The factors that affect venture creation

The factors that affect venture creation ABSTRACT This research was conducted to examine the factors that positively or negatively affecting venture creation. Previous of researches concentrate on discussing the variable affecting the formation of new business; while this research intends to examine a new set of barrier and motivation variables influenced entrepreneurship. Random sample of entrepreneurs who were formed a small business, another group of respondents who intended to create new business, but they were found barriers to create the business. 73 participants take part in this research to identify the motivation barrier factors in the process of new venture creation. Factor analysis was performed to examine the aspects that motivate or barrier the creation of new business in Egypt. Correlation matrix analysis was performed to examine the motive and barrier causes to determine its importance. Variable should be over 0.50 Factor loading to be included in the factor. The relative importance of the result motives and barriers factors were determined by undertaking a descriptive analysis. Finally, testing if there is or not any difference in terms of the result factors. Significant difference between education level and both (Independence and Lack of Skills), result show that respondent with high education level are independent and have skills more than respondent with low education level. Age group is significantly affecting the independence factor. Moreover affect the complaint cost, implies that older respondent are more independent and have a capital more than younger respondents. Marital status found insignificant on motivate or barrier to create a new venture. Years of Experience found significant in terms of intrinsic rewards, lack of capital and compliant cost. Type of business found significant in terms of Extrinsic Rewards, Lack of Capital and Lack of Skills. Keywords: Entrepreneur, Entrepreneurship, New Venture, Small Business INTRODUCTION Entrepreneur creates value by carrying out new combinations causing discontinuity (Schumpeter 1936). According to (UNCTAD, 2007), business size defined based on the number of employees within the company, 0-9 (micro-businesses), 10-49 (small businesses), 50-249 (medium-sized businesses), 250 or more (large businesses). Numerous of Egyptian governmental authorities hardly work to foster the activities in different industries; The Industrial Modernization Program (IMP) is one of many initiatives of the Government of Egypt (GOE) supported by the European Commission (EC). Objective of this initiative is to help small business to develop global competitiveness in the industrial sector, to be able to benefit from the new opportunities that will follow the introduction of free trade and exposure to international markets. The Industrial Modernization Centre (IMC) is the implementation arm of the Program. Under IMP, Integrated Technical Assistance to Egyptian industrial companies will be delivered using business upgrading, training and export promotion services. This will address both companies determined to meet the competitive needs of the domestic market place, as well as those targeting export markets. Social Fund for Development (SFD), one of the most important mechanisms of society to change for the better as a safety net, reduce unemployment, create job opportunities and financing of small and micro business. Many aspects control the ability of create new ventures. Legal, political, and cultural environment directly impacts entrepreneurial activities and the ability to contribute to the economic development. International organizations, i.e., World economic forum (WEF), OECD and EUROSTATE designed indicators to measure the entrepreneurship and innovation worldwide and publish the indicators result in international publication in different languages and distributed worldwide. Networked readiness index (NRI) and Global competitiveness report (GCR), Global information technology report (GITR), is the most important report that produced by WEF. However, these publications determine the rank of each country. Investors depend on these reports to recognize investment opportunities. Several of barriers halt the creation of new venture; regulatory barriers come in the first important reasons affecting business formation. Regulations described as the policies that venture face during the formation phase, i.e. tax, labor market, fund, governmental regulations. Cultural and social barriers influence the creation of new venture. Lack of information and logistics about the market hold the business and exposed to risk. The promotion of entrepreneurial culture must be fostered in order to improve the motivation of persons for entrepreneurial activities. Economic and financial barriers strongly affect entrepreneurship, the risk of loss and fail is always dominant to stop the business. The tendency of self-employment is an important indicator of the success in creating a market economy. According to Central Agency for Public Mobilization and Statistics (2010 Q2), 14.5 % of the national workforce were self-employment managing employees, 12.1 % of the national workforce were self-employment and doesnt have employees to manage. According to (The Global Information Technology Report 2009-2010), Egypt ranked 41 for Venture capital availability, 63 for Business sophistication. 34 for Number of procedures required to start a business. 21 for Time required to start a new business, over 133 economy economies from the developing and developed world. That imply that governmental policies and procedures taken to foster the creation of new business and encourage SMEs to growth. Egyptian government gives especial interest to small business to enhance their capabilities to growth and face the local and international market. Egyptian government gives a different type of incentives for small business in different industries; information technology, agricultural and manufactures activities in the front of government interest to foster the economic and social development. Government gives donations and rebate for exporting goods outside Egypt reach to 10% of the total export sales amount. Therefore, the company can compete, take more international market share and enlarge business. To foster entrepreneurship, we need to recognize the barriers that affect entrepreneurship to overwhelm the barriers and create new policies, procedures to create a new venture. Many studies concentrate on the opportunities and challenge the entrepreneurs face in starting up new business. However, (Shaver Scott, 1991) have argued that traits approach would be a productive perspective in studying entrepreneurship. (Finnerty Krzystofik, Jul 1985) found insignificant influence among five demographic groups, gender, age, education level, salary and years of experience. Research raised some interesting result guide to some sort of deeply research, why gender position and number of dependents related to male or female affect the formation of new business, result also found that three important factors most influence creation of new business: 1) Market potential, 2) ability to secure finance, 3) return of investment and satisfaction of creation the business. This implies that family commitment enforces ones and becomes under stress to fulfill family needs. Ones will do anything possible to save reasonable life for his/her dependents. (Gendron, Feb 2000) Innovation involves a lot of trial and error. Entrepreneur tries on a small scale, and if he/she success, enlarge the scale of experiment, and if not, tries another. Big companies not built as big, i.e. Hotmail. It was a small entrepreneurial idea then developed and become the very large project. (Bhide, 2000) The characteristics of promising new venture and their founders are carefully defined and contrasted with those of more established firms, and we must examine the issue of the entrepreneurial personality. (JoAnn C Carland, Oct 2000) Although the concept of entrepreneurship still new, there is a big deal of researches in that area and more is being planned as entrepreneurship has finally come into fashion as a popular concept today. Recognize the phenomenon of entrepreneurship is unlikely given that we seem to jump into the middle of the process, business performance and growth, while neglecting its backgrounds. They explain the evidence that venture initiation acts of human choice, and to recognize why a person and not another chooses to create a venture. Over the past two decades, huge corporate reducing has led governments around the world to increasingly acknowledge entrepreneurs as key contributors to new job creation and economic growth. Egypt has joined the Global Entrepreneurship Monitor (GEM) research project in 2008. Place Egypt on the global map of entrepreneurship and benchmarks its entrepreneurial performance against that in 42 developed and developing economies. According to (World Bank, 2011) Egypt has