How far did the achievements of Stalins economic modernisation programme justify the costs Essay Example

How far did the achievements of Stalins economic modernisation programme justify the costs Essay Stalin once said the USSR was fifty to a hundred years behind the west: either the USSR caught up or they would be crushed. As a consequence an extremely rapid economic modernisation programme was introduced. Stalin succeeded brilliantly turning the USSR from a backward country to the leading world power. However this came at a severe cost of millions and millions of lives, at the outset it may seem clear that the achievements of modernisation do not justify the costs for the Soviet people. However without it the Allies might have lost the Second World War.The main attribute of the economic modernisation programme was Stalins five year plans. The first one began in December 1927 after the end of Lenins New Economic Policy (N.E.P.). This point is known as the start of the great turn where the direction of the Soviet economy changed towards a central planning Command economy. Many historians maintain that this is the point where communism went wrong and that they now only left themselv es to rule by tyranny and totalitarianism and where they would have been better off to continue with the N.E.P. Stephen Cohen suggests the USSR would have done better with the limited market economy of the 1920s, they accept the pace would have been slower but far fewer waste would have been produced.1 However this view is contradicted by R. W. Davies who suggests that N.E.P had limitations such as serious unemployment and an unfavourable effect on other sectors of the economy, such as education and the railways2 Davies believed that decision to begin a rapid industrialisation programme was made because of the political judgement of how essential it was for the USSR to increase their defences and establish a heavy industrial sector.Targets for the plans were set for industrial enterprises and were backed by law so failure to meet them was treated as a criminal offence acting as a very effective motivator. The first plans main emphasis was on heavy industry with electricity productio n trebled, coal and iron output doubled, steel increased by a third, huge new industrial complexes and tractor works were built. Stalins overall aim was to increase heavy industry by 300%! However, many historians have questioned the reliability of Soviet statistics.There was such fierce pressure on plants that managers were known to hi-jack lorries of materials destined for other plants so they would have the resources to meet targets.3 Also mistakes were covered up under the mass of paperwork because the only thing managers cared about was showing they met targets even if this was untrue; this led to the system showing that it was working where in fact this was not the case. The scapegoat for these shortcomings was the bourgeois specialists. They were accused of deliberately holding up supply and causing breakdowns. After many had been imprisoned and put on show trials it was apparent that the loss of so many valuable workers caused so many problems that Stalin ordered the offensi ve to be dropped.4 Overall though not all targets were met mainly because they were far too unrealistic, massive growth was achieved in certain sectors which led the way for further growth in Soviet Union. To add to this the western capitalist countries were suffering the effects of huge unemployment and economic recession.5The second five year plan was planned a lot better to ensure that the problems of shortages and miscalculations didnt happen again. There were still many problems with it involving shortages and wastage but not anything like on the scale as the first plan. The second five year plan concentrated mainly on new industries such as communications and transport which grew rapidly however did still include some heavy industries. By the end of the second plan in 1937 the USSR was almost self sufficient in machine making and metal work. In the years 1934-36 known as the three good years there was less pressure of industrialisation, and families had more disposable income. The third five year plan started in 1938 when the Soviet Union was experiencing a slowdown in the economy where heavy industries almost stopped growing. It ended after only three and half years because of the German attack on the USSR. The main area focused on was armaments and defence with the increasing out look of the USSR being invaded. The other problems with the third five year plan were the shortage of qualified and experienced workers for the Gosplan because many had been killed due to the Purges. Overall the economic situation after the interruption of the third plan was even more chaotic with shortages and wastes. The whole three five year plans were known as the planned economy this phrase is a entirely misleading as there was very basic planning if any. However Stalin had succeeded in industrialising the USSR in order to have a basis for a powerful arms industry.6In terms of contemporary Soviet historians the five year plans were a huge success but as David Evans says th ey were far less creditable due to the plans being affected by Confusion, waste and inefficiency7. Also due to the population increasing from 147 million to 170 million is a large factor to the rapid modernisation resulting from the extra labour available. The best explanation of the success of the five year plans I feel comes from Evans If the success of the five year plans is to be measured against any immediate increase in the prosperity of the Russian people then they were a resounding failure. On the other hand it might be argued that millions had died and the people forced to endure hard labour, shortages m reduced living standards and the loss of personal liberties in order to create a better life for the future generations of Russians.8The other main section of Stalins economic modernisation programme was collectivisation; however this was not an achievement because of the huge human and economic costs. It was started in mid-1929 for two reasons, firstly because it was part of Marxist theory that all land had to be owned by the state, with no private land being used to make profits on goods farmed there. The second reason was that Stalin wanted a platform to kick start the largest sector of the economy which was agriculture and he wanted this to assist the five year plans by providing enough food to feed the workers and providing surplus to sell to buy modern equipment to industrialise. Many historians see collectivisation as the most extreme and rapid part of Stalins modernisation programme. The idea of it was to make the agricultural sector more efficient by combining many small peasant farms to large state run collective farms (kolkhoz). This links in with theory of economies of scale and the use of modern machinery to increase production. In November 1929, Stalin wrote, By the spring of 1930 we shall have 60,000 tractors in the field.9 This vision of such rapid growth was completely unrealistic with this number of tractors not existing and nor even the factories to produce them.In order for collectivisation to be successful living standards throughout the Soviet Union would have to remain low to make sure that food prices did not rise. If the USSR could buy and then sell food (at a profit), money could be made to help finance industrialisation. Very few peasants actually joined the collective farms voluntarily because they would lose their equipment and land to the state, so on the 7th November 1929 Stalin ordered mass-collectivisation which forced peasants to join the farms using military forces this continued through the winter of 1929-30. Stalin wanted the liquidation of the kulaks as a class!10 The kulaks were used as scapegoats for the grain shortages with many deported to GULAGS, shot on sight or forced to starve to death. There was resistance to de-kulakisation however with kulaks burning their crops and slaughtering their animals as they would only lose them to the state anyway (there was 50% less livestock in 1932 th an there was in 1928). Jerzy Karcz claims that Stalin actually helped the crisis by lowering payments for grain allowing meat prices to raise therefore encouraging peasants to switch from grain farming to livestock.11 The forced collectivisation was a political success in spring 1930 with 60% of peasants now on collective farms, this figure rose to 77% in June 1930 and 90% in 1936.12Soviet propaganda was used to cover up the failure with focusing on the intense hate-campaign against the Kulaks. There was an extreme human cost to collectivisation especially in Ukraine and Kazakhstan where there was mass famine, this was kept a secret to the world therefore tragically no foreign aid was received. To add to this, Kazakhstan was where greatest depletion of livestock occurred more than anywhere else in the USSR with high 80s% of all livestock destroyed.13 It was made an offence punishable by five years in prison simply to refer to it (the denied famine)14. Families died lying outside war ehouses full of grain but under armed guard15 Estimates of the deaths vary wildly and are impossible to verify as with all communist figures; a figure of five-million overall is a reasonable average.16 However Chris Ward has investigated the human cost and believes the figures could be as high as 20.1 million deaths including famine caused by collectivisation, de-kulakisation, gulags, collective drive, and terror.17Overall collectivisation was a disaster. Stalin confessed to Churchill that it had caused more damage to the Soviet Union than the German invasion. Urban workers could not manage collective farms. In 1932, the private plot allowance was given: half a hectare on which produce could be grown. It is no surprise that the peasants devoted all of their energy to their private plots and the barest minimum to the collectives. Therefore the majority of agricultural goods came from the peasants plots rather than the collective farms; furthermore it took until 1940 for grain to reac h the 1914 level and took until 1953 for livestock to reach the pre-collectivisation levels. Additionally the peasants fared atrociously, even worse than the workers of the five year plans because of the mass numbers killed or sent to labour camps. Finally Stalin purposely caused a famine in the Ukraine to destroy the people there seeking independence from his rule; the result was that an estimated 7 million people starved to death in the area known as the breadbasket of Europe, Stalin deprived these people of food that they had grown themselves!18 Simply no-one gained from collectivisation proving it was a complete failure.19Workers also suffered in the economic modernisation programme. At first many supported the plans with thousands of young workers volunteering to work on remote projects, they simply wanted a better society for them but mostly for their children.20 The conditions and pay of the collective farms were so bad in some places that peasants kept moving on to different factories and lodgings until they found the best of a bad bunch or whatever was left. In the coal industry in 1930, the average worker moved jobs three times in a year.21 This is supported by Oxley who states that average real pay in 1932 was only half of what it had been at the end of N.E.P because of rising inflation.22 However workers with skills or even semi-skilled were being sought by many factories and managers and therefore commanded higher wages and perks such as extra food rations, this is because less than 7% of the work force were skilled.As the USSR had little money in modern machinery most of the work had to be done by hand therefore needing millions of workers a figure that could not be met by volunteers. Thats why Stalin ordered forced labour to be introduced. Millions of kulaks were used as a great part of the forced labour completely against their will, showing