Touching The Void By Joe Simpson - 1197 Words

Throughout the novel, Touching the Void, the author, Joe Simpson, describes his perilous journey through the Siula Grande in the Peruvian Andes. It is through the two key turning points in the story that humanity s greatest struggles, fears, and revelations can be discovered through how Joe and Simon react in their varying situations. In the beginning, two mountaineers, Joe and Simon, venture upon the Siula Grande. After reaching the summit relatively quickly, they begin their descent without much, if any, hesitation. In fact, the top of the mountain, which is the greatest spectacle of the climb, isn’t seen as jaw-dropping by the protagonists as we think it’d be. As Joe puts it, â€Å"we took customary summit photos and ate some chocolate. I†¦show more content†¦It can be applied to any emotion in humans, including the lack of accomplishment in Joe and Simon. They need to experience the fall to appreciate the climb. Saying that, does this mean that humans are destined to fail? Afterall, it’s the only way we can learn from our mistakes and become more complex individuals. Perhaps this means that humanity can never be perfect. Maybe flaws are supposed to happen. Because, if we’d never make mistakes, there wouldn’t be any progress; and we wouldn’t have any emotional range due to things always being so perfect. So, without flaws, would we still be human? Stuck in the middle of a blizzard, Simon has to lower Joe, who’s broken his leg, down the mountain with a waist-attached rope. This goes well until Joe slips off the cliff face and is left hanging in midair, off the mountain. However, Simon just thinks it’s just taking him a long time to make his way down; it’s much different than that. As Joe puts it, â€Å"there was at least 100 feet of air below my feet!† For hours, Joe tries his best to climb back up the rope using a Prusik knot. But Simon has just about run out of patience. So, in a sudden move, he cuts the rope, causing Joe to plummet to his doom. This can show a lot about how humans react to things. Despite Simon not knowing Joe’s situation, he willingly cuts the rope without further investigation. He didn’t know whether Joe’s leg was just stuck, or whether he might’ve just had another injury. Either way, heShow MoreRelatedEssay on Touching The Void by Joe Simpson634 Word s   |  3 PagesThe subject of the book Touching The Void Is about three adventurers that climb a mountain and have something go terribly wrong. Joe, Simon, and Richard ascend the mountain in search of the summit. â€Å"Of rough walking and, and surrounded by by ice mountains.† Page 15. Richard stays at the base camp while Joe and Simon head out. â€Å"What time you’ll be back?† Richard asked. Page 20 Joe and Richard reach the summit of the mountain and on the descent Joe breaks his knee. They try to make it back down butRead MorePredicament of Climbers Simpson and Yates in Touching the Void563 Words   |  2 Pagesto give Simpson every chance to work out a solution to his predicament. However, I believe there is evidence that suggests Yates was justified by cutting the rope. This evidence is such as the fact that if Simpson had been left hanging any longer he would have died anyway, there was no line of contact between Yates and Simpson, and if Yates had of waited any longer he would have died as well. If Simpson had been hanging any longer, he would have died anyway. In the film Touching the Void (2003)Read MoreThe Environmental Sciences2282 Words   |  10 Pagesconservation. A famous climber named Joe Simpson survived a 150 ft fall on one of the most dangerous ascents of Peru’s Siula Grande. His climbing partner Simon Yates was force to cut his partners rope, because he was being dragged off the side of the mountain. In their documentary, Touching the Void, Simpson faces the camera and says â€Å"You gotta keep making decisions, even if they’re wrong decisions, you know. If you don’t make decisions, you’re stuffed.† Simpson does not blame Yates for the decisionRead MoreFundamentals of Hrm263904 Words   |  1056 Pagesglass ceiling The invisible barrier that blocks females and minorities from ascending into upper levels of an organization. WORKPLACE ISSUES If It’s Offensive . . . Sexually explicit language. Obscene jokes. Suggestive remarks. Inappropriate touching. Sharing a questionable e-mail or photo. Some employees would find some or all behaviors on that list offensive. The fact that some people are offended by some or all of the above can place those actions squarely under the heading of â€Å"sexual harassment

History Of The Financial Crisis During The Great...

