Reducing Bullying in the Nursing Environment

Reducing Bullying in the Nursing Environment Introduction Bullying is any repeated and systemic behaviour that expects to victimise, humiliate, undermine or threaten towards others, which can impact on physical and psychological well-being. Bullying has been considered as unaccepted workplace behaviour that affects occupational health and safety, and should not be tolerate in any form (Ref). This paper will provide an analytical discussion of the relevant literature of bulling in nursing environment. Rationale regards to the need of changing management plan will be outlined. The plan will utilise Lewins three steps of change theory as a guide to modify the specific phase of change. In addition, it will address the strategies for evaluating the plan outcomes. Finally, this paper will conclude insightfully highlighting main concerns about decreasing bullying behaviour in nursing environment. Literature review Workplace bullying exists in every professional. Particularly, bullying in healthcare environment has been internationally recognised and researched. 70% of US registered nurses who participant in a survey reported being bullied at work. 87% of Turkish nurses stated being bullied in another nursing survey (Ref-Barbara S. Broome). In addition, UK health care reported that recent evidence showed 85% of nurses have been involved in bullying or witnessed a bullying (Ref-Malcolm A. Lewis) and (Ref-Sharon J. Stagg) found 40% of participants never reported bullying in their study. (Ref-A typology of bullying behaviours) state that due to lack of descriptive standard to identify bullying behaviours, which leads to less of effective interventions for reducing bullying behaviours. In addition, the absence of identification of bullying behaviours, bullying acts may be commonly interpreted as office policies or personality differences. The consequences of bullying acts are seriously impact on many aspects, which include nurses, organizations and patients. According to (Ref-Michelle Cleary), the current working environment in health care setting is oriented to maintain safe practices at the meantime also to achieve effectiveness outcomes in day-to-day patients care management. Therefore, under this pressure, it is more likely to create a blaming environment. Nurses who work in a climate of bullying may lead to job dissatisfaction, which, in a way that nurses may resist come to work or call sick leave to avoid facing bullies, and present low productivity in the wards. The bulling acts may impact on both physical and psychological wellbeing, which the frequent outcomes for bullying are headaches, stress, irritability, anxiety, sleep disturbance, excessive worry, impaired social skills, depression, fatigue, loss of concentration, helplessness, psychosomatic complaints, and post-traumatic stress disorder (Ref-Michelle C leary). In addition, the bullied employees from (Ref-LARS JOHAN HAUGE)s study express that they feel more role ambiguity and conflicts in the working environment, therefore, they have less social contact and communicate with colleagues that leads to poor job control and poor management. (Ref-Terri Townsend) states that up to 70% of bullied nurses leave the job, 60% of new RNs quit their first job in 6 months and a third of new graduate nurses think they choose the wrong career. (Ref-Terri Townsend) also introduce a term survivor syndrome, which means bullied nurses would either to quit the job to find another healthier work environment or adapt to the bullying behaviours as part of the culture and become a bully or bystander. When the nurses leave this professional as a result of bullying, the organization has to spend more money for recruitment and re-orientation for new nurses to replace the position. Furthermore, resulting from frequent nursing staff turnover the customer satisf action will decrease and patients may not get continuous care which may impact on patients safety issues (Ref-Michelle Cleary). (Ref- John S. Murray) expresses that the most common reason of nurses may bully others is the need of being in control of everything in the work environment. (Ref- Barbara S. Broome) also states these bullies are narcissistic. Their personality characterized as controlling and manipulative, which means that they like to dominate in interpersonal relationships. These people are self-centred that indicates low empathy, and they normally do not feel guilt over the time by bullying others. Another point of view from (Ref- Workplace bullying in nursing), they believe the educational system foster a belief that the dominate group (normally are senior staffs) is superior and the oppressed group (normally are new staffs) is inferior, therefore, the inferior has to obtain the demand from the superior. (Ref- John S. Murray) also points out that the organization may connive the bullying behaviours in some cases, due to the bullies are senior managers or staffs. The bullies are protected instead of the victims, which has prompted the bullying behaviours existing in the healthcare environment. Many studies have suggested that the organization has to