Business Process Management Experience Business Essay

Business Process Management Experience Business Essay A study published by Gartner (Gartner: Michael James Melenovsky / Jim Sinur / Janelle B. Hill / David W. McCoy, Business Process Management: Preparing for the Process-Managed Organization, 2005) defines Business Process Management (BPM) as follows: BPM is a management practice that provides for governance of a businesss process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organizations activities and processes. My learning experience on business process management started in the early years of my career when I worked as programmer and subsequently a project manager with a local software house (See CV Aug 1981 Aug 1994). I spent many years working in the development, implementation and management of an insurance package for a number of insurance agencies in Malta. Working closely with insurance personnel to understand their pain areas and their business requirements gave me a very good knowledge and insight on the insurance business, and helped me develop my interpersonal and communication skills. Analysing their working practices, identifying areas of improvements and making recommendations for automation developed my analytical skills. This experience was further reinforced when I attended a one-year study course with examination (See CV Training 1985 to 1986) for the attainment of an analysis and design diploma and a graduate membership with the Institution of Analysts and Programmers. Good formal training on internationally-renowned systems analysis and design methodologies, held in the nineties (E.g. SSADM, DSDM, BPR), further strengthened my skills and knowledge in process modelling and business analysis. This also taught me how to intelligently select a variety of techniques and approaches to be used in tackling different kinds of situations. I consider this training as a turning-point in my career because, through it, I discovered a profound interest in structured methodologies, which I continued developing over the years and still at it after thirty years. The in-depth knowledge in structured methodologies acquired in the previous years also turned me into a highly structured individual with good organisational skills who can organise himself and others. In 2005, as Information Systems Strategist at Air Malta, I proposed the setting up of a business process improvement function within my sphere of responsibilities. This recommendation was accepted. Over the next two years I worked on two assignments, namely, the reorganisation of the Airlines Commercial Division, and the Tour Operator Contract Management business process (See AOL1 Project Management Pg 2). A few months ago, in my role as Head of IT at APS Bank, I made recommendations to set up a new BPM unit in order to initiate a number of change programmes that would focus on improving the Banks working practices and introduce further automation. The recommendations were accepted and a change programme set in motion. In this AOL, I will demonstrate the use of my skills and knowledge in the creation of a business process management function at APS Bank and my experiences on the first change projects. Learning Trail My knowledge on business process management has developed over the years throughout a mix of implicit and explicit learning, formal training and on-the-job working experiences. The following is a diagram depicting my learning trail in business process management: Diagram 1: BPM Learning Trail Skills and Activities The following is a table highlighting the skills and relevant activities covered in this AOL: Skills Activities Gaining Organisational Adoption Establish Banks BPM readiness Research best practices Gain buy-in for adoption of new idea Setting up a Business Process Management Competency Centre Establish the organisation structure and services to be offered Select a methodology and toolset Establish a programme of works Deliver a BPM programme Execute a pilot project Execute the first project Promote first achievements and good results Formation of a BPM Competency Centre at APS Bank Gaining Organisational Adoption: APS Bank is relatively small in size and client base when compared to other local banks, but has a niche market and a rich banking history spanning over a hundred years of successful operation. My direct involvement in the preparation of the Banks IT strategy and its business strategy (See AOL 2 IT Strategy Definition), gave me a fairly good insight in its business model and working practices. When I looked at the evolution of the Bank over the past hundred years; its transformation into a commercial bank a few years ago; its fast growth rate; and the findings of a situational analysis; it became apparent that this fast change and constant evolution created operational silos and inefficient working practices. To me, these factors clearly indicated that the Bank needed urgent re-engineering to streamline and standardise its business processes; to realign the organisation structure; and to introduce automation to support this change. It