UK NHS Framework for Coronary Heart Disease | Analysis

UK NHS Framework for Coronary Heart Disease | Analysis A Critical Analysis of the Impact of a Current Healthcare Policy on a Group of Clients/Users Introduction In considering the impact of a current healthcare policy on a group of clients/users, the United Kingdom’s National Service Framework (NSF) for Coronary Heart Disease (CHD), offers a classical example for examination of the foregoing. In particular women as a subject group provides an interesting basis by which to analyze user experience, quality of service as well as fairness/justice. Globally, 10 million of the 27 million deaths of women are as a result of Coronary Heart Disease with one third of the foregoing total, 10 million, occurring in developed countries (Bonita, 2000). And while Coronary Heart Disease is known to be a leading cause of death among men, it is also ‘the’ leading cause of death for European women (Mcguire, 2000). In the United Kingdom Coronary Heart Disease is the number one cause of premature death among both men and women and shows a marked skew with regard to social classification. The death rate attributed to Coronary Heart Disease among males from manual worker classifications is forty percent (40%) higher than for those from non-manual segments (National Health Service, 2005). And while coronary heart disease is four to five times more prevalent in males than females for the age groups under 65, the gap narrows considerably after this age. And this particular age occurrence discrepancy is one of the critical sources of misunderstanding, focus, appropriation, resources and service as the medical profession, insurance industry, and public in general tend to view coronary heart disease as primarily affecting males. And while the preceding is true, in terms of the age groups under 65 (Mcguire, 2000), the fact is that women live longer than men thus as the incidence of coronary heart disease and the associated care is spread out over a longer period as well as at a more advanced age. The circumstantial inequities that the preceding give or gave rise to shall be the examination points addressed herein in terms of considerations with respect to the impact of current health care policy in terms of analyzing user experience, quality of service as well as fairness/justice, with particular emphasis on women. In order to accomplish this broad and sweeping analysis, an understanding of the disease, and allied points will need to be established to provide the foundation from which to reach a determination as to the three subject areas indicated. Coronary Heart Disease A distressing fact that has been uncovered as a result of a study by the World Health Organization (1997) is that coronary heart disease is rising in developed countries. The World Health Organization (1997) attributed the foregoing to the increased overall age of relative populations as well as the onset of increasingly poor health behavioral patterns. Dr. Abby King (2000) indicated that of the forty plus studies that have been undertaken on a global basis concerning various aspects of coronary heart disease it was found that there was a correlation between physical activity and premature mortality. Dr. King (2000) stated that said study consisted of a field that was comprised thirty-three percent (33%) of woman. Said studies have shown that inactivity in women revealed on average a two-fold risk or the development of cardiovascular problems as compared to their peers who were or are more active. It was also uncovered through these studies that the economic costs in terms of not onl y the direct treatment but also, those associated with the relative inactivity of patients amounted to substantial outlays. The increase in coronary heart disease has also been attributed to the elevated cholesterol levels that are prevalent in Western countries. Dr. Anita Schmeiser-Rieder (2000) has found that approximately forty percent (40%) of women above the age of fifty-five (55) have serum cholesterol levels that are elevated. Dr. Schmeiser-Rieder (2000) indicated that the preceding condition peaked in women between the ages of sixty-five (65) and seventy-four (74) and that fully sixty-one percent (61%) of those researched had hypercholesterlomia. The disturbing finding that was uncovered in studies by the World Health Organization (1997) is that coronary heart disease and stroke will continue to be the leading cause of death among both men and women over the next twenty years, increasing to the second and third causes of death from its present ranking of fifth and sixth by 2020. The World Health Organization (1997) cites that the major causes of both stroke and coronary heart disease are: smoking high blood pressure cholesterol body mass index And while studies conducted by the WHO (World Health Organization) MONICA (2000) Project shows a decline in smoking trends, a rise in smoking among young woman as well as adult women has been noted in: Russia (Novosirbirsk) Germany (Augsberg) Belgium Spain (Catalonia), and Poland, where the recorded increase has been as much as ten percent (10%). As the number one cause of stroke and coronary heart disease, the rise in female smoking is alarming, made even more dramatic by the fact that females historically smoke less than their male counterparts across all age groups. The findings of varied studies has conclusively indicated that the incidence of stroke and coronary heart disease increases with respect to those individuals whose lifestyles expose them to the additional risks that are associated with the two conditions. The World Health Organization (1997) has determined that changes in lifestyle as well as personal habits effectively reduce the risk associated with contracting these diseases. The foregoing is of particular significance to women, as the emphasis on efforts to change lifestyles and habits has been primarily focused upon the male segment of the population whose rate of incidence with respect to stroke and coronary heart disease has been higher. The corresponding increase in poor lifestyle and smoking habits among females in the countries indicated reveals that such an approach has not only been short sighted, by failed to take into account the longer life cycle of females thus increasing the onset of coronary heart disease and stroke in later years as a result of higher age where female incidents almost match those of males. The foregoing factors are important base line informational points to develop an understanding of the varied inputs and considerations that comprise the complex variables inherent in equating the range of aspects to be addressed in analyzing user experience, quality of service as well as fairness/justice. The preceding points out the need to utilize what is termed as a ‘high reach’ strategy (Bonita, 2000) that reaches both the male and female segments of the population in terms of alerting them to the relative risks, preventive measures, lifestyle augmentation, and allied aspects known to have demonstrated a decrease in stroke and coronary heart disease when utilized in a proper manner. Such an initiative when conducted on a population-wide (high reach) basis helps to alert individuals to the relative dangers and causes of high blood pressure, negative connotations associated with smoking and lack of physical activity, the three highest contributors to the condition. Alerting populations to reduce the intake of salt, alcohol, saturated fat as well as the benefits of increased physical activity would reduce the relative levels of blood pressure and thus the corresponding reduction in medical costs assumed not only by individuals, but society at large. By combining the aforementioned with what is termed a high-risk strategy (Bonita, 2000), in efforts that are directed at the identification of women in this category, along with offering treatment to the women within this group whose risk factor(s) are above the norm in terms of the potential for a coronary disease event can generate significant improvements in long term results. The utilization of educational media efforts in combination with treatment availability is a preventive measure that recognizes the need to head off the high costs of medical facilities, and allied costs to the government via preventive measures. As the subject country being utilized for this examination is the United Kingdom, the foregoing is applicable. The same holds true for countries where insurance coverage’s are used to supplement individual treatment costs, along with the calculated losses to society with respect to the associated costs that accompany coronary heart disease events. In the case of the United Kingdom, with the taxpayers bearing the cost of medical care under the country’s socialized medical program, the realities of the treatment and after care costs of coronary heart disease are a real expenditure concern. In particular the recognition of the heretofore hidden costs in this area as a result of the scant attention paid to the real costs associated with women, the foregoing represents an opportunity to make an significant impact in cost controls, and more importantly the health of an entire segment of the population. And while women as a group have an overall lower absolute risk factor than men, in terms of the potential for women to have a coronary heart disease event, this differs depending upon the age group category. As indicated by Dr. Anita Schmeiser-Rieder (2000), forty percent (40%) of females who are above the age of fifty-five (55) years of age have elevated cholesterol levels and this condition actually peaked for the age group between sixty-five (65) through seventy-four (74) where sixty-one percent (61%) if the research group had this condition. The aforementioned supports the view that strategies aimed at high-reach in conjunction with high-risk represent a necessary approach to bring the incident of the risk of conditions that contribute to increased onset of coronary heart disease under preventive type control program measures. The preceding analysis takes on additional importance when one considers that estimates regarding the probability factors concerning woman above the age of fifty, as well as the increased incidence of smoking in young women and the need for education regarding lifestyle and health preventive measures to reduce probabilities later in life represent contributory factors that can be somewhat controlled. Prevention approaches to call attention to the risks of smoking, high cholesterol diets, and the lack of proper exercise represent measures that have shown to produce a reduction in coronary heart disease numbers over specified periods. Classified as lifestyle and personal habit changes, the reduction or elimination of known contributors that increase the potential of CHD (Coronary Heart Disease) has yielded positive results. It is important to note that in the instance of women, the absolute risk of coronary