Explication of William Blakes A Poison Tree Essay -- Poison Tree Essa

Explication of William Blake's A Poison Tree    William Blake's "A Poison Tree" (1794) stands as one of his most intriguing poems, memorable for its vengeful feel and sinister act of deceit. This poem appears in his famous work Songs of Innocence and Experience: Shewing the Two Contrary States of the Human Soul (1794), placed significantly in the "Songs of Experience" section. As with many of his poems, Blake wants to impart a moral lesson here, pointing of course to the experience we gain in our human existence at the cost of our innocence. With this poem, he suggests that holding a grudge (suppressed anger left unchecked) can be fatal to the self as well as the object of wrath. Through images, punctuation, and word choice, Blake warns that remaining silent about our anger only hinders personal and spiritual growth, making us bitter, and that a grudge left unchecked becomes dangerous, even murderous. In the first stanza, Blake comments on the need to confront a problem if peace and happiness are to prevail. When the speaker "tells" his wrath, it "ends," but when he "tells it not," his anger "grows." Like an apple seed falling onto fertile soil, the speaker's repressed anger germinates and becomes the one obsession in his life. In the first couplet, Blake conveys the image of a plant being uprooted, nipping in the bud (as it were) a misunderstanding between the speaker and his friend. In sharp contrast, the speaker holds back from admitting anger to his foe in the following couplet, allowing it to fester within. With simple language, Blake neatly establishes the root of the poem, ending this first stanza with the foreshadowing "grow" (4). The second stanza depicts the speaker's treatment and nur... ...ional anger. The speaker realizes he is morally wrong, but gets so caught up in the moment and the seeming brilliance of his scheme that cannot stop himself from seeing it through. Unchecked anger drives the speaker to commit this murderous act, anger he cannot or refuses to acknowledge from the start of the poem. The mortal sin of murder will forever stain his hands - he cannot go on with living unless he suppresses the event, as he did his wrath. "A Poison Tree" suggests to me a prisoner's confession without actually naming or describing the crime itself. The speaker takes the time to brag about how he implemented his plan, without admitting his crime. Thus this poem's impact lies in the dangers that can arise from allowing one's anger to grow unchecked and take over our minds, hearts, and souls, like a wild plant in the garden of our experience.

Preparation for professional practice.

INTRODUCTION The aim of this essay is to critically analyse the professional roles of qualified nurses, their accountability, collaboration and their responsibilities when taking leadership and managerial roles at all points in their career. This essay will be structured in two parts;Part 1 will focus on the process of the service improvement plan during one of the author’s practice placements in an acute ward and refers to the recommended â€Å"change† which the author intends to implement. The plan for change is based on protecting patients’ mealtimes. First, brief definitions will be given and an exploration of the concepts of management and leadership will be undertaken. Part 2 of this easy will focus on the professional development of the author upon qualification as a staff nurse within a few months which will be discussed under the section on â€Å"delegation†. SMARTER theory has been identified in this easy as learning needs. In accordance with the Nursing an d Midwifery Council Code of Professional Conduct (NMC, 2008) all names and places in this essay will be replaced with pseudonyms. PART 1 DEFINITION OF MANAGEMENT According to Huber (2010) management in the context of nursing has been identified as involving the use of delegated authority within formal organisational, settings, to co-ordinate, organise, direct and control responsible subordinates. In the same context, Mckimm and Held (2009) described management as the process of bringing together or working with individuals, groups and other resources to accomplish organisational goals. Scott and Caress (2005) view management as directing and controlling a group of individuals for the purpose of co-ordinating and harmonising those groups towards achieving goals. Tormey (2009) illustrated the distinguishing characteristics of management and leadership. (Cheery and Jacobs, 2005) state that a manager is one who is appointed to formal positions of organisational authority and uses legitimatised power to command, reward or punish the workforce. On the other hand, a leader is one who will be able to communicate, gain commitment, facilitate change an d achieve results through efficient and creative means, with his/her followers despite the absence of the formal position of power (Huber, 2010). Leaders seek the active involvement of those around them to achieve mutually agreed goals; leaders also seek the collective will of all involved, establishing contact with leading other clinicians (Hersey et al., 2001). Crevani et al. (2010) suggest that leadership is an adventure requiring a pioneering spirit and leadership skills and interpersonal skill which differs from person to person; Yoder-Wise (2011) states that the work of nurses is based on management; therefore, nurses require better leadership skills and management skills which are considered to be a major factor in improving direct person-centred interventions, achieve goals, objectives and decision making for quality care provision. In order to achieve the goals and objectives, managers of the organisation must be involved in the activities which include being able to analyse matters, establish objectives, formulate goals, plan strategies, communicate effectively, efficiently handle change, conflict, as well as evalua te the ever-changing situation situation (McCrimmon, 2011) . Rosener (1990) cited in Barker, 2009) identified two types of leadership which include transactional and transformational leadership. Bass (2008) suggests that transactional leader focuses on management tasks and will not identify the shared values of the team; however, the transactional approach is orientated and can be effective when meeting deadlines or in an emergency. Cummings et al. (2008) concluded that the transformational leader recognises her/his followers’ potential and takes active interest in them and their development. The transformational leader inspires, promotes excellence beyond mere task, encourages employees to become autonomous and solution focused, stimulates interest among followers to view work from a fresh perspective, generates an awareness of vision towards which the team is headed, develops followers to higher levels of ability and potential ((Rolfe, 2011). LEADERSHIP STYLES Hersey et al. (2001) on the other hand identified different leadership styles; however, for the purpose of this easy the author here will focus on three styles which include autocratic, democratic and laissez-faire. Hersey et al. further state that some people are able to combine the three styles of leadership and adopt a style to match the situation at hand. The autocratic leader is likely to make decisions on his or her own and give orders; this style can create antagonism and reliance which might hold back originality and advancement (Bass, 2008). Democratic leaders are more drawn towards relationships; they encourage group discussions and seek consensus where every decision made is agreed by the whole group (Hersey et al., 2001). This style of leadership may be slow because of every member of the group being considered; however, it is a favourite leadership style among the nursing profession (Grint, 2005). According to Hersey et al. (2001) the laissez-faire leadership style promo tes complete freedom and is known to allow events to take their own course; this is because there may never be a clear decision. Again Hersey et al. further state that there is no one style which is better than the others as they all have their own advantages and disadvantages. As specified previously, the situation will determine the styles to be used to achieve the goals (Hersey et al., 2001). IMPROVEMENT PLAN The improvement plan was formulated during the author’s recent practice placement in the Psychiatric Intensive Care Unit (PICU) which provides intensive care management service for individuals who are disturbed and exhibiting extremely violent and aggressive behaviour. According to Allan (1988), any patient brought to this unit must be on section of the Mental Health Act (MHA, 1983), apart from the severity of an individual’s illness, in order to qualify for admission to the ward. During this placement, the author of this essay discovered that there had numerous and ongoing interruptions and arguments between some patients and staff during mealtimes. In addition, staff members who were supposed to assist during mealtimes frequently claimed to be â€Å"very busy†. This untenable situation prompted the author to suggest introducing â€Å"Protected Mealtimes† to the team. The rationale for choosing this improvement plan was because some of the patients on t hat ward were not encouraged or supported by staff member during mealtimes, mainly those elderly patients who were finding it very difficult to eat and drink unassisted. Many patients were on medication that was causing them serious side-effects such as dehydration and constipation, so they needed to be encouraged to have adequate and healthy dietary intake. The author therefore had a discussion with their mentor and other multidisciplinary team members regarding this issue and they all supported the need for a meeting to resolve the above issue. Initially, the author felt very nervous about introducing this new approach to the team members, due to lack of confidence and knowledge. The key point of the change was explained to all the patients. A proposal was put forward after the meeting regarding and defining the topic, namely â€Å"Protected Mealtimes† and the patients on the ward were given the opportunity to voice their own opinions on what they thought about the new proposal. The patients gave a positive verdict on the proposal. The National Catering and Nutrition Specification (2008) defined protected mealtimes as a period when all non-imperative activities and treatments must stop, in order to allow patients to eat and enjoy meals without being interrupted by any other activity on the ward. It should be a period during which staff members need to encourage the adequate consumption of dietary intake and provide an environment which is very conducive to eating and is friendly and hygienic. It is also a time when s taff members need to ensure that mealtimes are a pleasant and relaxing social experience for all patients (Royal College of Nursing, 2007). The author took on the role of a democratic leader which according to Hersey et al. (2001) looks more towards relationships which encourage group discussion, consensus and group decisions, rather than the leader alone making the decision when introducing change. According to Greenhalgh and Heath, 2010) therapeutic relationship, engagement, listening skills and effective communication skills played an important role during the meeting detailed above, because the team members, as well as the patients were all equally convinced that the issues raised by the author were pertinent and essential, in terms of the patients’ satisfaction. It was agreed in the meeting that, during mealtimes, there would be no drug round, no activities by occupational therapy staff, no visitors allowed on the ward during mealtimes, and no domestic work carried out. All the televisions would be switched off, dormitories, day rooms, shower rooms and activity rooms should be locked. All the staff members and patients on the ward must be present in the dinning area during mealtimes, in order to avoid distraction as advised by (RCN, 2007). The change was implemented within a few days of the meeting. Initially, it was not easy, but within a few days everybody on the ward adjusted. Moreover, some patients who normally isolated themselves from group activities on the ward now began to interact and engage well in conversation during mealtimes. Staff members were supporting/encouraging and showing compassion to all the patients, mainly some of the elderly patients, with good dietary intake which showed appropriate care for patients. Such change s had a significant effect on the provision of ward services. According to Age UK (2010), appropriate nutritional care for patients in the hospital is very important, because it decreases the risk of malnutrition, obesity and its associated complications. CHANGE MANAGEMENT According to Christie and Robinson (2009), it is essential to have a plan for how things will be accomplished when implementing a change in any clinical setting. Change management in a nursing setting means observing things that happen or are done differently for the benefit of the patients. Braine (2006) stressed that for a change to be implemented successfully, there must be an awareness of the need to change, a desire to support and participate in the change, the knowledge to change, the ability to implement the change and the resources to maintain the change. O’Connell et al. (2008) advised that as a change management model for protected mealtimes, simple implementation would focus on the need for nurses to engage, motivate and participate in the change. Allan (2007) identified three stages for the change process which include unfreeze, change