HISTORY OF THE FINANCIAL CRISIS There have been many accounts on what the financial crisis was and how it started with different people giving different opinions on what caused the crisis. According to the IMF (international Monterey Fund), it is said to be the worst financial crisis since the Great depression of the 1930’s. The first claims that the chief root was government involvement in the housing market, this contribution is said to have overvalued a housing bubble and resulted in the crisis. Another attributes the financial crisis to greedy wall street bankers who intentionally influenced the financial market to take advantage of homeowners and mortgagers, deliberately making the financial system vulnerable for their personal satisfaction. A third account underlines both global economic forces and failures in U.S. policy and supervision. This account states that a high influx of money into the economy caused bankers to look for resourceful ways to make profit. This resulted in the inflation of housing prices with the hopes of reselling at a higher price between 6 months to two years. Banks also introduced an adjustable rate mortgage (sub-prime mortgages) which allowed borrowers to vary their monthly payments. That meant the overall principal grows over time, compared to normal mortgages where the balance owed reduced over 30 years to zero and the debtor owns the house and is not obliged to make any more payments. If the price of houses kept going up and the debtorShow MoreRelatedThe Great Depression Of The 1930 S1476 Words   |  6 Pagesthe great depression of the 1930’s and the great recession in the United State of America. First, I’ll make a general overview of each of these two different periods and then focus on certain specific aspects during these different times. This will include the causes to the economic recessions witnessed, impacts of the economic recessions and the solutions that were introduced. When talking about any topic regarding American history, it would be hard not to mention the 1930’s great depression. AuthorsRead MoreThe Great Depression Of The 1930s Essay1689 Words   |  7 PagesGlobal Crisis of 2008 in Comparison to the Great Depression of the 1930s Introduction The economic crisis’ of the 1930s and 2000s greatly impacted the United Sates (U.S) and the world. The Great Depression and Global Crisis were both major economic crisis’s the originated in the United States and spread to foreign markets around the world. The Great Depression is regarded as the biggest economic downturn, due to many factors like the stock market crash. The Global Crisis on the other hand, was aRead MoreThe Great Depression and Unemployment: Discussion Questions1271 Words   |  5 Pagesï » ¿Principles of Macroeconomics 1 ________________________________________________________________________ Q. 2: The Great Depression The Great Depression started in 1930 and lasted until 1939. It can be regarded as the worst depression the world has ever seen in the history. Spread across various nations, the Great Depression badly hampered each and every aspect of the economic, business, political, and social life. The most affected regions due to this economic slump were North America, EuropeRead MoreEssay on Separation of Commercial Banks and Investment Banks1309 Words   |  6 Pagesexperience of the US banking system has suggested that merge of commercial and investment banks is a better approach to achieving stability. After the global financial crisis, the American economy went into recession. The policy priority of American government was then to intervene into its banking system so as to mitigate the impact of the crisis. One advantage of the merger of banks is that it can improve the overall condition of the economy (Khan, 2012). The merger of banks unites small and weak unitRead MoreThe Great Depressio n Through The Artist s Eyes1508 Words   |  7 PagesIn 1929, the Western industrialized countries succumbed to a bleak period of time known as the Great Depression. This economic collapse, which persisted for ten long years, was preempted by the stock market crash on Wall Street, buying on credit, supply and demand along with the Dust Bowl of the Great Plains. During this economic state of crisis, the unemployment rate had risen from 3% to 25%, almost 13 million Americans were jobless. Many people could not pay their rent or mortgages. PeopleRead MoreGlobal Effects Of The Great Depression Essay1099 Words   |  5 PagesGrace Young Dr. John R. Dabrowski American History II, AMH-2020-H01 7 December 2016 Global Effects of the Great Depression When the American stock market crashed on the infamous Black Tuesday in October 1929, the resulting circumstances were felt worldwide. This crisis resulted in a devastating economic collapse. The ensuing Great Depression was in fact a global event. The world was not immediately engulfed by this wave of economic decline. The timing of economic events varied greatly among nationsRead MoreThe Cause and Effects of the Great Depression Essay1443 Words   |  6 Pagescause of The Great Depression. In fact, The Great Depression was caused by a series of factors, and the effects of the depression were felt for many years after the stock market crash of 1929. By looking at the stock market crash of 1929, bank failures, reduction of purchasing, American economic policy with Europe, and drought conditions, it becomes apparent that The Great Depression was caused by more than just the stock market crash. The effects were detrimental beyond the financial crisis experiencedRead MoreThe Crisis O f 2008 And Its Effects On The Economy1361 Words   |  6 PagesThe Crisis of 2008 has been the worst financial crisis since the devastating era of the Great Depression. The Crisis of 2008 just like the Great depression left