Chinese nurse-client relationship Essay Example for Free

Chinese nurse-client relationship Essay The Chinese perspective of nursing Nursing is to understand the health status and concerns of a person, to devise interventions with appropriate health knowledge and skills. There are four Chinese characteristics of epistemic concerns. Qing (? ) is emotion. Li (? ) and zhi (? ) means knowing what is good and right in practice through scientific or systematic studies respectively. Xing (? ) is action. The chinese perspective of nurse To nurse, Chinese people generally argree that the role of the nurses is to report their conditions rapidly to doctors. A Confucian principle of hierarchical relationship between doctor and nurses shows that nurses should know their place, defer to their superiors anf know when to call doctors. Solution to chinese implication Some Chinese cultures like belief, value, attitudes and taboos may act as barriers of clients and nurses. It can be tackled by reminding the nurse to be cultural sensitive in caring process. For instances, nurses may consider characteristics of Chinese people. Chinese always avoid the word dead which is a symbol of unauspicious. They can tacit communication approach like euphemism which is indirect words using the end of life. Nurses may apply therapeutic communication strategies: -To be client-focused, problem-oriented and situational based -Classified as supportive-expressive, analytic and consultative -Directive and educationally focused The Chinese culture is conflicts between Chinese culture and health belief of western medicine. To solve it, we nurses acknowledge of culturally specific nature of problem. Another Chinese culture is the tradition perceive problem as family affairs. To solve it, we nurse can build up nurse-client relationship with strong bond of trust by more communication.

Theories of the Causes of Black Holes

Theories of the Causes of Black Holes Black Holes The phrase â€Å"black holes† is introduced to scientific world not by a physicist but a journalist, Ann Ewing in 1964, who made a report on a meeting of the American Association for the Advancement of Science (Ewing, 1964). Some elegant French argued that the phrase has annoying sexual insinuation. After that, the famous physics John Wheeler spread the â€Å"black holes† widely in physics and the public view. Actually the concept of an object so massive that even the light can’t be escaped is proposed by Michell (1783), as well as by Laplace (Gillispie, 2000) But this idea was so radical at that time when the light was thought to be massless. The golden age of black holes came along with the establishment of the generally relativity by A. Einstein (OConnor, 1996). Schwarzschild and Droste solved the Einstein field equations independently and a solution describing a point mass was found (Schwarzchild, 1916; Droste, 1917). The properties of the black holes are dev eloped and explained by a group of important works. G. Lemaitre and R. Oppenheimer have interpreted the singularity (Hooft, 2009; Ruffini, 1971). The event horizon is defined as a boundary inspace and time, inside which an event can’t be observed by the outsider (Wheeler, 2007). The no-hair theory of the black hole is completed by the work of Carter (1971), Israel (1967) and Robinson (1975), declaring that a stationary black hole can be described by only three parameters: the mass, the charge and the angular momentum. The black hole thermodynamics is interpreted by Bardeen et al. (1973). In order to get a direct physical picture of a black hole, an illustration of a non-spinning black hole is given. Based on mathematically solution, a non-spinning black hole possesses a spherically symmetric boundary, which is also the event horizon. The center of the non-spinning black hole is a singularity where the gravitational forces become infinite. The distance between the singularity and the event horizon is called the Schwarzschild radius. The surface gravity of a stationary black hole is constant over the event horizon. One thing to be noted, it is impossible by any procedure, no matter how idealized, to reduce the surface gravity to zero by a finite sequence of operations. Aphoton sphere, the radius of which is 1.5 times of the Schwarzschild radius, is a  spherical  special region where  gravity  forces the  photons  to travel in orbits. Generally the black hole is classified to four groups according to their mass: micro, stellar, intermediate-mass and super ma ssive black