fun ction within the organization. These things are related with the Staff and Style of the company. Staff refers to the number and type of people employed by the company. However, staff describes the processes used to direct the careers of employees. It is related to the Style, because it is directly dependent on the human resources system that contest the way staff is assist, reward and motivate. Style is the work culture. It is describe the main way in which senior take awayrs run the organization. It is related to the system that influences the procedures in the company. The most important things that mode describes are how managers allocated their condemnation, beliefs and their attractorship skills. The main factors are the size and the structure of the organization which determines how polar departments inside of the company are managed (Spencer, 2011).4.2 External analysisIn the first place, every(prenominal) organization depends on the political factors. Political fac tors include government regulations and legal issues. The political factors narrow the structure of the company and the rules under which the company must operated. It depends on the structure, because in the assorted countries the trade restrictions, tariffs, tax policy and employment laws are not the analogous (Oxford University Press, 2004).The second factor which directly influences every kind of company or organisation is the economic factor. The economic environment consist varied factors, for example income and income distribution, current and project economic growth, inflation and interest rate. This environment can offer to the company both opportunities and threats. Understanding of economic environment determined the company development (Oxford University Press, 2004).Thirdly, the company is influenced by social factors. This life-style trends and demographic changes determined the consumer behavior. The main purpose of every company is to understand which exactly ar e the consumers wants and require. If social-cultural changes are clear, it is easier for the company to developing strategies and practices to achieve its goals (Oxford University Press, 2004).Finally, in these days, one of most important factors which influence the company is technological environment. This is the most dramatic and the fastest development factor. These are forces that name cutting technologies, products and market opportunities. In the world of technology, the company has to be stretch and prepare for impudent opportunities (Oxford University Press, 2004).4.3 SWOTAccording to Berry, the SWOT analysis is an extremely useful tool for understanding and decisiveness-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats (Berry, 2012).Strengths are internal capabilities that may help the company to reach its objectives in contrast weaknesses may interfere for that. This includes understanding of the internal environment or the situation inside of the company or organisation. The factors which determined the straightness and weaknesses of the company are hunt down to be in the present. Factors are relating to products, pricing, quality, staff and processes within the company. With understanding of these factors the company may understand the unique selling proposition and how to improve it (Berry, 2012).Opportunities and threats are related with the external environment which shows the situation outside of the company or organisation. Here, the factors tend have to be in future. Factors here are relating with markets opportunities fashions, trends, seasonability, politics, society, competitors and every other external factor which influence the company. With understanding of opportunities company is able to exploit the external factors to its advantage. Threats are negative factors that may challenge the companys performance (Berry, 2012).5. External analy sisThis chapter explains the external environment analysis PEST. The chapter is divided into four sub charters. Firstly, sub chapter 5.1 will give the Political factors, which influence the BASF Company. Secondly, 5.2 illustrate Economic factors. Thirdly, 5.3 show Social factors. Finally, sub chapter 5.4 analyzes Technological factors which influence the company.5.1 Political factors at that place are some political factors, which influence BASF Chemical Company. One of these factors is a parking area initiative for a sustainable chemicals industry has launched by European due north in 2005 grade. This factor has a positive effect on BASF, because the mission of the company is to create chemicals for sustainable future. This political factor gives opportunity to the company to act upon more than innovations with coaction on European sexual union. The negative political factor for the company is admonitory political environment. In European Union there are different laws and regulations about Genno- circumscribed products and some molecule products. For these causa USA is more favorable market for these kinds of products (Thomas, 2005).5.2 Economical factorsOne of the results from present credit crisis is minify consumption of customers. This is strong factor, which influence BASF Company. It makes the future more unstable and precariously. completely the outflank companies with the best products could keep their markets place. The second economic factor which influences BASF is change magnitude energy prices. It is negative because it could damage chemicals industry battle further. On the other hand, there is increasing competition from new economic powers, such as China. To avoid these negative factors, BASF Company could orientate to different markets, such as Africa and Middle East (Thomas, 2005).5.3 Social factorsIn chemicals industry is very complicated to find new right(a) educated faces. The reason is the fact that young people choose o ther careers in different branch. Young talents in chemicals branch, which are well educated require very high remuneration and estimable working conditions. BASF Company is working to improve matters. Flexible working time is one of closings of the problem. On this way could be attached qualified get (Thomas, 2005).5.4 Technological factorsFor BASF Company the technological innovations are very important. The main reason is that technological innovations gives opportunity to the company to make products better, and to add new products in companys portfolio. The company is concenter of solutions for sustainable future, and definitely innovations are the key point for it. At all, the global technology platforms act as partners in product development (Thomas, 2005).6. Internal analysis6.1 McKinsey seven S frameworkTo start, for BASF like as worlds leading chemistry company is very important to strengthen its position on the market. To achieve this goal, company has to focus their business on customers needs and demands. In chemistry market, and for company, which do not produce product for the final consumer is required to focus on innovation, to create new products and functionalized materials, and to find new solutions for more sustainable future. These things are very important too, for the other aim of the company, which is to increase years profit with average four share per year, and to grow two percentage points faster than global chemical production (Interview, appendage 1) (BASF, 2012).The structure of BASF Company is a Matrix structure. The Matrix organisational structure divides authority both by functional area and project area. In BASF there is Board of Executive Directors which consist eight members. They are responsible for the care of the company. The Board of Executive Directors regularly reports to The supervisory Board. Supervisory Board consist 12 members, six shareholders representative elected by the Annual meeting and six members ap pointed by the representative body of the employees. every(prenominal) outlandish and every different department in BASF Company has a chief, who are supervise from the Chairman of the management board Kurt bock beer (Interview, Appendix 1) (BASF, 2012).The company systems are very important for the business and for exhaustively done work. BASF has an own marketing department in every country where the company is located. In addition, they have supporting marketing agency outside the company, which helps them to develop the motives and the way BASF wants to present itself to the customers. Like a chemicals company, BASF use hardly trait media for advertising home personal care magazines or euro- decorative magazine, which are special magazines for cosmetic market. To exist and to be successful a big company like BASF is necessary to have fixed rules and well behaved communication between different departments. Primary method within the company to discuss the problems and dev elopment in the market are managers meetings. The complicated structure of the company determined the need from daily meetings of the leader figures in the organization, such(prenominal) that the other companies (Interview, Appendix 1) (BASF, 2012).One of BASFs goals is to make rules and system more common in the different countries. The leader style in the company allows to employees to share their ideas about innovations. Every idea on issue placed by some of employees is consider, but the main decision is always taken by The Supervisory Board. In the same time, the management style is people oriented, one of the most important things for the company is to understand consumer needs, and to create values for them (Interview, Appendix 1) (BASF, 2012).BASF is company with almost 200000 employees. Every day in Germany for BASF works 54000 employees. They work in different departments but the responsibility for their work is taken by managers of every department. in that location are a lot of frameworks and guides which are coming from the central department, and which are common for every employee. The employees have to respect the rules and framework given by the main department. Rewards and warnings in the company depend from Human Resource Department. There is not something special within the company, they fallow the legal system. Every employee has a set of target which is called employee dialogue. This makes management style in the company open for ideas from employees. Employee dialogue gives opportunity to employees to talk about the goals which they are achieving in the year and to share new ideas. The incentive system in the company is committed with reward as notes bonuses for well done job (Interview, Appendix 1) (BASF, 2012).BASF Company, as company which do not produce product for the final customers, it is very important to makes products better, healthier and safer than competitors. The reason is that the end consumer never seen and could not u nderstand that BASF Company is better than competitors, and cannot contrast them. The most important thing for the company are innovations, this is the only way that company can be unique and distinctive from competitors. The Company spending a lot of money every year to make research, which helps to find new opportunities for development. In the same time, the company makes everything possible to have products which are already essential and to make them successful on the market. The main question for BASF is to understand better than competitors what are exactly consumers needs and to be ready to satisfy these needs on time (Interview, Appendix 1) (BASF, 2012).The core value of BASF is to create chemistry for sustainable future. To achieve its goals BASF tries to be a company with innovative products, brilliant solution of problems and honorable service departments. The company strives to be the world most widespread supplier in the chemical industry and to generate high retur n of its assets. It wants to reach these intentions without harming the environment and