millions of people unemployed, and homeless. After the crisis the causes were viewed like speculation, fragility of the system, and greed of the managers which adversely affected the market. The effects of a financial crisis are truly devastating to the economy, and many people that live in the country of which it occurred. There are manyRead MoreTaking a Look at the 1920s1642 Words   |  7 Pagesexceptions were the United States, which returned to the Gold Standard in June of 1919 and England, which returned to the Gold Standard in April of 1925. While the U.S. took the post –war position as the world s largest creditor and entered a period of unprecedented prosperity, England faced major financial difficulties, with a decision to maintain an overvalued exchange rate, for political reasons rather than economical reasons. The 1920s was a period of prosperity for the United States. The productivityRead MoreThe Stock Market Crash Of 19291437 Words   |  6 Pagescustomers money in the stock market (without their consent). With the stock market prices rising, everything seemed fantastic. Many believe incorrectly that the stock market crash of 1929 is the same as the Great Depression when in fact; it was one of the major causes that led to the Great Depression. At first, there was no massive drop. Stock prices began to fluctuate in September and early October of 1929, and then on October 18 the plummet began. People started to panic, and on October 24, a record

London Bridge Hospital Operational Methods and Strategies Free Essays

string(130) " is why it is essential for hospitals to start looking forward toward more sophisticated business strategies in order to succeed\." Introduction The London Bridge Hospital has many facilities like air conditioned rooms that ensure that the patients are comfortable while receiving treatment at the hospital. It is easily accessible from both the city and the southern counties. The London Bridge Hospital just like other hospitals within the United Kingdom is a large and complex organization that heavily relies on different strategies to provide good care to the patients. We will write a custom essay sample on London Bridge Hospital Operational Methods and Strategies or any similar topic only for you Order Now Healthcare operations management as a discipline integrates both qualitative and quantitative aspects of management in determining the most optimal and efficient methods of offering support to the patients in the hospitals (Teoh, Pan Ramchand, 2012, p. 588). The London Bridge Hospital uses operations management methods and strategies in understanding and improving labor productivity, shortening cycle times, improving the overall experience of patients, and reducing waiting lines. All these contribute to the overall financial health of the hospital. Operational methods and strategies in the Healthcare Industry In the healthcare industry and in particular hospitals, healthcare operations is a summation of all the functions that allow the hospital staff to offer their services to the patients in the best possible way. Chahal (2010, p. 362) says that the various transformations going on in the healthcare industry across the world are driving the people working in hospitals and other healthcare facilities to also adopt the reforms in their daily operations. The management of the London Bridge Hospital is aware of the fact that operational efficiency is critical to the success of any business organization. This is particularly so because the opinions developed by the patients on the hospital plays a big role in determining not only whether they will come back or not but also on the messages that they pass to their peers who are also potential clients to the hospital (Stock McDermott, 2011, p. 145). The London Bridge Hospital faces many different challenges that range from resource utilization, improvement of care, to lowering the costs to the patients. Reduction of the bottlenecks and implementation of solutions to the common problems are vital in ensuring the success of the hospital in both the short and long run. The hospital has both internal and external customers. The external customers of the London Bridge Hospital are the patients and other people who visit the hospital and its other premises for help. In particular it includes the patients, their friends, family members or any other representatives. Harper (2002, p. 169) says that the internal customers on the other hand are the facilities and the hospital staff. The employees of the hospital often buy products like medicine from the hospital store, come for treatment whenever they get sick and refer their friends and relatives to come to the hospital. The latter category of customers is very important in determining th e success or failure of the hospital as they are not only customers of the hospital, but also offer service to the external customers. This is why the management of the London Bridge Hospital does its best to ensure that its employees are well remunerated and have good working terms. As already outlined, the external customers are the people receiving services from the hospital. These customers expect the hospital staff to adapt a more personal approach in executing their service and willingness to keep them happy. The internal customers on the other hand expect that the different departments in the hospital should function efficiently in order to improve their work experience. For example, the central department should always ensure that all the instruments used in patient care are properly sterilized and stored in their right places (Dwyer et al 2010, p 519). They should also ensure that the doctors get the right instruments when they need them. This is an important department in the hospital as the nurses, other