establish zero tolerance policy and legislation to reduce bullying behaviours in healthcare settings (Ref-John S. Murray, Barbara S. Broome, Workplace bullying in nursing). (Ref- Barbara S. Broome) suggest that education will help nurses to recognize the bullies and bullying behaviours and provide strategies to eliminate bullying, meanwhile, they state that education on bullying should not only be provided in work environment but also be implemented in universities and continuing education program that empower new graduates to identify bullying behaviours. In addition, Hutchinson (2009) states the current approaches to bullying are remedial, corrective, regulatory and restorative. Remedial and corrective strategies are focus on individual aspect, to provide counselling to the victim, to mediate between perpetrator and target, and to educate and modify the perpetrators behaviours. Regulatory and restorative strategies are focus on organizational aspect, to provide prohibitive statements about bullying and to make the perpetrator to make amends (Hutchinson 2009). These strategies are more focus on punishing and blaming the perpetrator which has shown ineffectiveness on reduction of bullying. Hutchinson (2009) proposes another strategy named shared responsibility: a restorative approach to bullying, which will not focus on criticising the perpetrator but make the bullying behaviours at the centre. Ref recommend that two parties and their supporters need to come together to discuss the bullying situation, share the concern, share the solution of what can do to repair the harm and what can be done to prevent bullying behaviours in the future. It is important to learn forgiveness and create a non-blaming and non-judgemental working environment (Hutchinson 2009). Rationale for plan The reason to prompt the change management plan is several complaints from anonymous staffs that they feel being bullied by verbal humiliated, given more workload or hidden information from other staffs, which they have expressed their experience like: My preceptor rolled her eyes and looked at me like I was stupid every time I asked her a question. I finally stopped asking. Doesnt she realize Ive only been a nurse for 3 weeks? (Ref- Terri Townsend) Our new manager didn’t like me from the start. Within a month, she was assigning me more and more extra tasks until I couldn’t get them all done. When I tried to talk to her about my workload, she said I should be able to handle it because I was the one with the master’s degree. Later she fired me, stating I didn’t meet our department’s expectations, even though I had several complimentary letters from patients and other managers. (Ref- Terri Townsend) In addition, in those complaints, some have mentioned that they dont feel comfortable to work with certain people, thus, they called sick leave, which has alerted the management that the level of care has been decreased due to patients dissatisfaction and shortage of nursing staffs in the ward that cannot provide effective nursing care. The nursing co-ordinator from the ward has stated that she has to call more agency nurses to replace the regular staffs, whereas, this ward has almost reached the agency budget. If nurse has resigned from the facility as a result of bullying, this may cause financial burden to the organization. The organization has to pay for recruitment, training sections and orientation for new nurses, which leads approximately $15,000 directly extra cost per nurse (Ref- Reiter). Therefore, the rationale for the change management plan would be decrease the incident of bullying, increase bedside nurses retention and increase job satisfaction, which may indirect to improve customer satisfaction as a result of increased level nursing care, decrease financial burden to the facility and build up a better reputation for this facility in the industry. Change Management Plan The change management plan will be guided by Lewins change management model, which includes three phrases: unfreeze, change and refreeze. Unfreeze Identification of what has to be changed needs to be determining in this phrase (Ref- Mind Tools). As the anonymous complaints have come to my attention, these complaints will be considered as feedbacks regarding bullying behaviours in this organization. An initial survey will be conducted throughout the facility to address staffs awareness of bullying and if they willing to make a change in the work environment. A second anonymous survey will also be conducted to gather personal experiences and attitudes from bedside nurses about work related bullying and how they deal with the bullying behaviours. The surveys allow the management to understand the current perception and interaction of bullying within this organization and also motivate staff to be involved in this changing process. Another key to change is to make the organization to implement the plan, which means we have to motivate the organization to accept the idea of change is necessary for the facility and support the change (Ref- Mind Tools). The feedback from the staffs has indicated that the bullying behaviours have affected the nurses