Sunday, January 26, 2020

Introduction to social work

Introduction to social work Compare, contrast and critically evaluate Crisis Intervention and Task-Centred Practice. Debate what you see as their effectiveness by outlining potential advantages and disadvantages and with reference to research regarding their effectiveness. The British Association of Social Workers (BASW) Code of Ethics (2002:1) states that; The social work profession promotes social change, problem solving in human relationships and the empowerment and liberation of people to enhance well-being. Utilising theories of human behaviour and social systems, social work intervenes at the points where people interact with their environment. In order to promote such social change and provide high quality professional practice, social workers utilise various theoretical frameworks and apply them appropriately in order to help service users in the best way they can. The intention of this essay is to discus the key features of the task-centred practice and crisis intervention approaches, both of which are widely used methods of social work practice. With reference to research, the effectiveness and limitations of these approaches will be analyzed by outlining potential advantages and disadvantages, and by demonstrating that although these approaches have different origins, they do have some common features. McColgan (2009:60) states that task-centred practice is; a popular method of intervention in social work practice. It does not depend on any complex theory, is down to earth, makes sense and is easy to understand in its application. Coulshed Orme (2006:156) believe that the task-centred approach, also known as brief therapy, short term or contract work is probably one of the most researched and commonly used approaches to problem solving in social work practice. Task-centred practice was developed out of research into effective social work practice by Reid and Shyne in 1969, who found that planned, short term intervention, was equally as or more effective than long term treatment. Task-centred practice originates within social work itself, rather than being borrowed from disciplines outside of social work, such as psychology and sociology. Indeed, Reid (1992) states that; task-centred casework rejects any specific psychological or sociological base for its methods and seeks to be eclectic and integrative (cited in Payne, 1997:97). At the time task-centred practice challenged the long-term psychodynamic theory behind social work which, according to Woods and Hollis (1990, cited in Cree and Myers 2008:90) expected problems to be deep rooted and to require intensive and long-term specialist input to address these difficulties, however Reid and Shyne disputed this approach in favour of proposed time-limited, structured and focused interventions to solve problems, which was a direct challenge to the models that encouraged those with problems to move at their own pace. Reid and Epstein (1972) suggest that the task-centred approach is beneficial for a variety of problems, including interpersonal, social relationship, organisational, role performance, decision making, resource based, emotional and psychological. Doel and Marsh (1992) and Reid and Epstein (1972) suggest that in order to apply effective task-centred practice to such problems, a framework should be adopted, which should firstly look at problem exploration. Doel (2002) states that the first phase should consist of problem scanning and identification in order to establish the services users perspective of the seriousness of the issues. The user should then be guided to prioritise the target problems and clarify their significance and define their desired outcomes or goals. Marsh and Doel (2005:72) suggest that the use of I want or we will is a guarantee of a statement which results in a goal being achieved, rather than using verbs such as need. Epstein and Brown (2002:155) recommend that a maximum of three problems should be worked with at any one time as Doel and Marsh (1992:31) point out too many selected problems will probably lead to confusion and dissipated effort. The selection of targeted problems should be governed by feasibility of achievement and in accordance with the partnership of the worker (Cree and Myers 2008:93). Doel and Marsh (1992) identify that making an agreement and agreeing a goal should be a written statement of what the user wants, based on how to directly alleviate the problem. The benefits of a written agreement could include that it is in the service users own words and can be referred to at a later date. However, Epstein and Brown (2002) argue that whilst this may be more necessary with mandated service users, a verbal agreement may be sufficient. It is important to remember that the communication skills of users must be taken into account, and that appropriate media must be used in accordance with the users abilities and skills. Addit ionally, a verbal agreement may be less frightening for the service user, or they may not be literate, so possibly a tape recording could be used. Healy (2005:121) suggests that the agreement should document the practicalities of the intervention, such as the duration, frequency and location of meetings in order for both the service user and the worker to be held accountable. Cree and Myers (2008:94) state that once the practicalities of the agreement have been established, identification of how to address the problems can begin via agreeing to a series of tasks that will contribute towards achieving the goals set out, that is, alleviation of the problem. Dole and Marsh (2005:36) outline that goals ideally should follow the SMART principle; specific, measurable, achievable, realistic and timely. Additionally, goals and tasks should be detailed and clarify who will do what, when, where and how and the service user should have a major influence in deciding on and carrying out the goal s and tasks (Cree and Myers 2008:94). In short, the goal should be the clients goal, agreed after detailed discussion with the worker about why it is desirable, how it can be achieved and how it is evident that it has been reached. The goal should be as clear as possible, within the capacity of the client to achieve and ethically acceptable to the practitioner. (Doel and Marsh, 1992:51) Task implementation addresses the methods for achieving the task(s), which should be negotiated with the service user, and according to Ford and Postle, (2000:55) should be; designed to enhance the problem solving skills of participantsit is important that tasks undertaken by clients involve elements of decision making and self-directionif the work goes well then they will progressively exercise more control over the implementation of tasks, ultimately enhancing