Nursing Leadership Essay Example | Topics and Well Written Essays - 1000 words

Nursing Leadership - Essay Example To for all intents and purposes ascertain the expense of nursing care, I alluded to an orthopedic unit, which had 12 patients who were at various circumstances and had diverse sharpness levels. PCS would be determined on the following: To for all intents and purposes figure the expense of nursing care, I alluded to an orthopedic unit, which had 12 patients who were at various circumstances and had distinctive sharpness levels. PCS would be determined on the following:â †¢ 4 patients were in a condition to be released and had keenness level 1: 4 X 1= 4.†¢ 4 patients were under treatment and had sharpness level 4: 4 X 4= 16.†¢ 4 patients were under normal had sharpness level 2: 4 X 2= 8.This aggregate of 28 hours would be extended by including further 48 hours of a 8-hour move for 8 patients who didn't release in 8 hours which makes a sum of 76 hours. This excellent aggregate of 76 hours can be utilized to decide Full-Time Equivalent (FTE) for a unit.However, this equ ation doesn't give an exact worth since it doesn't have space for fluctuations made by circumstances. For example, if a patient was procuring 2 hours and later requests 3 hours because of some vulnerability in patient’s condition. The expense is as yet being assessed for 2 hours and in this manner giving 3 hours till the patient get steady. To kill these distinctions, Relative Value Unit as a file number is given to every unit dependent on the measure of assets which can be figured out how to create nursing care. For occurrence, $1,250,000 is given to a unit which has absolute RVUs of 5,196.50.... 4 patients were under treatment and had sharpness level 4: 4 X 4= 16. 4 patients were under standard had sharpness level 2: 4 X 2= 8. This aggregate of 28 hours would be extended by including further 48 hours of a 8 hour move for 8 patients who didn't release in 8 hours which makes a sum of 76 hours. This fantastic aggregate of 76 hours can be utilized to decide Full Time Equivalent (FTE) for a unit. Notwithstanding, this equation doesn't give a precise worth since it doesn't have space for changes made by circumstances. For example if a patient was securing 2 hours and later requests 3 hours because of some vulnerability in patient’s condition. The expense is as yet being assessed for 2 hours and consequently giving 3 hours till the patient get steady. To kill these distinctions, Relative Value Unit as a record number is given to every unit dependent on measure of assets (work and capital) which can be figured out how to deliver nursing care (Kelly, 2008). For example $1,250, 000 is given to a unit which has all out RVUs of 5,196.50. The sum will be separated by RVU’s to draw out the expense per RVU. For example $1,250,000/5,196.50 = $ 240.55 per RVU. Along these lines the expense of one patient of level 4 keenness will be $ 240.55 X 4= $962.2 for one day. This recipe of computing the nursing cost doesn't either gives a careful expense since circumstances can differ and can request overabundance assets. Along these lines there is no precise figuring framework to perceive careful nursing cost. Everything relies upon the keenness level which itself isn't sure yet differs as indicated by patients conditions. These outcomes can help plot the nursing care spending which is useful to imagine all pro’s and con’s to later arrangement with the funds emotionally (Kelly, 2008). Dq2#2)

Entity Relationship Diagram of ABC Education †MyAssignmenthelp

Question: Examine about the Entity Relationship Diagram of ABC Education. Answer: Presentation: The contextual analysis that is given is the business procedure of an ABC Education, which manages numerous schools. There are numerous parts of ABCE in various urban areas. All the schools offer various kinds of courses with various offices. There are essentially two kinds of staffs in the organization who works a wide range of works in schools, and every school has a specific director who manages all the tasks in the universities. The understudies need to initially select their names in the enrollment type of the school and decide on the office choice and the subjects they need to concentrate in their course term. There are many planning timetable of the classes that they need to pick likewise. There two sorts of staffs including the authoritative staffs and scholarly part who are known as the resources of the school. All the employees has a limit of 30 understudies in a class simultaneously. Appropriately with various divisions, there are various courses that the offices offers. E ach course has various subjects and each subject is signified by some specific code. The report cards are produced for the understudies as per their picked subjects and grades are given to them as indicated by their presentation. The issues that were experienced while drawing the ER Diagram of the organization was with the cardinality. The connections in the middle of the considerable number of substances were exceptionally unpredictable. The contextual investigation given is amazingly enormous as was very tedious. The connection