any lack of freedom and independence. Also enemies of the state were used as forced labour comprising of various religious groups and former members of the bourgeoisie. They were transported all over the new industrial areas and had fewer rights and were treated worse than the volunteer workers. Workers were worked so hard that in order to receive another days food rations to survive they would have to work to their physical limits. Deaths were very frequent.Targets were set not just for factories and managers but even for individuals, Alexei Stakhanov became a model worker in 1935 when he miraculously cut 102 tonnes of coal in one shift, 14 times the average. He became known as a Hero of Socialist Labour and propaganda encouraged all Soviet workers to be like Stakhanov. All over the USSR workers tried to emulate Alexei Stakhanov in every sector of the economy, and managers using it as an excuse to accuse workers of laziness. This shows the degree of propaganda that was used to trick peasants into working to death which can definitely be considered a human cost, J. P. Nettl talks abou t posters being issued in work places on which the names of the slackers, doubters and ill-disposed persons could be publicised and therefore criticised by their work colleagues. The achievement of plans and work norms has always dominated official propaganda23Punishment was also used to motivate workers; it was common for workers to hear threats of labour camps if they didnt work harder. Absenteeism was also almost completely removed with it being punishable by fine or removing the workers ration book. In 1940 it carried a prison sentence24. To add to this appalling treatment of the workers they were forced to carry labour books which outlined whether they had worked hard or not, anything but good comments could lead to prison, and with a prison sentence being 3 years or over the prisoners were sent to labour camps to provide cheap labour. Stalin adopted the view that it did not matter if prisoners and workers died working whether from excursion, starvation or the lack of health an d safety with many workers dying in accidents, the only important factor Stalin was interested in was that the project was finished and finished on time.Further use of fear to maintain and increase progress was used upon managers and technicians with the failure to meet targets punishable by industrial trials. The only evidence in these trials (which were heavily published to act as a warning to the rest of the workers) was confessions but these were only given because of threats or ill treatment in prison. Another method of implementing fear was the use of the secret police. Firstly they restricted workers freedom by stopping those workers moving jobs because workers required internal passports and in order to receive one needed to register with the police. However, the police often refused out of fear for not meeting their production targets. This is again a human cost as it restricted the workers freedom and job opportunities.Overall the workers fared extremely poorly under the p lans. Managers treated their workers extremely badly with dangerous conditions consequently accidents resulting in deaths were very common. The GULAG inmates were worked to death either by starvation or exhaustion. Workers had to work severely long hours at very low wages. Millions of enemies of the state and kulaks were used in order to fuel this industrialisation with them being treated as slaves. Ridiculous targets were set and punishments were often death for failure to meet them. Absenteeism and low productivity was made a criminal offence during these plans showing evidence of the absurdity of the nature of them. The five year plans had large focus on heavy industries, infrastructure and defence, consumer goods were simply overlooked as was the value of a human life as long as the project was finished that was the most important thing. Stalin saw this as a sacrifice that Russians had to make in order for the Soviets to catch up with the west and be prepared for a Second World War.In conclusion Stalins most admirable skill was his ability to predict the altering nature of the world, and his ability to understand that the USSR had to be fully prepared for war on a massive scale. Therefore I can understand historians who justify the human cost of Stalins economic modernisation programme; because without this rapid programme being in full swing by 1941, it seems very likely that the USSR would have been quickly overpowered by Nazi forces. In the 1930s Stalin realised the ever increasingly likelihood of war and rapid modernisation was the only way for the USSR to survive it, therefore had to be achieved no matter what the human cost! Stalin was responsible for the deaths of 20 million people; but then the war killed even more, and even more would have died had the USSR been defeated.Stalins view of Machiavellianism (where the ends justify the means) clearly justifies the human cost of modernisation for the final result of the USSR claming victory in the Secon d World War. Furthermore turning the USSR from a backward country to a leading world power. This idea of Machiavellianism also explains Stalins view of individuals being unimportant compared to the state. This is supported by him saying In order to make a good omelette you have to smash a few eggs.From my western view I cannot justify the human sacrifices for the rapid economic modernisation programme. However Russian society is of such a different nature that individual rights do not matter to the same degree as in western society because there is more focus on the state. Evidence of this, is the support for Stalin on the 60th anniversary of the Allied victory over Nazi Germany, held in Red Square in Moscow with many people holding Stalin portraits. So overall I feel that the achievements of Stalins economic modernisation programme did not justify the costs; but I do understand Russian historians who would disagree with me. How far did the achievements of Stalins economic modernisation programme justify the costs Essay Example How far did the achievements of Stalins economic modernisation programme justify the costs Essay Stalin once said the USSR was fifty to a hundred years behind the west: either the USSR caught up or they would be crushed. As a consequence an extremely rapid economic modernisation programme was introduced. Stalin succeeded brilliantly turning the USSR from a backward country to the leading world power. However this came at a severe cost of millions and millions of lives, at the outset it may seem clear that the achievements of modernisation do not justify the costs for the Soviet people. However without it the Allies might have lost the Second World War.The main attribute of the economic modernisation programme was Stalins five year plans. The first one began in December 1927 after the end of Lenins New Economic Policy (N.E.P.). This point is known as the start of the great turn where the direction of the Soviet economy changed towards a central planning Command economy. Many historians maintain that this is the point where communism went wrong and that they now only left themselv es to rule by tyranny and totalitarianism and where they would have been better off to continue with the N.E.P. Stephen Cohen suggests the USSR would have done better with the limited market economy of the 1920s, they accept the pace would have been slower but far fewer waste would have been produced.1 However this view is contradicted by R. W. Davies who suggests that N.E.P had limitations such as serious unemployment and an unfavourable effect on other sectors of the economy, such as education and the railways2 Davies believed that decision to begin a rapid industrialisation programme was made because of the political judgement of how essential it was for the USSR to increase their defences and establish a heavy industrial sector.Targets for the plans were set for industrial enterprises and were backed by law so failure to meet them was treated as a criminal offence acting as a very effective motivator. The first plans main emphasis was on heavy industry with electricity productio n trebled, coal and iron output doubled, steel increased by a third, huge new industrial complexes and tractor works were built. Stalins overall aim was to increase heavy industry by 300%! However, many historians have questioned the reliability of Soviet statistics.There was such fierce pressure on plants that managers were known to hi-jack lorries of materials destined for other plants so they would have the resources to meet targets.3 Also mistakes were covered up under the mass of paperwork because the only thing managers cared about was showing they met targets even if this was untrue; this led to the system showing that it was working where in fact this was not the case. The scapegoat for these shortcomings was the bourgeois specialists. They were accused of deliberately holding up supply and causing breakdowns. After many had been imprisoned and put on show trials it was apparent that the loss of so many valuable workers caused so many problems that Stalin ordered the offensi ve to be dropped.4 Overall though not all targets were met mainly because they were far too unrealistic, massive growth was achieved in certain sectors which led the way for further growth in Soviet Union. To add to this the western capitalist countries were suffering the effects of huge unemployment and economic recession.5The second five year plan was planned a lot better to ensure that the problems of shortages and miscalculations didnt happen again. There were still many problems with it involving shortages and wastage but not anything like on the scale as the first plan. The second five year plan concentrated mainly on new industries such as communications and transport which grew rapidly however did still include some heavy industries. By the end of the second plan in 1937 the USSR was almost self sufficient in machine making and metal work. In the years 1934-36 known as the three good years there was less pressure of industrialisation, and families had more disposable income. The third five year plan started in 1938 when the Soviet Union was experiencing a slowdown in the economy where heavy industries almost stopped growing. It ended after only three and half years because of the German attack on the USSR. The main area focused on was armaments and defence with the increasing out look of the USSR being invaded. The other problems with the third five year plan were the shortage of qualified and experienced workers for the Gosplan because many had been killed due to the Purges. Overall the economic situation after the interruption of the third plan was even more chaotic with shortages and wastes. The whole three five year plans were known as the planned economy this phrase is a entirely misleading as there was very basic planning if any. However Stalin had succeeded in industrialising the USSR in order to have a basis for a powerful arms industry.6In terms of contemporary Soviet historians the five year plans were a huge success but as David Evans says th ey were far less creditable due to the plans being affected by Confusion, waste and inefficiency7. Also due to the population increasing from 147 million to 170 million is a large factor to the rapid modernisation resulting from the extra labour available. The best explanation of the success of the five year plans I feel comes from Evans If the success of the five year plans is to be measured against any immediate increase in the prosperity of the Russian people then they were a resounding failure. On the other hand it might be argued that millions had died and the people forced to endure hard labour, shortages m reduced living standards and the loss of personal liberties in order to create a better life for the future generations of Russians.8The other main section of Stalins economic modernisation programme was collectivisation; however