their ability to resolve problems independently. According to Doel (2002:195) tasks should be carefully negotiated steps from the present problem to the future goal. Once tasks are set, it is important to review the problems as the intervention progresses in order to reassess that the tasks are still relevant to achieving the goals. Cree and Myers (2008:95) suggest that as circumstances can change, situations may be superseded by new problems. The workers role should be primarily to support the user in order to achieve their tasks and goals which may include providing information and resources, education and role-playing in order to handle difficult situations (ibid:95). The exit stage of the intervention should have been anticipated at the initial phase, in that the contract or agreement will have been explicit about the length of the intervention, and both the service user and worker will be aware of the timescale in which to complete their tasks. A time limit is important as it guards against drift, allows time for a review and encourages accountability. It also acts as an indicator of progress (Adams, Dominelli and Payne, 2002). According to Cree and Myers (2008:96); the last session needs to review what has been achieved; how the tasks have been completed; to what extent the goals have been met; and what the service user has learned from the process that can be usefully taken into their future lives. Wilson et al (2008) suggest that the final phase should involve the service user and the worker revisiting the initial problems and comparing them to how the situation is now, along with what the underlying achievements were, and what has been learnt in the process. Additionally, the service user is encouraged to explore how to use the skills learnt for the future, and how the intervention will now end, for example, possible new contracts for further work or referral to another agency. In contrast, the conceptual origins of crisis intervention come from varied sources, primarily from mental health and have a long history of development (Roberts 2005 cited in Parker 2007:116) Caplan (1961) and Roberts (1990) (cited in Parker 2007:115) state that crisis is; a time limited period of psychological distress resulting from exposure to or interpretation of particular situations or longer term stress that individuals cannot deal with using tried and tested or novel means of coping. The theoretical basis of crisis intervention has developed in sophistication, namely through the work of Gerald Caplan, an American clinician, following Dr Erich Lindemanns study of grief reactions after a night-club fire in Coconut Grove, Boston, USA in 1943 in which almost 500 people died. Lindemann interviewed some survivors and the relatives of those who died and concluded that when faced with sudden crisis, the human capacity to deal with problems faltered. An individuals usual coping mechanisms are no longer adequate to take on board the experiences involved following a crisis and these experiences consequently challenge ones normal equilibrium, or homeostasis. Furthermore, during the Korean war in the early 1950s, it was discovered that psychiatric first-aid given immediately to front-line soldiers, often quickly restored them back to duty, whereas those who were sent home for protracted institutional treatment responded slower to intensive therapy, which could suggest that in stitutionalization confirmed there was a serious underlying problem (Fell 2009). The experience and resolution of crises could be said to be a normal process which is inevitable at some point during a persons life, however, defining exactly which events or situations constitute crises is more troublesome, as they are construed as crises due to individual perception or reaction to an event, not the actual event itself (OHagan 1986, cited in Parker 2007:117). The concept of crisis theory provides workers with a theoretical framework of the adaptation processes of the individual following such events that are seemingly overtly stressful and unmanageable. Crisis intervention takes the concept of this theory and applies it to the understanding of the individuals experience, and suggests certain steps to take in order to help those who are experiencing crisis (Wilson et al 2008:361). Coulshed (1991:68) believes that one of the most significant features of crisis intervention is that crisis does not always indicate an emergency or dramatic event. The crisis instead, may be developmental and the result of a new experience such as starting school, adolescence, leaving home, going to university, getting married, or the anticipated death of a relative or friend, or indeed oneself. Similarly, an existential crisis refers to inner anxieties in relation to ones purpose, responsibility and autonomy, for example, a middle life crisis. In both cases adjustment fails because the situation is new to us, or it has not been anticipated, or a series of events has become too overwhelming (ibid). For many people, these challenges will not constitute a crisis, although they may feel stressful, but it could be recommended that, in practice, the worker remembers the subjective nature of crisis, in order not to dismiss a service users experience, which would suggest that there are sta ndard reactions to events, as Hoff (1990) states; what is a crisis for me may not be a crisis for you. Alternatively, a situational crisis could be said to be an event that happens which is out of ones control, or out of the realms of normal, everyday experience, for example natural disasters, sudden illness or death, sexual assault, abortion, domestic violence, redundancy or relationship breakups (Aguilera 1990). Murgatroyd and Woolfe (1985) however, believe that the threshold level of how an individual deals with such events is not the same for everyone, which leads one to assume that it is how someone comes to terms with the event rather than the event itself, in agreement with OHagans earlier statement. Likewise, an individual may be a particularly resilient person, or has previous experience of such situations, or they may have a strong support network of family and friends. Indeed, given an example such as a terminal illness, preparation work may be underway before the inevitable occurs and therefore not develop into a crisis situation (Wilson et al 2008). Caplan (1964) suggests that crises are time-limited, usually lasting no longer than six weeks, and that an individuals capacity to cope with problems and return to a steady state is based upon a persons internal psychological strengths and weaknesses, the nature of the problem and the help being given. Caplan (1964) also describes the stages of crisis whereby an emotionally hazardous situation presents uncomfortable feelings and signals change