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Radiographic Modalities in Detecting Suspected Child Abuse

Share this: Facebook Twitter Reddit LinkedIn WhatsApp The actions individuals take against a child in order to inflict emotional or physical harm are, unfortunately, limited only by the imagination. Child abuse has been formally defined as the shaking, punching, battering, hitting, poisoning, scalding or burning, suffocating or drowning a child and/or otherwise participating in actions that lead to the child’s physical harm (Safeguarding Children 2006). As of the last several years, the definition of child abuse has also integrated the failure to prevent harm to a child (Safeguarding Children 2006). In 1946 paediatric radiologist John Caffey first utilised radiographic images in the diagnosis of child abuse when fractures of the long bones were accompanied by subdural hematomas (Longman, Baker
SPA 101 GCC Spanish Composition Completing Sentences & Composition Flow Worksheet.

Spanish 101Composición 5ConectadosCapítulo 5Hoy y el fin de semana pasadoDirections:Answer the following questions in order. Be sure to use complete sentences (subjectand verb), punctuation, and accent marks. Begin each sentence with a capital letterand use end punctuation. Watch for agreement! When you have finished, you will havecompleted an interesting essay about your daily routine and what you did last weekend.Write 100-120 words. Use the verbs and vocabulary from Chapter 5. Use more thanone sentence to develop your answers for each question. Use the present tenseand the preterite tense.Use at least five connectors to help your composition flow. Your instructor will also provide you with a more comprehensive list.primero-firstluego-then, latertambién-alsode hecho-in facta mi parecer-in my opinionasí que-so, thereforeya que-since/seeing thatsin duda-without a doubtpor ejemplo-for exampleademás-besides/furthermorefinalmente-finallyantes de + infinitive- before (action)en conclusión-in conclusiondespués de + infinitive- after (action)1. ¿Cómo te llamas y de dónde eres? ¿Cómo es un día típico entre semana (during the week)…por la mañana? …por la tarde? …por la noche?2. ¿Dónde estudias? ¿Qué cursos llevas? ¿Estudias los fines de semana?¿ Qué haces cuando tienes tiempo libre?3. ¿Cómo es tu casa? ¿Cómo es tu cuarto? ¿Cuándo tienes que limpiarlo?4. Cuando estás de vacaciones, ¿qué actividades te gusta hacer? Menciona 5 actividades5. ¿Qué ciudades grandes te gustan ? ¿Qué ciudades, países o lugares quieres visitar ? Since you will now start another paragraph using the past tense (the preterite), use a connector to transition into another idea.para continuar-to continuecon respecto a-with respect to/regardingen cuanto a-regardingcomo-as/in as much aspero-but6. ¿Qué hiciste anoche? ¿Hiciste los quehaceres?7. ¿ Qué hiciste el sábado pasado? (Usa: primero, luego, después y finalmente)8. ¿ Qué hiciste la semana pasada? ?Trabajaste o estudiaste? (Write 3 actions you completed last weekend.)9. En conclusión, cuál es tu día favorito de la semana? ¿Por qué?Chapter Composition RubricChapter Composition RubricCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeTask completion, organization and development6.0 ptsExceeds expectationsAll parts of the task were completed fully and organized appropriately. Demonstrates special creativity5.0 ptsMeets expectationsAll parts of the task were completed fully and organized appropriately4.0 ptsAlmost meets expectationsMost or all parts of task were completed in a basic way2.0 ptsDoes not meet expectationsSeveral parts of the task were not completed or were unclear0.0 ptsNo Points awardedDid not turn in6.0 ptsThis criterion is linked to a Learning OutcomeUse a range of vocabulary6.0 ptsExceeds expectationsA wide variety of words; many new words from the lesson; a very detailed response.5.0 ptsMeets expectattiosA variety of appropriate words; many word from the lesson4.0 ptsAlmost meets expectationsA basic range of vocabulary; some new words from the lesson2.0 ptsDoes not meet expectationsTargeted language structures not used, or used incorrectly most of the time; or, errors cause many problems in communication.0.0 ptsNo Points awardedDid not turn in6.0 ptsThis criterion is linked to a Learning OutcomeAccuracy and range of grammatical structures6.0 ptsExceeds expectationsHighly accurate use of any targeted language structures. Few errors in other basic structures.5.0 ptsMeets expectattiosMostly accurate use of any targeted language structures. Errors in other basic structures do not cause miscommunication.4.0 ptsAlmost meets expectationsDemonstrates awareness of any targeted language structures but makes many errors. Some errors cause miscommunication or confusion2.0 ptsDoes not meet expectationsSome gaps in vocabulary with few to no new words; or, much incorrect usage; or, recourse to English0.0 ptsNo Points awardedDid not turn in6.0 ptsThis criterion is linked to a Learning OutcomeFor written responses; spelling, accents, and punctuation6.0 ptsExceeds expectationsNo errors or only a few minor errors5.0 ptsMeets expectattiosSeveral minor errors.4.0 ptsAlmost meets expectationsDemonstrates awareness of writing conventions, but makes many errors2.0 ptsDoes not meet expectationsWork is dominated by writing errors.0.0 ptsNo Points awardedDid not turn in6.0 ptsTotal Points: 24.0
SPA 101 GCC Spanish Composition Completing Sentences & Composition Flow Worksheet