risen to 94th out of 183 economies in the 2011 Doing Business report, issued jointly by the World Bank and International Monetary Fund (IMF), after coming in 99th in the last years report. That implies the significant progress in the process of improvement undertaken by the Egyptian government to fostering the creation of new business. Why new venture is important? The new business role in enhancing community and developing economies was studied widely in prior researches, since new ventures to contribute significantly in economics development. Small Business is a job generator, and it has a great part in solving the unemployment problems. So, the Egyptian government has strongly emphasized on developing and encouraging entrepreneur to start and gives them many incentives. We cannot business startup a business without motivation (Robertson, et al. 2003). The common possible factors that affect entrepreneurial performance are the individual, social and environmental (Kavitha, et al., 2008). According to (Gibb, 1993) social factors may involve individual knowledge, family background, and stage of career, life experiences and growth environment. Small businesses form the largest business sector in every world economy (Culkin Smith, 2000). Research shows that small firms play a vital role in the flourishing economy. Since it shares in the real gross domestic product, employ a huge number of workforce. Moreover, self-employment serves as an opportunity for many of the people to better themselves by taking their fate (and risks) into their own hands and generating new businesses. In countries such as Malaysia, Brazil, Philippines, and India, small businesses can comprise as much as 60% of all companies. Even in Africa, businesses create more employment and generate more output than large businesses. However, In spite of small business dominance and its role both in terms of absolute numbers and its contributions in economic activity), small businesses are known by high failure rates and poor performance levels (Jocumsen, 2004). Previous studies outline some challenges and some opportunities facing entrepreneurs. People vary in their willingness and ability to engage in the entrepreneurial Process because of how they perceive the surrounding environment -challenges and. motivations- and translate their perceptions of risk and opportunity according to their norms and preferences. This variation influences the entrepreneurial decisions. Challenges facing the small ventures like, Taxes and Regulation. Small business owners frequently cite tax and regulatory policies as a concern, global competition (Chad Moutray, October 2008). In another survey which focused on the challenges and growth strategies of small businesses conducted by accounting group. The main findings were reported from 6000 independent small and medium businesses across 19 countries find that the competitive environment, the availability of a skilled workforce, financial problem, bureaucracy, lack of knowledge about markets, and political and social instability were the main challenges face small business. Global competition, lack of human resource/ development skills and access to adequate finance are the main challenges face all business in Africa (Brinders et al., 2003). The challenges differ from country to another but in all countries these challenges affect negatively on the success and survival of the enterprises. Motivations It is often said that a person cannot win a game that they do not play. In the context of entrepreneurship, this statement suggests that success depends on peoples willingness to become entrepreneurs. A business will neither start up nor succeed without motivation (Robertson et al, 2003). Motivation is reported as an individuals positive inner desire to start a business like, owners need to take control and change his/her work status as an employee, being ones own boss, wealth creation, lifestyle change and the desire to use or apply personal experiences and knowledge (Burke, et al., 2002); (Birley Westhead 1994); (Mason Pinch 1991); (Singh DeNoble 2003). The positive inner called pull forces. Furthermore, there are some negative motivations affect this decision. It is called negative drivers or negative motivation such as job frustration, lack of advancement opportunities, avoidance of low-paid occupations, escape from supervision and unemployment and retrenchment (Mo ore Buttner, 1997). These negative inner called push forces. Typically, small business ownership occurs from the combination of both pull and push forces. Combination of pull and push motivations that drive small venture is determined by the expectations of a positive change in personal circumstance, being ones own boss, personal freedom, personal satisfaction, a less rigid, more flexible lifestyle and more job satisfaction. (Al-Zubeidi, 2005) Then educational level combined with age, gender, ethnicity, and industry, to determine the relationships between founders educational background, and business success. (Harada, Nov 2004) examine whether the total factor productivity is affected by the human capital and gender of entrepreneurs, Empirical results also show that age has a significantly negative effect on productivity, and the negative effect increases after 60 years of age. The results specify the importance of starting up while young. Feasibility study, assessment of entrepreneur characteristics for some extent determines the approval of the project and the amount of governmental funds. (Liang, et al., 2007) in their study to examine the triggering factors to create the new venture found that the popular reason to start the new business was saw an opportunity 80.5%. A large proportion of the respondents indicated want to reach my full potential. (Shaw, et al., 2009) discuss the interaction between gender, entrepreneurial capital and firm performance; they examine how gender forms the possession of entrepreneurial capital and discusses the effects of capital variance for business performance. They found that male owners were more than double as likely to hire staff. In total, 33 % of male owners, but only 17 % of female owners hire additional staff, another finding that significant gender differences in two out of seven personal goals, with female business owner rating, personal achievement, challenging yourself and personal vision more highly than their male counterparts. (Krasniqi, 2009) The males, those who live in urban areas in a larger family, have a higher chance to involve in entrepreneurial activities, while a feeble positive effect of age and insignificant effect of marital status are found. (Orser Dyke, 2009) for some extent the importance of success criteria differed by gender, but not all success criteria: male and female managers and entrepreneurs did not differ with respect to the importance related to work-life balance. For female, an increase in the importance related to professional autonomy was associated with decreased chance of being employed in a management role. For male, an increase in importance related to financial issues was reflected in an increase chance of being employed in a management role. (Korunka, et al., 2010) build a model based on literature and case research. Family inactivity is considered to be a barrier factor to prevent the creation of forceful capabilities. They also found that family inactivity depends on characteristics of the family business culture, where entrepreneurial orientation influence family inactivity positively and negatively, respectively. The objective of this research is to identify the aspects triggers of barriers the creation of new venture. Study of these aspects helps government authorities to set policies and procedures to facilitate the growth of small business that leads to more contributions in domestic growth product (GDP). The previous literature forms the body of analysis and tries to answer the questions. 1) Does the demographic variable have a significant influence on motivation to create the new venture? 