was the perfect site for the adoption of Business Process Management (BPM). As Head of IT I firmly believed that reengineering a business process prior to automating it would be extremely beneficial, because the resultant computer-system would represent a streamlined and efficient process legacy working practices, duplication and redundant steps would be eliminated before embarking on systems development. I decided to research and explore the best possible approach to use in order to build up business process management capabilities within the IT Division. I was concerned about the Banks readiness to accept this culture change. I was aware that introducing and practicing BPM would bring about significant changes and possibly resistance to change. Having researched the subject, I discovered Gartners Enterprise Personality Profile (EPP) method to assess the Banks readiness for this change (Gartner: Elise Olding, Bill Rosser, Getting Started with BPM, Part 1: Assessing Readiness, Pg 3, 2007). On evaluation, I concluded that the Bank could be classified as a Cultural Moderate, whose definition by Gartner is: Cultural moderates operate in a more stable but sometimes disjointed fashion; they tend to seek parity with other enterprises. I could relate to this definition, because of the Banks: (i) operational silos; (ii) conservative outlook and low risk appetite; and (iii) tendency to follow market leaders and rarely venture forward into becoming innovators. The Gartner study also recommended that Moderates are more likely to respond to projec ts that will offer competitive advantage such as improved customer service. I used the results of this assessment to mould my next steps in obtaining organisational adoption. Subsequently, I also used this new knowledge whilst preparing the annual programme of works. The experiences and skills I had acquired in my previous jobs with MITTS Ltd when I set up a Rapid Application Development Unit (See CV Jan 1996 Aug 2000); an Information Management Unit; and an Enterprise Architecture Unit (See CV Sep 2001 Aug 2004); were extremely helpful. The aggregation of positive and negative experiences encountered during these assignments gave me a proved and tested approach to use in the creation of this new unit. My next step was to research approaches used in similar situations by my peers in the industry. I used Gartner research material and found tons of information on the subject. It was comforting to see that my approach was pretty close to the mark. I collected all the information I required and prepared a PowerPoint presentation that provided the rationale behind my recommendation to set up this new function. I then started my usual lobbying grand tour of influential people within the Bank. The first difficult milestone was to convince the CEO, who is a very thorough person whose focus on efficiency, discipline and achieving business results are high on his agenda. I therefore focused my presentation on the current situation and the added value that the new unit would bring. The CEO was interested in this new concept and instructed me to bring it up for discussion at the Executive Management Committee. I used the same presentation at the Executive Management Committee, but the results were different. Some heads felt that BPM was an invasive and meddling exercise in their methods of working they had difficulties accepting external parties telling them whats wrong and how to do things. Other heads questioned the need for any improvements to the current business processes. Others were concerned at their required level of involvement during a BPM project. In short, I realised that I had made a mistake I had rushed into this without having carried out the appropriate level of lobbying with the individual heads before meeting them collectively in a group I had not used my experience and intrinsic learning I had previously acquired. In the following weeks I had to make some corrections and therefore changed tact. In other meetings that followed, I emphasised on some key areas to try and convince the heads that this was good for the company, because: (i) the BPM Unit is to be considered as a consultant that provides re-engineering services to the Head and his division it is not an internal audit; (ii) the Head and his division will rarely ever have the time and opportunity to dedicate weeks of effort to reassess their working practices the BPM unit can do that for them; (iii) every decision or proposed change will be carried out with the division the BPM unit are only facilitators; and (iv) any move to change has to be fully authorised by the Head of the division. This painful but important exercise, that should have been carried out previously, was relatively successful the Executive Management Committee cautiously bought into the concept. My recommendation to set up the new BPM Unit was adopted by the Bank and placed as one of my targets in the new Business Plan. It was now important to tread carefully in the first one or two BPM projects in order to ensure full buy-in. Setting up a BPM Competency Centre: Two years