Wireless Deployment Plan

Management as the cornerstone of organisational effectiveness

This assignment is mainly focuses on the assessing of the statement of ‘Management is the cornerstone of organisational effectiveness, and the integrating activity that permeates every aspect of the operations of the organisation’. To make the background for this assessment it was first studied most important factors that are likely to determine the successful performance of work organisations. In achieving that first it was focused to understand the concept of organizational effectiveness and various approaches for organizational effectiveness and through that study identify the factors. And then the consideration was given to study the main obstacles to effective organisational performance and how to overcome those. Finally attempt was taken to assess the validity of the statement of “Management is the cornerstone of organisational effectiveness, and the integrating activity that permeates every aspect of the operations of the organisation’, considering with the changing nature of modern work organisations. Important Factors of Effective Organizational Performance What is Organizational Effectiveness Here before assessing the factors of effective organizational performance the consideration was given to understand the concept of organizational effectiveness. According to the view of Jonathan Knee the organizational effectiveness may depend on most essential three key elements. *People – Here the people means staff of the organization *Culture – A combination of Style, Skills and Shared Values of the organization *Impact – This mainly includes the factors like profitability and financial sustainability, not only that but also the value shaped for any stakeholders. It can be shown by the following graph. In this article author say that these elements together have to manage because they are tightly inter-related nature. People create a culture that shapes them in turn. Future generation self-selects into an existing culture that meets their needs. And secondly people implement the organization’s plans, and the culture supports and increases. And thirdly this inter-relation is so important because the organization’s ability to achieve its goals affects its ability to attract and retain effective people and to sustain a high performance culture. (Info abstracted from: The article of Organizational Effectiveness by Jonathan Knee, 2008) Early studies state the organizational effectiveness is general rests on evolving suitable methods of selection, training, placement, in various steps of the organization. (Info abstracted from: The book of Organizational Behaviour by Indian Institute of Management and Technology, 1997) And also another view of Organizational effectiveness is that OE is always concerned with the unique capabilities that organizations develop to assure that success (Info Abstracted from: The book of The Changing Definition of Organizational Effectiveness, Human Resource Planning, Vol. 27.1. by McCann, Joseph. 2004) Most modern views of the organizational effectiveness say this has to be look in a way of system approach. Accordingly many HR practitioners try to look at the HR process and identify it in system approach. Accordingly they say that by looking at it in system approach organizations can achieve organizational effectiveness. (Info Abstracted from: The book of Measuring Organizational Effectiveness, Canadian Management Centre. 2005) Accordingly we can identify early HR notions have identifies this concept as Only HR function including recruitment, selection, Training and development. With reference to the literature review the identification can be done as that organizational effectiveness is not only depending on the Human Resource of the organization but also it is a integration of both people and the system of the organization. Factors of Effective Organizational Performance Here to identify the factors which effects to the effective organizational performances can be identified as using several case studies. Case Study – Alpha Company This is a case study which was done by the Canadian Management centre to identify the effective organizational performance. The main theoretical model that they have use d here is that the system approach. Alpha Test Company is a European Owned small manufacturing company of office furniture. They have three major competitors in the market. Their major three strategic imperatives are as follows. (1) A clearly defined and defensible niche (2) A highly customer-focused culture (3) A lean and efficient manufacturing operation When achieving the strategic initiatives first the company has run in a lost way. The company could not decide whether it wanted to be an industry niche leader or follower and operations management’s focus turned inward and away from acceptance of the customer. The most important thing for the driven of the strategic direction is that the intellectual support for that, but in Alpha organization there was more or less act as careful technicians instead of passionate supporters of quality and service. According to the new strategic inputs the manufacturing facility became highly controlled, with job responsibilities narrowly defined, performance measures relatively unclear. The organization became more rigid and inflexible, with employees focused on them, moving at a purposeful speed and indifferent in changing. So as a result of these initiatives the organization became more incapable of doing much more than being a fine place to work. These familiars resulted for this test by the Canadian Management Institute. The test was began by collecting data band sophisticated data analysis, and researching on efforts at creating high-touch customer focus and created a gap between the beliefs of the employees and the company’s expectations for performance At the end of the research it was identified several factors to improve the organizational effectiveness through several strategic initiatives as follows. *First one is that as company should be continuously realigned in order to avoid from fluctuations. *In these alignments organizations should maintain their own unique alignment *Thirdly consider on technology in order to see the complexity of the world and competitors and with the predictions be ready to understand and manage the complexity *Then strategic initiatives should be taken to align the people to support the new strategic direction, HR will come in to action in this point. (Info Abstracted from: The book of Measuring Organizational Effectiveness, Canadian Management Centre. 