in homeostasis, in turn motivating actions to return to normal through employing usual coping mechanisms, which in most cases, are successful in a short period of time. Alternatively, in the case of an emotional crisis, the usual coping strategies are ineffective and the discomfort and unpleasant feelings intensify, cognitive disorganisation increases and novel coping methods and problem-solving techniques are employed to reduce the crisis. The individual then seeks help and support from others and employs an adaptive crisis resolution which de als successfully with affective and cognitive issues and new problem-solving and coping behaviours are developed. Conflicts raised by the crisis are identified and work to resolve them is begun, upset is subsequently reduced and there is a return to the pre-crisis level of functionality. However, maladaptive crisis resolution sees the individual implement novel problem-solving and coping and adequate help is not sought. Underlying issues remain unresolved and sources of help are not fully utilised. Although the disquiet is reduced the individual functions at a less adaptive level than before the crisis. In an adaptive post-crisis resolution, the individual becomes less vulnerable in similar situations due to past resolved conflict, inferring that the novel and adaptive coping skills and problem solving behaviours have been learned and applied. Therefore, individual functioning may have improved, personal growth taken place, and the likelihood of future emotionally hazardous situatio ns of a similar nature developing into a crisis is reduced. Finally, Caplan (1969) describes the maladaptive post-crisis resolution whereby the individual is more vulnerable than before because of a failure to deal effectively with underlying conflicts. The individual has learned maladaptive strategies to cope with emotionally hazardous situations, such as drinking or problem avoidance, and in general their functioning may be less adaptive than in the pre-crisis state, potentially resulting in further emotionally hazardous situations developing into a crisis. In order to implement effective practice for successful crisis intervention Roberts (2000) recommends practitioners should follow a seven stage model beginning with risk assessment, in order to establish if the person needs immediate medical attention, are they considering suicide as a solution, are they likely to injure themselves, if they are a victim of violence, is the perpetrator still present or likely to return, if there are children involved are they at risk, does the victim need transport to a place of safety, has the individual sought emergency treatment of this sort before and if so what was the outcome? It is essential to establish rapport with service users who are experiencing an episode of acute crisis, to include offering of information regarding help and support, and genuine respectfulness and acceptance of the person in line with the anti-oppressive and anti-discriminatory practice, therefore adhering to the GSCC Code of Practice. The worker then needs to establish the nature of the problems that have led to the crisis reaction and encourage an exploration of feelings. Roberts (2000) believes this is a key element of the model, whereby service users should be encouraged to express their feelings in a safe and understanding environment within the context of an empathic therapeutic relationship with the worker. The worker should consider alternative responses to the crisis through active listening and encourage the service user to think about what alternative options there are available and what they feel they can bring to this new situation that they find themselves in. Roberts (2000) concludes that an action plan should be developed and implemented which involves the identification of a particular course of action in order to move beyond the crisis state successfully. The service user needs to establish a full understanding as to what happened, why and what the result was, to understand the cognitive and emotional significance of the event, an d to develop a future plan based on real situations and beliefs rather than irrationality. Finally, a follow-up plan and agreement can be drawn up between both service user and worker if any further help is needed and by whom. It is evident that there are various advantages and limitations as well as some common features between both of these methods of practice. In fact Reid (1992) believes that crisis intervention has been influential to the development of task-centred practice. A major advantage for task-centred practice is that it offers an optimistic approach that moves focus away from the person as the problem, to practical and positive ways of dealing with problems. Coulshed Orme (1998) suggest that task-centred practice does not assume that the problem resides only in the service user and therefore attention is paid to external factors such as housing and welfare and the strengths of individuals and their networks. However, Gambrill (1994 cited in Payne 1997) argues that neither model deals with social change and may not take account of structural oppression such as poverty, poor health, unemployment or racial or gender discrimination or where the problem may not be easy to overcome without politi cal or social change; the failure of political will to respond realistically to deep-seated problems of poverty and social inequality and its effectiveness in dealing with presenting problems may result in society avoiding longer-term and more deeply seated responses to social oppressions (Payne, 1997:113). In addition, Wilson et al (2008) argue that the crisis intervention model does not take into account cultural differences regarding traditions when coping with acute distress and the loss of a loved one for example. The criticism is that crisis intervention theory is based on a very western philosophy, which patches up as quickly as possible. It could be suggested therefore, that if workers carry out a thorough and sensitive assessment before intervention, this should be avoided. On the other hand, Coulshed Orme (1998:55) believes that the task-centred approach is more generic, in that it is considered to be ethnic sensitive and can be applied to many situations with different user groups; the task-centred approach is the one most favoured by those who are trying to devise models for ethnic-centred practice because its method is applicable to people from diverse cultural backgrounds. Therefore in keeping with anti-discriminatory practice which is integral to social work ethic and the GSCC Code of Practice. It could be argued that the success of these two approaches within social work comes from the fact they are brief and time efficient and therefore economical