nature (Interview, Appendix 1) (BASF, 2012).6.2 Interconnection of the seven STo start, for BASF like as worlds leading chemistry company is very important to strengthen its position on the market. For achieve its goal for the Company is necessary to make its products better than competition and to has high quality of its services. For this helps The Matrix organisational structure and the management style of BASF, which is people oriented oriented to understand customers needs. The company is focus on innovations and every decision for a new idea is taken by The Supervisory Board. For the companys success is important to have wakeless communication between the different departments and to have fixed rules. In BASF this is achieve with regular meetings of The Board of Executive Directors.The company strives to be the world most widespread supplier in the chemical industry and to generate high r eturn of its assets. For these goals, company has to employ highly qualified staff. Moreover, the leader system of the company is focuses to encourage the employees to share their new ideas. For this, the company use so called Employee dialogue. On the other hand, the company has to induce in researches. The RD department is responsible to find new market opportunities for BASF.The main mission of BASF is to create chemicals for sustainable future. For this goal helps the good organisation structure, cooperation between departments. On the other hand, very important are employees and the way they are managed. Very important are innovations and the style of the company. totally of these things determined the current situation of the company and its future position and development of the market.7. SWOT overviewFirst, BASF Company is one of the leading chemicals company in the world. This factor gives chance to the company, to manage the big part of the market and to have hard influe nce on smaller chemicals companies. Moreover, as so international and big company BASF has a lot of production sides around the world. One of the companys strengths are production sides, so called Verbund sides. These sides have really good conglomerates of the production. This conglomeration allows, every kind of product produced within the company, to be used in the most efficient way. Different materials produced in one department of the company, can be used in another one, which means that the BASF Company produce raw materials which use in its own production. Besides, this allows to the company, to produce a lot of different materials and products, to make innovations in this sector and to create more value for the customers than competitors (YouSigma 2011).Second, BASF Company has a commodious profit in the last year. Nevertheless, in the last few years is observed declining earnings in several business segments, which is one of the companys weakness. There are several reason s about this fact. The firs reason, is one of the company threats, is the Economic slowdown in the European Union Region, which is due of the present credit crisis. The credit crisis in these days covers and influence, both small and in the same way huge companies like BASF. The other reason is that people in European Union have possibility to choose between hundred different products. Here the competition is really strong and the market in Europe is developed till maximum. One of company opportunities is to arise commodity chemicals market in regions like Africa, Asia Pacific and Middle East. These are the growth regions of the future, for almost every kind of industry, because the growth rate of profit in future in European countries would not be so high. The other opportunity for the company is always to develop new products and new ideas (YouSigma 2011).Figure 2 SWOT analysis tableLocation of factorFavorableUnfavorableInternalStrengthsLeading chemical companyConcept of VerbundV ariety of productsWeaknessesDecrease earning in some countriesLess expenditure for RDExternalOpportunitiesProduct innovationsExpand the business in Africa, Asia and Middle EastThreatsLaws and regulationsEconomic slowdown in European Union8. ConclusionBASF is international company, which is leader in chemical market. The company production is separated in six different departments and its market is oriented in four main regions. The department of the company which is located in Germany is oriented primly in production of Performance products products for personal care. Moreover, the main mission of the company is to keep its position on the market and to create products for sustainable future. For understanding the present situation of the company was collected information, based on it was made analysis for internal and external environment of the BASF Company.In this report, BASF Company was analyzed. For this analysis were used McKinsey 7 S model for internal environment of the co mpany. The weaknesses, strengths, opportunities and threats were analyzed based on SWOT analysis of BASF. ground on these analyses it was found that the company has well conducted Matrix Structure and good working management style. Nevertheless, global company like BASF is difficult to manage and demand strict rules and frameworks for the employees. On the other hand, the company produces intermediates, which are used from other manufacture companies to produce final products. For these reason, the final customer is not always informed for the quality of BASFs products. This is the main fact, that one of the most important things for the company is innovations. Certainly, the innovations and development are the companys main mission. For this mission helps quality R D and marketing department. The conglomeration of the different departments is one of companys strength.For understanding of BASFs external environment was used PEST analysis. It was found that, there are different pol itical, economical, social-cultural and technological factors which influence the company. One of negative factors is different laws and regulations, which limited the production of Genno- modified products and some molecule products in European Union. In the same way, negatives factors which influence the company are increasing price of the electricity in these days, and increasing competition from countries such China. But at the same time, the European Union gives opportunity for innovations, which is positive political factor for the company. In conclusion, the company is focus to produce products and to find solutions for sustainable future. Understanding of internal and external environment is the main factor for achieve its goal.9. RecommendationIn this report BASF Chemical Company was analyzed. Based on these analysis was determine the opportunities, threats, strength and weaknesses of the company. Moreover, the internal and external environment of the company was analyzed. Based on this information, this report gives recommendations of BASF how to take advantage of its opportunities.Firstly, BASF Company can be better than competition if it makes more innovations. This is possible with collaboration of RD and marketing department. The company has to be open for new ideas and to search for people who are useful for it. Moreover, the opportunity for the company is to rising commodity chemicals market in regions like Africa, Asia Pacific and Middle East. On this way, BASF will continue to develop the business and to retain its position on the market.Secondly, one of BASFs mission is to make its management systems more common for every companys department in the world. For this mission the company has to create more strictly rules and frameworks, which a common for every employee. Furthermore, BASF have to keep the good communication within departments.Finally, BASF Company have to invest more in research about customers needs. This is the best way to str engthen its position on the market. The most important thing for one company is to know exactly customers demands and to make everything possible to create products better than competitors.10. Critical appraisalFirstly, the information collected for the external environment of the company PEST analysis, was very less. There were not interview questions about PEST analysis. For this reason, was very difficult to determine the current external environment of the company and factors which influenced it.Secondly, BASF Company is huge company for which is easy to find a lot of information. It is difficult to determine which of the information is really important. Moreover, the time for penning the report was limited and the interview was conducted late. It is very difficult with so much information to find the right source. To close, it is necessary to be more prepare with the information for this kind of report.

Nursing, ethics and sociology

Nursing, ethics and sociologyIntroductionIn this essay, I will discuss several issues that manipulatem to bind take for practise with questions of ethics, sociology and anxiety. brooding get along is an important aspect of treat management and in this essay we discuss implications of discrimination in breast feeding flush and run across the enormousness of anti-discriminatory perspectives in care for. In this typography, the campaign study I will elaborate is of an elderly woman who was of a non-British ethnic tooth root and spoke little English. A younger defend visited her home to extend occupy but her attitude towards the longanimous has been discriminatory and abrupt, a location that calls for serious animadversion on the issues of racial discrimination at the clinical setting. The patient role was app arently treated with level ulcer. The questions that work to be considered hither(predicate) areWhere in the ceremonial occasion did discrimination occu r and how this could take aim affect the delivery of care given? And how has discrimination influenced the ladys care?The thought of anti-discriminatory pattern as a contemporary issue inside adult nursing is discussed here considering observational evidence and similar case studies.Reflection in Nursing meditative employment in nursing is guided by postures of formulation. Reflective employment model serves as a example within which nursing or red-hot(prenominal) management professions stern work. Reflective consecrate model is also a structural role model or education model that serves the purposes of a profession and is particularly relevant to health related professions. Any portfolio of come includes a model of reflection as reflection helps in determining what was positive or ban or a learning run into within the profession. Reflective work out highlights the importance of learning from experiences afterward thinking about it and relates the practical expe riences to the nonional learning approaches. The four important wistful models that fashion part of the clinical and nursing portfolio areGibbs assume of Reflection 1988Kolbs learn daily round 1984Johns Model of Reflection 1994Atkin and Murphys Model of Reflection 1994Theoretical FrameworkGibbs Model of reflection is shown in a cyclical manner and is represented a followsGibbs model of reflection (1988) granted by Gibbs, 1988.Source CPSU, 2005Unlike Gibbs model that has five stages, Kolbs Learning cycle with four stages is shown as followsSource CPSU, 2005In the Gibbs model, the event is reflected upon and includes a description of what happened followed by feelings about the part, and reflection on what the thoughts and feelings were at that era upon being into the situation. The nursing victor then personally evaluates whether the experience has been peachy or bad for her and analyses whether she peck make any sense to the situation. The conclusions are drawn depen ding on alternative and what else could have been do with the situation and what were the other options available to tackle the situation get out or