between the elements characterizes conditions in the middle of the considerable number of properties of the ERD. Business Rules Element: ABC Education The organization of ABC Education has numerous branches in various urban areas. All the branches offer a specific division who gives numerous quantities of courses. Element: Course_Details Every element Course_Details has numerous Department_Code. Each Department_Code has numerous Subject_Code remembered for them. Each Subject_Code has numerous Study_Period Every substance Course_Details has one and only one College_ID Substance: Manager_Details In substance Manager_Details each Manager_ID is related with one and only one College_ID. Substance: Staffs In substance Staffs, there are two classes of staffs, and each Staff_ID is related with only one F_EmailID and As_EmailID. Each Staff_ID is connected with one College_ID and the College_ID may change in like manner every once in a while. Element: Faculty_Staffs In element Faculty_Staffs, there is a F_EmailID essential key that has one and only one worth. In element Faculty_Staffs, every workforce staff is associated with one or numerous Student_ID. Element: Administrative_Staffs In element Administrative_Staffs, there is an As_EmailID essential key that has one and only one worth. Element: Student In Student Entity, the essential key Student_ID is connected with Report_Card for making the report. In Student Entity, each Student_ID is associated with just a single school. In Student Entity, each Student_ID can have at least one than Department_Code. In Student Entity, each Student_ID have many number of Course_Type. In Student Entity, each Student_ID has numerous Subject_code as per their Course_Type picked. In Student Entity, each Student_ID has only one F_EmailID for a specific course picked. In Student Entity, each Student_ID has numerous Subject_Code, which has numerous Study_Period. Element: Subject_Detail In element Subject_Detail, there is a one of a kind key Subject_Code which has numerous Class_Detail. In element Subject_Detail, each Subject_Code has one Department_Code. In element Subject_Detail, each Subject_Code has one and numerous Subject_Period. Element: Class_Detail In element Class_Detail, the Study_Period is related with numerous Student_ID. Each Study_Period is related with only one F_EmailID. Each F_EmailID has a limit of 30 understudies in each Study_Period. Each Study_Period has numerous Class_Name. Each Class_Name has numerous Time_Schedule. Substance: Report_Card In substance Report_Card, each Student_ID has one and only one Student_ID. From the ER Diagram, the complete Business procedure can be dealt with by the primary office of ABC Education. The database of the ERD can deal with the workers, chiefs, and understudies engaged with various universities situated in various areas. There are numerous quantities of understudies who select themselves in various universities of ABC Education Company. In ER Diagram. Numerous information uprightness imperatives are engaged with the ER Diagram of the Company. The issues that emerged while drawing the ER Diagram is that the contextual analysis was that it was excessively huge and too complex to even consider handling. To limit the multifaceted nature of the ERD, the work can be isolated into littler part so the database can be dealt with little. Enormous database prompts greater multifaceted nature and the head of database discovers hard to deal with it. List of sources Batini, C., Ceri, S. (2017). The Early Days of Entity-Relationship Modeling Retrospective on Dataid Project and Beyond. InConceptual Modeling Perspectives(pp. 259-268). Springer, Cham. Denzler, A., Kaufmann, M. (2017, December). Toward granular information examination for information insight: Extracting granular element relationship diagrams for information profiling. InBig Data (Big Data), 2017 IEEE International Conference on(pp. 923-928). IEEE. Dimitrieski, V., ?elikovi?, M., Aleksi?, S., Risti?, S., Lukovi?, I. (2014, September). Expanded element relationship approach in a multi-worldview data framework demonstrating instrument. InComputer Science and Information Systems (FedCSIS), 2014 Federated Conference on(pp. 1611-1620). IEEE. El?Assady, M., Sevastjanova, R., Gipp, B., Keim, D., Collins, C. (2017, June). NEREx: Named?Entity Relationship Exploration in Multi?Party Conversations. InComputer Graphics Forum(Vol. 36, No. 3, pp. 213-225). Krishna, P. R., Khandekar, A., Karlapalem, K. (2016). Demonstrating dynamic relationship types for subsets of element type occasions and across substance types.Information Systems,60, 114-126. Liu, X., Chen, F., Fang, H., Wang, M. (2014). Misusing substance relationship for question development in big business search.Information retrieval,17(3), 265-294. Thalheim, B., Tropmann-Frick, M. (2015, October). Improving substance relationship schemata for reasonable database structure models. InInternational Conference on Conceptual Modeling(pp. 603-611). Springer, Cham. Vexler, V. A., Bazhenov, R. I., Bazhenova, N. G. (2014). Element relationship model of grown-up training in territorial broadened instruction system.Asian Social Science,10(20), 1.