interventions, both for service user and from the care-management perspective. In addition, both approaches involve the service user in examining and defining their own problems and finding ways in which they can work on them using their own resources and strengths. This enables them to regain control of their lives and promote empowerment either by success in problem solving in order to build confidence as in the task centred approach, or helping people become emotionally stronger through learned experience, as with crisis intervention, rather than understanding the origins of present problems in past experience. This in turn helps the service users ability to cope in the near and distant future and become more capable of solving subsequent problems without help (Payne 1997). Equally, the fact that short-term interventions shou ld curtail the service users dependency on the worker, further enhances empowerment. As Ford and Postle (2000:53) state; The dangers of social work effectiveness becoming dependent on the worker/ client relationship, which may or not work out, are minimised in the short-term. The tasks and goals established in task-centred practice are chosen because they are achievable, that is the mutual and specific agreement or contract set up between the service user and the worker ensures that the success of the intervention relies upon the acceptability and participation of the tasks (Wilson et al 2008). As a result of the mutuality of the partnership, anti-oppressive and anti-discriminatory practice and empowerment are at the core of the task-centred approach, all which are key to the GSCC Code of Practice. However, Rojek and Collins (1987:211) point out that as that as task-centred practice is based on contractual intervention, this could set up an unequal power relationship between the worker and the service-user; As long as social workers have access to the economic and legal powers of the state and clients contact social work agencies as isolated individuals with problems, then there is the basis for inequality. Contract work does not get round these points by affecting an open and flexible attitude. Similarly regarding power base, Trevithick (2005) believes that the crisis intervention approach can be a highly intrusive method which is too direct and can raise a number of ethical issues such as making decisions on behalf of the service user if they are too distressed to do so themselves, which in turn may offer potential for oppressive practice on behalf of the worker. However Kessler (1966) believes that during the disequilibrium of crisis, a person has more susceptibility to influence by others than during periods of stable functioning which provides a unique opportunity to effect constructive change. This point could be argued in that the susceptibility to influence others that Kessler describes is in itself oppressive, although Golan (1978); Baldwin (1979); Aguilera and Messick (1990); Olsen (1984) (cited in Parker 2007:116) maintain that this time of disquiet motivates willingness to change, and this is when the practical application of crisis theory is effective. However, it could be suggested that that this is similar to the bargaining stage that Kubler-Ross (1970) describes in the five stages of grief, whereby an individual becomes so desperate to resolve a situation, that they are willing to try anything, even if it means striking a deal with God. Accordingly, Coulshed and Orme (2006 cited in Parker 2007:117) see its value in working with people at points of loss and bereavement, which they believe has resonance with the use of this intervention. This poses the question as to whether crisis intervention is more of a situation specific intervention. However, Poindexter (1997) believes that crisis intervention is suited to individuals who have experienced a hazardous event, have a high level of anxiety or emotional pain, and display evidence of a recent acute breakdown in problem-solving abilities, therefore implying that this approach could be applied to a range of situations or problematic events. Both interventions can be seen as time-limited approaches that superficially fit well with care-management (Ford and Postle, 2000:59) which implies that they are only used because they fit into the routine and schedule driven aspects of care management rather than for their effectiveness. It could therefore be suggested that due to the general pressures of time, the worker may try to fit either intervention around their workload, rather than around the service users needs, which in turn may restrict the development of empowerment within the service user, and ultimately not address any underlying problems. Although this is a rather bureaucratic outlook, it could be said to be a sign of the times that most things are increasingly driven by targets and financial considerations. Whilst both approaches seem to satisfy agency requirements as well as maintaining professional practice, Reid and Epstein (1972) believe that the task-centred approach is more structured compared to crisis interv ention (cited in Payne 1997:97). It could be suggested in which case, that task-centred practice is more beneficial for the less experienced worker as it follows more defined framework. In addition, it could be fair to say that this method of intervention could be useful for reflective practice due to it following such a framework; the worker, as well as the service user, has to be committed to a series of planned work, therefore could be a valuable tool for future guidance in a professional capacity. Further to the constraints of short term interventions Reid and Epstein (1972) suggest that these approaches may not allow sufficient time to attend to all the problems that the service user may want help with and that clients whose achievement was either minimal or partial thought that further help of some kind may be of use in accomplishing their goals. Task-centred practice is an approach which depends on a certain level of cognitive functioning. Doel and Marsh (1992) suggest that the service user must be of rational thought and be capable of cognition in order for the intervention to be effective, therefore may not be suitable for those with on-going psychological difficulties or debilitations; where reasoning in seriously impaired, such as some forms of mental illness, people with considerable learning difficulties or a great degree of confusion, task-centre work is often not possible in direct work with that person. It is evident that both the task-centred and crisis intervention approaches are popular and generally successful models of social work practice and can both be used in a variety of situations.   