The Importance of Socialization in Small Group Communication free essay sample

Laura Smith Small Group Communication Reflection Paper #1 The Importance of Socialization In Small Group Communication According to Dictionary. com, socialization is defined as a continuing process whereby an individual acquires a personal identity and learns the norms, values, behavior, and social skills appropriate to his or her social position. Although this definition could also apply In some ways, there are, however, more specific definitions of socialization when referring to small group communication. We will write a custom essay sample on The Importance of Socialization in Small Group Communication or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In order to understand how socialization works, and why it is important in a small group, I must first describe the arious definitions that exist: 1 . When newcomers become part of the groups patterns of activities. 2. As a reciprocal process that affects both Individual members and the group as a whole. 3. As a two-way process of Influence and change whereby group members use verbal and nonverbal messages to create a new and unique group culture. I should also explain the different models of small group communication. In 1999, Carolyn Anderson and her colleagues introduced a model of small group socialization by using five phases to illustrate how communication influences socialization processes. I found that these five phases are similar to Tuckmans five-phase model of group development. They are sequential, but unlike Tuckmans, focus on each individual within the small group and help to Illuminate how he/she may be feeling throughout the group process. The first phase In the models of small group socialization is the antecedent phase. In this phase, researchers seem to agree that whether youre entering an existing group or a new group matters not; what you bring to a group-beliefs, attitudes, and communicative and personality traits-will Influence the groups culture and members. For me, In the antecedent phase, I felt mostly negative toward group work. id not have much positive experience in prior groups, therefore, I assumed that this would be no different. The antecedent phase is important to small group communication because It clarifies how individual members may feel before actually meeting with the group, but after determining or discovering that he/she will be involved in group work. The individuals past experiences, values, and personality will also likely effect the attitude and feeling that he/she may have toward working in a small group. The next phase also occurs before the members of the group actually meet; It Is referred to as the anticipatory phase. There are several different aspects to this phase. Firstly, it is the phase in which individuals decide what they expect from group membership as well as each group member. The next aspect applies to new members of the group: existing groups form expectations about new group members. I can relate to this aspect on a personal level. unfortunately, was not present at the first few of my groups meetings. This made me feel more anxious about working in a group, mostly because I felt that the group would have negative OF3 the anticipatory phase is how members of a zero history group (i. e. , a group whose embers never worked together before) harbor preconceived expectations for the group. The group that I am involved in, The Magnificent 7, would have been considered a zero tolerance group at the beginning of the semester because we had never met each other, let alone worked in a group together. Overall, the anticipatory phase illustrates how prospective members of a group have expectations for that group, and the individual group members. This is significant in small group communication since it will help to determine the amount of motivation and encouragement held by each individual member, which is needed for the group to ucceed. The third phase in the models of small group socialization is called the encounter phase. During this phase, individuals usually come together for the first time and begin establishing group goals and roles. This, again, was a phase that I was not present for. It affected me in the aspect that I was going into the group a newcomer and was not part of the initial establishment of group roles and goals. It made me feel as though I was stuck with whatever goals and roles were already in place. Lucky for me, however, I quickly learned that my group had the same goals as I id, in reference to the group work and course as a whole, and they were all very accepting of me. I also learned that the Magnificent 7 did not assign specific roles. Through the first meeting, as well as talking with outside of class, it was clear to me that Evelyn had become our unspoken leader. Although she stated that it was not her purpose and she did not want to be the leader, I pointed out to her that it was to the groups benefit to have someone like her to get the group going and lead in the right direction. The encounter phase is essential to small group communication for he purpose of getting to learn about each members goals, as well as to start the actual communication process. It is crucial to balance personal, group, task, and relational goals for successful socialization. This means that there should be an equal balance of importance between each members goal, and the entirety of the groups goals. In the assimilation phase, the fourth phase in small group socialization, the We-ness or feeling of group-ness occurs. This phase occurs when each member of the group becomes more comfortable with the group as a whole. For the Magnificent 7, there could be conflicting opinions on when this occurred. I could say that we were an actual group before we did our volunteer time, but I do not think that we all really felt that we-ness until during and after our volunteer work. Successful assimilation occurs when each member sees his values and interests coinciding with those of the group. The service learning project really helped our group to become one and realize that we all did have the same expectations and want to succeed. The assimilation phase is critical to small group communication in order for the group to continue to effectively communicate, work together, complete tasks, and reach goals. The fifth and final phase of the small group socialization process is the exit phase. In this phase, the group as a whole ends, or it can also occur when a member leaves a group. The Magnificent 7 has not yet disbanded and reached this phase. It is a phase that group scholars are beginning to focus on because they are thought to influence attitudes about future groups and behaviors in them (Sinclair-James Stohl. 1997) . I would agree with this statement. Personally, I Magnificent 7 group. Going in, I encompassed a small to moderate amount of grouphate. I was not looking forward to working in a group due to my prior xperience. However, (so far), the experience that I have encountered within the Magnificent 7 has positively influenced my opinions of working in a small group. Going forward, I now have more knowledge and positive experiences to take with me to future small groups that I may be a part of. The assimilation phase is imperative to small group communication because this phase shows how each member feels when leaving the group. If a group member had a positive experience within the group, he/ she will more than likely leave the group with a good feeling about working in small groups. On the other hand, if a group member had a negative experience with the group, he/she will more than likely feeling unenthusiastic about working in future small groups. In closing, socialization is important in the small group communication process. It acknowledges that groups progress through communication in a certain order: from the beginning phase, (the antecedent phase), when members have not even yet met each other, until the final phase, (the exit phase), when the group as a whole displays cohesion. A positive outcome of socialization is successful group cohesion. Group cohesion is a phenomenon that determines how well a group holds ogether. When cohesion is strong, a group will remain stable, but when it is weak, the group may fall apart