Personal Narrative Writing Ideas for High School

Personal Narrative Writing Ideas for High School Writing a Personal Narrative Ideas for High School Looking for personal narrative writing ideas? Writing a narrative essay about the personal experience can be the most enjoyable type of school assignment to write because it gives you an opportunity to share an important event in your life and tell about your most intimate life experiences or life lessons. The topic of your personal narrative essay should reveal your personality or you can focus on a memorable event that had a great influence on you and shaped your outlooks and opinions. A personal narrative essay usually includes the same elements as an ordinary short story â€" a speaker, a plot, characters and settings, the main theme, and a viewpoint. But when writing your personal narrative, you do not need to create these key elements from your imagination because you know them from your personal experience. When writing a personal narrative, schoolchildren are introduced to the magic of storytelling. The goal of personal narrative writing is sharing a personal experience to create an emotional reaction on the reader. Sensory details, similes, and metaphors are important parts of personal narratives because they help the readers to feel a connection to the author. Many students follow these steps when writing a personal experience essay: Make quick notes of the main events in your narrative essay Organize all the events in your essay in a chronological order Decide what type of chronology you are willing to use in your personal essay: a flashback, flash forward or straight one Draft your narrative essay, writing in the first person Show, don’t tell. Provide your audience with convincing details of the events and vivid images that make your point Use a good combination of different figures of speech, engaging dialogue, and sensory details When you revise, edit, and rewrite your personal narrative, make sure that your piece of writing has a clear focus Where to Find Ideas for Writing a Personal Narrative How to choose personal narrative writing topics? Actually, a personal experience essay can describe any event in your life, no matter how long it lasted â€" just a few minutes or a few years. The only requirement is that your personal experience essay should have a clear point. When planning your narrative, start with a brainstorming session and write down as many ideas as you can. Don’t think that you have nothing to tell other people. Everyone’s life has some interesting events. For example, you can write about your painful or the happiest memories, the scariest moments, the moments when you were surprised or laughed the hardest. Make the list of specific events you want to describe, and select only those that can be arranged in the chronological order and the events that can be described with colorful, engaging or interesting details. Finally, make sure that the essay topic you have chosen has a point. There are a lot of different reasons why you may need to write a personal narrative essay, from an ordinary class writing assignment to a college application requirement. Then you may need personal experience writing ideas. Here is a short list of narrative writing prompts that can inspire your to describe a memorable event in your life, to tell an exciting story, to observe some important details in your world or write about who you are and reflect on ideas what you believe. What challenges have you ever overcome? Do you have any secret survival strategies? What motivates you? Do you have any problems with time management? Who are the people that you admire most? What is the best advice that you have got? Tell something about your family’s history. How close are you to your Mom and Dad? What is your favorite place in your hometown? Do you know your neighbors well? Where would you like to live when you are an adult? Do you have any ideas about your dream home? Are there any moments from the past that you wish to return? What was the best gift that you received in your early childhood? What are you grateful for? When do you lie? How do you understand the phrase ‘to be a real man’? Do you consider yourself a feminist? Are you a spender or a saver? Can money buy you happiness? Are you addicted to texting? Are you distracted by technology? How real are you on social media? What music inspires you? What are your favorite books and writers? What words do you hate? Where do you want to go to college? What’s your dream job? Do you have a best friend? What is your fantasy vacation? These 30 personal writing ideas listed above can serve you as a starting point for your brainstorming sessions and help you choose a good topic for writing an engaging personal story everyone can enjoy. If you need help with writing your personal narrative or any other type of essay, you can hire a professional writer on our paper writing service and get a qualified assistance. Our experienced writers can create impressive model essays on your topic if you provide them with necessary information.

Instruction On The Context Of Curriculum - 1544 Words

Tiffani Flora Instruction in the Context of Curriculum, EDUC J500 Research Paper J. Wylie Sirk, Ed.S. November 19, 2011 1 Table of Contents†¦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‚¬ ¦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‚¬ ¦.1 Abstract†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 Introduction†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Research†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Effects on Curriculum†¦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‚¬ ¦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‚¬ ¦..5 Effects on Students†¦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‚¬ ¦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‚¬ ¦..6 Effects on Educators†¦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‚¬ ¦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‚¬ ¦.6 Effects on Schools†¦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‚¬ ¦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‚¬ ¦..7 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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 2 Abstract: Today’s educators are faced with a new generation of†¦show more content†¦This report is based on information collected in 2010-2011 from technology plans submitted by schools and corporations across the state. The report shows that mindsets of schools are starting to shift with 46% of schools reporting that they have begun to virtualize their servers and 29% of schools reporting they are likely to do so in the future. In addition to this, many schools have begun to integrate one to one initiatives into their classrooms. This initiative provides a device, such as a laptop, to each student for their use at school or at home. Finally, according to a study done by the National Center for Educational Statistics, â€Å"American children between the ages of 9 and 17 use technology more than any other age group† (Gillard Bailey, 2007, p.87). We, as educators of a new generation, must realize that we have students who have been raised with technology at their fin gertips. Our students have grown up in a world immersed with technology. Many schools have been fighting against the use of technology in the classroom. 