heart disease remains at relatively low levels until they reach their seventies and eighties, however, the reduction in conditions attributable to said condition in earlier years has been shown as a positive preventive measure (Bonita, 2000). As pointed out by Dr. Bonita (2000) the primary contributors to the coronary heart disease epidemic are: the onset of population aging, rapid urbanization, changes in nutrition, and smoking patterns, along with reduced physical activity Any program that purports to achieve relative success will need to incorporate the preceding along with post CHD treatment and follow up measures as well. Cardiac Rehabilitation Services The United Kingdom’s National Service Framework for coronary heart disease is under a revision program which the Secretary of State for Health, Alan Milburn, states the primary focus is the â€Å"saving of lives† by the reduction of â€Å"†¦the death rate from heart disease and †¦ stroke †¦Ã¢â‚¬  by â€Å"†¦ two fifths†¦Ã¢â‚¬  for individuals under the age of seventy-five (75) by the year 2010 (National Health Service, 2005). The preceding will be accomplished through the following measures (National Health Service, 2005): the development of a new vision concerning coronary heart disease, the establishment of a government-wide agenda, further development and improvement of the National Service Framework for CHD providing effective services to all individuals in the United Kingdom that can benefit The preceding directly address the three points user experience, quality of service as well as fairness/justice, along with other concerns. Through the modernization of the National Health Service’s treatment, care and public awareness approaches the objective is to improve the foregoing across age, gender, cultural, race, disability, locale, and religious lines, as well as being â€Å"†¦ responsive†¦Ã¢â‚¬  to the needs of individuals (National Health Service, 2005). Some examples of the need to revise and modernize the system is evidenced by the following facts (National Health Service, 2005): The wives of workers in the manual class are at twice the risk factor in developing coronary heart disease and stroke than the wives of workers whose jobs are of a non-manual classification. The morbidity rate among the manual class group is also higher than in the non-manual group designation, and this group also reflects increased incidences of angina, heart attack and stroke. The disparity in come between poor and rich has widened over the previous twenty years creating a further gap in health survivability as the more affluent segment of society has been able to afford private medical care as well as increased nutritional guidance and lifestyles that promote as well as can afford more physical activity. Historical records have shown that death rates are higher in the northern locales of the United Kingdom, representing almost three times the rate for individuals over the age of sixty-five (65) in cities such as Manchester than for Richmond or Kingston. The preceding further illustrates the inequities in terms of user experience, quality of service as well as fairness/justice. The new National Health Service program sets forth that it seeks significant improvement in the following areas, all of which will enhance the indicated three examination points (National Health Service, 2005): Standards The National Health Service is aiming to establish a ‘standard of care’ that includes an invitation for individuals whom have been admitted to a hospital for coronary heart disease to participate in programs consisting of cardiac rehabilitation and secondary prevention. The preceding is aimed at reducing future risk of cardiac problems and to help them to return to a normal life. Rationale Admission to a hospital represents individuals whose condition is severe. This signals that their lifestyles to this point have consisted of various high-risk exposures, such as smoking, high cholesterol diets, and other conditions that if changed can lead to significant improvements in rehabilitation. To accomplish the preceding said patients must be analyzed and then coached concerning the lifestyle changes and modifications needed to aid them in returning to a healthier manner of living to reduce future incidents and effect recovery. The World Health Organization (1997) defines cardiac rehabilitation as consisting of a â€Å"†¦ sum of activities†¦Ã¢â‚¬â„¢ that are necessary to effectively influence and identify the underlying causes of the disease to individuals through their own actions can help to effect their recovery. Through increasing the quality of service that offers comprehensive assistance that is custom tailored to their individual circumstances. The aforementioned provides the foundation to enable counseling and aiding individuals in understanding ways in which to change their lifestyle habits, as well as better understand their illness and effect the transition back to as normal and full a life as possible. The aim is to make rehabilitation â€Å"†¦ an integral†¦Ã¢â‚¬  aspect of the active as well as secondary preventive care regime. By establishing rehabilitative procedures immediately after discharge and the establishment of a long term formal program that focuses on returnin g the individual to the best health possible the government estimates a net gain of approximately  £15,700 per instance over a three year period. In the case of women, they represent one third of the individuals with coronary heart disease, yet just fifteen percent (15%) of their total utilize rehabilitative services (Green, 2000). The attention to improving the quality of service the initiative also aims at removing the disproportionate care provided that does not adequately cover rural parts of the country. Effective Interventions Participation barriers can be a result of varied causes, such as the lack of proper motivation to difficulties in attending rehabilitative sessions. In the case of women it was discovered that there was a lack of appropriate provisions, which the current modernization program seeks to correct to provide fairness as well as justice throughout the system. The foregoing also includes minority groups as well. In terms of improving the quality of service the new program consists of Four Phases (National Health Service, 2005): Phase 1 This Phase comes into effect before the discharge of an individual from the hospital, and is to be offered as a part of the acute care plan. It includes the following elements: review and assessment of psychological, physical and social needs for rehabilitation development of a written plan to meet identified needs counseling and advice on detrimental lifestyle aspects such as smoking, cholesterol, exercise, alcohol, etc. prescribing of medication and education on its proper use information concerning cardiac support groups Phase 2 As part of the early post discharge period individuals will receive the following: a comprehensive assessment of their cardiac risk which will include their psychological, social and physical needs for rehabilitation and the plan to achieve these ends lifestyle advice from trained therapists resuscitation training for members of the affected individual’s family Phase 3 This segment of the four phase plan comes into utilization four weeks after the cardiac events initial phase and consists of a series of structured exercise sessions along with ongoing access to support and advice from people trained to provide them with psychological interventions, promotion of health, exercise and associated advice. Phase 4 The final aspect of the four-tiered program that consists of: long term primary care follow up local cardiac support group involvement referrals to identified support services as initiated in Phase 1 The modernized and revised National Service Framework is a highly structured series of interlocking programs that are designed to alleviate as well as eliminate the missing components of the prior coronary heart disease plan which evolved over decades, into a comprehensive system that has been revised based upon today’s understandings. It aims to achieve coverage of all groups and categories of individuals through education, assessment, contact and a cardiac event that provides qualified, balanced and comprehensive coverage and care whose major components are as follows (National Health Service, 2005): The identification of individuals that are likely to benefit from a structured cardiac rehabilitation program before discharge from a hospital, the assessment of individual risks as well as needs, along with the development of a structured plan to achieve successful cardiac rehabilitation, the documentation and provision to deliver the proper treatment as well as advice the integration of required and agreed upon care that is weaved into the patients local network of primary and secondary treatment, preventive and related care, The experiences gained under the prior system, as well as all of the inequities have been addressed under the National Health Service’s new modernization plan that provides and sets relevant standards with effective interventions under structured service models that define and addresses the immediate priorities of each individual patient. Conclusion The scope and complexity that comprises the field of coronary heart disease makes this a subject whereby the factors inherent in its causes as well as manifestations entail equating aspects of human behavior across the entire spectrum of demographic, cultural, social and psychological realms to codify commonalities and possible associative elements that tend to explain the reasons and causes for the world’s most pervasive killer. As the field of examination represents healthcare, the core of understanding evolves an evolutionary process based upon decades of exposure, analysis and experience gained within the United Kingdom as well as on the world stage. The National Health Service has recognized the significance of the preceding and has crafted a program that seeks to build upon the known(s) within the subject field in a program that is flexible enough to improve upon itself to incorporate those aspects, considerations and new understandings that will inevitably will occur wi th new discoveries and as a result of the comprehensive data based system that will permit further modification and evolution. Thus, user experience, along with quality of service, and fairness/justice with respect to the new National Service Framework has been addressed to exclude the existing inequities and shortcomings, yet understands that it is an evolutionary process that will continue to modify and improve upon itself using past experiences along with the new framework as the foundation from which to accomplish this. The Secretary of State for Health, Alan Milburn (2000) firmly establishes the preceding in referring to the â€Å"†¦ National Service Framework for Coronary Heart Disease†¦Ã¢â‚¬  as the nation’s â€Å"†¦ blueprint for tackling heart disease†¦Ã¢â‚¬  Mr. Milburn’s statement goes on to add that the new ‘Framework† is based upon the understanding and recognition of past inequities and shortcomings which this new initiative addresses, along with the understanding of â€Å"†¦ the importance of modern prevention and primary care as well as the contribution of the more specialized services.