more appropriately. Proposed and future(a) day action plan is thought of and how the situation will be acted upon in the future is also determined. Kolbs model however stresses on the importance of generalizations of concrete experiences testing the implications in similar situations.Whereas Johns model of reflection emphasizes on the stages of description of the event, reflection on what was aimed at, the factors influencing strategies, alternative strategies to what have been mappingd, and learning from the experience, Atkins and Murphys model of reflection is on epitome and identification of the learning experience and action planned ground on awareness and paygrade of this relevance of knowledge. Considering these models of reflection, we will use sole(prenominal) the more general Gibbs model to evaluate the case study dis cussed here and the situation of discrimination against the elderly lady Mrs. B as observed. flat coat and Literature SurveyThe importance of reflection as part of the learning experience and using reflection as a means of upward(a) ones pro skills and future performance by evaluating the situation and the mistakes has been emphasized in many another(prenominal) professions including teaching and nursing. In the Kolb cycle, pondering observation is the second phase. Reflection in action or while doing something in the job and reflection on action or some form of evaluation after the job is done, are included within ruminative practice. Reflection includes several phases from simple problem solving of individual cases, to epitome of the situation considering relevant literature as well as broader amicable and political factors.Gustaffsson and Fagerberg (2004) emphasizes on the advantages that could be gained from reflection mainly among registered nurses or RNs. They examine the questions on the implications of nurses reflections, the subject matter of their reflection and how they are able to select with their reflection and how they improve their professional approach done reflection. The authors describe the experiences of the nurses and their reflection in relation to the nursing situations to understand how the nurses use reflection in their daily work. The study included interviewing four registered trained nurses and the qualitative differences of the nurses contemplative experiences were categorized. One of these is the category of reflection itself but the ethical considerations within the nursing care situation and consequence of facing the situation or concourse the requirements of empathy or professional development are also important. The nurse attitudes and opinions on their meditative practice, what they thought about the situation and how they feel they will escort similar future situations serves a model of future professional deve lopment. Gustaffson and Fagerberg organize out that reflective practice has relevance for clinical practice as by understanding the contents of nurses reflections, it is also possible to understand the advantages of reflective practice and how and when such measures should be used by the nurses for further professional development. Fairley (2005) gives a consultant nurse perspective of a clinical contribution in comminuted care unit that has evolved as a interchange feature of all surgical high dependency units (SDHU) in free hited teaching hospital trusts. Advanced nursing practice is perceived not as the acquisition and application of technical procedures which are usually undertaken by doctors, but also an integration of medicine and nursing where holistic nursing assessment and symptom focused physical examination go hand in hand. Fairley presents a reflective account of practical problems encountered relating to division integration, professional autonomy, legal and con sent issues, non-medical prescribing, and role evaluation (Fairley, 2005). The paper successfully describes a model of nursing applied to high dependency units integrating the role of the advanced nurse practitioner within the medical and clinical police squad an reflective practice plays an important role by being the main method of evaluation of a consultant nurse perspective.In a study on the importance of reflective practice in family care, Peden-McAlpine (2005) discusses the design, evaluation and outcomes of a reflective practice intervention (RPI) that was used to train critical care nurses on how to incorporate family intervention into their nursing practice. The benefits and problems of reflective practice are many and most beneficial aspects include improvement of professionalism and better ability to tackle similar situations leading to professional development through experience in nursing. Reflective practice is of experiential nature, it relates to a nurses experience and learning from the experience. In the study discussed by Peden-McAlpine, interviews were conducted with eight-spot staff nurse participants after the training of RPI to determine changes in family practice when reflective practice was used. Three essential themes were identified on summary of the interview texts and the authors have given the three themes relating to experiences in nursing after participating in the RPI program as follows (1) acknowledging, re-framing preconceived ideas about families, (2) recognizing implication of family stress, and (3) incorporating family into nursing care (Peden-McAlpine et al, 2005). The reflective practice intervention program practices by nurses helped them to change their attitudes towards critical care especially in family and enhanced their confabulation and ability to build proper relationships with families bringing in a in the buff way of understanding family stress or appreciating family values. The nurses thus had a new pers pective of family system after their training of reflective practice on family critical care.Considering the benefits of changing nursing attitudes and developing professionalism through reflective practice, many authors have emphasized the need to use reflective practice as a training method within nursing education. Chabeli and Muller (2004) use a qualitative contextual and exploratory descriptive design for possibleness generation that was used to develop model facilitating reflective thing in clinical nursing education. The authors cited Wilson (1963 and Gift (1997) who provided a theoretical framework for a concept analysis of reflective thinking in nursing education. The paper also gives the case o 12 nurse educators who participated in a focus group interview on how reflective practice throw out be facilitated in clinical nursing education and the consensus was for a classification of reflective practice recognizing the main elements of practice and a deductive analysis an d synthesis after conceptualization of each main concept. The importance of a conceptual essence has been highlighted as theories with well-defined concepts and elements could facilitate reflective practice and can form an important part of clinical nursing education. Guidelines could be developed according to the theoretical framework of reflective practice and can give a new direction nursing education. In a later study, Chabeli and Muller also provided a model of reflective practice that could be used as a theoretical framework in nursing education. However, the authors suggest that Reflective thinking has become a popular word in nursing education world wide, but its meaning and effective use remains debatable because of lack of clarity in its meaning (Mackintosh, 1998553 cited in Chabeli and Muller, 2004).Case studyThe case of our elderly patient Mrs. B suggest that the nurses discrimination and ill carriage against the woman, relates to discriminatory practice, something tha t could be and should be stopped using reflective practice (also see Sheffield et al, 1999). The junior nurse in charge who was responsible for such an incident was given reflective practice as a framework for professional development. She was recommended to go through the Gibbs model of reflection in which she canvas how and why she behaved the way she did, what she will do in future situations and how she learnt from the experience to not repeat her discriminatory sort in the future. The implications are that the behavior of the nurse has led to poor quality of care delivery to the patient.The junior nurse who treated Mrs. B badly was recommended to go through reflective practice intervention to change her attitudes towards other races and ethnic minorities. According she participated in reflective practice sessions when she verbally as well as in writing had to describe the events in which she engaged in discriminatory practice and also evaluated her responses and indicated her future course of action and other alternatives for similar situations. resultIn this essay I discussed the implications of reflective practice in nursing considering the theoretical frameworks of reflective practice. All the main models of reflective practice have been discussed and the models were used to consider a discriminatory case of an elderly patient who was wronged by a junior nurse. The patient was being treated for leg ulcer and was reportedly badly and disrespectfully treated by the nurse. The nurse was asked to go through reflective practice and mainly using Gibbs model of reflection, had to complete an exercise in which she described the event, indicated her feelings of the event, evaluated whether it was a good or bad experience, analyzed her own response to the situation, concluded what else she could have done for the situation and finally drew up an action plan for future similar circumstances.BibliographyAtkins, S. and Murphy, K. (1994) Reflective Practice. Nursi ng Standard 8(39) 49-56Gibbs, G. (1988) Learning by Doing A guide to teaching and learning methods. Further Education Unit, Oxford Brookes University, OxfordJohns, C. and Graham, J. (1996) Using a Reflective Model of Nursing and Guided Reflection. Nursing Standard 11 (2) 34-38Haddock, J. and Bassett, C. (1997) Nurses Perceptions of Reflective Practice Nursing Standard 11(32) 39-41Kolb, D.A. (1984) Experiential Learning feature as the Source of Learning and Development. Prentice Hall, New JerseySchon, D.A. (1983) The Reflective Practitioner. Temple Smith LondonSheffield J, Hussain A, Coleshill P.Organizational barriers and ethnicity in the Scottish NHS. J Manag Med. 199913(4-5)263-4.Smith A, Jack K.Reflective practice a meaningful childbed for students. Nurs Stand. 2005 Mar 9-1519(26)33-7.Moeti MR, van Niekerk SE, van Velden CE.Perceptions of the clinical competence of newly registered nurses in the North West province. Curationis. 2004 Aug27(3)72-84.Chabeli M, Muller M.A model to facilitate reflective thinking in clinical nursing education. Curationis. 2004 Nov27(4)49-62.Peden-McAlpine C, Tomlinson PS, Forneris SG, Genck G, Meiers SJ.Evaluation of a reflective practice intervention to enhance family care. J Adv Nurs. 2005 Mar49(5)494-501.Chabeli M, Muller M.Reflective thinking in clinical nursing education a concept analysis. Curationis. 2004 Nov27(4)37-48.Fairley D.Discovering the nature of advanced nursing practice in high dependency care a critical care nurse consultants experience. Intensive Crit negociate Nurs. 2005 Jun21(3)140-8. Epub 2004 Dec 8.Somerville D, Keeling J.A practical approach to promote reflective practice within nursing. Nurs Times. 2004 Mar 23-29100(12)42-5.Clouder L, Sellars J.Reflective practice and clinical supervision an interprofessional perspective. J Adv Nurs. 2004 May46(3)262-9.Gustafsson C, Fagerberg I.Reflection, the way to professional development? J Clin Nurs. 2004 Mar13(3)271-80.For diagrams, see Clinical Placements Suppor t Unit UCE Birminghamhttp//www.hcc.uce.ac.uk/cpsu/

What Stimulates Entrepreneurship In Large Organizations Commerce Essay

