Furthermore, with death being the most common element of gothic literature, it is simple for the reader to sense the horror when it occurs in a story. Thus, the author accomplishing one element of gothic fiction. The Victorian gothic story Carmilla, is written in first person narrative as the antagonist is explaining her occurrences with the evil protagonist of the story; Carmilla. Camilla has a strange desire for death as she states: “Why, you must die–everyone must die” (Le Fanu 11). Le Fanu show uses the main gothic concept death, all while portraying vampirism through Carmilla. The death of young girls in his story occurs four times, one of which is immediately introduced at the beginning of the story, when the general’s daughter dies:
Catheter related bloodstream infections are not only responsible for prolonged hospital stays and increased hospital costs, it is also responsible for increased mortality of the hospitalized patients. According to Centers for Disease Control and Prevention (2017), an estimate of 30,100 central line-associated bloodstream infections (CLABSI) occur in intensive care units and wards of U.S. acute care facilities each year. CLABSI is a serious hospital-acquired infection that occurs when bacteria enters the bloodstream through central venous catheters. CLABSI is preventable as long as health-care personnel practice aseptic techniques when working with the catheter. A blood culture swabbed from the tip of the catheter is needed to confirm the
Patient safety and hospital acquired infections (HAI) are deemed highly important in the health care setting. My organization uses quality indicators pulled from EPIC, which is our health information system, to ensure we are meeting regulations for catheter associated urinary tract infections (CAUTI). Data includes rates of infections, length of foley catheter placement, reasons for foley placement, as well as facility specific documentation that is used to aide in the prevention of CAUTI. By pulling this data, one could identify trends affecting rate of infections. This may lead to a change in policy or procedure that can improve the rate of infections for those patients with foley catheters. Thus decreasing the percentage of HAI’s for
1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).
The use of the competing values framework was demonstrated through Ralph Langley’s management style. He leveraged the four distinct models collaboratively as he led the production staff of the nuclear assembly room. His management approach help lead to the following: an increase in profits for the tube manufacturing operations, team cohesiveness amongst the production staff, individual ownership and problem solving during the production process, staff pride in meeting production goals and deadlines, and respect as well as admiration for management in the assembly room. The current positive direction of the nuclear assembly room staff under Langley’s leadership was in contrast to the department two years prior to him assuming the role as general foreman. It can be concluded that Langley displayed mastery of the competing values framework within the scope of his role as general foreman for the assembly room at American Radiatronics. He was able to develop a word class staff that was able to work as a team to accomplish the goals of the production unit and the company.
Cross-cultural differences can also be blamed for some of Dick’s problems at the Modrow plant. He had requested a transfer back to the United States and was instead appointed as plant manager in Canada where he was once again thrown into a different culture and expected to adapt. Scholars have blamed a lot of managers’ problems in cross cultural situations
General Motors is now known as the culture that stopped acknowledging problems. Employees knew there was a problem but problems were not acceptable. They were ignored. Employees were faced with getting fired if they discuss safety or quality issues. In fact some of GM’s employees knew that the recall of 2.6 million vehicles was for an ignition switch defect. The recall resulted in 13 people losing their lives. Several committee groups reviewed the issue and failed to take action. Later an investigation was completed and everyone involved had a responsibility to fix the problem but no one took responsibility. Bill McAleer a former employee of General Motors worked on the assembly line back in 1968. McAleer wrote a letter to General Motor board
Colistin is a type of polymyxin, which are cyclic lipopeptides typically with the structure below. Each type of polymyxin is characterized by distinct amino acid residues present at positions 6 and 7. In colistin, also known as polymyxin E, a D-leucine is present at position 6 while position 7 contains a leucine residue. Colistin contains 13 stereocenters.11
In the subsequent discussion, the GM Corporation will be analyzed by a team of Grand Canyon University (GCU) students. Deficiencies within the four functions management that led to the faulty ignition switch difficulty and GM recalls will be identified. Organizational structure and structure changes post recall will be assessed. GM’s organizational design type will be evaluated. A strategic, tactical, and operational plan will be discussed to assist in future GM success. Culture analysis at the time of the recall compared to GM’s current culture will be presented. The four steps of the control process, how GM managed these steps, and suggestions for future changes in approach will be conversed. Lastly, principles that GM should consider to assure being a servant leader in the automotive industry will be offered.