2) Does the demographic variable have a significant influence on the barrier to create the new venture? This paper will study external motivation/challenges and also the internal traits which affect the entrepreneurs decision to start up or stop venture in the rural area in Egypt. The study will concentrate on Giza, Cairo and Helwan governorates While, it does not discuss the policy solutions. Two hypotheses emerged. They are: H1: Demographic variable has a significant influence on motivation creating the new venture. H1a: Extrinsic Rewards H1b: Independence H1c: Personal Rewards H1d: Intrinsic Rewards H2: Demographic variable has a significant influence to the barrier creating the new venture. H2a: Lack of Capital H2b: Lack of Skills H2c: Compliant Costs MATERIALS AND METHODS The data from entrepreneurs was collected in several areas, including the entrepreneurs business motivations information, problems and barriers they faced. Setting: The research was conducted two questionnaires, one to measure the motivations and the second questionnaire to measure the obstacles and barriers the entrepreneurs found in starting up new ventures. The frequency analysis was used to describe the many types of variables, which were related to the entrepreneurs. Participants: A total number of 73 participants took part in the research article. From the sample, respondent sample stated below in Table 1. The data used for this research was collected from Giza, Cairo and Helwan governorates in the period November and December 2010; methodology of collecting data was a face to face interview. Reliability: Test Reliability test was concerned with the degree to which a measurement was free of error, and we can depend on it to measure. The result revealed a value of 0.73 for motivation factors and 0.81 for barrier factors, which suggest a fair level of internal consistency within the data collected, since the acceptable value is 0.70 or higher (McKinniRE:s et al. 2001). RESULTS AND DISCUSSIONS Table 1 show demographic variables into two groups that create a new venture and those didnt. There were no significant differences between the groups in five areas: marital status, education level, age group and years of experience. Significant difference is found in two areas: gender and type of business by 90% confidence interval. Table 1: Demographic Profile of Start-Up vs. Non-Start-Up New Venture Item Create New Venture Percentage Responding in Each Category à Ã¢â‚¬ ¡2 Sig. Gender Male Female 3.25a 0.07 Yes 26 (76.5%) 8 (23.5%) No 22 (56.4%) 17 (43.6%) Marital Status Single Married W Children Married WO Children 0.34b 0.84 Yes 27(79.4%) 3 (8.82%) No 5 (74.4%) 29(12.82%) Education Level Lower Tertiary Tertiary Master Doctorate 0.89c 0.64 Yes 24(70.6%) 10(29.41%) No 1 (2.6%) 27 (69.2%) 11(28.2%) Age Group 30-40 41-50 51-60 5.03d 0.17 Yes 4 (11.8%) 26 (76.5%) 3 (8.8%) 1 (2.9%) No 6 (15.4%) 23 (59.0%) 10 (25.6%) Years of Experience 5-10 11-15 15-20 > 20 years 2.25e 0.69 Yes 5 (14.7%) 11 (32.4%) 8 (23.5%) 9 (26.5%) 1(2.9%) No 3 (7.7%) 13 (33.3%) 9(23.1%) 10(25.6%) 4(10.3%) Type of Business Product Service Both 5.15f 0.08 Yes 9 (26.5%) 19 (55.9%) 6 (17.6%) No 3 (7.7%) 30 (76.9%) 6 (15.4%) Table 2: Correlation and Importance of Motivation Variables to Create New Venture Motivation Factors Mean Std. Dev. 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1. To challenge myself 4.12 1.01 -0.02 0.15 0.13 .34** 0.00 0.17 .33** 0.17 0.17 -.10 .24* .27* -0.07 -.080 0.20 .28* 2. To realize my dream 4.23 0.91 0.16 0.19 0.22 .60** 0.13 0.18 .37** .29* 0.09 -.18 -.41** .24* 0.08 -0.09 -.33** 3. To earn more money 4.12 1.13 0.04 .26* .37** 0.22 .37** 0.04 -.18 .40** 0.19 0.00 -.29* 4. To provide a comfortable retirement 3.96 1.21 .31** -0.08 .49** 0.19 -.34** -.29* 5. To keep a large proportion of the proceeds 3.90 1.12 .33** -0.05 0.09 0.19 0.00 0.03 0.09 -0.06 6. To work at a location of my choice 3.78 1.12 .44** 0.18 .25* 0.16 0.09 7. To be my own boss 3.67 1.24 0.09 0.22 .36** 0.10 0.16 0.04 -.14 0.17 0.09 0.09 0.20 .59** .39** 8. To have an interesting 3.60 1.16 .40** .25* 0.12 .40** 0.12 0.13 0.10 0.08 0.15 0.14 0.03 0.15 9. To take advantage of a market opportunity 3.58 1.31 .46** .59** 0.02 0.02 .26* 0.10 0.13 0.09 0.09 10. To make my own hours 3.30 1.42 .40** .41** .46** -.30** 0.03 .43** -0.09 0.10 .36** .39** 11. To invest my personal savings 3.30 1.28 .43** -0.20 0.08 12. The need for a job 3.27 1.40 -0.09 0.13 .34** .37** 13. To increase my status/prestige 3.26 1.43 -0.01 0.10 14. To take advantage of my creative talents 3.25 1.46 0.13 0.16 0.15 .41** .360** 0.13 .56** -.26* -.15 .24* -0.04 0.16 0.14 .32** 15. To receive a salary based on merit 3.03 1.42 -.05 -0.14 .33** -0.01 0.12 0.10 0.04 16. To follow the example of a person I admire 2.73 1.44 .50** 17. To maintain a family tradition 2.30 1.21 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed) The respondents were motivated by a plenty of factors for starting new business. The motivating variables and its correlation with other factors exposed in Table 2. To challenge myself was ranked as the most important variable followed closely by to realize my dream and To earn more money. These findings are consistent with (Choo Wong, 2006). Entrepreneurs were found also motivated by a set of variables that relate to the issue of extrinsic rewards that include, To take advantage of a market opportunity, To receive a salary based on merit, To take advantage of my creative talents, The need for a job, To make my own hours, To keep a large proportion of the proceeds and To provide a comfortable retirement. Another set of variables in terms of independence. To be my own boss is consistent with (Choo Wong, 2006). Second motivation factors are related to independence that included: To be my own boss, To realize my dream and To have interesting. Third motivation factors in terms of personal reward include: To challenge myself, To Work at a location of my choice and To earn more money; this result is consistent with (Mazzaro, et al., 1999) Fourth set of motivation factors include: To invest my personal savings, To increase my status/prestige and To maintain a family tradition. important factor that conceded to create new business. The fourth set includes called intrinsic rewards; include investing my personal savings, to increase my status/prestige and To maintain a family tradition. Table 3: Rotated Component Matrixa for Motivation to Create New Venture Factors Rotated Component Matrix(a) Extrinsic Rewards Independence Personal Rewards Intrinsic Rewards Q8. To take advantage of a market opportunity 0.91 Q10. To receive a salary based on merit 0.88 Q3. To take advantage of my creative talents 0.86 Q13. The need for a job 0.84 Q7. To make my own hours 0.73 Q9. To keep a large proportion of the proceeds 0.66 Q11. To provide a comfortable retirement -.65 Q4. To be my own boss 0.78 Q2. To realize my dream 0.72 Q5. To have an interesting -.60 Q1. To challenge myself 0.74 Q12. To work at a location of my choice 0.74 Q6. To earn more money -.70 Q14. To invest my personal savings 0.78 Q15. To increase my status/prestige 0.66 Q17. To maintain a family tradition 0.58 Eigenvalues 4.82 2.44 2.02 1.82 Percentage of Variance Explained 28.34 14.33 11.90 10.72 Scale Reliability 0.83 0.59 0.58 0.51 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 7 iterations. The respondents were faced plenty of barriers for starting new business. The barrier variables and its correlation with other factors exposed in Table 4. The barriers and their descriptive statistics are shown in Table 3. Bad economic indicators in general were ranked as the most constraining start-up barrier to create new business that is consistent with (Choo Wong, 2006) who found these variables, which are general business environment in nature, were perceived as a major barrier among non-starters. Lack of info about biz start-up and High taxes and fee are closely the following the important factors. Three sets of barriers factors are extracted, the first is related directly to a lack of capital that include: Risk greater than initially expected, Lack of marketing skills, Lack of savings or assets, Lack of managerial/financial expertise, Difficulty in obtaining finance, Fear of failure and Finding the right partner, This was consistent with (Robertson et al, 2003) reported that lack of resources, in terms of financing was the major factor to forming a business. The second set is lack of skills that includes: Lack of support from family/friends, No one to turn to help me, the uncertainty of the future, convincing others it is a good idea and Lack of info about biz start-up. The third set of factors is complaint cost. That includes: Compliance with government regulations, finding suitable labor, Lack of suitable premises and High taxes and fee. A factor analysis was conducted to formulate the structure of motivation among studied variables. Factors were extracted from Extraction Method: Principal Component Analysis, Rotation Method: Varimax with Kaiser Normalization. Variable should be over 0.50 Factor loading to be included in the factor. In terms of the motivation factors, the resulting factors were interpreted as Extrinsic Rewards (seven items), Independence (three items), Personal (three items) and Intrinsic Rewards (three items). Only one item, which is To follow the example of a person I admire, failed to load onto any factor. Previous researches resulting three factors (Kurakto et al, 1997; Volery et al, 1997; Yusuf and Schindehutte, 2000; Choo Wong, 2006). Moreover, we have extract personal rewards as the forth factors affect creation of new business. The item loadings of the four resulting factors, collected with their respective eigenvalues and percentage of variance as shown in Table 3. This resulting factor solution accounted for 65.29 % of the variance. The resulting coefficient Cronbachs

Development through the Implementation of Physical Activity to Patients Suffering from Mental Illness.