and refreeze. Allan emphasised that during the unfreeze stage, a proposed change needs a clear aim, so that the individuals pl anning it will have no doubt why, know the rationale and the benefit will be explained to others. The National Institute of Clinical Excellence (2007b) has identified some barriers that hinder change management within the multidisciplinary team, many of which were evident in this particular example. These include the financial and political environment which can affect a professional’s ability and motivation to change. Garon (2012) concluded that a lack of awareness and understanding in an organisation’s nursing management theories have shown that the way in which an organisation is managed can affect nurses’ confidence to communicate the need for change. Maddock (2002) argued that the approaches to change and the proposal thereof may be ineffective unless individuals’ management strategies are put in place to develop leaders. ACCOUNTABILITY/ RESPONSIBILITY According to Marquis et al. (2009) one of the legal requirements of a registered nurse is accountability. Scrivener et al. (2011) identified that accountability involves the ability of the nurse to define every action he/she carries out. The (NMC, 2008) emphasised that accountability is seen as being of great importance and a qualified nurse is accountable for his/her own actions such as supervision, delegation, creative acts, intervention, assessing a situation or follow-up concerns. NMC (2008) further explained that the entire health care professionals are accountable and responsible for any action, error or omission made in practice. Huber (2006) states that as members of a multidisciplinary team, nurses must maintain their professional accountability. Nurses should also be able to use their communication skills to make complicated information understandable, explain choices, offer reassurance, look out for side-effects and liaise with medical colleagues about the subsequent prog ress of individuals with mental health problems (Garon, 2012). This was seen as a critical aspect of the operation here with regular reviews being planned to evaluate the success of the change and to amend the program where appropriate. Furthermore, if a nurse is meant to delegate care to another professional or support worker, she/he must delegate effectively and should be accountable for the appropriateness of the delegation. During one of the author’s practice placements in the acute ward, a newly qualified nurse delegated the task of security nurse to an agency staff who was very new on the ward. This agency staff let one of the patients out of the ward, not knowing that the patient was on level 1 observation restricted to the ward and the patient absconded from the unit. This resulted in an investigation which revealed that the newly qualified nurse did not delegate the task properly and did not communicate effectively. This raised the question of accountability and responsibility. The specifics of the nurse’s role are identified as being responsible for assessment, planning, the delivery of care and the evaluation of nursing care for their patients (NMC, 2008). According to RCN, 2011), nurses are accountable and responsible, on a daily basis, carrying out patient care most of the time and acting as care provider. Nurses have the responsibility for communicating the relevant information necessary for the patient to receive their full nursing care provision (NMC, 2008).(RCN, 1992) also states that with an increase in the level of responsibility and accountability, nurses need adequate training and competence to develop these changes. It is the responsibility of the nurses to make sure that patients are suitably dressed and eat their meals, while also managing their welfare rights and dealing with individuals’ psychological distresses; theses roles have to be carried out in conjunction with running organisational demands (RCN, 2011). INTER-PROFESSIONAL COLLABORATION Orchard et al. (2005) described inter-professional collaboration as a combination of different professionals working together in a partnership in order to achieve common goals, establish a therapeutic relationship, showing respect for others and the skilled therapeutic use of self. On the other hand, inter-professional collaboration means the adoption of multi-disciplinary and multi-agency working as the most effective route towards comprehensive mental healthcare (Audrey, 2003). However, Garon (2012) states that when talking about change in inter-professional collaborative team work, it is important to consider how staff members would need to be motivated to accept and welcome this change. It is also very important to select the right leader, which was a key advantage of this approach, to implement the change and involve all team members in the change process, as well as considering the safety of the patients, their comprehensive care and the stress the change might cause (NICE, 200 7b). CONCLUSION During this implementation of â€Å"Protected Mealtimes†, all the team members on the ward worked collaboratively, demonstrated excellent communication skills, showed motivation and were very enthusiastic and committed to the plan. Word count: 2,200.PART 2THE PROFESSIONAL DEVELOPMENT PLAN (PDP) The purpose of writing this professional development plan is to think and reflect on a facet of the professional development experienced by the author during their three-year course. It will also enable the author to work efficiently and effectively in their areas of weakness and help to sustain areas of strength, as well as developing delegation skills in the nursing environment, upon qualification. In order to accomplish these goals, a plan utilising SMARTER theory (Specific, Measurable, Realistic, Timely, Ethical and Recorded/ Reflective (Appendix 1) is proposed. During the three years of nursing training, the author of this essay has utilised Gibbs Reflective Cycle (1988), as a framework for reflection on day-to-day actions, strengths and weaknesses. According to Brechin (2000), reflection means not only thinking about a situation, but also using it as a form of systematic appraisal of the events that have occurred and as an examination of an individual’s ability to learn from the experience and influence future practice. During this placement in the acute ward, the author discovered that delegating duties to staff when co-ordinating shifts was a far more complex issue than originally anticipated. The RCN (2006) described delegation in nursing as a process of entrusting or allocating responsibility to another person who is seen as being able to carry out such a task. The Nursing and Midwifery Council (2008) states that a nurse’s job cannot be completed or carried out without delegating some part of the care functions to others, as it is highly impossible to deliver total care for different patients with different care needs. Barr and Dowding (2008) in their research emphasised that delegation is a critical leadership skill that must be learned. This became evident when considering a situation which emerged when dealing with a violent patient in a ward environment. In order to delegate tasks relating to this individual it was necessary to use confidence, communication, courate, compassion, competence and care. On the whole this was doen relatively well by myself however it was found that the newly qualified staff nurse is more likely to be unfamiliar with the procedure delegated to him and this made communication a more vital so that guidance could be obtained. Having identified a weakness in the authors ability to delegate, this communication between the two parties in the case mentioned above was used as a clear example of how greater comfort from the process of delegation could be obtained. This would in turn improve confidence. By watching delegations within the ward environment it became apparent to the author that there were greater difficulties when the manager used the autocratic style and this often created hostility amongst other staff and may hinder creativity and improvement. This brought the manager’s delegation skills into question. There was also an increased danger that the more junior member of staff would find themselves unsupervised in an inappropriate and unacceptable way according to RCN (2011). This leadership style as described by Bass 2008 as creating difficulties. Where better delegation communication were used the author was much more comfortable with the delegation process as they were aware that the process would be used appropriately and would be successful. With this in mind the PDP going forward would focus on risk management and controlling the process without following an autocratic style which would lead to loss of control when delegating. CONCLUSION The author of this essay has learned from undertaking this assignment that delegation not only saves time, but is also an essential skill which a registered nurse must posses; it is also requires good leadership and is an important role for every nurse involved in health care delivery. Through this Personal Development Plan (PDP), personal areas of weakness have been identified which the author is currently striving very hard to correct. REFERENCE LISTS Allan, E., 2007. Change management for school nurse in Scotland. Nursing Standard. 21, (42) 35-39. Allan, E., 1988. Planning a psychiatric intensive care unit. Intensive Care for people with serious mental illness. Hospital and Community Psychiatric, Vol- 39. Bass, B.M., 2008. The Bass Handbook of leadership: Theory, Research and Managerial Applications. 4th ed. New York: Free Press. Bass, B.M., and Avolio, B.J., 1994. Improving organizational effectiveness through transformational leadership. London: Sage. Braine, M., 2006. Clinical governance: applying theory to practice. Nursing Standard. 20, (20) 56-65. Brechin, A., 2000. Introducing critical practice. In Brechin, A., Brown, H. Eby, M., eds. Clinical practice in Health and Social Care. London: Sage Cummings, J., 2012. Developing a Vision and Strategy for Nursing, Midwifery and Care- Givers, tinyurl. Com/c89xe4x [Last accessed: May 2 2012]. Cherry, B., and Jacobs, S., 2995. Contemporary Nursing: Issues trends and management. 3rd ed. Elsevier: Health Science. Christie, P., and Robinson, H., 2009. Using a communication framework at handover to boost patient outcomes. Nursing Times, 105,(47) 13-15. Crevani, L.,Lindgren, M., Packendororff, J., 2010. Leadership, not leaders: on the study of leadership as practices and interactions. Scadinavavian Journal of Management. 26 (1)77-86. Cummings, G., Lee, H., Macgregor, T., 2008. Factors contributing to nursing leadership: a systematic review. Journal of Health Services. Research and Policy. 13(4) 240-248. Department of Health, 2008. Code of Practice: Mental Health Act 1983. London: DoH. Doran, G.T., 1981. There’s SMART way to write management’s goals and objectives. Management Review. 70, (11) 35-36. Food in Hospitals National Catering and Nutrition Specification, 2008. [Last accessed on 30 May 2013]. Garon, M., 2012. Speaking up, being heard: registered nurse’ perceptions of workplace communication. Journal of Nursing Management. 56, (2) 35-39. Green, T., Heath, I., 2010. Measuring Relationship. London: The King’s Fund. Gibbs, G., 1988. Learning by doing: A Guide to Teaching and Learning Methods. Oxford Further Education: Oxford. Hersey, P., Blanchard, K.H., and Johnson, D.E., 2001. Management of organizational behaviours: leading human resources. 8th ed. Upper Saddle River, NJ: Prentice- Hall. Huber, D.L., 2010. Leadership and nursing care management.4th ed. Maryland Heights: Saunders Elsevier. Huber, D.L., 2006. Leadership and Nursing Care Management. 3rd ed. Lowa. The University of Lowa: The University of Lowa. Maddock, S., 2002. Making modernisation work: new narratives change strategies and people management in the public sector. International Journal of public Sector Management. 15, (1) 13-43. Marquis, B.L., and Huston, C.J., 2009. Leadership roles and management functions in nursing: theory and applications. 6th ed. London: Wolters Kluwer Health/ Lippincott William and Wilkins. McConnell, C.R., 2007. The effective Health care Supervisor. 6th ed. Sudbury, MA: Jones and Bartlet Publishers. McKimm, J., and Held, S., 2009. The Emergency of Leadership Theory: From the Twentieth to the Twentieth-First Century. In: McKimm, J., and Phillips, K., eds. 2009. Leadership and Management in Integrated Services. Exeter: Learning Matters. Ch1. National Institute for Clinical Excellence, 2007b. How to change practice. London: NICE. National Institute for Innovation and Improvement, 2013. NHS Change Model: Our Shared Purpose. Tinyurl, com/bwefn79 [Last accessed: May 2 2013]. National Patient Safety Agency 2007.Protected Mealtimes review – Findings and Recommendations Report. Nursing and Midwifery Council, 2008. The Code: Standards of Conduct, Performance and Ethics for Nursing and Midwives. London: NMC. O’Connell, B., Macdonald, K., and Kelly, C., 2008.Nursing handover: time change. Contemporary Nurse. 30 (1) 2-11 Creating a Culture for Interdisciplinary. Orchard, C.A., Curran, V., Kabene, S., 2005. Creating a Culture for Interdisciplinary. Collaborative Professional Practice. Medical Education. Rolfe, P., 2011. Transformational leadership theory: What every leader needs to know. Nurse Leader. 9, (2) 54-57 Royal College of Nursing. 2012b Health and Social Care Act 2012. Tinyurl.com/HealthSocialCareAct2012 [Last accessed May 9 2013]. Royal College of Nursing, 2011. Accountability and Delegation: What you need to know. Royal Collage of Nursing. London: RNC. Rosener, J.B., 1990. Ways women lead. Harvard Business Review. In Barker, P., 2009. Psychiatric and Mental Health Nursing. The Craft of Caring. 