performance in daily nursing care. Bullying has decreased the nursing staffs productivity, which leads the quality of care has decreased. Customer satisfaction has decreased as a result form patients cannot receive adequate level of care, in a way that the organizations reputation would damaged. In addition, the nursing coordinator and the human resource manager expressed that high turnover rate in nursing staff, which has directly made the organization cost extra money for each replacement of nursing position. Therefore, in order to maintain reputation, quality of care and reduce financial burden, the organization has to make a change management plan. Change The transition from unfreeze to change will not happen quickly as staffs and the organization has to take time to adapt and accept the new ways of working. In this phrase, people may have questions about the process, such as what is coming and who will be benefit. Clear explanations and honest approach will help dispel rumours (Ref- Mind Tools). As the nursing coordinator and I will explain the coming events , which will include developing zero tolerance policy and legislation, providing education sessions to address workplace bullying and establishing pathway to report bullying behaviours. Staffs may be afraid of being punished because of bullying. Therefore, shared responsibility: a restorative approach to bullying from Hutchinson (2009) would be a useful theory to learn. It is also important to inform employees that the plan aims at the behaviours, not to criticise or punish people. The outcome of the change management plan would be create a non blaming nursing culture in this fac ility, which the nursing staffs will have a nice working environment and prompt them to stay in the profession. The organization will be benefit from the retention of nursing staffs, which reduces costs as a result from nursing turnover. Empowering the involvement is also important for the changing process. In-services sessions will be held to provide an opportunity for employers and employees to have a face-to-face discussion of identification of bullying and how to deal with bullying, which allow both parties being participate in the process, promote understanding between each party and promote the transition to adapt to the workplace culture smoothly (Ref- Mind Tools). In addition, to establish a pathway of reporting bullying will help the management immediately react to any bulling behaviour that can develop new experiences and attitudes toward dealing with bullying. Refreeze In this phrase, the change has adapted to the nursing culture in this facility and we need to develop ways to maintain the effectiveness of change within the facility. For instant, encouraging the nurses unite managers to take the leadership and support their nursing staffs in each ward, frequently collecting feedback from staffs regarding on bullying experiences and running workshops or simulations to keep staffs knowledge about bullying is up to date. Strategies The aim of auditing is to promote and share best practices in order to provide effective care in daily basis. Developing an auditing is not to criticise poor practices, but by analysing the poor practices will help nurses know and realize what goes wrong and what cloud do better in patients care, in a sense that this will prevent the same incident happen again (Ref- Cummins). Therefore, using auditing is the way to assess the outcomes of the change plan. The short term outcomes of audit may show high rate of bullying, the reason would be the nursing staffs are more able to identify the bullying acts in the work environment. However, we would expect that the incident rate would not go up in the long term period. Feedback from nursing staffs will hopefully provide positive responses regarding to bullying, which can motivate the organization to utilize further education on bullying to improve nursing environment. Survey can also be conducted to collect the objective data, which indicate that how nursers feel the change management plan affects their daily performances. Conclusion Bullying is a widespread issue in workplace, in order to make a change management plan that it has to base on evidence support. When innovate a new management, creating the motivation is the first step has to be contemplated, which means the organization accepts the change and the staffs are willing to involve into the new plan. Open and honest approach needs to use to deliver the change as the effective communication can dispel any question or rumour from staffs. Initial supports from the stockholder will empower people to be involved. The consolidation of the change in the current culture involves ongoing support, monitoring and education programs, which increasing the chance of the change becomes norm. References Reiter, M., Young, A., Adamson, C. (2008). Decrease new graduate nurse orientation costs by using HESI exit exam scores. Journal of Nursing Administration, 37(10), 459-463. http://www.mindtools.com/pages/article/newPPM_94.htm Cummins, F. (2006). Using auditing to enhance and improve practice. Nursing Residential Care, 8(1), 37-39.