hole. Generally the size of a black hole is approximately proportional to its mass, the heavier of a black hole, the bigger of its size. A black hole with mass of 1000 times of solar mass has a radius like the earth. The formation of a black hole is a mystery. Einstein thought that the exotic object, like black holes, would not exist in nature even there are such solutions to Einstein gravitationalfield equations. However, more and more theoretical calculations and even important astronomical observations have proved that Einstein is wrong. Most astrophysicists have reached an agreement that the formation of a black hole usually evolves many stages. First the primary process of the evolution is the gravitational collapse, which is usually occurs after the death of a heavy object, like stars. When a star doesn’t have enough â€Å"fuel† to keep its temperature through nuclearreaction or the star is keeping absorbing matters around it by universalgravitation. After the collapse, if the mass of leftover exceeds over 3 to 4 times of solar mass, it has an opportunity to form a black hole. The second stage is the formation of the event horizon, which is also the way to distinguish the blac k holes and other forms of objects, such as neutron stars, which are also a result of the gravitational collapse. Thanks to the work of Kerr (2009), who proved that the event horizon could be physical not just mathematical. According to the black holes thermodynamics, the area of the event horizon of each black hole does not decrease with time. After the presence of the event horizon, a singularity will form in a black hole (Penrose, 1965). This is considered to be the third stage. A black hole can continually grow up by absorbing the matters and interstellar dust or even merges with other stars or black holes. This is considered to be a way to super massive black holes. The last stage of black holes is the evaporation. If the Hawking’s theory can be verified, a black hole is not totally black but emits its thermal radiation with a quite small quantity. This means that a black hole would loss its mass by Hawking radiation (Parikh, 2000) and vanishes eventually. Simulation res ults show that a small black hole owns very strong emission effects. The Hawking radiation will be discussed in details. Once the scientific world accepts the concept of black holes, a question is launched: are the black holes keep growing and expanding? Hawking says no! By applying quantum field theory into a stationary black hole background, he found that a black hole should radiate particles like a black body near the event horizon (Hawking, 1974). Physical picture to this bizarre phenomenon is the radiation is not come from the black holes directly, but the results of particle-antiparticle formation just beyond the event horizon. Specifically, a particle-antiparticle pair generated from the vacuum fluctuations appears close to the event horizon. One of the pair escapes forms the boundary while another one falls into it (Droste, 1917). Another interesting question is: how can be detected a black hole where even light can’t escape? The direct way is to probing the Hawking radiation, unfortunately the simulation results show that the Hawking radiation is too small to be detected from the Earth. In 2008 NASA launched the Fermi Gammar-ray Space Telescope to search the Hawking radiation which is strong in the last stage of a black hole (Naeye, 2008). Beyond the detection of Hawking radiation. Many indirect approaches to detecting black holes are proposed and realized by astrophysicists. The X-ray binaries, a binary star system, emit bright X-ray spectrum. The XUV radiation is generally considered to be caused by a compact star being accreting interstellar gas and dust. The presence of the X-ray binary gives an opportunity to locating a black hole. In 1999, Celotti reported the existence of the sofr X-ray transients and predicted that a black hole may be formed in the region (Celotti, 1999). Still more data and needed to verify this finding. Another way to detect a black hole is based on the massive gravitational effect caused by the black holes. On candidate is the gravitational lens effect which deforms the space structure to bend the light as if a lens. The way to observe the gravitational lens effect is to observe the orbit of a star near the vicinity of a black hole. The evidence of the black holes caused gravitational lens i s found by Bozza et al. (2010) around Sagittarius A*. A widely accepted