previously, I had set up a unit within the IT Division (i.e. Client Services Unit), to act as a buffer between IT and its internal business clients. This unit is staffed by ex-business personnel who understood the Banks working practices; could speak the same language as their business clients; and who could therefore show empathy towards their business colleagues. Reviewing, understanding and proposing changes to working practices required a good doze of knowledge on banking. I therefore found it suitable and logical to set up the new BPM function under the umbrella of the above mentioned Unit. The objective was to ensure that BPM personnel inherit the mindset of customer care and relationship building. I did not want to start big, so I recruited two bank personnel who had a good mix of banking knowledge, as well as, a good IT know-how. The next step was to research, select and establish a methodology and a toolset that would eventually be used to deliver BPM projects. I consider the use and knowledge of methodologies to be one of my core competencies. In the nineties, I attended a number of good training study courses in methods, such as Systems Development and Design Methodologies (SSADM) and the Dynamic Systems Development Method (DSDM now known as Agile) (See Relevant Training Courses below). I have also acquired solid hands-on experience in the use of these methods, especially during the period 1990 to 1994, when I worked on large projects in the insurance and oil industries (See CV Jan 1990 Aug 1994). Therefore, establishing and documenting an initial approach to be used for BPM projects was not a difficult task to complete. In 1995, in my new job at MITTS Ltd (See CV Sep 1994 Aug 2000), I was given the opportunity to set up a rapid application development unit for the Government of Malta, whose raison dà ªtre was to deliver small computer-based solutions in a phased and rapid manner. This experience was an extremely positive learning experience because it taught me to: (i) understand the importance of setting a vision, which gave the team a shared and common direction to get there; (ii) understand the importance of heavily involving your personnel during the birth of a new unit I found that this approach instilled a feeling of pride, bonding, comradeship and ownership; and (iii) understand group development, whereby teams go through four phases of maturity as stated by Bruce Tuckman (Tuckman, Bruce (1965), Developmental sequence in small groups, Psychological Bulletin 63 (6): 382-99), namely the forming-storming-norming-performing. I therefore set out to use the above learning experience to create the new BPM function. I engaged the new recruits in the design of the BPM method, techniques and toolset through interactive workshops and proof-of-concept projects. At each step of the way we met, compared notes and discussed areas of improvement. We moved into a natural cycle of continuous improvement, whereby each step of the way was constantly being challenged and refined on the basis of each others experiences. This method proved successful, because the personnel were motivated and fully engaged. Deliver a BPM programme: As already mentioned above (See Gaining organisational adoption), the Executive Management Committee cautiously bought into the new concept of a BPM function. Some Heads were not yet convinced of its benefits and some others were sceptical of the whole concept. I was given the chance to prove that this was the right thing to do. I therefore embarked on an exercise to establish a programme of works for the next twelve months. During the business planning exercise, that takes place each year, I invited my colleagues in the executive management committee to propose pain areas which they felt needed attention and assistance to sort out. I kept in mind the Enterprise Personality Profile assessment I had carried out earlier (See Gaining organizational adoption section above), whereby I had concluded that a corporate moderator would likely à ¢Ã¢â€š ¬Ã‚ ¦ respond to projects that will offer competitive advantage such as improved customer service (Gartner: Elise Old ing, Bill Rosser, Getting Started with BPM, Part 1: Assessing Readiness, Pg 3, 2007). Surely enough, the heads proposed four areas that would focus on customer touch-points (e.g. customer on-boarding and the call centre) a very positive turning point and a show of trust. We now had a programme of works and some willing sponsors. Before embarking on the first official project, we decided to initiate a pilot project with the aim to: (i) Test the selected approach and toolset; and (ii) Increase the level of skills and knowledge of the newly set BPM unit personnel on-the-job training. We selected the IT service desk business process that included incident management, change management, service level management and service request management. We piloted the full BPM lifecycle and again used regular meetings to identify areas of improvement at each step of the way. This exercise helped us to fine tune the selected approach and gain enough confidence to proceed with