hospital staff and doctors depend directly on it and its efficiency has a direct impact on the external customers. Operational objectives Healthcare operations management as a discipline integrates different principles of scientific management in determining the most optimal and efficient methods in supporting the delivery of care to the patients. Although the London Bridge Hospital does not have a department named operational management, most of the positions in the hospital involve roles of coordination and execution of different operations. Nearly 85% of hospitals are nonprofit in nature as they are there to serve the community in which they operate (Dey, Hariharan, Clegg, 2006, p. 861). Some nonprofits hospitals are often exempt from paying some taxes and are not required to continuously show positive growth rates or large profit margins like is done by most publicly traded companies. However, if a hospital fails to show positive return on the capital invested then there will be negative consequences on the economy. For instance, if a hospital fails to show reasonable margins, then the public bond market (the publ ic bond market finances most of the healthcare growth today) will likely record sub-par credit ratings. Sachdeva, Williams Quigley (2007, p. 162) claim that the consequence of this is that the bonds will have poor yields hence rendering the hospitals less than stellar investments for bondholders. The limited profit margins imply that there will be little money to invest back in the business to ensure that the buildings are updated, technology innovated, equipment replaced and clinical programs continue to expand and be enhanced. Without the investments, the hospitals will lose the ability to attract the most qualified administrators and physicians and the downward spiral will continue. While some healthcare systems and hospitals at times wait for changes in public health policy to save them, some competitive and successful ones like the London Bridge Hospital act in advance in order to save their margins. The current economic climate is characterized by perpetual pricing pressures that affect the top of the line income statement. In fact more than 50% of all hospitals report negative profit margins (Sinreich, Jabali, 2007, p. 301). This is why it is essential for hospitals to start looking forward toward more sophisticated business strategies in order to succeed. You read "L ondon Bridge Hospital Operational Methods and Strategies" in category "Essay examples" The London Bridge Hospital uses differentiated marketing strategies and programs, long term planning on service lines and broader use of advertising in order to be able to succeed in its business operations. It does this in tandem with adopting broader logistical and operational techniques into the business affairs of the hospital. The London Bridge Hospital monitors and maximizes labor productivity for all the medical support and allied health professionals as a way of maintaining salary expenses. The other strategies that other hospitals have adopted but are not currently in use by the London Bridge Hospital include: Incorporation of methods of scheduling optimization and queuing theory to eliminate time wastage and cycle time out of hospitals. Incorporation of techniques of logistical and supply chain in reducing operational expenses. Elimination of excess safety stocks. General improvement on the management of the working capital. Use of technology in the automation and streamlining of all the hospital operations to reduce operational costs and maximize efficiency. The hospitals and other healthcare organizations cannot depend on the extrinsic factors like shifts in managed care market structures and health policy as tools for changing their margin potentials. Although the macro level issues are important, the organizational and micro economic issues are more important as they have a strong and direct impact on a particular organization. In fact all the microeconomic issues are a function of operational management. As such, operational management is a set of intrinsic decisions and processes that assist in addressing productivity, costs, process and technology (Ford et al 2004, p.26). Healthcare is a primary service sector because the industry provides intangible goods to the customers. The goods here cannot be seen or touched. The services provided by the London Bridge Hospital and other hospitals in the industry are somewhat unique, differentiated, knowledge based and have high levels of customer interaction (Teoh, Pan, Ramchand, 2012, p.588). There are also physical goods that accompany the service in the hospitals which the supply chain procures and replenishes. The hospitals also store medical supplies and pharmaceuticals. Therefore, in this regard hospitals have a mix of both tangible and intangible characteristics. It is these attributes that make operations management in hospitals a little different from those of other industries that strictly produce physical goods. It is in this regard that Harper (2002, p 171) defines healthcare operations management as the quantitative management of processes and supporting business systems that transform resources (inputs) into healthcare services (outputs). Inputs in this case refer to the resources and assets like equipment, labor, technology, cash, personnel and space. The outputs include actual production and delivery of healthcare services. Quantitative management uses extensive quality improvement techniques, optimization and analytical tools to drive improved results. Healthcare operations management integrates quantitative or scientific principles in determining the most optimal and efficient methods of supporting patient care delivery. Functions of Healthcare Operations Management Healthcare