view is that a super massive black holes exists in nearly the center of every galaxy, not just active ones. When an observer is falling into a black hole, what kind of experience would he have? Theorists argue that if another observer out of the black holes tries to describe the falling one he should never be able to cross the horizon. This means, the falling one should take infinite time to cross the event horizon if he were not torn apart by tidal forces even before reaching the horizon. On the other hand, for this observer falling across the event horizon, he takes only a finite proper time in his own coordinate. However, he will not find any Hawking radiation. In fact this paradox comes from the contradiction between the general gravitational theory and the quantum mechanism. The two theories are successful in their own regions, general gravitational theory for cosmic and the quantum mechanism for atomic particles, but they can’t fit each other. The funny thing is that Einstein is against the quantum mechanism even he is one of the founders to it and even he was rewarded the Nob ile Prize for his important work in quantum mechanism. Until now this is still an open question to the theoretical and astronomical physicists. The black holes attract attentions both from scientists and the public. At first, it is only a mathematical expression for a special space time structure where nothing can be escape from it and described in scientific fictions. However with the appearances of more and more indirect evidences, it turns out to be reality with certain possibility. From scientific view of point, the black holes own unique properties and components, such as singularity, the event horizon, Hawking radiation. The black holes can provide particular physical conditions where new physical laws and principles can be verified. The researches on black holes push the frontier of astronomy, including worm holes, interstellar travel between stars, cosmic settlement. Fortunately we have plenty of time, maybe millions of years. References Bardeen, J. M. et al. (1973). The four laws of black hole mechanics. Communication Mathematical Physics, Vol. 31. pp. 161-170. Bozza, V. (2010). Gravitational lensing by black holes.General Relativity and Gravitation, Vol. 42. No.42. pp. 2269–2300. Carter, B. (1971). Axisymmetric black hole has only two degrees of freedom. Physical Review Letters  Vol. 26. No. 6. pp.331-333. Celotti, A.; Miller, J. C.; Sciama, D. W. (1999). Astrophysical evidence for the existence of black holes.Classical and Quantum Gravity,  Vol. 16. No.12. pp. A3–A21. Droste, J.(1917). On the field of a single centre in Einsteins theory of gravitation, and the motion of a particle in that field.  Proceedings Royal Academy Amsterdam, Vol.19.No. 1. pp. 197–215. Droste, J.(2009). On the field of a single centre in Einsteins theory of gravitation, and the motion of a particle in that field.  Proceedings Royal Academy Amsterdam,Vol. 19. No.1. pp.197–215. Gillispie, C., Laplace, P. (2000). 1749–1827: a life in exact science. Princeton University Press. Hawking, S. W. (1974). Black hole explosions?  Nature,Vol. 248.No. 5443. pp. 30–31. Hooft, G.t. (2009). Introduction to the theory of black holes. Institute for Theoretical Physics / Spinoza Institute. pp.47–48. Israel, W. (1967). Event Horizons in Static Vacuum Space-Times.Physical Review  Vol. 164. No. 5. pp. 1776-1779. Kerr, R. P. (2009). The Kerr and Kerr-Schild metrics. Spacetime. Cambridge University Press. Michell, J. (1784).  Philosophical Transactions of the Royal Society, No.74. pp. 35–57. Naeye, R.(2008). Testing fundamental physics. NASA. OConnor, J.J., and Robertson, E.F. (1996). General relativity.University of St. Andrews, Scotland. Parikh, M., Wilczek, F. (2000). Hawking radiation as tunneling. Physical Review Letters, No. 26. No. 21. pp. 1344-1346. Penrose, R.(1965). Gravitational collapse and space-time singularities. Physical Review Letters,Vol. 14. No.3. pp. 57-59. Quinion, M.(2008).  Black Hole.World Wide Words. Robinson, D. (1975). Uniqueness of the Kerr black hole.  Physical Review Letters,Vol. 34. No. 14. pp. 905-906. Ruffini, R.;Wheeler, J. A.(1971). Introducing the black hole.Physics Today,Vol. 24No. 1. pp. 30–41. Schwarzschild, K.(1916). ÃÅ"ber das gravitationsfeld eines massenpunktes nach der Einsteinschen theorie.Sitzungsberichte der Kà ¶niglich Preussischen Akademie der Wissenschaften,No. 7. pp. 189–196. Wheeler, J. Craig. (2007).  Cosmic catastrophes. Cambridge University Press.