Disney: An organisational culture Essay

Purpose The purpose of this paper is to discuss the corporate culture of Disney. Within the discussion, a number of topics will be addressed that include: formal statements prevalent in the organization and their impact to the organization, a description of the environment and the statement it makes relative to the organization, the types of language or sayings used in the organization, the type of role modeling, training and teaching that is emphasized, rewards used to motivate employees, stories and legends that are familiar to employees and customers, outcome measures used by leaders within the organization, how leaders respond to critical incidents or crisis, workflow and organizational structure, an evaluation of organization systems and procedures and the types of organizational goals and associated criteria used for the selection of employees. Disney philosophy The mission of The Walt Disney Company is to be one of the world’s leading producers and providers of entertainment and information. Using their portfolio of brands to differentiate their content, services and consumer products, they seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world (Disney.com). This mission statement originated from the original business philosophy of Walt Disney which was: (a) quality will out! (b) give the people everything you can give them; (c) keep the place as clean as you can keep it; (d) keep it friendly; (e) make it a fun place to be (Johnson, 1991). According to Rick Johnson in his article A Strategy for Service (1991), Walt Disney was committed to the single goal of creating happiness for customers whom Walt called guests. He knew that if guests were happy, they would return. Disney also understood that one bad guest experience or disappointment would conversely keep that guest from returning. The focus of Disney corporate culture is guest driven service. In order to ensure there is no deviation from the goal, Disney has created a corporate culture in which the employees or â€Å"cast members† live while at work. It is the Disney way of life which places service to guests above all else. Disney’s legendary customer service is so renowned that today, companies from all areas of business engage in Disney training to improve their customer service. Another key element of Disney culture is to foster creativity and to sustain innovation (Lynch 2001). Disney knew that when employees were encouraged to â€Å"think out of the box† and that their ideas were respected, they would consistently deliver. Disney was known for seeking input from all levels within the organization because he believed good ideas could come from anywhere. The Disney environment Disney opened his first theme park in 1955. His goal was to provide a good show through themed entertainment. Disney essentially transformed his legendary animated movies into reality. The entire park became a stage filled with props and actors. When guests entered Disneyland, they were no longer the audience; they became part of the show. In order for this to be successful, Disney understood he had to control the environment so to speak so that the experience was replicated. He believed that by controlling the environment, the reactions of the guests within the environment could be predicted (Johnson 1991). Disney also understood he had to control the response of his employees to the guests. Being a director and movie-maker, Disney’s view was that it would not be unlike controlling the action in a play or movie in which the cast members have a script and an expected set of actions. Disney took this philosophy a step further by making every employee a cast member. Cast members have a script and a set of standards that are acted out every time they go to work at a Disney location. It is easy to understand why Disney was so successful in consistently delivering the Disney experience. Disneyspeak corporate language Disney created an entire corporate culture by transforming his movie productions into real life experiences for people. One of the ways in which Disney was able to accomplish this feat was by expressing his expectations through the development of a unique corporate language referred to as â€Å"Disneyspeak† (Edginton, 1998) that set the stage and expectations for his vision. In the world of Disney, people were no longer customers, they became guests. Disney teams were charged with the study of â€Å"guestology† (Johnson 1991) which was to develop programs and actions that would consistently exceed guest expectations. Employees became cast members who are literally cast in a role for daily performance (Edginton, 1998) designed to create â€Å"magic moments† for the guests. All of this conveys the message that guests are at the center of all actions and interactions. Cast members understand that attention to detail is critical and that their role is to â€Å"sell the vision† to every guest. Disney empowers cast members with the service theme of â€Å"creating happiness† and provides extensive training, communication and support systems to ensure cast members can make the best decision with every guest encounter (Johnson 1991). Role modeling, training and teaching It seems that Walt Disney is established upon the training, teaching and role modeling among their employees to have good customer service. Everyone who has ever been to a Walt Disney theme park is often warmly welcomed by greetings