2005) Case Study – Competitive Advantage To obtain the effective organizational performance many companies use the sustainable competitive advantages by bringing into line their talent and business strategies. Most of the organizations use the methods like mergers or acquisitions, restructurings or shifts in business strategy can bring many functional effectiveness. Accordingly this article describes that many organizations of their studies brings value to their clients’ organizations by facilitating the integration and alignment of the business strategy with a workable talent management strategy. And also they mentions as aligning has to be done in the areas of capabilities, processes, attitudes, and talents. And with reference to many of their client organizational experiences they say three major solutions for organizational effectiveness. Organizational Effectiveness Solutions Strategy Implementation This is mainly focusing on structure, people systems and processes, and to deliver great customer experiences. Strategic Workforce Alignment These are the workforce strategies considering employee needs and investment on employee needs. Many HR initiatives could be taken at this stage. Change Management This is the design to support for change at all level of the organization. With the external environmental changes many initiatives can be taken for change management to obtain the sustainable competitive advantages (Info Abstracted from: Right Management consultancy service, www.manpower.org. Right Management Inc.) Accordingly factors of Effective Organizational Performance can be summarised as follows. Continuously realignments in order to avoid from fluctuations *Maintain unique alignment *Use of technology *Develop human resource of the organization to support the strategic initiatives *Sustainable competitive advantage *Change management *Integrating the organizational system according to the system approach Obstacles for effective organizational performance Poor Leadership Organizations are composed to of individuals and groups for achieving certain goals and objectives by means of differentiated functions that are intended to be rationally coordinated and directed through time on a continuous basis. A group within the organization has to select one of their members as a leader/ representative for coordinating their views/ demands and expectations. The leadership as such is an essential part of the organizational life. Leadership is a group process, through which individuals initiate activities for delivering the common objectives of the community by working together simulating each other, supplementing abilities and resources and evolving an effective organizational pattern. So as many of the organizational activities are leading and monitoring by the leadership of the organization, if it is not effective whole organizational process will collapse. Accordingly it can be identified that poor leadership is the main obstacle for achieving organizational effectiveness. To overcome from this obstacle it is needed to identify the role of the leader effectively and appoint a person who has these characteristics or in other hand develop these skills of the appointed leader. Those roles are as follows. *Developing a team work *Representing the members *Appropriate counselling *Exercising power and authority properly for constructive purposes *Time management *Managing and leading the group towards completion a task *As a potential strength for the members work force *Creating a cordial relationship and containing discussions *Continuing the role as a motivator and a source of inspiration (Info abstracted from: The book of Organizational Behaviour by Indian Institute of Management and Technology, 1997) Barriers in Communication It can be taken many strategic initiatives to make the effective organizational performances. But this should be communicated for the people in the organization correctly. If it is not happened it will cause for total failure of the strategic initiatives. As example in the case of Alpha Test Company they made the strategic initiatives by controlling operations in a very tuff manner. Employees also monitored in a rigid manner. This caused for the failure even this can cause for run down from the existing situation also. So it is essential to consider about the effective communication. For that identification of the barriers in communication will be a best method. Even when the receiver receives the message and makes the genuine attempt to decode it there are a number of barriers which disturb the receivers understandings. These obstacles are known as ‘Barriers in communication’. They are personal, physical and semantic barriers. The barriers may entirely prevent a communication or filter a part of it or give incorrect message. Poor Group and Inter-group Relationship Groups in organizations have become the subject of much mythology and the target for strong feelings. What then is the ‘truth’ about the groups? Why do they exist? What functions do groups fulfil for the organization and their members? How should one conceptualize a group, and how does one judge the goodness or effectiveness of a group? What kinds of things can groups do? And what they cannot do? What impact do groups have on their members? On each other and on the organization within which they exist what are the prospects and constrains of Inter-group Corporation and inter-group competition. How does one manage and influence group? These are very important factors which have to be considered for the effective organizational performance, because poor relationship may cause for many destructive things. To overcome from these kinds of obstacles it should be organize to maintain team work among the employees. Assessing the validity of the statement Accoridng to the requirments of the assighnment the statement ‘Management is the cornerstone of organisational effectiveness, and the integrating activity that permeates every facet of the operations of the organisation’should be asessed in terms of its validity considering the changing nature of modern work organisations. Before assess the validity of the statement we should look into the question on what is the changing nature of a modern work organization. In fact today we all are in a changing nature, this is not only for a business, even for a individual and as well for a family we are in a changing nature. The changing nature actually means the rapid transformations of