operational management is a relatively new field in healthcare although it has been in existence in the other industries for many years. Its scope includes all functions related to business processes and management systems that underlie clinical care. It includes physical labor, physical network optimization, workflow, process engineering, supply chain and logistics management, capacity design, staffing and productivity management (Lorence Jameson 2002, p 749). The healthcare operations and logistics management includes all the business functions that provide job opportunities for the people like administrators, operations supervisors and scheduling manager. Operations Management Objectives or Issue to consider Workflow processHow many manual processes exist? Are there ways of reducing steps, cycle time and choke points for the key processes? Can we improve speed and patient satisfaction? Are there too many departments or people performing the same task? Capacity design and planningHow to reduce bottlenecks to improve the experience of patients? In which case to increase the use of technology to improve labor productivity? Staffing levels and productivity managementHow much output to expect from the employees? Have we maximized the use of automation and electronic commerce in increasing productivity? Quality, planning and process improvementDo we know how to compare the key competitors? Do we use advanced tools for tracking projects? Have we identified the quality issues that affect the goals of customer satisfaction and efficacy? Physical layoutAre the hospital facilities designed with the consideration of traffic flow, operational efficiency and consideration of speed? Physical network optimizationHow to strategically utilize vendors and their facilities Where to strategically position the different facilities like pharmacy satellites, supplies and warehouses in order to minimize costs and resources. Supply chain and logistics managementHow much inventory needed at a particular time Whether or not to use perpetual inventory in ensuring stringent internal controls and accurate financial reporting Have we built collaborative planning and forecasting processes to standardize items and reduce total costs? The goals of operational management The operational management team in the hospital is tasked with different goals and functions in the hospital that include reduction of variability, costs, improve logistics, business processes, productivity, flow of logistics, and quality of customer service. These are explained in more details in the following sections Reduce costs The primary role of operational management is to take out the costs of the healthcare system. It finds waste, improves utilization, stabilizes and reduces the overall costs of service delivery. A hospital that has an appropriate management and tracking system with the ability to isolate material, personnel and other resources utilized for delivery of care is more likely to reduce the costs of operation because it has a good understanding of the underlying cost structure (Teoh, Pan, Ramchand, 2012, p. 591). Once the costs have been identified and all unnecessary wastes eliminated then an organization can operate efficiently. Reduce variability and improve the flow of logistics The operations management team should continually look for more efficient and optimal ways of moving both physical and information resources. This should go together with reducing variability. Chahal (2010, p355) defines variability as the inconsistency or dispersion of inputs and outputs. Variability disrupts processes because it leads to uncertainty, too few or many resources and inconsistent results. For instance, if there are 30 patients seeking treatment in a certain hospital within a specific period, and then in the following period the number doubles or triples it creates problems for the employees in terms of controlling waiting times and general management of patient flows. An improvement in flows means higher yields or throughput with the same level of resource input. Shapiro Shapiro (2003, p246) define throughput as the velocity or rate at which goods are delivered or services performed. In the hospital situation, if a hospital attends to ten patients per hour and can inc rease the number to 15 per hour then this represents a 50% improvement in throughput and logistical flow (Miller, Sumner, Deane, 2009, p. 156). In the same manner, if the number of patients in the hospital doubles and the hospital manages to maintain the same historical inventory levels of pharmaceutical supplies then this is a significant improvement in material flow owing to the higher level of capacity utilization. Resource consumption and staffing should be directly tied to workload and patient volumes (Cowen, 2008, p.410). If the number of patients increases the quantity of the resources should equally increase. Good management of this variability allows a change in staffing mix and scheduling to accommodate the changes without staffing at the low points, valleys or peaks. Improve Productivity Improving productivity means looking for higher levels of output from all employees and other assets. This ensures that the hospital is operating optimally with high levels of efficiency by not only eliminating bottlenecks but also making efficient use of the available resources within the organization (Leury, Jean-Louis, Sicotte, 2003, p58). Improve the quality of customer care Improving quality means reducing medical errors and improving the safety of the patients. Additionally, constant improvement and maintenance of high quality service levels in terms of both patient care and other business services like admissions and cafeteria is also important. In the healthcare industry just like other industries, higher