from such role models handed down through the years to children and adults alike of characteristics like those of Mickey Mouse, Goofy and Donald Duck. These three characters are the main role models of how the rest of the staff should be trained and taught to handle their guests at the Disney Park it appears. This example is not to say that their reputable service is necessarily grounded in stone rather it is ever evolving based upon the premise of their well-known hospitality. The whole concept of their welcoming practices seem to revolve around what their guests would expect and is developed through this whole company as a result of the efforts pertaining to their Public Relations. Employee rewards and recognition Some of the incentives and rewards that the managers and staff receive are warm and generous letters from their visitors and guests as evidenced by the following statements. â€Å"Staff members at Disney receive plenty of training, support, and recognition from their leaders and they don’t stay around long if they don’t buy into the Disney culture† (Amusement Business, Vol. 115 Issue 49, p3, 2p). â€Å"A great deal of passion goes into training and that results in happier employees†, so it seems that the rewards and status symbols that are used to motivate the employees of Disney is a culture and tradition of understanding and compassion that are handed down from employee to employee based on the Disney model throughout the years. In addition to the compassion and understanding, there is much room for growth and promotion as an incentive for those who work hard and do well. Weiss, one of the head managers at Walt Disney walks through the park among the buying public guests to make sure that everything is going smoothly. Additionally, he strives to make himself as accessible to his employees at Disney as possible which helps to promote the communication among the employees that they are working in a compassionate and understanding environment. His style of management functions as incentives and rewards which motivate the Disney staff. Disney legends The Walt Disney collections, Walt’s masterworks, and Walt’s thought are among the stories, legends, and myths familiar to employees and customers. The story of Pinocchio was heartwarming of a unique friendship. The artwork picture of Pinocchio underlined Walt’s belief of designing his animated characters to look real as if they were made of flesh and blood. The animation of â€Å"Bambi† was an interesting picture which took over Pinocchio. Bambi, a deer, was an animated character with an anatomy. The animation of Bambi was an improvement in quality of artwork in all his pictures. Bambi’s mother who was killed off-screen is remembered as one of the most powerful moments of any Disney film. The Golden Age of Animation (1937 – 1942) also called the â€Å"creative explosion† marks the most creative periods in the history of Disney Studios on animation motion pictures. The release of â€Å"Snow White and the Seven Dwarfs† and â€Å"Bambi† films during this five year period remain the most memorable periods in history and a lasting tribute to the remarkable career of Walter Elias Disney. In a study by the Canadian Journal of Psychiatry, children who watch animated films produced by Disney Studios are exposed to a greater incidence of mental illness than they may have experienced if they had watched similar films on TV (Lawson, and Fonts. 2004). Organizational activities, processes and outcome measures In its efforts to uphold excellence, and integrity in all its professional relationships, Walt Disney undertakes the following business activities described below. The Disney Studio Entertainment is the foundation on which the Walt Disney Company was built. The Studio Entertainment is known for its rich legacy of quality creative content and exceptional storytelling. At the heart of the Studio Entertainment are the renowned animated features and live-action motion pictures. The Studio Entertainment distributes its pictures under Walt Disney Pictures, Touchstone Pictures, Miramax Films, and Buena Vista Home Entertainment. The Disney name has now become associated with quality entertainment for the whole family. The Disney Parks and Resorts has become one of the most popular amusement parks known to tourists in recent times. It is the home of the Disney’s beloved characters-Mickey Mouse, Pinocchio, Cinderella and the whole lot. Among the Parks and Resorts are Disneyland in Anaheim, California, Disneyland in Orlando, Florida, Tokyo Disney Resort, and Disneyland Resort in Paris. In all, there are 10 theme Parks on three continents with the 11th Park in Hong Kong to be opened in September 2005. In addition, 35 resort hotels and two luxury cruise ships is part of entertainment offerings in Hong Kong. The Disney theme parks and resorts celebrate Disneyland 50th Anniversary, an 18 month celebration which is scheduled to begin May 5, 2005. The Disney Consumer Products began merchandising in 1929 with the appearance of Mickey Mouse on the cover of a children’s writing tablet. Among its products are apparel, toys, home dà ¯Ã‚ ¿Ã‚ ½cor, and books to interactive games, foods and beverages, electronics and fine art. DisneyStore.com and Disney catalog are the direct marketing tools used by Walt Disney Company. Disney Media Networks include the television, radio, cable, and the internet landscape. ABC entertainment, ABC Daytime, ABC News, and ABC