A2 Essay Example | Topics and Well Written Essays - 2250 words

A2 - Essay Example The choice of the procurement strategy is justified and maintained throughout the report. The project involves construction of road for the large factory site; the road plan also includes two bridges. As the design phase of the project is complete the next step is to move forward and devise a procurement strategy. Selection of the procurement strategy is the very first phase for the construction of the project. 1. Design and Build: A design and build contract is a unique type of project delivery system used in construction and renovation projects. The client starts with the architectural design after which the tendering is done for the general contracting companies. The client awards the entire contract to a single company which is responsible for all the design and construction work required to complete the project. This system allows the client to deal with a single source throughout the duration of the contract rather than coordinating between various parties. This type of contract simplifies the work of the client. 2. Design, Build and Operate: The design build and operate approach to contracting combines design, construction and long-term operation if a facility into one single contract awarded to a single contractor. The contractor usually is a joint venture or consortium representing all the disciplines and skills required for the DBO arrangement. 3. Design, Build, Operate and Maintain: In this approach the asset is also operated and maintained by the contractor for an extended period of time of 5-15 years or more. It is most likely that the contract conditions are to maintain the asset in a certain state. 4. Traditional Approaches: In addition to these, there are several traditional approaches for a procurement strategy contract under the ECC, these include TSC (training services contract), TSSC (Technical Support Services Contract), PSC (Professional Services Contract) but

Impact of Financial Meltdown on Luxury Fashion Goods Market Dissertation

Impact of Financial Meltdown on Luxury Fashion Goods Market - Dissertation Example . 17 4. Research Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17-18 4.1 Research Philosophy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18-19 4.2 Data Collection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19-20 4.3 Credibility and Verification†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 20-21 5. Findings and Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 5.1 Case Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 22-23 5.1.1 Global Recession and Luxury Market†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 24 5.1.2 Philip Rocou and his Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 5.2 Primary Research on Luxury Goods†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 26.-32 5.3 Primary Research on Online Selling †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 32-36 6. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 36-37 7. References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 37-40 8. Annexure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 41-43 Contents of figures and tables Table 1 representing impact on employees 28 Table 2 representing impact on product 29 Table 3 representing Behavioral Pattern of customers 29 Table 4 representing organizational impact 29 Table 5 representing post-recession effect in customer 30 Table 6 Representing Response of brand during economic turndown 30 Table 7 representing post-recession strategy of o rganization 30 Fig 1 representing effect of financial crisis on organization 31 Fig 2 representing effect of financial crisis on employee 31 Fig 3 representing interest level of people towards luxury brand 34 Fig4 representing frequency of purchase of luxury brand 34 Fig 5 representing opinion regarding benefits of online selling 35 Fig 6 representing satisfaction level in online shopping 35 Fig 7 representing online shopping as manufacturing tool 36 1.... The paper tells that during the last decade, the international economy has witnessed inflation, recession and other serious economic hazards. It had raised serious concerns for the future of world economy. The developing countries of the world were most affected in the economic turmoil. This also had an impact on the global fashion commodity industry. To counter the effect the industry players used new demands and reformed the luxury goods industry. Study of the performance of the key player in the market like Philippe Rousseau reflects the impact of the economy on the market for the luxury goods. In order to revive the market various strategies were developed by the marketing teams. The latest use was that of the online tools for the promotion and selling of the products. A new concept of online selling emerged in the market and the companies dealing with luxury goods were fast to reap benefits out of it. The concept of ecommerce was also hugely appreciated by the customers and the popularity of many businesses was back on track. Before the economic downturn the consumers of the world had become more fashion conscious and they started showing their interest towards the fashion goods. People belonging from the high society of the economy had spent considerably over the luxury fashion goods. But a change in behavior was noticed significantly. The nature of the industry was a driving factor in determining the level of impact it had by the economic turndown. The choice of factors for bringing out the industries out of trouble also varied significantly and it depended a lot on the customer profile.