quality services leads to the ability to secure higher prices and this has the effect of driving an increase in operating margins and market shares (McCue McCluer, 2008, p 36). Ensuring an improvement in the patient satisfaction levels and reducing waiting and response times simultaneously ensures that the patients get higher quality services. Continuously improve Business Processes In the highly structured organizations like hospitals, business processes often tend to be unique in all departments as they are not integrated or highly cross functional. For example the operating room of a hospital may handle the procurement of a certain good in a certain way while the gynecology department of the same hospital handles it in a totally different way. Miller, Sumner, Deane (2009, p. 110) assert that in large hospitals most departments operate as independent businesses which lead to multiple problems of efficiency. This is where operations management comes in as it ensures that efficiency and effectiveness are greatly improved in the organization. Recommended Changes From the analysis it is clear that the London Bridge Hospital is performing fairly well in terms of operational management although there are areas that the hospital management needs to work on in order to improve the general performance of the organization. First off the hospital should incorporate methods of scheduling optimization and queuing theory to eliminate time wastage and cycle time out of hospitals. Efficient scheduling and queuing methods will improve the experience of the customers by eliminating unnecessary time wastage. The hospital should also incorporate techniques of logistical and supply chain as a way of reducing operational expenses.Improved logistics and throughput in the hospital will increase the workflow and overall capacity (Noon et al 2003, p97). The London Bridge Hospital should tie staffing and resource consumption directly with workload and patient volumes. This will ensure that if the number of patients increase, then the number of resources should equ ally increase as a response. Once the hospital manages to efficiently deal with the variability in the number of patients, it will have created a change in the staffing mix and scheduling to accommodate any changes. Staffing at the peaks leads to excessive costs whereas staffing for the valleys leads to periodic long lines because of the limited resources. The success or failure of the hospital depends directly on its readiness to cope well with the valleys and peaks without disrupting the normal flow of operations. This is where technology comes in as it automates most if not all of the manual processes. It also improves transaction processing capabilities and the quality of analysis, reports and organizational decisions. This will alter all the economics of the hospital because mechanization allows for faster production and delivery using relatively less resources. Substituting capital or technology for labor especially in the department of business support services will reduce tr ansactional and processing costs in the long run. As such, the role of technology in enhancing productivity is one which the London Bridge Hospital should take into consideration. Conclusion Although operations management is a relatively new phenomenon in the healthcare industry compared to the other industries, it is important to the industry because hospitals face the same challenges just like the other business organizations. The London Bridge Hospital is already making use of most of the principles of operational management although it still needs to implement some changes in its way of operation as highlighted in the discussion. These changes will ensure that the hospital continues to perform well both in the short and long run. Hospital operational management will help the London Bridge Hospital to deal efficiently with the challenges that it is currently facing. Additionally, this paper has shown that the manner in which the hospital responds to the valleys and peaks is critical to its performance. Hospital operational management has the solution for this as it puts in place mechanisms that ensure that the organization makes optimal and efficient use of its resour ces to achieve the best results without any shortages or wastages in terms of resource allocation and utilization. Bibliography Chahal, H. 2010, â€Å"Two component customer relationship management model for healthcare services†, Managing Service Quality, vol. 20, no. 4, pp. 343-365. Cowen, M.E., M.D., Halasyamani, L.K., M.D., McMurtrie, D., M.D., Hoffman, D., R.N., Polley, T., M.D., Alexander, J.A., PhD. Banko, P.D., F.A.C.H.E. 2008, â€Å"Organizational Structure for Addressing the Attributes of the Ideal Healthcare Delivery System/PRACTITIONER APPLICATION†, Journal of Healthcare Management, vol. 53, no. 6, pp. 407-18; discussion 419. Dey, P.K., Hariharan, S. Clegg, B.T. 2006, â€Å"Measuring the operational performance of intensive care units using the analytic hierarchy process approach†, International Journal of Operations Production Management, vol. 26, no. 8, pp. 849-865. Dwyer, Alison J, MBBS, MBA, MHSM,F.R.A.C.M.A., F.C.H.S.M. 2010, â€Å"Medical managers in contemporary healthcare organizations: a consideration of the literature†, Australian Health Review, vol. 34, no. 4, pp. 514-22. Ford, R., Boss, R.W., Angermeier, I., Townson, C.D. Jennings, T.A. 2004, â€Å"Adapting to Change in Healthcare: Aligning Strategic Intent and Operational Capacity†, Hospital topics, vol. 82, no. 4, pp. 20-9. Harper, P. R. (2002). A framework for operational modeling of hospital resources. Health Care Management Science, 5(3), 165-73. Leury, M., Jean-Louis, D. Sicotte, C. 2003, â€Å"The role of regional planning and management strategies in the transformation