this was not an achievement because of the huge human and economic costs. It was started in mid-1929 for two reasons, firstly because it was part of Marxist theory that all land had to be owned by the state, with no private land being used to make profits on goods farmed there. The second reason was that Stalin wanted a platform to kick start the largest sector of the economy which was agriculture and he wanted this to assist the five year plans by providing enough food to feed the workers and providing surplus to sell to buy modern equipment to industrialise. Many historians see collectivisation as the most extreme and rapid part of Stalins modernisation programme. The idea of it was to make the agricultural sector more efficient by combining many small peasant farms to large state run collective farms (kolkhoz). This links in with theory of economies of scale and the use of modern machinery to increase production. In November 1929, Stalin wrote, By the spring of 1930 we shall have 60,000 tractors in the field.9 This vision of such rapid growth was completely unrealistic with this number of tractors not existing and nor even the factories to produce them.In order for collectivisation to be successful living standards throughout the Soviet Union would have to remain low to make sure that food prices did not rise. If the USSR could buy and then sell food (at a profit), money could be made to help finance industrialisation. Very few peasants actually joined the collective farms voluntarily because they would lose their equipment and land to the state, so on the 7th November 1929 Stalin ordered mass-collectivisation which forced peasants to join the farms using military forces this continued through the winter of 1929-30. Stalin wanted the liquidation of the kulaks as a class!10 The kulaks were used as scapegoats for the grain shortages with many deported to GULAGS, shot on sight or forced to starve to death. There was resistance to de-kulakisation however with kulaks burning their crops and slaughtering their animals as they would only lose them to the state anyway (there was 50% less livestock in 1932 th an there was in 1928). Jerzy Karcz claims that Stalin actually helped the crisis by lowering payments for grain allowing meat prices to raise therefore encouraging peasants to switch from grain farming to livestock.11 The forced collectivisation was a political success in spring 1930 with 60% of peasants now on collective farms, this figure rose to 77% in June 1930 and 90% in 1936.12Soviet propaganda was used to cover up the failure with focusing on the intense hate-campaign against the Kulaks. There was an extreme human cost to collectivisation especially in Ukraine and Kazakhstan where there was mass famine, this was kept a secret to the world therefore tragically no foreign aid was received. To add to this, Kazakhstan was where greatest depletion of livestock occurred more than anywhere else in the USSR with high 80s% of all livestock destroyed.13 It was made an offence punishable by five years in prison simply to refer to it (the denied famine)14. Families died lying outside war ehouses full of grain but under armed guard15 Estimates of the deaths vary wildly and are impossible to verify as with all communist figures; a figure of five-million overall is a reasonable average.16 However Chris Ward has investigated the human cost and believes the figures could be as high as 20.1 million deaths including famine caused by collectivisation, de-kulakisation, gulags, collective drive, and terror.17Overall collectivisation was a disaster. Stalin confessed to Churchill that it had caused more damage to the Soviet Union than the German invasion. Urban workers could not manage collective farms. In 1932, the private plot allowance was given: half a hectare on which produce could be grown. It is no surprise that the peasants devoted all of their energy to their private plots and the barest minimum to the collectives. Therefore the majority of agricultural goods came from the peasants plots rather than the collective farms; furthermore it took until 1940 for grain to reac h the 1914 level and took until 1953 for livestock to reach the pre-collectivisation levels. Additionally the peasants fared atrociously, even worse than the workers of the five year plans because of the mass numbers killed or sent to labour camps. Finally Stalin purposely caused a famine in the Ukraine to destroy the people there seeking independence from his rule; the result was that an estimated 7 million people starved to death in the area known as the breadbasket of Europe, Stalin deprived these people of food that they had grown themselves!18 Simply no-one gained from collectivisation proving it was a complete failure.19Workers also suffered in the economic modernisation programme. At first many supported the plans with thousands of young workers volunteering to work on remote projects, they simply wanted a better society for them but mostly for their children.20 The conditions and pay of the collective farms were so bad in some places that peasants kept moving on to different factories and lodgings until they found the best of a bad bunch or whatever was left. In the coal industry in 1930, the average worker moved jobs three times in a year.21 This is supported by Oxley who states that average real pay in 1932 was only half of what it had been at the end of N.E.P because of rising inflation.22 However workers with skills or even semi-skilled were being sought by many factories and managers and therefore commanded higher wages and perks such as extra food rations, this is because less than 7% of the work force were skilled.As the USSR had little money in modern machinery most of the work had to be done by hand therefore needing millions of workers a figure that could not be met by volunteers. Thats why Stalin ordered forced labour to be introduced. Millions of kulaks were used as a great part of the forced labour completely against their will, showing any lack of freedom and independence. Also enemies of the state were used as forced labour comprising of various religious groups and former members of the bourgeoisie. They were transported all over the new industrial areas and had fewer rights and were treated worse than the volunteer workers. Workers were worked so hard that in order to receive another days food rations to survive they would have to work to their physical limits. Deaths were very frequent.Targets were set not just for factories and managers but even for individuals, Alexei Stakhanov became a model worker in 1935 when he miraculously cut 102 tonnes of coal in one shift, 14 times the average. He became known as a Hero of Socialist Labour and propaganda encouraged all Soviet workers to be like Stakhanov. All over the USSR workers tried to emulate Alexei Stakhanov in every sector of the economy, and managers using it as an excuse to accuse workers of laziness. This shows the degree of propaganda that was used to trick peasants into working to death which can definitely be considered a human cost, J. P. Nettl talks abou t posters being issued in work places on which the names of the slackers, doubters and ill-disposed persons could be publicised and therefore criticised by their work colleagues. The achievement of plans and work norms has always dominated official propaganda23Punishment was also used to motivate workers; it was common for workers to hear threats of labour camps if they didnt work harder. Absenteeism was also almost completely removed with it being punishable by fine or removing the workers ration book. In 1940 it carried a prison sentence24. To add to this appalling treatment of the workers they were forced to carry labour books which outlined whether they had worked hard or not, anything but good comments could lead to prison, and with a prison sentence being 3 years or over the prisoners were sent to labour camps to provide cheap labour. Stalin adopted the view that it did not matter if prisoners and workers died working whether from excursion, starvation or the lack of health an d safety with many workers dying in accidents, the only important factor Stalin was interested in was that the project was finished and finished on time.Further use of fear to maintain and increase progress was used upon managers and technicians with the failure to meet targets punishable by industrial trials. The only evidence in these trials (which were heavily published to act as a warning to the rest of the workers) was confessions but these were only given because of threats or ill treatment in prison. Another method of implementing fear was the use of the secret police. Firstly they restricted workers freedom by stopping those workers moving jobs because workers required internal passports and in order to receive one needed to register with the police. However, the police often refused out of fear for not meeting their production targets. This is again a human cost as it restricted the workers freedom and job opportunities.Overall the workers fared extremely poorly under the p lans. Managers treated their workers extremely badly with dangerous conditions consequently accidents resulting in deaths were very common. The GULAG inmates were worked to death either by starvation or exhaustion. Workers had to work severely long hours at very low wages. Millions of enemies of the state and kulaks were used in order to fuel this industrialisation with them being treated as slaves. Ridiculous targets were set and punishments were often death for failure to meet them. Absenteeism and low productivity was made a criminal offence during these plans showing evidence of the absurdity of the nature of them. The five year plans had large focus on heavy industries, infrastructure and defence, consumer goods were simply overlooked as was the value of a human life as long as the project was finished that was the most important thing. Stalin saw this as a sacrifice that Russians had to make in order for the Soviets to catch up with the west and be prepared for a Second World War.In conclusion Stalins most admirable skill was his ability to predict the altering nature of the world, and his ability to understand that the USSR had to be fully prepared for war on a massive scale. Therefore I can understand historians who justify the human cost of Stalins economic modernisation programme; because without this rapid programme being in full swing by 1941, it seems very likely that the USSR would have been quickly overpowered by Nazi forces. In the 1930s Stalin realised the ever increasingly likelihood of war and rapid modernisation was the only way for the USSR to survive it, therefore had to be achieved no matter what the human cost! Stalin was responsible for the deaths of 20 million people; but then the war killed even more, and even more would have died had the USSR been defeated.Stalins view of Machiavellianism (where the ends justify the means) clearly justifies the human cost of modernisation for the final result of the USSR claming victory in the Secon d World War. Furthermore turning the USSR from a backward country to a leading world power. This idea of Machiavellianism also explains Stalins view of individuals being unimportant compared to the state. This is supported by him saying In order to make a good omelette you have to smash a few eggs.From my western view I cannot justify the human sacrifices for the rapid economic modernisation programme. However Russian society is of such a different nature that individual rights do not matter to the same degree as in western society because there is more focus on the state. Evidence of this, is the support for Stalin on the 60th anniversary of the Allied victory over Nazi Germany, held in Red Square in Moscow with many people holding Stalin portraits. So overall I feel that the achievements of Stalins economic modernisation programme did not justify the costs; but I do understand Russian historians who would disagree with me.