Richard II Essay: The Characters of Bolingbroke and Richard II

The Characters of Bolingbroke and Richard II "What tongue speaks my right drawn sword may prove" is the sentence which concludes a short speech delivered by Henry Bolingbroke to King Richard II (1.1.6). These words are but the first demonstration of the marked difference between the above-mentioned characters in The Tragedy of Richard II. The line presents a man intent on action, a foil to the title character, a man of words. When Bolingbroke first appears in the play, he is accusing Thomas Mowbray of treason and then states that he is ready to act upon his accusations, to draw his sword against Mowbray. He declares, "Besides I say and will in battle prove . . ." (1.1.92, emphasis mine). Richard yields to the request of trial by combat. It is a ruling on which he later reneges, pronouncing banishment on the two parties rather than allowing their confrontation. This is a prime example of Richard using his authority by way of rulings and pronouncements rather than action, even to the point of disallowing an action. Bolingbroke, on the other hand, is quite ready to do battle no matter what the consequences. Moments before Richard puts a stop to the proceedings, Bolingbroke says, ". . . let no noble eye profane a tear / For me, if I be gorged with Mowbray's spear" (1.3.58-59). Here is a man who is resolved in his intent. To be sure, even in the ensuing banishment, Bolingbroke is not hindered. When he learns of the seizure of the estate of his dead father, John of Gaunt, by Richard, he comes back to England despite the ... ...essing anyone who was around or even just addressing himself. However, Bolingbroke is not a man of many words; he feels the need to physically atone for his part in the murder, "To wash this blood off [his] guilty hand" (5.6.50). Nevertheless, as a man of action, Bolingbroke has achieved for himself the goal of retrieving his father Gaunt's estates and much more. He, in the end, is king, King Henry IV. And though Richard as king was full of pomp and ceremony, those things were no match for ambition carried to its fullest. His strong words belied incompetence as a ruler, and he could not hold his position. It seems that it was inevitable that Bolingbroke would be the victor at last. Richard should have taken more note of his usurper, before he was such, this man he called "[Gaunt's] bold son" (1.1.3).

The Atomic Bomb Human Beings and Nature Essay -- Essays Papers

The Atomic Bomb Human Beings and Nature With the surrender of Germany on May 1, 1945, the United States and its allies were well on their way to winning World War II and resuming peace in Europe. Japan was the only country still in their path. American forces soon began capturing islands off the coast of Japan including Iwo Jima and Okinawa. Since the Japanese refused to surrender, the United States began planning a ground attack on Japan's mainland. Many casualties for both sides were predicted; therefore, the United States constructed an alternate plan to end the war. Enricho Fermi and Leo Szilard worked on creating an atomic bomb for the United States in the 1930s. This manipulation of nature changed the relationship between human beings and nature forever. Humans were now capable of ending the world if they so desired. Nature was quickly fading into the background of life. The creation and employment of the atomic bomb affected many aspects of human existence. On August 6, 1945, President Harry S. Truman announced to the United States and to the world, sixteen hours ago an American airplane dropped one bomb on Hiroshima, Japan and destroyed its usefulness to the enemy.(1) After bombing Nagasaki on August 8, Japan surrendered to the United States, ending World War II. The debate about the morality of dropping the bomb is still an issue today. Although the employment of these bombs caused about 200,000 casualties and destroyed over 5.5 square acres of land, the atomic bomb was needed to terminate the war.(2) Despite the major loss of human lives in Japan, using the atomic bomb was the ethically correct decision for the United States. It ultimately saved many American lives through the swift endi... ... http://www.dannen.com/decision/scipanel.tml> (28 February 1999). 16. Rogers, 385. 17. Rogers, 385. 18. Rogers, 384. 19. Rogers, 440. -------------------------------------------------------------------------------- Additional Source - John Connor, "The US Was Right," and Gar Alperovitz, "The US Was Wrong," in Current Issues and Endearing Questions, eds. Sylvan Barnett and Hugo Bedau (Boston: Bedford Books, 1993), 282-85. These two articles provide opposite opinions and arguments about the morality of dropping the atomic bomb on Hiroshima Japan. The authors argue the question "Hiroshima: Was the bombing immoral?" The articles discuss the physical damage in Japan not only to humans physically and mentally but also to nature. Both authors present reasonable and well supported evidence for either side of the issue.