DQ Community. I need help with a Nursing question. All explanations and answers will be used to help me learn.

Answer the following questions;

Explain and give some examples of the concepts of community mental health and discuss the importance of community mental health promotion in special populations.
Describe the biological, social, and political factors associated with mental illness.

Describe different types of evidence-based treatment for mental disorders, including the use of psychotropic medication management, community case management, and crisis intervention. Give at least one example

4. Describe the role of mental health nurses in the community.
DQ Community

Difference between monetary and fiscal policy

The main and most obvious difference between monetary and fiscal policy is that monetary policy is set by the central bank and fiscal policy is implemented by the government. In the case of the UK, monetary policy is decided upon by the Bank of England which since 1997 has been independent from the government. It would be worth considering the two types of economic policy in more detail now before turning to look at how they can be used to help meet macroeconomic government objectives. Monetary policy is the attempt to control macroeconomic variables through the setting of interest rates. It is a rather blunt policy tool as its effects can be felt throughout the economy as a whole. By changing interest rates, the Bank of England is trying to influence the overall expenditure in the economy as well as controlling inflation. Reducing interest rates makes borrowing the more attractive alternative to saving which then leads to more spending in the economy. Lowering interest rates can also make assets such as property increase in value which also leads to more spending as homeowners extend mortgages and consume more. By cutting interest rates, it is hoped that this increased spending feeds through to output and then to employment. Increasing interest rates on the other hand, has the opposite effect by making saving more attractive than spending and therefore overall spending in the economy is reduced. Fiscal policy is controlled by central government. It can be defined as, “a government’s program with respect to (1) the purchase of goods and services and spending on transfer payments, and (2) the amount and type of tax” (Samuelson and Nordhaus, 1998). It involved the government changing levels of taxation and spending in order to influence the level of aggregate demand (AD). The purpose of fiscal policy is to reduce inflation, stimulate economic growth and to stabilise this growth and avoid periods of ‘boom and bust’ which characterised the economy during the 1980s and early 1990s. If monetary policy is described as a blunt instrument then fiscal policy is a precision tool that can target particular sectors of the economy and population in order to achieve the desired economic changes. Both these different types of policy are working towards achieving different macroeconomic objectives. It would be worth looking at these in greater detail now. There are four major macroeconomic objectives that any economic policy should be working to achieve. These are full employment; price stability; sustainable economic growth and; keeping the Balance of Payments in equilibrium. These four different objectives compete with each other and all achieve different levels of importance depending on the priorities of the government. During the 1960s, the Balance of Payments took centre stage. This was before the global economy made operating with a deficit a viable and sustainable option. Nowadays most governments operate with a budget deficit and the balance of Payments is no longer seen as a top priority for the government. In 2007/2008 the UK government showed a deficit of £38.7 billion which is around 2.7% of gross domestic product (GDP). The general government debt is around £614.4 billion which is around 43.2% of GDP (ONS, 2008). In the 1960s such levels of debt would be unthinkable but now they are just part of a global reality. In order to implement social programs and fulfil spending promises, the government is forced to borrow from global institutions. This has become a global reality. These current times of economic uncertainty only increases the amount of borrowing by governments all over the world. Full employment enjoyed similar prominence in the period after the war until the 1980s. Full employment meant that more people were contributing to the economy both in terms of output and through taxation. It also meant that the government had to spend less on social programs. This full employment was aided by a largely industrial economy which started to decline in the 1980s. Thatcher wanted to restructure the economy to make it more efficient and move it away from its industrial base. Full employment is still an important objective and it is one that is gaining prevalence again but during this current recession it isn’t a realistic prospect. The current rate of employment stands at 74.1% (ONS, 2009) which is a slight decrease on the previous year. However, as