Strategic Management for Bunkers Indoor Golf Center Essays

Strategic Management for Bunkers Indoor Golf Center Essays Strategic Management for Bunkers Indoor Golf Center Paper Strategic Management for Bunkers Indoor Golf Center Paper Bunkers Indoor Golf Center is a great place for people of all golf abilities to enjoy the game of golf all year. Bunkers brings 42 different golf courses from around the world to the people of Spokane. Anyone can play the most popular courses in as little as one hour, if they are playing by themselves or about three hours if playing a foursome. In addition to the great courses Bunkers will offer professional golf lessons, professional club fitting, a nine hole putting green, and four soft white sand bunkers for chipping practice. Bunkers is a great place to learn and enjoy the game. To ensure the business gets off on the right foot management has conducted a SWOTT analysis and a balanced scorecard. Strategic Management and Planning Strategic management is the process of creating and implementing decisions that will enable a company to achieve its long-term objectives. It is the process of specifying the companys mission, vision and objectives, developing policies and plans, often in terms of projects and programs that are designed to achieve these objectives, and then allocating resources to implement the policies, plans, projects and programs. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives. (Wikipedia.org, 2009) To ensure Bunkers Indoor Golf Center is organized properly form the very beginning the company will utilize the four functions of management. These four functions are as follows, planning, organizing, directing and controlling. Strategic Planning is a process for determining what a business could become and how it can achieve that goal. It takes a look at the full potential of the business and tries to link the businesss objectives to the actions and the best way to achieve them. Strategic Planning offers a systematic process to ask and answer questions confronting a management team. The first step to great management is planning. This is the most important step as it will set the stage for everything to follow. Because Bunkers Indoor Golf Center (Bunkers) is a new company it is still working out the bugs; planning is always an ongoing process. The company plans everything from the type of advertising to the way it handles employee performance evaluations and everything in between. During the strategic planning stage management is busy identifying goals, objectives, methods, and the resources needed to carry out those methods, including employee responsibilities and dates for completion of tasks. During this planning stage the owners have employed several types of strategies; the first being a business plan, followed by program planning and strategic planning. In the business plan the owners will identify the growth of the business and set a plan for the first five years. This plan is the most important in the beginning because it is the one the banks look at to determine if the business has direction. It includes financial goals, hiring of additional employees, objectives, a mission and the keys to success. It is a large plan and is used as the blueprint for the other plans. As leaders create the business plan, the company will concentrate on the programs and strategies it will use to gain and retain customers. The programs consist of a discount program, complementary items for customers, and many other considerations. During this planning stage Bunkers tried to find programs that would be beneficial to the company and its customers and help it to retain existing customers and gain new ones. At this point, its owners are making the decisions regarding employee dress codes, code of conduct, the employee hand book, and deciding on the way it should evaluate employee performance. The owners will also decide what steps they would use during employee discipline, and what they could offer employees. Each part of the program planning stage opens the door to another. The strategy phase of planning is essential to the success of Bunkers. It includes the types of advertising, how to gain new customers, how to retain existing customers, how and where to market the business, as well as who to market to. The strategy phase is the most exciting because it offers a chance to be very creative and make new connections. This area of business is very competitive and requires a great amount of time and effort to acquire customers. This phase will be the most enjoyable and is one that can never be stopped, it is essential to continue growing. Knowing how to create and manage a strategic plan is essential to the success of the company both in the beginning and during its continued success. The business owner cannot afford to ignore the planning stages of the business and it is something that cannot ever be stopped. The overall success of any business can be contributed to the effort and dedication put into the strategic plan as well as the management of the plan. It is an essential part of the business and must be maintained and revised as the company grows. Mission Vision Statement An important function of the strategic plan is to create a mission for the company. In some cases this can be difficult, but rewarding to the company if done correctly and honestly. The mission statement should be a clear representation of the companys purpose. It should incorporate meaningful information that addresses concepts such as the moral/ethical position of the company, public image, the target market, products/services, the geographic area and expectations of growth and profitability. (Center for Business Planning, 2009) The vision statement is a different concept altogether, although sometimes confused with a mission statement. A vision statement is a description of a desired outcome that inspires, energizes and helps the company create a picture of the target. The best vision statements for result areas describe outcomes that are five to ten years away, although some look even further out. (Time Thoughts, 2008) To get the business off to a good solid start a mission statement was created. It was done so to give the owner, management, employees and the customers an idea of who the company is and what it wants to do. The following is the mission statement for Bunkers Indoor Golf Center. Bunkers Indoor Golf Center (Bunkers) is an oasis for all golf junkies of all abilities, from low handicappers and weekend golf warriors alike. Bunkers is dedicated to providing enthusiastic customer service and support to golfers who demand the best golf experience possible in an indoor environment. Bunkers is also dedicated to providing the largest and broadest selection of virtual golf courses in Spokane. Bunkers brings together a team of dedicated people who love golf and believe it is their job to help its customers to enjoy this great game even more. Every employee shares the same commitment to excellence, a commitment that will assure that each and every customer has a rewarding and enjoyable golf experience. This simple one paragraph mission statement sums up the company and its goals to help them better enjoy the game of golf. The mission statement gives the customers and employees a general guideline and can help them understand the motivation behind Bunkers. It is important that everyone involved with the company understand this and is ready to help meet and exceed the customers expectations. The vision statement is a completely different process all together. This statement drives the company forward to achieve its long term goals. Bunkers vision statement is relatively simple and direct. Bunkers is committed to making people happy by providing a consistently high quality experience that emphasizes the complete golf experience in an indoor setting. This vision statement is short to the point and shows the commitment that Bunkers has to strive to exceed the golfers expectations. Spokane is a small city and is home to several excellent golf courses. However, due to the logistics of the city, some of the more famous and exciting golf courses are difficult play. The owner has had the opportunity to play some of the countrys best courses and when talking to other golfers found that most weekend golfers would love to play these, but given their ability or finances they would not or could not play them. Bunkers has teamed up with the leading golf simulator company in the world (Full Swing Golf) to offer these famous courses to the golfers in Spokane. Without the cost or fear the golfers of Spokane can play 42 courses from around the world year around without leaving the city. In addition to the low handicappers and weekend warriors, Bunkers would like to work with the local school golf teams to offer a year around practice facility to help develop their skills. The schools can reserve tee times in the same manner as the general public but at a discounted rate. The passion for golf runs deep at Bunkers and as such would like the opportunity to expose as many first time golfers to the excitement the game offers. To aid in this Bunkers wants to work with the Boys and Girls Clubs, Boy and Girl Scouts and Big Brother and Big Sister Clubs. There are so many children that would never have to opportunity to experience golf; Bunkers feels it is necessary to reach out to as many as we can in an effort to promote the game of golf and to broaden the experiences of their life. Golf teaches many life lessons such as patience, determination and perseverance as well as teaching etiquette and promoting health (when walking a course). Todays youth can learn form golf and i t is a sport they can play their entire life. In an effort to meet the desires of all golfers, Bunkers will host virtual golf tournaments, complete with prizes, offer golf lessons, a putting green and soft white bunkers for chipping practice. The tournaments will consist of three rounds and golfers can play their rounds anytime during the week. This will give them the best opportunity to compete and enjoy the experience. Golf is a game that can be fun frustrating, to say the least it is the only game the owner loves to hate. It teaches so much and can be so enjoyable, fresh air, clean environment, polite people, and exercise. This is why Bunkers want to promote the sport year around. Spokane has long winters and as such the opportunity to play is limited to only a few months. Bunkers will be open seven days a week, 12 months a year. With this schedule golfers can keep their golf groove all year and get better and shoot lower scores. Understanding the wants and needs of the customers is essential to the long term success of any business. If a company stops valuing its customers or neglects to listen to their questions or concerns, the company will become stagnant and possibly end up shutting down. Having a road map to the follow in the form of a vision statement is essential to the long term grow and success of the company. The vision statement helps customers and employees see where the company wants to go and the tools it will use to get there and when it plans to do so. Just as important is the mission statement. It is the foundation on which the company is built. Without it the company would most likely not exist. SWOTT Analysis In an effort to create a successful business Bunkers management has conducted a SWOTT analysis. Management conducted the SWOTT and included economic, legal/ regulatory, technological, strategy, structures, resources and culture analysis. Economic SWOTT Economic factors play a large part in building of any business. As a strength to keep business loans to a minimum Bunkers will lease the simulators from Full