Introduction Efficient delivery of care is the essence of nursing. Being a successful nurse revolves around the capability to deliver care which contributes to the wellbeing of the patients (Barker, 2005). In exploring the efficient delivery of care to patients suffering from mental illness, this paper consists of two parts. Part One outlines the practical and theoretical aspects of my chosen Service Improvement Initiative, and Part Two focuses on my personal development plan. The Service Improvement Initiative outlines a plan that strives to create a healing environment through the use of mental and physical activities, from sports to board games as a means of providing nursing care to patients. Apart from the medical aspect of this initiative, I will also analyze the theoretical aspects of health care to determine the professional role of nurses in providing care and support that aims to contribute to the wellbeing of patients. Additionally, I intend to discuss the importance of harnessing leadership qualities, management and communication skills of nurses in order to provide high-quality patient care. Mental Health and Physical and Mind Activities In the course of my observations in a psychological ward for adolescents aged 10-17 years, I noticed that there are very little, if any, physical activities such as sports (table tennis, basketball, snooker, etc.). However, over the years, an overwhelming wealth of evidence from nursing practice and research has clearly demonstrated the benefits of such activities (Hainsworth, 2006). Researchers have established that physical activity promotes physical health and brings about physiological benefits (Department of Health, 2004b). For example, Benloucif (2004) found that daylight exercises significantly improve neurophysiological performance and sleep quality especially when they emphasize extensive duration rather than intensity. However, not only does physical activity lead to physiological benefits, but it can also generate psychological benefits such as empowerment of patients and reduction of boredom, which in turn improve clinical outcomes (Ainsworth, 2006). Another major benefit of physical activities in hospitals and wards is the creation of a social environment in which patients thrive (Frost, 2010). For example, physical activities allow service users to socialize and engage in light conversations without showing aggression towards each other (Briles, 2005). Over time, patients will learn the importance of effective communication with other people, the purpose of staying at the hospital/ward, as well as the advantages of participating in decision-making and different activities (Wilkes-Whitehall, 2004). This is particularly important for patients who are vulnerable and are in need of re-establishing their social skills in a controlled environment, such as adolescents suffering from mental illness. In fact, research has demonstrated that a warm and supportive social environment is an important factor in the etiology of mental illness, but also in the therapeutic healing process (Cohen, 2004). Physical activity, such as exercise and sports, has also been found to generally improve mental health conditions, such as anxiety, depression and general wellbeing (Schmitz, 2004). According to Strohle (2009), sports and exercise can moderately reduce anxiety and depression in mentally ill persons. Martinsen (2008) has also demonstrated that some activities (e.g. resistance, aerobic) can prevent the risk of depression. Goodwin (2003) reported the low scores of depression among adolescents as a result of engaging in exercise. Drawing on a large sample of 8,098 adolescents and adults from the ages of 15-54, Goodwin (2003) found that individuals who regularly kept themselves physically active were less depressed. Other researchers (Penedo & Dahn, 2005) have further supported the claim that exercise may be associated with therapeutic benefit among individuals with major depressive disorder. Moreover, the majority of cross-sectional studies have showed that an improved cognitive performance is related to physical fitness (Callaghan, 2004). There are implications of these findings. For example, patients who frequently engage in physical activities may become much more open to considering alternative therapies and treatments. Aside from their physiological benefits, those who participated in this exercise-therapy also showed a generally more resilient and healthier psychological state. In fact, it is well-documented that physical activities and exercise are vital in strengthening self-image and self-esteem in all age groups, especially among children and middle-aged adults (Folkins & Sime, 1981). Research has demonstrated that people who participate in physical activity have an improved self-image (Elavsky et al., 2005). As self-image is an important factor in helping patients to be less vulnerable during social re-integration, clinical outcomes are improved. Additionally, Kirkcaldy, Shephard, and Siefen (2002) presented evidence that participating in physical exercises alleviates social withdrawal, low self-esteem, and depression which are the negative symptoms of schizophrenia. Taking the above-mentioned case studies as well as other relevant literature together, it is clear that there is considerable evidence showing that physical activity through exercise and sports is effective in improving the mental and physical conditions of mentally ill service users. These physical activities promote better life quality via boosting self-esteem, reducing anxiety, improving mood, sleep and resilience to stress (Ekeland et al, 2009). However, further research is still needed to identify the effective exercise regimes and feasible delivery modalities for patients with varying illnesses. It is advised that activities that are any way strenuous or too rigorous would not be suitable for mentally-ill patients with cardiovascular conditions. Also, in order to prevent any form of musculoskeletal injuries, the duration and intensity of exercises should be increased gradually. It is therefore clear that a full assessment of patients must be carefully done by the appropriate medical practitioner before such activities are implemented (Richardson, 2005). Prior to outlining the Service Improvement Initiative, I will first outline the theoretical aspects that need to be considered when implementing a new initiative, and how these can be applied in practical terms. Theoretical Aspects In order to implement a service improvement initiative and effectively manage the changes that ensue, a clear understanding of theoretical aspects must take place. In this paper, the theoretical aspects will be drawn from John Kotter’s model and Pender’s Theory of Health Promotion (1996). In the former model, Kotter’s eight distinct phases will be organized into three broad phases: 1) creating a climate for change; 2) engaging and enabling the whole organization; and 3) implementing and sustaining change (Campbell, 2008). In the latter model, an action can directly motivate the behaviour of others through an extensive and rigorous plan of commitment from which the expected benefits will result (Pender, 1996). This author will examine theoretical aspects such as change management; accountability and responsibility, leadership and management skills, and professional/inter-professional collaboration. The first phase will focus on the importance of urgency, the building of guiding teams and getting the vision right. In fact, it is particularly important that a multi-disciplinary team has a sense of urgency in achieving the programme’s aims. The team must possess four main skills as highlighted by Campbell (2008): up-to-date knowledge about the necessary changes, an ability to justify and add credibility to the changes, awareness of any relevant knowledge on the changes and a sense of leadership in carrying out the changes. Moreover, the vision of the team must be summarised into a short-statement that encapsulates the goals of the initiative. Thus, in the case of the service improvement initiative, it is pivotal that the team of nurses and other staff has exposure to the benefits of physical and mental activities. This can be achieved through a day of seminars given by external scholars and practitioners, as well as take-away booklets and handouts that emphasise the need fo r integrating physical activity into healthcare. The second phase involves communicating the proposed changes that will enable action to take place. On the communication of the proposed changes, it is vital that all individuals involved in the initiative are completely knowledgeable about the changes that are being proposed. There must be a constant dialogue among the people involved to ensure that all parties are kept in the loop (Campbell, 2008). In fact, a clear communication strategy is also important for raising sufficient funds for a server improvement initiative. In order to garner both emotional and financial support, it is imperative that the short-term and long-term benefits of a service improvement initiative are communicated. For example, in the case of the service-user initiative for improving physical activity, the importance of improving the patient experience and the overall clinical outcome needs to be emphasised. Finally, the third phase highlights the importance of keeping a momentum when implementing change By creating a drive and motivation amongst employees, it becomes necessary to ensure that change does not become institutionalized but is a forward-looking process (Campbell, 2008). According to Kotter, â€Å"culture change comes last.