the recession deepens, it is expected that this number will fall even further. Perhaps the most two important objectives for the government at present are sustained economic growth and price stability by keeping inflation low. The government is trying to foster sustainable growth in the economy which means growth without inflation. However, the past year has seen the UK economy slip in to a recession, making any sort of growth impossible. During this recession the level of inflation has fallen but this has not translated into economic growth. It was hoped that that low inflation would mean that spending would increase. However, the current economic climate has seen prices fall so much that consumers are now waiting to see if prices fall even further before spending (Monaghan, 2009). This essay will now turn to look at how the use of monetary and fiscal policy can be used to achieve these macroeconomic objectives. Perhaps one of the most significant changes that the current government introduced was giving the Bank of England independence when it comes to setting interest rates. Before the government was dictating both monetary policy and fiscal policy. The Monetary Policy Committee (MPC) is now tasked with maintaining price stability and also supporting the government in meeting its objectives for growth and employment (Budd, 1998). The government still sets the goals of monetary policy but it is up to the Bank of England to decide how best to achieve this through. The independence of the central bank is considered important for a number of reasons. Firstly, politicians are not experts when it comes to monetary policymaking. Secondly, central banks are more likely to have the interest of the country at heart rather than politicians who may be motivated by implementing populist policies for the sake of winning votes. Thirdly, politicians are unlikely to want to keep to monetary policies when they have adverse affects like high unemployment, although this wasn’t the case with Thatcher. The final argument for having an independent central bank is that countries that have them tend to have lower levels of inflation (Alensina and Gatti, 1995). This essay will now look at how the MPC goes about meeting it’s objective of maintaining price stability. The present recession has forced the committee to consider radical solutions to the unique problems that the economy is facing. For the past year, the bank has cut interest rates on six consecutive occasions to the current record low of 0.5%. It was hoped that cutting interest rates to this level would stimulate spending in the economy and that this would translate to economic growth and would keep inflation at the. However, this has not happened because the banks have stopped lending the money usually required to facilitate the spending. This has forced the Bank of England to consider other options. One such measure introduced in the past month was quantitative easing. This idea is the equivalent of printing up large amounts of money, in the case of the UK it is estimated to be about £75 billion, and throwing it out of a helicopter so that the people below could pick it up and spend it (Elliot, 2009). This is a rather simplistic view of what the Bank of England is trying to achieve. This £75 billion will be used to buy government bonds and corporate debt over the next three months. By exchanging these bonds for cash that the bank has printed, it is hoped that this will increase the flow of money in the economy. With more cash, banks should start lending once again to other banks, businesses, and customers. This will increase spending in the economy which will lead to economic growth. However, the success of this measure rests on whether customers still want to borrow. The popular conception amongst the public is that we are in this position because we borrowed way above our means. It remains to be seen if once credit is made available again by banks whether people will take it up again. If they don’t, then the banks will be awash with money that will be doing nothing and this will not lead to economic growth but rather to inflation. The Bank of England has to achieve a fine balance. It has to provide enough money to banks to encourage them to lend again at competitive rates but it also has to make sure that there isn’t a surplus of money that will send inflation out of control (Kollewe, 2009). Beyond cutting interest rates and printing there is little more that monetary policy can offer to delivering macroeconomic objectives. This essay will now look at how fiscal policy delivers macroeconomic objectives. Fiscal policy can be more fine tuned to target particular sectors of the economy and the population. It does not take the rather blanket approach taken by monetary policy. Perhaps the most effective fiscal policy to achieving macroeconomic objectives is through borrowing and taxation. For example, the government recently cut the lower starting rate of income tax. This encourages people on lower incomes to work more hours because they will be able to keep more of what they earn. This they can either spend