2nd ed. London: Hodder Arnold. Scrivener, R., 2011. Accountability and Responsibility: Principles of Nursing Practice. Nursing Standard, 25, (29) 35-36. Scott, L., and Caress, A.L., 2005. Shared governance and shared leadership: meeting the challenges of implementation. Journal of Nursing Management, 13(1) 4-12. Tomey, A.M., 2009. Guide to nursing management and leadership. 8th ed. St Louis, MO: Mosby/ Elsevier. Yoder-Wise, P., 2011. Leading and Managing in Nursing. 5th ed. St Louis: Elsevier Mosby. APPENDIX- 1 S.M A.R.T.E.R PLAN SPECIFICSWithin six months of the preceptor-ship course, there will be a need to build better confidence that will improve communication skills which will support the author in their nursing career. MEASURABLEHow can one ascertain that the intended outcomes have been achievedThe learning outcomes will be gained via the professionals consultants, occupational therapist, staff nurses and preceptor-ship mentor involved. The author is confident that these professionals have the necessary assertive skills that will help achieve the desired learning outcomes. AchievableThe intention is to attend training courses, discuss any difficulties experienced with the preceptor-ship mentor or manager of the ward or any member of staff, and integrate the proposal as advice. REALISTICWithin three months of completion of the nursing course, it is anticipated that the author will be able to demonstrate effective leadership, delegating tasks properly, and entrusting responsibility to a person who is perc eived as being able to carry out these tasks by utilising one’s newly gained assertiveness skills. TIMELY Within three months of registration, an evaluation of achievements will be carried out and competencies will be examined frequently by the preceptor-ship mentor. The aim is to be constantly monitored by members of the team and to reflect upon performance and the impact of these actions. If there are any obstacles to achieving these goals or any concern from the team about the author’s approach, these issues will be discussed with the preceptor-ship mentor or ward manager, as this will facilitate the development of ongoing skills. ETHICALBeing knowledgeable about ethical issues such as social and cultural, rights, confidentiality and being aware of how this might impact on one’s practice. As a nurse there is a need to ensure that the patient’s autonomy is respected. RECORDED/REFLECTIVEReflection on personal strengths, weaknesses, opportunities and threats (SWOT), on a regular basis. Appendix 2 – SWOT Analysis MY STRENGTHS The SWOT analysis has helped me to develop, maintain a learning environment in which both education and lifelong learning are seen as integral to clinical setting, to work and focus on the goals and strategies, enable me to grab the opportunities I would love to achieve and work very hard to reduce my weakness and increase my strength. With the aid of SWOT analysis, I have been able to identify my strength as being a good team player, good listener, a good communicator and interacting well with my colleagues and patients. Showing compassion to my patients and having the ability to work under pressure. I like taking the lead and I am always happy when people appreciate me, it makes me happy and also motivates me. MY WEAKNESS I identify my weakness as being easily distracted, tending to carry out many tasks at a time and I am always fearful of making mistakes. I also felt that there are some areas I lack leadership skills such as being a good delegator because Barr and Dowding (2008) in their research emphasised that delegation is a critical leadership skill that must be learned. I find it complex to delegate duties when coordinating shifts. OPPORTUNITIES My opportunities are to update my knowledge in relation to the new pre-registration courses which include existing educational, personal and professional career development within the establishment. During this my practice placement I also had the opportunity to learn and share ideas with my colleagues, had the opportunity for questioning and giving feedback. THREATS My threatsare whilst on this practice placement, I found some areas very stressful. I discovered that some of the mentors were unfamiliar with the new- pre registration programme and unaware of the needs of the nursing students in relation to the learning opportunities or activities . Appendix 3 Service Improvement Activity – Notification Form Student Details Student SID Number: 0820968 Details of student pledge on which the proposed improvement is based. I must treat individuals kindly and considerately. I will provide a high standard of practice and care at all times. I will respect individuals’ confidentiality. I must show compassion and unconditional positive regard to my clients. I must disclose information, if I believe some one may be at risk of harming him/her self in line with the law of the country in which I am practising. I must listen to individual in my care and respond to their concerns and preferences. Details of proposed service improvement project/activity: The service improvement initiative is to facilitate Protecting Patient Meal Time in the Psychiatric Intensive Care Unit (PICU). The purpose of this service improvement is to help and manage mealtimes without unnecessary and avoidable interruptions. Mealtimes are not only a vehicle to provide patients with adequate nutrition, but also provide an opportunity to support social interaction amongst patients. Reason for development: During my practice placement in the PICU. I discovered that there have been a lot of interruptions and argument between some patients and staff during meal time and also staff members who supposed to assist during meal time always claimed to be very busy. This made me choose to introduce to the team about â€Å"Protected Mealtimes†. This development is to support those patients who were finding it very difficult to eat or drink. Time spent on the project/activity: The service improvement lasted for the period four weeks because I first and foremost had the meeting with the multidisciplinary team members before introducing the change to the patients. Resources used: National Health Service (NHS boarder) Evidence on topic relating Protecting Meal Time Information from in the internet. Policy and regulation from the trust Text book Some information from dietician. Who will be involved? The ward consultant My mentor as a nursing staff, Occupational therapist staff Support worker The ward manager The dietician Myself( a student nurse) Future plans: The future plans are for me to distribute leaflets to the other professionals for them to read it in the internet and be awareness of the protecting meal time. Date discussed with clinical staff in placement area: Preparation for Professional Practice.? Introduction Whilst on the unit I became concerned when I noticed some service users were being discharged without proper education on how to manage their self-medication regime. This concerned me as it appeared to be a vicious cycle as I witnessed some service users being discharged without having a proper follow-up education on self-medication – which in certain cases led to non-adherence to their medication which consequently sometimes led to their relapse. For this cycle to be broken, I have realised that a proper education system, which would entail simple terminologies or understandable statements for service users to understand and learn how to manage their self-medication regime, should be put in place. Accordingly, this assignment will explain management and leadership styles related to a service improvement in the clinical area where I commenced my management placement. Applying management and leadership theory to practice, I will explain the reasons for my actions and will identify my strengths and weaknesses in terms of my leadership and management skills used whilst on placement. Adhering to the Nursing and Midwifery Council (NMC) Code of Professional Conduct (2008) and general good confidentiality prudence, all names and places mentioned in this assignment have been changed to a pseudonym. ?Leadership Styles & Management? In the mental health nursing profession, the management role cannot be averted, whether it is in managing a unit or improving services. Management is widely considered to be concerned with controlling, organising, planning, and problem-solving (Kotter, 1996 cited in King’s Fund, 2011). Yoder-Wise (2007) goes further on this point and states that management is concerned with the work of any individual who guides others through a series of routines, procedures or predefined practice guidelines. Moreover, leadership like management, has become a pivotal component of National Health Service (NHS) policy. This policy has on the most part been driven by the rising expectations of citizens who are now demanding to see an improvement in the quality of the services given to the service users and their families. Although management and leadership are somewhat different, both actions tend to overlap each other in terms of governing employees and organisation. Foster (2001) points out that management depends solely on the manager’s understanding of working with people of different backgrounds, having a good perception of situations and being able to aspire. On the other hand, leadership is an even more critical requirement within the NHS setting; this enables clinicians to demonstrate their leadership skills at all stages in health care provision and in new changes of services. Barker (2003), identifies leadership is a role of importance, emphasing that the role of a leader is dependent on his orher effective interpersonal skills. Oliver (2006) elucidates further by providing a list of qualities that are generally considered to define leadership, asserting that leaders must be capable of exploring personal and team motives and beliefs that can bring about change or perceived vision of success. Ellis and Hartley (2005) in agreement with Oliver (2006), state that leaders carry out this process by being ethical, respecting values, educate, motivate and direct the followers towards their objectives and goals. Consequently, leadership is required to be much more than just mere management skills that require â€Å"getting the job done† (King’s Fund, 2011 what page?). Over time, it has been posited that individuals are born either natural leaders or that they learn the qualities that are necessary for effective leadership roles (Hawkins &Thornton, 2002; Austin et al., 2003). There are a number of leadership styles but I will now focus on the main types. Autocratic leadership styles can range from benevolent to very rigid (Likert, 1967). In extremis, the use of authoritarian leadership, communications and activities can occur in a closed system. Autocratic leaders are considered to make all the decisions themselves and allow subordinates no influence in the decision-making processes (Grohar-Murray & Dicroce 1997). They will exercise their power, sometimes coupled with coercion, and are indifferent to personal needs of their subordinates’. Failure to meet such leaders’ goals can result in punishment. Autocratic leaders are known to be insistent, firm, self-assured and dominating, be it with or without actual intent.Such leaders feel little confidence or trust in their workers and as such, workers will fear theses leaders, whom they will feel have little in common. McGregor (1960) has produced what is perhaps considered the most famous description of such attitudes assumed by autocratic leaders; stating thatsuch a style of leadership excludes subordinates from the process of decision making and will assign work without consulting subordinates or knowing their inclinations and desires. The leader is in complete control and gives no room for subordinates to participate or offer opinions no matter how it may benefit (Daniels, 2004). Contrary to the autocratic style, democratic leadership involves the leader allowing employees to participate in decision making and at the same time provides guidance and direction (Anne, 1992). The most important finding arising from this work is that this leadership behaviour directly influences the climate and productivity of employees (Anna, 1992). A second important theme is that overall, the democratic leadership style has been known to be one of the most successful approaches because as initially stated, it allows employees to participate in decision making while at the same time supports, guides and counsels the followership (Anna, 1992.) However, critics have stated that on the basis of production, things move at a slower pace and this may lead to frustration amongst employees, especially those who tend to work faster in decision making process (Marquis, 2000). Notwithstanding, this democratic leadership still produces a high quality input from employees. This leadership builds trust amongst leaders and employees which then produces a cooperative team working relationship and builds high morale in the work environment. Accordingly, the democratic leadership approach should therefore not be used enough when urgent decision making matters arise, for example; decisions on issues of staffing, budgeting etc. In this situation it is more effective if a senior management makes the decision as this would be swift and the cost would be less as the business of any organisation cannot afford to make mistakes. Here, it is demonstrated how different leadership styles are required for different tasks and how in some positions certain leadership styles are more appropriate. The