the first official BPM project. During the first project we tried to apply all the skills and knowledge we learnt during the proof-of-concept projects we had previously undertaken. At this point, the approach, techniques and tools were already well refined. We made it a point to use a totally participative and consultative approach across each step of the way. We prepared a detailed project brief and plan and ensured the full involvement of key business personnel selected by the project sponsor (head). The plan and expected outcomes were authorised by the project board. The project proceeded well and the initial outcome was very encouraging. We had passed the first difficult test. Relevant Training Courses Period Training Course Training Institute 2011 Business Process Management Gartner Ireland Limited, UK 1999 Dynamic Systems Development Method Practitioners Course (DSDM) DSDM Consortium 1997 Dynamic Systems Development Method Practitioners Course (DSDM) ITP Limited 1996 Business Process Re-Engineering Parity Training Limited, UK 1992 Systems Analysis Design Methodology (SSADM V4) BIS Applied Systems Limited 1990 Systems Analysis Design Methodology (SSADM V3) BIS Applied Systems Limited 1985 1986 Analysis Design graduate membership after having attended a formal course study and examination approved by the Institute Institution of Analysts Programmers, UK Evidence

Nsci 280 Week 4 Quiz

Week Four Quiz Chapter 9 Muscular System: Histology and Physiology ________________________________________ 1. Which of the following is NOT a function of skeletal muscle? a. body movement b. maintenance of posture c. respiration d. constriction of organs e. production of heat 2. Which of the following is true? a. Skeletal muscle is capable of spontaneous contraction. b. Smooth muscle is found in the walls of hollow organs. c. Cardiac muscle cells have multiple nuclei. d. Smooth muscle cells are long and cylindrical. e. There is a small amount of smooth muscle in the heart. 3.Which type of muscle tissue has cells that branch? a. skeletal muscle b. smooth muscle c. cardiac muscle d. both skeletal and cardiac muscle e. both cardiac and smooth muscle 4. Hypertrophy of skeletal muscles from weight lifting is caused by an increase in the a. number of muscle fibers. b. size of muscle fibers. c. number of striations. d. number of nuclei within the muscle fibers. e. number of muscle cells. 5 . Actin myofilaments a. resemble bundles of minute golf clubs. b. contain both myosin and tropomyosin. c. are held in place by the M line. d. contain strands of fibrous actin. . are the thickest proteins in muscle. 6. When an action potential reaches the presynaptic terminal, a. calcium ions diffuse into the presynaptic terminal through voltage-gated ion channels. b. acetylcholine moves into the presynaptic terminal. c. a local potential is generated in the presynaptic terminal. d. ligand-gated ion channels in the presynaptic terminal are opened. e. nothing else happens. 7. In excitation-contraction coupling, a. calcium ions must bind with myosin to expose active sites on actin. b. myosin heads bind to exposed active sites on actin. . cross-bridges form between myosin heads and calcium ions. d. movement of the troponin-tropomyosin complex causes actin myofilaments to slide. e. ATP binds to actin myofilaments. 8. Which of the following helps explain the increased tension seen in mult iple wave summation? a. increased motor unit recruitment b. increased concentration of calcium ions around the myofibrils c. exposure of more active sites on myosin myofilaments d. the breakdown of elastic elements in the cell e. decreased stimulus frequency 9. An isotonic contraction is described as a. ction potential frequency is high enough that no relaxation of muscle fibers occurs. b. a muscle produces constant tension during contraction. c. a muscle produces an increasing tension during contraction. d. a muscle produces increasing tension as it shortens. e. a muscle produces tension, but the length of the muscle is increasing. 10. Which type of respiration occurs in the mitochondria? a. anaerobic respiration b. aerobic respiration c. both anaerobic and aerobic respiration Chapter 10 Muscular System: Gross Anatomy ________________________________________ 1.The sternocleidomastoid muscle extends from the mastoid process of the temporal bone to the sternum and medial clavicle. Wh en both sternocleidomastoid muscles contract, the head is flexed. The end of the muscle that connects to the sternum is the a. origin. b. belly. c. body. d. insertion. e. fixator. 2. Which of the following represents a class I lever system? a. crossing your legs b. hyperextension of the head c. standing on your tiptoes d. flexion of the elbow to elevate the hand e. lifting weight with your arm 3. In order to stabilize the hyoid so that the larynx can be elevated in swallowing, the _____ muscle group is used. . Pterygoid b. Infrahyoid c. Auricularis d. Suprahyoid e. hyoglossus 4. If abdominal muscles are contracted while the vertebral column is fixed this will aid in a. vomiting. b. childbirth. c. urination. d. defecation. e. All of these choices are correct. 