Written Discourse Essay Example | Topics and Well Written Essays - 4000 words

Written Discourse - Essay Example I would like to undertake more research in this area but with a large group of students and over a long period of research but for now I need to complete a simple experiment. Reading and writing are core skills taught and learnt within both first and second language classrooms and one cannot be considered as more important than the other. Reading however appears to have taken precedence over writing in recent years with numerous presentations and papers published in the area. In terms of teaching and learning of writing on the other hand, there appears to be very few papers in journals or presentations at major conferences, at least in South Korea. In light of this deficit this paper will focus on writing methodology and some of the research undertaken within the area in terms of a process approach and a product approach. From research it seems that although we teach writing formally within the classroom it does not naturally develop along a linear path but develops more in a circular or see-saw fashion, which is in line with the process approach. Literature also shows that early learners often develop their writing with the use of models, which adheres to the product approach. The lesson in this unit however, aims to combine the two approaches in an effort to both allow students to use their own initiative, trialing and feedback but at the same time provide a framework from which they can further develop their writing. Following a literature review this paper will present an experimental unit of writing comprising a series of lessons incorporating both process and product methods which was trialed in Korea. Justification for the selected activities used in the unit design will be provided along with reflection and evaluation of the trialed lessons. The â€Å"origins of the traditional product rhetoric are often said to be found in eighteenth-century Common

Life in Pompeii Essay Example for Free

Life in Pompeii Essay The amphitheatre was built in 70bc by the magistrates to provide entertainment for the people of Pompeii. The Pompeii amphitheatre is the oldest surviving amphitheatre in the Roman world. The capacity was 24000 and because seats were numbered, only the most important people of Pompeii would be allowed to sit at the front. The amphitheatre was mainly used for games that lasted a week and were funded by the magistrates. While entering the stadium, the people would salute the important dignitaries. Political Life: The amphitheatre was built by magistrates and events were fully funded by them aswell. Although built for the whole city to enjoy, only special people could sit at the front. Cultural Life: The amphitheatre was made from stone and included a parapet that separated the stand from the arena. The parapet was decorated with frescoes of gladiatorial combat which over time have been lost. Events that were primarily used at the amphitheatre were gladiatorial battles, hunts, and wild beast fights. The Basilica Economic and Political Life: The Basilica was a structure in the Forum where legal and business activities took place. It was built in-between 120bc and 78bc and was 24 by 55 metres in size. The basilica was originally a market but was changed in the first century to become the new law courts Cultural Life: The Basilica was covered by a large, double pitched tiled roof and the entrance had five doors with wooden shutters, the large hall was surrounded by twenty eight ionic columns, 11 metres in height. On the west side, stood a two story structure known as the Tribunal which was guarded by a statue of Augustus. The marbel panels on the side walls were decorated in the first style art and graffiti was found everywhere, not unusual in Pompeii. The Baths: Economic life: Just about everyone except slaves and the poor visited the baths as not only was it a place for cleaning but also a social hub. The baths would be opened at around midday and remained open well into the evening. Most people were accompanied by slaves who assisted them with their cleaning. Political life: Pompeii had four main baths, the forum baths, the stabian baths, the central baths and the amphitheatre baths. The stabian baths were the oldest and biggest baths in Pompeii and date as far back as the early 4th century. The baths has a Apodyterium, a frigidarium, a tepiderium, a caldarium, toilets and the stabian baths featured a swimming pool. Usually the baths were divided between men and women and when this wasn’t the case, men and women would attend the baths at different times. There was however mixed bathing in some places. Cultural Life: Apart from cleaning, at the baths people also enjoyed physical activity and sport at the palestra. There was also massage, music, poetry, reading and business contacts to be made. Graffiti and wall drawings also depicted sexual activity at the baths. Women wore modest clothing and men wore either trunks or bathed naked. The floor was made of square stones and supported brick columns and there was space between the tiles and walls because of the use of the special nipple tiles. The hot air generated from the furnace located at the back of the caldarium would flow up between the tiles and the wall, heating all the rooms. Via Del Abbondanza The Via Dell Abbondanza was the main street of Pompeii and the main business district of the city. The streetscape had a grid like pattern which although was popular in other roman times, was not precisely applied in Pompeii. The street contained stepping stones so that when it had been raining, people didn’t have to walk through sewage. There was enough room between stones for wheeled traffic aswell. Deep groove marks in the roads indicate to us that there was alot of wheeled traffic on the road. There were two different roads, the Decumani and the Cardines. The decumani ran east to west and the cardines ran north to south. On cross roads there were shrines called nymphaea which were water fountains. Via Stabiana: The Via Stabiana stretches from the Porta Stabia to the center of the city. Along this street, on the west side is the Gladiators’ Barracks and the Odeon. There were stepping stones to allow pedestrians to cross the street without stepping into whatever might be in the street itself. Carriages could still travel along the streets, their wheels passing between the stepping stones. On the east are a number of residences and shops, including a bakery with an oven which is seen as a hole in the wall with a large stone above it. Next door is a thermapolium with a counter containing four pottery jars sunk into the counter. Further along on the Via Stabiana is the Domus of Q. Octavius Romulus. Villa of the Papyri: The Villa of the papyri is a large residential complex situated on the slope of Vesuvius in Herculaneum. Judging from the size and value of the house, it can be said that the owner of the house was extremely wealthy. Unlike other ancient roman houses, it had its own water supply which in those days was extreme luxury. It was decorated with statues and columns of Greek influence. Praedia of Julia Felix: Julia Felix was an extremely wealthy woman from Pompeii who inherited her fortune from family. She owned a large estate which was decorated with floral motifs, statues and scenes of the Nile river aswell as a shrine to Isis the Egyptian goddess.