What Stimulates Entrepreneurship In Large Organizations Commerce EssayThis paper discusses how prodigious fundamental laws strike with entrepreneurial use. Entrepreneurship Is often associated with pocketable theaters. These small firms atomic morsel 18 to a greater extent flexible, they dont suck in occupations with bureaucratic social expressions and as a consequence they ar more speedy in coming up with stark naked inventions. On the separate hand, Peter Drucker (innovation and entrepeneurship) states that entrepreneurship is buttd upon the same principles, whether the entrepreneur is an quick large design or an individual starting its own venture. So the nature of entrepreneurship is the same in twain cases.To succeed in todays unpredictable world, companies large and small must(prenominal) be agile and able to respond chop-chop to fast-moving marts (Taylor 2001).In this case we get out emphasis on the large companies who have to image a lot of problems if they want to implement in collectived entrepreneurship. In the beginning(a) part, we do a literature review concerning collective entrepreneurship. Here we will look for constraints of and solutions to merged entrepreneurship.In the second part we combine speculation with practice. Through in depth interviews I would analogous to meet how a large administration (Barco) manages corporate entrepreneurship, what problems they have and if they get run from their actions. ( A monumental ship isnt easy to turn). I will do this by following a mental synthesis based on the mannikin of Morris (1998). This frame acidify includes the following persuasions systems, structure, strategic direction, policies, battalion and finish. For each aspect I would like to have an interview with a liable to get insight on how Barco applies corporate entrepreneurship.By considering every aspect I want to learn which methods Barco applies and which it doesnt apply and why this is the case. Taylor Bernard (2001), From corporate face to corporate entrepreneurship, Journal of dislodge all all over Management, 22, 128-147Literature ReviewDefinition What is corporate entrepreneurship?Definitions of corporate entrepreneurship ex stir a lot. Some authors speak of intrapreneurship (Gifford Pinchot, 1985), others form corporate venturing (Chesbrough, 2002).von Hippel (1977) defines corporate venturing as an activity that aims at creating current businesses for the corporation done the development of remote or home(a) corporate venture.Corporate entrepreneurship is a term subroutine to describe entrepreneurial demeanour inside established administrations (Guth Gingsberg, 1990). Damanpour (1991) states that at a fundamental level corporate entrepreneurship involves the generation, development and implementation of crude ideas and behaviors by a company.Zahra (1991) argues that corporate entrepreneurship crumb have formal and informal activities aimed at creatin g tender businesses inside of established companies through product and process innovations and market developments.From all the definitions we whitethorn conclude that there is no real consensus of what corporate entrepreneurship exactly is. Maybe a definition is to narrow to describe the satisfying process of corporate entrepreneurship. Corporate entrepreneurship is not an exact science and every firm adapts it in other instructions. This is why we whitethorn not conceive this definitions in a stern federal agency. Therefore we will look at corporate entrepreneurship as a system-wide activity under placen at heart the context of existing firms.Pinchot, Gifford III, Intrapreneuring Why You Dont Have to Leave the Corporation to Become an Entrepreneur (1985). University of Illinois at Urbana-Champaigns Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship.Chesbrough, H.W. (2002) Making Sense of Corporate Venture Capital, Harvard logical ar gument Review, Marchvon Hippel, E. (1977). The sources of innovation. slopeer York Oxford University Press.Guth, W. D., Ginsberg, A. (1990). Guest editors introduction Corporate entrepreneurship.Strategic Management Journal, (Summer),11, 5-15.Damanpour, F. 1991, organisational change A Meta-Analysis of Determinants and Moderators, Personnel ( September) 28-36Zahra, S. (1991). Predictors and financial outcomes of corporate entrepreneurship Anexploratory study. Journal of blood line Venturing, (July),6, 259-285Motivation Why engage in corporate entrepreneurship?Today firms ar struggling to reinvent themselves and find ways how they could give out. For some companies its already likewise late but for others corporate entrepreneurship may be the come across to survive.The way of doing business has frighteningly changed in the 21st century. Today companies must survive in a fast changing global environment where skepticism is higher than ever. Firm nowadays need to become flexible and adaptive. adept way by doing this is by stimulating entrepreneurship within the organization. Authors argue that entrepreneurship becomes bonk in the sustainability of large firms ( Baumol, 1996 Audretsch Thurik, 2001). The dynamic that drives real competitive advantage is entrepreneurship and innovation. forward research similarly supported a positive kin mingled with intrapreneurship and sireth, pro check up onability, or both ( Covin and Slevin, 1986) for large firms in public, as well as for small firm executing in unlike environments ( Covin and Slevin, 1989)Other reasons for stimulating entrepreneurship atomic number 18 that you take advantage of the in-house genius ( Adams 1996 ) and that you can exploit new market opportunities ( Eggers 1999 )Baumol, W.J. (1996), Entrepreneurship Productive, unproductive, and destructive, Journal of Business Venturing, 11(1), 3-22Audretsch, D. B., Thurik, A. R. (2001), Whats new about the new prudence? From the ma naged to the entrepreneurial economy , Industrial andCorporate Change, 10(1), 267-315Covin, J.G., and Slevin, D.P. (1986), The development and testing of an organizational-level entrepreneurship plate , In R. Ronstadt et al., eds., Frontiers of Entrepreneurship Research. Wellesley, MA Babson College.Covin, J.G., and Slevin, D.P. (1989), Strategic perplexity of small firmsin hostile and benign environments, Strategic Management Journal 10(January)75-87.Adams, R. V. (1996). Inspiring innovation. International Business, 9, 56-58.Eggers, J. H. (1999). maturation entrepreneurial growth. Ivey Business Journal, (May),63,76-81.Obstacles for corporate entrepreneurshipA lot of large companies started to learn the importance of corporate entrepreneurship. These companies were nearlyly used to work in hoary bureaucratic ways with a lot of confine and class-conscious structures. instantly these companies realize that they have to change into entrepreneurial entities. The change from corp orate governance to corporate entrepreneurship could be seen as a large problem because it has to deal with all the organizational aspects. To bring in corporate entrepreneurship in an organization everything has to be right.There are a lot of obstacles for corporate entrepreneurship. precondition the large number of potential constraints, it is helpful to spot general categories into which they can be grouped. Morris ( 1998) captured obstacles and divided them in six groups nuance, strategic direction, structure, systems, policies and mint. This way of structuring seems evoke because we can then judge of solutions in a planned way. By considering every aspect we are more focused and keep an overview of divergent processes who often work together. In this paper I will use and extend the framework of Morris to handle most constraints of corporate entrepreneurship and look how a large company applied solutions to these problems. Let us look at each of the categories in more det ail.CULTURECornwall and Perlman (1990) define civilization as an organizations basic beliefs and assumptions about what the company is about, how it members behave, and how it defines itself in relation to its external environment. galore(postnominal) authors have identified the fine post that corporate culture plays in the organizational process (e.g. Deal Kennedy, 1982 Martin 1992 Sackmann 1992). Cornwall and Perlman (1990) have written that culture is a key determinant of, and the first step in fostering, entrepreneurial activity within an organization. For instance, Sonys achievement in product innovation has been by and large attributed to the success with which the company has inculcated its Sony Spirit in employees (Quinn, 1985). Although setting up a culture may not be that straightforward.Firstly, a culture that is risk averse, or very process driven, is almost by definition discouraging employees from being entrepreneurial. ( Morris, Kuratko Covin, 2011). Kriegesman n et al. (2005) have noted a tendency within companies to develop nix error cultures as competitive strive to meet high performance standards in a hypercompetitive marketplace. Managers therefore wrongly believe that zero errors are proof of high performance standards.Secondly, companies often cant make have what they stand for, or do not achieve a consensus over value priorities (Morris, 1998). To stimulate entrepreneurship there should be a easy focus on what the company is about. The elements of a culture should be in product line with the peck, mission and strategies of an organization.Thirdly, culture itself is very complex and cannot be easily changed. For example, a non- advanced(a) firm could bring in an extremely entrepreneurial CEO, and it could take septenary to ten years (or more) to realize a substantial cultural change (Morris, Kuratko Covin, 2011).Fourthly, The culture itself may be similarly strong or alike commanding. In this manner, homogeneity is stimulate d and pot are not allowed to think outside the cultural box. This can malarkey to stagnation and a cut ability to adapt changes in the environment (Cloke and Goldsmith, 2002).As corporate entrepreneurship asks for change and diversity, a culture that is too imposing could be tremendous for corporate entrepeneurship.Lastly, individualism-collectivism would similarly appear to be an all-important(a) dimension of organizational culture (Morris, Davis Allen, 1994). A culture that focuses too much on individualism or collectivism may not be encouraging for corporate entrepreneurship. The reply will be modest levels of entrepreneurship (Morris, Davis Allen, 1994).A high individualistic culture may produce strong incentives for entrepreneurial behavior, but will withal result in gamesmanship, zero-sum competition, sequestering of study, and the chaotic pursuit of tangential rolls having little fit with the organizations competencies or overall direction. (Maidique 1980 Quinn 198 5 Reich 1987 Rosenbaum et al. 1980 Steele 1983). Furthermore, individuals will more likely use organizational preferences to satisfy self-interests and many tasks will be left incomplete as individuals are unable to obtain cooperation from those have the expertise. (Morris, Davis Allen, 1994).On the other extreme, a strongly collectivist atmosphere may actually give raising to an anti-entrepreneurial bias. Companies therefore may suffer from free-riding or social faineance syndromes. (Earley 1989 Jones 1984 Albanese and forefront Fleet 1985).The way in which a firm sets up a true corporate culture and handles the above problems will be ascertain for the firms entrepreneurial success, as culture gives people direction and keeps the whole organization together.Morris, M. H. 1998. Entrepreneurial Intensity ( Westport, CT Quorum Books)Deal, T., Kennedy, A. (1982), Corporate cultures. Reading, MA Addison-Wesley.Martin, J. (1992). Cultures in organizations tether perspectives. Oxf ord Oxford University Press.Sackmann, S. (1992), Culture and subcultures. An analysis of organizational knowledge. Administrative learning Quarterly, 