Comparing the Role of Social Class in The Necklace and Recitatif Essay

The Role of Social Class in The Necklace and Recitatif  Ã‚     Ã‚   Often in a piece of literature, a story will appear to be about one issue when, in actuality, the author intended it to be about another. In the short stories "The Necklace" by Guy de Maupassant and "Recitatif" by Toni Morrison, the issues of class separation and struggle, though they may appear at first glance to be unimportant, are in fact the central points around which these two stories revolve. In "The Necklace" and "Recitatif," class differences affect the ways in which the characters interact with one another. Nowhere in the story "Recitatif" is this more apparent than in the meeting between Roberta and Twyla's mothers at the orphanage. Twyla describes Roberta's mother as tall, prim, and proper. She adds, "on her chest was the biggest cross I'd ever seen..." (page 213). In direct contrast to this is the image of Twyla's mother, a woman who wears revealing pants and a ragged old jacket and curses in church. Roberta's mother clearly looks down upon Twyla's because she is of a lower class, as illustrated by her refusal to shake her hand. In "The Necklace," class differences between Mathilde and Mme. Forestier put an obvious restriction upon their relationship. By the end of the story, Mathilde becomes a member of the lower class - "the woman of impoverished households - strong and hard and rough..." (page 71). When the two ladies meet again in the last lines of the story, Mm e. Forestier is "astonished to be addressed by this plain goodwife" (page 72). In a parallel event from "Recitatif," Roberta looks down upon Twyla when they meet in a Howard Johnson's. She sees Twyla in her "blue-and-white triangle" uniform, "[her] hair shapeless in a net," and "[her] ankle... ... between the characters play the central role in the action of the story. These differences affect the ways in which these characters interact, they create the conflict in the story, and they affect the way the reader feels about and reacts to each of the characters. In making the issue of social class the focus of these two works, the authors successfully communicate to the readers their belief that, no matter how hard we might try to avoid it, class is indeed a major factor in today's society.    Works Cited de Maupassant, Guy. "The Necklace." Understanding Fiction . third ed. Eds. Cleanth Brooks and Robeert Penn Warren. Englewood Cliffs, NJ: Prentice-Hall, 1979. 66-72. Morrison, Toni. "Recitatif." New Worlds of Literature: Writings from America's Many Cultures. second ed. Eds. Jerome Beaty and J. Paul Hunter. New York: Norton, 1994. 209-225.   

Leaders in the Local Church Essay

Lay leaders can simply be defined as persons chosen from the congregation by ordained leaders to serve as helpers performing such duties as may be delegated or assigned to them in accordance to their church ordinances. More and more ministers are finding themselves weighed down by the demands of the ministry. They are thus unable to be effective in meeting the changing needs of their flock. This has created a need to have different other people taking off some of the less sensitive responsibilities from the ordained clergies’ hands. The concept of lay leadership is however not just a modern day phenomenon; it is deeply rooted in the Bible. Deuteronomy 1:9-13 gives an account in which Moses appoints leaders to take off from him some of the responsibilities that were threatening to overwhelm him. Similarly in the book of 1 kings 19:19, Elijah acquires an attendant in the person of Elisha to serve as a helper in his duties as a prophet. The Apostle Paul also surrounded himself with spiritual people like Timothy and Titus to mention a few to whom he delegated different duties in his mission to preach the good news to the gentiles. The clearest illustration of the significance of lay leadership is however to be found in the New Testament book of the Acts of the Apostles Chapter 6 form verse 1 onwards. In this account, the Apostles as well as the entire group found it wise to appoint seven Godly men to take over responsibilities that were important but did not warrant the attention of the Apostles. In this paper, different lessons will be gleaned from the above scriptures and many others to help in the understanding of the issue at hand. Church leaders are different from either organizational or political leaders and only leaders who seek God’s grace and lead by the grace of the Almighty will be able to maintain the Satan inflicted jolts that characterize today’s ministry of the word of God. 1 The church is undergoing enormous statistical growth but the same is not being experienced in discipleship. Leadership of the church requires individuals who are able to rise above their individual capacities and seek Gods guidance. Shallow leadership is the reason why the church today is struggling to meet the seemingly insurmountable challenges. 