or save, based on the level of inflation that is determined by monetary policy. Another measure introduced last year by the government was the 2.5% reduction of the rate of VAT. This was introduced at the end of last year as a way of boosting spending, especially in the run up to the busy Christmas period. However, this has not had the desired effect on household spending which is at it’s lowest level since 1991 (ONS, 2009). It could be argued that fiscal policy is not as much use as monetary policy to meeting macroeconomic objectives at the present time. The government is trying to stimulate spending in the economy by borrowing more money in order to fund tax cuts and increased spending in social programs. However, the effect of this may be that people are realising that they may face a higher tax burden in the future because of this increased spending and so are saving more in anticipation of this. The government is presently pumping money into sectors of the economy that provide large numbers of jobs. For example, it has just stated that it is prepared to make up to £2.3 billion available to car manufacturers. The Business Minister, Ian Pearson, stated that this level of investment was necessary to, “ensuring the industry comes out of the current downturn with the skills and technology needed to be competitive in the global automotive market”. However, the success of this initiative again rests with the consumer. Will they want to borrow to finance things such as cars in the future? The car industry may be facing a downturn that will not recover after the recession. Because the economy is at present shrinking it means that the government is not getting as much income from tax revenues because less people are in work and those working aren’t getting as much. Welfare spending has had to increase to make sure that the standard of living does not fall in the UK. Those who have lost their jobs as a result of the recession have to be provided for by the state. All of this contributes to a much larger deficit which doesn’t fit in with meeting macroeconomic objectives. With the global economic situation seemingly changing on an almost daily basis, it is hard to judge just how effective monetary and fiscal policies are in meeting macroeconomic objectives. It is also hard to judge which is the most effective way of delivering these objectives. This essay would argue that both policies are fairly weak at the moment. In order for monetary policy to work, it requires people to have the confidence to spend knowing that money is always going to be available to them. This could be just a person buying goods in the high street or a business buying services from another business. It would seem that UK consumers are willing to hold on to large quantities of money, even though the central bank has lowered interest rates to such an extent that it makes saving a very unattractive option. Consumer confidence is low, and when it is low people tend to hold on to their money rather than borrowing more. It remains to see just how effective this quantitative easing will be. In many ways it seems that fiscal policy is working against monetary policy at present in achieving macroeconomic objectives. While on the surface it seems logical for the government to be borrowing big in order to fund tax cuts and create jobs, many people see this borrowing as storing up problems for the future because all this borrowed money will have to be repaid at some point. This means that people are saving more instead of spending which the government wants us to do to meet the objective of growth in the economy. In a growing, sustainable economy, both monetary and fiscal policy should serve to benefit each other and they should work for each other in achieving macroeconomic objectives. In a receding economy such as is being witnessed in the UK, there needs to be a delicate balance struck between the two. It would seem that this balance has yet to be achieved and at present they are fighting against each other. Bibliography and References Alensina, A. and Gatti, R. (1995). How independent should central banks be?, The American Economic Review, 85(2), 196-200. Budd, A. (1998). The Role and Operations of the Bank of England Monetary Policy Committee, The Economic Journal, 108(451), 1783-1794. Dunkley, J. (2009). UK given approval for £2.3bn auto bail-out, The Telegraph, 28 Feb. Elliot, L. (2009). Quantitative Easing, The Guardian, 8 January. Monaghan, A. (2009). UK inflation falls to lowest in lowest in almost 50 years, The Telegraph, 17 Feb. Kollewe, J. (2009). Bank of England cuts rates to 0.5% and starts quantitative easing, The Guardian, 5 March. Moore, E. and Warwick-Ching, L. (2009). Rate cut brings more misery to savers, The Financial Times, 5 March. Office for National Statistics (ONS) (2008). UK Government Debt and Deficit [online] Available from: http://www.statistics.gov.uk/cci/nugget.asp?ID=277 [Date accessed: 10 March 2009] Office for National Statistics (ONS) (2009). Employment [online] Available from: http://www.statistics.gov.uk/cci/nugget.asp?ID=12 [Date accessed: 10 March 2009]