† In other words, when change has been successfully implemented for a certain period of time, that is when attitudes and opinions change. In light of this, one would expect that it would take a certain amount of time for the service user initiative to become rooted in the culture of the health-care community. Other important theoretical aspects that also need to be discussed include accountability and responsibility. It is important that each member of the multidisciplinary team, in particular the nursing staff, are vigilant in maintaining both accountability and responsibility. In this case, responsibility is equivalent to the duty of care in law. This applies to all nursing tasks, from simple things such as bathing a patient to complex ones such as surgery. There is a certain degree of risk in any nursing task. When practitioners accept responsibility to perform a task, they must ensure that they accomplish it with competence and at least to the accepted standard (Scrivener, 2011). Accountability is commonly defined as â€Å"an inherent confidence as a professional that allows a nurse to take pride in being transparent about the way he or she has carried out their practice† (Caulfield, 2005, p.24). This reflects the positive aspect of accountability and puts focus on the development and demonstration of competence in practice (Scrivener, 2011). The Nursing and Midwifery Council (NMC, 2008) states that all nurses are accountable for their own actions in practice. As the last few years have seen a rise in litigation for nurses (Diamond, 1995), accountability can be a source of anxiety for nurses. It is therefore imperative that nurses follow strict protocols and guidelines, verifying when unsure and being constantly alert to new situations and information. In relation to responsibility and accountability, according to the NMC, nurses must always ensure that they take complete responsibility for their actions, and always act in according to what is agreed with their patients, their families and carers, and in line with the laws of professional health bodies (Scrivener, 2011). Given these guidelines, in my service improvement initiative, I will ensure that the appropriate responsibility is handed to managers and nurses. Whilst the manager will be ultimately accountable and oversee and be the primary point of contact regarding the actions of the nurses and other staff, there will also be others responsible such as administrative staff. It is therefore essential that there are good management and leadership practices in place so that nurses should have to achieve the proper provision of health care. Another important theoretical aspect to consider is the importance of managing in order to achieve the goals of an organization. Thomas and Worley (2009) describe management as a process of coordinating actions and allocating resources to achieve organizational goals. Similarly, Hersey and colleagues (2001) explained that management is a way of working with and through individuals and groups to accomplish organizational goals. The researchers identified management as a special kind of leadership that concentrates on the achievement of organization goals. Koontz and Weihrich (2008) stated that management is the process of organizing and maintaining an environment in which individual working together in groups efficiently accomplishes selected goal or aims. In application to nursing profession, Sullivan and Decker (2011) define management as the abilities to plan, manage, organize and deliver care. It includes the process of discovering a good way of caring for patients. The goals of the service improvement initiative must therefore be clearly structured and outlined to ensure that both individuals and groups can work towards the initiative’s aims which are to improve the quality of patient care. Leadership may be defined as the ability to direct and influence the task or activities of the members of a group in its efforts to achieve certain objectives (Huczynski & Buchanan 2007). These authors further define leadership as the process of influencing the activities of an organized group in its efforts towards creating an environment focused on goal achievement. Mullins (2007) stated that leadership is a relationship through which one person influences the behavior or action of other people. According to Gopee and Galloway (2009), the key elements of leadership are leader’s personal characteristics, interpersonal relationships, team working and being a role model. They also identified four styles of leadership which include autocratic, democratic, laissez-faire and bureaucratic. In the context of nursing, Sullivan and Garland (2010) list many leadership and managerial skills required from a nurse. These skills range from the initiation and implementation of change, criti cal thinking, problem-solving, effective communication, time-management, appropriate delegation, budgeting and allocating resources and understanding power and politics. In the service improvement initiative, it is therefore important for nurses to acquire both leadership and management skills to be able to function effectively (Marquis and Huston, 2009). In fact, Barr and Dowding (2008) explained that management and leadership skills should be integrated in order to provide high-quality care to the patients. Finally, another critical element for a successful implementation of the service improvement initiative is a culture of â€Å"inter-professional collaboration†. The World Health Organization defines inter-professional collaboration as a process in which â€Å"multiple health workers from different professional backgrounds work together with patients, families, carers, and communities to deliver the highest quality of care.† An expert panel of Inter-professional Education Collaborative (2011) defines inter-professional competencies in health care as â€Å"integrated enactment of knowledge, skills, and values/attitudes that define working together across the professions, with other health care workers, and with patients, along with families and communities, as appropriate to improve health outcomes in specific care contexts†. In the context of the service improvement initiative, a panel of inter-professionals will be involved from the first day to actual implementa tion to ensure that the highest quality of care is given to patients. The Service Improvement Initiative To improve the nursing services in the ward, I plan to execute a six-month program involving 10 adolescent patients from the ages of 10-17, from the psychological ward. Patients will be invited to partake in a range of physical activities, such as exercise and sports, as well as mind games. The overall aim of this initiative is to establish whether such activities have any effect on the behavior or wellbeing of patients. A secondary aim of the initiative is to explore various aspects of the delivery of care, taking into consideration the different theoretical aspects of the nursing practice. The budget will be need to be closely decided in liaison with the manager to ensure that there is sufficient funding for purchasing the sport equipment and the personnel for facilitating and monitoring physical activities. Although the programme is to be conducted in a normal hospital setting, funding will also need to be allocated for the services of the experts and all the administrative and logistical aspects of the initiative. Whilst as a nurse, I can initiate the set of activities for patients, I will need to draw on the assistance and expertise of other medical practitioners for the intervention to be successful. It will also be necessary to set up a multidisciplinary team that