Graham Greene - The Third Man Essays - Novellas, Films, Free Essays

Graham Greene - The Third Man Essays - Novellas, Films, Free Essays Graham Greene - The Third Man Author Henry Graham Greene was born on 2 October 1904 in Berkhamsted in England and was one of six children. At the age of eight he went to the Berkhamsted school. As a teenager he was under so immense pressure that he got psychological problems and suffered a nervous breakdown. In 1922 he was enrolled on the Balliol College, Oxford and in 1926 after graduation he started to work for the London Times as sub-editor and for the Nottingham Journal as journalist, where he met his later wife Vivien Dayrell-Browning. In February 1926 before marring his wife he was received into the Roman Catholic Church, which had influenced him and his writings. In 1929 his first novel The Man Within was published, but his popularity wasnt sealed before Stamboul Train (Orient Express) was published in 1932. In 1935 he became the house film critic for The Spectator. In 1938 he published Brighton Rock and wrote The Lawless Roads and The Power and the Glory. In 1941 within the World War Two he began to spy voluntar ily for the British Foreign Office in Sierra Leone and resigned in 1943 because of being accused of collusion and traitorous activities that never substantiated. He spent the rest of the war travelling widely and produced on his experiences he made The Heart of the Matter in 1948. In 1950 The Third Man was published which was written as a film treatment. So the book became famous after the movie had been released in 1949 and Greene states: The Third Man was never to be read but only to be seen. In 1975 he separated from his wife and on 3 April 1991 he died in Vevey, Switzerland. The novel Main Characters Rollo Martins alias Buck Dexter, English author of cheap westerns Harry Lime, old school friend and idol of Martins Colonel Calloway, English police officer and observer narrator Anna Schmidt, actress and Limes girl-friend, feigns to be Austrian but is Hungarian Dr. Winkler, Limes doctor and present doctor at the accident Colonel Cooler, a friend of Lime Herr Koch, Limes caretaker and witness of Limes accident Plot Rollo Martins travels after the World War II to the into four zones divided Vienna to visit his old school friend Harry Lime, who had invited him to Austria to report on international refugees. When arriving, Martins finds out that his friend was run over by car and died. At Limes funeral he meets Colonel Calloway who states that Lime was the worst racketeer in Vienna who would have been arrested if he had not been killed. At a literary discussion he starts his own inquiry at first with Kurtz who explains the accident but Martins is not satisfied, he thinks Lime was murdered. Visiting Schmidt, she tells the same as Cooler did, but mentions that even the driver was a friend of Lime. After that, he visits the doctor to question him, but gets no information. At Limes apartment he meets Koch who reveals that he is a witness who did not give evidence. He claims that there was a third man whom he could not identify. Cooler also tells the same story as Kurtz and askes him about the third ma n, but he has not seen a third man. Schmidt and he decide to question Koch again. As they arrived, Koch was murdered. After this Calloway makes an inquiry about Cooler, Kurtz, Dr. Winkler and Koch. Martins tells him about the third man, then Calloway informs him about Limes rackets: In those days, only military hospitals were supplied with Penicilin in Austria. As a result Penicillin was stolen and sold to Australian doctors for much money. The consequences were that it causes venereal diseases and meningitis. Then he showed evidences that Lime, Kurtz, Cooler, Winkler and Harbin were involved. So Martins gets disillusioned and disappointed about Lime and he wants to leave Vienna, but he cannot because of the Austrian police. Both think that Kurtz or third man killed Lime, so he tries to find third man. After the inquiry he visits Schmidt and tells her all about Lime and as leaving her, he meets the third man who is Lime. He pursues him to