Solving the Mystery in Doyles The Hound of the Baskervilles Essays

Solving the Mystery in Doyle's The Hound of the Baskervilles Sherlock Holmes deduced what was really going on by noting the failure of a dog to bark - thus identifying his master and therefore the murderer in The Hound of the Baskervilles, by Arthur Conan Doyle. Deductive reasoning involves reasoning in which you go from general to specific instances, by using known facts and eliminating improbable situations, and unlikely suspects. By sending Dr. Watson separately from himself, and going to Baskerville Hall in secret, Holmes is able to get two different viewpoints of the situation there, and then later exchange opinions and information with his partner. Watson is at first suspicious of Mr. and Mrs. Barrymore. He hears Mrs. Barrymore sobbing at nights, which puzzles him. One night while Watson and Sir Henry were in the Hall, they observed Mr. Barrymore sending signals through a window using a candle. After extensive questioning Mr. Barrymore and his wife reveal that recently escaped â€Å"Notting Hill Criminal† is really Mrs. Barrymore’s brother, Seld...

Parental Involvement in Education Essay -- Parent Involvement in Educat

Parental involvement in education is a vital essential for creating a cooperative environment for the student to thrive and succeed in. When a student knows that he or she is receiving support both inside and outside the school, the chances of that child becoming responsible for and active in their education are more likely. I know that there can be difficulties including parents for many reasons. Such parents may be too busy, uninterested or just feel helpless. However, as an educator, I will still have an obligation to reach out to these parents and assist them.   Ã‚  Ã‚  Ã‚  Ã‚  It is important to start the year off making parental involvement a top priority. Establishing clear and open lines with the parent early in the year lays the foundation for successful communications later. This can be done in many different ways, such as with a phone call, an email, or a letter mailed or sent home via the students. When the first instance of communication is positive, it will aid in setting a positive tone for parental involvement throughout the whole school year.   Ã‚  Ã‚  Ã‚  Ã‚  After the initial contact, communication should remain constant. Also, remember that if all of the communication is about solving problems, the parent may feel attacked. Therefore, all communication should reflect concerns as well as successes and accomplishments regarding the child. Dialogue between the parent and teacher should be cooperative, helpful, and meaningful. Both p...