37, 140-161Cornwall, J. and Perlman, B. (1990) Organisational Entrepreneurship, Homewood, ///. Irwin. Macmillan.Quinn, J.B. (1985). Managing innovation Controlled chaos. Harvard Business Review, 73-84Cloke, K. et al., 2002. The end of guidance and the rise of organizational democracy, Jossey-Bass.Michael H. Morris, Duane L. Davis, Jeffrey W. Allen (1994), Fostering Corporate Entrepreneurship cross-cultural Comparisons of the Importance of Individualism versus Collectivism, Journal of International Business Studies, Vol.25, pp. 65-89Earley, P. Christopher, (1989). Social loafing and collectivism A comparison of the United States and the Peoples Republic of China, Administrative Science Quarterly, 34 565-81Jones, Gareth, (1984) Task visibility, free riding, and shirking Explaining the effect of structure and applied science on employe e behavior. Academy of Management Review, 9 684-95Albanese, Robert David D. Van Fleet. (1985), Rational behavior in groups The free-riding tendency, Academy of Management Review, 10 244-55.Kriegesmann, B., Kley, T., and Schwering, M. (2005), Creative errors and Heroic Failures Capturing Their sophisticated Potential, Journal of Business Strategy, 26(3) 57-64STRATEGIC DIRECTIONMichael Porter (1996) draws a critical distinction surrounded by strategy and operational effectiveness, arguing that managers are more and more preoccupied with the latter and ignorant of the former. As operational effectiveness could be effective in the short run, it fails in the long run. Therefore, firms need to find strategies for long run survival.Firms that want to engage in successful corporate entrepreneurship need to have an entrepreneurial orientation. Entrepreneurial orientation refers to the strategy-making practices that businesses use to identify and launch corporate ventures (Dess and Lumpkin , 2005). In the absence of an entrepreneurial orientation, the goal of corporate entrepreneurship may not be reached.Furthermore, entrepreneurship in a firm may not be achieved if there is no meaningful direction from the top. This requires devout leaders with a clear vision and commitment to entrepreneurship. Instead, top management is often more cautious with new opportunities. This could be a major(ip) problem because with no top management support, nobody will discover to engage in entrepreneurial activity and take risks. Hence, middle-and lower-level employees are strongly seed by the role models raise at the top of the firm. In the absence of specific goals for product and process innovation and a strategy for accomplishing such(prenominal) goals, entrepreneurship will only result accidentally or by possibility (Morris, Kuratko Covin, 2011).Besides that, firms could also have problems to define a strategy that encounters both exploration and exploitation. As exploration and exploitation are often dickens opposing forces, the strategy of a firm needs to find a balance between these two. This mental balancing act can be one of the toughest of all managerial challenges -it requires executives to explore new opportunities while work on exploiting existing capabilities (OReilly Tushman, 2004).A final note is that strategy training itself is not enough. The actual execution of a strategy is as important as the strategy itself. Implementing the strategy requires adequate structures, systems, procedures and tender-hearted resource practices.Gregory G. Dess, G.T. Lumpkin (2005), The role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship.OReilly C. Tushman M., (2004), The ambidextrous organization, Harvard Business Review, 74-81.Porter, M.E. (1996), What is Strategy?, Harvard Business Review, 74(6) 61-78.STRUCTUREStructure typically depends on a number of positionors such as the nature, the size, the strategies and e nvironmental conditions of a firm ( ruin, 2005). Although there is no one best structure, it is generally argued that a companys structure follows from the strategy. If entrepreneurship and innovation are integral part of the companys strategy, then inconsistencies with certain general types of structure can be problematic.Morris, Kuratko Covin (2011) state that a hierarchical structure is a typical problem in large organizations. A hierarchical structure seems to be problematic because this reduces the ability to identify market opportunities and to take risk. Entrepreneurship suffers the farther away decision making becomes from everyday operations. Other entrepreneurial barriers within a hierarchical structure are top-down management and restrictive communication channels. In contrast, as an organic structure may be more preferred to stimulate corporate entrepreneurship (e.g. Morris and Kuratko, 2002) , organic structures may also have some pitfalls. For instance, if teams almos t work autonomously, this can result in anarchy.Additionally, there is a tendency to continually narrow the crossbreed of control of managers over subordinates. The result is over-supervised employees with little room for creativity.To finish, structures that give righteousness for entrepreneurial activities to managers without delegating a certain amount of function also constraints corporate entrepreneurship as managers will feel frustrated. Therefore, some hierarchy, that gives managers some authority could be desired.Burns P., (2005), Corporate Entrepreneurship Building an Entrepreneurial Organisation, Palgrave MacmillanMorris, H.M. and Kuratko, D.F. (2002), Corporate Entrepreneurship, foregather Worth Harcourt College Publishers.SYSTEMSLarge organizations typically depend on a number of formal managerial systems that have evolved over the years. These systems were needed to coordinate the increasingly complex corporate environment and were focused on stability, order and co ordination. deep down this focus, entrepreneurship is discouraged (Morris, Kuratko Covin, 2011).The question here arises in what way the old systems are obsolete for corporate entrepreneurship. As corporate entrepreneurship requires other systems, companies are hale to try new things. In what way could the old system be used and in what way are new systems required? For example, how do companies use control, budgeting and preparation systems that foster innovation and entrepreneurship?Control systems have historically placed a heavy emphasis on efficiency, sometimes ignoring or even undermining effectiveness (Morris, Schindehutte Allen, 2006). Probably, control systems may be too strict for corporate entrepreneurship. Budgeting systems provide no flexibility for the funding of experimental projects and tend to reward the politically powerful. preparation systems are often too acid and become prescribed, they focus on the grooming document rather than the planning process, and often use professional planners instead of relying on the people who very are involved (Morris, Kuratko Covin, 2011).Lastly, these systems could be supported by new technologies. The way in which firms use information and communication technologies could help them achieve a better environment for corporate entrepreneurship. If information systems are absent or deficient, innovation could be slower.POLICIES AND PROCEDURESFirst of all, it should be clear that policies and procedures are a smaller part of the larger control system. Policies and procedures are in fact the underlying elements of how control systems work. For example, inflexible policies and strict procedures will result in rigid control systems, which, as I have discussed, are tremendous for entrepreneurial activity.The procedures that people have to follow when they want to introduce new entrepreneurial activity may be too strict. Two of the most costly side-effects of detailed operating policies are complex approval cycles for new ventures and detailed documentation requirements (Morris, Kuratko Covin, 2011). This could be seen as red tape for entrepreneurial activity. If procedures are very complex, people are blocked and give up their ideas.Nevertheless, some procedures are definitely required for making decisions about which project may be initiated and which may not. The fact is that those procedures are often too severe. For example procedures often impose unrealistic timetables and performance benchmarks on entrepreneurial programs (Morris, Kuratko Covin, 2011).They way in which firms can bruise these strict policies and procedures will lead to better corporate entrepreneurship.PEOPLEAl of the entrepreneurial activity depends on the people, it are the people who have to do it.The treatment of people is do by human resource management. Human resource management is responsible for the recruitment, training, motivation, evaluation and recognise of people. When a firm engages in corporat e entrepreneurship, human resources also need to apply new methods.The main problem with people is that they have a natural tendency to resist change. This is a big problem as entrepreneurship requires a lot of change. How does HR helps to change people minds in the direction of corporate entrepreneurship? What problems do they face?Next to that, people are afraid of ill. It is important for HR to see failure as a process of learning. The way in which HR treats failure may therefore be important for the entrepreneurial people.Another people-related aspect is the wish of skills and talent in the entrepreneurial area. Therefore recruitment and training of drug-addicted people may be very important.A different aspect of corporate entrepreneurship is that people should have some freedom in their work. For example 3M was the first company that introduced organizational s insufficiency as a key constituent for corporate entrepreneurship, enabling their engineers and scientists to spen d 15% of their time on projects of their own design. As a result of this many inventions came out of 3M (e.g., dribble it Notes and Scotch Tape). CASE Google. How do other companies do this? Do they also give some time to work on own projects or do they use other methods? How does HR deal with autonomy of their people. familiarity is necessary for people to work on entrepreneurship. save what is a right-hand(a) autonomy. Shouldnt there be some control?Furthermore, corporate entrepreneurship often requires to work in teams. How does HR helps to form decent teams? How do they encounter the problem of free-riding?One more aspect of HR is that they are responsible for rewarding people. How does HR give bonuses for new entrepreneurial activity. Especially the rewarding of teams may not be that easy.Breaking through the obstaclesThe way in which an organization can deal with the above obstacles will be determining for their entrepreneurial success. In this section we will look at rese arch that offers solutions to keep down the problems and constraints of corporate entrepreneurship.CULTUREIn this section we will look at the literature concerning solutions to set up a decent culture that stimulates entrepreneurship within a firm.First of all, an entrepreneurial culture should have some basic values concerning entrepreneurship. Entrepreneurship therefore requires a culture built around risk, innovation, stirred up commitment, autonomy, and empowerment, among others (Cornwall and Perlman 1990 Peters 1987 Pinchot 1985 Waterman 1987).It is important that a culture is open for risk-taking and sees failure as an opportunity to learn from. In that way, culture can help to overcome peoples natural tendency to fear failure. For example Nokias culture states that you are allowed to have a bit of fun, to think unlike the norm, where you are allowed to make a mistake (Leavy, 2005, p. 39). In the factories of BMW there is a flop of the month award, attached by the senior ex ecutive for successful failures (Kriegesmann et al., 2005). Here it is recognized that failure is needed to innovate and learn.Next, a culture needs a clear vision about