Discuss Four Models Of Strategic Change Business Essay

best assignment help Discuss Four Models Of Strategic Change Business Essay. Now-a-days all organizations are facing a variety of challenges caused by change in internal and/or external environment of the organization. Change itself is changing at ever increasing rate resulting in uncertainty and insecurity. For organizations to carry through growth and development stage need to have a proactive approach to strategic change management. There are many theories about how to “manage” change. John P Kotter, Leadership and change management expert, introduced his eight-step change process which is very successful. According to these steps: 1: Establish a sense of Urgency When some people in the organization notice some susceptibility, need to change takes place. It then involves simplifying goals and objectives, setting deadlines, establish consequences and finally feedback. It motivates the people and leads them to action. 2: Form a Powerful guiding Coalition It highlights the level of uncertainty involved and the level of collaboration that is required to overcome the resistance to change. Generally starts with one or two people then gradually grows involving more and more people who believe that change is in anyway unimportant. 3: Create a Vision for Change When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember. 4: Communicate the Vision What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do. 5: Remove Obstacles If you follow these steps and reach this point in the change process, you’ve been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you’ve been promoting. 6: Create Short-term Wins Nothing motivates more than success. Give your company a taste of success early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you’ll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress. 7: Build on the Change According to Kotter that many change projects fail because success is declared too early. Real change runs deep. Quick success are only the beginning of what needs to be done to achieve long-term change. 8: Anchor the Changes in Corporate Culture Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. Model 2: Then there is another theorist Kubler-Ross who presents five stages transition cycle and according to Kubbler’s model for many years, people with terminal illnesses were an embarrassment for doctors. Someone who could not be cured was evidence of the doctors’ fallibility, and as a result the doctors regularly shunned the dying with the excuse that there was nothing more that could be done (and that there was plenty of other demand on the doctors’ time). Elizabeth Kübler-Ross was a doctor in Switzerland who railed against this unkindness and spent a lot of time with dying people, both comforting and studying them. She wrote a book, called ‘On Death and Dying’ which included a cycle of emotional states that is often referred to (but not exclusively called) the Grief Cycle. The Extended Grief Cycle The Extended Grief Cycle can be shown as in the chart below, indicating the roller-coaster ride of activity and passivity as the person wriggles and turns in their desperate efforts to avoid the change. The initial state before the cycle is received is stable, at least in terms of the subsequent reaction on hearing the bad news. Compared with the ups and downs to come, even if there is some variation, this is indeed a stable state. And then, into the calm of this relative paradise, a bombshell bursts. Denial stage: Trying to avoid the inevitable. Anger stage: Frustrated outpouring of bottled-up emotion. Bargaining stage: Seeking in vain for a way out. Depression stage: Final realization of the inevitable. Acceptance stage: Finally finding the way forward. Model 3: While many change management projects focus on the steps necessary for organisational change, ADKAR emphasises that successful organisational change occurs only when each person is able to transition successfully. The ADKAR model consists of five sequential steps or actions: Awareness of the need for change. Understanding why change is necessary is the first key aspect of successful change. Planned communication is essential. When this step is successfully completed the individual (employee) will fully understand why change is necessary. Desire to participate in and support the change. In this step the individual is able to reach a point where they make a personal decision to support the change and participate in the change. Building desire is partly achieved by addressing incentives for the individual and creating a desire to be a part of the change. Knowledge on how to change. The third building block of the model, providing knowledge about the change, can be achieved through normal training and education methods. Other methods of transferring knowledge, such as coaching, forums and mentoring, are equally useful, so don’t limit this process to formal training. Ability to implement required skills and behaviors. In the ADKAR model Ability is the difference between theory