will aid in the implementation and completion of the initiative. Team members will be psychiatrists, physical therapists, mental health practitioners, and other experts. It is particularly important to draw on the expertise of a Physical Therapist as it is essential to determine the capabilities of mentally ill individuals when it comes to engaging in physical activities. Psychiatrists also play an important role in assessing the clinical outcomes of patients within a certain time-frame. Given previous research on the risks of physical activity for mentally ill patients (Richardson, 2005), careful considerations shall also be made to ensure that the types of physical activity will depend on the psychological condition of the patient and all physical activities will be limited to light exercise and light sports, such as table tennis. The assessment of the clinical outcomes of the service improvement initiative for adolescent patients will take place on a weekly basis. The assessment criteria will be decided by consulting experts and mental health practitioners. The amount of exercise given in the following week will then depend on the clinical results of the patients at the end of the week. This allows a continuous assessment of patient improvement. It is important to note that the proposed initiative may face a number of challenges. These challenges include the specific culture of a workplace in which some staff may oppose the change, funding costs, fear of increase in work load amongst nurses and a subsequent increase in staff anxiety level (Paton and McCalman, 200; Sharma, 2008). Professional Development Plan Introduction In this section, I will focus on one of the aspects of my personal development which I intend to concentrate on within the first six months of registration. In my personal development plan I will explore my strengths, weaknesses, opportunities and threats (SWOT) and write an action plan that is specific, measurable, achievable, realistic and timely (SMART). Using the reflective tools and SWOT analysis (Appendix B), I have identified my strengths, weaknesses, opportunities and threats, One of the main areas of expertise where I see the weakness and where I would like to see improvements in my knowledge and abilities in the management of medications. Being a nurse does not only require clinical skills but also good leadership, management and communication skills that are learned from practice. Action Plan Administration of medicines is a key element of nursing care. Drug administration is one of the major parts of the nurse’s clinical role. Although doctors traditionally take control of prescribing medicines, a registered nurse does have primary responsibility in administering the correct dosage of medicines. Nurses are responsible regarding the preparation of medicine, verifying and checking appropriate medication, monitoring the effectiveness of treatment and in certain cases, reporting any adverse drug reactions. Given research findings that patients do not always receive the correct medication at their drug rounds, nurses must be vigilant in ensuring appropriate medicine management (Andalo, 2006). However, there has been evidence that medicine management has not been given considerable priority by health care services, and that it is commonly excluded from pre-registration training or in practice (Snowden, 2011). The development of competency in medicine management requires an explicit academic component is present. This is particularly important given recent failures such as those highlighted in Francis Report (Wright, 2013). In this report, Robert Francis revealed the failure among nurses and healthcare assistants to feed patients and give them the basic elements of care such as dignity and respect. Initiatives to combat such behaviour in the future included holding nurses personally and criminally accountable, as well as holding hospital boards responsible should they fail to ensure that all patients are receiving high quality care (Wright, 2013). As I am a student who is in the transition period to a staff nurse, I am aware of the changing responsibilities and accountabil ity that are inherent to being a nurse. Personal Development Plan Nagelkerk (2005) highlights the importance of setting and identifying goals that are intrinsic to your personal development, as it allows you to reflect on your practice and also highlight your strengths and weaknesses, which gives you the opportunity to initiate and implement change. With this in mind, I plan to draw on Snowden’s â€Å"clusters on essential skills for medicine management†. This is relevant to the current service improvement initiative as it highlights the need for newly registered nurses to be completely briefed on patient history and able to responsible administer medicines (Snowden, 2011). Moreover, I will draw on the SMART (Specific, Measurable, Achievable, Realistic and Time) bound framework to set a time scale for my action plan. I will also draw on Snowden’s clusters on essential skills for medicine management as it is a parsimonious model that allows me to evaluate educational needs and professional development. During the first month of the programme, I will ensure that I am completely knowledgeable of the commonly administered medicines that the patients are taking, their actions and side effects. I will do this by liaising with doctors and psychiatrists, and also attending weekly ward rounds. Within the second month, I intend to increase my confidence when it comes to managing my medication round effectively using the eight rights checklist: â€Å"right medication†, â€Å"right patient†, â€Å"right dose†, â€Å"right time†, â€Å"right date†, â€Å"right route†, â€Å"right preparation† and â€Å"right documentation† (Morgan, 2000). I will also develop my knowledge of pharmacology such as the interaction of medicines with different systems of the body. In the third and fourth months of training, I will build up my knowledge on the necessary techniques for administering medicine. I will attend a series of sessions on medicine management as well as observe trained professionals. This is in line with research that nurses must constantly build their body of knowledge and develop their professional skills (Burton & Ormrod, 2011). The fifth and sixth months will focus on the application of the knowledge I acquired. This is where safety management, administration and monitoring of drugs come in. I will practice my skills in ordering medication, their storage and disposal of used medication. I intend to keep a reflective diary about all that I learnt from my own experience and experience of colleagues. The support and assistance of an experienced professional is very important and vital for a newly qualified nurse to gain confidence and practice effectively (NMC, 2008). With the right support and guidance from experienced colleagues, I should be able to manage medications safely and effectively. This will greatly enhance my professional confidence. Having clearly identified my goals and assigned a time limit to achieve them will help me to monitor my progress. I will work hard to make sure that my goals are achievable within the clinical setting. Conclusion Over the course of this paper, it has become clear that the responsibilities of a newly registered nurse are vast. The transition from a student to a nurse is not without its challenges and requires continuous training, support and guidance. To ensure that I am progressing in my knowledge of nursing, I will constantly engage in evaluations and assessment of my learning. For example, I will verify my learning in accordance with the standards of the Nursing and Midwifery Council. APPENDIX A Service Improvement Activity Notification Proforma Details of service improvement project/activity: The main aim of the Service Improvement Initiative is to provide physical activity to mentally ill adolescents aged 10-17 years. The initiative will assess the clinical outcomes following the physical activity intervention, as well as the development of nursing skills needed for the efficient and effective delivery of care. Reason for development: Based on my observations in a psychological ward for adolescents aged 10-17 years, there are no opportunities to be involved in activities such as sports (darts, snooker, etc.). These activities are proven to provide multiple benefits to the service users, both in terms of physical fitness and mental health. Time spent on the project/activity: The program will take place over a span of six months. Resources used: There are a number of resources needed for this initiative. Resources include sufficient funding for paying for the services of team members and experts, as well as a range of sporting equipment, such as table tennis tables. Who was involved: A multidisciplinary team consisting of a group of nurses a physical therapist, psychiatrists, mental health practitioners, and other experts will be set up. Future plans: The initiative will be implemented in six (6) months. It is hoped that the program will become successful and beneficial for the service users and the multidisciplinary team. APPENDIX B Strengths  ·Good communication skills,  ·Good team player  ·Positive attitude  ·Good interpersonal skills  ·Motivated and enthusiastic  ·Responsible Weaknesses  ·Assertiveness  ·Medicine management skills  ·Professional boundary issues Opportunities  ·Access to training  ·Learning from other members of inter-professional team.  ·Education, development and research  ·Effective supervision  ·Effective feedbackThreats  ·Lack of time  ·Staff attitude on ward  ·Staff shortage  ·My inexperience APPENDIX C Objective 1. Improve my knowledge of medication management. Where I am now Insufficient knowledge about medication. Goal To become competent in medication management. Action plan Read British National Formulary Check NICE guidelines on medication Work with colleagues on the ward. Administering medication regularly with supervisionTime 2 weeks 1- week 1- week continuouslyEvaluation Self-evaluation and evaluation by experienced professionals 2. Develop good knowledge of NICE guidelines on medication and current government policies on medication.Insufficient knowledge of NICE on medication management.Competency and ability to practice independently.Read through NICE guidelines on medication (internet, Nursing publications) Administering medication regularly with supervision. 2-month.Self- evaluation and evaluation by experienced professionals 3. Attend training on medication. Insufficient knowledge of certain medicinesGood knowledge about drugs, their use, dosages and side effectsAttend training and seminars on medication 4-monthReflects on the experience gained, discuss with mentor 4. Develop confidence in ordering medication, organising its storage and disposal. Inadequate knowledgeAbility to practice with confidenceActively participate in the daily running of the ward 6-monthEvaluation by mentor and reflecting on practice REFERENCES Andalo, D. (2006). Medicines management in English care homes: a grim and chaotic picture. The Pharmaceutical Journal. 276, 198-199. Barker, P., (2005). The tidal model: A guide for mental health professionals. London: Routledge. Barr, J. & Dowding, L. (2008). Leadership and Healthcare. London: SAGE Publications Limited. Beebe, L. H., Tian, L., Morris, N., Goodwin, A., Allen, S. S., & Kuldau J. ( 2005) Effects of exercise on mental and physical health parameters of persons with schizophrenia. Ment Health Nurs, 26, 661-676. Benloucif, S. (2004). Morning or Evening Activity improves neuropsychological performance and subjective sleep quality in older adults. Sleep, 27(8), 1542-1550. Briles, J. (2005). Zapping Conflict Builds Better Teams. Nursing Times, 35(11), 32. Burton, R., & Ormrod, G. (2011) Nursing Times: Transition to Professional Practice. London: Oxford University Press. Callaghan, P. (2004). Exercise: A neglected intervention in mental healthJournal of Psychiatric and Mental Health Nursing, 11(4), 476-483. Campbell, R. J. (2008). Change Management in Health Care. The Health Care Manager, 27(1), 23–39. Caulfield H. (2005). Accountability. Blackwell Publishing, Oxford, 3. Cohen, S. (2004) Social Relationships and Health. American Psychologist, 59(8), 676–684. Daley, A. (2002). Exercise therapy and mental health in clinical populations: Is exercise therapy a worthwhile interventionAdvances in Psychiatric Treatment, 8, 262–270. doi:10.1192/apt.8.4.262 Department of Health (2004). Choosing Health: Making Healthy Choices. Diamond, B. (1995). Legal Aspects of Nursing. Hemel Hempstead: Prentice Hall. Ekeland, E. (2009). Exercise to improve self-esteem in children and young people. Cochrane Database Syst Rev, 1. Elavsky S. et al., (2005). Physical Activity enhances long-term quality of Life in Older adults: Efficacy, Esteem, and Affective Influences. Annals of Behavioral Medicine, 30(2), 138–145. Folkins, C. H, Sime, W E. (1981). Physical fitness training and mental health. American Journal of Psychology, 36, 373-389. Frost, S. (2010). What are the benefits of activities in nursing homesLivestrong Publications. Accessed March 21 2013 from: http://www.livestrong.com/article/151544-what-are-the-benefits-of-activities-in-nursing-homes/ Goodwin, R, D. (2003). Association between physical activity and mental disorders among adults in the United States. Preventive Medicine, 36(6), 698-703. Hainsowrth, T. (2006), The benefits of increasing levels of physical activity. Nursing Times, 102(20), 21. Hersey, P., Blanchard, K. & Johnson, D. (2001). Management of Organisational Behaviour: Utilising Human Resources. 8th ed. Upper Saddle River, NJ: Prentice-Hall. Gopee, N., & Galloway, J., Eds. (2009) Leadership and Management in Healthcare. London: SAGE Publications Limited. Huczynski, A., & Buchanan, D. A. (2010). Organisational behaviour. 7th Ed. Harlow: Prentice Hall. Inter-professional Education Collaborative Expert Panel (2011). Core competencies for inter-professional collaborative practice: Report of an expert panel. Washington, D.C.: Inter-professional Education Collaborative. Kirkcaldy, B. D. et al. (2002). The relationship between physical activity and self-image and problem behavior among adolescents. Social Psychiatry and Psychiatric Epidemiology, 37, 544-550. Koontz, H., & Weihrich, H. (2008). Essentials of Management: An international Perspective. New Delhi: Tata Mcgraw-Hill. Marquis, B., & Huston, C. (2009). Leadership Roles and Management Functions in Nursing: Theory and Application. 6th Ed. Philadelphia: Wolters Kluwer/Lippincott Williams and Wilkins. Martinsen, E. (2008). Physical activity in the prevention and treatment of anxiety and depression, Nord Journal of Psychiatry, 62, 25-29. Morgan, S. (2000). Assessing and Managing Risk: A Practitioner Handbook. Brighton: Pavilion. Mullins, L. (2007). Management and Organisational Behaviour. 8th Ed. Harlow: Pearson Educational Limited. Nagelkerk, J. (2005). Management Principles. In: D. Huber (Ed.) Leadership and Nursing Care Management. 3rd Ed. Maryland Heights: Saunders Elsevier. Chapter 2. Nursing and Midwifery Council (2008). The Code: Standards of Conduct, Performance and Ethics for Nurses and Midwives. London: Nursing and Midwifery Council. Paton, R & MacCalman, S. (2008). Change Management: A Guide to Effective Implementation. London; Sage Publication. Pender, N. J. (1996). Health Promotion in Nursing Practice, 3rd ed. Stamford, USA: Appleton & Lange. Penedo, F. & Dahn, J. (2005). Exercise and well-being: a review of mental and physical health benefits associated with physical activity, Current Opinions in Psychiatry, 18(2), 189-193. Richardson, C. et al. (2005). Integrating physical activity into mental health services for persons with serious mental illnesses. Psychiatric Services, 56(3), 324-41. Roussel, L. (2011). Management And Leadership For Nurse Administrators. Burlington: Jones and Bartlett Learning Savard J., Simard S., Ivers, H., et al (2005). Randomized study on the efficacy of cognitive-behavioral therapy for insomnia secondary to breast cancer, Part II: Immunologic effects. Journal of Clinical Oncology, 23, 6097-6106, Schmitz, N., Kruse, J., & Kugler, J. (2004). The Association between Physical Exercises and Health-Related Quality of Life in Subjects with Mental Disorders: Results from a Cross-Sectional Survey. Preventive Medicine 39, 1200–1207. Scrivener, R. et al. (2011). Accountability and responsibility: Principle of Nursing Practice B. Nursing Standard, 25(29), 35-36. Sharma, R. (2008). Change Management: Concepts and Applications. New-Delhi: Tata McGraw Hill Publishing. Smith, S. et al. (2007). A well-being programme in severe mental illness. International Journal of Clinical Practice, 61(12), 1971-1978. Snowden, A. & Barron, D. (2011). Medicines management in mental health. Nursing Standard, 26(3), 35-40. Strohle, A. (2009). ‘Physical activity, exercise, depression and anxiety disorders’, Journal of Neural Transmission, 116, 777–784. Sullivan, E.J. & Decker, P.J. (2011) Effective leadership and management in nursing. Upper Saddle River, N.J.: Pearson Prentice Hall. Sullivan, E. J. & Garland, G. (2010) Practical Leadership and Management in Nursing. Harlow: Pearson Education Limited. Taylor, A.H. & Faulkner, G. (2008). A new academic journal with a specific focus on the relationship between physical activity and mental health. Mental Health and Physical Activity 1(1), 1-8. Tappen, R., Weiss, S., & Whitehead, D. (2004) Essentials of Nursing Leadership and Management. 3rd Ed. Philadelphia: FA Davis Company. Thomas, G., & Worley, C. (2009). Organisation Development and Change. Canada; South-Western. Wilkes-Whitehall, D. (2004). Archives of Women’s Mental Health – Interpersonal psychotherapy for depressed adolescents, 7(4), 251-25.Elizah