laissez-faire leadership is at the extreme opposite end of the spectrum from autocratic styles of leadership. Under a laissez-faire style of leadership the attitude is one of both permissiveness or ultra-liberalism in which there is a lack of control or centeral direction. . Thus, in different situations the same leader avertedly can use leadership of different styles. If a leader manages to combines all the leadership styles that have been mentioned than it is known as a situational leadership style. A situational leader adjusts styles of functioning depending on a particular position at that point of time and this is said to be another effective leadership style (Murthy 2005). This can be attributed to the Path-Goal theory approach. The Path-Goal theory supports the situational theory as it gives emphasises on the same leader using different types of leadership approach (Murthy, 2005). This theory was developed to examine the method in which leaders encourage their employees to achieve set goals (Murthy, 2005). It is important for leaders to have a sense of maturity to their staff as this approach builds a less task focused approach and into a relationship focused orientated (Forster, 2001). According to McGuire & Kennerly (2006) transactional leadership is a technique of leading an organisation through routine transactions such as rewards and discipline that are applied to the task after getting accomplished. Thus, it is almost completely based on the transactions that are conducted between the leader and the subordinate staff members because it is grounded on a theory that such workers can be and are motivated by rewards and discipline. A transactional leader will generally not look ahead whilst strategically guiding an organisation to a position of market leadership; instead such leaders are exclusively concerned with making sure everything flows smoothly (McGuire & Kennerly, 2006). The attributes of transactional leadership is that the nurse leader has authority over the employee by following organisation policies and regulation. Employees comply and follow directives and rewards are given in form of salary. This style of leadership essentially identifies itself repe atedly with the autocratic approach of the leader often responsible for creating staff commitment and building staff morale, as well as utilising intellectual stimulation and consideration of others. For this leadership approach to be effective, the leader depends on the loyalty of the employees (Marriner-Tomey, 2004). With all these styles of leadership and management now considered. I will now utilise these to analyse and explain my self-medication observations and theory. ?Self-medication Information? As discussed this assignment is focussed on improving the method in which self-medication information is carried out with service users. The reason for this decision is to promote self-medication management and help reduce the rate of non-compliance in medication and relapse. This approach will support service users as well as improve their knowledge of medication and it will prepare them for a healthy discharge. Information on self-administration of medicines is incredibly useful as it enables service users to manage their intake and promote their adherence to medication. The NMC Guidelines for the Administration of Medicines (2002a) states that the NMC supports self-administration of medicines and medicine administration carried out by carers, whenever appropriate. However, the safety and storage arrangements must be considered when necessary procedure is put in place. The nurse in charge therefore must carry out a decision on the basis of professional conduct that adheres with the NMC Code of Proffesional Conduct (2008), as the nurse would be accountable for their informed decision and omissions. When administering medication or supporting servicesto users who oversee their own self-medication regime the nurse must exercise their professional judgement and use effective skills and follow trust policy and regulations. Self-medication, where appropriate, is supported by the Nursing and Midwifery Council in the document ‘Standards for Medicines Management’ (2007). It is apparent that the process of self-medication has made clear that it can help make service users become more familiar, confident and have better self-esteem by managing their own medication regime. The opportunity for service users to learn about medication through health education will ultimately improve their medication concordance before and after discharge. According to Nicklos (2010), change management is a methodical way of dealing with a change, both from the view of the organisation and on to the individual. Although an ambiguous term, change management has at least three different aspects, including bu; adapting to change to an area of professional practice, controlling change, and effecting change. A proactive approach to dealing with such change is undeniably at the core of all three of these aspects. Fred (2010), goes even further to state that change does not always come from within organisations but could be from legislation or current national guidelines which have been passed as a law and become enforced making it mandatory.. Changes to services and organisation may impact on the position, role and even the status of individuals and therefore can test levels of self-confidence as well as confidence in others. Change requires new clinical responsibilities, time for training and development and require openness to different ways of doing things and as such requires letting go of a previous practice. Such challenges make the planning of the change process a prerequisite for success (Michele, 2010). Accordingly, it is vital to comprehend the importance of change management as it gives a both positive and negative picture of what a change can bring. When I was thinking of my service user initiatives I had to consider some things such as time, as this allowed me to see if my change was realistic. My placement was on a rehabilitation unit where the recovery star tool was used to support service users in identifying their needs. Using the recovery ladder of change, a course of action was set in place to support service users care plan. The purpose of the rehabilitation unit was based on a form of rehabilitation that focused on helping service users to recover lost skills in coping with the demands of everyday lives. In the management of their medication in the rehabilitation unit, the nurses in charge are there to support and guide the service users in knowing what they are taking and when they should take their medication. By supporting and guiding service users to self-manage their medication improves both independence and helps them for forthcoming discharge. Before self-administration starts for service users, qualified nursing staff, or preferably pharmacist, should educate when, how and what is needed to be done. There are three stages at which service users can come to managing their medication. Stage 1 involves medications being stored in the medicine cabinet and at the right time the nurse in charge opening the cabinet and prompting service user to take their medication.At stage 2 the nurse in charge is accountable and responsible for the safe storage of the medication cupboard. During administration of medication the service user will ask the nurse in charge to open medication cupboard without prompting. The service user would then administer the medication under the supervision of the nurse in charge. Stage 3 would then be when the service user accepts full responsibility for managing the storage and administration of their medications. The nurse in charge then assesses and observes the service user’s verbal response and medication compliance. Once there is full clarity and positive observations of the service user’s self-medication management, they can get discharged back into the community. A problem I faced was how I would actually communicate this change to staff in the unit. To communicate is a transactional action where is sharing of ideas, beliefs and knowledge (Sen, 2007). Effective communication is an important skill all leaders should have because in a way of introducing something new and if done properly, it can allow staff to accept and receive change. Communication also gives room for staff for feedback and criticism (Sen, 2007). Another essential practice in a care setting is collaborative working. This allows professional to share their decisions and opinions (David et al, 1996). Within a team their views and shared ideas are important in an event of proposing change. In this assignment I have come to understand that the roles of leaders and managers is not merely just about giving orders but requires vital skills in communication, behaviour and approach to produce positive result. I requires telling people what to do but also making sure that it is within their competency level and realistic, is necessary for an effective working environment NMC (2008). My identified weakness was in the area of delegation as I needed to be more assertive. This is a skill that I hope to improve in my career as qualified mental health nurse. Professional Development Plan In this assignment, I will reflect on my weakness in terms of delegation which was an area in which I had to develop. Delegation has been defined as â€Å"the process by which responsibility and authority for promoting a task (function, activity, or decision is transferred to another individual who accepts that authority† (Sullivan & Decker, 2009, p135). However, Marquis & Huston (2009) have also defined it simply as getting work done through others. Regardless, it is worth noting that responsibility and accountability are not and do not mean the same thing. Whilst a delegator is entirely accountable to the task, the delegate will also be accountable to the delegator for the responsibilities assumed (American Nurses Association (ANA) and National Council of State Boards of Nursing (NCSBN) (2005), cited in Gopee & Galloway, 2009; Sullivan & Decker, 2009). The Nursing and Midwifery Council expects all nurses to â€Å"acknowledge any limits of personal knowledge and skill and take steps to remedy any relevant deficits in order effectively and appropriately to meet the needs to service users and clients† (NMC, 2005). Yoder-Wise (2011) notes thatif delegation is to occur, there should be mutual acceptance between both the delegator, who has the accountability, and delegate, who assumes the responsibility for performing the tasks and is consequently empowered (Sullivan & Decker, 2009). However, Sullivan & Decker have clarified that while responsibility is an obligation to successfully completing a task, accountability also means accepting the overall outcome – whether it be failure or success – of the task. Further, illustrating this, Yoder-Wise (2011) explains that when two registered nurses work are to work together sharing a task, then delegation does not occur. It is also important to explain that tasks can only delegate tasks for which we are responsible (Sullivan & Decker, 2009; Yoder-Wise, 2011). Sullivan & Decker have also noted that, once a delegate gains confidence, they become motivated and as such will begin to see their morale boosted to actively take on new challenges. They also expand add that although delegation can be learned, it essentially promotes teamwork and improves efficiency. Applying this to nursing, it is stressed that appropriate level of supervision has to be put in place to the delegate to ensure that tasks that have been delegated are completed effectively and safely (NMC, 2008b). The best interest of the patient should always be the overriding consideration when delegating tasks rather than saving time or money (Royal College of Nursing, 2011). Delegation has increasingly become an essential aspect of nursing in the United Kingdom because of staff shortages and high turnover in the face of ever-mounting demand for a variety of skills in health care (Curtis & Nicholl, 2004). With regard to my clinical management placement experience, I found I was less assertive when instructed by my mentor to delegate tasks as part of my learning. I freely admit that my timidity stemmed from being raised in a foreign country and as such the I felt intimated when delegating. As English is not my native language there have been occasions when some of my colleagues, and even fellow students at university, have informed me that they are indeed unable to understand my accent. I realise that this is unacceptable because I am expected – and will be required – to be clear, concise and detailed when describing the objective, limits, expectations and outcome of the tasks to my delegates (Currie, 2008; Sullivan & Decker, 2009). Moreover, as a student nurse, I have often felt intimidated when delegating tasks to other staff who I considered to be better informed, better qualified and more experienced in nursing than me. Indeed, such fears were confirmed when, during one shift recently, whereI attempted to delegate a task (see Appendix 2). This is an area that I intend to improve upon. Reference Barker, M.A. 1992. Transformational Nursing Leadership: A vision for the future. Thompson Publisher. London. Currie, P. (2008) â€Å"Ask the experts: Delegation considerations for nursing practice†, in Critical Care Nurse, 28(5), (pp27-28) Curtis, E. & Nicholl, H. (2004) â€Å"Delegation: A key function of nursing†, in Nursing Management, 11(8), (pp26-31) Department of Health (2000) The NHS Plan: A Plan for Investment. A Plan for Reform, London: The Stationery Office Department of Health (2001) NHS Leadership Qualities Framework, Available [online] at: http://www.dhleadershipqualities.nhs.uk [Accessed March 20 2013] Department of Health (2008) High Quality Care for All – NHS Next Stage, Available [online] at:http://www.dh.gov.uk/en/Consultations/Liverconsultations/DH_085812[Accessed 20 March 2013] Ellis, J.R and Hartley, C.L., 2004. Nursing in today’s world trends, issues & management 8th edition: Lippincott Williams and Wilkins. Faugier, J. & Woolnough, H. (2002) â€Å"National nursing leadership programme†, in Mental Health Practice, 6 (3): (pp28-34) Gopee, N. & Galloway, J. (2009) Leadership and Management in Healthcare, London: Sage Hersey, P., Blanchard, K.H. & Johnson, D.E. (2001) Management of Organisational Behaviours: Leading Human Resources, (8th edn), Upper Saddle River, NJ: Prentice-Hall Huston, C., 2006. Professional Issues in Nursing. Philadelphia: Lippincott Williams and Wilkins. USA. Huber, D.L. (2006) Leadership and Nursing Care Management, (4th edn), Maryland Heights: Saunders Elsevier King’s Fund (2011) â€Å"The future of leadership and management in the NHS: No more heroes† Report from The King’s Fund Commission on Leadership and Management in the NHS Lambert, R. & Githens-Mazer, J. (2010) Islamophobia and the Anti-Muslim Hate Crime: UK Case Studies 2010, Exeter: University of Exeter Marquis, B.L. & Houston, C.J., 2000. Leadership Roles and Management Functions in Nursing. 