social, economic, environment and political factors. As these factors are highly changing it has created a changing nature in our lives. Also this affect of the changes of these factors has made significant differences for today’s businesses. Actually the main reason for these rapid changes is the technological advancement occurred around the worldwide. Today in each and every corner technology has become the driven force therefore every country is using technology for their businesses, and as well as for their individual lives. The extensive magnitude of using technology has created another challenging environment where many more opportunities are opened for further technological advancements. Therefore as a result everything is in a rapid change. Particularly if take a business they face to lot of changes in their businesses. Due to these technological advancements everything is always changing and it affects for the social, political, environment and economic lives of people, as a result of these changes as whole the overall society has become a changing nature. Not only the technology the current world’s economic system is also a main reason for current changing environment. As today’s most of the economies are open economies and fewer barriers to entry to the market this has created a huge competition among the organizations, not only in local markets this has created a huge competition among the businesses in the international market. As a result of this today every organizations is trying for innovations and they dedicate much resources for research and development accordingly new developments are introduced to the market and therefore this increase the competition in the free market. As a result the overall nature has become very competitive. Actually there is a link between the technology and the competitive market, because in actual sense the technological innovations lead for the competitiveness. Accordingly we can come to a conclusion in identifying what is a changing nature. The identification of this changing nature is highly important to analyse the validity of the statement. In analysing the validity of the statement we can analyse it as two parts. One is on the first part of the statement which is ‘Management is the cornerstone of organisational effectiveness’ and the othe part on ‘the integrating activity that permeates every facet of the operations of the organisation’. Before asses the validity of the statement ‘Management is the cornerstone of organisational effectiveness’ we should identfy what is exactly meant by management. One ideology on management informs that Management is the art of getting things done through people, also further it says that management is the process of getting things done through the efforts of other people. Also another set of team informs that the management is an art of problem solving. Through management the problem solving is done effectively and it achieves organizational objectives through the effcient use of scarce resouces in changing enviornment. A comprehensive definition on management elaborates that management is the process or the procedier of planning, organizing, leading and controling an organization’s four core resouces which are human, financial, physical and information resource to achieve organizational golas in effective and efficient maneer. (Info- Abstraced from lecture notes of Mr. Weerathunga. G. on Intrduction to management, of Certificate Cousrese in Human Resource Management, Insititute of Personnel Management Sri Lanka) Accordingly through considerting the definitions on management we can conclude that management is the process of planning, forcasting analysing and implementation of organizational activites in order to achive the goals and objectives of the organization. Then it should be important to identify about what is organizational effectiveness, accordingly it can be mentioned that for organizational effectiveness there is two main concepts. According to the traditional view of the organizational effectiveness, it says that organizational effectiveness is the management of recruitment, selection, training and placement; this is directly focused on the human resource aspect of the organization. But according to the modern concept on organizational effectiveness, it says that it should be considered as a system approach and accordingly the system should consider about the both human resources aspect and as well as on the other systems of the organisation. Simply it says that organizational effectiveness means that the effectiveness of all aspect of the business. Accordingly as the statement says it can be mentioned that the management is a cornerstone of organizational effectiveness in today’s changing nature. Management means all about planning, and forecasting on organizations activities. Accordingly in today’s changing nature always the facts are changing therefore in management it analyses focuses and plans according to the changes of the environment. For an example let say that TESCO which is the best retailer in UK, they are always changing with the nature, they have proper management practices and accordingly they plan, analyse, forecast and implement their business strategies in relation as suits to the changes occurred. Further let’s say they clearly forecast the peak business times for them and as well they implement proper strategies targeting the nature of the change, let’s say till November there is not a special season but with the beginning of the December the whole super market environment changed by the TESCO to face to the change nature of the business. Through changing their business environment they can attract many more customers for their business. Let’s say due to the changing nature there is a huge social trend immerged for using products which are produced in the local market. Accordingly TESCO as a strategic planner have to identify the business requirements according to the social trend and give special consideration on marketing the good which re locally produced. Having proper management is the key indicator to identify the changes in the environment and to ensure organizational effectiveness. Let’s take another example from Schuh foot ware. In organizational effectiveness all the parties should be benefited, accordingly the employees and as well the employer should be benefited. The winter season is critical time where it makes several changes in the business nature accordingly there is a huge demand created to the winter shoes. Therefore the organizations all