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Orden deportación in absentia cómo saberlo y qué hacer

Los migrantes que reciben por carta una notificacià ³n para presentarse en corte y que no se presentan pueden ser condenados por un juez a deportacià ³n in absentia, lo que tiene consecuencias migratorias graves. Generalmente, la carta que notifica la obligacià ³n para presentarse en corte para un proceso de deportacià ³n se conoce como Notice to Appear o NTA, por sus siglas en inglà ©s. Sin embargo, en ocasiones podrà ­a ser una notificacià ³n conocida como OSC, las siglas en inglà ©s de Order to Show Cause. Consecuencias de orden de deportacià ³n in absentia Si un migrante no se presenta en corte el dà ­a y a la hora indicada y el juez dicta una orden de deportacià ³n in absentia en su contra, las consecuencias principales son dos. En primer lugar, si el migrante es arrestado o detenido posteriormente, serà ¡ deportado rà ¡pidamente, sin presentarse ante un juez migratorio. En segundo lugar y por aplicacià ³n de la Seccià ³n 212(a)(6)(8) de la Ley de Inmigracià ³n y Nacionalidad (INA, por sus siglas en inglà ©s), si el migrante sale de Estados Unidos o es deportado no serà ¡ elegible por cinco aà ±os para solicitar los perdones I-601 y/o I-212 para regresar al paà ­s. I Incluso una vez que transcurra ese plazo serà ¡ difà ­cil obtenerlos porque deberà ¡ demostrar causa razonable para explicar por quà © no se presentà ³ a su cita en corte.  ¿Cà ³mo puede saber un migrante si existe una orden de deportacià ³n in absentia dictada en su contra? Es posible saber si existe una orden de deportacià ³n marcando anà ³nimamente a un telà ©fono gratuito de la Oficina Ejecutiva de Revisià ³n de Inmigracià ³n (EOIR, por sus siglas en inglà ©s). Esto es lo que hay que hacer: Marcar 1-800-898-7180. 24 horas del dà ­a/siete dà ­as de la semana.Responde una mà ¡quina y da la opcià ³n de seguir en inglà ©s o en espaà ±ol. Si se prefiere este à ºltimo idioma, presionar el 2.Seguir las instrucciones y la mà ¡quina automà ¡tica va a pedir que se introduzcan los dà ­gitos (nà ºmeros) del Alien Registration Number. Si se tiene una tarjeta de residencia, es el nà ºmero que aparece en la green card. Si no se tiene, es el nà ºmero que aparece precedido por la letra A y el sà ­mbolo # en todos los documentos que se ha recibido del EOIR o del Departamento de Seguridad Interna (DHS, por sus siglas en inglà ©s). Si el nà ºmero tiene nueve dà ­gitos, introducirlos todos. Si tiene ocho, introducir un cero y luego los ocho nà ºmeros. A continuacià ³n, seguir las instrucciones para saber la informacià ³n que se busca, como si hay un proceso pendiente, si ya acabà ³, quà © Corte lo lleva, cuà ¡l fue la decisià ³n del juez, si la ha habido, y si hay orden de deportacià ³n.  ¿Quà © hacer si se confirma que hay una orden de deportacià ³n? Es muy recomendable que antes de hacer nada, como salir de Estados Unidos o presentarse ante Inmigracià ³n, consultar con un buen abogado especialista en estos temas. En algunos casos es posible eliminar la orden de deportacià ³n solicitando con à ©xito una mocià ³n para reabrir el caso. Ejemplos de situaciones que podrà ­an permitirlo serà ­an: no haber recibido la notificacià ³ncambio de domicilio, que se notificà ³ a las autoridades migratorias, pero no se actualizà ³ su base de datos debidamente, etc. No hay plazo mà ¡ximo para presentar la mocià ³n para reabrir el caso si se dan esos ejemplos. Por otro lado, en los casos en los que el migrante no se presentà ³ a la cita en corte por circunstancias excepcionales como, por ejemplo, una enfermedad seria, el fallecimiento de un hijo/cà ³nyuge/progenitor, etc, y esa situacià ³n puede probarse con evidencias, serà ­a posible solicitar una mocià ³n para reabrir el caso, siempre y cuando se pida en los 180 dà ­as siguientes a la fecha en la que se dictà ³ la orden de deportacià ³n. Importantà ­sima diferencia entre orden de arresto judicial y orden de arresto administrativa Todos los migrantes, incluidos los indocumentados, tienen derechos bà ¡sicos en Estados Unidos. Entre ellos està ¡ el derecho a no abrir la puerta de sus viviendas o de sus autos cuando ICE se presenta para detener a un migrante con una orden administrativa. Dichas à ³rdenes està ¡n firmadas por un funcionario migratorio y està ¡n seà ±aladas como Warrant of Removal/Deportation. Sin embargo, en algunos casos ICE puede presentarse con una orden judicial, en cuyo caso el papel que muestran debe hacer constar las palabras arrest warrant y debe estar emitida por una corte y asà ­ debe constar claramente. En las à ³rdenes judiciales sà ­ que existe la obligacià ³n de abrir la puerta, aunque algunos abogados recomiendan otras estrategias. Si ICE se presenta en un domicilio se puede pedir que muestre la orden que tiene a travà ©s del cristal de una ventana o por debajo de la puerta para determinar quà © tipo de orden tiene. En todos los casos no se està ¡ obligado a hablar y se puede solicitar un abogado. Orden deportacià ³n in absentia Si un migrante no se presenta a una cita en corte, el juez puede ordenar su deportacià ³n in absentia.Los migrantes pueden saber si tienen una orden de deportacià ³n marcando gratuita y anà ³nimamente al 1-800-898-7180.En algunos casos, los migrantes podrà ¡n luchar contra dicha orden de deportacià ³n presentando una mocià ³n para reabrir el caso.Los migrantes con orden de deportacià ³n in absentia pueden ser removidos o deportados de EE.UU. rà ¡pidamente, una vez que son arrestados. No tienen derecho a presentarse ante un juez. Este artà ­culo no es asesorà ­a legal. Sà ³lo tiene una funcià ³n informativa.