† The fact that the National Health Service has undertaken this modernization program clearly indicates that it understood and recognized the prior user experience, service quality and fairness/justice components needed considerable improvement. Regardless of how deeply one would delve into the inequities of the past, there could be an argument made for areas and points that were not covered, as the list is extensive. And no matter how comprehensive the present system is, it is an evolutionary framework that will have its own initial and ongoing issues and inequities to face as well as resolve. The difference between the two systems is that the present one was developed with the understanding that it will continue to improve upon itself as it learns from its base of past expertise. In the complex and ever changing world of medical care, the preceding is all that can be asked from its healthcare agency, with the understanding that no matter how comprehensive the plan, modern changes and developments can and will render segments as obsolete, thus the need for a built in foundation that incorporates this as its framework. The very fact that past user experience, service quality and fairness/justice had shortcomings, along with other points is the reason behind the new Framework initiative, and this in itself is a progressive view that is responsive to the needs of the populace, which is the rationale for the government’s existence. Bibliography Bonita, Ruth, M.D. 2000. Woman, Heart Disease, and Stroke: A Global Perspective. Article at The First National Conference on Woman, Heart Disease and Stroke: Science and Policy in Action. Victoria, British Columbia, Canada Green, D.G., Casper, L. 2000. Delay, Denial and Dilution. IEA Health and Welfare Unit, London, the United Kingdom King, Abby, M.D. 2000. Physical Activity as a Contributor to Heart Disease in Woman. Article at The First National Conference on Woman, Heart Disease and Stroke: Science and Policy in Action. Victoria, British Columbia, Canada Maguire, Peg. 2000. Coronary Heart Disease, Not for Men Only. Article at The First National Conference on Woman, Heart Disease and Stroke: Science and Policy in Action. Victoria, British Columbia, Canada National Health Service. 2005. Coronary Heart Disease. National Service Framework for Coronary Heart Disease: Modern Standards Service Models, The United Kingdom Schmeiser-Rieder, Anita, MD. 2000. Cholesterol Levels in Woman in the Western World. Article at The First National Conference on Woman, Heart Disease and Stroke: Science and Policy in Action. Victoria, British Columbia, Canada WHO MONICA Project. 2000. WHO Mortality Data Base. World Health Organization, Geneva , Switzerland World Health Organization. 1997. Annual Report. World Health Organization, Geneva, Switzerland What is Liposuction? What is Liposuction? Liposuction – a way of getting rid of that extra fat on the body! In the busy world of today, managing time in our daily routine has become the most difficult thing to do! Because of which, people barely get time to exercise and keep themselves fit. And to add on to it, canned food exists in opulence! In a world which is ideal, Liposuction (Fat removal) would not be needed. Everyone would eat moderately, in the appropriate quantities and would exercise. But the world is far from ideal! And hence, with each passing year, Plastic Surgery for unwanted fat removal or Liposuction is becoming more and more favourite among the people! Everybody wants to look fit and healthy. Being overweight can be a factor of embarrassment and may be a social stigma. Obese (overweight) people when stigmatized, may even feel a bit low on confidence! Hence, to get rid of this embarrassment and in order to look presentable, such people seek for Liposuction/ Fat Removal treatment. Let’s find out more about this ‘Liposuction’ treatment: What exactly is Liposuction? The literary meaning of the term â€Å"Liposuction† is removal of fat from the body with help of suction. At the time of this procedure, thin, small, blunt-tipped tubes (cannula) are inserted through small incisions (cuts) in the skin. The doctor moves the tubes around under the skin to direct at specific fat deposits. The fat is thus suctioned out through these tubes. Non-surgical Liposuction: A substitute to surgical liposuction wherein different technologies are used to liquefy fat using non-invasive methods like lasers, ultrasonics and injections of chemical agents. With the advent of newer modern and improved techniques/ methods, Liposuction has become much easier, safer and less painful. These modern techniques are as following: Tumescent Liposuction: The area where the tube is to be inserted, a local anesthetic is used for numbing that particular area from where the fat is to be suctioned out. After that, a large amount of an anesthetic solution consisting of epinephrine and lidocaine is injected into the fatty tissue before suctioning out the fat. General anesthesia may not be required in this kind of procedure. Ultrasound-assisted Liposuction: In this method, ultrasound is used for liquefying the fat, thus making the fat removal easier. This kind of technique may prove beneficial in case of removing fat from the sides, upper abdomen and back. Laser-assisted Liposuction: In this method, low-energy waves are utilized for liquification of the fat, which is then removed with the help of a small cannula. The procedure is generally carried out as an outpatient procedure in a properly equipped Doctor’s office, surgical center or a hospital. Only when a large amount of fat is required to be removed from the body, an overnight hospital stay would be needed. In such a case, a deep sedation or general anesthesia with a local anesthetic may be administered. Why is it done? The chief motive behind Liposuction is to re-shape one or more regions in your body and NOT to reduce body weight. The â€Å"problem† areas which do not react to diet and exercise, are tackled by carrying out Liposuction. These areas are namely – the outer thighs and hips in case of female and the waist and the back in case of men. Also, the areas that are generally treated using Liposuction are – the face, neck, back, abdomen, upper arms, legs and buttocks. Liposuction may at times be carried out along with certain other Cosmetic Surgery procedures viz. â€Å"Tummy tuck† (Abdominoplasty), Face-Lift or Breast Reduction. A few clinical conditions may be treated with the help of Liposuction, which include the following: Abnormal enlargement of the male breasts (Gynecomastia or Pseudogynecomastia) Benign fatty tumours (Lipomas) Excessive sweating in the armpits (Axillary hyperhidrosis) Problems with fat metabolism in the body (Lipodystrophy) Liposuction is not used to get rid of Obesity. It will NOT help to clear out cellulite or stretch marks. What to anticipate after the treatment? After the procedure has been carried out, the treated area is tightly wrapped in order to diminish swelling, pain and bruising. Elastic bandages and tape, a special girdle or some type of fitting garment may be used, based on the area that has been treated. The patient may need to wear the compression garment for about 3-4 weeks. At least for the first 7-10 days, a lot of bruising and swelling is expected to occur. The fluid may evacuate from the site of incision for a few days. The patient may be prescribed antibiotics to reduce the risk of infection. After the procedure has finished, and the effect of anesthesia and sedation has been subsided, most of the patients may resume their daily activities as and when they feel comfortable. In case of larger areas undergoing liposuction, recovery may take a bit longer. Outcomes of the Surgery: When carried out in small regions on the body, Liposuction may give out the best desired results. But in case where a person regains weight after undergoing the procedure, the fatty bulges that were removed earlier are most likely to reappear or appear in another place. There may be quite notable changes observed in the body contour immediately after the surgery. It may take several months to a year for the full effects of the surgery to show up. Liposuction does not necessarily tighten the skin around the treated region. After the fat removal has been done, the skin around that region may become a bit loose. For the skin to tighten, it may take up to 6 months. In case of young people, skin retraction is faster. Every surgical procedure has its own advantages and disadvantages. And when it comes to Cosmetic Surgery, it’s no different! There are some risks that are involved with the procedure of Liposuction. Let’s have a look as to what complications may arise after the Fat Removal Surgery: If Liposuction is carried out by an experienced Cosmetic Surgeon in a well equipped surgical setup, it is usually safe. In cases, where a larger amount of area or more than one area have undergone the surgery, the chances of complications arising are more. Bruising, swelling (which is temporary), numbness and soreness in and around the region treated Minor scarring and irritation at the site of insertion of cannula Rippling or baggy skin Certain less common risks include: Uneven skin surface over the region treated Permanent change in colour of the skin Damage to the skin and the nerves, particularly in case of Ultrasound-assisted Liposuction It is very important for people to be careful and not gain extra weight after the surgery. As it may result in fat deposition in certain other parts which are deep inside the body, such as the internal organs like heart, liver etc. Such type of fat deposition can be more fatal. Dangerous risks include: Blood clots or fat clots, which may travel to the lungs (Pulmonary embolism) Excessive blood or fluid loss which may result in Shock Pulmonary edema – fluid accumulation in the lungs Toxic reaction to injected solution, particularly in cases when larger areas are treated. People who have severe heart problems, or blood clotting disorders or pregnant females should NOT undergo Liposuction procedure. Things to note: Liposuction is NOT a mean for reducing weight and it is never an alternative to exercise and a balanced diet. As a matter of fact, most of the Cosmetic Surgeons are of the opinion that the best candidates to undergo Liposuction would be healthy people who are at or very close to a healthy weight but who have stubborn fat deposit which does not respond well to exercise. Liposuction should be carried out only by an experienced Cosmetic Surgeon who is well-trained in Liposuction and knows well how to tackle the complications during surgery.