the systems should be ready to cater to the social demand. Accordingly the machinery, the human resource, and the vehicles everything should be ready for the organizational performance, if all these systems are ready to supply to cater to the social demand only the organization becomes effective. So as per to address this organization should be effective and to ensure the organizational effectiveness there should be management where it plan, analyse, forecast and implement according to the necessary requirements. Accordingly analysis the validity of the first part of the statement it can conclude that it’s a correct statement because there is a strong affect of the management to ensure organizational effectiveness in a changing environment. After analysing the validity of the first part of the statement, we should analyse the second part of the statement which is ‘integrating activity that permeates every facet of the operations of the organisation’ The second part of the statement merely informs that the organizational activities should be integrated where it covers all the areas of the business. And this statement is linked with the first part of the statement which says management is a cornerstone for organizational effectiveness. Actually this is a very vital and valid statement, because today in modern businesses intergraded approach and integrated management is mostly important for the organizational effectiveness. Integrated approach means the organization takes it all factors and resources as a system. This means in integrated approach all the resources and facts are identified as factors which has an effect on a change of any factor. Simply in integrated approach it identifies if there is a change in the human resource there is an affect for the machinery of the organization. As an practical example let’s say that machine operates of an organization engage in a strike, as a result the machines are underutilized or not utilized then as the ultimate result the production flow breaks, likewise in integrated approach or in integrated management everything is analysed as a whole. But in traditional approached the resources are taken separately and just analyse the simple affect only. Actually this integrated approach is nothing it is almost similar as the modern school of thought of organizational effectiveness, which is system approach. Therefore integrated approach is a vital part in organizational effectiveness. When take the meaning of both parts of the statement it says that management with a proper integrated approach ensures organizational effectiveness in a modern changing environment. Actually this statement is a highly valid statement because without having management practices there is no organizational effectiveness and without having a integrated approach it is difficult to face to changing nature of today’s modern businesses. Let’s take an example to validate this statement. The growth and expansion of TESCO Plc indicates how this statement has been affected for them. Tesco is known as the British largest retailer by international sales an also local market. At the same time TESCO is the third main retailer of the world. The company was first established in 1919 by Mr. Jack Cohen. The company first appeared with the Tesco brand in 1924. The first supermarket of TESCO was opened in 1956. Within these 9 decades TESCO has made the horizons of their business and has become a giant in the market. The management of TESCO analysed the total business approach as a whole and implemented the integrated management as a practice in 1997. They understood that to ensure organizational effectiveness the business should be managed as an integrated approach and according to that the management style should be changed. They further analysed without being changed they cannot survive and grow in the business in such challenging and changing environment. As a result of their innovative thinking they introduced a new business strategy to diversify their business and it became the establishment of Tesco’s success in recent past. Accordingly the Tesco’s new business strategy addresses, •To be a successful retailer in the international market •While being the leader in the market to ensure that their business core is in UK •To hold a strong position in non-food services as in food service. •To be outstanding retailer in diversification in Tesco Personal Finance, Telecoms and Tesco.com •Identify the community needs and cater according to that Accordingly currently the Strategies of Tesco is based on five main elements as Core UK, Community, Non-food, Retailing services, International. By considering all these facts and figures it can be concluded that this statement is a highly important and valid statement. Conclusion This report is all about organizational behaviour. The study analyses and provides valuable knowledge in the subject area. As in the first section of the study the student is given the more opportunity to study about theoretical aspect of the organizational behaviour, accordingly the study has been expanded to identify about the most critical factors which affect for organizational effectiveness. After that the student has to work on in identifying the obstacles for successful organizational performance and effectiveness and then to study about how we can overcome these barriers. As in the second part of the study it provides a more consideration for the student to get practical knowledge about the concept and accordingly he is required to critically assess and validate a statement on organizational effectiveness. Validating the statement provided a strong practical background on the study area. The assessment and validating through using examples is many more helpful to study the concept in a more practical manner. And also which has to be assessed is a highly valid statement for the organizational effectiveness. Accordingly as an overall conclusion it can be mentioned that this study covered a vast area of the subject area covering the both theoretical and practical aspect.

Bacteria on Stainless Steel Surfaces | Experiment