Swing Golf (FSG). The company offers lease with the option to purchase after 24 months. The simulators are the largest upfront expense; however, the lease gives Bunkers the opportunity to allocate funds to other important categories. Bunkers has found a location that will be convenient to customers, the lease a full service lease that includes garbage, water, electricity and snow removal, it is also a graduated pay format, beginning at the , lowest monthly payment and increasing yearly until the payment meets the full cost. This will be important as the cost will remain low while in the early stages of growth. The need to hire employees that have a passion for golf is necessary, as such Bunkers would like to offer a competitive wage to keep employees excited about work and excited about the game. Washington has a minimum wage of $8.55 per hour. Bunkers intends to pay a starting wage of $10.00 per hour and increasing after a performance review at the six month mark. The business loan will be needed to build the enclosures for the simulators, the platform for the chipping green, the platform for the putting green, and the sand for the greens. Office supplies will also come out of the business loan, computer for the office, cash register/computer, and general office supplies. The weakness for the new business is the need for a business loan. The need to rely on outside funding is necessary; however, it can be a weakness as we will have to pay back a loan for several years. In addition the need for a loan to start, the economy will play a large part in the interest rates the business can get. The recent dip in the economy may force those that would be regular players to cut back or maybe not to play at all. This is the most frightening aspect of the business. To keep people playing we will offer specials and packages that will enable golfers to play regularly. The opportunity portion of the economic SWOTT is the most exciting. This is where Bunkers can be creative and make plans for growth. The opportunity for growth is great. Spokane is a golf friendly community and has long cold winters. The need for a place to keep the golf groove is necessary and offers the potential for growth. Bunkers will also increase customer visits by hosting tournaments and prizes for the winners. IN addition to tournaments, Bunkers will offer golf lessons, swing analysis, club fitting, and a small amount of Bunker logo items, most likely hats and shirts. The threat portion is the most frightening. To be realistic management had to think about the current economic situation and decide if now is the best time to open a business is. Management feels it is a good time. Other factors management took into consideration were will other similar businesses open and offer the same entertainment, will golf shops offer more simulators and simulator activities (swing analysis, club fitting), will employees offer free golf to friends and family, taking away from profits (we will set up family discounts to combat this), great summer weather will be large threat to the business. Legal/Regulatory SWOTT Bunkers would like to develop relationships with the children clubs of Spokane as well as the local school golf teams. The legal aspects of this will be in the creating of a contract that benefits both parties. To avoid having a city business license that is very expensive, Bunkers ahs decided to open the first location in the North Spokane area, it is a growing area ( residents and business are all moving north) where business licenses are less expensive. Starting the business with only a few employees will reduce the amount of payroll tax, unemployment tax and work comp cost. The cost of the permits as well as the time it take to obtain an alcohol permit is a weakness. This is time consuming, it include an in depth look into the past of the person applying for the permit. It takes months to obtain the permit and it is subject to random visits by the state. Bunkers will offer only beer and wine, however the permit is still the same for all businesses selling alcoholic beverages. In addition to the alcohol permit the state also requires the company to obtain a food handler permit. Costly and always requiring training for employees this is also time consuming as well as costly to the company as it has to pay the employees for the time they spend taking the tests. The opportunity to build relationships with the children clubs and schools is a a great opportunity. The contracts will help the children expand their horizons and also give them the opportunity to learn a new game or improve at it. The contracts will include stipulations that state Bunkers is not responsible for the care of the children and a parent or guardian must be present to allow play. The biggest threat to the Bunkers is injury to customers. All customers playing in the chipping area will be required to sign a release of liability. There is always the chance of sand in the eye or getting hit by a club or ball. Under aged drinking is another threat and will be dealt with according the state law. Strict rules will help elevate this problem. Parental guidance is also necessary to avoid injury and to keep the business from the liability of children. Technologic SWOTT Having a business that depends on technology can be exciting and frightening. Full Swing Golf offers the best golf simulator on the market. They are constantly improving the graphics as well as introducing new golf courses. To help increase revenue Bunkers will try to incorporate the newest courses, most recent graphic cards and the best projectors and screens available. As hardware is used it wears out and can slow game play. To combat this issue we will constantly maintain the equipment and run diagnostic test of the machines to ensure fast reliable use. Technology is finicky. Depending on it can be a weakness in its own. Slow computers, projector bulbs, damage to sensors can all create havoc in the business and reduce profits. Full Swing Golf offers maintenance plans to protect against los in revenue. In addition to the maintenance plans Bunkers will contract with Networks Rx a computer networking company to ensure our cash register/computer, office computers and simulators all work and are connected using quality servers and materials. Technology is always changing; this can be an opportunity and a threat. As technology changes we must change with it. New faster servers can create the best game play possible. New courses, new graphics and better graphic can help the company grow and will create lasting customers. Incorporating additional elements such as swing analysis, club fitting, and lessons can also be attributed to changing technology. The largest threat is a down computer system. Bunkers is dependant on technology to function. Having down system will prove a debilitating factor, without it the company cant function and will see a loss in revenue. This will prove fatal if it is a lasting issue. Having Networks Rx at our disposal will help alleviate these potential issues. The biggest trend in technology is always changing computer systems. Faster processors, better graphic cards, more memory in servers and new golf courses will be a great trend. The need to keep up with this is essential and can also be seen as a threat, weakness, trend and strength if utilized. Bunkers will be the place to go in the long cold Spokane winters. Strategy SWOTT Strategy is necessary to compete in a competitive market. Spokane does not have a indoor golf center, and word of mouth advertising, strategic fliers and a radio spots will be necessary to Bunkers growth. Using the school golf teams and the children clubs will be necessary to the word of mouth advertising and the growth of the business. In addition marketing the business, utilizing golf tournaments to increase the customer base will be a great strategy. Bunkers would also like to incorporate professional lessons, club fitting to entice customers. Bunkers is a place a golfer of any age can enjoy a full round of golf, a positive aspect of the courses elderly golfer and young golfers can play a round with out the strenuous effort. Bunkers is a ground up business and is in need of constant marketing and upgrading to keep people interested. That will be the most challenging portion of the business. The management team will need to be proactive when the weather changes and use promotions to keep player coming back during the summer months. Spokane summers are gorgeous and people will want to play outside. Management will need to promote the tournaments, climate controlled area, professional lessons to keep people playing indoors all year. Opportunities will be numerous in the strategy area. Holding tournaments that golfers can participate in any time during the week, professional lessons and club fitting will also be an area that will keep people coming back. Bunkers will use the positive image of working with the boys and girls clubs and schools to its advantage and as a strategic opportunity to gain a hold on the community. To keep customer happy and excited to play Bunkers will offer discounted rates depending on the number of golfers in the group. As always the threat of a new business opening and taking customers is always a threat. The perfect summer weather in Spokane can also be seen as a threat to the strategy Bunkers uses. As noted in prior sections the threat of golf stores using simulations in their shops may reduce the lessons and club fitting. The game play will always be a strong point of Bunkers as it is the main focus of Bunkers. The use of technology to create customer email lists will be a beneficial tool. Management will create the list and email specials, promotions and tournament results. In addition to the above listed uses of email Bunkers will also use this portal for suggestions comments and reservations. The use of email will also fit into the technology strengths and opportunity portion of the SWOTT. Structure SWOTT Bunkers management will seek the best most qualified employees possible. The strengths of this company is based on the golf experience of its management team. The owner and his family are avid golfer and have played some of the best courses in the country. To keep the business moving in the right direction nit is necessary to hire individuals that have a love for the game and like using technology. The application process will include phone calls to previous employers; letters of recommendation from school coaches (for students) and student must maintain at least a 3.0 gpa while employed. To maintain the best possible work force Bunkers will utilize regular performance reviews. Weakness will include hiring students. This is not a weakness in the traditional sense; this will be in the sense that management will have to plan for students to take time off for extracurricular activities like golf tournaments and other school and family activities. Technology is a large part of the business and as such it is imperative to hire those that have a love for technology and passion to keep customers happy. Opportunities to hiring students are to expand their knowledge of technology and to give them real world job experience. By requiring students to maintain a certain gpa will help them achieve long term goals and will help management create a positive atmosphere. Using student part time workers will help the company save money in benefits and unemployment taxes. In addition to broadening the horizons of the students we can help them learn technology skills and problem solving skills that will be beneficial to them as they mature. Threats of having employees are normal to all businesses. Management can reduce these by educating employees, utilizing