Africanisation of south African Ratiling Essay

The internationalisation of retail businesses has become a global phenomenon as retailers around the world expand their operations beyond national borders. This phenomenon has attracted some academic attention. In Africa, South Africa appears to be more advanced in this regard, with Shoprite at the forefront of the Africanisation of South African retailers. A review of Shoprite’s expansion into the continent results in two propositions and some challenges that affect this process. The wider significance of the propositions is further examined by a study of other South African retailers expanding into Africa. The review finds that although there are opportunities for retailers in African countries, there are also significant challenges that can negate the opportunities. Most importantly, the chosen mode of entry into African countries plays a significant role in the overall internationalisation process and should be a primary concern of management teams considering making such a move, and it is established that the mode of entry comprises at least five areas of critical decision making. Key words: Africanisation, retailing, international retailing, South African retailing, African markets, mode of entry, ICTs, international business. INTRODUCTION Since 1994, South Africa has moved to become part of  the African continent, even to the point that it developed  1  and championed an African agenda . This move opened  up opportunities for South African businesses within the  continent. In this regard, leading South African retailers  (including Shoprite, Woolworths, Massmart, Truworths)  have already invested in, and now operate in diverse  African countries. In the past decade, the continent has  also seen shopping centres and malls built in most  African cities, some of which are also South African  investments (Miller, 2006). There is still huge potential for all kinds of South African businesses to expand within the  continent, and there are benefits for all concerned. Already the six primary sectors of the South African  economy: mining, retail, construction and manufacturing,  financial services, telecommunications, and leisure and  *Corresponding author. E-mail: naadakora@gmail.com. 1 African agenda in this case refers to former president Mbeki’ s vision of an African renaissance, and the establishment of the New Partnership for Africa’s Development (NEPAD). tourism, are in one way or another investing in the  continent (Daniel et al., 2003). Furthermore, the  completion of the SEACOM’s East African submarine  cable and the up coming West African cable system that  will provide fibre optic connection from Africa to the rest  of the world will open more business opportunities on the  continent. It is, therefore, not surprising to see an  increasing number of South African retail companies  expanding into the rest of the continent to seek growth  and explore new strategic opportunities.  The Shoprite Group operates its own stores in 15  African countries outside South Africa, including Angola,  Botswana, Ghana, Lesotho, Madagascar, Mauritius,  Mozambique, Namibia, Nigeria, Swaziland, Tanzania,  Uganda, Zambia and Zimbabwe (Shoprite, 2008). The  group’s operations have been generally successful in  most of these countries and in some cases income has  exceeded their projections and expectation s. This  performance has triggered numerous growth and  expansion plans for most of the countries listed above.  For example, with the opening of one supermarket in  Accra, Ghana (in November, 2007), the group  immediately started investigating the possibility of  opening five more stores around the Accra area  (Shoprite, 2008). This report also indicates that their  Dakora et al. African operations have produced higher turnover growth than their South African counterparts. However, this is not the case with their operation in India where foreign retail ownership is forbidden by government regulations. Shoprite had to operate by means of franchising in Mumbai (Shoprite, 2008). Revenues do not match those achieved in Africa, highlighting the mode of entry as a key factor in the successful achievement of retail internationalisation. Yet, even in Africa, it has not all been easy. Due to lack of suitable acquisition targets and alliance partners, and given the informal nature of the retail sector in most African countries, they are obliged to open their own stores (Games, 2008). The Shoprite annual report (Shoprite, 2008) indicates that they are currently facing competition from other South African retailers who are also moving into Africa. For example Massmart, also expanding into Africa, will give Shoprite a run for its money in markets for hard goods. Also, as a consequence of their go-it-alone approach to Africanisation, Shoprite often does not gather enough market knowledge and contacts before entering and establishing a foothold in these new markets, which in itself becomes a problem (Games, 2008). There are also reports of supply issues haunting the company in its Africa operations. Nigeria is reported to have government-imposed import restrictions on some products. This is in a bid to protect the local economy and suppliers. Miller (2008) points out that the issue concerning local suppliers is politically controversial for South African companies operating in foreign African countries. Although South Africa has moved to be part of the continent and has championed an African agenda (as noted at the start of this paper), there are concerns that this commercial activity might become another form of colonisation. As a result, these companies have to demonstrate their support and participation in local development in those foreign countries or risk being accused of â€Å"exporting Apartheid† into Africa (Miller, 2008). Of course, the circumstances of each country might vary: Miller found that the Shoprite Group entered Zambia under favourable conditions that did not attempt to protect local producers and suppliers. Despite the increase in retail internationalisation in Africa led by the South African retailers, little research has been done in this area. This paper is a review based on a study of annual reports and other publicly available sources; it seeks to develop a foundation for more detailed case study work on the phenomenon. The paper discusses how the Shoprite Group’s expansion into Africa has been achieved, and how it secured its position as the largest food retailer on the continent. Two propositions concerning challenges affecting the decision of entry mode are established, based on the Shoprite study. The issues that inform these propositions are, however, limited to the results of the Shoprite’s review, and, therefore, preclude other issues that might be relevant to 749 the phenomenon but not obvious in this study. The propositions are further examined by looking at a range of other cases of South African retailers’ expansion into Africa. GENERAL PERSPECTIVE INTERNATIONALISATION ON RETAIL In recent years, the world of retailing has seen a dramatic increase in international activities by retailers around the world (Park and Sternquist, 2008; Myers and Alexander, 2007; Dawson and Mukoyama, 2006). The phenomenon of retail internationalisation has become an important feature of global business. As consumer products and services become global, and around the whole world consumers’ styles of consumption and attitudes increasingly become similar, retailers are prompted to respond to this trend. This results in the emergence of international (and in some cases global) retail companies (Federzoli, 2006). As Jack Shewmaker, director of Wal-Mart points out; â€Å"it is absolutely clear the biggest opportunity facing retailers [today] is internationalisation† (McGarriagle, 2008:12). In exploiting this window of opportunity, the world has seen retail businesses grow into multinational corporations contributing to economies on a worldwide basis. The rising levels of internationalisation among retail businesses can be attributed to three factors: growth in size, growth in technological sophistication and the need to respond to the changing demands and behaviours of customers (Myers and Alexander, 2007). However, retailing is geographically tied, and international companies must have a physical presence in the foreign countries concerned in order to conduct their business (Sternquist, 2007). According to Dawson and Mukoyama (2006), the internationalisation of retailing is evident in many ways including: the sourcing of products for resale, the operation of stores in foreign countries, the use of foreign labour, the adoption of foreign ideas and the use of foreign capital. There has been an increase in all these aspects in terms of volume and spatial reach, Dawson and Mukoyama indicate. This increase in retail expansion has continued across the world, characterised by large retail chains, mainly from the most developed countries, moving into less developed ones, and this has attracted some academic attention. However, most research in the area of retail internationalisation has focused on the developed world with little attention being paid to developing economies, especially those in Africa. Zhang and Dodgson (2007:336) observe that most research in the field of international business and entrepreneurship concentrates on â€Å"early internationalisation of firms based in developed countries, especially Europe and United States†. Where Africa is studied, little attention is paid to retailing, as 750 Afr. J. Bus. Manage. most previous research has always focused on manufacturing and pure service industries despite the recent increase in retail internationalisation (Park and Sternquist, 2008). METHODOLOGY The review takes into consideration South African retail companies that have expanded their operations beyond their home region, the Southern African Development Community (SADC) in a significant way. Pure service retailing is beyond the scope of this paper. Shoprite is the largest food retailer in Africa, and also the pioneering retailer to embark on a continent wide expansion strategy. A review of Shoprite’s Africanisation process is carried out with the view of gaining some understanding of the phenomenon. Therefore, the propositions and challenges around the issue of modality are limited to what is obvious in the Shoprite study. The significance of these propositions and the relationships between them are further examined by the study of other cases of purposively selected South Africa companies moving into Africa. Since the intention is to understand the phenomenon under study, purposive sampling enhances the potential of understanding (Devers and Frankel, 2000). As indicated earlier, the study has largely been based on annual reports and other publicly available sources, and, therefore, the review took a content analysis approach. Due to its ability to assess the effects of environmental variables like regulation, socio-economic issues, and location characteristics such as market attractiveness, credibility and likability (Kolbe and Burnett, 1991) in the internationalisation process, content analysis techniques was useful in this study. A REVIEW AFRICA OF SHOPRITE’S EXPANSION INTO The Shoprite Group of companies came into existence with the acquisition of a supermarket chain in the Western Cape, in 1979 (Shoprite, 2009a). This expansion strategy has continued and has helped the expansiondriven company to show its presence across the country, and the group now comprises Shoprite, Checkers, Checkers Hyper, Usave, OK