Petroleum and Supply Chain Free Essays

A Report On Castrol India Ltd. , Mumbai Assignment: Supply Chain Executive Summary Castrol India LTD. Castrol India Limited is a Public Limited Company with 70. We will write a custom essay sample on Petroleum and Supply Chain or any similar topic only for you Order Now 92% of the equity held by Castrol Limited UK (part of BP Group). From a minor oil company, with a share of about 6% in 1991, Castrol India has grown to become the second largest lubricant company in India with a market share of around 28%. Castrol India manufactures and markets a range of automotive and industrial lubricants. It markets its automotive lubricants under two brands – Castrol and BP. The company has leadership positions in most of the segments in which it operates including passenger car engine oils, premium 2-stroke and 4-stroke oils and multigrade diesel engine oils. Castrol India has the largest manufacturing and marketing network amongst the lubricant companies in India. The company has 5 manufacturing Plants across the country, including a state-of-the-art plant in Silvassa. The company reaches its consumers through a distribution network of 270 distributors, servicing over 70,000. retail outlets. From a minor oil company, with a share of about 6% in 1991, Castrol India has now grown upto a market share of around 28%. Product and services * Passenger car oil * Gear Oil * Diesel Engine oil * Two wheeler engine oil * Grease * Coolant * Castrol Supply Chain Network Overview * Manufacturing facilities : In India there are 12 production facilities with major ones at Patalganga, Silvassa, Tondiarpet, Paharpur. Each production plant has its own capacity in terms of different packing lines and not SKU. | * Plant and capacity data Daily available filling capacities across current locations(in KL) – Single | Shift w/o overtime*Data taken by project Report | | | Distribution: Inbound Logistics: The base oil for Castrol is centrally purchased by British Petroleum. Some of the Indian refineries also provide base oil to Castrol India Limited. The oil is brought to the plants by tankers from offshore tanks. Castrol India Limited has four plants-Patalganga, Silvassa, Paharpur and Tondiarpet and in total 12 filling stations. Outbound Logistics: Castrol has three tier distributor structure-distributor hubs (CDC/RDC), carrying Forwarding Agents (CFA) and Distributors. The transportation from manufacturing plant to distributor hub is called Primary Transportation (P0). Transportation from distribution centre to carrying forwarding agency (CFA) (P1), from warehouse to warehouse (P2) and warehouse to customer and distributors is called Secondary transportation. The entire country is divided into four zones North, East, West and South. There are 30 CFA,2 DC and 4 Marine warehouses in India. The diagram below shows the supply chain distribution structure at Castrol India. There are five layers – Supplier, Plants, Distribution Hubs, Warehouses and Distributors. Castrol has recently implemented DRM in which demand is generated at the CFA level once the inventory at the distributor level falls below an established norm. * The diagram below shows the supply chain distribution structure at Castrol India. There are five layers – Supplier, Plants, Distribution Hubs, Warehouses and Distributors. Castrol has recently implemented DReaM in which demand is generated at the CFA level once the inventory at the distributor level falls below an established norm. Global Reach: The global reach of British Petroleum is shown in the below mentioned figure. Castrol is a subsidiary of that. Planning Process: Forecasting: Generating production forecasts is a key business process in the oil and gas industry. Production foreca sts are used to calculate cash flow using economic models and to assess reserves in the corporate portfolio. These forecasts impact the financial health of the company and its market value. To generate forecasts, the super majors use in-house reservoir simulators and commercial simulation products, several of which exist on the market. Generally, companies use a variety of methods for production forecasting. Production forecasts for brown fields, i. e. fields currently in production, are regularly updated with production data acquired with off-take volumes. Many production forecasting software products on the market are generally applied on a fit-for-purpose basis. Reservoir simulation is a standard part of the reservoir engineer’s toolkit for generating production forecasts. The reservoir models have become more sophisticated over the years, due to the increasing computing power available, with the creation of earth models and use of high-technology tools to acquire data for history matching. For brown fields it is common practice to use a reservoir simulation model and history to match the model with new reservoir data on a regular basis and run the model in forward prediction mode to generate forecasts of oil, gas and water production volumes. Use of 3-D seismic data acquisition became widespread in the 1980s and 1990s. This has allowed construction of detailed reservoir models of the subsurface architecture and identification of additional oil (new zones, bypassed oil, etc. ). Increasing use of geostatistical models during the 1990s has raised the awareness of risk and uncertainty and their impact on decision-making. The driving force has been to reduce the bandwidth of uncertainty, i. e. to narrow the range of uncertainty by using multiple realisations. Systematic application of statistical techniques may be used to understand the predicted reservoir behaviour and the range of production forecasts. Production forecasts can also be generated using traditional methods, such as decline curves. Classical reservoir engineering methods, such as material balance, should also be in the reservoir engineer’s toolbox. It is important to recognise that the reservoir simulator should not be used as a ‘black box’. For history matching, the production data has to be quality-checked to ensure good quality control and validity. The forecasts generated by a reservoir simulator should be consistent with other reservoir engineering methods that are used, for example, in gas field P/Z plots (i. . the visual image of the gas material balance, where the original gas volume equals the remaining gas volume plus the volume of gas produced). Future trends in real time production forecasting with automatic history matching will include production data and 4-D seismic data, the creation