5. Which muscle will depress the scapula or elevate the ribs? a. levator scapulae b. serratus anterior c. pectoralis minor d. subclavius e. rhomboideus major 6. Which of the following muscles extends the forearm and has its inse rtion on the ulna? a. Deltoid b. biceps brachii c. triceps brachii d. brachialis e. coracobrachialis . The gluteus maximus a. does most of the work in â€Å"sit-ups. † b. accounts for a sprinter's stance. c. allows one to sit cross-legged. d. is used in the knee-jerk reflex. e. is a common site for injections. 8. Label muscle â€Å"A† on the diagram. a. orbicularis oculi b. temporalis c. trapezius d. sternocleidomastoid e. masseter 9. Label muscle â€Å"A† on the diagram. a. linea alba b. serratus anterior c. rectus abdominis d. external oblique e. internal oblique 10. What does â€Å"A† represent? a. Coracobrachialis b. Deltoid c. pectoralis major d. biceps brachii e. serratus anterior

Third Party Conflict Resolution

Third Party Conflict Resolution MGT/445 Organizational Negotiations March 11, 2013 | | | | Third Party Conflict Resolution Conflict is an omnipresent facet of human existence present at every level of society. Differences in culture, norms, beliefs, wants, needs, and personality causes conflict. Throughout history people involved in conflict solicit assistance from a third party with the primary goal to negotiate a resolution. Team A is assigned to review a case involving two managers of a manufacturing company involved in a conflict. The following paragraphs provide an overview of the case and different third party interventions strategies.Team A included below the analysis of the case, a third party intervention strategy to resolve the conflict, the reason the strategy resolves the conflict, and an alternate strategy if the first strategy does not work. Case Overview The case involves a conflict with managers of a major producer of office furniture -Seatcor. Acting as the senior vi ce president of operations and chief operating officer, Team A must provide an appropriate solution to the conflict. Joe Gibbons is the vice president and general manager of Seatcor’s largest desk assembly plant. Joe has been with Seatcor for 38 years and is two years away from retirement.He worked his way up through the ranks to his present position and has managed successfully his division for five years with a marginally competent staff. Joe is a long-standing personal friend. There is a perception Joe has surrounded himself deliberately with minimally competent people possibly because he may have felt threatened by talented assistants. During lunch with Charles Stewart, assistant vice president and Joe’s second in command, it became clear there is a conflict between Charles and Joe. Joe’s potential replacement upon his retirement is Charles, who was hired last year.Joe was reluctant to hire Charles. Charles is 39, a tenacious, bright, and well-trained busine ss school graduate. Charles is doing a good job in his new position. Joe is in the process of completing a five-year plan for his plant. This plan will serve as the basis for a proposal to management for several major plant reinvestment and reorganization decisions. According to Charles, Joe has not included Charles in the planning process. Joe excluding Charles is disturbing him. His distress may be influencing his work and relationship with Joe. Charles may have an ulterior motive for disclosing this information.Joe runs a good ship and has good judgment. Confronting Joe may upset him and appear to undermine his authority. Joe may have a good reason for excluding Charles. Joe felt threatened by a junior manager or he may not be aware of Charles’ distress regarding exclusion from the planning process. Some tension between Joe and Charles may exist even though they are not in a verbal dispute. From a business standpoint, the potential conflict between Joe and Charles is a ver y serious problem. Joe will retire in two years so it will be important to have a trained replacement in place well in advance.Charles probably will have to live with the results of any major decisions about the plant after Joe retires. In addition, it is essential Joe support Charles so he can grow properly into his present position and future job. The goal is to resolve the potential conflict between Joe and Charles as well as benefit the company. It will be important to get Joe and Charles talking. The company will benefit if Joe and Charles have an amicable relationship so Joe can train Charles and collaborate on the five-year reinvestment and reorganization plan. According to the â€Å"The FreeDictionary† (2013), intervention means â€Å"to come, appear, or lie between two things† (Intervene, para. 1). As acting senior vice president of operations and chief operating, Team A must intervene to resolve the conflict. Third Party Intervention Strategies and Selection In the Seatcor case, Team is considering using a third party. â€Å"The terms third party and intermediary are both used to refer to a person or team of people who become involved in a conflict