Both approaches are based on the establishment of a relationship between the worker and the client and can address significant social, emotional and practical difficulties (Coulshed Orme 2006). They are both structured interventions, so action is planned and fits a predetermined pattern. They also use specific contracts between worker and service user and both aim to improve the individuals capacity to deal with their problems in a clear and more focused approach than other long term non directive methods of practice (Payne 1991). Despite their different origins and emphasis, both of these approaches have a place in social work practice through promoting empowerment of the service user and validating their worth. Although there are certain limitations to both of the approaches, they do pro vide important frameworks which social workers can utilise in order to implement best practice. References Coulshed, V. and Orme, J. (2006) Social work practice . 4th ed. Basingstoke, Palgrave. Macmillan. Doel, M. and Marsh, P. (1992). Task-centred Social Work. Aldershot, Ashgate. Healy, K (2005) Social work theories in context : creating frameworks for practice. Basingstoke:Palgrave Poindexter, C. C. (1997) Work in the aftermath: Serial Crisis Intervention for People with HIV Health Social,May, 22, (2), 1-3. Adams, Dominelli and Payne (2002) Social Work: Themes, Issues and Critical Debate   (2nd edn) Palgrave Coulshed, V. (1991) Social Work Practice: An Introduction, Basingstoke: Macmillan/BASW Ford and Postle (2000) Task-centred Practice and Care Management, in Stepney and Ford Social Work Models, Methods and Theories   Russell House Payne, M (1997) Modern Social Work Theory   (2nd edn) Macmillan Reid and Epstein (1972) Task-centred casework   Columbia University Press Reid, W. J. (1992) Task Strategies New York:   Columbia University Press Trevithick, P (2005) 2nd Edition, Social Work Skills: A Practice Handbook, Philadelphia: Open University Press Caplan, G. (1964). Principles of preventative psychiatry. New York: Basic Books Reid, W. J. (1992) Task Strategies: An Empirical Approach to Clinical Social Work, New York: Columbia University Press Reid, W. J. and Shyne, A. (1969) Brief and Extended Casework New York: Columbia University Press Aguilera, D. C.   (1990) Crisis Intervention: Theory and Methodology 6th edition St Louis:   Mosby and Co Parker, J.   (2007) Crisis Intervention: A Practice Model for People who have Dementia and their Carers, Practice 19 (2), 115-126 Marsh, P. and Doel, M. (2005) The Task Centred Book Aldershot:Ashgate Hoff, L. A. (1990) Battered Women as Survivors , London: Routledge Rojek, C and Collins, S. A. (1987) Contract or Con trick? British Journal of Social Work, 17, 199-211 Epstein, L. and Brown, L. (2002) Brief Treatment and a New Look at the Task Centred Approach, Boston, MA: Allyn and Bacon Doel, M. (2002) Task-centred work, in R. Adams, L. Dominelli and M. Payne (eds) Social Work: Themes, Issues and Critical Debates (2nd edition), Basingstoke: Palgrave Reid, W. J. and Epstein, L. (1972) Task Centred Casework, New York: Columbia University Press Kubler-Ross, E. (1970) On Death and Dying, London: Tavistock Coulshed, V. and Orme, J. (1998) Social Work Practice: An Introduction, 2nd edition, Basingstoke: Macmillan/BASW Cree, V. and Myers, S. (2008) Social Work: Making a Difference, Bristol: The Policy Press Wilson, K, Ruch, G. Lymbery, M. Cooper, A. (2008), Social Work: An Introduction to Contemporary Practice, Essex: Pearson Education Limited Roberts, A. (2000), Crisis Intervention Handbook: Assessment, Treatment and Research, 2nd edition, Oxford: University Press Murgatroyd, S.J. and Woolfe, R. (1985), Helping Families in Distress: An Introduction to Family Focussed Helping, Michigan: Harper and Row Kessler, J. W. (1966), Psychopathology of Childhood, California: Prentice-Hall Fell, B. (2009) McColgan (2009) BASW (2002)

Saturday, January 18, 2020

Continental Airlines

Case Study: Continental Airline? s Tech Strategy Takes Off Continental Airline’s Tech Strategy Takes Off Amrita Ranchhod 152109103 Amrita Ranchhod Pagina 1 Case Study: Continental Airline? s Tech Strategy Takes Off Company profile Continental Airlines is the world’s fifth largest airline. Continental, together with Continental Express and Continental Connection, has more than 2,750 daily departures throughout the Americas, Europe and Asia, serving 133 domestic and 132 international destinations. More than 750 additional points are served via current alliance partners. Continental has hubs serving New York, Houston, Cleveland and Guam, and together with its regional partners, carries approximately 63 million passengers per year. Based in Houston, Texas, the airline must provide an IT infrastructure to support its global reach. Its IT department delivers services for internal operations as well as for its customer service and external Web applications. 0. Make a small description of the case pointing out the main management issues. This case study demonstrates how Continental Airlines adopted new strategies and how they got successful when most of the U. S. based airlines were in risk of bankruptcy after the 9/11. The company wasn’t very highly regarded because of its organizational culture and it’s IT and Biz. Strategy weren’t aligned. Continental slowly reinvented itself by using new strategies, â€Å"Worst to First† which made them one of the most admired global airline in the world. They used IT as a service centre and aligned Biz. with IT. 1. Describe the external environment and Continental’s strategic goals After the 9/11, the nation’s airline industry struggled to regain altitude, because of the loss of billion of dollars since a smaller number of people wanted to fly which made thousands of people loose their jobs. But it is believe that the U. S. airlines were already struggling before the attack due to broader economic and competitive issues. Also, economics problems in the U. S. and Japan and the weakening of the dollar has not helped for the recovery of the airline industry. See appendix 1) The legacy carriers – American Airlines, Delta Air Lines, United, Continental Northwest and US Airways had to face new lower-cost competitors entering their Amrita Ranchhod Pagina 2 Case Study: Continental Airline? s Tech Strategy Takes Off markets, and all airlines had to face soaring fuel prices over the last years. According to Phil Baggaley, the senior airlines credit analyst for rating agency Standard & Poor’s, â€Å"The legacy carriers were forced to pull back their capacity and that opened a vacuum that the low-cost carriers could fill. I think 9/11 made a material difference in that way -it accelerated a trend that was already occurring. † (www. money. cnn. com). This lead to an unused aircraft, demand for new planes went down which didn’t help the manufacturers and their suppliers. To understand better Continental Airline’s external environment I will use SWOT analysis: Strenghts ? Revenue : Revenues increased of 17. 