Word Choice Compliment vs. Complement

Word Choice Compliment vs. Complement Word Choice: Compliment vs. Complement Tom Selleck has beautiful eyes. We know that’s a little weird for an opening sentence in a proofreading blogpost, but we needed to illustrate what a â€Å"compliment† is. And partly we’re hoping Tom Selleck googles himself and reads this. We love Tom Selleck. Just look at that gorgeous specimen. Anyway, back to work. Today we’re discussing the difference between â€Å"compliment† and â€Å"complement.† Given their similarity in spelling and pronunciation, it’s understandable that these terms are confused sometimes. Yet each word has a distinct meaning, so it’s important to use them properly in your written work. Compliment/Complimentary As indicated above, a â€Å"compliment† is an expression of praise or approval: When I met Tom Selleck, I complimented him on his bushy mustache. He shampoos it every day. [Photo: Alan Light]This sense of â€Å"compliment† can be used either as a noun when referring to the praise itself, or as a verb when referring to the act of expressing praise. Meanwhile, the adjective â€Å"complimentary† has two meanings. One is to describe something or someone as having expressed admiration: After we were done talking, Tom Selleck thanked me for being complimentary. The other is to describe something as having been provided without charge or as a courtesy: I offered Tom Selleck the complimentary chocolate from my hotel room, but he declined. Complement/Complementary The verb â€Å"complement† means to â€Å"add to† or â€Å"enhance† something by making it more complete or effective: Tom Selleck’s sunglasses perfectly complement his Hawaiian shirt. Something which â€Å"complements† something else in this way can be described as a â€Å"complement.† Sometimes â€Å"complement† is also used as a noun meaning â€Å"the number of something required for a full set†: I wanted to go to Tom Selleck’s party, but he said they had a full complement of guests. The adjective â€Å"complementary† has the sense of â€Å"adding to† or â€Å"enhancing† something, and is used when describing two things that are useful or attractive together: The complementary combination of good looks and charisma made Tom Selleck one of the most popular TV actors of the 1980s. Also, he was in Three Men and a Baby. [Photo: Georges Biard] Compliment or Complement? Whether or not you’re intending to praise Tom Selleck, it’s essential to know the difference between â€Å"compliment† and â€Å"complement.† Remember: Compliment = Praise Complement = Add to/make complete The exception here is when â€Å"complimentary† means â€Å"free† or â€Å"as a courtesy,† as this isn’t directly related to praise. But as long as you can remember this general rule, you should be able to avoid confusions in your written work.

Stefko, Salem Witchcraft Trials Essay Example | Topics and Well Written Essays - 1000 words