Furniture, OK House and Home, OK Power Express and OK Franchise Division (with a number of stores and brands under it). The national growth and expansion strategy of Shoprite, as observed, has been through mergers and acquisitions, but it modified and extended this strategy when moving abroad. It achieved international expansion by opening its own stores in the foreign countries in which it operates, so that in 2008, out of a total of 984 stores, 100 supermarkets were being operated in 16 countries outside South Africa (Shoprite, 2008). The company claims that the international stores operate with the same standards of sophistication as in the home country, South Africa. Hence, Shoprite now confidently proclaims its name as the largest food retailer in Africa. The expansion into African was a bold decision that has continued to influence the future of the Shoprite Group to the present day. However, this could not have been possible without clear vision, strategy and the appropriate choice of mode of working. The following points highlight some of the key factors that contributed to Shoprite’s success in Africa: Suitability of business model Most of Africa’s populated cities are home to middle to high income earners who yearn for quality of life, and Shoprite’s provision of a world class shopping environment and a wide range of products at arguably affordable prices meets their dreams of a better life. The opening of shopping centres and malls has been a feature of the Shoprite business model, as expressed by the Chairman of the group, C H Wiese in their annual report (Shoprite, 2008:8), â€Å"we have brought a developed country’s shopping experience to millions of people who have never been exposed to trading of this nature†. In essence, this goes beyond the activities of retailing; it is actually development, as the bright shopping outlets and malls have become part of a new urban development and modernity (Miller, 2006). Mode of working Shoprite’s choice of mode for its expansion programme has largely been by opening up its â€Å"own stores† in the countries where it operates. This strategy allows the company to have absolute control over all its operations, both local and foreign, and managing them from its head office in Cape Town. Park and Sternquist (2008) found that retail companies embarking on global strategies prefer opening branches or establishing wholly-owned subsidiaries for their international operations, although franchising has been widely used in this regard. This is because the wholly-owned entry mode allows for more control and involvement in the operations of the new establishment. Opening their own stores also offers potentially greater returns in terms of profit (Park and Sternquist, 2008). However, wholly-owned subsidiaries or own stores are seen as the most expensive mode of internationalisation for any particular company as it requires more resource commitment, including management time and finance (Doole and Lowe, 2004). Doole and Lowe contend that this mode is used when a retail company is certain that its products and services will do well in the long-run, in a foreign market of a politically stable country, since it allows the internationalising company to have full ownership and the control necessary to meet its strategic objectives. Whatever ever the situation, the choice of entry mode is one of the most critical and strategic decisions the company has to make before attempting to internationalise (Venter et al., 2007). Empowerment, jobs and training Despite Shoprite’s approach of opening its own stores and shopping centres, it also invested and continues to Dakora et al. invest in the human capital of the foreign countries where it operates. The group employs more than 8 000 local people in its stores outside South Africa, some of whom have been trained to become managers (Shoprite, 2008). Further, local small scale farmers are being supported to upgrade their production standards so as to supply the Shoprite stores. It has also been reported that the Shoprite Zambian operation is already self-sufficient in vegetable supplies, thanks to the engagement with local farmers. Supply chain efficiency Selling fresh foods in multiple countries through whollyowned stores could pose a logistical nightmare. But, thanks to Shoprite’s sophisticated supply chain network and strategically located distribution centres this has been possible and it has been a success (Shoprite, 2008). Another important element here is their ability to develop the necessary skills, backed by advanced information systems, to enable them to source and deliver products to all their stores from anywhere in the world, says their 2008 annual report. This element summarises the whole essence of retailing – delivering the right products and/or services to the right customers, at the right place, in the right condition or form, and certainly at the right price. As indicated by Dawson and Mukoyama (2006) the most important function of retailers is to make a range of products available to consumers for potential purchase. Information systems and technology Information systems and technologies not only support supply chain management, but also management processes. For the Shoprite Group to manage all its stores and operations from one head office, it has to have reliable information systems and technology in place. They have invested in the most sophisticated information technology and systems available to the retail industry, and employ talented people to manage them, according to the Chairman’s report (Shoprite, 2008). With this advancement in information technology, their systems are able to place up to 490 000 orders per month to reorder products automatically from their existing suppliers, the report indicates. In his report Whitey Basson (Chief Executive Officer) indicates that their investment in information technology and infrastructure has improved efficiencies at all levels of the business, and no doubt the capacity to handle increased supply chain activity in an international context (Shoprite, 2008). DISCUSSION It has come to light from the Shoprite review that both political issues and company-level issues affect South 751 African retailers in their quest to tap into the African market in a fulsome way. In an interview with the Classic FM business programme on 18 February 2009 (Shoprite, 2009b), Basson said: South Africa has not woken up to the fact that they are part of that big global village, and there are a lot of laws that need to be changed to make African traders work better with each other, in and out, it’s a hell of a job to actually get through the red tape and make trading easier. So I feel very strongly about it that they should look at that and say listen, as SA become part of the African continent and a leading role player, we should actually form some committee†¦that makes the trading easy; get [taxes] structured properly†¦, [so that] a truck can go to and be cleared within an hour going from one border to the next and not stand and wait for four or five days in between borders†¦ I think we [are] just lagging in that process. Moreover, in her research into the conditions of Shoprite workers in Lusaka (Zambia) and Maputo (Mozambique), Miller (2006:36) found that â€Å"across the categories of age, gender, skill and permanent or casual status, workers felt misused and mistreated by Shoprite management†. Miller’s research reveals that workers complain about wages, working conditions, hours, and overtime pay. Due to high costs of living, the wages earned could not support their basic needs, although Shoprite’s pay bettered the legislated minimum wage at the time. In general, the expansion of the Shoprite Group into the rest of Africa has shown that modality is important; and the issue of mode is much more than opening wholly owned stores, franchising and others, as it also concerns the relationship with local producers, suppliers and workers and other stakeholders. Speaking to Fin24 (Shoprite, 2009c), Basson had this to say about going into Africa: We can double our African business if we can get rid of all the red tape and all problems of just getting stores and merchandise out there. So it’s really still very, very tough and there is very little help from anybody, be they manufacturers or government from both sides to make the African continent a global trading area like you have in Europe or the Americas. The review of the Shoprite story, and its African expansion strategies, demonstrate that the mode of entry into African markets is of strategic importance. While it is evident that there are still more opportunities for expansion into African countries, there are significant challenges, and these challenges revolve around the choice of entry mode. Therefore the concept of mode and mode differences are important as businesses have to 752 Afr. J. Bus. Manage. take some important decisions about mode. These observations from the Shoprite study suggest the following propositions: Proposition #1: It is not easy getting into African markets; there are significant mode differences which present various challenges. Proposition #2: Components of the modal issues and the nature of the challenges include: a. Support for local economies, producers and suppliers, and labour is critical; b. Efficient supply chain management, and good information systems help; c. Movement of goods across borders can pose logistical problems; d. Competition emerges as many South African retailers expand into the continent; e. Government interventions are needed to open up the continent for trade. The mode is therefore a mix of how these challenges are handled, and this is indicative of the mode choices. Moreover, the challenges regarding support for local producers and labour, and supply chain management are particularly important. South African retailers have come under scrutiny in recent years for dumping South African products in African markets, little support for local labour and pushing local companies out of business (Games, 2008); an issue Shoprite is said to be working hard on (Shoprite, 2008). Also, although most of the newly economically empowered populations of Africa want to spend their money in shopping mall, there are those people who are driven to be concerned about climate change because of the globalisation of the issues of climate change and the significance of carbon footprint management in running a business. This raises the importance of merchandise range management, as some consumers might prefer locally produced organic products. Therefore, there might be a need for the re-ranging of product lines of South African retailers in their African operations. The wider significance of the propositions established, and the relationships and interdependencies between them can be investigated by a review of other South African retail businesses moving in the same direction. OTHER SOUTH AFRICAN RETAILERS EXPANDING INTO THE REST OF AFRICA that the company now operates 12 Game stores in 10 sub-Saharan African countries outside of South Africa including: Botswana, Ghana, Malawi, Mauritius, Mozambique, Namibia, Nigeria, Tanzania, Uganda and Zambia; most of the stores are said to perform better (in terms of sales) than their South African counterparts (Massmart, 2008). Other format stores are located elsewhere. The report also indicates that the company buys from local suppliers and also import from different countries including South Africa. According to the annual report, the excellent performance of stores in Africa caught management’s attention, and