The ways in which the Lincoln Electric Company identifies with an innovative culture are most prominently explained by the following facets: not having a traditional hierarchy, and utilizing an open-door policy when it comes to problem resolution. As explained in the Organization Structure section of the Case Study, “personnel are encouraged to take problems to the persons most capable of resolving them [open door policy]” (Sharplin, 1989, pg. 7, para. 1). In the same section, Sharplin also mentions that, “Lincoln has never had a formal organization chart… [but] position titles and traditional flows of authority do imply something of an organizational structure… [thus determining] that production workers have two or, at
When reflecting on the history of Ford Motor Company, the name Henry Ford is synonymous with the success of the company. Henry Ford created a culture of innovation and creativity (Brady & Haley, 2013), and also one in which he doubled workers’ wagers to further highlight them as valuable assets to the company (Harnish, 2012). However, by 2006, the culture that Henry Ford created had drastically changed and the company was facing potential bankruptcy. To recreate the once powerful culture of Ford, Alan Mulally was brought in as CEO to overcome the dysfunctional culture and was able to prevent the company’s downfall (Brady & Haley). The following will outline the changing culture that Mulally created.
Ambitious GE managers kept their ties knotted and their mouths shut. The mounting expense of this bureaucracy was a major reason GE became a high-cost producer, vulnerable to foreign competition. The complex interaction of GE’s culture, organization, and bureaucracy created a symphony of not-so-subtle signals that taught GEers how to behave. But as Jones realized, behavior that has been appropriate in 1878--or even 1978--might prove disastrous in the 1980s. In an attempt to ensure fair treatment of its workers, GE had assigned all employees to one of twenty-nine civil service style levels of rank.
In this book, Dr. Liker explains the management systems, thinking, and philosophy behind Toyota’s success, providing valuable insights which can be applied to any business or situation. Professor Liker has uniquely explained the broader principles at work in the Toyota culture. The Toyota Way is divided into three parts. Part one introduces the present success and history of Toyota. It describes how Toyota Production System evolved as a new paradigm of manufacturing, transforming business across industries. In part two it covered 14 principles of the Toyota
A web-enabled platform was introduced, which was integrated with group-work, whereby the specially-trained ‘coach’ of the group could relay feedback and advice to participants. Bajer, the specialist who came in to aid the process, noted that after 100 days new behaviours and new ways of doing things had formed, with new language coming with this. Employee engagement, measured each year, was at an all-time high. The message that was taken from this was ‘it is possible to change the culture of an organisation... no matter how challenging it might seem at the start’ (Losada and Bajer, 2010). Similar success can be seen with NUMMI, a joint venture between General Motors and Toyota, outlined by John Shook (2010). What was seen here mainly affected the chronically under-performing Fremont plant of GM, but did have significant effects across the company. Previously there had been a culture upon which management had no control over. Quality had been known to be sabotaged and absenteeism often reached 20%; more than anything the culture was ‘anti-General Motors’. However, after the majority of workers were sent to Japan for training and then the adoption of not only Toyota’s stop-the-line production system1, as well as some of their key principles, a mutual trust was formed and the culture was reformed. Toyota’s ‘Respect for People’ tenet (Shook, 2010) summarised the vast change that had
General Motors is a multinational corporation engaged in operations, worldwide. GM strives to be the world leader in transportation products and associated services. Over the years, General Motors has suffered tremendous losses. In efforts to deal with those losses, GM impacted various stakeholder groups. This placed an emphasis upon the impact of foreign automakers within the industry, especially Toyota. The role of the UAW and what U.S. automakers need to do to regain competitiveness was also thoroughly explored. This report analyzes the underlying cause, stakeholder’s perspective, the difficulty of remaining a strong contender in a highly competitive industry, what GM did in response, and the significance of effective strategic planning.