of the healthcare system†, Health Services Management Research, vol. 16, no. 1, pp. 56-69. Lorence, D.P. Jameson, R. 2002, â€Å"Adoption of information quality management practices in US healthcare organizations: A national assessment†, The International Journal of Quality Reliability Management, vol. 19, no. 6, pp. 737-756. McCue, M.J. McCluer, R.F. 2008, â€Å"Financial and Operational Ratios for Bond-Insured Hospitals†, Hospital topics, vol. 86, no. 1, pp. 37. Miller, W.J., Sumner, A.T. Deane, R.H. 2009, â€Å"Assessment of Quality Management Practices Within the Healthcare Industry†, American Journal of Economics and Business Administration, vol. 1, no. 2, pp. 105-113. Noon, C.E., Hankins, C.T., Cote, M.J. Lieb, M. 2003, â€Å"Understanding the impact of variation in the delivery of healthcare services / Practitioner application†, Journal of Healthcare Management, vol. 48, no. 2, pp. 82-97; discussion 97-8. Sachdeva, R., Williams, T. Quigley, J. 2007, â€Å"Mixing methodologies to enhance the implementation of healthcare operational research†, The Journal of the Operational Research Society, vol. 58, no. 2, pp. 159-167. Shapiro, J. Shapiro, R. 2003, â€Å"Towards an improved collaboration model for the national healthcare system in England and Wales: A critical and constructive approach using operational research†, Logistics Information Management, vol. 16, no. 3, pp. 246-258. Sinreich, D., Jabali, O. (2007). Staggered work shifts: A way to downsize and restructure an emergency department workforce yet maintain current operational performance. Health Care Management Science, 10(3), 293-308. Stock, G.N. McDermott, C. 2011, â€Å"Operational and contextual drivers of hospital costs†, Journal of Health Organization and Management, vol. 25, no. 2, pp. 142-58. Teoh, S. Y., Pan, S. L., Ramchand, A. M. (2012). Resource management activities in healthcare information systems: A process perspective. Information Systems Frontiers, 14(3), 585-600. How to cite London Bridge Hospital Operational Methods and Strategies, Essay examples

Process free essay sample

The Process Essay ? You will be writing an essay that explains some sort of process. You will need to think carefully about your topic. Write a five paragraph essay explaining how to do something. Use steps to explain the process. Your goal is to make the explanation so detailed and clear that anyone could pick up your essay, follow the steps, and complete the process correctly. Please aim for a full and interesting introduction, not just one or two sentences. Remember, your thesis statement will come at the end of your intro. ? Remember, thesis statements are different depending on what type of essay you are writing. For the process essay, your thesis statement may look like one of the following: ? Some common transitional words and phrases used for the process essay: Firstlastlyfor example Secondfinallyconsequently Nextalso Thenin addition ? Divide your three central paragraphs into organized steps.It is fine if you have more than three steps to your process; your job is to divide all steps into three clearly written and well organized paragraphs. You must plan it ahead of time. The exact time will depend on a lot of inconsistencies that take experience to manage. Find a source or talk to your butcher. The breed of the pig doesn’t really matter, but find out the cost, and make sure you know how many guests are coming to your party. If you have ten to fifteen guests, then you will need at least a thirty pound pig, and when you are ordering a larger roasting pig, you will need to figure two pounds per person. According to my source, typically, a dressed pig that weighs less than a hundred pounds will cost two dollar and fifty cents per pound, and a live pig costs one dollar and fifty five cents per pound. The dressed pig costs more than the live pig, and for a good reason. If you are the type of person who can handle the job, and have an â€Å"iron gut†, you are more than welcome to choose the live pig. But, if you are like me, and don’t want to go through the disgusting process of slaughtering, dressing, and removing the organs and intestines, then I strongly suggest buying a pig that is already clean. It will save you time and energy. My plan is to invite thirty to thirty five people for my party, and to make sure that I will have enough, I need at least a seventy pound pig, which will cost me one hundred seventy five dollars. It might not sound very expensive to you, but in the Philippines, it is lavish! You can buy at least two whole live pigs for that same amount of money. The next step is to prepare the pig pit and the rotisserie. When making your own pig pit, make sure the ground is level. Clear the area by removing the grass, and then prepare an all dirt or sand base at least two to four inches thick. Keep the pit at least twenty feet from the house, and make sure to keep a fire extinguisher on hand in case there is a grease fire. It is better to be safe than sorry. I’m assuming everyone knows how to make a fire. All you need is a lighter, a newspaper, and a lot of charcoal or wood. When buying a rotisserie, make sure that it is strong and sturdy, and it is weight tested for more than what your pig weighs. This is very important. You will use it to lift the whole pig into position over the fire. To get the perfect, crunchy, and tasty lechon, you need to brine the pig for three days and marinate the pig for two hours to give it extra flavor, and to tenderize the meat at the same time. When brining the pig, use a generous amount of kosher salt for brining the skin, and instead of using water, use coconut water for rinsing the salt. Coconut water has a little sweetness, and that will add extra flavor to the skin. Use a clean fifty-to-seventy-gallon drum, add the brine mixture