3rd edition. Lippincott Williams and Wilkins publishers. USA. Norman, I. &, Ryrie, I., 2009 Art and Science of Mental Health Nursing: A Textbook of Principles, Berkshire: Open University Press/McGraw-hill Education Nursing and Midwifery Council. 2002a. The Code of Professional Conduct. London: NMC. Nursing and Midwifery Council. 2008. The Code of Professional Conduct: Standards for conduct, performance and ethics- Protecting the public through professional standards. London: Nursing and Midwifery Council; 2009. http://www.nmc-uk.org. Oliver, S. (2006) â€Å"Leadership in health care†, in Musculoskelet Care 4(1), (pp38-47) Royal College of Nursing (2011) â€Å"Accountability and delegation: What you need to know†, Available [online] at: http://www.rcn.org.uk/__data/assets/pdf_file/0008/361907/Accountability_HCA_leaflet_A5_final.pdf [Accessed November 15 3012] Sullivan, E.J. & Decker, P.J. (2009) Effective Leadership and Management in Nursing, (7th edn.), London: Pearson International Edition Yoder-Wise, P.S., 2007. Leading and Managing in Nursing 4th edition. USA. Mosby Inc. Yoder-Wise, P.S. (2011) Leading and Managing in Nursing, (5th edn), St. Louis: Elsevier Mosby. http://education.exeter.ac.uk/dll/studyskills/harvard_referencing.htm Use this link to learn how to Harvard reference properly. Your referencing is inconsistent and you need to list pages when quoting or referring to a specific point. As a general rule though, the main trick with referencing is continuity, so make sure your references and bibliography are consistent. Appendix 1: SMART Goal Delegation skills development Specific Measurable Achievable Realistic Time To prioritise all my tasks and manage time effectively and efficiently in all shifts.Commuting between London and the university has taught me the value of time management. Time management will enable me to carry out other tasks and achieve goals. More to the point, time management will provide me with personal organisation and self-discipline, as recommended by Yoder-Wise (2011) Time management will be measurable as I will be able to identify whether the tasks set out on a specific shift have been successfully completed on time whenever I’m taking over handover from night shift team members.Prioritisation is achievable by use of my diary which will contain all the tasks that need to be completed by the end of the day. Furthermore, prioritising will help me schedule tasks in the order of urgency. This will leave me room to tackle emergency situations that arise during the shift.Prioritisation is realistic because I realise that as a newly-qualified my responsibility will be to ensure that the shift runs smoothly. My diary will also be helpful as it will keep me reminded of the tasks I have to carry out and those which are still pending. In the case of pending tasks, being organised will give me sufficient time to involve staff who will be doing the next shift staff to complete them.Prioritising is an ongoing skill that I will have to keep learning during the first six months of qualifying and for the rest of my nursing career. Confidence and assertiveness while delegating tasks to other members of staff.Once a delegated task has been successfully completed and goals achieved confidence in allocating tasks to members of staff will have worked for me. By receiving feedback and constructive criticism from members of staff once they have successfully accomplished the delegated tasks. Being organised and maintaining a therapeutic relationship with fellow members of staff will increase my feelings of certainty that the shift will run smoothly relationship with staff.At the start of every shift I will allocate tasks to members of staff who have the competence, knowledge, time and willingness to carry them out and complete them. This is realistic because it will be my responsibility to manage shifts on the ward once I qualify. It will also be my duty to allocate or delegate tasks to members of staff. Likewise, during handover, I will ensure that I brief incoming staff on how the shift went and what remains to be done when they will be on shift.Based on my experience, so far, I’m very hopeful that I will achieve this goal within six months after I qualify. Appendix 2. Service Improvement Activity- Notification Form Contact Details Student SID Number: 0914451 Details of service improvement project/activity Service user Rehabilitation unit managing self medication. Reason for development To improve independent skills in managing medication for patients in rehabilitation centre so as to reduce the risk of relapse and to provide person centred care as well as empowering the service users. Time spent on project activity The time spent on self medication informative project was about six weeks. Resources used The Trust policy, The risk assessment form, The patient consent form, The patient withdrawal form, self- administration monitoring form (stages), self- administration patient record chart. Who was involved Nursing staff, doctors (MDT), Pharmacist , student (myself) and the service users. Future plans To review the self- administration if it is effective at a set time. Nurses involved in supervision of the programme must be registered nurses. Date discussed with clinical staff in placement area: (seen and agreed by my mentor Lorna Newton). And discussed with my IBL Facilitator Justin Nathan.

Budget

What are the macroeconomic effects of the budget proposal Movements and shifts of the curve 7. Conclusion 9 8. References O 5. 2 . 6. 2 The first part of the assignment discusses the economic principles and criteria for a assessing a good budget proposal for any country. Section 3 discusses macroeconomic objectives of a budget, role of government and how it intervenes, tools available to government and the practical considerations (lags in the effects of fiscal policy) The next part of the assignment the team selected the 2009 South African budget proposal and listed all revenue and expenditure proposal 2.What is a budget proposal Bedpan describes a budget as a â€Å"blueprint† for the nation, expressing the objectives and aspirations for the present and future for by the party in power. Mohr describes the budget is an instrument of the fiscal policy and determines the level and composition of government spending(G) and taxation(T). The Keynesian school of thought proposes tha t fiscal policy to be the most instrumental policy to influence total spending or aggregate demand (AD).He lists the four functions of the budget as: Used to decide priorities Serves to evaluate specific public programmed, reviewing the state's activities annually used to increase economic growth and impact on development A system of accountability and controls over government officials and agencies, setting limits on their activities and safeguarding against corruption Obedient four groups of people involved in the national budget of South Africa and their roles in brief with regard to the budget are listed in the table below: The cabinet Controls the most critical decisions on the allocation of public funds Civil servants Play supporting roles by providing information to politicians responsible for decision making Members of parliamentActs as the defender of the public interest through its constitutional right to question reasons and feasibility Of each aspect Of the budget The pu blic Through organizations like Noose, interest groups, community based organizations and other bodies provide the voice of all members not directly involved in the budget process 3. Assessing government budget proposal 3. 1 Economic principles and criteria of good budgets The first step in determining economic principle and criteria for good budgets involves identifying what the budget proposal should achieve in terms of macroeconomic objectives. Mohr et al lists the following as the main macroeconomic objectives that can be used to judge a good performance of the economy: Economic growth Full employment Price stability Balance of payments (or external stability) Equitable distribution of income Efficiency T.Manuel in delivering his 2009 South African Budget speech , emphasized the following five principles: Protecting the poor Sustaining employment growth and expanding training opportunities Building economic capacity and promoting investment Addressing the barriers to competitive ness that limit an equitable sharing of opportunities And maintaining a sustainable debt level that would not constrain our development tomorrow Mohr recognizes that the free market system allocates resources in the best possible way. However he also acknowledges that at times market failure occurs where the market system does not achieve efficient allocation Of resources.The market systems failures occurs in the following cases: Monopoly and imperfect competition Public goods Externalities Asymmetric information Common property resources Moor's summary of government's role is summarized on the table below: Role Aim Allocation function Correcting market failure and achieving a more efficient allocation of resources Distributive function Achieving more acceptable distribution of income Stabilization Promoting macroeconomic stability 3. 2. 1 How does government intervene The table below shows the five intervention options and examples of each that the government can use to achieve the above roles: Intervention Examples Public provision of goods and services through ownership or financing National Defense, hospitals, Eskimo, prisons Becoming a market participant Through price stability, income redistribution, Government spendingTransfer payments to change income distribution Taxation Personal Income Tax Regulation Labor laws, competition policy, anti-tobacco laws 3. Practical considerations: Lags in the effects of fiscal policy Recognition lags Implementation lags Response lags (603,608) Therefore a good budget takes into cognoscente the macroeconomic objectives, address issues relating to market failures and takes steps address the needs of society and the scarce available resources. A good budget should also take into considerations the effects of lags in typefaces policy. 4. 2009 South African Budget proposal The group selected the 2009 South African Budget proposal. The budget speech was delivered by the Finance minister Mr.. Tremor Manuel on the 1 lath Febru ary 2009.The table below is a list the budget revenue and expenditure proposals: Budget revenue proposals Budget expenditure proposals Taxes on income and profits Source: National Treasury 2009 Budget Review Statistical Table 2 and Table 3 5. Theory on economic principle of equity As stated in the preceding section, tax is one Of the instrumental tool available to government to achieve its roles of allocation and distributive unction's mainly through taxation. The criteria for a good tax proposal is that it must meet the following conditions: Neutrality Equity Administrative simplicity We now focus our attention and evaluate tax relief with reference to the criteria of equity.Case and Fair refers to equity as fairness. Under this principle tax burden is distributed fairly. Two theories of equity or fairness exists. These are : 15, 16, 17 Benefits-received principles Ability-to pay principle 381 Under the benefits-received principle, taxpayers should contribute to overborne in propor tion to the benefits they receive from public expenditures. This theory of fairness does not receive popular support as it is not possible to determine the value that taxpayers receive from public expenditures. The other theory of taxation, ability-to pay principle states that taxpayers should bear tax burdens in line with their ability to pay taxes. 5. 1.Discuss vertical and horizontal equity. 17 In terms of tax revenue collected by government, horizontal equity relates to the concept of tax neutrality. It defines that the tax system should not criminate between similar things or people, or unduly distort behavior . Len other words, the people with a similar ability to pay taxes should pay the same or similar amounts. Vertical equity usually refers to the idea that people with a greater ability to pay taxes should pay more. However, to those that believe in a flat tax, the idea of vertical equity could mean that the rich should not be punished for their success by paying higher tax es than others.