Stefko, Salem Witchcraft Trials - Essay Example The first to be tried were Tituba, Sarah Good and Sarah Osborne. The girls attended the trials and experienced fits and convulsions as each of the accused was questioned. Tituba had been beaten by Parris for practicing the craft and confessed to being a witch. She implicated the other two women. Tituba also said that the three of them were not the only practitioners and there was a coven in Massachusetts that was lead by a tall man with white hair. This led to witch hunts and further trials. Ministers and district justices asked the girls to name more witches and they obliged. More people were falsely accused and arrested. Ann Putman Jr. and her mother accused Martha Corey of being a witch. They did not like this woman and this was what they did to vent their dislike. Later, Martha's husband, eighty- year old husband, Giles, was accused of being a wizard and a sorcerer. At the time the hysteria began, no trials could be held in the commonwealth until a new charter was in place. In May 1692, Sir William Phips, the newly appointed royal governor, arrived with a new charter. He did not want to be involved with the witchcraft problem, so he created a Court of Oyer and Terminer to try the accused witches. Lt. Governor William Stoughton served as chief justice and eight other judges presided at the trials. The men were highly respected in the colony. Some were biased because they had sent those accused witches to prison and believed that those who were in jail were, in reality, witches.The trials began in June. The girls had accused the "witches" of attacking them in the form of specters. There were tests to determine if the accused were witches. One was when the girls would collapse when the accused was told to look at Them. Another was when the girls were "cured" of their afflictions by touching the accused.The trials were swift and some of those who w ere found guilty were sentenced to death by hanging. The sentences were carried out within days after the sentence was pronounced.Giles Corey refused to acknowledge that the court had the power to try him. He was sentenced to the punishment of having a board placed on top of his body, then rocks placed on top of it. He was killed by the weight of the rocks.Eventually, Tituba was released from jail, and then sold as a slave to pay for the expenses of being imprisoned. The Salem witchcraft trials were the last major trials in the world. There had been other outbreaks of such hysteria in Europe prior to these trials. The Salem trials were "mild affairs compared to the hideous persecutions of Europe." (Cohen, 19)The largest witchcraft trials in the New World and one of the last events of the hysteria of witchcraft were in Salem, Massachusetts. Those who were the most afflicted by the alleged witches were young girls whose "'child's play'

GBST300 Essay Example | Topics and Well Written Essays - 250 words - 4

GBST300 - Essay Example It absorbs several American citizens in its personnel lineup which contributes to increasing overall income distribution and reduces unemployment. Despite all its outlets spread across the world, it has the head office in US where all decisions are made with significant production process controlled from within. This means that significant returns from its outlets in other countries are repatriated back to USA which contributes to overall growth of economy. Walmart need to consider its stand on environmental care and corporate social responsibility which will address the importance of the society on its existence. There is also the need to improve employment terms as this is critical to its sustained performance and overall public image. The emerging trend in business society where organization rating is pegged on commitment to the society besides shareholders welfare put Walmart in a place to care about the welfare of the society on top of the shareholders. This emerging approach is subject to the market trend. The increasing dynamism in the global businesses practices does not promise consistent sourcing and such treatment of employees. It is therefore important to note that Walmart is increasingly becoming under the global spotlight on some of its practices hence push to