to help the disputing parties manage or resolve it† (University of Colorado, December 2, 2005,  p. ) Third parties can take the role of intermediary, consultant, facilitator, mediator, or arbitrators. â€Å"The various forms of observed third-party intervention are distinguished primarily by the degree of power that the intervener exercises over the process and outcome of the conflict† (Fisher,  April 2001-03-30, p. 1. The role of a consultant is to analyze the conflict and develop a plan to help resolve the conflict. The role of a facilitator is to arrange and manage meetings until a reasonable agreement is reached. More serious conflicts may warrant a mediator.Mediators are more involved and impose more structure to the discussion process between both parties. The goal of the mediator is to get both parties talking so each side understands the conflict from the other party’s point of view. Common understanding between both parties often yields a solution to the conflict. The role of the arbitrator is to listen to both sides, collect evidence, and determine the resolution to conflict. Decisions made by arbitrators are final. Informal interventions are incidental to the negotiation, whereas formal interventions are designed intentionally or in advance (Lewick, Saunders, & Barry, 2006, p. 87). As the senior vice president of operations and chief operating officer, Team A decides the best approach is to use a formal mediation strategy through an impartial third party. Applying the Intervention Strategy There are six steps to the formal mediation process that include introductory remarks, statement of the problem by both parties, gathering information, identification of the problem, bargaining and generating options, and finally reaching an agreeme nt. In general, the information gathering step is done after the parties have stated the problem. In this case it is important to ollect some data about the five-year plan and more on the relationship between Joe and Charles. It will be difficult to gather information without alarming the parties involved and creating rumors within the plant. Before the meeting with both parties, Team A will meet with Joe to allow him to explain his concerns with the development of the short-term plan. The mediation process will begin with arranging a meeting with both parties and the third party mediator. The mediation between Joe and Charles is set to take place at a local conference room close to the assembly plant with the third party mediator and Team A.This gives the mediation neutrality and takes away any implied bias by having the mediation at the plant. Hilary (2000) stated â€Å"Mediator neutrality legitimizes the mediation process because the parties, rather than the mediator, are in con trol of decision-making† (p. 145). The ground rules are simple but ensure Joe and Charles stay amicable with one another. Introductory Remarks The mediation begins with the mediator speaking to both Joe and Charles in the room. The mediator explains why he is there and the intent of the mediation. At the beginning of the eeting, the mediator will outline the reason for the meeting, the expectations of both parties, and protocol of the meeting such as allowing each party to speak without interruption. Also each party is asked to sign a paper agreeing to follow the ground rules, and the mediator can clarify any questions the parties may have about the ground rules The ground rules are simple but ensure Joe and Charles stay amicable with one another. * Both parties agree to take turns talking and will refrain from interrupting the other party. * Both parties will address the other party on a first name basis. The parties agree to pay attention to the other party to understand the other party’s wishes. * Each parties can request breaks when necessary. * Either party can speak up if the mediation falls off track. * Each party is to follow the guidance of the mediator. Statement of the Problem by the Parties Each party is asked to step outside and the other party speaks one-on-one with the mediator. This gives the mediator an overview of the situation and allows the mediator to counsel the parties on the correct language to not provoke the other party.Both parties are allowed in the room for face-to-face dialogue on the issues they believed led to the situation. Joe should be allowed to go first as senior manager. As the conversation progresses, the mediator writes down the problems from the views of both parties. The statements by both Joe and Charles will not necessarily be a true representation of the situation but will allow both parties express their respective view on the conflict. Joe may deny excluding Charles and is likely to place blame in an attempt to make Charles out to be the scapegoat.Charles may try to make Joe look bad to hide his own shortcomings or attempt to make himself look better. Either way, Charles’ distress may be warranted. Information Gathering In the information gathering step, the mediator will ask both parties questions to get to the potential root of the problem and evaluate the emotional