History of Super Bowl Weather Delays and Cancellations

History of Super Bowl Weather Delays and Cancellations Could 2018s Super Bowl LI be delayed or postponed due to inclement weather? Given that the 52nd  Super Bowl game will be held at the  U.S. Bank Stadium in Minneapolis, Minnesota, theres a chance there could be snow in the forecast. Still, in NFL Super Bowl history, no game has ever been delayed due to weather. (Super Bowl XLVII in 2014 was the first, and so far, the only game to be delayed. The Ravens-49ers game was delayed for 34 minutes in the third quarter, thanks  to an electrical mishap.) But that doesnt mean weather hasnt tried to.   Super Bowls Turned Snow Bowls Although a weather contingency plan has never had to be implemented in Super Bowl history, there have been a handful of close calls when the Super Bowl was at risk of being delayed.   Super Bowl XLI. February is normally Floridas dry season, but in 2007, an active jet stream and a nearby stationary front converged, leading to monsoon rains in Miami. The game still went on, but not even ponchos were enough to keep fans in the stadium dry. Many left their seats and took shelter in the stadium concourse, or simply left the game early.  Ã‚  Ã‚  Super Bowl XLV.  At the start of Super Bowl week 2011, all eyes were drawn to Arlington, Texas, when the host city was hit by an ice storm. Later in the week, an additional 4 inches of snow fell. An arctic front helped the snow and ice linger all week long, and kept temperatures in the 20s and 30s. But by the weekend, the wintry weather had thawed.     Super Bowl XLVIII. Weather contingency plans were on hand for 2014s Super Bowl the first to be played in an outdoor venue at a cold-weather city (East Rutherford, New Jersey). Not only did a winter storm drop a mountain of snow on the MetLife Stadium just before Superbow l week, but the  Farmers Almanac predicted another round of heavy snow was on tap for Super Bowl weekend. Luckily, when it came down to game time, the weather cooperated with cloudy skies and an air temperature of 49 °F at kickoff nearly 10-15 degrees above normal for the city. (Oddly enough, a winter storm hit the next day, blanketing the city in 8 inches of snow and stranding many Super Bowl travelers.) The Warm-Climate Rule Surprised at the lack of weather delays despite the Super Bowl being played mid-winter? One reason for this is because football, like our US postal service, has a neither snow, nor rain, nor heat... culture. But, a second, lesser-known reason  is the leagues warm-climate rule a sort of built-in weather contingency plan that must be met when choosing the Super Bowls host city.   The NFLs warm-climate requirement mandates  the host stadium location have an average temperature of 50 °F (10 °C) or above for that years scheduled Super Bowl date. At least, thats the way the NFL and Host Committee used to pick potential Super Bowl cities. In 2010, this warm-climate requirement was waived, giving cold-weather cities with open-air stadiums a fair chance at also hosting a Super Bowl. What was the reason for the  change? The chance to offer a new experience for football fans attending in-person and watching at home. In the sentiments of NFL Commissioner Roger Goodall, ...The game of football is made to be played in the elements.  Ã‚   Football in the Bleak Mid-Winter Why is the Super Bowl held in  winter, anyway? Its certainly NOT a matter of preference. Its simply the timing of the NFL schedule. Opening season is always the weekend after Labor Day (the first Monday in September) in early fall; add in the 17-week regular season, three rounds of playoffs, and you land exactly five months later into late winter. Additional playoffs have pushed the Super Bowl date out from early to mid-January to February, but still winter nonetheless.          Winter weather can wreak havoc on football  in a number of ways: Snow.  Snow makes for a slippery football field, but its primary threat is its color.   covering white goal lines, end lines, hash marks. If snowfall is particularly heavy, or if winds are driving winds, it can also mean reduced or no visibility for players on the field.Sleet, freezing rain.  Ice on the field poses a similar threat to players as it does to pedestrians and drivers on roadways and sidewalks: a total loss of traction.Frost.  If temperatures are cold enough, you dont even need snow or ice to freeze the grass (or turf) underfoot frost is enough to do the job. To combat this, many cold-climate stadiums are outfitted with a system of underground electric coils or underground pipes filled with antifreeze (yes, the same stuff thats in your car) to keep the field soft.Cold Air.  Even if you dont have to worry about a frozen field, cold weather still poses another threat to the game: under-inflated footballs. A football (which is customarily inflated indoors) can def late by roughly 0.2 PSI for every 10-degree drop in temperature it experiences after being transferred outdoors.  Ã¢â‚¬â€¹ Super Bowl Saturday? So, what would happen, if a major weather event DID threaten the safety of spectators on Super Bowl Sunday? A weather contingency plan would be enacted. Contingency plans more or less move the game from its traditional Sunday spot to the Friday or  Saturday of Super Bowl week, or the following Monday or Tuesday. Which day the game is postponed to is a decision thats made closely with meteorologists. For example, if a snowstorm was forecast for Super Bowl night, playing Saturday might be an option. Whereas, if a blizzard hit on a Friday (two days before the scheduled game) it could be the following Tuesday before the city had time to dig out roads and parking lots.   To date, the Super Bowl has never been changed from its originally scheduled date.   If ever  ill weather were to impact the Super Bowl for up to a week, a contingency plan may call for the game to be relocated to another city  altogether.    Super Bowls with the Worst Weather Just because the Super Bowl has eluded all weather-related delays, doesnt mean its game day weather has always been sunny and 60 degrees. Heres a look at some of the weathers most unsettled game days in Super Bowl history.   Super Bowl No. Date Host City Weather Record VI Jan 16, 1972 New Orleans, LA Coldest Super Bowl played at an outdoor venue (39 F). XVI Jan 24, 1982 Pontiac, MI First time Super Bowl was held in a cold-weather city. First Super Bowl played in the snow. XVIII Jan 22, 1984 Tampa, FL Windiest Super Bowl (25 mph wind gusts). XXXIV Jan 30, 2000 Atlanta, GA A rare ice storm hit during Super Bowl week. Atlantas indoor stadium saved it from possible delays. XLI Feb 4, 2007 Miami, FL The first and wettest Super Bowl to be played in the rain. Super Bowl's Worst Weather Games Interested in more facts about weather and the Super Bowl, including observed weather data for each game date? Check out NOAAs Southeast Regional Climate Center Super Bowl Climatology site.

World Travel Market Event Held At Excel Centre Tourism Essay Example

World Travel Market Event Held At Excel Centre Tourism Essay Example World Travel Market Event Held At Excel Centre Tourism Essay World Travel Market Event Held At Excel Centre Tourism Essay Exhibitions are deriving in importance and popularity amongst the assorted exhibitioners as a selling scheme. This sentiment is echoed by writer Malouf ( Source: www.ezinearticles.com ) when she states that to give a defined feeling of a company in a trade show it is perfectly indispensable to hold an impressive exhibition show base. These bases are an effectual selling tool for the debut of merchandises, services and information about the company. One such exhibition is the World Travel Market ( WTM ) Event which is held yearly in London and attracts many planetary and national participants. This is arguably one of the most of import events for the travel and touristry industry and hence this event has been chosen as the subject of this instance survey based research. The World Travel Market ( WTM ) Event Harmonizing to their web site they describe that World Travel Market, is the Prime Minister planetary event for the travel industry, and is the must-attend four-day business-to-business exhibition for the worldwide travel and touristry industry ( Beginning: www.wtmlondon.com ) . They further province that about 46,000 senior travel industry professionals, authorities curates and international imperativeness, embark on ExCeL London every November to web, negotiate and detect the latest industry sentiment and tendencies at WTM and that WTM 2009 will bring forth ?1,139 million of travel industry contracts, revealed independent research by Fusion Communications. ( Beginning: www.wtmlondon.com ) . Thus this is a premier exhibition for the travel industry and all the major national and international participants from this industry participate in it. The same website provinces that WTM is owned by the universe s prima events organiser Reed Exhibitions ( RE ) , which organises a portfol io of other travel industry events including Arabian Travel Market and International Luxury Travel Market. The event is deriving in popularity and importance every twelvemonth, the facts in the tabular array below prove the enormous exposure the exhibitioners gain as a consequence of exhibiting at that place. NO Attendance Detailss Figures 1 Entire Industry Participants 45,571 2 Trade Professionals 14,221 3 Entire visitants 24,402 4 Entire figure of exhibiting companies 5,121 5 Countries A ; parts represented 187 6 Participants from the UK 52 % 7 Participants from outside the UK 48 % Table 1: Attendance inside informations at WTM 2009 Importance and Effectiveness of WTM Event The popularity of WTM which is a concern event can be attributed to the fact that it has organised a figure of enterprises to assist the participating concerns. Some of the grounds of its importance and effectivity are as follows: Global exposure and engagement ( travel and touristry trade people from 187 states participated in 09 ) Effective and turning imperativeness coverage that helps to pass on the exhibitioners message and give them good promotion Effective PR ( Public Relations ) edifice with the fellow exhibitioners and concern visitants making new concern chances Establishing new enterprises to help concern like for illustration launch of speed networking session between exhibitioners and senior industry purchasers to assist the exhibitioners gain new contacts The immense exposure and popularity has made it one of the most of import event in travel and touristry industry and therefore go a value for money proposition They achieve the chief purposes of the exhibitioners efficaciously. The purposes are presenting senior purchasers to exhibitioners to carry on concern, place new markets and web ( Beginning: /www.wtmlondon.com ) The event organizers have kept up with the current challenges like for illustration they have organised WTM Advice Clinics where the clinics combine professionals from every travel industry sector to offer visitants intimations and tips on covering with the challenges for today s market. ( Beginning: /www.wtmlondon.com ) The WTM Sectors The event has been divided into 4 sectors which are as follows: Travel Agents: This sector is dedicated to the instruction, information and briefings for the travel agents. There will be WTM Pride of Agents Awards and finish preparation Sessionss supplying utile cardinal facts and interesting penetration on planetary finishs ( Beginning: /www.wtmlondon.com ) Technology and Online Travel: this is one of the fastest turning countries of World Travel Market, sing the biggest addition in new exhibitioners and welcoming more than 1,000 delegates to its dedicated event programme ( Beginning: /www.wtmlondon.com ) WTM World Responsible Tourism Programme: Travel and touristry companies and administrations in the universe are under increasing force per unit area to work more responsibly and WTM World Responsible Tourism Day has been created to give a opportunity to the exhibitioners to acquire involved and debate the issues. ( Beginning: /www.wtmlondon.com ) The UK and Ireland ( UKI ) sector A strong show window from international visitants desiring to see more UKI merchandises ( Beginning: /www.wtmlondon.com ) The Research Context: The exhibitions are one of the most of import selling tools in the B2B ( Business to Business ) selling. Harmonizing to the study by UFI, a Global Association of Exhibition Industry following are the cardinal advantages of the exhibitions to the exhibitioners ( Beginning: /www.ufi.org ) : To present new merchandises and services To originate gross revenues and Relationship direction with known and future clients. There is a batch of money and attempt invested by companies exhibiting at these exhibitions. But it will be interesting to analyze the impact of the impending planetary recession on the effectivity and importance of the WTM event on the travel and touristry industry. Therefore