and practice. Once knowledge on how to change is in place (theory) the practice, or actual performance of the individual, needs to be supported. Reinforcement to sustain the change. This final stage of the model is an essential component in which efforts to sustain the change are emphasised. Ensuring that changes stay in place and that individuals do not revert to old ways can be achieved through positive feedback, rewards, recognition, measuring performance and taking corrective actions. Model 4: The McKinsey 7S model involves seven interdependent factors which are categorized as either “hard” or “soft” elements: Hard Elements Strategy Structure Systems Soft Elements Shared Values Skills Style Staff “Hard” elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. “Soft” elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. Task 1: B) Evaluate the relevance of these models of Strategic Change to the Zurich Financial Services Plc in the current economy. (LO 1.2) Explanation: Above discussed all four models have a value in the change management strategy but how can we evaluate these models according to the current economical condition of Zurich Financial Services Ltd. Let’s have a look one by one to all given models and apply them to the Case Study given above. Zurich Financial Services Ltd. is established since past five decades and committed to customers satisfaction company’s all stakeholders and its employees devotedly working with the company but the company’s decision of expanding globally create a kind of uncertainty among its employees as well as its other stakeholders. So why this is happening? And what should company need to overcome this issue? According to Kubler-Ross transition cycle stakeholders of Zurich Financial company after hearing the decision of expansion have a kind of uncertainty about company and their own future in this way there is possible way of stakeholders to start looking some other place for their better and stable future and in this way employees are right on their side but if company creates a sense of belongingness with its stakeholders and give them importance clarify its decision and its need for not only company’s own but also for the more incentives for its stakeholders then according to this model stakeholder will realize the change process more easily and support the decision as compared to resist on it. Prosci’s model is saying the same thing but in different way and according to ADKAR awareness of need of change should be established among employees and that awareness create a kind of future incentives desire in stakeholders then company provide knowledge or ability required for change that what steps should company required for future development and how to continue these skills and abilities for longer term sustainability. McKinsey’s 7S are clearly defined all the elements which are directly and indirectly effect the company’s decision hard elements are easily to be carried with the decision taken by Zurich company but this is not possible for company to carried soft element also with its decision at the same time because soft elements required some time to accept any kind of change in their way of working or routine methodology. So in short according to current economic condition company will not be able to carried out its decision without keeping all the aspects in mind and by doing so company will face an unbearable resistance globally which will not in favor of company’s future. Task 1: C) Asses the value of using strategic intervention techniques in organaization. (LO 1.3) Explanation: Any organizational development process starts with the identification of problems that can be solved within the organization. This process progresses through different stages and determines satisfactory progress made for additional involvement. The procedure is cyclic and terminates only when desired result is obtained. It can also be a series of trial and error and a discovery of the best practices that can be implemented in the organization. Zurich Financial Services Ltd. is facing tha same problem but by using strategic change management model this company will be able to change its current cenario and remove all the obstacles with its strategic intervention and such interventions not only provide a boost to the company but also help it out to make a place in the global business what interventions will be more helpful for its productivity ? These are: • Problem identification • Situational assessment • Action planning/ planning of the intervention • Implement plan/ implementing the intervention • Gather data/ collect data to evaluate the intervention • Determining the results • Feedback By using these techniques as the company’s future strategy interventions Zurich Financial Services Ltd. have bright chances not oly for its globally growth but also meet the up coming challenges with its strong team of all stakeholders. Discuss Four Models Of Strategic Change Business Essay

Stagflation Stagflation of 1970s Questions

Stagflation Stagflation of 1970s Questions.