with five gallons of water, and stir the mixture with a paddle until the ingredients are dissolved. Add the pig, tail down, to the drum; add water until the entire pig is submerged. Then you can add two to four bags of ice to the drum. For a whole pig, you will have to leave the pig in the brine for two days. Remove the bags of ice and replace it after every twelve hours. When marinating the pig, you will need six heads of garlic peeled and minced, two ounces of cracked black pepper, twelve large finely chopped onions, two pieces of fresh ginger root each the size of your hand peeled and crushed, five cups of lemon juice, a handful fine chopped scallions, two cups of vinegar, six cups olive oil, and one liter soy sauce to marinate the entire pig. Mix all the ingredients the day before and stir often. Rub the mixture generously inside and outside of the whole pig. You don’t have to marinate the pig for several hours, two hours before the roasting process will be enough. Do not presume that after marinating and brining the pig, you can start cooking it. We are not quite ready yet! Adding a substantial amount of stuffing ingredients such as salt and pepper, two bunches of thyme and rosemary, a fistful of scallions, three heads of minced garlic, five large chopped onions, three sliced lemons, a handful of lemon grass, and adding twenty plantain or potatoes will provide an aromatic and scrumptiously flavored meat. Set aside the stuffing ingredients and ask for help to do the next step. Remember, the whole pig is quite heavy, so you will definitely need extra help do it. Using a bamboo spit (traditionally used in the Philippines), or a solid metal rod, pierce the pig from the mouth to the anus. Once you have completed the process, you can generously add the stuffing ingredients in the cavity, fill the whole body cavity, and slice a thin layer in between the rib cage and the skin section using a sharp knife; then fill the area with a fistful amount of rosemary, thyme and lemongrass. After successfully stuffing the pig, apply the trussing procedure by sewing the abdomen area together using a heavy-duty kitchen twine or wire to keep the stuffing intact, and secure the head and both feet of the pig tightly. Start your fire at the maximum temperature of three hundred fifty degrees Fahrenheit, and gradually adjust it to a low temperature of between one seventy five and two hundred degrees, because we don’t want to overcook the skin. Shuffle the coals around so they all light evenly. Also, keep adding charcoal to maintain the fire and the temperature. Roast the whole pig for a long period of time (five to twenty four hours depending on the weight), constantly turning the rotisserie and brushing the skin with olive oil to develop a nice brown color. Be patient! Most importantly, make sure that the entire body of the pig reaches at least one hundred ninety degrees Fahrenheit. The hindquarters and shoulders will be the last portions to completely cook. Whole pig roasting is extremely hard to get right because the cooking time varies depending on the weight of the pig and temperature outside. It may take longer than what you expected depending on the weather forecast, you might want to look at the weather ahead of time so you will be prepared. The challenge with the whole pig is that there are so many muscles of different thickness with different degrees of fat. The longer the pig is cooked, generally, the better it will turn out. Cook the seventy pound pig about five to ten hours, and watch out for the dripping fat, brush off the fat before it drips down on the coals. It can cause a grease fire that can easily engulf the whole pig. I’m sure you don’t want the whole pig to go to waste and be in the news or on a YouTube video, â€Å"a pig roast gone wrong†, right? It is good to have the fire extinguisher on hand for precaution in case it happens. Keep an eye on the proceeding! After about sixty minutes, sooner if necessary, start another half bag of coals on the side, and add the hot coals as needed before the temperature starts to drop. You want to try to keep the temperature as steady as possible at two hundred degrees. Keep a snack and a bottle of water with you, or a beer, but don’t drink too much, so you won’t feel drowsy; stay awake! However, if you need to leave for a valid reason, make sure that somebody will keep an eye on the pig, and continue the procedure. But you can’t rush the process or predict the time it will be ready to eat. You will know it is done when it is done. It will be ready when it is ready. And to make sure that it is fully cooked, you will need a meat thermometer to test the meat. When it is ready, put a layer of foil in the table (if you don’t have a lechon platter, which is big enough to hold the whole pig) and serve the pig. I prefer to serve the sauce on the side so people can taste the different meats infused with the aromatic flavor of the spices. That way I can offer several kinds of sauce, a citrusy soy â€Å"calamansi† sauce, a traditional Filipino barbeque sauce. To make it, mix soy sauce, hot red pepper, vinegar, and calamansi, a native citrus plant in the Philippines. Sweet and chili sauce, and the famous â€Å"Mang Tomas† sauce, a popular brand name of all-purpose sauce that every Filipino loves, made from water, sugar, breadcrumbs, vinegar, salt, spices, pepper, and liver. In order to find out whether the lechon is perfectly cooked, take one bite of the skin. When you hear the crackling, crispy sound, you know it’s ready! Try to pull out one part of the ribs, and when you notice the moist luscious texture of the meat, and delightful aroma of the spices that is making your mouth water, you know it will be scrumptiously delicious! Grab a bowl of hot, steamed rice and a chilled beer, and enjoy your meal!