online assignment help Bacteria on Stainless Steel Surfaces | Experiment. The attachment of bacteria on food processing surfaces and in the environment can cause potential cross-contamination, which can lead to food spoilage, possible food safety concerns, and surface destruction. Food contact surfaces used for food handling, storage or processing are areas where microbial contamination commonly occurs. Even with proper cleaning and sanitation regimes or practices in place, bacteria can remain attached to the surfaces and this attachment can lead to biofilm formation. The purpose of this study was to identify the presence of pathogenic microorganism in a food processing area and to evaluate the effect of the cleaning procedure on the microbial load in the food processing area. Ten replicate food contact surfaces were tested: stainless steel, marble and wood, with adjacent areas being sampled before and after cleaning. The test surfaces were analyzed with a swab method before and after the cleaning stage. The results of these studies indicate that three of ten stainless steel surface were contaminated before cleaning and no surface was contaminated after cleaning. Furthermore, three out of ten marble surfaces were contaminated before cleaning and one surface was contaminated after cleaning. Six of ten wood surfaces were heavily contaminated before cleaning and three surfaces were contaminated after cleaning. The difficulty in cleaning was related to the amount of surface damage and it is best to avoid this type of surface. Hypochlorite solution that was used for cleaning the surfaces in this study was considered to be effective against the foodborne pathogens tested. This study has highlighted the fact that pathogens remain viable on dry stainless steel surfaces and present a contamination hazard for considerable periods of time, dependent on the contamination levels and type of pathogen. Keywords: Microorganisms; Survival; Cross-contamination; Food contact surface Introduction Food contact surfaces are the chief denizen of biofilm that can host potentially harmful microorganisms. This, therefore, is a prominent phenomenon in food processing plants owing to dregs and residues of all sorts – chemical, biological, organic, and/or inorganic -which build up on the surfaces of equipments that may get in contact with food (Mafu et al. 2010). The presence of these undesirable microorganisms to the material surfaces is a source of concern, as this can result in food cross-contamination, leading to food poisoning. Under favourable circumstances (temperature, pH, relative humidity), pathogenic microorganisms are able to survive and/or replicate on a large scale within the biofilm. In domestic kitchens and food processing industries, foodborne illness can result from incorrect storage of foods, particularly with respect to temperature, contamination of raw or cooked foods before consumption, by contact with other foods or utensils (food contact surfaces ) carrying pathogens, and inadequate cleaning procedures that may not see complete removal of microorganisms (Teixeira et al. 2007). In food processing industries, food contact surfaces, such as stainless steel, marble and wood may create an enabling environment for the survival of the microorganism, leading to serious hygienic problems. Furthermore, dead ends, corners, joints, valves and any other hard-to-reach places are the most appropriate areas for the presence of bacteria. (Peng et al. 2001). The value of maintenance and disinfection processes in food processing industries depends, to a large extent, on the design and maintenance programmes adopted by the company. Lack of efficacy in cleaning procedures may allow persistence and survival of pathogens in foods owing to their consistent adherence to food contact surfaces. This may lead to transfer of microorganisms from people, objects or contaminated food to other food or material, hence leading to cross-contamination. People can, in many ways, be a source of cross-contamination to foods (Holah and Thorpe, 1990). Food can be contaminated when it is handled, so it is very important that people who may be carrying or suffering from certain diseases do not handle food. Contamination can also be passed from equipment when contacting food. It specifically happens when utensils or equipment are not efficiently cleaned and sanitized between each use and may lead to development of biofilm, creating favourable conditions for the survival of the pathogens. Contamination from food to food occurs mainly when raw foods come into contact with cooked or prepared foods (Montville et al. 2001). The persistent presence of microorganisms in food processing factories, specifically on food contact surfaces despite deliberate efforts to combat the phenomenon, poses great challenges to the company. It reduces the profit margins of the industries due to the increased cost incurred in the attempts to adopt advanced cleaning services and programmes. A potential effect of the presence of microorganisms on food surfaces is food poisoning. Occurrence of food poisoning will mean great damage to the image of the company and persistent stress on the part of the management, thus derailing the progress of the company. Cross contamination is also becoming a common problem both in the kitchen setting and in industry. Transfer of resistant pathogens and microorganisms across and around these food producers through various agents and factors that propagate and carry the pathogens is a health hazard. Studies show that the level of contamination varies depending on the duplication and the rate of material handling that occurs in the factory. In this context, therefore, workers’ hands, utensils and the broad extension of all food contact surfaces contribute to in cross contamination (Zhao et al. 1998). A thorough examination of the whole concept of microbial survival and persistence on food contact surfaces despite typical cleaning procedures and revised designs of the food contact surfaces (such as textural properties, maintained solid surface hydrophobicity) will reveal that more detailed analysis and studies should be focused on the factors that create an enabling environment for the persistent replication and presence of the foodborne pathogens in the food processing industries and kitchen setting (Scott and Bloomfield, 1990). The study of various relevant properties for the microbial adhesion process has been another imperative goal of this study and the purpose behind it is to obtain a broader knowledge base of the mechanisms of bacterial adhesion to food contact surfaces so as to formulate strategies for its control. The objective of this study is to identify the microorganisms that can survive in the food contact surface, such as stainless steel, marble and wood, even after cleaning procedures, thus increasing the risk of food cross-contamination. The study will focus on microorganisms that survive in the food processing areas even after the