Watch the above videos. Once you have done this post a response to each of the bullets below. 

What factors contributed to the stagflation of the 1970s?
How did Volker deal with the high inflation?
Did high oil prices cause the stagflation or was it something else?
Is the Fed independent? If so, how do our leaders ensure they maintain the best interests of the public? 
How does Milton Friedman establish his view that inflation is a monetary issue?
According to Friedman, do trade unions cause inflation by pushing up wages and the cost of production

Stagflation Stagflation of 1970s Questions

KFC Business Review and Evaluation Report

Table of Contents Business Process KFC and its Business Processes Service and Product Franchising Evaluation and Conclusion Works Cited The present paper is devoted to the overview and evaluation of KFC business processes. The paper defines the term “business process,” detects two major KFC processes, provides their description that is based on KFC promises and documented outcomes, and makes suggestions about their advantages and disadvantages. It is concluded that there is some room for development in the processes, but they both exhibit great potential, which is likely to be used for their improvement. Business Process The term “business process” has multiple definitions, not all of which can be regarded as perfectly substitutable. In summary, in terms of a business, a process is “a group of related activities” or “a series of steps” that allows achieving a business objective, which typically consists of creating “a result of value for clients,” primarily the product or service in question (Rosing, Scheel, and Scheer 130-131). However, other sources of customer satisfaction and other business objectives can be considered as the final destination of business processes. For example, KFC’s corporate social responsibility-related activities (diversity management, animal welfare) can be regarded as a business process of its own (“There’s More to US” par. 1-9). In other words, most of a company’s activities can be classified as business processes or their part. However, to limit our analysis, we will focus on two key business processes for KFC. KFC and its Business Processes KFC (Kentucky Fried Chicken) is a subsidiary of Yum! brands, Inc. KFC was founded in 1952 by Colonel Harland Sanders as a freshly made chicken meal restaurant; currently, it operates and franchises its restaurants internationally (“Company Overview” par. 1). The number of restaurants that KFC operates amounts to 17,000 (“Be Your Own Colonel” par. 1). In 2013, KFC was present 60% of the world’s countries (Wong par. 2). It may be assumed that the key processes for KFC include their service and product as well as franchising. Service and Product The product production process involves several stages that begin with the concept development and end with production or continuous improvement (Annacchino 461-465). The concept of home-made meals with chicken has changed over time, but KFC still has several unique foods to offer, including the Original Recipe (r) and Extra Crispy (TM) (“What Made Us Great” par. 1). The specific processes are not disclosed, but KFC pledges to adhere to sanitary norms (Shuailing and Zhi 143). In general, KFC claims to have a customer-centric approach and philosophy, which presupposes high quality and safety products as well as friendly, fast, and quality service (Shuailing and Zhi 143-144). KFC restaurants serve a variety of foods including “sandwiches, sides, desserts, drinks, sauces, fill-ups, buttermilk biscuits, and other products; big-box meals, popcorn nuggets, and kid’s meals; and chicken products, including chicken hot wings, chicken sandwiches, and fried chicken products” (“Company Overview” par. 1). Chicken foods are the main product offered in restaurants. However, food safety issues emerged in Chinese KFC restaurants during 2013, and even though the company swears to have dealt with them, they have caused major problems and a decrease in KFC’s reputation (Wong par. 3-4). One of the reasons for the issues appears to consist of suppliers who have been providing contaminated or low-quality poultry (Shuailing and Zhi 145). In particular, the suppliers provided KFC with “fast” chicken that gets hormones injections to mature rapidly. At the same time, KFC claims to have no contaminated or fast chicken on their menu (“There’s More to US” par. 2-6). In other words, there is a serious drawback in the KFC service and product business process. Get your 100% original paper on any topic done in as little as 3 hours Learn More Franchising KFC has