what the company stands for. It is here that leadership comes into place. It is difficult to class a culture without someone having a vision about the future. fit in to Covin Slevin (1991), top management values and philosophies are essential variables of firm-level entrepreneurship. There should be a clear voice from top management that gives direction towards an entrepreneurial culture. Moreover, vision, mission and strategy should be aligned. For example, you cant have an entrepreneurial vision when your strategy is imitating competitors.As a final point, the culture should find a good balance between individualism and collectivism. Corporate executives must recognize and proactively manage this dimension of culture. The highest levels of entrepreneurship will occur when a fairly match amount of consideration is given to the needs of the individual and the collective (Morris, Davis Allen, 1994). Individuals are needed to provide the vision, commitment, and internal salesmanship because otherwise nothing would be accomplished. But as the process unfolds, the entrepreneur requires teams of people with unique skills and resources.Cornwall, Jeffrey T. Baron Perlman, (1990), Organizational entrepreneurship. Homewood, ///. Irwin.Peters, Thomas. (1987), Thriving on chaos, New York Alfred A. Knopf.Pinchot, Gifford, ///. (1985), Intrepreneuring, New York Harper and Row.Waterman, Robert H, (1987), The renewal factor How the best get and keep the competitive edge, New York, Bantam Books.Leavy, B. (2005), A Leaders Guide to Creating an Innovation Culture, Strategy Leadership, 33(4) 38-45.Jeffrey G. Covin, Dennis P. Slevin (1991), A Conceptual cast of Entrepreneurship as Firm Behavior, Baylor UniversitySTRATEGIC DIRECTIONMany fast-growing materialization corporations attribute much of their suc cess to an entrepreneurial orientation. By illustration, 3M is a good example of how a corporate strategy can induce internal venture development. Every aspect of 3Ms management approach is aimed at new venture creation and 3Ms policies wee-wee a climate of innovation and entrepreneurial development. (Dess and Lumpkin, 2005).Dess and Lumpkin (2005) emphasize the role of entrepreneurial orientation towards successful corporate entrepreneurship. The dimensions of entrepreneurial orientation include autonomy, innovativeness, proactiveness, competitive aggressiveness and risk-taking.Moreover, Geller (1980) argued that a risk-taking, highly venturesome, and innovative top management style is appropriate in invest/grow situations.In a study of Barringer and Bluedorn (1999) a positive relationship was found between corporate entrepreneurship intensity and scan intensity, planning flexibility, locus of planning, and strategic controls. These are all part of the strategic management practic es.Environmental scanning refers to the managerial activity of learning about events and trends in the organizations environment (Hambrick, 1981).Planning flexibility refers to the capacity of a firms strategic plan to change as environmental opportunities/threats emerge. Flexible planning systems allow firms to adjust their strategic plans quickly to pursue opportunities and keep up with environmental change (Stevenson and Jarrillo-Mossi, 1986).The term locus of planning refers to the depth of employee involvement in a firms strategic planning activities. A deep locus of planning involves a high stratum of employees from all hierarchical levels in the planning process (Barringer and Bluedorn, 1999).Strategic controls base performance on stragically relevant criteria, contrasting to objective financial information (Gupta, 1987 Hoskisson and Hitt, 1988). Examples of strategic control measures include customer satisfaction criteria, new ostensible registrations, quality control, etc .Next, the challenge to balance exploitation and exploration could be seen as a major task for the top management. The companys leaders must decide if they should house mainstream and newstream activities in physically separate units within the organization (spatial separation approach) or if major innovative activity should be sporadically performed within mainstream units (temporal separation approach) (Baden-Fuller and Volberda, 1997).According to Morris, Kuratko and Covin (2011) organizational ambidexterity is encouraged when top-level managers draw direct responsibility for both mainstream and newstream. By placing themselves in roles where they directly move with both the exploitation-focused and exploration-focused sides of their organizations, top managers can more effectively balance the resource commitments needed to achieve current and future competitiveness. Finally, top managers help create ambidextrous organizations by setting explicit goals for innovative outcome. For example 3M wants at least 25 percent of its annual sales coming from products introduced over the preceding five years.Lastly, the implementation of a firms entrepreneurial strategy relies largely on middle-level managers. According to Kuratko et al. (2005), Middle-level managers endorse, refine, and shepherd entrepreneurial opportunities and identify, acquire, and deploy resources needed to pursue those opportunities.Baden-Fuller, C., and Volberda, H. 1997. Strategic Renewal How Large Complex Organizations bring up for the Future, International Studies of Management Organization, 27(2) 95-120Geller, A. (1980), Matching people to business strategies, Financial Executive, 48(10), 18-21.Bruce R. Barringer, Allen C. Bluedorn, The relationship between corporate entrepreneurship and strategic management, Strategic Management Journal, 20 421-444.Hambrick, D.C. (1981), specialty of environmental scanning activities among upper level executives Journal of Management Studies, 18, pp. 299-320.Gupta, A.K. (1987), make out strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation, Academy of Management Journal, 30, pp. 477-500.Hoskisson, R.E. and M.A. Hitt (1988), Strategic control systems and relative RD investment in large multiproduct firms, Strategic Management Journal, 9(6), pp. 605-621Kuratko, D.F., Ireland, R.D., Covin, J.G. and Hornsby, J.S. (2005), A Model of Middle-Level Managers Entrepreneurial Behavior, Entrepreneurship Theory and Practice, 29(6) 699-716.STRUCTUREStructural context, fit in to Burgelman (1983) refers to the various administrative mechanisms which top management can manipulate to influence the perceived interest of the strategic actors at the operational and middle levels in the organization. The corporate entrepreneurship and the innovation literatures indicate that one method of managing the uncertainties of innovation is through organizational structure (Burgelman, 1983, 1984 Nielsen, Peters Hisrich, 1985 Tornatzky et al., 1983).In general, results indicate a link between higher levels of innovation and more organic structures (rather than mechanistic structures) characterized by decentralization, lack of formalization, open communication, broader span of control and high levels of complexity ( for example Covin Slevin, 1990 Burns Stalker, 1961 Pierce Delbecq, 1973 Tornatzky et al., 1983). Supporting a flexible/fluid organizational structure that minimizes bureaucracy and maximizes adhocracy and by evaluating innovative schemes in terms of their contribution to a coherent str

The Political Economic Social Cultural And Technological Environment Marketing Essay

The Political economic kind Cultural And technological Environment Marketing EssayIt is important for these reasons By making effective lend cardinalself of PEST Analysis, you uncoering out that what you be doing is aligned positively with the forces of ex swap that atomic number 18 affecting our world. By taking advantage of change, you ar a good deal more likely to be successful than if your activities oppose it.Good utilize of PEST Analysis helps you avoid taking action that is condemned to failure for reasons beyond your control.PEST is callful when you start operating in a spic-and-span pastoral or region. Use of PEST Analysis helps you break waive of unconscious assumptions, and helps you quickly adapt to the realities of the tonic environment.(http//www.mindtools.com/pages/article/ saucyTMC_09.htm)Our mission to juice up and nurture the human spirit one person, one cup and one neighborhood at a fourth dimension.Starbucks Objective to establish Starbucks a s the virtually recognized and respected brand in the world. cable Ethics and abidance is a program that supports Our Starbucks Mission and helps protect our culture and our reputation by providing resources that help partners make ethical decisions at work.The program directs and distri just directlyes a contendeness materials, including theStandards of Business Conduct facilitates legal compliance and ethics training investigates sensitive issues such(prenominal)(prenominal) as potential conflicts of interest and provides additional channels for partners to voice concerns. Partners be encouraged to report all types of issues or concerns to the program through their natural selection of the offeredcommunication channels.PESTLE stands forPolitical The current and potential influences from political pressures frugal The local, national and world economy impactSocial The ways in which changes in society affect usTechnological How saucy and appear technology affects our b usiness?Legal How local, national and world legislation affects usenvironmental The local, national and world environmental issuesThe PESTLE analysis forget be utilise to identify and understand the important performers Starbucks must twaddle in all fields of the business.Political* put downation policy high tax imposed on farmers in those countries producing the cocoa bean will normally mean Starbucks pay a higher price for the cocoa theypurchase. any(prenominal) fluctuations in gross levels in the industry atomic number 18 almost surely ultimately passed on to the consumer. Recently (June 13, 2003) Tanzanias Minister ofFinance harmonized and rationalized local politics taxation to boost rural outputivity of the chocolate bean. Tax was lowered for these small holder farmers and this saving will discombobulate been passed on to purchasers of coffee like Starbucks.* Deregulation A decade ago, the USA pulled stunned of the ICA (international Coffee Agreement) t hat set export quotas for producing nations and kept the price of coffee somewhatwhat stable. Coffee quotas and price controls ended. Since the deregulation farmer s make suffered and their earnings rush dropped. Many have struggled to make a living so have given up.* International calling regulations/tariffs Trade issues will affect Starbucks predominantly when exporting and importing goods. When a nonher fields government imposes a tariff it non only results in an efficiency loss for Starbucks but large income transfers brush aside become inconsistent with equity. This extra charge shag go a bargain into a rip-off. Also, since 9/11, trade relations have been adversely affectedbetween the USA and some other countries.* Government perceptual constancy Starbucks should thoroughly investigate the political stability of any country they end to expand to. Changes in government can lead to changes in taxation and legislation. The forthcoming American elections whitethorn hav e an effect on Starbucks as new legislation or new or existing government whitethorn bring in taxes. Also, those countries in political turmoil or civil war (e.g. Zimbabwe at present) should be approached with great caution when come acrossing new ventures.* International stability The international economy must be brought into circumstance as it can affect Starbucks sales and foodstuffs. The aftermath of 9/11 was an example of an economic downturn that affected the world securities industry. If the world trade is in a slump it is not usually the ideal time for a business to experience at grand expansion.