cleaning procedure. Foodborne pathogenic bacteria adhere to inert surfaces; they may exhibit a greater scale of resistance to chemical or ordinary cleaning and fumigating agents (Barnes et al. 1999). The concept of cross contamination is of major concern in the food processing industries that constitute a threat to human health because they cause most food borne illness outbreaks. Food poisoning is one of the consequences of adherence of microorganisms to food contact surfaces (Sattar et al. 2001). Materials and Methods Premises In order to assess the microbiological safety of a food processing area in Oman, three types of food contact surfaces were studied: Stainless steel, marble and wood. Ten surfaces of each of the three types were tested, with the adjacent areas of each one being sampled before and after cleaning. This study was performed randomly in nineteen selected Army camps kitchen. Data analysis Swabs were taken from the food processing area within the Royal Army camps kitchen and sent to the food microbiology laboratory of the environmental of health unit for analysis. The swabs were each tested for pathogenic bacteria linked with food and coliforms that can survive on the surface of food preparation areas before and after cleaning. The plates were read for the number of colonies of pathogenic bacteria and coliforms. A Phoenix machine was used to identify the bacteria and readings were taken directly from the Phoenix machine. A Phoenix is automated microbiology system is intended to provide rapid identification results for most aerobic and facultative anaerobic Gram positive bacteria as well as most aerobic and facultative anaerobic Gram negative bacteria. The identification of the Phoeonix panal uses a series of conventional, chromogenic and fluorogenic biochemical tests to identify the organism. The growth-based and enzymatic substrates are employed to cover the different types of reactivity among the range of taxa. The tests are based on the use of bacteria and deterioration of specific substrates detected by different indicator systems. Acid production is indicated by a change in phenol red indicator when an isolate is able to utilize a carbohydrate substrate. A yellow colour is produce by Chromogenic substrates upon enzymatic hydrolysis and the enzymatic hydrolysis of fluorogenic substrates results in the release of a fluorescent coumarin derivation. Organisms that utilize a specific carbon source reduce the resazurine based indicator. These results were recorded and the log reduction was calculated for each plate at each dilution rate after and before cleaning of the surface (BD Phoenix, 2007). Sampling methods and microbiological examination (Before Cleaning) Tests using the swab method were carried out on surfaces contaminated with food borne pathogens in a food processing area. Tubes containing 10 ml of sterile buffered peptone saline solution were used to wet the swabs prior to sampling. Cotton swabs were removed from their sterile packaging and were held by the stick while they were moistened with buffered peptone saline solution, the excess broth was returned into the bottle. All surfaces were prepared in sizes of 20 x 20 cm2 for survival experiments. The swabs were rotated while in contact with the food preparation surface. After the defined area was swabbed, the swab was returned to the test tube containing the buffered peptone saline solution to dislodge the bacteria. Serial dilutions of the swab solutions were prepared and duplicate pour plates were prepared for each dilution using nutrient agar, MacConkey agar and Blood agar. The plates were incubated for 24 hours at 37oC. Sampling methods and microbiological examination (After Cleaning) The surfaces were washed with hot water and chemical detergent and then rinsed with hot water. Then the surfaces (stainless steel, marble, and wood) were disinfected with 5.25% of hypochlorite solution for 10 minutes. The surfaces were allowed to dry before sampling. The swabbing method used was as above. Duplicate pour plates were prepared for each dilution using nutrient agar, MacConkey agar and Blood agar. The plates were incubated for 24 hours at 37oC. Sampling methods and microbiological examination (Control) Some of the food borne pathogen strains used as a control for these experiments on the surfaces (stainless steel, marble, and wood), such as Staphylococcus aureus and Escherichia coli were obtained from the Armed Forces Hospital Laboratory. For their control strains a clean stainless steel table without tiny groove was prepared as the food contact surface because it can be fabricated with a smooth cleanable finish. The table also was disinfected with 5.25 % of hypochlorite solution for 10 minutes. The surface was then washed with hot water, with chemical detergent and rinsed with hot water. The surface was allowed to dry before sampling. The test suspensions were prepared by making serial dilutions of the microorganisms in peptone saline solution. Two different levels of contamination were prepared: high contamination (approximately 106 colony forming units (CFU)/100 cm2) and low contamination (approximately 103 CFU/100 cm2), obtained by spreading 1 ml of an appropriate solution on a surface of 20 x 20 cm2 over the grid reference table. The table was allowed to dry for 15 minutes to represent the environment of food preparation area. Selective agar media were used for the enumeration of pathogens: Blood agar for Staphylococcus aureus, incubated for 24 hours at 37oC and MacConkey agar for Escherichia coli incubated for 18 — 24 hours at 37oC. Furthermore, the effects of two different contamination levels on the survival of pathogens on dry stainless steel surfaces for 24 hours at room temperature were investigated. Result Microbial survival on food contact surface (stainless steel surface) Table 1: The Colony descriptions of the microbial survival on stainless steel surface Sample Location No Nutrient Agar MacConkey Agar Blood Agar 1 No growth No growth No growth 2 No growth Pink in colour, mucoid No growth 3 No growth No growth No growth 4 No growth No growth No growth 5 No growth No growth No growth 6 Small colony with dry surface No growth Yellow colony 7 No growth No growth No growth 8 No growth No growth No growth 9 Circular in shape and small white patches Pink in colour, mucoid No Growth 10 No growth No growth No growth Table 1 shows the Colony descriptions result of the microorganisms isolated from stainless steel surface. Three of ten stainless steel surface were contaminated with bacteria