a specifically developed franchising process. In particular, the company pays special attention to candidate assessment. The candidates are supposed to provide the information on their multi-unit restaurant operation experience, finances, and financial reputation as well as the personal one (“KFC Franchising” par. 2-4). Also, KFC finds it necessary to assess the candidates’ motivation and commitment. All the information is provided by the candidate in the application and during interviews; also, it is reviewed by the company via background checks. The relationships between the franchise owners and the company are regulated via the Franchise Agreement, and the monitoring of the performance is carried out with the help of several procedures. The Franchise 360 scorecard is aimed at assessing the quality of food, service, and some other crucial aspects (like cleanness). The third-party Food Safety Audits are carried out to ensure the quality and safety of food. Finally, customers can assess franchisees’ performance with the help of the Voice of the Customer Program. Franchising is possible within the US and internationally. Among other aspects that KFC specifically comments on concerning the franchising process is the intent of the company to increase the number of minorities among franchise owners (“KFC Franchising” par. 4). Evaluation and Conclusion In general, the service and product and the franchising processes of KFC can be regarded as consistent, comprehensive, and customer-oriented. KFC’s website demonstrates the desire to provide quality and safe products that will be served with a smile in a KFC restaurant regardless of whether it is a franchise unit or not. Franchising candidates are picked thoroughly, and their performance is controlled with the help of numerous tools that should assist in the improvement of franchise restaurants. Also, KFC highlights its endeavor for a responsible business, which can be illustrated by their willingness to involve minorities in their business. To sum up, there is a notable potential in both processes, and their developers aim for continuous improvement of KFC restaurant quality. Unfortunately, from the analysis above it is apparent that the service and product process of KFC has a major weakness. While its general philosophy and endeavor for customer-oriented processes are supposed to rule out low-quality products, the lack of control over suppliers leads to this adverse outcome. Sailing and Zhi suggest that it is the responsibility of KFC to check and verify the quality of supply since it is KFC reputation that is endangered. It might be reasonable to check suppliers as rigorously as franchisee candidates (or even more rigorously). Also, it is not ruled out that the issues related to the quality of food might be the result of franchisees’ poor control oversupply. The requirements for the quality of the service and products provided by the franchisees, however, suggest that KFC is supposed to be ensuring sufficient control over the food safety and other aspects of the restaurants’ service. Unfortunately, policies and philosophies are not always correlated with the outcomes, and it can be suggested that the implementation parts of the service and product and franchising processes of KFC are lacking control. Therefore, it should be pointed out that there is some room for improvement in both processes that are concerned with better quality control. Undoubtedly, the existing practices and the will for improvement that is embedded in KFC philosophy should facilitate this change. We will write a custom Report on KFC Business Review and Evaluation specifically for you! Get your first paper with 15% OFF Learn More Works Cited Annacchino, Marc A. The Pursuit Of New Product Development. Amsterdam: Butterworth-Heinemann, 2011. Print. “Be Your Own Colonel.” KFC. KFC, 2016. Web. “Company Overview.” Bloomberg. Bloomberg L.P., 2016. Web. “KFC Franchising.” KFC Franchise.com. KFC, 2016. Web. Rosing, Mark von, Henrik von Scheel, and August-Wilhelm Scheer. The Complete Business Process Handbook. Burlington: Morgan Kaufmann, 2014. Print. Shuailing, Li, and Yu Zhi. “KFC Development in Chinese Market–Based on the Social Responsibility and Ethics.” International Business and Management 10.3 (2015): 142-146. Print. “There’s More to US.” KFC. KFC, 2016. Web. “What Made Us Great.” KFC. KFC, 2016. Web. Not sure if you can write a paper on KFC Business Review and Evaluation by yourself? We can help you for only $16.05 $11/page Learn More Wong, Venessa. “KFC Brings Buckets of Chicken Into Nations With Food Safety Risks.” Bloomberg Business. 2013. Web.