sports appear on the television media. For the cable network are Disney channel, ABC Family, and Toon Disney. And for the radio media are Radio Disney and ABC News Radio. A fund with the American Red Cross has been set up by the Walt Disney Company with an initial donation of one million dollars and having its employees as contributors. The first quarter of 2005 financial results for the Walt Disney Company will be announced live beginning Monday January 31, 2005 at 4:30pm (E ST) through February 7, 2005 at 4:00pm (PST). Disney leadership reaction to critical incidents and crisis The Business leaders at Walt Disney pay attention to the world around them almost as much as they mange their organization. In doing so, DisneyHand a worldwide outreach of The Walt Disney Company brings the magic of Disney to those affected by incidents beyond their control. Along with cast-members (called Disney VoluntEARS), outreach helps in the areas of compassion, partnering with organizations that serve children, families, or others facing crises. In fiscal year 2004, DisneyHand donated more than $165 million in cash. Disney VoluntEARS also contributed more than 450,000 hours to help that in need (Business Wire 2001). In September 2001, DisneyHand committed to contributing 5 Million Dollars to the DisneyHAND Survivor Relief Fund. (Business Wire 2001) These donations went to providing assistance to victims and their Families of the New York and Washington D.C. 9/11 attacks. In doing so, Disney and DisneyHand display a culture of empathy and solidifies its corporate culture of ethical practices, and giving to the community. DisneyHand also creates the perception of an organization interested in more then just making money. The Disney staff embraces a philosophy that when they react to the incidents that happens around them, they can help in the best way with their own contributions. Workflow and organizational structure Workflow can be defined as the process used by an organization to manage operational task. McShane and Von Glinow define â€Å"Organizational structure as the division of labor as well as the patterns of coordination, communication, work flow, and formal power that directs organizational activities† (McShane & VonGlinow, 2003, p. 506). The workflow and structure of an organization helps to define week or strong organizations. Disney’s main strength comes from its organizational structure and workflow of managing the process of creativity and innovation. In doing so, they foster a culture that ensure controlled risk taking. Walt Disney has a structured methodology in its workflow and organizational structure. To ensure all employees and the organization follow this physiology, Disney uses the following five phased model: 1. Define the Culture – For the Organization and In every venture taken a. If a new theme ride is proposed, does the attraction fit within the Disney Culture 2. Align the ideas – To the Organizational Mission Statement and Strategic Direction a. Does a new movie or show parallel Disney’s Vision, Mission, and or Strategic Plan 3. Design the Process – Where ideas flow easily from conception to deployment a. Disney has open lines of communication between all employees from the CEO to a part time worker 4. Refine the Product of Service – Continually improve the idea a. Disney is always asking their customer what they can do to enhance their products. Then they add these enhancements to meet customer expectations. 5. Create Fail Safes – Embrace the concept of successful failures a. At Disney there are no bad ideas, and ideas that are not successes in the market place are opportunities to learn what the customer wants Organizational systems and procedures The Walt Disney Company incorporates Business Standards and Ethics training into its system to provide education and training for domestic and international employees. Disney wants to insure that all of its employees act ethically and legally, and remain in compliance with the company’s Standards of Business Conduct. Disney works towards keeping its communication open among its staff. Disney believes that open communication creates better teamwork and a healthy environment. According to Risk Management Society Publishing Inc. (1993), â€Å"Walt Disney has one of the most sophisticated risk management programs in the US. Disney has a separate loss control, safety, environmental health and industrial hygiene departments. All Walt Disney facilities worldwide are equipped to handle these functions in one form or another.† Walt Disney still holds true to its core mission that it started with, and that is providing quality entertainment for everyone around the world. In a quote from the Vice President and Principal Creative Executive at Walt Disney Imagineering, Sklar (2003) states â€Å"From the beginning, starting with Walt Disney, we have had five things that make me proud to be part of this Company: high-quality products, optimism for the future, great storytelling, an emphasis on family entertainment and great talent, passion and dedication from our Cast Members.