before cleaning. Table 2: The colony count of the microbial survival on stainless steel Sample No. Serial ten-fold dilutions in deionised water diluents colony count (CFU ml-1) before cleaning colony count (CFU ml-1) After cleaning 2 3.2 x 102 Bacteria Not Detected 6 2.6 x 102 Bacteria Not Detected 9 4.3 x 102 Bacteria Not Detected Table 2 shows the result of the colony count obtained before and after cleaning of the stainless steel surface. Table 3: Gram stain result of the microbial survival on stainless steel surface Sample No.: 2 Gram stain result: Gram negative, rod shape Sample No.: 6 Gram stain result: Gram positive cocci Sample No.: 9 Gram stain result: Gram negative, rod shape Table 3 show the result of the Gram stain of bacteria that were isolated from the stainless steel surface before and after the cleaning stage. Sample No.: 2 Sample No. In phoenix machine: 344 Name of Bacteria detected before cleaning: Klebsiella aerogenes Name of Bacteria detected After cleaning: Not detected – Sample No.: 6 Sample No. In phoenix machine: 367 Name of Bacteria detected before cleaning: Staphlococcus aureus Name of Bacteria detected After cleaning: Not detected – Sample No.: 9 Sample No. In phoenix machine: 382 Name of Bacteria detected before cleaning: Klebsiella aerogenes Name of Bacteria detected After cleaning: Not detected Table 4: The Identification of bacteria by phoenix machine that survived on the stainless steel surface before the cleaning stage Table 4 show the result of bacterial identification that obtained by phoenix machine which was isolated from stainless steel surface before and after the cleaning stage. Microbial survival in food contact surface (Marble surface) Table 5: The Colony descriptions of the microbial survival on marble surface Sample of location No.: 1 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 2 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 3 Nutrient agar: No Growth MacConkey agar: Pink in colour, mucoid Blood agar: white, large and mucous colonies – Sample of location No.: 4 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 5 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: smooth, round, grayish-white colonies – Sample of location No.: 6 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 7 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 8 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 9 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample of location No.: 10 Nutrient agar: Small circular colonies, yellow in colour MacConkey agar: No Growth Blood agar: swarming motility Table 5 shows the colony descriptions result of the microorganisms isolated from the marble surface. Three of ten marble surfaces remained contaminated with bacteria before and after cleaning. Table 6: The colony count of the microbial survival on marble surface Serial dilutions in deionised water diluents colony count (CFU ml-1) before cleaning colony count (CFU ml-1) After cleaning Sample No.: 3 *TFTC Bacteria Not Detected Sample No.: 5 5.1 x 102 Bacteria Not Detected Sample No.: 10 #TMTC TMTC *TFTC: Too Few To Count #TMTC: Too Many To Count Table 6 shows the result of the colony count obtained before and after cleaning stage of marble surface. Table 7: Gram stain result of the microbial survival on marble surface Sample No.: 3 Gram stain result: Gram negative, rod shape Sample No.: 5 Gram stain result: Gram negative, rod shape Sample No.: 10 Gram stain result: Gram negative, rod shape Table 7 show the result of the Gram stain of bacteria that was isolated from the marble surface before and after the cleaning stage. Table 8: The Identification of bacteria by phoenix machine that survived on the marble surface before the cleaning stage Sample No.: 3 Sample No. In phoenix machine: 301 Marble Name of Bacteria detected before cleaning: Klebsiella pneumonia Name of Bacteria detected After cleaning: Not Detected – Sample No.: 5 Sample No. In phoenix machine: 326 Marble Name of Bacteria detected before cleaning: Yersinia enterocolitica Name of Bacteria detected After cleaning: Not Detected – Sample No.: 10 Sample No. In phoenix machine: 381 Marble Name of Bacteria detected before cleaning: Proteus vulgaris Name of Bacteria detected After cleaning: Proteus vulgaris Table 8 show the result of bacterial identification that obtained by phoenix machine which was isolated from marble surface before and after the cleaning stage. Microbial survival in food contact surface (Wood surface) Table 9: The Colony descriptions of the microbial survival on wood surface Sample location No.: 1 Nutrient agar: No Growth MacConkey agar: Non-lactose fermenters colonies Blood agar: White, non haemolytic colonies – Sample location No.: 2 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample location No.: 3 Nutrient agar: smooth, translucent large colonies , greenish blue growth and pigment diffuses into medium MacConkey agar: No Growth Blood agar: large brownish colonies – Sample location No.: 4 Nutrient agar: White, smooth, round colonies MacConkey agar: No Growth Blood agar: No Growth – Sample location No.: 5 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample location No.: 6 Nutrient agar: Circular, smooth, opaque colonies MacConkey agar: No Growth Blood agar: swarming motility – Sample location No.: 7 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth – Sample location No.: 8 Nutrient agar: smooth, translucent large colonies , greenish blue growth and pigment diffuses into medium MacConkey agar: slight pink colonies Blood agar: large brownish colonies – Sample location No.: 9 Nutrient agar: smooth, translucent large colonies , greenish blue growth and pigment diffuses into medium MacConkey agar: slight pink colonies Blood agar: No Growth – Sample location No.: 10 Nutrient agar: No Growth MacConkey agar: No Growth Blood agar: No Growth Table 9 shows the colony descriptions result of the microorganisms isolated from the wood surface. Six of ten wood surfaces remained contaminated with bacteria before and after cleaning. Table 10: The colony count of the microbial survival on wood surface Sample No.: Serial ten-fold dilutions in deionised water diluents colony count (CFU ml-1) before cleaning colony count (CFU ml-1) After cleaning Sample No.: 1 6.4 x 102 Bacteria Not Detected Sample No.: 3 5.3 x 102 Bacteria Not Detected Sample No.: 4 2.7 x 102 Bacteria Not Detected Sample No.: 6 TMTC TMTC Sample No.: 8 1.67 x 103 2.9 x 102 Sample No.: 9 9.3 x 102 3.6 x 102 Table 10 shows the result of the colony count obtained before and after cleaning stage