undercurrents. Gathering information helps the mediator build rapport with both parties plus helps identify the root of the problem. Problem Identification After a short break, the mediator should summarize and repeat the highlights of the discussion to Joe and Charles.Summarizes the highlights helps both parties understand the primary points of the conflict. â€Å"The mediator tries to find common goals between the parties. The mediator will figure out which issues are going to be able to settle or those that will settle first† Stepp, J. A. , (February 2003). Bargaining and Generating Options Once th e mediator is confident of Joe and Charles’ commitment to achieve a negotiated settlement, the mediator may choose to hold private sessions with both parties to help move the negotiations along. The goal of the mediator is to find some common ground.This can lead to a final agreement, which diffuses the conflict and provides a new basis for future relations. Both parties may entertain alternative solutions without committing to any concessions. Reaching an Agreement During the final step of the mediation, Joe, Charles, and the mediator will work through the problems to find common ground. The ultimate goal would be for Joe to agree to mentor and train Charles for his position. In addition, Joe and Charles should agree to collaborate on completing the five-year reinvestment and reorganization plan.If an agreement is not reached an alternative strategy will be used. Alternative Actions Ultimately the needs of the company come first. If the relationship between Joe and Charles d oes not improve and an agreement is not reached then Team A will implement an alternative strategy. The next step would be to use arbitration. The third party mediator and Team A would advise both Joe and Charles are expected to act professional and put personal differences aside. Joe will be directed to provide training to Charles as well as work together on the five-year plan.If either party cannot agree to the terms of the agreement they may face possible termination. Conclusion Resolving conflicts, especially in a business setting is important. Conflicts can disrupt business operations and impede a company’s profits and growth. Team A selected the best approaches to resolve the conflict between Joe and Charles. The company solicited a third party mediator to protect the best interest of the company. Conflicts among employees are not uncommon and can be a simple a misunderstanding or personality conflict.If employees are not willing to work to resolve conflicts interventio n becomes necessary. From the information provided regarding this case it is unclear if Joe and Charles would have reached an agreement without a third party. Team A believed the information provided was serious enough to require the intervention of a at least a third party mediator or as a last result an arbitrator. References Fisher, R. (April 2001-03-30). Methods of Third-Party Intervention. Berghof Handbook for Conflict Transformation, ISSN 1616-2544(), 1-25. Retrieved  from  http://www. berghof- handbook. net/documents/publications/fisher_hb. df Lewick, R. , Saunders, D. , & Barry, B. (2006). Negotiation (5th ed. ). Retrieved on March 7, 2013 2013 from The University of Phoenix eBook Collection database. Stepp, J. A. (February 2003). How Does The Mediation Process Work? Retrieved from http://www. mediate. com/articles/steppj. cfm The free dictionary. (2013). Retrieved on March 7, 2013 from http://www. thefreedictionary. com/intervention 4 University of Colorado. (Dec 2, 200 5). Third Party Intervention. Retrieved from University of Colorado, International Online Training Program On Intractable Conflict website.

Nazi Human Experimentation - 958 Words

In 1942- 1945 Malaria was the largest experiment that was taking place in the Dachau camp, given to over 1,084 inmates. Inmates chosen for this experiment were relatively healthy before being purposefully infected by malaria-infected mosquitoes as their hands remained held in cages full of them, or injected with malaria-infected blood (The Evolution). In attempt to cure the malaria doctors such as Professor Dachfinney would give the malaria infected victims countless mixtures of medications such as, quinine, neosalvarsan, pyramidon and antipyrine. This experiment resulted in the death of three-hundred victims, thirty from malaria, and 270 from drug overdoses (Hektoeninternational). Phosgene, a toxic gas used for defense during World War I, was exposed to 52 Russian prisoners at Buchenwald concentration-camp (Hektoeninternational). This was done in the attempt to find an antidote to the gas. After prisoners received exposure of the gas, many suffered from pulmonary edema as the phosgene gas caused extreme irritation to the lungs. All prisoners died and were autopsied. At Buchenwald concentration camp, a variety of poison experiments took place over a ten month span. These experiments investigated the effect poisons had on humans. The poisons were distributed to the prisoners in secrecy as it was contaminated within their food. After consuming the poison subjects were immediately killed so they could be autopsied (The Holocaust). Himmler discovered that most of the SSShow MoreRelatedNazi Human Experimentation1265 Words   |  5 Pages1933-1945, under Adolf Hitler, the National Socialist German Workers party detained political control over Germany. Members of this group more commonly known as the Nazi party, wanted to institute Germany as a dominant world power. 