The Nurse Managers Role

The nurse manager is vital in creating an environment where nurse-physician collaboration can occur and is the expected norm. It is she, who clarifies the vision of collaboration, sets an example of and practices as a role model for collaboration. The nurse manager also supports and makes necessary changes in the environment to bring together all the elements that are necessary to facilitating effective nurse-physician collaboration. Many authors (Alpert, Goldman, Kilroy, & Pike, 1992; Baggs & Schmitt, 1997; Betts, 1994; Evans, 1994; Evans & Carlson, 1993; Keeman, Cooke, & Hillis, 1998; Jones, 1994) have indicated that nurse-physician collaboration is not widespread and a number of barriers exist. The following will discuss the necessary ingredients for creating a nursing unit that is conducive to nurse-physician collaboration and supported through transformational leadership. The first important barrier according to (Keenan et al. (1998) is concerned with how nurses and physicians have not been socialized to collaborate with each other and do not believe they are expected to do so. Nurse and physicians have traditionally operated under the paradigm of physician dominance and the physician†s viewpoint prevails on patient care issues. Collaboration, on the other hand, involves mutual respect for each other†s opinions as well as possible contributions by the other party in optimizing patient care. Collaboration (Gray, 1989) requires that parties, who see different aspects of a problem, communicate together and constructively explore their differences in search of solutions that go beyond their own limited vision of what is possible. Many researchers have argued (Betts 1994; Evans & Carlson, 1993; Hansen et al. , 1999; Watts et al. , 1995) that nurses and physicians should collaborate to address patient care issues, because consideration of both the professions concerns is important to the development of high quality patient care. Additionally, effective nurse-physician collaboration has been linked to many positive outcomes over the years, all of which are necessary in today†s rapidly changing health care environment. One study by (Baggs & Schmitt, 1997) found several major positive outcomes form nurses and physicians working together, they were described as improving patient care, feeling better in the job, and controlling costs. In another study (Alpert et al. , 1992) also found that collaboration among physicians and nurses led to increased functional status for patients and a decreased time from admission to discharge. Along with improved patient outcomes, nurse-physician collaboration has several other reasons why it has become significant in today†s health care environment. Several examples of which are, as identified by (Jones, 1994) the cost containment effort, changing roles for nurses and physicians, the Joint Commission on Accreditation of Health Care Organizations focus on total quality management, and emphasis by professional organizations and investigators have focused attention on this area. The challenge of creating an environment for patient care in which collaboration is the norm can be difficult and belongs to the domain of the nurse manager. In order to create a collaborative work environment several conditions must be achieved and several natural barriers to nurse-physician collaboration must be overcome. In creating this environment for collaborative practice, (Evans, 1994) identified several more barriers to overcome. She expresses that the most difficult to overcome is the time-honored tradition of the nurse-physician hierarchy of relationships, which encourages a tendency oward superior-subordinate mentality. Keenan et al. (1998) found that nurses expect the physicians to manage conflict with a dominant/superior attitude. They also found that nurses are oriented towards being passive in conflict situations with physicians. A second barrier to collaboration is a lack of understanding of the scope of each other†s practice, roles, and responsibilities. Evans (1994) feels that one cannot appreciate the contribution of another individual if one has only limited understanding of the dimensions of that individual†s practice. It is equally true that appreciation of one†s own contribution is blurred if the understanding of one†s own role is limited. A third constraint to collaborative practice might be related to this perceived constraint on effective communication. Although there might be individual differences causing restraint in communication, the organizational and bureaucratic hierarchies of most hospitals hinders lines of communication. Several final factors cited by (Evans, 1994) as barriers to collaborative practice include immaturity of both physician and nurse groups, coupled with unassertive nurse behavior and aggressive physician behaviors. Factors that promoted collaboration between nurse and physicians were identified by (Keenan et al, 1998). She explained that nurse education was sighted as one of the most outstanding variables that promoted collaboration. The more educated a nurse was the more likely they were to take action in disagreements with physicians. Additionally, when nurses expected physicians to collaborate and to not exhibit strong aggressive behaviors or controversial styles, they were more likely to approach and discuss patient conditions with them. Researchers also found that male nurse were more likely than female nurses to confront physicians and not avoid dominant or aggressive behavior. Expectations for physicians to collaborate and to not handle situations aggressively appeared to be a stronger predictor of nurse-physician collaboration than any expected normative beliefs. The first step a nurse manager should take in the process of achieving a practice environment that facilitates collaboration is to conduct an assessment of the presence or absence of barriers leading to collaborative practice. According to (Evans, 1994), the environmental and role variables to assess include role identification and the professional maturity of both the nurses and physicians, communication patterns, and the flexibility of the organizational structure. By assessing the work environment for barriers and facilitators to collaborative practice, the nurse manager can achieve a general idea of how ready the unit is to begin a collaborative practice. The next step would be to plan an effective way to initiate a collaborative practice model of delivering health