of geo statistical models and multi-realization simulation models for forward prediction. This will s till require reservoir engineering intervention to assure and control the quality of the output. With the advent of the e-field, an executive might be directly linked to the same computer as the reservoir engineer and can view, on a screen at his desk, the corporate production forecasts and the corporate reserves being updated in real time. Oil industry (Castrol) forecasts are generated using the best-practice techniques of time-series modeling. The precise form of time-series model used varies from industry to industry, in each case being determined, as per standard practice, by the prevailing features of the industry data being examined. For example, data for some industries may be particularly prone to seasonality, i. e. seasonal trends. In other industries, there may be pronounced non-linearity, whereby large recessions, for example, may occur more frequently than cyclical booms. Approach varies from industry to industry. Common to analysis of every industry, however, is the use of vector auto regressions. Vector auto regressions allow us to forecast a variable using more than the variable’s own history as explanatory information. For example, when forecasting oil prices, we can include information about oil consumption, supply and capacity. When forecasting for some of our industry sub-component variables, however, using a variable’s own history is often the most desirable method of analysis. Such single-variable analysis is called univariate modeling. We use the most common and versatile form of univariate models: the autoregressive moving average model (ARMA). In some cases, ARMA techniques are inappropriate because there is insufficient historic data or data quality is poor. In such cases, we use either traditional decomposition methods or smoothing methods as a basis for analysis and forecasting. It must be remembered that human intervention plays a necessary and desirable part in all our industry forecasting techniques. Intimate knowledge of the data and industry ensures we spot structural breaks, anomalous data, turning points and seasonal features where a purely mechanical forecasting process would not. Inventory Planning: The company recently had implemented an inventory optimization application from Tools Group, Amsterdam, called DPM (formerly, Distribution Planning Model). But Tenaglia knew that technology was only part of the solution. After gaining some experience with the software to understand its capabilities, the European division of Castrol undertook the hard work of organizational change, creating a supply-chain planning department that was totally separate from execution functions. Aggregate Planning Methodology: Castrol initiated a program to improve their Sales and Operations Planning (SOP) processes. The team was faced with reactive supply chains caused by forecasts that were inaccurate, unreliable and incomplete. The forecast did not extend to all SKUs and calculations required intensive manual work. The supply chain was still widely order-driven and structured to be reactive, rather than proactive. The demand forecast was carried out by sales and marketing, so the supply chain people reworked the forecast in order to trigger replenishments. We had a lot of uncertainty due to poor forecast practices. † The inventory side was also challenging. Most slow moving products had excess inventory. Fast moving products were often out-of-stock. Safety stocks had been set manually, based largely on personal experience. In the calculations, there was little formal sense of supply and demand uncertainty. Safety stocks were infrequently adjusted, and when they were, it was often in reaction to a single event. For instance, an under stock situation would often trigger an increase in safety stock levels. addition, planners were expediting to constantly to overcome the poorly derived inventory targets. This expediting was triggering production reschedules and urgent deliveries, increasing costs and amplifying supply chain noise. â€Å"We’ve seen dramatic increases in our service level with significant reductions In inventory across Europe†. Castrol identified the need to build an effective SOP planning process which they would implement in one country and then roll out across Europe. The resulting system would coordinate ten independent systems into one global and unified coherent planning process, encompassing the â€Å"downstream† portion of Castrol’s supply chain, from blended oils and packaging through to the end user customer. The system would insure high service levels to customers, reduce stock-outs and cut back on manual expediting. BP Castrol quickly came to the conclusion that to accomplish the above, they needed to include nventory in their SOP process. Improving the forecasting process was clearly required, but alone it would not achieve the high customer-service levels they wanted. A Castrol uses software that analyzes demand history across multiple dimensions so you can obtain the best possible forecasts and inventory targets for driving your supply chain. Innovative and advanced technologies enable Castrol to improve and automate planning processes. Solutions span key supply chain planning areas such as Demand Planning, Demand Sensing, Promotion forecasting and Inventory Optimization. BP Castrol’s resulting system delivered the target service levels, reduced out of stocks, and largely eliminated the expediting. Over a two year period, KPIs improved dramatically. Aggregate forecast accuracy improved by 15% on average and channel forecast accuracy* improved to 90% for retail. (* % of SKUs demand within 20% of a 2 months aged forecast) Total network inventories were reduced by 35%, 20% in the first year after implementation and then 20% again in the following year. Despite the lower inventories, service levels to customers, as defined by â€Å"line fill rates†, were up by 9% overall. The system has become a unique company standard for excellence in forecasting, customer service level planning and inventory optimization. The system now spans 29 installations, 25 countries and has been expanded to two continents. The Payoff: Reduced Inventory and Higher Service Levels The replenishment flows had to be synchronized with the demand signal through optimized inventories. They improved demand sensing by generating more robust and reliable forecasts. They implemented an improved and standardized monthly demand forecast process cycle. A single point of