safety rules, hiring positive, motivated trust worthy people will reduce threats as well. Hiring students may cause an increase in employee turnover. To reduce this we will educate, train them and offer positive enforcement to maintain eh best employees possible. Resources SWOTT Bunkers is owned by an avid golfer, and has access to country club professional golfers and high school golf coaches. In addition to the golf pros Bunkers has built in technology company in Network Rx, that can help maintain and trouble shoot office servers, and networks. Some of the funding will come in the form of bank business loan and personal holdings. The need for a business loans is a weakness for Bunkers. The need to tech support professionals to keep the company moving and to keep customers playing is a weakness to Bunker as well. Every golf simulator has proprietary software that only their technicians can repair. Depending on vendor technical support is costly, time consuming, can reduce the profits, and keep a system closed until the technician can fix it. Opportunities are great for Bunkers. Leasing the simulators on a lease to own helps the company save resource and still own the equipment at the end of the lease agreement. There are currently no indoor golf facilities in the Spokane area. An opportunity to grow and prosper is great in addition to give the people a great winter activity. Spokane is located in the Inland Northwest, one hour east of the Idaho Washington border and two hours south of the U.S. Canada border. Depending on outside tech support it costly and can take a great amount of time to receive new parts or for the technician to arrive to install or repair new parts. A positive trend for golf and Bunkers is the fact that there is always a new golfer. Everyday people try golf and Bunkers offers them a place to try it in a safe controlled environment. We will let children ages five and older participate with the participation or guidance of a parent or guardian. Culture SWOTT Golf has a culture of its own and Bunkers will try and maintain it to the best of their ability. Bunkers will offer a clean safe, environment for people to learn or advance their game. Management will build relationships with the children clubs in Spokane as well as the local golf teams and schools. Teaching children the game of golf can teach them things the can use their whole life, patients, perseverance and dedication. Golf is a game that one can play their whole life and Bunker looks forward to helping them start the right way. There are not too many weaknesses of this business from a culture standpoint. From a business standpoint, this business caters to only one demographic. By opening a business that offers entertainment to golfer only can be seen as shortsighted. However, golfers have the desire to play and in some cases it is a great place for good clean fun. The opportunity to expose someone to golf is something that Bunkers is excited about. Golf is a great game that anyone can play not matter age, color, or athletic ability. There is the chance that someone would never play a round of golf at an outdoor course, Bunkers offers them a place to try the game in a reduced amount of time. A person that has never played may not be excited about playing a game for three to four hours and not enjoying the game. Playing a full 18 holes in one to two hours is more enticing to beginners and people that are short on time. The threat of customers becoming bored with Bunkers is a threat management cannot take lightly. With technology constantly changing Bunkers can try to avoid this by updating courses as often as possible. Offering additional resources like lessons, club fitting, tournaments, snacks and beverages will help keep people interested and coming back. Balanced Scorecard The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. (Balanced Scorecard Institute, 2009) The importance of the balanced scorecard is to improve performance by focusing on what matters, increase focus on strategy and results and to improve the communication of a companys vision and strategy. This company has thought about for several years. He has jotted down plans, ideas, drawn floor plans and talked with bankers and even scouted out locations. Over the years, he has had time to think about the business and how he wants it to operate. The owner has spent a great deal of time trying to get ideas together to make this a place people will want to visit. The owner has planned for the simulators (the main focus of the business), the bunkers, putting green and even how to run a fun, convenient tournament. Before the SWOTT and the Balanced Scorecard, he never put a great deal of thought into the actual numbers and financial goals. Until five weeks ago this was just a dream. Now it is becoming a reality. Over the years the owner worked for several companies and found some of them had great corporate values and it trickled down to the employees and made them feel like they were more than just an employee. That is a feeling the author wants to create for the employees of Bunkers. He found that by giving the employees some basic instructions and letting them make decisions makes them feel they are valued and they are not taken for granted. By doing these little things and not micromanaging a company can reduce employee turnover and reduce expense in training and retraining and utilize those fund in other manners. The long term goals are relatively simple, Bunkers wants to grow and open stores in cities nearby, thereby offering more people the chance to play in a convenient location. In addition to this he wants to link the locations for tournament play. The values of Bunkers are derived from various sources; some personal experiences and others are derived from other successful business models. The author is a business owner and feels he has created a strong employee culture, high employee retention, sound business practices and he feels these same qualities can carry over to Bunkers. The basic values the firm will use in this business are the same that many use in their daily lives: respect, patients, honesty, and integrity. These values have served the owner well personally and will do the same in any business setting. He has created a successful carpet cleaning business with these values and feels he can build Bunker with the same. The mission of any business is to grow and prosper. Bunkers wants to do the same. The firms mission is to create a place where people can come to meet friends, play, learn and enjoy the game of golf. The company want to create a fun comfortable atmosphere where people of any ability can come to play or learn the game that they love. All too often the owner hears people say they do not want to play golf because it takes too long, they cannot walk that far, they are nervous to spend the money on a round and not like it. Bunkers can change that, There are no long walks, no galleries watching and making them nervous, It is a great place to see if golf is for them, and for those that play and enjoy it it is a great place to play courses once thought to be playable once in a lifetime. There is something for everyone young, old, high handicapper or low handicapper; there is a course for anyone. The SWOTT analysis forced the owner to take a good honest look at the business. He was a little intimidated in the beginning, but soon found it to be a valuable part of the strategic plan. After completing the analysis he was even more excited to continue the process and change the weakness to strengths in an effort to build the best most efficient business possible. Bunkers is dedicated to providing quality, safety and fun in a controlled atmospheres. By following the SWOTT and the Balanced Scorecard Bunkers can avoid some of the pitfalls of opening and operating a ground up business. The SWOTT is a necessary tool and should be utilized by the management team of Bunkers Indoor Golf Center. Golf is a great game enjoyed by millions of people and Bunkers want to bring the fun to everyone year around.

Accuride corporation Research Paper Example | Topics and Well Written Essays - 500 words

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Legislative Aspects of Nursing informatics Coursework

Legislative Aspects of Nursing informatics - Coursework Example vent that the breach involves more than 500 patients, then it is imperative that the Department of Health and Human Services (HHS) also receive similar notification. Secondly, the act also establishes the necessity for health institutions through HER system to make it possible for individuals to access their PHI in an electronic format. In line with this, the act establishes that those who receive incentives should ensure that the system is of meaningful use, failure to which results in withdrawal of the said incentives. The act has also specified that vendors providing HER system directly qualify as business associates. To this end, the act intends to make it possible for more vendor/provider dialogue regarding matter of mutual interest, so that service provision becomes more effective. These reforms have potential impact in the practice of psychiatry. For instance, the act provides quality measure incentives through the Maintenance of Certification Program (MOCP), (American Academy of Child and Adolescent Psychiatry, 2013). In addition to participation in MOCP for up to one year, the law requires that physicians must submit data on quality measures through the MOCP under PQRI. McGinigle and Mastrian (2013) observe three topical issues that are encountered in health informatics namely leadership challenges, limited functionality in clinical practice and education in terms of necessary competencies. Regarding leadership challenges, McGinigle and Mastrian note that there exists a knowledge gap within leadership in the sector, and more specific the nursing industry. IN the nursing context, the two advance that there is need for nurse leaders to acquire current skill set and knowledge that will allow them to understand and adopt modern information technologies imperative to delivery of quality care. It is therefore important for nurses and other medical practitioners alike to gain the necessary knowledge. On limited functionality in clinical practice, McGinigle