The Transformational Process Model

The Transformational Process Model The Transformational Process Model A contrast of the transformational process model as it applies to the manufacturing (car manufacturing) and service (advertising) industries. Slack et al provide a model which assists in understanding the transformational process. Their model looks at the transformation of inputs into outputs of goods and services and the range of activities and operations that an organisation undertakes as part of this process. Slack et al’s transformational process model is robust enough to apply to both manufacturing and service industries and it is perhaps in contrasting these two areas that one is best able to understand the usefulness of their model. In simple terms, Slack et al’s the transformational process model deals with the process involved in transforming an input resource into an output good or service (Slack et al, 2001, p.9). A generic transformational process model can be set out as follows (Slack et al, 2001, p.10): The above generic input-transformation-output model applies to the operations of most organisations. However, as with any generic model, it fails to sufficiently differentiate between subtleties. As such, when considering differences between different types of operations (ie manufacturing and services) and then considering further differences within those different types (ie different types of manufacturing operations), it is necessary to expand on the generic input-transformation-output model set out above. In terms of the generic transformational process model set out above, it is important to note that inputs to the process will either be â€Å"transformed† or â€Å"transforming† resources. Slack et al define â€Å"transformed† resources as being â€Å"the resources that are treated, transformed or converted† (for example, materials, information and customers) and â€Å"transforming† resources as being â€Å"the resources that act upon the transformed resources† (for example facilities and staff) (Slack et al, 2001, pp.10-11). Slack et al note that in most cases, one of the transformed resources takes precedence over the other two. So for instance they note that while a bank devotes some of its time to processing materials and customers, its main focus is on processing information (Slack et al, 2001, p.11). However, it should be noted that in a modern, inter-dependant economy, it is unlikely that any organisation is able to operate without touching on each of the transformed resources and as such, the issue becomes one of the extent to which the other transformed resources are touched upon rather than whether or not an organisation’s operations touch on them at all. With respect to transforming resources, Slack et al refer to two types which form the â€Å"building blocks of all operations†. These are â€Å"facilities†, â€Å"the buildings, equipment, plant and process technology of the operation† and â€Å"staff†, â€Å"those who operate, maintain, plan and manage the operation† (Slack et al, 2001, p.11). Slack et al note that the transformation process is closely connected to the nature of the input resources which are being transformed. The three predominant types of operation processors are material processors, information processors and customer processors. Material processors predominantly transform the physical properties of the input resources, but may also change their location, their possession or store the materials. Information processors transform the informational properties of the input resources, the possession of the information, store the information or change the location of the information. Customer processing operations may change the physical properties of the input resource, store the resource, change the location, change their physiological state or their psychological state (Slack et al, 2001, pp.12-13). However, it is important to note that each macro organisational process also consists of numerous micro organisational processes (eg marketing and sales, set and props manufacture, engineering, production units and finance and costing) each of which contribute to what Slack et al (2001, p.19) refer to as the â€Å"end to end business process†. The flow of information, materials and/or customers throughout this end to end business process is often extremely complex. In terms of operations management, understanding that the transformational process model applies both at the macro level and at a micro level allows an organisation’s management to ensure that managers at all levels within the organisation understand that to a certain extent they are all involved in ensuring that their operation involves a transformational process and that it is only where the transformational processes of all these micro operations operate smoothly that the macro transformational process can be successful. It should also be noted that in many cases, organisations seek assistance from external organisations with respect to those micro processes. Thus for instance, an advertising agency provides a service which a large car manufacturing company may process internally. Or for instance Nike, which is thought of as a shoe manufacturer, is in fact a marketing processor specialising in shoes (the manufacturing of the shoes is, while done to Nike’s specifications, performed by external contractors with Nike concentrating on developing and maintaining their brand image). Slack et al (2001, pp. 18-19) refer to three core functions as transformation process operations. These are â€Å"product/services development function†, â€Å"operations function† and â€Å"marketing function†. The product/services development function involves â€Å"designers design software -> producing effective new products and services -> appropriate designs as promised and to budget†. The operations function involves â€Å"transformed/transforming resources -> producing service value for customers -> products and services†. The marketing function involves â€Å"sales people marketers market information -> producing sales and market plans -> orders marketing plans as promised and to budget†. As noted above, different types of operations (ie manufacturing and services) will involve different types of inputs, a different transformational process and result in different types of outputs. In order to compare how these differences are covered by Slack et als transformational process model, it is perhaps best to compare and contrast two specific examples. In this case, it is intended to compare and contrast differences between the transformational process of a car manufacturing operation (manufacturing) and an advertising agency (service). In terms of the basic input-transformation-output process, a car manufacturing and advertising agency’s operations can be described as follows: Operation Input resources Transformation process Outputs Car manufacturing Steel/plastic/other materials Car manufacturing equipment Machine operating staff Car manufacturing plant Design and procurement Fabrication Assembly Testing Distribution Cars Advertising agency Creative staff Admin staff Computer systems Information Customers Offices Client solicitation and pitching Creative production Delivery Account management Advertisements Increased sales One of the fundamental differences between the transformational process of a car manufacturing operation and an advertising agency is balance between facilities and staff resources. The car manufacturing operation will have much of its investment in physical facilities with the focus of operations managers in such an organisation being on ensuring that those facilities are operating smoothly. The transformational process for a car manufacturing plant is a technical/mechanical process which should run exactly the same every time. While there is creativity involved in the initial design stage of the vehicles and parts, the fabrication stage should involve no creativity and will essentially follow a set process which is repeated hundreds, if not thousands, of times each week with the purpose being to lower costs by automating the same repeated tasks. While staff in a car manufacturing operation remain important, their importance is secondary to the operation of the facilities themselves (ie should there be a problem with the operation of the facilities, the staff are not in a position to continue assembling the cars on their own – ie their effectiveness is directly linked to the effectiveness of the facilities themselves). Conversely, the importance of facilities to an advertising agency is entirely secondary