care on the unit. This can be done by establishing what is called a Joint Practice Committee, and including nurses and physicians to be a part of this work group. Its purpose would be to examine the needs assessment results of the unit†s readiness for collaborative practice, designing, implementing, and evaluating the process of transforming the unit. This step is an integral part of the process of establishing a collaborative practice and was identified by the National Joint Practice Commission (NJPC) as a necessary element in the process. The NJPC began in 1971 and the commission was dissolved in 1981. The commission†s work resulted in the publication of guidelines for collaborative practice in hospitals. The NJPC defines a joint-practice committee with a composition of equal number of nurses and physicians who monitor the inter-professional relationships and recommend appropriate strategies to support and maintain those relationships. The NJPC identifies four other structural elements necessary for a collaborative practice as primary nursing, integrated patient care records, joint patient care reviews, and emphasis on and support of nurse independent clinical decision making. These elements are an important cornerstone for creating a successful collaborative practice unit. In addition, several other factors have been identified by the NJPC as beneficial to maintaining an effective support systems when developing a collaborative practice such as appropriate staffing, committed medical leadership, standardized clinical protocols, and most importantly communication. Although a successful collaborative practice model has is a planned event. According to (Evans, 1994), it is important to realize that a collaborative relationship cannot be legislated, dictated, or mandated by anyone. It must be agreed upon and accepted by individuals who share responsibility for patient care outcomes. The third step in the process would be to empower the nursing staff with beliefs that fulfill their higher order of needs such as achievement, self-actualization, concern for others, and affiliation. Because of nursings normative behavior as passive, caring, and subservient the staff must learn to overcome expectations to identify with this role expectation. The nurse manager must support, coach, and instill a sense of empowerment into her staff in order for them to depart from those stereotypes. The idea is to fill the nursing staff with a sense of self-confidence and to lose thoughts of self-doubt, inequality, and subservience. To implement this new paradigm of nurse empowerment can be a challenge for the nurse manager within any typical hospital beaurocracy. That is why it is important to choose the correct style of leadership to guide the staff through this process of empowering or transforming. The leadership model best suited for this type of task and the most congruent with empowerment is the transformational model. Transformational leadership is a process in which leaders seek to shape and alter the goals of followers. Cassidy & Koroll (1994) describe the process as incorporating the dimensions of leader, follower, and situation. The leader motivates followers by identifying and clarifying motives, values, and goals that contribute to enhancing shared leadership and autonomy. Transformational leaders are usually charismatic so they enhance energy and drive people towards a common vision and shifting the focus of control from leaders to followers. It is the transformational nurse manager that will be able to empower her workers to facilitate nurse-physician collaboration, for the common good of the patient. The nurse manager using transformational leadership would set the direction for the rest of the unit to follow. She would be able to charismatically appeal to the medical staff as well as the nursing staff and create collaboration beyond the daily frustrations of arguing about to which domain a certain patient care issues belong. Further more the nurse manager would have to work hard at decreasing the seeds of distrust and disrespect that have been planted between our colleagues in medicine, and vice versa with nursing. Corley (1998) described several behaviors that the transformation nurse manager would need to exhibit in supporting her staff in such a role transition. The behaviors are as follows: stimulate creativity, establish an environment that facilitates team work and learning, implement change, motivate staff to assume increased responsibility, help develop employees† awareness of organizational goals, delegate responsibility appropriately, communicate openly and directly with staff, and collaborate with peers. The significance of these behaviors in facilitating empowerment is seen as fundamental to creating collaborative practice environment. The final step in the process is to evaluate its effectiveness. In order to provide a clear and concise evaluation of the collaborative process one must look at all structural elements and all indicators of collaboration as previously discussed. Once accurate measures are identified and assessed the collaborative practice committee can discuss their outcomes and effectiveness. Over time, nurses and physicians may be able to articulate more clearly the changes in their practice and beliefs that have been affected by collaborating on patient care. Several of these key areas to examine would be: length of stay, patient and provider satisfaction, number of return visits, and changes in supply costs. Improvements in any of these areas could be due to favorable results from collaborative practice between nurses and physicians. In conclusion, many problems related to nurse physician collaboration are typically blamed on physicians. However the reality is that many of the barriers can be traced back to nursing as well. Collaboration is a process by which members of various disciplines share their expertise. Accomplishing this requires that these individuals understand and appreciate what it is that each professional domain contributes to the â€Å"whole†. The nurse manger plays a pivotal role in establishing an environment that is conducive to collaboration among the disciplines. Although it is a difficult road to follow the benefits of an effective collaborative unit out-weigh the difficulties of establishing such a practice. However, the nurse manager has an excellent vehicle for which to begin her journey and that is the use of transformation leadership, an empowering tool for change.