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A healthy heart abstract A healthy heart is the key to good life .The heart is a vital organ of the human body which ensures the effective pumping of blood throughout the circulatory system. Due to our sedentary lives and food habits, the heart is prone to malfunctioning, and heart attack (i.e. coronary artery disease), is one of the primary cause of death [1]. Heart attack is caused by a blockage of the coronary arteries, typically at a site of narrowing (stenosis) caused by atherosclerosis. It is difficult to accurately determine the degree of atherosclerosis in arteries, particularly in the early stages of disease. One method that has been introduced is the intravascular ultrasonic catheter (IVUS), which sends a pulse of sound from a receiver and uses the returned echo to deduce the properties of the arterial tissues. Doppler Ultrasound is a similar a diagnostic, noninvasive technique which can effectively evaluate the blood flow velocity in the coronary arteries by passing the high frequency ultrasound waves into the blood using a single receiver. Our group has found that an improvement in velocity estimation can be obtained if the returned Doppler ultrasound echo is collected by multiple receivers and the information from those receivers is combined. The research proposed here will use simulation methods to determine the extent to which this same concept can be applied to multiple IVUS receivers. 1. introduction Doppler ultrasound provides a measure of the velocity distribution of blood throughout the volume of the artery. Because the signal is a superposition of echoes from multiple scatterers, the red blood cells, distributed in space, the signal at the receiver is subject to constructive and destructive interference. This phenomenon is called coherent scattering and is the primary reason that Doppler ultrasound signals are inherently noisy. The same phenomenon applies to ultrasonic imaging (B-mode imaging), in which the Doppler shift is ignored and only the magnitude of the returned signal is used to form an image of the tissue. However, in B-mode ultrasound, the scatterers are variations in the acoustic impedance of the tissue. Figure 1 shows a typical IVUS image [6]. Whereas it is possible to differentiate between the lumen, media and adventitia, the exact boundaries are difficult to determine as a result of the coherent scattering effects. 2. background 2.1. Principles of Ultrasonic B-Mode Imaging B mode imaging is typically used for ultrasound imaging as it facilitates the display of the echoes at various brightness or gray levels corresponding to their amplitude.[ee handbook] Most B-mode systems in use today create an image in 0.1 s or less, so that the image is displayed in real-time for viewing of moving structures, such as structures in the heart or the fetus moving within the womb. This is not possible with the typical magnetic resonance or computed tomography system. Most of these systems use the Doppler principle, but some use time domain detection. In Doppler detection, if the ultrasound is reflected from a target moving at some speed vt toward (away from) the source at an angle q with respect to the beam axis, the frequency of the transmitted signal f is shifted up (down) by an amount fD, the Doppler shift, according to the following relation: (116.4) In principle a measurement of fD, when f, c, and q are known, will yield the speed of the target vt. However, it is often difficult to determine q because the angle the transducer axis makes with a blood vessel, for example, is often unknown. Even when that angle is known, the flow is not necessarily along the direction of the vessel at every location and for all times Two-dimensional B-mode display: Echoes from a transducer, or beam, scanned in one plane displayed as brightness (or gray scale) versus location for the returned echo to produce a two-dimensional image. Duplex ultrasound: Simultaneous display of speed versus time for a chosen region and the two-dimensional B-mode image. B-mode display: Returned ultrasound echoes displayed as brightness or gray scale levels corresponding to the amplitude versus depth into the body fig 6 in devts in cardio vascular ultrasound.pdfdescribes input signal used B -mode (Brightness mode) ultrasound is the most commonly applied ultrasound technique for intracoronary artery visualization. B-mode images are made up of one dimensional signals from transducer crystals aligned in an arrays,which can also be displayed in two dimensional in the form of a sector[August et al].In This mode of imaging, depth and the brightness are the measure of radial axis and echo intensity. 2.1.1. Scattering of sound echo description fundamental sources of errors 2.1.2. Relationship between sound intensity and scattering coefficient The size of the scattering shadow is called the effective cross-section (s [cm2]) and can be smaller or larger than the geometrical size of the scattering particle (A [cm2]), related by the proportionality constant called the scattering efficiency Qs [dimensionless]: The scattering coefficient  µs [cm-1] describes a medium containing many scattering particles at a concentration described as a volume density s [cm3]. The scattering coefficient is essentially the cross-sectional area per unit volume of medium. Scattering coefficient: The factor that expresses the attenuation caused by scattering, e.g., of radiant or acoustic energy, during its passage through a medium. Note: The scattering coefficient is usually expressed in units of reciprocal distance. Attenuation: The decrease in intensity of a signal, beam, or wave as a result of absorption of energy and of scattering out of the path to the detector, but not including the reduction due to geometric spreading. [After JP1] Note 1: Attenuation is usually expressed in dB. Note 2: Attenuation is often used as a misnomer for attenuation coefficient, which is expressed in dB per kilometer. Note 3: A distinction must be made as to whether the attenuation is that of signal power Measurement of the intensity distribution of laser radiation using by VV Morozov 1979 Related articles All 4 versions of interaction between the light and sound, i.e., in which the scattering coefficient would depend linearly on the sound intensity. 2.1.3. Constructive and destructive interference Sound travels in the form of waves.These waves are associated with frequency and amplitude.From basic laws of physics it is known that intensity is directly proportional to amplitude of the wave which is the discriminating factor between different modes of ultrasound imaging.When these sound waves interact with each other interference occurs.The type of interference is determined by measuring the amplitude of the resultant wave formed by interaction of 2 sound waves.If the amplitude of 2 waves is either positive or negative then the resultant wave has larger amplitude.This phenomenon is known as constructive interference(or in phase interference). If the interacting waves have opposite amplitude then the resultant wave has a lower amplitude.This phenomenon is known as destructive interference(or out of phase interference). The interference type depends on the difference in distances that each wave has to take. In this context,if the ultrasonic signals are emitted from a single transmitter and captured from multiple receivers separated by a distance of half the wavelength, then we can observe constructive interference of returned echo amplitudes of the scaterrers locate d in region of interest at one receiver and destructive interference occurring at the second receiver located half the wavelength apart.[cite reference wu thesis book]. 2.1.4. Signal processing for B-Mode images (e.g. envelope detection) Intracoronary ultrasonic is done on envelope detection of the sum of (returned) echo signals from each receiver .there are many/three ways of envelope detection. One simpler method of doing it is to perform a full wave rectification on the returned echo followed by a low pass filtering to remove the side lobes of the signal. [rectify/demodulate the signal and process it by passing it through a low pass filter to remove the side lobes of the returned echo].though this method of envelope detection appears to be simpler, the operating center frequency for each of the returned signal is to be known and possibly tracked from time to time for changes. The second/another yet complex method of envelope detection is using Hilbert transform to get /generate/create a rational /methodical representation of the returned signal from each scatterer at each receiver. The advantage of using this method is that it is independent of the dampening effect present in the returned signal. (i.e. the changes in center frequency of the echo with time).The magnitude obtained from the complex signal is used as the final signal for ultrasonic imaging/next stage of converting into polar plots and plotting it using weighted average method . (refr:sprab12 page 11 and B-mode handbook).quadrature detection can also be used for extracting the envelope of the signal.refrce(high resolution ultrasound) 2.2. Current implementations of intracoronary imaging Heart disease can be diagnosed with the aid of Doppler and B-mode ultrasound, where the Doppler method provides a measure of flow rate and B-mode ultrasound provides an image. Generally these techniques, as typically used, do not have the spatial resolution to examine flow in the coronary arteries. Coronary artery geometry is diagnosed by injecting a radio-opaque dye into the artery with a catheter and taking x-ray images. However, this method does not specifically provide the locations of atherosclerotic lesions. It provides the internal geometry of the arterial lumen. Intracoronary Doppler ultrasound is a method in which a Doppler-tipped catheter is inserted into the coronary artery to measure blood velocity. IVUS uses a more complicated catheter that has an array of ultrasound crystals arranged in a ring at the tip of the catheter, and each crystal transmits an ultrasound pulse radially and then receives the returned echo. With multiple crystals, a 2-dimensional image of the cross -section of the arterial lumen can be reconstructed. This technique is currently capable of providing real time cross sectional images in vivo [3]. The main objective of Doppler ultrasound is to extract the flow velocity measurements and interpret them in physiologically significant variables through assumptions and velocity calculations [2]. The most fundamental quantity we consider is the flow rate as it best describes the extent of perfusion of blood in the region of interest [2] (i.e. a section of the coronary artery). The objective of IVUS is to obtain a mapping of the make-up of the artery as an image. Although IVUS uses several transmitter-receivers, only a single receiver is being used to capture the reflected ultrasound wave and to view the circumferential view of the artery. The problem involved by using a single receiver is that we miss many precise details about the physiological status of the artery due to its limited view and the obtained images are noisy because of coherent scattering. The possible solution can be to use multiple receivers to look at the region of interest from different angles to get a detailed view. The doctor can get a clear picture of the artery in terms of velocity, flow rate, the size of plaque present inside artery and can treat the patient in a better way. 2.2.5. Geometry of the transducers. We assume transducer as a point size spherical shaped piezoelectric crystal. Papers: B-mode handbook.pdf sprab12.pdf page 7 2.2.6. Transducer frequency response characteristics. The phrase frequency response characteristic usually implies a complete description of a systems sinusoidal steady-state behavior as a function of frequency. 2.2.7. Specifics of the transmitted signal from program 2.2.8. Signal conditioning and signal processing 2.3. Limitations of intracoronary imaging (particularly coherent scattering/scattering from multiple scatterers) One of the main problems encountered with Doppler and B-Mode ultrasound velocity estimation is coherent scattering of noise. Coherent scattering error is caused by the changes in phase of the reflected echo as the red blood cells enter and leave the sample volume. This phase depends on the distance of the transmitter to the scatterer and then to the receiver [5]. The main research objective is to simulate this process of multiple receiver Doppler ultrasound using Matlab simulation software and to see how well it improves the understanding of image quality and clarity. Even the state of art of image is to be observed using the simulations. paper : basic model of ivus.pdf page 8 Intravascular ultrasonic image quality remains poor due to speckle noise, imaging artifacts and shadowing of parts of vessel wall by calcifications. (Refce: intravascular ultrasound image segmentation.) 