2 The church needs godly leaders who are able to fully submit to Jesus Christ and be in complete communion with the Creator. Leaders, who can be disciple makers, honor God and be able to fulfill His Will. There are times when Gods reassuring gift in leadership is obviated making the leadership journey long, arduous, bumpy and jerky akin to rides across rocky mountains. At times the leadership might seem long, dry and desolate often punctuated with seasons when we feel that our leadership is devoid of Gods assistance. It is these experiences that call for insistence on Gods reassuring grace and guidance. Developing leadership in the church is no mean treat as it not only requires leaders to develop a strong rapport with the creator for their own souls but also for the souls of the followers of Christ. God’s spirit reassures, inspires, instructs and guides leaders in the Church as they take that long arduous journey to sainthood and spiritual maturity as our creator commanded. However, it is not easy to develop leaders in the church without succinctly analyzing the philosophy of spiritual leadership. Through, spiritual instruction, God used criticism of leadership or trials to stimulate spiritual revival or to inspire fresh visionary leadership for the future ministry of the word of God. The Biblical desert trek under the leadership of Moses was such an instance when God used the desolate desert to create new frontiers in leadership. By working through the hands of servant leaders, a new vision is created to circumvent, surmount or wade through the challenges required in developing a spiritual oversight and even in building new teams in the church. 1 ii. Importance of Leadership Development Strategies for Training Leaders in the Local Church. Training leaders in the church is an ongoing process that cannot be done haphazardly. It requires a leadership development strategy that helps in identifying, recruiting and training potential lay leaders in any church. The health, the growth and the success of any church or its local branches is solely dependent on the availability of effective and efficient church leadership program that not only inspires the congregation to spiritual; maturity but also discovers and builds the innate potentials of leadership and service in others. Consistency in training of lay leaders may well determine the level of growth and spiritual well being of entire churches. Humanistic philosophies permeate from our culture and these in turn affect the strategies we use in developing leadership in churches. These humanistic philosophies spread a desire that we should be whoever we want to be. Contrarily, God disdains such attempts and instead calls upon humanity to be as his only begotten Son Christ was. This means that good leadership is not a result of a personal ambition but a Godly desire that can only be achieved when leaders are trained to act as our Creator instructed us to act. That is why good leaders can only be shepherds but not saviors; they can only be leaders but not lords and guides to the congregation but not gods of the people of God. 1 In the book of Acts of the Apostles chapter 6, the process of choosing the seven men was done prayerfully and the chosen men were dependable men filled with the spirit. It is important therefore that the process follow the biblical example. Otherwise, when leadership strategies in the church deviate from the Gods commands and instructions on good leadership and instead focus on improving on human efforts alone, spiritual leaders achieve positions of worldly power but not the grace of God. Strategies for leadership should only train leaders to carry out their spiritual obligations as a reflection of what Christ wanted. It is testament today guidelines for church leadership are being drawn from secular platforms without a succinct review of the Christian authoritative text for standard protocols for servant leadership. Because of this reason church leaders are being removed from a worldly instituted office and recycled in various capacities that are only temporary in nature while ideally spiritual leaders are lifetime learners who are obligated by the scriptures to offer lifetime guidance to the flock. It is only by the grace of the Lord that leaders can be able to learn and consequently act as leaders with a spiritual disposition that is created only by the Holy Spirit. In this stride, spiritual leaders should be confident in God but not exhibit self confidence, they should not only know men but also know God. In making decisions they should seek Gods will and not solely rely on their own human capability in making decisions. In Spiritual leadership by J. Oswald Sanders, spiritual leaders should be able to humble in leadership and not be overly ambitious, they should never seek personal rewards but they should love God and other with all their powers. One who enjoys command, treasures independent leadership and creates his own methods of leadership can only be said to be driven by fleshly ambitions. On the other hand, Godly leaders delight in their obedience to God and follow His instructions while shunning the lusts of the flesh. They do not treasure independence in leadership but tend to depend in God and follow His examples.