to the importance of the staff that it employs. Preparing an advertising campaign is a largely creative process which varies from client to client and which does not therefore lend itself to automation. Due to the creative nature of an advertising agency’s work, should the facilities of an advertising agency for some reason become temporarily unavailable, it should be able to continue its operations using the same staff. Naturally, the importance of the less important transforming resource should not be underestimated and it is not the case that either of these two operations can continue without both transforming resources. Rather, it is that one of these transforming resources is more fundamentally important than the other. For instance, while an advertising agency’s staff should be able to continue with their transformational work even where the facilities they have been using are temporarily unavailable, it is highly likely that their transformational work will be less effective especially where the unavailability of facilities involves not only office space, but more importantly, informational resources such as computer systems, market research information, etc. Likewise, while a car manufacturing operation can replace staff that for instance, go on strike, the efficiency and effectiveness of newly employed staff will be lower than those who have experience working with the machinery and the organisation’s operational process. The point is that the balance for a car manufacturing and an advertising agency are different between facilities and staff and so too are therefore each organisation’s operations management concerns (Slack et al, 2001, p.12). With respect to the transformational process, a car manufacturing operation is predominantly a materials processor while an advertising agency is predominantly an information processor. A car manufacturing operation transforms the physical properties of the input resources involving the input of steel, plastic, and other materials the nature or which are then physically transformed into cars. An advertising agency on the other hand deals with information as its input resource (for instance, market research, demographic data, previous advertising campaign effectiveness, customer aims, etc) and transforms these into advertising campaigns the goal of which is to increase its customers’ sales. The operational outputs also differ substantially as between a car manufacturing operation and an advertising agency. Perhaps the most profound difference is that the outputs of a car manufacturing operation are an actual tangible product while for the advertising agency it is an intangible service. The difference between these two types of outputs affects such considerations such as storability, transportability, simultaneity, customer contact and quality (Slack et al, 2001, pp.13-14). Clearly a car has a degree of tangibility that an advertising campaign does not. This means that a car is able to be stored and transported. Likewise, the car manufacturing process involves production well before the customer ever sees it while with an advertising campaign, the psychological aspects occur simultaneously with its execution. As most customers will purchase a new car from a manufacturer’s own branded car yard, there is some contact between customer and manufacturer (more so than with other types of manufacturers such as for example household appliances where the manufactured good is sold via a third party retailer with no relationship with the manufacturer). The integrated supply chain for car manufacturers also affects the quality in that whereas with other manufactured products, the relationship between manufacturer and customer is more distant, the integrated supply chain for car manufacturers means that the customer is more likely to judge the quality of the operation from the quality of the product (although still not to the same extent that they would for a pure service such as a hair cut). Slack et al (2001, p.15-16) note that all operations fall somewhere within the spectrum between pure goods producers and pure service producers, with most operations producing a mixture of both products and services. They propose that each producer has a predominant type of output and that any peripheral output for that producer is referred to as a â€Å"facilitating† output. That is, for a goods producer, any services produced shall be â€Å"facilitating services† (eg technical advice) while for a services producer which produces peripheral goods (eg report and documents) these represent â€Å"facilitating goods†. This is perhaps a dated view of such operations which Slack et al acknowledge when noting that the distinction between services and products is becoming increasingly difficult to define. Perhaps a more accurate distinction is between the types of processors (ie materials, information and customer) rather than simply between goods and services. In reality, many service operations (especially information processors) do produce a tangible output which can be stored (for instance a travel agency will produce a booking which is reflected in a physical itinerary, a law firm will produce legal documents, a bank will produce bank statements, etc). It is generally customer processors (such as theme parks, theatres, public transport, airlines and hotels) which do not produce a tangible output which can be stored. In many ways, with the advent of the information revolution, the outputs of information operations have come to more closely resemble to outputs of traditional manufacturing operations more than traditional service operations. In general, a distinction needs to be made between services which produce a tangible output and those services which are consumed at the same time as they are produced. While both these operations fall within the overall heading of â€Å"services†, their natures are entirely different. The main difference between an information processor service and both material processors and customer processors are that an information processor’s output is not unique. That is, an information processor’s output is generally able to be copied at no additional cost. This can be contrasted to a material processor’s output such as a car or a customer processor’s output such as a haircut. Neither a car nor a haircut can be reproduced without additional inputs being used and the transformational process starting again at substantial cost. An informational output on the other hand, such as a legal document or a song can be reproduced an unlimited number of times at minim al cost and without the need for the original transformational process to be repeated (although large scale copying may require an additional transformational process eg producing CDs and DVDs). With respect to a car manufacturing operation and an advertising agency, both produce an output which is (arguably in the case of the advertising agency) tangible (ie cars and an advertising campaign respectively) although one is clearly much more tangible than the other. However, both the manufactured car and the advertising campaign loose relevance as time progresses and as such, the intention for both operations is to transfer the finalised output from the organisation responsible for processing the input onto the customer. The longer this transfer from processing operation to ultimate customer takes, the less relevant within the marketplace their outputs become (this statement will clearly not apply in certain cases for instance prestige cars which may increase in value the longer they are stored). The fundamental differences between a car manufacturing operation and an advertising agency have important implications on an organisation’s operations management. Both the advertising agency and car manufacturing consist of transforming resources facilities and staff. The difference is in the input of transformed resources as the car manufacturing is predominantly a material process and the advertising agency an information processor. The transformation process in operations is closely connected with the nature of its transformed input resources. Outputs from the transformation process are goods and services with the main difference being that an advertising agency provides a service while a car manufacturer produces a good. The difference in tangibility of the outputs also has an affect on storability, transportability, simultaneity, customer contact and quality. BIBLIOGRAPHY Slack, N., Chambers, S. Johnston, R. (2001), Operations Management, 3rd ed., Prentice Hall, Harlow, England