The Shocking Aspects of Theater in Ancient Rome

Roman theater began before Roman culture began to emulate the Greeks. However, very little is known of early theater produced by Etruscans and other ancient cultures. The Roman plays that live on in written form were produced in Greek-style amphitheaters, and many of the plays were essentially rewritten versions of Greek stories. In ancient Greece, plays were unlikely to contain graphic violence or sexuality, but the opposite was true in Rome. The Roman Theater and Violence The Roman public loved a good spectacle. They loved to watch combat and admired blood sports and gladiator competition. As a result, there was plenty of gore in most Roman theater. Roman audiences also preferred less subtlety than the Greeks when it came to sexuality on stage. In fact, according to  the book Living Theater by Edwin Wilson, one Roman emperor ordered an entire troupe of mimes to engage in actual intercourse on stage. The fact that this event was recorded for posterity suggests that it wasnt the norm, but it may not have been an isolated event. Famous Roman Playwrights Fewer plays were written in ancient Rome than in Greece. Many of those that were written seemed to be retreads  of old Greek myths (transplanted with the very similar Roman Gods). Perhaps the noted exception to this rule would be the domestic comedies of Plautus and Terence. And of course, Seneca — perhaps Romes best-known tragedian. There were hundreds more playwrights besides the three mentioned below. The Roman Republic and its subsequent empire greatly enjoyed the arts and entertainment. However, while there were many playwrights in ancient Rome, only a small percentage of their works  have survived the passage of time. Plautus If you have ever seen Stephen Sondheims A Funny Thing Happened on the Way to the Forum, then you have experienced a taste, albeit with a corny 1960s flavor, of the Roman comedy master Plautus. A founder of the comedic theater, he created over a hundred plays in his remarkable career, many of which lampooned iconic figures within Roman society: the soldier, the politician, the clever slave, the philandering husband, and the wise but nagging wife. Terence Terences life story is an ancient tale of rags to riches. Terence was the slave of a Roman senator. Apparently, his master was so impressed with young Terences intellect that he released him from his service and even funded Terences education. During his adult years, Terence crafted comedies which were primarily Roman-style adaptations of Greek plays by Hellenistic writers, such as Menander. Seneca In addition to being a playwright, Lucius Annaeus Seneca was a lawyer and a Roman senator. He witnessed some of the darkest days of Romes empire, as he served under the sadistic Emperor Caligula. The next emperor in line, Claudius, banished Seneca, sending him away from Rome for over eight years. After returning from exile, Seneca became the advisor to the infamous Emperor Nero.  According to dramaturg William S. Turney, Nero ordered the assassination of his own mother and then commissioned Seneca to write a speech that excused Neros crimes. During the playwrights lifetime, he wrote tragedies, many of them re-inventions of Greek myths of decadence and self-destruction. For example, his play Phaedra details the sensual depravity of Theseus lonely wife who lusts after her step-son, Hippolytus. Seneca also adapted the Greek myth of Thyestes, a sordid tale of adultery, fratricide, incest, and cannibalism, with enough carnage to make even modern audiences cringe. Seneca retired from public life assuming that he might spend his elder years writing and relaxing, but the suspicious Nero ordered Seneca to commit suicide. Seneca complied, slashing his wrists and arms, slowly bleeding out. Apparently, it was too slow, because according to the ancient historian Tacitus, Seneca called for poison, and when that failed him, he was placed in a hot bath to be suffocated by the steam. Source Wilson, Edwin. Living Theatre: A History of Theatre. Alvin Goldfarb President, 6th Edition, McGraw-Hill Education, January 10, 2011.

Hy Dairies Case - 1044 Words

âž ¢ Who has to make recommendation/decision: Rochelle Beauport âž ¢ Has to do what: To decide to either confront Gilman and change what she perceives as sexist and/or racist practices or to leave the company âž ¢ Why: Despite improving the sales of her brand (ice cream) for Hy Dairies she believes she is being â€Å"sidelined† because the company did not want women or minorities in top level management positions. âž ¢ When: Within the next few days, before she is assigned to her new job. âž ¢ To Whom do they make recommendation: Syd Gilman Analysis A. Issues and Symptoms (cause and effects) OB issue: Potential sexist and racist practices Evidence: 1. At Beauport’s previous job she was told that women would not†¦show more content†¦Internal Analysis of Systems, Structures, Individuals, Team, Organization Communication Issues Using the Johari Window Beauport’s goals to progress herself within marketing management are â€Å"hidden† to others including Gilman which is why he believes he is rewarding her while she believes she is a victim of sexism/racism in the workplace. There has been no effort by HY Dairies to evaluate and identify Beauport’s personal career goals. Stereotyping There are many stereotypes within this case 1. Gilman has assumed that because he held the position and it had been beneficial in his advancement within Hy Dairies that this is the best route for all employees looking to achieve that goal. 2. Because Beauport is a woman or a minority she cannot handle the responsibility of advancing in the field of marketing management. She believes this because her previous employer had this mindset. 3. The fact that she assumes she is being moved because of sexist or racist views is also stereotyping her workplace and superiors because the move is different than what she envisioned for herself Alternatives Decision CriteriaShow MoreRelatedCase 3.1 Hy Dairies1695 Words   |  7 PagesCase Study 3.1 HY DAIRIES, INC. Discussion Questions: 1. Apply your knowledge of stereotyping and social identity theory to explain what went wrong here. The case covers issues of how perceptions affect individual decision-making process. 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This will mainly focus on showing the affects of stereotyping in organisations in the real world, taking the incident that occurred at HY Dairies, Inc. It will also try to provide ways which organisations can adopt to minimize stereotypes or its affects as seen in the organisationRead MoreCase Study Hy Dairies, Ltd Essay811 Words   |  4 PagesCase Study Hy Dairies, Ltd. 1. What symptoms exist to suggest that something has gone wrong? The sales volume and market share of Hy Dairies’ gourmet ice cream brand had picked up significantly over the past two quarters compared with the previous year. As the vice president of marketing at Hy Dairies, Syd Gilman credited this achievement to Rochelle Beauport, the assistant brand manager at the time, and decided to reward her with a newly vacated post of marketing research coordinator. 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Rochelle Beauport, who is an assistant brand manager, joined the team from another food products company and is â€Å"one of the few women of color in the marketing management.† (McShane Von Glinow, 2013) She isRead MorePersonal Health Organization Defines Good Nutrition1556 Words   |  7 PagesPersonal Nutrition Case Study The World Health Organization defines good nutrition as an â€Å"adequate, well-balanced diet combined with regular physical activity† (World Health Organization, 2017). It is often difficult for a college student to maintain good nutrition due to a very limited income. An inadequate amount of time to exercise and prepare/eat meals also plays a role in a college student’s nutritional habits. Most college students toss good nutrition out the window and migrate towards foodsRead MoreIs Noosa Finest Yoghurt?1771 Words   |  8 Pagesdistribute in the United States. (noosa yoghurt, n.d.) 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