accountability was instituted. Promotion planning and monitoring was also improved. They improved demand response by improving safety stocks using a solution provided by Tools Group. Reliable statistical modeling accurately measured demand and supply chain volatility. Reliable inventory modeling and mix optimization techniques accommodated this volatility and accurately set the inventory targets required to achieve a responsive inventory mix. The Payoff: Reduced Inventory and Higher Service Levels BP Castrol’s resulting system delivered the target service levels, reduced ut of stocks, and largely eliminated the expediting. Over a two year period, KPIs improved dramatically. Aggregate forecast accuracy improved by 15% on average and channel forecast accuracy* improved to 90% for retail. (* % of SKUs demand within 20% of a 2 months aged forecast) Total network inventories were reduced by 35%, 20% in the first year after implementation and then 20% again in the following year. Despite the lower inventories, service levels to customers, as defined by â€Å"line fill rates†, were up by 9% overall. The system has become a unique company standard for excellence in forecasting, customer service level planning and inventory optimization. The system now spans 29 installations, 25 countries and has been expanded to two continents. Pricing: The rising crude prices caused severe Base-oil supply imbalances. The shortage of raw material also severely impacted many of the small-scale players in the Indian lubricant market. (Castrol) Further, the supply uncertainty triggered rapid Base oil price increases. This in turn caused most lubricant players, including Castrol, to take multiple price increases during the year. . Economic slowdown the global financial crisis in the second half of 2008 severely impacted the Indian stock market and caused the rupee to depreciate by about 20% with respect to the US Dollar. The rupee depreciation offset benefits of softening Base-oil prices during the latter half of the year. The lower overall economic activity level and restricted availability of finan ce also impacted automotive sales and trucking activity in the second half of 2008. a slow-down in the construction sector earlier in the year due to the high interest rate regime was further affected by lack of credit in the second half. This has caused an overall slackening of demand in the lubricant market, particularly in the industrial, mining, off-road and fleet-operators segment, in the last quarter of the year. The lubricant channel partners reacted to this period of uncertainty by tightening their inventory levels, causing a one-off impact on lubricant volume in the second half of 2008. 2. Crude oil Crude prices continued to remain an important cost input element to Base-oil in addition to supply demand economics. In 2008, crude prices rapidly increased and crossed US$145 a barrel in July. This triggered steep increases on various crude derivatives including Base-oils across the globe. In the second half of the year the crude prices collapsed but the depreciation of the rupee against the US Dollar offset some of the increases. Refiners also carried inventory of high priced crude procured earlier and as a result, the benefits of the falling crude prices were not passed on by refiners to industrial customers in tandem with the crude prices. The following graph indicates the trend of crude prices 3. Base-Oils and Additives The steep rise in crude prices severely impacted the Base-oil prices with multiple price increases charged by the Base-oil refiners. At its peak, the Base-oil price touched uS$1800 per ton in the second half of the year, almost doubling from 2007 exit levels. The increases were regular and quick until September 2008. Supply situation had further deteriorated due to refinery closures, production issues and turnaround at domestic and international sources. Due to limited availability, customers were put on allocation by major refineries. Post the crude prices falling from the high of over uS$145 a barrel and the economic slowdown, the availability of Base-oils witnessed strong improvement. However, there was very little reduction in prices till the last quarter due to the depreciation of the rupee against the US Dollar and the high inventory of Base oils held by refiners in anticipation of demand. Input costs of additive manufacturers witnessed a rapid increase and with the expectation of higher demand, the pricing balance tilted in favor of additive manufacturing companies. Additive prices witnessed an increase of circa 25% over the 2007 levels. However, Castrol has managed the volatile input prices by ensuring effective procurement and inventory management. Productivity of purchasing spends and working capital management has been an area of focus. Tight control of Base-oils and additives inventory has ensured higher inventory turnaround and release of cash in a timely manner for the business. EXCECUTION: Checking and Controlling of Inventory Plan: The management conducts physical verification of inventory at reasonable intervals during the year. b) The procedures of physical verification of inventory followed by the management are reasonable and adequate in relation to the size of the Company and the nature of its business. (c) The Company is maintaining proper records of inventory and no material discrepancies were Noticed on physical verification. Performance Evaluation Parameters: †¢ Facilitate planning, execution, and management †¢ Enhanc e visibility †¢ Reduced inventory and demurrage cost †¢ Improve productivity and operational efficiency †¢ Respond quickly and synchronize changes †¢ Reduced costs †¢ Improve decision making Increase customer satisfaction †¢ Build strategic relationships †¢ Improve agility, competitiveness, and business performance Information Technology : In the oil and gas industry, knowing where and what product is being produced or delivered is essential to an efficient and effective organization. The use of IT to offer possible remote control of equipment and facilities, transaction services monitoring, and even transportation management service is important. Firms like British Petroleum have developed new systems to aid in their business operations by using these technologies. Past and present methods of communication in the oil and gas industry have included satellite communications (on a limited basis), Cellular and Specialized Mobile Radio, fiber-optics, and general offshore telephone service using radio frequencies consisted of a radiotelephone