Robot in Medical Field

VEX ROBOTICS ESSAY I believe that robotics should be used in the medic field because they can be safer and be more helpful. They can save time and a person life. They are more accurate. I have a evidence to prove that robots are safety to use. 1. In 1997, surgery was performed in Cleveland using Zeus, a robotic surgical system. The operation successfully reconnected a woman’s fallopian tubes. 2. In May of 1997, the first robotically-assisted operation for a heart bypass case in Germany was successfully done using the da Vinci surgical system. 3.The first coronary artery bypass graft was performed using the ZEUS robotic surgical system in October, 1999, in Canada. 4. The first unmanned robotic surgery was performed in Italy, in May, 2006. 5. Also in 2011 a 50 year old mother of 4 child, Maureen Sampson was suffering from gastrointestinal disorder. This is very serious and it can be deadly. Her conditions worsed each day. As the day went by her condition worsed. But in july of 2 011 her doctor referred her to the robotic-assisted surgery program at Swedish Covenant Hospital in Chicago.Maureen didn’t hesitate after learning that she could recover in a matter of weeks versus months compared to a conventional surgery. Just a month after her surgery, Maureen was back at work, back to daily life with her family, and finally feeling at ease about her health. Maureen is just one of hundreds of patients who have benefited from the knowledge and skill of the robotic-assisted surgical team. But remember these are just some of the examples of succesful robotic surgery. Robotic-assisted procedures reduce the negative impacts of surgery, allowing for a speedier recovery and less pain, risk of infection, and scarring.Surgery robots on this day are actually cleverly made manipulators controlled by competent doctors. Nowadays, there are two fields where surgical robots are being developed and tested. One is telerobotics which enables a doctor to do a surgery at a di stance. The other field is minimally invasive surgery – surgery done without making large cuts. The da Vinci robot surgery system is one great example of robotics use for surgery purposes. The da Vinci System consists of a surgeon’s console that is typically in the same room as the patient and a patient-side cart with four interactive robotic arms controlled from the console.Three of the arms are for tools that hold objects, act as a scalpel, scissors, bovie, or unipolar or bipolar electrocautery instruments. The fourth arm is for an endoscopic camera with two lenses that gives the surgeon full stereoscopic vision from the console. For patients, the benefits of robotic assisted surgery may include: -Decreased post-operative pain -Decreased risk of infection -Decreased use of anesthesia -Decreased blood loss -Shorter hospital stay -Quicker and more complete recovery -Faster return to normal daily activities