Management Communications with Technology Tools

Managing organizational change and improvement is one of the most complex tasks of leadership. Leaders need to understand the change process in order to lead and manage change and improvement efforts effectively. Leaders must learn to overcome barriers and cope with the chaos that naturally exists during the complex process of change. Managers and other organizational leaders should assist workers and other stakeholders build effective teams by developing new organizational structures and creating a shared vision that focuses on mission accomplishment and developing new organizational structures and creating a shared vision that focuses on mission accomplishment and attainable objectives. When such inspired and informed leadership is applied, organizations can improve performance. As noted by Harrison (1993) use of the process-oriented approach to managerial decision making with its strong managerial emphasis and its objectives-oriented outcomes is the model recommended for decisions with discernible levels of uncertainty attendant on the outcome. Such decisions include those made at middle and upper levels of management both in the private and the public sectors where the consequences are of high levels of significance to the total organization. Included in this category are all decisions of a strategic nature and those involving appreciable commitments of resources directed towards the long-term enhancement of the corporation or institution. â€Å"The process model is ideal for these kinds of decision because it is forward looking in that it has a planning emphasis not apparent in the other models of decision making. The process model is oriented towards innovation and organizational change with a particular emphasis on long-term results. It relies principally on the judgment of the decision maker, but not to the exclusion of computation or compromise to fit special decision-making situations† (Harrison, 1993). According to Alexa Michael (2009) â€Å"a company needs accurate, reliable and timely information on performance, which must flow up through an organization regularly. It should be simple, easy to measure and focused on the long term†. One solution for managing organizational change and improvement according to David Blanchard (2009) â€Å"is developing a set of highly descriptive key performance indicators (KPIs) that include precise times, quantities and other numerical measurements so that everyone is on the same page about what it will take to achieve acceptable on-time, accurate and cost-effective performance levels†. Using a range of KPIs that include financial and non-financial measures to gauge how successful the business is in achieving its goals will improve its performance. The KPIs should be simple, easy to measure and focused on the long term. A company also needs to address the issue of cash-flow management. Managing cash-flow variability tops the agenda for most companies. â€Å"Identifying and fixing friction points that hinder operating capital as it flows across the balance sheet from inventory and payables to accounts receivable† (Driscoll, 2009) is an organizational change critical to a company’s long-term viability. Another organizational change for improvement is the idea of Lean Performance Improvement. Successful lean performance improvement initiatives have front-line workers generating, processing and implementing ideas. Using the high-performance idea system front-line employees drive the lean improvement process with regular and ongoing engagement with daily problems and opportunities. With successful organizational change a company can use this process-focused approach to build their own lean culture. Harrison (1993) tells us that â€Å"the components of the decision-making process for the process model are the functions of decision making which include setting managerial objectives, searching for alternatives, comparing and evaluating alternatives, the act of choice, implementing the decision, and following up and controlling the decision. The process model with its managerial emphasis drawing selectively on the disciplines of economics, mathematics, statistics, philosophy, psychology, sociology, political science, anthropology and law. The process model’s objective-oriented outcome approach best allows for successful adaptation of organizational change leading to long-term success†. The implementation strategy for the organizational change that includes the introduction of key performance indicators (KPIs), lean performance initiatives and cash-flow management will be both top-down and bottom-up. Clear communication that brings employees of all levels on board with the changes being made and how it affects them and the future of their company and job must be made. Ensuring that all stakeholders understand that they have a say in the success of their company and therefore increased success for themselves is paramount. The KPIs will be both financial and non-financial. KPIs will be used to monitor factors that are known to create value within the business. KPIs will help ensure that the following things are in place, â€Å"products and services that are attractive to consumers both now and in the future, clear objectives that are communicated properly to the workforce, desires for continuous improvement, useful management information and effective financial control, efficient services and distribution, good, well-informed managers, and regulatory compliance with minimum disruption to organizational routines† (Michael, 2009). Developing and using a checklist to monitor and asses these key performance indicators will be done. The checklist will be a series of questions that properly answered will help determine whether or not the company is getting value from their business and will eliminate a problem identified by Roger Chevalier (2009) in his article about analyzing performance where part of the problem with the performance was that â€Å"expectations for performance are unclear†. Answering the questions yes or no for both now and in the future will help look at the factors that can improve or destroy the value of the business. Questions such as, â€Å"spreading your buying/selling