1% from 2005 to 2006 ? Profits: Operating Profit: during fiscal year 2006 operating profit was $468 million, compared to operating loss of $39 in 2005. Net Profit: during fiscal year 2006, net profit was $343 million, compared to net loss of $68 in 2005. ? CEO: The CEO of Continental Airlines played and important role in stimulating the company. The â€Å"Go Forward Plan† made possible to focus on every aspect of the organization. ? Target Market: Having a well-defined target market, Continental provides services to upper-class and business travelers. ? IT Integration ? Clear Vision Amrita Ranchhod Pagina 3 Case Study: Continental Airline? s Tech Strategy Takes Off Weaknesses ? Financial Difficulties: The company had some financial problems with great amount of debts and operating at loss. ? High Operating Costs: Continental had a high operating cost because they decided to attract consumers by offering in-flight meals preventing them from going to other airlines. Opportunities: ? Reestablishing Customer Base: The airline industry is becoming â€Å"normal† as in returning to pre-9/11 status. ? Align new marketing strategy, more consumer oriented, with low cost strategies. Threats: ? September 11th: The public lost faith in the airline industry after the September 11th and for many companies this meant bankruptcy. Even after this, the majority of the airline industry had lower profits. ? Oil prices were getting high ? Increasing Rivalry As stated in the case study, Continental Airlines was ranked at the very bottom of the list of airlines and regularly received low marks for customer service. Its external environmental was very instable and each carrier was trying very hard to save the company from bankruptcy. The company had 45 different CRM systems and the carrier had no way to verify who the most important customers were. The company’s strategy was mainly to identify and increase the loyalty of continental’s most important customer and also to find new customers even outside the U. S. keeping prices stable and increasing routes. The way they implemented this strategy was basically creating and IT department which would improve customer services and operations. Bethune’s â€Å"Worst to First† business strategy made reorganize the Amrita Ranchhod Pagina 4 Case Study: Continental Airline? Tech Strategy Takes Off company’s structure by launching new service routes. But according in Teradata (www. teradata. com), Bethune’s â€Å"Worst to First† business strategy relied little on technology. Bethune began by reshaping the company with his â€Å"Go Forward Plan,† which still guides the business today. The Go Forward Plan has four interrel ated parts, dealing with the airline’s product, finances, market and people: ? Fly to Win: Understand what products customers want and what they are willing to pay for. ? Fund the Future: Manage costs and cash flow so the airline can continue to operate. Make Reliability a Reality: Get customers to their destination safely, on time and with their luggage. ? Work Together: Create a culture where people want to come to work. The second phase of Bethune’s strategy, â€Å"First to Favorite†, the IT team decided to transform the airline’s CRM systems into one which made possible to save around $6 million costs in operating costs. 2. What are the new management capabilities and business processes? Are they information-intensive? How they work? Continental’s success was due to the use of innovative technologies to improve internal operations and customer service. The real-time data warehouse provided data from 25 internal operational systems and two external data sources loaded into the data warehouse. The source systems included: schedules, inventory, employee and crew payroll, airline tickets, customer care, and others and it was applied to areas such as revenue management, customer relationship management, flight management dashboard and fraud detection. The CVM provided by Continental’s database, allowed them to Amrita Ranchhod Pagina 5 Case Study: Continental Airline? s Tech Strategy Takes Off know the most profitable customers which helped the marketing department in customer segmentation. Management understood that good quality information was critical. According to Jane Beeby, Continental’s Senior Director, as part of its strategy to optimize service, Continental maintains unique 800 numbers for various types of customers. For example, international fliers dial a different number than do customers booking domestic flights. Rewards Program members have their own toll-free line. To even more precisely identify individual customer needs, callers may also respond to a series of network-level prompts before being connected to an agent. (www. cisco. com). The new capabilities and business processes attained by the company made possible to know more about their customers which lead to more profit and consequently to a better customer service. 3. Does IT have a strategic role at Continental? (Apply Porter’s 5 forces model) As an early adopter of new technology, Continental Airlines uses the latest information technology allowing the company to progress. I believe that IT was a brilliant opportunity to invest in the future providing real-time business intelligence which made possible to save $500 million in costs and revenues produced a ROI (Return on Investment) of more than 1. 00% (See Appendix 2). One thing worth mentioning is that one of the key resources at Continental were the employees. More productive employees lead to better margins. The ability to deal with problems efficiently, in turn, created job satisfaction, as employee see their efforts give way results. According to Porter’s analysis, The Five Forces determ ine the competitive intensity and therefore the attractiveness of a market. Amrita Ranchhod Pagina 6 Case Study: Continental Airline? s Tech Strategy Takes Off Threat of New Entrants: Continental is implementing a unique strategy making hard for new companies to enter the market and uncrease barriers. Therefore, there is a low threat of new entrants because the service they are offering is difficult to copy ? Bargaining Power of Suppliers: The bargaining power of suppliers will decrease because as Continental is controlling more information about customers therefore they are offering exactly what costumers need which makes possible to build brand awareness – the bargaining power of the company increases. Threat of Substitutes: The IS strategy gives to Continental Airline a competitive advantage because they control customer’s information therefore they are able to capture loyalty of them and minimize substitutes. ? Bargaining Power of Buyers: Since there is a new IS th