this research will concentrate on the WTM event as a instance survey to understand the grounds of the exhibitioners in taking exhibitions as a portion of their selling scheme. Research Structure The construction of the research is as follows: Chapter One: Introduction: This chapter includes the debut to the research topic and information about the WTM Event, the instance survey on which this research is based. This includes sectors in the WTM event and the cardinal grounds that underline its importance and effectivity. The chapter besides includes the research context Chapter Two: Literature Reappraisal: The positions of the experts on the topic of thesis will be analysed in this chapter Chapter Three: Methodology of Research: This chapter gives information about the purpose, principle behind set abouting this research and the type of research method incorporated, along with the questionnaire design. Chapter Four: Data Analysis and Results: The analysis of the informations obtained through the study of the exhibitioners at the WTM event will be carried out and the consequences will be displayed in this chapter Chapter Five: Discussion and Recommendations: This chapter will discourse the consequences and the penetration generated. It will so continue to give recommendations for the active houses and the travel and touristry industry in general Chapter Six: Decision and Restrictions: the decision of this survey and its restrictions will be discussed in this chapter Literature Reappraisal: Harmonizing to the writers Cunningham and White ( 1974 ) exhibitions and trade carnivals are now commonplace in the domain of national and international selling. They farther explain that advancing a merchandise at an exhibition is merely one of several agencies which a maker may take to pass on with the clients in his market and hence consolidate or better his market standing. The exhibitions have become of all time more powerful as a direct selling tool with the figure of exhibitions increasing exponentially and making a planetary entreaty. The chief advantages of exhibitions as a selling tool harmonizing to the Exhibition A ; Event Association of Australasia ( Source: /www.afida.org ) are as follows: Brings the most active chances and clients to you or in other words creates networking chances particularly in the B2B sphere Allows to show merchandises, answer inquiries, Overcome expostulations and run into market face-to-face Harnesses all five senses to drive place the messages Allows fostering virtually all of the selling ends at the same clip from: Long-run trade name edifice Creating immediate gross revenues chances Researching the market Generating media coverage for their merchandise or service Establishing new merchandises Entertaining loyal clients Educating chances Roll uping high-quality leads As all these advantages can be gained in a cost-efficient manner the exhibitioners are happening the exhibitions as an of import tool in the concern to concern ( B2B ) selling. Travel and Tourism Industry and Exhibitions: Writers Whitfield and Webber ( 2010 ) say that with the proliferation of exhibitions has come market atomization and increasingly more domain specific exhibitions are viing for niche market attendants. Even more than some of the other sectors, exhibitions have become an effectual and of import selling tool for the travel and touristry industry. But merely as the writers Whitfield and Webber ( 2010 ) pointed out above at that place have been many more exhibitions in the travel and touristry sector as good presents and therefore the exhibitioners have to weigh-in the pros and cons of the exhibitions they are interested in. The chief standards for this sector apart from the common 1s like location and repute would be the figure of sector-specific attendants that an exhibition attracts and the impact/importance that exhibition has in their sector. Those exhibitions that help to convey together all the people in the travel and touristry sector together under one roof from around the unive rse at the same topographic point helps the exhibitioners in many ways like for illustration understanding the chief issues confronting their sector and the adept positions about work outing these, hold oning the competition and understanding the latest merchandise /services being introduced in the market. Since the competition is so intense in this sector the rival angle is particularly of import while taking an exhibition in the travel and touristry industry in order to keep-up with the competition. Participants of the exhibitions: Harmonizing to the writer Whitfield and Webber ( 2010 ) there are three cardinal participants at the exhibitions. In order to understand the ground of exhibitioners desiring to exhibit, it is of import to understand the importance and the selling schemes of all the three key participants in any exhibition. This will assist construct a image to derive information about the demand and the importance of exhibitions and will make the penetration as to why exhibitioners use exhibitions as a portion of their selling scheme The Organisers: Organizers are evidently the 1s who organise these exhibitions. There is a broad assortment of exhibitions right from retail clients focused like for illustration nutrient or apparels etcetera. But for this research we are traveling to concentrate on B2B exhibitions merely. These are usually specialist companies that organise trade carnivals and cater to B2B exhibitions The Exhibitors: These are the companies that rent a stall from organizers and exhibit their merchandise or services. So for illustration in the travel and touristry exhibition these will be different hotels or air lines or in the retail sphere these could be the people who have invented new merchandises and want to demo these to the purchasers of say supermarket ironss. The Attendants: These are the people who attend the exhibition. In an B2B scene these are the most of import people for whose attending the exhibitioners and the organizers vie for. They are of import people like purchasers or determination shapers, so for illustration in the travel and touristry sector these are people like circuit operators who will make up ones mind which hotels to take for their Tourss or in an fabrication sphere these could be the industrial purchasers. Importance of the exhibitions from the Organisers point of position: It is the concern of the organizers like the World Travel Market Event to organize the exhibitions and hence they strive to do these a success by marketing these to the concerned administrations in the peculiar sector that they are organizing the exhibition. They besides have to market these to the all important industrial purchasers or visitants as good. Writers Whitfield and Webber ( 2010 ) province that it is indispensable that organizers improve their apprehension of the complexness and the motives that underpin determinations to go to exhibitions so that they can guarantee they successfully fulfil attendants aims whilst guaranting exhibitor-attendee contact, which are principle factors in finding exhibition success ( Godar and OConnor, 2001 ; Ling-Yee,2006 ) . Thus organizers have to pull non merely the exhibitioners but besides the attendants and guarantee the smooth running of the exhibitions and assorted activities like seminars and talks organised for the visitants or att endants. Hence selling scheme of the organizers will be different from that of exhibitioners. The organizers will hold to concentrate on activities like promotion, acquiring the right attendants in the first topographic point, organizing client s client ( attendants ) focused plans like seminars or workshops for them and communicating with both the exhibitioners and the attendants. Previous research shows that networking is the individual most of import ground for the visitants to go to an exhibition and is besides one of the most of import ground for the exhibitioners as good therefore the most of import scheme for the organizers of any exhibition would be to make chances ( for illustration through seminars or workshops ) to acquire the right visitants interested, since if the right industrial visitants are interested in an exhibition, it will automatically guarantee the attending of many exhibitioners in order to do an exhibition a success. The other scheme that is ky to an exhibi tions success and is the direct duty of the organizers is the repute of the exhibition. Making clean, comfy and safe environment for the exhibitions and proper promotion run bot online via web sites and offline via print media will guarantee the right sort of visitants through the doors and maintain or heighten the repute of the exhibition. Attracting equal media coverage for the event will besides assist bring forth visitant and exhibitioner involvement and hep in making a reputable event position for that peculiar exhibition. Importance of Exhibitions from the exhibitioners point of position: Harmonizing to the writers Whitfield and Webber ( 2010 ) , the cardinal premiss of any exhibition is to convey together the purveyor of a message with its receivers, thereby doing face-to-face contact between the exhibitioners and their mark audience and making positive emotions for participants. They further say that the exhibitioners, who exhibit for a assortment of grounds including heightening gross revenues, bettering image, making positive promotion, distinguishing from competitors/gaining advantage, carry throughing corporate societal duty, networking, supplying fiscal parts and image ( Friedman, 2009 ) . For these grounds the exhibitions affair to the exhibitioners. Another point to see would be due to increase in the figure and type of exhibitions ( besides called as trade carnivals ) taking topographic point today, it has become of import to take the right 1s which will be those that provide maximal benefit to the concern along with right promotion and contacts. There are m any standards that the exhibitioners use for illustration, writers Whitfield and Webber ( 2010 ) say that the exhibition repute, built through past experience and positive testimony, is cardinal in the attending determination doing procedure for exhibitioners ( Kijewski etal.,1993 ; ShipleyandWong,1993 ; Hansen, 2004 ) . The same writers besides suggest that the quality and measure of exhibition booths is cardinal standards as good and that the presence of a rival at an exhibition, peculiarly if they are exhibiting, provides an chance to derive an penetration into the rival s actions whilst deriving information sing their merchandises or services ( Hansen, 1996 ) . The writers Whitfield and Webber ( 2010 ) reference that harmonizing to the survey carried out by experts Breiter and Milman ( 2006, p.1366 ) who identified the most popular ground for attendants to see an exhibition was the chance to web ( 61.1 % ) , they besides province that the information, which can heighten, creat e or hike an administrations competitory advantage, can be ascertained over a short clip period and at a low cost ( Sharland and Balgoh,1996 ) . Besides, networking and face-to-face merchandising remain the most of import factors in B2B selling even today and these intents are satisfied efficaciously by the exhibitions. The inclusion of exhibitions in the selling scheme by companies is critical in the concern to concern sphere. It ensures exposure to the cardinal people like industrial purchasers and determination shapers, creates good networking chances, helps to make apprehension of the competition in footings of new merchandise and services and their pricing construction and showcase their ain merchandises or services in a cost effectual ways, every bit good as making gross revenues chances at the exhibition itself and making media covrage for the company exhibiting. Therefore there are many advantages for the exhibitioners to desire to utilize exhibitions as portion of their selling scheme, particularly in the B2B sphere. Importance and Effectiveness of the exhibitions from the Attendees point of position: Writers Whitfield and Webber ( 2010 ) province that, Attendees are the principle client of both the exhibition organisers and exhibitioners ( Ladkin and Spiller, 2000 ; Jung, 2005 ) . However, in malice of this and the necessity to derive an apprehension of attendants ex ante rating of exhibitions, there is a famine of relevant research in this field . Thus what the writers are seeking to state is that it is critical to understand the motives of attendants for the exhibitioners to organize an effectual selling scheme and put the budget consequently, but the research is missing in this field even though the attendants are the chief clients of both organizers and the exhibitioners. The writers besides explain that the cardinal factors that attract the attendants to an exhibition are as follows: The repute of the exhibition: Since there has been an exponential addition in the figure of exhibitions, the