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Though all the types of experimentations were terrible, the biomedicalRead MoreThe Medical Experiments By The Ss ( Nazi )1236 Words   |  5 PagesThe Medical Experiments By The SS (Nazi) Have you ever heard of the Nazi Party led by Adolf Hitler, the Holocaust, or even the medical experiments of the SS? Well, get ready to learn about it. Adolf Hitler was an anticommunist that fought for Germany in WWI. He was the leader of the Nazi’s. The Holocaust was a genocide in which Adolf Hitler s Nazi Germany and its collaborators killed about six million Jews. The medical experiments of the SS were experiments performed by doctors on prisoners. DuringRead MoreMedical Experiments of the Holocaust Essay1193 Words   |  5 Pagesat Auschwitz and Dachau. (Auschwitz Medical Experimentation). Over two hundred doctors participated in such research projects and experiments, sentencing between 70,000 and 100,000 people, held against their will, to death through experimentation. These were mostly Jews, but also gypsies, homosexuals and other minorities. They were thought to be inferior to the human race. Such practices became widely accepted and embraced by the Germans, due to the Nazis propaganda. The experiments conducted wereRead MoreMedical Experiments of the Holocaust Essay1540 Words   |  7 PagesMedical Experiments of the Holocaust Kaitlin Holocaust in History January 6, 2013 Many brutal atrocities were committed during the Holocaust by the Nazi party against anyone they viewed as â€Å"unpure†. This included the Jews, Gypsies, homosexuals, Afro-Germans, Slavs, communists, the handicapped, and the mentally disabled. These groups were targeted, stripped away of their rights and citizenship, and then sent to concentration camps. Some of these camps were death camps; created for the soleRead More Scientific Murder Essay1222 Words   |  5 Pages Scientific Murder: Human Experimentation in Nazi Germany nbsp;nbsp;nbsp;nbsp;nbsp;The Nazis were infamous for their cruel and unusual experiments on humans. Although they played a small part of Nazi Germanys attempt at racial hygiene, these experiments desecrated and exterminated thousands of humans (Lifton 269). quot;The Nazi medical experiments of the 1930s and 1940s are the most famous example of recent disregard for ethical conduct quot; (Polit amp; Hungler 127). For the sake ofRead MoreRacial Hygiene And The Victims Of Medical Experiments1289 Words   |  6 PagesEach year, about 2.7 million shelter animals are euthanized, simply because they have nowhere to call â€Å"home†. We humans seem to think we can determine which lives are worthy, or unworthy, of life. Similarly, Hitler believed he had the right to determine which lives were worthy of living. During the Holocaust, it is estimated that about 6 million Jews were â€Å"euthanized† because he deemed them as undeserving of life. Included within that estimation are the victims of medical experiments, which physiciansRead MoreUnethical Medical Experimentation During World War II1229 Words   |  5 PagesHave you ever heard of the Nazi Party led by Adolf Hitler, the Holocaust, or even the medical experiments of the SS? Well, get ready to learn about it. Adolf Hitler was an anticommunist that fought for Germany in WWI. He was the leader of the Nazi’s. The Holocaust was a genocide in which Adolf Hitler s Nazi Germany and its collaborators killed about six million Jews. The medical experiments of the SS were experiments performed by doctors on prisoners. During World War II, a number of GermanRead MoreSuper Soldiers And Super Soldier Experimentation Essay1300 Words   |  6 PagesSuper Soldier Experiments Going through life, at times, one would wonder how vast the greed of human beings is. Is it as dangerous as we think? Wanting something? Desiring something so much that you would risk everything you own and love? Is it as sinful as we are taught as kids to believe? All we have to do is take those desires and create something good out of it. However, when we desire something that affects the rights of other living things, it is extremely bad and these questions will allRead MoreThe World Of The Holocaust1798 Words   |  8 PagesHolocaust. The people who lost their lives were Jews, Gypsies, Political prisoners, Roma, Jehovah Witnesses, homosexuals, and anyone who opposed the Nazi rule. The prisoners were sent to concentration camps where they were tortured, forced to work, starved, placed in gas chambers for mass extermination, and experimented on by Nazi doctors as if they were not human. The Holocaust was put in place by Adolf Hitler, Chancellor of Germany at the time. Hitler want ed the people slaughtered in order to form a master