e company is increasing barriers for customers switching costs. The buyers are becoming more loyal and establishing a bound to the company services which makes difficult for them to change. Therefore the bargaining power of buyers is decreasing. Conclusion – The information systems at Continental have a strategic impact in because they have a major positive impact in: ? Increasing Industry Rivalry ? Lowering Customer Bargain Power 4. Regarding their business value analyse the IT systems mentioned positioning them in McFarlans’s Matrix. According to the McFarlan’s Matrix listed bellow, for example CRM (Customer Relationship Management) plays a strategic role in Continental’s Airline, because the existing and future expansion is vital to the firm’s success. CRM made possible the Amrita Ranchhod Pagina 7 Case Study: Continental Airline? s Tech Strategy Takes Off lose relationship between the company’s customers and each employee, giving these last ones better information about specific needs of their customers. Loyalty is very important for them, so by using the data warehouse with real time information ensured higher customer retention. The CRM system also facilitated crossselling (off ering customers complimentary products based on their previous purchases) and up-selling (offering customer’s premium products in the same category). Amrita Ranchhod Pagina 8 Case Study: Continental Airline? s Tech Strategy Takes Off 5. How the process of Biz and IT alignment should be performed at Continental? Make 3 recommendations. Alignment is always going to be a moving target. Business objectives are in change, while IT tends to move in more stable patterns. From my point of view the key recommendation is to focus on what can the company achieve now and take one step at a time. For them to be aligned there should be a balanced in terms of communication. Business people â€Å"speak in business language† and IT people in technical terms. To solve this problem, we should put this two together and â€Å"make them† find their own language and this involves communication, process alignment and value demonstration. These people must have the right tools and skills to work together so they can arise the best strategies. In my point of view, creating a new department, in theory is easy but they are always full of obstacles and always busy. For example, employees profiles can be created to gather information about their competencies. Also within the organization make audit objective as ensuring a strong coupling between the business operations and the IT operations and to ensure that both the operations align with the overall business strategy. Amrita Ranchhod Pagina 9 Case Study: Continental Airline? Tech Strategy Takes Off References Chris Isidore, (September 8th 2006), Airlines still in upheaval, 5 years after 9/11: www. money. cnn. com [Acessed at 15th November, 2009] Teradata Corporation, Case-Study – Data Warehousing: www. teradata. com [Assessed at 16th November, 2009] Cisco Systems, Inc, Soaring with Intelligent Contact Management: www. cisco. com [ Assessed at 16th November, 2009] Amrita Ranchhod Pagina 10 Case Study: Continental Airline? s Tech Strategy Takes Off Appendix 1: Amrita Ranchhod Pagina 11 Case Study: Continental Airline? s Tech Strategy Takes Off Appendix 2: Amrita Ranchhod Pagina 12 Continental Airlines Meagan Young Chapter 10 I believe that Lorenzo’s confrontation with Continental’s unions could have been conducted a different way. They could simply listen to each other’s viewpoint and not interrupt with one another is speaking. This way each other can hear their viewpoint and maybe understand one another better. If Lorenzo would have listened to what his employees were trying to say, he may have gotten ideas from them and used them for his company. Both these companies experienced commonalities and contrasts. Both Bethunes and Southwest Airlines experienced debt issues. Both companies were puzzled as how to deal with this situation. Both companies however had the similar approaches as how to deal with the debt situations. Bethune definitely has a better management style than Lorenzo’s. this is because Bethune was willing to come up with solutions to come out of debt. He also made dramatic changes. In 1995, through a â€Å"renewed focus on flight schedules and incentive pay,† he greatly improved on-time performance, along with lost-baggage claims and customer complaints. Better communications was also a key element in improving employee relationships and the spirit of teamwork. Information was shared with employees through newsletters, updates on bulletin boards, email, voice-mail, and electronic signs over worldwide places. As you can see Bethune really wanted to improve Continental Airlines because he wanted what was best for the company. Bethune proved a master at changing employees’ attitudes and their sense of pride. Few top executives ever faced such a negative workforce, reflecting the Lorenzo years. But Bethune changed all this, and in such a short time. is open-door policy and open houses to encourage employees to interact with him and other top executives was a simple gesture, but so effective, as was his opening wide the channels of communication about company plans. The incentive plans for improving performance, and the freeing up of employee initiatives by abolishing the rigidity of formal policies, were further positives. He enge ndered an atmosphere of teamwork and a personal image of an appreciative CEO. This goes to show that Bethune is a trustworthy man and cares much about his company and the employees. The paint issue shouldn’t be a big issue. It gave the company a new look I think. Giving employees some kind of reward such as a bonus or incentive seems ideal. When they reach a certain goal or percentage and show they are hardworking employees, they could receive one of these. Before doing this I would supervise how they are working to make sure they are doing what they are supposed to. After studying their work ethics I would then determine what kind of reward I would present to them. Lack of communication is one of the biggest issues with not only top executives but anyone in the company. I’m sure not all of the upper management had the same ideas for Continental, and because of this some were left behind. This could be a downfall because one of them could have had a really good idea to present to the company. Because workers are not getting paid what they should, you can offer them something else. You can offer them better company benefits. This can help the employee tremendously, especially if they have a family. You could also tell the workers that if they reach a certain percentage that they can receive a raise. All of these ideas can motivate an employee to work harder at their job.