â€Å"this prompted us to revise our earlier policy to limit our African footprint to one store per country (with exception of Botswana and Namibia)†. As a result there are new stores under development for Malawi, Zambia, Ghana, Nigeria, Angola, and others, as reported. However, in an interview with fin24 the Massmart CEO, Grant Pattison indicated just how difficult it is to operate in African markets outside of South Africa, especially when it comes to acquiring property (Massmart, 2009). He said â€Å"we can work on a property for ten years† and explained how that can hamper their expansion process. Having said that, he also indicated that â€Å"the more difficult it is to operate, the more opportunity there is for a good operator† and in the final analysis they do not consider it particularly difficult to operate in foreign African countries (Massmart, 2009). Truworths Truworths is one of the leading South African apparel retailers, selling multiple brands of women’s, men’s, teenager’s and children’s fashions and related products (Truworth, 2008). Truworths is an investment holding company with subsidiaries. Like other South African retailers, the group is expanding into the continent, and currently operates 25 franchised stores in both foreign African countries and in the Middle East (Truworths, 2009). Unlike the Shoprite and Massmart Groups, however, Truworth’s strategy for expansion has been through franchising. The group has a presence in the following African countries beyond the borders of South Africa: Botswana, Ghana, Kenya, Lesotho and Tanzania under its multiple brand labels. However, reports of how well those franchised stores perform are not indicated. Massmart group Woolworths Massmart is a wholesaler and retailer of general merchandise and other streams of goods. Since 1994 the company has expanded its business operation beyond the borders of South Africa to tap markets in the rest of the continent. In its 2008 annual report, it is explained Woolworths, like Truworths, is one of the major fashion and accessories retailers in South Africa; the company also operates a supermarket chain and pharmacies. It operates nationwide and also offers franchise opportunities, both in the local market and foreign African Dakora et al. countries (Woolworths, 2008). As reported, the company operates franchise stores in foreign African countries, including Botswana, Ghana, Kenya, Lesotho, Mauritius, Mozambique, Namibia, Nigeria, Swaziland, Tanzania, Uganda, Zambia and Zimbabwe. The performance of the franchised foreign operations is, however, not indicated (Woolworths, 2009). RETAIL MARKET OPPORTUNITIES IN AFRICA Retail opportunities in Africa are extensive, as some African countries are experiencing strong economic growth and are benefiting from political reforms. The â€Å"doing business† report of the World Bank (2008) indicates an increasing trend of countries implementing reforms to facilitate cross-border trade globally, and shows that Africa is at the forefront of this trend. The report observes that Ghana, Kenya, Mauritius, Rwanda and Tanzania have all reformed in recent years, and that African countries such as Botswana, Mozambique and Rwanda and Ghana have been able to create positive and stable governments. The resultant boost in their economies has been noticed, and the opportunities are clearly visible (Mahajan and Gunther, 2009). As well as economic expansion, it is worth noting that the combined population of African countries is also growing rapidly. With Africa still showing the highest birth rate, its population is projected to reach two billion by 2050, despite average life expectancy remaining low (Venter et al., 2007). Within African countries there is a growing highly-educated labour force, that can make a contribution to companies expanding into the continent; there is also a growing proportion of middle-income earners who seek to enjoy the services of these companies. In talking about the continent’s market size, potential and opportunities, Mahajan and Gunther (2009:3) help to put things in perspective: Africa has more than 900 million consumers. Despite the challenges, every day they need to eat. They need clean water. They need shelter, clothing, and medicine. They want cell phones, bicycles, computers, automobiles, and education for their children. Businesses are already seizing these opportunities in building markets across Africa. As we have noted, prominent among the companies seizing opportunities in Africa are South African retailers, and this is evident in the rising shopping malls and South African retail stores in cities across the Continent (Miller, 2006; Mahajan and Gunther, 2009). Moreover, the increased communications connectivity and usage in African countries also opens up a lot of opportunities. The information economy report hailed this technology 753 expansion as the source of the strong wave of innovation that changed the face of the global economy during the th last quarter of the 20 century† (United Nations, 2007). With the launch of the East African Submarine Internet cable, that connects Eastern and Southern African countries to the rest of the world in cheaper and faster ways, ICTs will continue to be a positive factor. However, Mahajan and Gunther indicate that most emerging markets have serious problems that cannot be ignored by businesses operating within them, and Africa has its own unique situation; this issue is discussed under the next heading. DIFFICULTIES PROCESS IN THE INTERNATIONALISATION Infrastructure (including transport, electricity, water, sanitation, medicine, and technology) has always been at the forefront of challenges faced by companies operating in Africa, but these challenges actually present opportunities to businesses that can meet them (Mahajan and Gunther, 2009). All the same, it is still difficult and costly to move goods from one country to another when there are poor rail and road networks (Economist Newspaper, 2008). This poses logistical difficulties for retailers who need to move perishable or fast-moving consumer goods from warehouses to stores, in geographically far-flung locations within the continent, as indicated earlier in the discussion of Shoprite. Additionally, cross-border trade is affected by road blocks, red tape and slow custom clearances at most borders. As explained in his interview with Fin24 (Massmart, 2009), the CEO of Massmart said â€Å"[When] we supply goods into Lagos, it might take 12 weeks on the water, [but it can take] 14 weeks to clear†. Obviously, this precludes any consideration of the supply of fresh products. Conclusion As international retailing becomes a reality in Africa, the complexities of the phenomenon, coupled with the unique African situation, need academic attention to help demystify the process. South African retailers have moved into the continent quite cautiously, and most are achieving growth, in some cases even more than within their home operations. This generally positive experience merits more study so that it can be understood and used to accelerate the benefits for all, especially the African consumer. This paper has focused on the mode of internationalisation as an important issue that demands the attention of retail managements considering moving into Africa. For example, it is interesting that Shoprite and general merchandise retailer, Massmart have opened 754 Afr. J. Bus. Manage. their own stores, whereas clothing retailers, Truworths and Woolworths operate via franchising. As a result, while Shoprite and Massmart have full ownership and control over their operations in foreign African countries, they nevertheless have to shoulder the challenges in those markets as discussed. In the case of their franchised counterparts, this has been avoided, at the cost of ownership and some control. It is already evident that there are many variations on these simple themes that all need to be studied and understood. REFERENCES Daniel J, Naidoo V, Naidu S (2003). Post-Apartheid South Africa’s corporate expansion into Africa. Traders. .Afr. Bus. J. AugustNovember, issue: 15. Dawson J, Mukoyama M (2006). The increase in international activities by retailers. In: Dawson J, Lark R, Mukoyama M (eds). Strategic issues in international retailing. London: Routledge. Devers KJ, Frankel RM (2000). Study design in qualitative research – 2: Sampling and data collection strategies. Education for health. 13(2): 263-271. Doole I, Lowe R (2004). International marketing strategy: analysis, development and implementation. 4th ed. London: Thomson. Economist Newspaper Ltd, 2008. Network effects; logistics in Africa. The economist, 389(8602), October, 18. Federzoli D (2006). Concept and test of a comprehensive mode of international strategy for retail companies. Int. Rev. retail, Distribution Consum. Res. 16(4): 415-431. Games D (2008). South African retail sector in Africa. In Grobbelaar N, Basada H (eds). Unlocking Africa’s Potential: the role of corporate South Africa in strengthening Africa’s private sector. Johannesburg: SAIIA. Kolbe RH, Burnett MS (1991). Content-analysis research: an examination of applications and directives for improving reliability objectivity. J. Consum. Res. 18(2): 243-250. Mahajan V, Gunther RE (2009). Africa rising: how 900 million African consumers offer more than you think. Upper Saddle River: Pearson. Massmart (2009). Fin24 interview with Massmart CEO. www.massmart.co.za. [23 July 2009]. Massmart (2008). Annual report, www.massmart.co.za. [23 July 2009]. McGarriagle I (2008). The only way is up. Retail world. April. Miller D (2008). ‘Retail renaissance’ or company rhetoric: the failed partnership of South African Corporation and local suppliers in Zambia. Labour, capital and society. 41(1): 34-55. Miller D (2006). Spaces of resistance: African workers at Shoprite in Maputo and Lusaka. Afr. Dev. 31(1): 27-49. Myers H, Alexander N (2007). The role of retail internationalisation in the establishment of a European retail structure. Int J. Retail Distribution Manage. 35(1): 6-19. Park Y, Sternquist B (2008). The global retailer’s strategic proposition and choice of entry mode. Int. Retail Distribution Manage. 36(4): 281299. Shoprite (2009a). Website. www.shoprite.co.za. [20 Jully 2009]. Shoprite (2009b). Classic FM business’s interview with Shoprite CEO. www.shoprite.co.za. [20 July 2009]’ Shoprite (2009c). Fin24 interview with Shoprite CEO. www.shoprite.co.za. [20 July 2009]. Shpoprite (2008). Annual report. www.shoprite.co.za. [20 July 2009]. Sternquist B (2007). International retailing. 2nd ed. New York: Fairchild. Truworths (2009). Website. www.truworths.co.za. [20 July 2009]. Truworths (2008). Annual report. www.truworths.co.za. [20 July 2009]. United Nations. UNCTAD Secretariat (2007). The information economy report 2007-2008: science and technology for development: the new paradigm of ICT. http://www.unctad.org/en/docs/sdteecb20071_en.pdf. Venter D, Erwee R, De Lange R (2007). Economic and social development initiatives for South Africa and Africa. In: Hough J, Neuland E (eds). Global business environment and strategies: managing for global competitive advantage. 3rd ed. Cape Town: Oxford University Press. Woolworths (2009). Website. www.woolworths.co.za. [20 July 2009]. Woolworths (2008). Annual report. www.woolworth.co.za. [20 July 2009]. World Bank (2008). Doing business 2009. www.doingbusiness.org [24 July 2009]. Zhang M, Dodgson M (2007). â€Å"A roasted duck can still fly away†: A case study of technology, nationality, culture and the rapid and early internationalisation of the firm. J. World Bus. 42: 336-349.