2.4. Previous work done on multiple receivers independence of coherent scattering noise in Doppler signals when receivers are sufficiently far apart. Velocity Measurements made/obtained over the region of interest (ROI) in an intracoronary artery have inherited velocity estimation errors due to coherent scattering. One of the methods to reduce these estimated errors is the use of multiple receivers .The echo received from each of the receivers will have some complementary information which not only improves velocity estimation, also contributes in enhancing the image clarity in a B-mode ultrasound image processing. [Jones, Krishnamurthy 2002] Improvement in velocity estimation is observed if returned Doppler ultrasound echo is collected and combined from all the multiple receivers. Most importantly the returned echo signal obtained at each receiver is independent of coherent scattering noise in Doppler signals when receivers are sufficiently far apart. In the case of an intracoronary artery, the RBCs are the major kind of multiple scatterers distributed in artery space. Since the returned echo signal detected/obtained at each of t he receiver is a summation of all the echo amplitude signals from multiple scatterers in the region of interest, they are subjected to constructive and destructive interference This way multiple receivers in B-mode can improve the image quality of B -mode intravascular ultrasound (IVUS) images. Initially a 2 dimensional geometry for the artery would be simulated. The transmitted signal would be generated using by a piezoelectric crystal in an ultrasound in real time applications. But in this proposed research, using Matlab, we first try generating a discrete signal using the pulse generator. Based on the defined parameters such as the frequency, pulse width, amplitude, pulse repetition time, artery geometry[r (?)], angle of transmission of the transmitted and received signal, the image would be extracted. Primarily, the signal from a single scatterer is modeled. In the advanced stages, multiple scatterer signals would be modeled. The following questions would be answered while doing the actual simulation. Each scatterer is modeled as a point source that reflects the transmitted signal with a set reflectivity. The scatterer does not alter the signals phase, but alters the amount of power that is returned to the receiver. Each receiver therefore is subjected to a signal that is the sum of returns from all of the scatterers, where it is important to keep track of the phases of the signals from each scatterer so that coherent scattering is adequately accounted for. The signal at each receiver is rectified and then averaged in time with a moving window to produce a signal that represents scattered power as a function of time. The range, corresponding to the location in the image, is proportional to the delay time of the returned signal. Each receiver will provide an image, and a composite image will be produced as the average over all of the receivers. 3.4.1. Transmitter/Receiver characteristics (transmitted frequency, beam width) 3.4.2. Speed of sound 3.4.3. Scattering coefficients for (1) Background and (2) Plaques The fraction of the incident energy reflected or scattered is very small for soft tissues like elastin collagen etc. [ee handbook] The differential Backscattering coefficient/scattering coefficient is the aspect that expresses the attenuation caused by scattering, of acoustic energy, while passing through a medium. The scattering coefficient ( µs) is usually expressed in units of reciprocal distance. There certainly lies a difference between the normal aortic intima and various kinds of atherosclerotic plaques. More than 90% of normal vessels usually have scattering coefficients in the range of 15 mm-1 to 36 mm-1 ,where as atherosclerotic plaques like the lipid rich blocks, fibrocalcific plaques have scattering coefficients lesser than 20 mm-1 [Levitz, Andersen et al ].The fibrous plaques which constituted elasin ,lipids and collagen demonstrated a relatively large variations in terms of scattering coefficient. Out of the three kinds of atherosclerotic plaques, fibrocalcific sample s do not show up as sharp regions in any kind of image and hence can be assumed as in homogeneities within the tissue wall having highly scattering coefficient. 3.4.4. Random numbers (particle location and scattering coefficients) 3.5. Signal Analysis (envelope detection) http://www.mathworks.com/products/demos/shipping/dspblks/dspenvdet.html Hilbert Transform can be used to generate a time domain envelope. The point is to create a rectified signal that is more suitable for calculating a smooth envelope. In the frequency domain, magnitude data is already all positive, so I dont know why youd use Hilbert Transform. To get a spectrum envelope, just average several spectrum frames together. The key then is to choose correct frame size prior to FFT, which should be based on the nature of your data and the sampling rate you are using. Averaging will help your SNR and maybe you can differentiate key frequencies between good and damaged bearings. x = Hilbert (xr) returns a complex helical sequence, sometimes called the analytic signal, from a real data sequence. The analytic signal x = xr + i*xi has a real part, xr, which is the original data, and an imaginary part, xi, which contains the Hilbert transform. The imaginary part is a version of the original real sequence with a 90 ° phase shift. Sines are therefore transformed to cosines and vice versa. The Hilbert transformed series has the same amplitude and frequency content as the original real data and includes phase information that depends on the phase of the original data. If xr is a matrix, x = Hilbert (xr) operates column wise on the matrix, finding the Hilbert transform of each column. x = Hilbert (xr, n) uses an n point FFT to compute the Hilbert transform. The input data xr is zero-padded or truncated to length n, as appropriate. The Hilbert transform is useful in calculating instantaneous attributes of a time series, especially the amplitude and frequency. The instantaneous amplitude is the amplitude of the complex Hilbert transform; the instantaneous frequency is the time rate of change of the instantaneous phase angle. For a pure sinusoid, the instantaneous amplitude and frequency are constant. The instantaneous phase, however, is a saw tooth, reflecting the way in which the local phase angle varies linearly over a single cycle. For mixtures of sinusoids, the attributes are short term, or local, averages spanning no more than two or three points. Reference [1] describes the Kolmogorov method for minimum phase reconstruction, which involves taking the Hilbert transform of the logarithm of the spectral density of a time series. The toolbox function rceps performs this reconstruction. For a discrete-time analytic signal x, the last half of fft(x) is zero, and the first (DC) and center (Nyquist) elements of fft(x) are purely real. http://dip.sun.ac.za/~weideman/research/mfiles/hilb1.m function h = hilb1(F, N, b, y)% The function h = hilb1(F, N, b, y) computes the Hilbert transform% of a function F(x) defined on the real line, at specified% values of y (y could be a scalar, vector, or matrix.) 8. bibliography http://www.johnshopkinshealthalerts.com/white_papers/heart_health_ch_wp/digital08_landing.html, last accessed on 02/26/2008, 08:30 pm. Jones SA, Fundamental Sources of error and spectral broadening in Doppler ultrasound signals, Crc critical reviews in Biomedical Engineering, page(s):399-483, 1993. Van der Steen AFW, Cespedes EI, de Korte C.L, Carlier S.G , Li W, Mastik F, Lancke C.T, Borsboom J, Lupotti F, Krams R, Sermys P.W, Bom N,Novel developments in intravascular imaging, Ultrasonics Symposium Proceedings, IEEE, Volume 2, page(s):1733 1742, 1998. Kumar P and Shoukri MM, Copula based prediction models: an application to an aortic regurgitation study, BMC Medical Research Methodology, page 7:21, 2007. Jones SA and Krishnamurthy K,Reduction of coherent scattering noise with multiple receiver doppler, Ultrasound in Med. Biol., Volume 28, page(s): 647-653, 2002. Zhu H, Oakeson K D, and Friedman M H, Retrieval of Cardiac Phase from IVUS IVUS Sequences, Medical Imaging 2003: Ultrasonic Imaging and Signal Processing, Volume 5035, 2003 page(s): 1605-7422.

An Investigation Of Japanese Corporate Culture, Its Trends And Changes

An Investigation of Japanese Corporate Culture, Its Trends And Changes Japanese Business & Culture bus 258.1 Table of Contents1.0 Introduction 2.0 Procedure 3.0 Findings 3.1 Changing social culture. 3.2 Business Culture in Japan 3.3 Why change is needed 3.4 What is Japan and her corporations doing to develop and change 4.0 Conclusion 5.0 Bibliography Japanese Business & CultureAn investigation Japanese corporate culture, its trends and changes.1.0 IntroductionThis report is based around the following quote: "Japan's corporate culture is the product of uniquely Japanese social and historical influences, so deeply rooted as to easily repel outside influences. Bur Japanese corporations need to change their basic goals...." This report will discuss nature of corporate culture in Japan, and why change is needed. The maximum length is 2,000 words 2.0 Procedure The report was produced using library based research because of the time scale and cost. The sources used include text books, journals and newspapers.. The references have been made 'Harvard Style' and can be found in the Bibliography. 3.0 Findings The Japanese business culture has been described by Beedham as a culture that acts like a clan, in that there is a large amount of authority given to the man at the top, and in the commitment that is shown by the people around him, Beedham points out that this can be evident in the way that their car factories, investment banks and government ministries are ran. This clan-like-behaviour has the effect of making decision making painfully slow, with compromises having to be met in all directions, but this is starting to change, as the people of Japan are starting to change and have different priorities. These changes can be put down to several factors that are changing in Japanese society as a whole. 3.1 Changing social culture. The increasing and speeding up of urbanisation is one way in which corporate culture is being changed. Because of this urbanisation there is less commitment to groups as people become more individual and have their own priority in life. Marriage and family ties are also starting to loosen. Links between children, parents and grandparents are not the same as they were ten years ago. The greatest impact on peoples commitment to their work is money. As the Japanese become richer, they are starting to see that there is... ...g the corporate culture slightly Japanese corporations are not seen as been there for just profit. Profit is important, but it is not the only reason for the company's existence, but involves people and their future. This is however changing with corporations starting to set financial targets for themselves and cut costs. Ways in which the Japanese corporate culture is starting to change can be found in the way that promotions are decided. In the past seniority meant everything and no some positions are given on merit. Also, management positions are starting to be taken up by foreigners, as well as R&D relocation outside Japan. Japanese politics are also helping in the change of culture. Deregulation and liberalisation promote a more dynamic organisation culture and structure but these developments need backing up with further proposals to deregulate and promote entrepreneurship 5.0 Bibliography Brian Beedham, Tomorrow's Japan, The Economist, July 13th 1996 Various Internet article with no title or author. FT 96 Dec 05 page 6/ Survey - Japanese Industry: Routes to the top FT 96 Dec 02 page 20/ Lex Column: Japan FT 96 Nov 18 page 14/ Management: Time to pull back the screen