contracts too widely over time, hostage to one or two buying/selling contracts or customers/suppliers, sure your purchase/sales order books are firm and go forward far enough, buying/selling on a growing/declining trend in real terms, buying/selling any products at a loss, using cross-selling and up-selling techniques to improve sales, monitoring whether your purchases arrive on time and are of the right quality to meet your manufacturing schedules, satisfied that your suppliers’ terms, and your own terms to customers, are competitive, aware of the financial implications of your pricing policy, loyal to good customers/suppliers, scheduling orders to obtain better terms, developing your competitive position, fostering your company’s reputation and brand values, developing your business processes to create more value, enhancing staff skills to improve your competitive advantage† (Michael, 2009). Another strategy to implement that overlaps with the key performance indicators will be the lean performance improvement initiatives. â€Å"A successful lean implementation will result in various operational and financial improvements. Operational improvements include higher quality and productivity as well as lower nonproductive capacity and lead times. Some financial improvements realized from a successful lean implementation include increased cash flows, lower inventory levels, and lower costs† (Searcy, 2009). Successful lean performance improvement initiatives generate significant front-line involvement in identifying and implementing opportunities for improvement. As noted by Robinson and Schroeder (2009) in these initiatives ideas are integrated into everyday work, the emphasis is on small ideas, front-line performance metrics focus ideas on what is important, and both managers and workers are held accountable for their roles in the idea process. The strategy for implementing change with regard to the issue of cash-flow management will focus on forecasting as the key activity to improve. The forecasting of cash outflows and cash inflows both need to be accurate. According to Mary Driscoll (2009) â€Å"the bent of the typical finance function which tends to be accounting-oriented, concentrated on the accurate recording of journal entries and the consolidation of data from across the enterprise for statutory and management reporting†. Also according to the article by Driscoll (2009) â€Å"the key to cash-flow forecasting was more accurate demand forecasts†. Consideration of successful measurement techniques with the key performance indicators (KPIs) will be whether or not the business added value. Use the KPIs to ensure that the selling price covers costs of production and promotion. Use the KPIs to help the business work more closely with customers and suppliers to ensure a competitive advantage (Michael, 2009). Successful measurement of the lean performance improvement initiatives can be achieved by measuring employee morale and productivity. â€Å"Pyromation decided to integrate problem-identification and idea-generation into the regular work of front-line employees. Idea boards were set up, supervisors were trained in idea-meeting facilitation, and weekly shop-floor idea meetings were scheduled. In this way, front-line workers were given the opportunity to use the tools and techniques of lean production that they had been taught. The resulting stream of improvement ideas made an enormous difference. In two years, productivity increased by a third, lead-time was cut by 60 percent, and late deliveries were reduced by 70 percent† (Robinson and Schroeder, 2009). Successful measurement of the strategy for implementing change to cash-flow management will result in ensuring that â€Å"all managers understand that, in addition to the importance of earning a return on investments, the company needs steady cash flow to support operations and our credit position† (Driscoll, 2009). Ensuring the accuracy of cash in-flow estimates will require greater cooperation between management in getting speedy and precise analyses regarding booked sales that can be counted on as income and asking about sales pipelines, pricing, marketing effectiveness and channel viability. The internal revenue growth assumptions will need to be examined closely to ensure accuracy. If the internal numbers do not match industry outlooks the companies position will need to be reevaluated to ensure that it is not taking on a risky position. Managing organizational change and improvement requires leaders themselves to change. The leaders will have to bring in all stakeholders within the company into the management process. The leaders that overcome the barriers that traditional leadership throughout industry has always had in place will succeed in developing new organizational structures that create a shared vision focusing on the mission of the business. The shared vision in turn will improve the performance of the business which in turn increases the viability of the business. Working with the process model today’s leadership can eliminate the old management style of top-down leadership that did not value or effectively utilize the experience and front-line vision of its front-line employees. The process model can also be effectively used within the upper management as they improve the cash flow management of the business. Going beyond the traditional role of the accounting office and interacting with management from sales and production will enable cash flow analysis that carefully examines cash in-flow as well as cash out-flow creating a more solid financial picture of the business. This enhanced view of the balance ledger will enable the business to be better protected financially during turbulent business cycles. Identifying Key Metrics in Performance Measurement of Organizational Change ultimately involves more than just examining numbers on a data sheet. Those kinds of metrics, numbers on a data sheet, are valuable, but only within the context of the environment that they come from. The metrics that measure the human element are still the most important. The key performance indicators (KPIs), the lean performance improvement initiatives and the cash flow analysis all still require the human element to be useful.