Facing My Fears

Individual Project The individual project that I did was Blood donation for the first time and STD Testing for the first time. For both of these projects I was so scared of doing. I am scared of needles when it comes to me getting poked by it. But I found out about the blood donation by walking around campus and there were signs up all over the campus about a blood drive in October. I found out about the STD testing by looking at the syllabus and looking to see my other options and I saw STD testing.So I talked to Tiffany Stacy who said she had done the STD testing so I could get more information on the STD test. When I found out about the blood drive I was like that’s a great idea considering my cousin died because he couldn’t get a blood transfusion. So I got the information and before I actually gave blood, I thought about every possible thing that could happen, the good and the bad. The reason is because I am really scared of needles when it comes to puncturing thro ugh my skin.But I thought it out and I said to myself â€Å"me being scared of needles is nothing when I could just suck it up and maybe saves someone else’s life even if I couldn’t save my cousins† So that is when I decided to stop thinking about the needle and I just went to where the blood drive was at and I sucked it up and donated my blood. I have to be honest I was so scared I was going to pee in my pants. But I survived. But 5 hours later I went shopping with my friends and I had blacked out in the store, about 4 more times after that.So I called the nurses that were on the card that I was given and they told me I am not allowed to give my blood again. They said my health is more important than giving up blood. So I am bummed but I know I did a great deed and I am proud of myself for sucking up my fear of needles. The location of the blood drive was at the Du Bois Center and it was from October 23-26. When I found out about the STD testing me thought why would I want to do this I would have to deal with another needle. NO WA Y I told myself not another needle I cannot.But then I talked to Tiffany Stacy and she said that it was not that bad. All you have to do is make an appointment at the Fronske Health Center on campus and tell them you want a full STD testing. So I listened to that so I had an appointment and I asked her â€Å"so what do you have to do for the test? † And she said â€Å"all you have to do is pee in a cup for a urine sample and get your blood drawn† I was like ok that’s not that bad. I just have to do the two things I hate doing. But that’s okay I said.So I went to my appointment and I had peed in the cup and I was getting ready to get stabbed by another needle. They had to stab me twice because they missed my vein. I was thinking oh my goodness can you please get this right. My arm was so sore after that. I still haven’t gotten my test results back yet but I don’t think I have an STD because I am not sexually active. So I am good to go as long as I keep it up. These two experiences have been great! I am still scared of needles stabbing me in the arm but I can survive.But the blood donation was the scarcest of both because I had major side effects towards it where I am not allowed to donate again. Which hurts but I know it is the best for me. But I am glad I did it because now I can say I gave blood and I can say I know what an STD testing is like. I expected way worse then what it really was which has its good and bad sides. The good points of that are that I can prepare myself for the worst but the bad point is that I can bring on my own effects towards it.

Employee Burnout From Office Politics Business Essay - Free Essay Example

Sample details Pages: 11 Words: 3397 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Politics is the art of looking for trouble, finding it whether it exists or not, diagnosing it incorrectly, and applying the wrong remedy Ernest Benn This paper is an effort to explore the workplace situations wherein people find themselves to be caught by office politics and how the people who worry about workplace rejection or sabotage can end up bringing it upon themselves. In the first part of the paper, made an effort to unveil conditions, situations and purposes that drive employees to get into politics (precisely to understand the meaning of it in organizational setup). Followed by adverse effect on altogether organizational culture for instance Common observation says that individuals who play politics at the workplace pay less attention to their work. Don’t waste time! Our writers will create an original "Employee Burnout From Office Politics Business Essay" essay for you Create order They are more interested in leg pulling and back biting. They spend most of their times criticizing their fellow workers. As a result of politics at the workplace, employees fail to achieve targets within the stipulated time frame. Work gets delayed in such an organization. The third part of paper count upon certain plans and policies which are needed to improve upon work culture, on organizational perspective and Employee attitude on Individual perspective, so that talent could be sustained and direct towards organizational growth and effective engagement. Keywords: Employee Burnout, Office Politics, Political Behaviour, INTRODUCTION The definition of office politics may be a bit ambiguous, but wherever you find human beings in an office environment, youre bound to have office politics. Theyre used to gain power in the workplace, or by many accounts, misused. Their competitive nature can be used in a positive sense, but office politics can also be damaging to employee morale. Office politics can be difficult to define, but one thing is certain: theres no getting around them. For some, mastering office politics is the key to their careers. Others would like to avoid them altogether. And the impact on employee morale, depending on whom you ask, can range from favorable to fatal. Wherever you have a group of people you will have a degree of politics operating. People will usually jockey for position, form alliances, decide who they do like and who they dont! People will come to the group with different personalities, sets of values and opinions. Over time a group develops a set of norms or standards and ways of working. They develop a pecking order a hierarchy of status and influence. This will not necessarily reflect the organisation chart. Political behaviour is also likely to arise whenever many non programmed decisions needs to be made. Non programmed- decision situation involves ambiguous circumstances that allow ample opportunity for political maneuvering. CAUSES AND EFFECTS OF POLITICAL BEHAVIOUR Ambiguous Goals-Personal Gain Disguised as pursuit of Goals Scarce ResourcePursuit of Maximum Share of Resource Technology and Environment -Personal Gains via Uncertainty Non programmed DecisionParochial Decision Making Organizational ChangePursuit of Political Ends during Reorganization. In todays corporate scenario what power tactics do people use to translate power bases into specific action is what opinion do individual have for influencing their bosses, coworkers or employees. And are some of these options more effective than others? Here we review popular tactical options and the conditions under which one may be more effective than other. RESEARCH HAS IDENTIFIED NINE DISTINCT INFLUENCE TACTICS: Legitimacy: Relying on ones authority position or stressing that a request is in accordance with organizational policies or rules. Rational Persuasion: Presenting logical arguments and factual evidence to demonstrate that a request is reasonable. Inspirational Appeals: Developing emotional commitments by appealing to a targets values, needs, hopes and aspirations. Consultation: Increasing the targets motivation and support by involving him or her in deciding how the plan or change will be accomplished. Exchange: Rewarding the target with benefits or favor in exchange for following a request. Personal Appeals: Asking for compliance based on friendship or loyalty. Ingratiation: Using flattery, praise, or friendly behavior prior to making a request. Pressure: Using warnings, repeated demands, and threats. Coalitions: Enlisting the aid of other people to persuade the target of using the support of others as a reason for the target to agree. A behavior that on e person labels as Organizational politics is very likely to be characterized as an instance of Effective Management by another. The fact is not that effective management is necessarily political, although in some cases it might be rather, a persons reference point determines what he or she classifies as organizational politics. Take a look at the following labels used in describe the same phenomenon. These suggest that politics like beauty is in the eye of beholder. POLITICAL LABELS VS. EFFECTIVE MANAGEMENT LABELS Blaming others Vs. Fixing responsibility Kissing up Vs. Developing working relationship Apple polishing Vs. Demonstrating loyalty Passing the buck Vs. Delegating authority Covering your rear Vs. Documenting decision Creating conflict Vs. Encouraging change and innovation. Forming Coalition Vs. Facilitating teamwork Whistle-blowing Vs. Improving efficiency Scheming Vs. Planning Ahead Overachieving Vs. Competent and capable Ambitious Vs. Career minded Opportunistic Vs. Astute Cunning Vs. Practical minded Arrogant Vs. Confident Perfectionist Vs. Attentive to detail. Barkha loves her job as a writer on a weekly television comedy series but hates the internal politics. A couple of the writers here spend more time kissing up to the executive producer than doing any work. And our head writer clearly has his favorites. While they pay me a lot and I get to really use my creativity, Im sick of having to be on alert on back stabbers and constantly having to self-promote my contribution. Im tired of doing most of the work and getting little of the credit. Are Barkhas comments typical of people who work in highly politicized work-places? We all know of friend or relatives who regularly complain about the policies at their job. But how do people in general react to organizational politics? lets look at the evidence. As per a survey published by HR Reporter on 31st Aug, 2012 edition, says one half of the employees participate in the office politics. Politics may be better left outside of the office, according to a new Robert Half survey. More than one-half (56 per cent) of employees have observed political maneuverings on the job. Chief among these activities is gossiping and spreading rumors (54 per cent), followed by flattering the boss to gain favors (20 per cent) and taking credit for others work (17 per cent), found the survey of 700 workers in Canada and the United States. Four in 10 (40 per cent) workers say they participate in office politics only when it pertains to issues that affect them directly. Another 39 per cent said they are neutral parties who stay completely out of the fray. But 14 per cent said they are active in office politics because its important for them in getting ahead, found the survey. Robert Half offers six tips for navigating office politics: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Build a broad coalition of support. In an effort to impress your companys power players, dont overlook those at the grassroots level. Lobby for the respect and trust of all your colleagues. Forge strong alliances by sharing credit for successes and delivering on your promises. You never know whose endorsement or vote of confidence could benefit your career in the future. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Avoid smear campaigns. Gossiping or outright mudslinging is only guaranteed to damage one persons credibility. When youre upset or frustrated, wait until after youve calmed down to express your concerns. Be direct but tactful, focusing on facts rather than feelings. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Stay true to your values. Its an unfortunate truth that there are those wholl do anything to win, but character and credibility count. You dont need to play underhanded games to rise through the ranks. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Connect with your constituencies. Smart candidates tailor their message and approach to the audience. Apply the same tactic to your co-workers; observe their unique work styles, priorities and communication preferences, and be willing to adapt your approach. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Play by the rules. Seemingly minor slipups can have big implications on the campaign trail and at work. Avoid sticky situations by paying close attention to office protocol at your firm. If you take a misstep, make amends quickly. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Dodge controversy. Given that 2012 is a big election year, water cooler chitchat will inevitably veer toward the polarizing topic of politics. Proceed with caution (or politely bow out completely). Getting into heated debates about non-work issues can generate unnecessary ill will. MANIPULATE POLITICS AT WORK Becoming embroiled in office politics is never a good career move, but its wise to be aware of political undercurrents on the job because they do exist in most organizations, said Max Messmer, chairman and CEO of Robert Half International. There are people who seek to get ahead in their careers at the expense of others, and this behaviour erodes trust and undermines team morale. The conflict of different ideas, different personalities and an overall competitive atmosphere seems to cultivate office politics. It is a part of every organization and usually the bigger the organization the bigger the office drama becomes. Employees who do not believe in working hard depend on nasty politics to make their position secure at the workplace. Employees play politics simply to come in the limelight and gain undue attention and appreciation from the seniors. Politics refers to irrational behavior of the individuals at the workplace to obtain advantages which are beyond their control. No bod y has ever gained anything out of politics; instead it leads to a negative ambience at the workplace. Sometimes, when a leader chooses an unqualified person to head a position in the office, it is not because the person is the sharpest tool in the box, but sometimes it is because the leader needs someone he or she can control. Team work in any establishment is very vital, but if leaders keep showing favoritism and the likes; it destroys team work and this will definitely affect the company too. Workplace politics is not new, particularly in countries like India and tragedy is that most of the time HR Department is a center of such activities. Anyone who has ever had any job, anywhere, knows that the dynamics among those who are part of the work environment play an important part in how a business is run. Apparently office politics is an increasing problem according to a study by Accountemps. Eighteen percent of an administrators time more than nine weeks out of every year is spent resolving conflicts among employees (Surviving Office Politics. Talent Scout. April 16, 1998). People often play office politics because they are unsure about their own abilities and achievements. They try to conceal what they believe are their shortcomings behind a faà §ade and to make others feel they are less worthy. Dont let them undermine your self-esteem be proud of your own accomplishments and make sure that your efforts are recognized by those who matter. But dont get into direct competition if you can avoid it its a waste of your time! If people know you are doing a good job consistently there is far less opportunity for you to be undermined. Forming alliances with senior managers and using them as sponsors and champions for your work can increase your own informal power. If you have a formal sponsor, make sure they are well informed and really up to date with your project or program and can talk about it fluently to their colleagues. As with all stakeholder ma nagement targeted communication of good quality of information is the key to you and your project or programmers success. Management can address office politics, consequently boosting employee morale, in a number of ways. First, performance at the workplace must be stressed. There is no clearer indication of office politics than a blatant underperformer being recognized. Employees must be rewarded based on their achievements, not as payback or as favors. Office politics can never be avoided as long as human beings are involved. Everyone that has worked in an organization can tell you that office politics exists and there is little or nothing that anyone can do about it. Some people will suggest that, if you cant beat them, join them. Office politics no doubt can affect an employees work performance because if an employee feels that no matter how hard he works, he will never receive recognition for his hard work just because he not in the good graces of his line manager. So he comes to work and does not put in the extra effort to ensure that the organization grows. This in turn may affect the organizations financial turnover and this may lead to layoffs. Most managers are clear on their responsibilities in regard to people, process and products/services. Many, however, are less clear in facilitating the intangibles of office politics that provide the framework for different perceptions that influence organizational behavior. These perceptions often facilitate a climate of ambiguity among the people who work in an organization, where the facts are often not supported by clear evidence. As a result, employees are left to convert their perception into some defined meaning often a breeding ground for conflict, competition and misunderstanding of facts, intentions and reality. Office politics can create a climate where people are motivated to use whatever influence they have to taint the facts in a favorable light that supports their personal intere sts or even goals. Individual political agendas can result in a person without having all the facts justifying their attitudes, beliefs and behaviors to try to prove their point of view. Unfortunately, there are times when these actions can be damaging to others, especially when individuals present only their point of view and have no concern for other perceptions or circumstances. Managers understand there is often no escaping office politics, and research suggests not paying attention to or dismissing their importance is often at their own risk. For example, unmanaged politics can negatively impact both. personal and career satisfaction. Each individual in an organization comes with a different set of values, goals and experiences that if not aligned can lead to conflict. Organizations dont have unlimited resources, so decisions as to how things will be done unfortunately are not always made with all the facts. Managers are more effective when they dont make assumptions and a re committed to getting facts from all parties involved, as they know political agendas sometimes drive behavior. Office politics can be complex to navigate. For example, organizational standards are based on facts that are often open to interpretation. Consider how one employee can believe their actions equal top performance while another may define their performance as average. This occurs because of conflicting definitions based on different values and beliefs One of the negative consequences of employee engagement is office politics that result in increased job anxiety, stress and turnover, as well as decreased job satisfaction and performance. The sad reality is many employees are afraid to act. ORGANIZATIONS PERFORMANCE HAMPERED BY OFFICE POLITICS? DECREASE IN OVERALL PRODUCTIVITY Politics lowers the output of an individual and eventually affects the productivity of the organization. Common observation says that individuals who play politics at the workplace pay less attention to their work. They are more interested in leg pulling and back biting. They spend most of their times criticizing their fellow workers. As a result of politics at the workplace, employees fail to achieve targets within the stipulated time frame. Work gets delayed in such an organization. AFFECTS CONCENTRATION Individuals find it difficult to concentrate on their work. They are more interested in spoiling the other persons image in front of the superiors. An individual involved in politics is bound to make more mistakes as his focus is somewhere else. SPOILS THE AMBIENCE Politics leads to a negative environment at the workplace. It spoils the relationships amongst individuals. An individual playing politics at the organization is disliked by all. CHANGES THE ATTITUDE OF EMPLOYEES Politics changes the attitude of the employees. Even the serious employees lose interest in work and attend office just for the sake of it. Internal politics do not allow employees to give their hundred percent at work. No matter how much hard work an employee puts in, it goes unnoticed in a politically driven organization. DEMOTIVATED EMPLOYEES A non performer can be the apple of his bosss eye simply due to politics, thus demotivating the performers. Discussions are essential at the workplace to extract the best out of employees. Evaluating the pros and cons of an idea always helps in the long run. Employees playing politics always look for an opportunity to tarnish the image of the fellow workers. Employees feel demotivated when they are not rewarded suitably or someone who has not worked hard gets the benefits due to mere politics. INCREASES STRESS It is rightly said that problems evaporate if discussed. Individuals find it difficult to confide in any of their fellow workers due to the fear of secrets getting leaked. Politics increases the stress level of the employees. Individuals are not machines who can work continuously for 8-9 hours without talking to others. It is important to have friends at the workplace who help you when needed. Hence Individuals fail to trust each other. WRONG INFORMATION Employees indulged in politics manipulate information and it is never passed on in its desired form. Superiors get a wrong picture of what is actually happening in the organization. A wrong person walks away with the credit in an organization where employees are indulged in politics. CONCLUSION Besides causing problems for the individuals who work together, the end result can be far more devastating. Employees and managers who must concentrate on the political aspects of work may have less time to pay attention their jobs. This translates into financial loss, which may in turn translate into job loss. Some leaders take the highroad and hope that it will work itself out. Unfortunately, by doing nothing it can have a great impact on office morale as well as the business results. Research tells us that managers believe that an increase in office politics is one of the greatest sources of their stress. Recent studies have also told us that 18% of management time is spent resolving conflicts among employees. When employees are in conflict over things such as the way a procedure will be executed or use of a tool, there is a greater chance that they are going to take their eye off customers and prospects. Office politics can also have an impact on innovation. Innovation is fostered by new ideas that often come from employees. A business with a lot of office politics often means that employees will be scared to challenge, bring up new ideas or debate issues. Therefore, the innovation will be less. As you can see, office politics are more than just gossip. It can have an impact on your business. The good news is that it can be diminished through powerful leadership and open communication throughout the organization. Office politics in its crudest form usually occurs when one, or more than one, person holds (or is seen as holding) a significant amount of power within the office. This may be formal power or informal power. Formal power is pretty easy to read. Informal power is much more difficult. Informal power can arise in a number of ways! Someone with depth of knowledge of the organisation, the key subject matter expert, PAs to top managers, may all wield considerable power and they are fairly easy to discover. Far more challenging are the office bully, those in a relationship with someone holding formal power and unscrupulous players of the office politics game. You need to listen and observe the group you work with and its surrounding organisation to find out more about these! What can you do? Try to get to know the politically powerful within your organisation. Dont be afraid of them they are often much, more receptive to people who arent intimidated by them! Make sure they understand what you are trying to achieve. Deal with their reservations and make sure they understand that you are taking on board their views. If someone does try to undermine you, dont get drawn in. Simply be bold and assertive, but not aggressive. Make your points clearly and offer good will. If their negative behaviour persists, then ring fence them make sure they have as little as possible to do with your work.