of wood surface. Table 11: Gram stain result of the microbial survival on wood surface Sample No.: 1 Gram stain result: Gram negative, rod shape Sample No.: 3 Gram stain result: Gram negative, rod shape Sample No.: 4 Gram stain result: Gram negative, rod shape Sample No.: 6 Gram stain result: Gram negative, rod shape Sample No.: 8 Gram stain result: Gram negative, rod shape Sample No.: 9 Gram stain result: Gram negative, rod shape Table 11 show the result of the Gram stain of bacteria that was isolated from the wood surface before and after the cleaning stage. Table 12: The Identification of bacteria by phoenix machine that survived on wood surface before the cleaning stage Sample No.: 1 Sample No. In phoenix machine: 86 wood Name of Bacteria detected before cleaning: Acinetobacter baumannii Name of Bacteria detected after cleaning: Not Detected Sample No.: 3 Sample No. In phoenix machine: 301 wood Name of Bacteria detected before cleaning: Pseudomonas spp Name of Bacteria detected after cleaning: Not Detected Sample No.: 4 Sample No. In phoenix machine: 326 wood Name of Bacteria detected before cleaning: Enterobacter hafinae alvei Name of Bacteria detected after cleaning: Not Detected Sample No.: 6 Sample No. In phoenix machine: 342 wood Name of Bacteria detected before cleaning: Proteus vulgaris Name of Bacteria detected after cleaning: Proteus vulgaris Sample No.: 8 Sample No. In phoenix machine: 369 wood Name of Bacteria detected before cleaning: Pseudomonas aeruginosa Name of Bacteria detected after cleaning: Pseudomonas aeruginosa Sample No.: 9 Sample No. In phoenix machine: 385 wood Name of Bacteria detected before cleaning: Pseudomonas aeruginosa Name of Bacteria detected after cleaning: Pseudomonas aeruginosa Table 12 shows the result of bacterial identification that obtained by phoenix machine which was isolated from wood surface before and after the cleaning stage. Control Table 13: Survival of Staph aureus and E.coli on stainless steel surfaces Staphylococcus aureus Escherichia coli Time of swab process after contamination High contamination level (106 colony) CFU/100 cm2 Low contamination level (103 colony) CFU/100 cm2 High contamination level (106 colony) CFU/100 cm2 Low contamination level (103 colony) CFU/100 cm2 After 15 minute 2.0 x 107 1.0 x 104 1.6 x 107 5.2 x 103 After 2 Hours 1.73 x 107 9.1 x 103 8.3 x 106 1.8 x 103 After 6 Hours 1.3 x 107 3.8 x 103 2.1 x 106 No growth After 12 Hours 5.8 x 106 No Growth No Growth No growth After 24 Hours No growth No Growth No Growth No growth Table 13 shows the survival of Staphylococcus aureus and Escherichia coli on stainless steel surfaces at room temperature (25oC) for 24 hours at two contamination level; high contamination level of (106 colony CFU/100 cm2) and Low contamination level (103 colony CFU/100 cm2). Discussion Sampling food contact surfaces is a complex problem, and the results depend on many factors, including the type of surface, the cleaning solution, the sources of contamination, and the temperature. The accuracy and reproducibility of all sampling methods are reduced when the numbers of bacteria on the surface are low. Some differences between methods are probably due to an uneven distribution of bacteria on the surface. The type of surface markedly influenced the cleaning results. For this study, nineteen selected premises were tested/studied (Ten replicate surfaces were tested; stainless steel, marble and wood, with adjacent areas being sampled before and after cleaning). The results of these studies indicate that three of ten stainless steel surfaces were contaminated before cleaning the surfaces and no surface was contaminated after cleaning, which means that stainless steel surfaces were more easily cleaned. Furthermore, three out of ten marble surfaces were contaminated before cleaning and one surface was contaminated after cleaning the surfaces, which means marble surfaces were easily cleaned but using the wrong cleaning products and the wrong cleaning techniques can damage the marble because marble is a calcium-based natural stone which is highly sensitive to acidic materials (Marble Institute of America, 2012). Stainless steel resists impact damage but is vulnerable to corrosion, while marble surfaces are prone to deterioration and may develop surface cracks where bacteria can accumulate (Leclercq and Lalande, 1994). Wood surfaces were particularly diffi Bacteria on Stainless Steel Surfaces | Experiment

write a post lab discussion on understanding chemical equations and reactions

write a post lab discussion on understanding chemical equations and reactions.

Write a post lab discussion on understanding chemical equations and reactions. Answer the questions on the attached sheetWrite the molecular equation for the reaction.Balance the molecular equation for the reaction.Rewrite the equation showing all substances in their ionic form while in solution. This is thetotal ionic equation.Identify and cancel the spectator ions on both sides of the equation. This will yield the netionic equation.1. Explain your reasoning in matching knowns to unknowns.2. Are any observations made inconsistent with what is predicted by the solubility rules? Note specific examples, and provide possible reasons for these exceptions.
write a post lab discussion on understanding chemical equations and reactions

Degenerative Cognitive Disorder

Degenerative Cognitive Disorder.

describe a client, family member, or other individual you know who has a degenerative cognitive disorder. Possible conditions include Vascular dementia, Lewy Body disease, Alzheimer’s disease, Parkinson’s disease, AIDS-related dementia and delirium, among others. Addressed the Worksheet on the following bullets:Introduce the person with a brief social and medical history. What
were the events leading up to the diagnosis? How did the person find
out about the condition?Describe the disorder. What are the risk factors for the disorder?How is the condition diagnosed? Include any cognitive assessments, lab tests, or other medical exams.Describe treatment options. These may include psychotherapy,
pharmacotherapy, environmental adaptations, nursing interventions, and
referrals to support groups.Conclude with an update about the person you chose to discuss. Is
this a reversible, treatable condition or an irreversible condition?
What was the outcome?You may choose your material from the textbook or from other sources.Include at least two (2) References and two (2) citations in APA format from scholarly resources.
Degenerative Cognitive Disorder