attendants or the rule clients have become really selective while go toing these exhibitions. Writers Whitfield and Webber ( 2010 ) province that, for those, where no personal attending at an exhibition has occurred, it is a combination of positive testimony and the figure of attendants at that old exhibition which influences the persons attending at future cases of an exhibition ( Swandby et al. , 1990 ) Thus the word of mouth promotion and its standing amongst that peculiar industry is considered really of import for the clients. So for illustration in the automotive industry the Detroit Motor Show held yearly in USA is considered as a really reputable and esteemed one and therefore attended by all the of import purchasers and determinations shapers from the automotive industry non merely from the US but from all around the universe. Writers Whitfield and Webber ( 2010 ) declare that, organizers can guarantee the positive repute for attendants through guaranting the quality and measure of both exhibitioners and attendants to exhibitions . The presence of rivals and entree to information: The rivals are non merely of import for the exhibitioners who would compete for the attending of the attendants but besides the rivals like other purchasers are of import for the attendants. As explained by the writers Whitfield and Webber ( 2010 ) , for attendants, deriving information, non merely on rivals, but besides on merchandises, companies, industry and engineering is a widely cited ground for go toing exhibitions ( Kozak and Kayar, 2009 ) and that attendants are able to garner cognition, evaluate merchandises and place pricing constructions, which makes attending at an exhibition an of import information tool for new merchandises ( Berne and Garcia-Uceda, 2008, p. 569 ) . The people who attend these exhibitions chiefly attend it to understand the new merchandises or services being introduced to the market and to estimate the viability of selling those merchandises or services themselves, so for illustration the purchaser s at a supermarket concatenation will go to the exhibitions in their field to entree the viability of selling some of the merchandises in their ain stores. Another attractive force for the visitants would be to maintain an oculus on the competition and to look into what they are interested in, in order to guarantee being competitory at all times. Not merely understanding the new merchandises but besides measuring the possible pricing as compared to the rival trade names or services is another of import ground for the attendants. Almost all the exhibition organisers these yearss organise back uping activities like seminars and lectures about the current issues and ways to cover with them or specializers workshops that teach new techniques to pull the visitants. These are of import for them to derive cognition and information. For illustration the favorite subject of about all exhibitions these yearss is the economic downswing caused by the worst recession in decennaries and the ways to carry on concern in this changed environment. Such seminars or negotiations from experts are of import as they help the attendants to increase their cognition and heighten their competitory advantage by assisting them remain on top of the issues. Networking chances: In the concern to concern environment face to confront networking is considered one of the most of import selling scheme as it helps in developing a resonance with the client and finally in constructing a good relationship between the client and the provider. Networking is therefore of import to non merely the exhibitioners who have stables or booths exhibiting their merchandise or service in the hope of run intoing the right visitants, but it is every bit of import to the visitants or industrial purchasers and determination shapers since holding a good resonance and sound relationship with the providers is of import to them every bit good. In fact research by experts show that networking is the individual most of import ground for the attendants to go to an exhibition. For illustration research by Breiter and Milman ( 2006, p. 1366 ) as stated by the writers Whitfield and Webber ( 2010 ) showed that in their research 61 % people voted networking as the most of im port ground for go toing the exhibition. Methodology of Research: Introduction: In this chapter the methodological analysis used for the research will be described in item. The research aim and the ground for taking the subject will be outlined and the questionnaire design procedure will be explained along with the short account of the advantages and disadvantages of the selected research methodological analysis. Research Aim The purpose of this research is to understand the grounds why exhibitioners use exhibitions as a portion of their selling scheme with the aid of a instance survey based on the exhibition called World Travel Market Event. Rationale for the Research: The power of exhibitions as a direct selling tool in increasing dramatically in the B2B sphere and as more and more companies start actively utilizing the exhibitions as an indispensable portion of their selling scheme, there is a demand to better understand the importance and attraction of these exhibitions non merely from the exhibitioners point of position but besides from the visitants point of position as good. This is necessary particularly with the biggest recession of the recent times making hard market conditions as a consequence of which the selling budgets of about all the houses are being slashed dramatically and at the same clip there is an of all time increasing demand to distinguish themselves, so it will turn out to be an interesting survey to understand how and what portion the exhibitions play for the houses in the B2B sphere. This survey aims to make penetrations on the grounds of attraction of exhibitions as a portion of selling scheme. The World Travel Market Event ( WTM ) presents a fantastic chance to analyze the exhibitioners from the travel and touristry sector to find the grounds of those exhibitioners in taking the WTM event as a portion of their selling scheme. The WTM event is ideal for this research as it has a planetary entreaty and engagement with about 187 states being represented ( delight see Table 1 for further inside informations ) along with the media, politicians and the cardinal determination shapers within the travel and touristry sector. Harmonizing to the informations published on their web site the WTM event is one of the major exhibitions in the travel and touristry sector and trades deserving 1000000s take topographic point at the event itself, hence it is an ideal topographic point to analyze the subject of this research that is the portion exhibitions play in the overall selling scheme of the house be it a national, UK based house or a big transnational 1 with operations spread across the Earth. It will be interesting to see how the positions and aims for exhibiting at the WTM event differ for a little company every bit compared to a big one, for illustration a little house might be exhibiting to bring forth consciousness for the house itself while a big one might be exhibiting to present a new service or acquire better trades, another interesting observation that will be possible at this event will be the ability of the smaller houses to pull and finalize trades or leads every bit compared to the larger more constituted trade name names. But the most of import ground in taking the WTM Event is that even though it is locally held ( in London ) it has exhibitioners from all round the universe ( more than 5000 companies harmonizing to the official WTM website study ) therefore offering a broad scope of participants for this survey. The research will besides assist the participating ( in this research ) companies to assist find the factors sing the exhibitions. The Selection of Research Methodology: For the intent of this research a semi-structured questionnaire based study will be used. The inquiries are unfastened ended where the participants are wholly free to show their sentiment on the inquiries asked. The chief advantages and restrictions of this method are as follows: The chief advantage of this method of using unfastened inquiries is that the respondents feel free and more at easiness and more in control of the interview being conducted, this feeling is developed due to the interview valuing what they think and non being asked to take a pre-formulated response ( McGivern, 2003 ) .the other advantages harmonizing to the same writer are that unfastened inquiry interviews offer a broad scope of responses and besides they offer a opportunity to the interviewer to examine into the inside informations of the affair, something that a closed or structured interview can non offer and from the design point of position the unfastened ended inquiries are easier to word than the closed ended 1s and offer much more creativeness than the closed ended 1s. McGivern ( 2003 ) suggests the disadvantages as time-consuming and expensive, besides if conducted on big graduated table they require more people to transport these interviews out. But the chief disadvantage o f the unfastened interviews could be that sometimes the item can be lost in this type of procedure and from the responses the informations processing and analyzing forces have to construct a codification frame which can be hard and time-consuming procedure as good. Thus this method has its ain pros and cons merely as any other method that would hold been used. The disadvantages of this method which are expensive, possibility of loss of item and hard to construe by the information processing and analyzing section have been mostly eliminated since for this research survey all these things will be done by a individual individual and hence this method has been found to be the most utile in roll uping informations for this survey here. Questionnaire Design: The questionnaire designed for this research has been as discussed antecedently an open-ended one whit the respondents who are chiefly the exhibitioners and the organizers at the World Trade Market Event. This event is a prime event in travel and touristry industry and therefore the exhibitioners will be related to this industry. The questionnaire has been divided into 3 parts. The first portion of the questionnaire concerns with the personal/company information. The inquiries in this subdivision include information about the participant s company name and his or her ain occupation rubric and the section that the participant works in. This is followed by questioning about the company runing nationally ( that is with the UK and Ireland ) or internationally ( that is other states which may or may non include the UK ) This information will assist to paint the image about the company that the participant represents along with the position ( that is the determination devising capableness or the deficiency of it ) that the participant has within the company. This is so followed by portion 2 which includes the inquiries that will be directed at the exhibitioners ( exhibitioners are defined for this research as the companies which will be the participating in the WTM Event and have a stall or booth in the WTM Event ) . The portion 2 begins with the inquiry sing the grounds of that company which attracted them to the WTM event and is followed by the question Is this your first clip? this has been included to happen out the association of the company with the event. If it is the first clip of that company it suggests that the event is pulling new exhibitioners and if it is a repetition exhibitioner it will demo that the event habitue or repetition clients. The following inquiry is sing the benefits for their company as a consequence of exhibiting at the WTM event. The literature reappraisal shows that the chief benefits are networking, acquiring leads, presenting new merchandises or services etcetera. It will be interesting to see the grade of understanding between the participants and the adept positions. This inquiry is followed by the question about their aims, this will assist us happen out the exact purposes of that peculiar company that is, is their nonsubjective gross revenues or acquiring new clients or presenting a new merchandise or service. The following inquiry is, What other methods of selling scheme do you utilize to implement this trade show? This is an interesting inquiry which will throw visible radiation on the selling activities of the exhibitioner in inquiry relating to the trade show. The old inquiry in combination with the following inquiry, How does the exhibition work together with other selling activities? will assist the interviewer to understand the selling scheme of that peculiar company and the function exhibitions play in it. The last 3 inquiries have been designed to estimate the reactions of the exhibitioners specifically sing the WTM Event. The first in this series