* Employment law of nature A reduction in licensing and permit costs in those countriesproducing the coffee bean for Starbucks would lower intersectionion costs for farmers. This saving would in turn be passed on to the purchaser.Economic* Interest pass judgment A nobble in interest place means investment and expansion plans are put-off resulting in falling sales for St arbucks and their suppliers. Also mortgage repayments organise so consumers have less disposable income to spend on luxuryproducts such as coffee. Low interest rate should have the opposite effect.* Economic Growth If growth is low in the nation of location of Starbucks thitherfore sales whitethorn in addition fall. Consumer incomes tend to fall in dots of forbid growth leaving less disposable income. Consumer confidence in products can as well as fall if the economic mood is low* Inflation pass judgment Inflation is a condition of increasing prices. It is measured using the retail Price Index (RPI) in the UK. Business costs will rise for Starbucks through inflation, as will shoe-leather costs as they shop virtually for new best prices ofmaterials, menu costs will rise as Starbucks have to create new price lists. Also, uncertainty is created when making decisions not least because inflation redistributes money from lenders to borrowers. A loaded that borrows L1000 during an inflationperiod will pay back less in real hurt as the value of this money will decline overthe period.* Competitors determine Competitive pricing from competitors can start a price war forStarbucks that can drive down profits and profit margins as they strive to increase, or at least advance, their dower of the mart.* Globalization Globalization of the coffee market has meant farmers of the bean now earn less money than they used to. This can result in a decrease of slew will to do it for a living, which will mean a decrease in coffee produced, resulting in a drop in Starbucks supply levels and belike profits.* Exchange rates Starbucks are affected by exchange rates when dealing with international trade. If the value of the currency falls in the country of a coffee supplierthis enables Starbucks to get more for their $ or L when importing the goods to theircountry. This saving can be passed along to the customer. Exchange rates are for eerchanging throughout the world in todays market.Social* Population demographics Population demographics are a actually important factor forStarbucks as they identify what parts of the population they read to aim their product sat or which parts of the population they make to encourage to visit their stores more than they presently do. Looking at the table in the slip-up study demonstrating the per centum of the age multitudes that drink coffee or peculiarity coffee it can be seen that the age groups that Starbucks should be aiming their merchandise at are the dealbetween 35 and 54. They should consider targeting the 18-24 age group as they drinkthe least amount comparatively and by supporting(a) this segment to choose Starbucks coffee now, in that location is a chance they whitethorn continue to drink it long into the future.* Income distribution Where income is distributed is another factor that Starbucks should look at as this also demonstrates the ideal place to aim their marketing or to locate the ir stores. Coffee is more of a luxury product so it is those people/places with the most amount of disposable income to spend that should be targeted the most intensely.* Attitude to work Starbucks would not want to locate to an area where the localpopulation have a poor attitude to work. recruitment would be difficult, training arduous, and mental faculty turnover would be high. Attitudes to work are important in otherways. A large number of workers in large cities now go out for their lunch rather than use an internal canteen. Starbucks can use this to their advantage and promote the shop as a place where people can meet up and so it will mean that they will get larger amount of people in their stores at this time of the day.* Standard of education/skills When Starbucks are deciding upon new premises they must look at the standards of education and skills locally. They must be sure there arepeople who live there with sufficient skills to ensure successful operation of thebusin ess, or at least the potential to learn that comes with a good education.* Working conditions/safety Those people with the most disposable income, e.g. young single professionals etc, will be prone to high standards. Starbucks must ensure its shops are clean and comfortable, service is of the highest send and health and safety issues are fully addressed* Location comport needs to the premises must be considered for both supply and customers. wakeful access is vital to ensure there is no excuse for staff to arrive late orfor customers not to visit.* Age distribution search shows the average age of the population is getting olderand birth rates are stagnating. Starbucks is presently aiming its product at youngpeople but maybe these views will change in the long-term as the market proportion for young people diminishes. The most profitable way front may be to widen theirtarget market despite the jeopardize of alienating present customers.* Health consciousness Good health a nd foodstuffs associated with muscular living are important I todays market place, as this is a trend that is occurring at the moment in western societies. Starbucks can use this information when deciding the additionalproducts to sell, as well as coffee, as a large number of their customers are looking forhealthy alternatives to cakes and biscuits, which have been associated with coffee in the past.Technological* IT development Starbucks is always looking to develop and improve its earnings facilities. Starbucks launched its first-generation e-commerce Web site in 1998. In late1999, Starbucks resolved the site needed a major upgrade to enable new functionality and prepare for long-term growth. To achieve these goals, Starbucks upgraded to Microsoft Commerce Server 2000, one of the constitute Microsoft .NET Enterprise Servers. As a result, scalability and performance have improved, and the company now has the tools it needs to profile and target customers, analyze site data, an d deliver new features to the market in the shortest time possible.* New materials and processes Developments in the technology of coffee making machines and the computers that Starbucks use to run their cash registers will enable their staff to work more quickly and efficiently. This will result in customers universe served quicker and create the potential to serve more customers in a day. This willprevent customers from having to wait around for long periods thus alter customer relations along with increasing the customer base.* Software upgrades In the short-term, Starbucks must identify the most efficient software upgrades to use to wait up with the competition. This applies to the improving the accessibility of their website (www.starbucks.com) and also improving the speed and feature of the service provided on the shop floor.* Research and Development activity As a multi-national business empire, Starbucks has the budget and the resources to have a cutting-edge R+D depa rtment. The websites very accessible, the facilities are state of the art but more importantly new ideas are consistently being tried in terms of a constantly updating menu.* Rate of technological change The rate of technological change in the current world market is high, much higher than, say, thirty years ago. Much of this is down to the Internet and the speed with which information can be communicated around the globe. Starbucks will need to invest heavily just to stand still in their ever expanding and developing market, and even more so to try to stay leading of competitors.Legal* Trade and product restrictions Starbucks need to be aware of the trade laws in the various countries they occupy and do business with. They need to ensure they are not in violation of e.g., religious laws. Also, certain countries impose a tariff that has to bepaid when goods are imported/ exported so this must be taken into account.* Employment law Each country has varying employment laws. Some m ay have a Sabbath day, some may have a limit on the number of hours an employee may workper week, all will have varying levels of minimum wage. Starbucks should considerthese factors when deciding on relocation.* Health and Safety regulations Starbucks may find these regulations are not as stringent or well obligate in certain countries. It would be wise though to enforce universally high standard of health and safety throughout all its shops to maintain a good global image and ensure all laws are abided by. Also, by not maintaining high standards they will be liable for a large amount of civil cases as it is a legal prerequisite for them to enable that their staff and customers are safe when they are in their stores.* Monopolies delegacy If Starbucks consider expanding their operations furtherto control an even larger percentage of the market than they already have they will have to consider the calamity of breaking monopolies legislation as they may have a share of the marke t that is too large. This would mean that they would have unfairadvantage over other companies in the same market. This would mean that they couldbenefit from economies of scale and would also be able to charge prices that were not competitive in the market and get away with it due to the lack of competition. The Competition Commission are in place to try and prevent these situations occurringe.g. CC (back then the MMC) pulley-block BskyB attempted takeover of Manchester United in 1999.* Land use Starbucks may have to abide by local planning regulations when building shops or altering purchased sites, as certain areas of land may be protect orunsuitable. All matters would be addressed by the local government.Environmental* Pollution problems Starbucks customers create a lot of waste as they very much leave the shop with their cup of coffee and then dispose of it in the street. The packaging forthis cup must be carefully considered to make it as biologically degradable aspossibl e. Certain other materials can be very harmful to the natural environment.* Planning permissions Planning permission may not be granted if Starbucks wish tobuild in an area that could be harmful to the environment. The land may be protected.* Work disposal Starbucks need to carefully consider the methods in which they dispose of their waste as there are strict laws in most countries to ensure a firm trading in their country disposes of the waste that is created in their business in a specific and efficient way. If they do not follow these laws they may find themselves being sanctioned, which not only affects them financially but also tarnishes the reputation ofthe brand name, as most of the waste created will stand up the logo of Starbucks.* Environmental pressure groups Starbucks should be aware of the physical and important power of groups such as Greenpeace and Friends of the Earth. Any violation of animal or environmental rights by a company is usually followed by a swift a nd attention-drawing protest from one of the groups. Brand image and customer bases are often irreconcilably tarnished due to the actions of these groups

Pulmonary Embolism as Manifestation of Right Atrial Myxoma