Friday, January 10, 2020

Frank Lucas; American Gangster

Frank Lucas; American Gangster What is the one thing every person, white or black, rich or poor, American or Hispanic, wants to have plenty of in their possession? If it’s green, flimsy paper with different values on the front then money is the answer. Whether it’s 19th Century, 20th Century, or 21st Century, people work, steal, worship money. Human beings aren’t always satisfied with the amount of money they have, so they work harder, steal, rob, or cheat hoping to satisfy their money obsession. This describes the efforts and actions of an â€Å"American Gangster† named Frank Lucas. Frank did whatever it took to become rich to provide for his family, driving him to drug trafficking. Despite being a murdering, lying, threat to the North East gangsters involved with the drug trafficking, Frank Lucas elicits enthrallment from the audience due to his intriguing and charismatic character, emphasizing the pleasure of grasping possessions wrongfully will only bring you joy for a short period of time. Frank Lucas thought he had it all. He was dealing the most pure drug there was on the street during this time for a lower price, had a system that was literally untraceable, and was wracking in the big bucks. The question is why did Frank Lucas become like this and how did he become like this? Frank used to drive around the most famous dealer before he was shot and killed. Frank was close to this man, him being a father figure in his young life. Frank wanted to be like that, so he decided to start his own business in the drug trafficking business. Frank was power hungry like Satan in Paradise Lost. Satan used to be one of God’s angels until one day Satan decided he could be even with God and be on top. Just as Satan was trying â€Å"to set himself in glory above his peers,† (1. 39) so was Frank Lucas trying to set himself the â€Å"king† of the slums up north. What this lifestyle brought to Frank Lucas looked good at the beginning but got harder and harder as time rolled on. Frank became rich quick, helping out his family tremendously with financial problems. But as his business kept drawing attention, life became more miserable with threats to his wife and himself making his life more and more of a secret from society. The same goes with Satan. He begins to realize that trying to be on top isn’t going to be easy, â€Å"for now the thought/ Both of lost happiness and lasting pain/ Torments him. † (1. 54-56). Both Frank Lucas and Satan realizing there power thirst comes with major consequences they didn’t expect. Both Satan and Frank Lucas give the reader and audience an intrigue that is likeable. Frank Lucas has this way of carrying himself as the man around town, no one messes with him but fear him. That’s power that people are gravitated towards to like, being the â€Å"center of the world. † Also this intrigue rubs off onto Frank’s brothers. They are canceling there dreams in there mind because they want what Frank has, rich and fame. Satan also has that feature. The way he believes he can be equal to God makes you feel his confidence. You are intrigued in his decision making and are curious to see if he succeeds. He also is good at rubbing this business of his to other angels who end up following him. People look up to them and want what they have. In the end, both Frank Lucas and Satan have the urge to be the most powerful person, have it all, but don’t succeed like they had hoped. Frank Lucas gets caught and put in jail, and Satan has to keep wishing he could â€Å"have equaled the Most High† (1. 40). While they are both hated by the world they live in, the reader and audience begin to smile, and begin to feel a little likeness towards these characters especially for their intrigue ways.

Thursday, January 2, 2020

The Slavery Of African Americans - 1207 Words

There is no denying that the period of time where slavery was legal in America was a dark time that all wish was expunged from the nation’s history. Ever since the end of WWII came around and Japanese and victims of the Holocaust started to receive reparations for the ordeals then endeavored. This launched a proposal that the descendants of the enslaved people in the United States would be given some type of compensation. The form of compensation varies from individual monetary payments to land-based payment. Although the American enslavement of African Americans was unjust, the American has undergone new government and the new one should not be held responsible for the actions of the previous. Although reparations to some might seem like†¦show more content†¦Thus further explains that the bloodlines of the descendants are corrupted and too hard to trace for pursuing compensation. Even though in today’s day and age slavery is considered a crime against humanity, it was not always so. Since at the time acts of slavery were being committed it was not a crime, the current US government should have no legal obligation to compensate these descendants. Many legal standpoints arise at the argument of restitution, another being that the U.S government that is currently in use did not exist before the ratification of the Thirteenth amendment. The current U.S. government inherited the institution of slavery, and cannot be held legally liable for the enslavement of Africans by Europeans prior to that time (Reparations of Slavery n.d.). David Horowitz argues that there is no definitive group responsible for slavery, Africans themselves were responsible for a lot of the slave trade, and there were about 3,000 black slave owners in the U.S. David simply puts it into terms that the American government should not have to pay and if they did have to otherworldly co untries would have to as well. This statement from the article points out that the Europeans enslaved the Africans and brought them to America. The U.S government itself did no such thing, although they prolonged it they eventually ceased slavery and made right