based antenna/transmitter that would allow communications between any offshore oil platforms and land-based telephone networks. These systems required a team of employees to monitor and report to management on a continuing basis. Currently, cellular and specialized mobile radio services are in the process of providing better services to the offshore drilling platforms and are generally expected to replace the older offshore radiotelephone systems found primarily in the Gulf of Mexico region. Such systems make use of these technologies to reduce and/or eliminate on site monitoring by a team of employees. With respect to labor costs, the organization could save substantial amounts of money because there is no need to have personnel continuously on location to inspect, monitor, maintain, and/or report conditions. Wireless data provided by implemented wireless technology would automatically produce reports on processes. Adjustments could be made at appropriate times reducing any overtime payments. The benefits of IT integration to the Castrol as a whole could be substantial. Supply Chain Collaborations, Coordination, And Cooperation Supply-chain management requires an oil and gas company to integrate its decisions with those made within its chain of customers and suppliers. This process involves relationship management by the company. Both customer relations and supplier relations are key to effective coordination of supply-chains. Often, the interaction between suppliers and their customers are adversarial in nature, based on a negotiated contract that spells out all the terms and conditions by which all parties are required to comply. Instead, a firm can create long-term strategic relationships with their suppliers. In most cases, it is a collaboration process between the oil and gas operating company and its suppliers. One of the weaknesses of a supply-chain is that each company is likely to act in its best interests to optimize its profit. The goal of satisfying the ultimate customer is easily lost and opportunities that could arise from some coordination of decisions across stages of the supply-chain could also be lost. If suppliers could be made more reliable, there would be less need for inventories of raw materials, quality inspection systems, rework, and other non-value adding activities, resulting in lean production. Coordination from the perspective of British Petroleum Company involves the following issues: * ensuring supplier effectiveness n cost, timeliness and quality * setting appropriate targets for inventory, capacity, and lead time * monitoring demand and supply conditions * Communicating market and performance results to customers and suppliers. A typical challenge in the petroleum industry supply chain is the attitude and anxiety regarding collaboration and information sharing between supply chain partners. While collaboration and information sharing rep-resent a crucial factor for supply chain efficie ncy. Improved supply chain efficiency in the petroleum industry, therefore, needs a new philosophy in collaboration, even if this means working with competitors. How to cite Petroleum and Supply Chain, Papers

Vodafone Customer Satisfaction Essay Example

Vodafone Customer Satisfaction Essay MARKETING RESEARCH INTERNAL ASSESSMENT ASSIGNMENT SATISFACTION OF VODAFONE CUSTOMERS BY RAHUL G GADDAM PGDM BT ROLL NO: 10 ACKNOWLEDGEMENT In the preparation of this report, I acknowledge the encouragement and assistance given by a number of people from IPE. I sincerely thank Dr. Reshmi Ann Thomas for providing assistance and guiding me in doing this project. I thank her once again for exposing me to research methodology and also exposing me to software package SPSS. I want to show my gratefulness to all the respondents who spared their precious time in answering my questionnaires. INDEX PAGE NO: EXECUTIVE SUMMARY 4 INTRODUCTION 5 Executive Summary This research intends to investigate the relationships between the independent variables (offers,affordability,customer service, connectivity) and the dependent variable (customer satisfaction in Vodafone). It is a correlational study that measures the relationship by showing offers,affordability,customer service, connectivity as the independent variables and consumer preference as the dependent variable. The sample for this study was the IPE postgraduate students who use Vodafone as their service providers. Total 43 questionnaires were distributed among the undergraduate students and each questionnaireconsists of 14 questions. therefore 602 questions were used for data analysis. SPSS 15. 0 was used to analyze the collected data. We will write a custom essay sample on Vodafone Customer Satisfaction specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Vodafone Customer Satisfaction specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Vodafone Customer Satisfaction specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Reliability analysis and stepwise regression analysis were performed for testing hypothesis. Finally, considering the time and resource constraints, the researcher tried to follow every possible guideline to establish the relationship between the variables. INTRODUCTION Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is the largest mobile telecommunications network company in the world by turnover and has a market value of about ? 75 billion (August 2008). Vodafone currently has operations in 25 countries and partner networks in a further 42 countries. The name Vodafone comes from Voice data fone, chosen by the company to reflect the provision of voice and data services over mobile phones. As of 2006 Vodafone had an estimated 260 million customers in 25 markets across 5 continents. On this measure, it is the second largest mobile telecom group in the world behind China Mobile. Mobiles places a vital role in our life these days. There are many network providers in the market. Vodafone is one of the major player in the telecom sector. This research is all about customers using Vodafone as their serivce providers. The customer has wide choice of selecting the network, among them Vodafone stands the first to be choosen and that is the reson why it is said to be worlds largest network. The main objective of this research is to find out whether the customers using Vodafone as their service providers are satisfied with its service or not. Satisfaction of the customer is the main priority of a service. More than 70% of its users are satisfied with its service (according to the researcher).