pneumonic Embolism as Manifestation of Right atrial MyxomaA causal agency report and review of latureAbstractWe award a case of a 55-year-old man who suffered from shortness of breath and syncope he was sent to our department for suspecting pneumonic intercalation. We proceeded Computed imagery pulmonic angiography (CTPA) and Transthoracic echocardiogram (TTE) , affirm the diagnosis which was caused by duty atrial mass. After the surgery the forbearing was diagnosed as by remedy wings atrial myoma ( ride) with pneumonic myoma emboli without no adverse event. The residue emboli were partially improved later onward one month anticoagulation. We reported this case and review of the relevent literature to help clinicians improve the understanding of diagnosis and word of pulmonary embolism caused by crash.Key words pulmonary embolism, set atrial myxoma, treatmentPulmonary embolism, about viridity landly originating from deep venous thrombosis (DVT) of the legs, rang es from asymptomatic, incidentally discovered emboli to massive thromboembolism causing immediate death. PTE is a tonerending disease with a high morbidity. Annually, as many as 300,000 peck in the United States die from acute PTE, which is much more common in China at present than 10 historic period past (1). About 50-70% emboli of pulmonary embolism originated from deep venous thrombosis (DVT), most of which in dismantle extremities. Such patients without DVT should screen occult cancer. Although cancer associated venous thrombosis was far-flung described, the emboli from benign neoplasm atomic number 18 less mentioned (2). Majority of the atrial myxoma entangled pulmonary emboli ar tumoral, thrombotic emboli were less reported (3,4). We report a high-flown case of draw with a pulmonary localization mimicking pulmonary emboli. sequel presentationA 55-year-old man was admitted to emergency room with gradually increase shortness of breath for 2 months, syncope and right c hest offend for 6 hours. He had a habit of long m session and a history of 20 pack-year smoking, and stopped smoking 10 years prior to admission. Initial assessment revealed cyanosis and right breath sound decreased. No pitting edema in lower extremities. Laboratory examinations showed ALT 52IU/liter 93IU/liter D-Dimer 10g/ml NT-proBNP 3544 g/ml Troponin I 0.49 ng/ml. Arterial blood gases revealed severe hypoxemia, oxygenation index was 89mmHg Electrocardiogram showed SQT. CTPA revealed right main (Figure 1a), some(prenominal) lobar(Figure 1b,1c) and segmental (Figure 1d) pulmonary arteries(PA) multiple pickaxe breaks right atrium s mass(Figure 1d). TTE showed enlargement of right chambers and a right atrial 54*47mm mass attached to the top wall, clear margin, irregular and partial rough on surface, loose in internal structure, locomote along with cardiac cycle, mild prolapse through the leaflets of the tricuspid valve and opening night of inferior vena cava, moderate regu rgitation of tricuspid valves with mild pulmonary hypertension. Compressed venous ultrasonography showed negative in both lower limbs.The surgical approach was through a medial sternotomy under extracorporeal circulation. The right atrium wall was opened and a gelatinous consistency tumor with necrosis, fragile, amount 40*50mm, adhering to the inter-atrial septum (Figure 2), a 30*20*70mm tumor embolus in the right main PA, the distal end was near right upper PA. The tumor cells expressed CD34 and calretinin, and were negative for CK and SMA. The histopathological examination affirm myxoma (Figure 3) in right atrium and right pulmonary artery. The patient was treated warfarin (target INR, 2-3) for 1 month. Repeated CTPA showed left wing lower PA filling defect with no improvement after(prenominal) 2 months (Figure 4c), right and other left PA filling defect resolved (Figure 4a, 4b). 2 years follow-up he was asymptomatic.Discussioncardiac tumors are less common, most of which are from metastasis. The incidence rate of primal cardiac tumors (PCTs) in autopsy ranges from 0.02 to 2.8. 30-50% of PCTs are myomas, 75% in the left atrium and only 10-20% arising in the right atrium, which may developing from embryonic or primitive gut rests (5,6,7). Histologically, they consist of an acid-mucopolysaccharide rich stroma. Polygonal cells arranged in single or small clusters are scattered among the matrix.The clinical manifestations of RAM may remain asymptomatic or appear with constitutional, obstructive or embolic symptoms according to the size, fragility, mobility, location of the tumor as well as body position and activity (5,8). Nonspecific constitutional signs, which present in 10-45% of patients with myxoma, are fatigue, fever, dyspnea, chronic anemia, weight loss, general arthralgia, and increase of IL-6, ESR, and CRP (8). Therefore the results of laboratory streaks may mimic those for rheumatic disorders. These signs are more common for patients with large , multiple, or perennial tumors, and usually recovered after resection (9). Pulmonary embolism of RAM fragments or thrombi from the surface may also occur, resulting in dyspnea, pleuritic chest pain, hemoptysis, syncope, pulmonary hypertension and right heart failure even sudden death. subtle abdominal pain was mentioned in two cases (10). Embolic event in cardiac myxoma is common, with the incidence ranging from 30% to 40% (5).In the cases of RAM with pulmonary embolism, a smaller size, villous or irregular surface and multi-foci are most common factors associated with embolization (11). The eon period was ranging from 1 day to 3.5 years. The age of patients ranged from 17 to 76 years (mean age 42.8 years), with a higher incidence in women (20/35, 57%). In these cases RAMs are usually attached by a short pedicle to the inter-atrial septum (22/35), mostly in fossa ovalis, others are in free wall, crista terminalis, Koch triangle and multiple origins. Most of the patients were dia gnosed with TTE (Transthoracic echocardiography), CT, transesophageal echocardiography (TEE) and magnetic resonance resource (MRI), others were with angiography and autopsy. In almost all cases treatment was surgical with removal of the intra-atrial myxomas and the pulmonary emboli, which are usually tumoral. Majority of such patients recovered well after surgery. Four preoperative deaths, two postoperative deaths were reported. Right atrial thrombosis, evanescent ischemic attack (TIA), ischemic hepatitis and renal failure were the rare contortion (Table 1).TTE and TEE are the most commonly used diagnostic methods in the detection and initial description of atrial myxomas (23). TTE is nearly 95% cranky for the confirmation of cardiac myxomas, and TEE reaches nearly 100% predisposition (45). TTE facilitated bedside test to safely detect myxomas in fatal pulmonary embolism as in our patient. TEE produces explicit images of small tumors (1 to 3 mm in diameter), especially in fat p atients with poor TTE images (46). The TEE also permits a clearer picture of the attachment of the tumor and more precise characterization of the size, shape, surface, inward structure and location of the mass (47). Although TEE is a semi-invasive diagnostic test with a very low rate of significant complications, lethal pulmonary embolism during TEE procedure has been reported (22).Superior to echocardiography, multi-detectors spiral computed tomography (MSCT) and cardiac magnetic resonance imaging (CMR) are more undefiled in determining the relationship to normal intra-cardiac structures and tumor infiltration into the pericardium, concomitant to adjacent vasculature and mediastinal structures, pulmonary arteries emboli and surgical planning (48,49). RAMs manifest as a low-attenuation intra-atrium mass with a smooth, irregular or villous surface on MSCT. Calcifications are seen in about 14% and are more common in right side lesions. Arterial-phase contrast enhancement is usually not apparent, but heterogeneous enhancement is reported on studies performed with a longer time delay (50,51). Varying amounts of myxoid, calcified, hemorrhagic, and necrotic tissue gives them heterogeneous appearances on T1 and T2-weighted images. retard enhancement is typical and usually patchy in nature. Steady land free preceesion (SSFP) sequences may slow prolapse through the tricuspid valve in diastole phase and can suggest the attachment point of a stalking lesion. Reconstruction of cine gradient recalled echo (GRE) images enables assessment of lesion mobility and attachment (52).18F-FDG PET/CT can help the noninvasive preoperative confirmation of malignancy (41). think SUVmax was 2.80.6 in benign cardiac tumors and significantly higher in both malignant primary and secondary cases. (8.02.1 and 10.84.9). The SUVmax of myxoma is ranging from 1.6 to 4. Malignancy was determined with a sensitivity of 100% and specificity of 86% with a cut-off SUVmax value of 3.5. A weak correlation between the SUVmax and the size of tumors is found due to the partial volume effect, cardiac motion and respirtatory movement (53). Angiography is an invasive investigation that presents an additional risk of bring forth migration of the tumor and only suitable for suspected acute coronary heart disease (37).Surgical removal of the RAM with pulmonary embolism is the maiden treatment of preference and usually curative (44,45). The crucial aspects of surgery are measures for bi-caval cannulation to prevent intra-operative embolism (27), en-bloc excision of the myxoma with a wide stripe of normal tissue, removal of fragments in pulmonary arteries, and conducted under moderate or deep hypothermia, low circulatory flow or total circulatory arrest based on the extent and sites of the emboli (44). Surgical treatment leads to roll in the hay resolution with low rates of reappearance and good long-term survival. The overall recurrence rate is about 13% for sporadic atrial myxoma (5,54), which grows an average of 0.241.6 cm per year. The risk of recurrence pulmonary embolism after resection has been reported to be 0.4% to 5.0% and interval from excision to recurrence is reported ranging from a few months to 8 years (55). The reasons of RAM recurrence include multifocal origin, uncomplete surgical resection, familial disposition or abnormal DNA ploidy pattern. postoperative annual TTE, V/Q scan for long-term observation should be followed up to detect eventual recurrence of new myxoma and pulmonary embolism. Excision of the recurrent lesions may be the only choice of treatment because of the poor intention of chemotherapy and radiation (28).Pulmonary emboli from RAM are usually tumoral, although discriminating myxomas from thrombi in pulmonary arteries is difficult. Daniel T et al (56) presented the first case of paradoxical pulmonary embolism in the presence of a left atrial myxoma withouingt intra-cardiac shunting, potentially secondary to a combin ation of hemolysis, hemeoxygenase-1 up-regulation, systemic hypercoagulability/hypofibrinolysis, and regional venous stasis. Pulmonary thromboembolism complicated to RAM improved by coumadin therapy in a refused surgery patient (40). In our case the surgery do not remove the right side emboli, while anticoagulation was helpful for residue emboli remission, which confirmed coexistence of myxoma and thrombi. We suggest anticoagulation may be the useful in unresectable myxoma with pulmonary embolism. The duration of anticoagulation in pulmonary thromboembolism is at least three months, but the pipeline in patients with RAM is still unknown.ConclusionAccording to review of the literature, RAM may not be timely diagnosed, or even alone undiagnosed. Because of the fragile consistency of RAM, pulmonary embolism are the most common comorbidity and mortality disease, usually be fatal. Surgical removal of masses from the atrium and pulmonary arteries is almost uneventful. Although the assoc iation between right atrial myxoma and pulmonary embolism has been described, the presence of thrombi was less mentioned. We suggest anticoagulation may be a choice of treatment after operation, especially in incomplete resection cases. Annual TTE and V/Q are suggested for a period of 8 years when the risk of recurrence is reported.Competing interestsThe authors declare that they have no competing interests.