† Disney’s values are their driving force that makes them retain the trust of the public and their shareholders. Those values are innovation, quality, community, storytelling, optimism and decency. Employee selection and replacement Walt Disney is committed to treating their employees and cast members with fairness, dignity, and respect. Disney provides equal opportunity for everyone without regard to race, religion, color, sex, sexual orientation, national origin, age, marital status, or any of the other basis that are prohibited by state or federal law. Disney strives to help their employees develop and advance based on their abilities. They want to be able to attract and maintain an employee work force that is reflective of their guests, business partners, shareholders, and communities where they do business. They also want open opportunity so that everyone is advantaged based on their potential and never disadvantaged because they are part of a certain group or class. Disney strives to maintain an organization that is diverse and professional. Conclusion Walt Disney is a company that stands behind its name and its employees. Disney devoted his life to creating magic moments for his guests through the highest level of customer service. Walt Disney is devoted to environmental causes through conservation, action, and education. They are also committed to the highest standards of business excellence. The Disney Corporation is made up of six components, which help them remain consistent in the business standards that they have set for themselves. The six components of their business are their Business Standards and Ethics guidelines, corporate governance, community, environment, international labor standards, and safety.    References Business Wire Sept 18, 2001 p0018: BURBANK, California. Disney Online retrieved January 25, 2005 from http://corporate.disney.go.com. Edginton, D. (April 1998). The magic of management. Des Moines Business Record, 94,15, 10-12. Retrieved January 25, 2005 from EBSCO Database University of Phoenix Apollo Library. Lawson, A. & Fonts, G. (2004). Mental Illness in Disney Animated Films. Retrieved January 29, 2005, from EBSCO database University of Phoenix Apollo Library. Johnson, R. (September/October 1991). A strategy for service – Disney style. The Journal of Business Strategy, 13,5, 38-44. Retrieved January 26, 2005 from EBSCO database University of Phoenix Apollo Library. Lynch, L. (2001). Sustaining innovation Walt Disney instilled how. T &D, 55,6, 44-50. Retrieved January 26, 2005 from EBSCO database University of Phoenix Apollo Library. O’brien, T. (December 2003). Weiss sees employees as Disney’s Magic Makers. Amusement Business, 00032344, 12/8/2003, Vol. 115, Issue 49. Risk Management Society Publishing Inc. (1993). Risk Management, April (1993). 40, 31. Retrieved January 29, 2005, from InfoTrack One File University of Phoenix,Apollo Library. Sklar, M. (2003). Retrieved from The Walt Disney Company website on January 29, 2005, from http://corporate.disney.go.com.

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Charles Kennard and Helen Peters used the mysterious board to question the name, and the board responded with â€Å"O-U-I-J-A.† This was because of t he locket Helen Peters wore of a woman’s rights activist who shared an almost identical name (McRobbie, 1)Read MoreSocial Studies Sba1524 Words   |  7 PagesSocial Studies S.B.A on Sexual activities amongst Jamaican Teenagers | Why so many Jamaican teenagers are having sex? | | Why are so many Jamaican teenagers sexually active? Acknowledgement I wish to thank my Social Studies teacher Mr. Reid for giving me the go ahead on this S.B.A. I also wish to thank my parents for providing me with the needed supplies to ensure that this Social Studies S.B.A would be completed. Special thanks go to Samaya Johnson, Tajey Johnson and Javone Rowe, forRead MorePopular Culture of the 1960s Essay751 Words   |  4 Pageshad more money in there pocket for leisure spending. More people had cars and could take day trips to the coast and the doubled wages meant people could take week or two week holidays during the year. The invention of the television was an overnight success. As the average amount of time spent watching television was five hours in the winter and three hours in the summer a day. Television programmes were not very realistic however, only the emergence of z cars and Read MoreThe Effects Of Video Games On Teenagers909 Words   |  4 Pages Video games are good tools to relax after hours of working and studying. In moderate doses, video games can keep teenagers’ lives balanced between academics and entertainment. If they are in stressful states or worried about their assignments, a few hours of playing video games can help to dispel all of these unnecessary thoughts. However, many teenagers nowadays consume hours a day only for playing video games. Consequently, they fall into the virtual fantasy worlds of video games, which not onlyRead MoreThe Inner Change Program Essay1329 Words   |  6 PagesWhen I came down town to find the Prestera Center, I became lost right off and drove in circles for 20 minutes trying to find the building. I finally asked someone and they pointed me in the right direction. The center is kind of hidden by General Hospital, parking is across the street. The inner-change program is located in part of the building that has a long hallway and several rooms. Most of the rooms are the counselor’s and social workers offices. One room is like a lounge that has a televisionRead MoreRock And Roll : An Integral Part Of American Culture1705 Words   |  7 PagesI love Rock Roll! So, put another dime in the jukebox baby.† - (Joan Jett). Still like that old time Rock Roll. That kind of music just soothes the soul, I reminisce about the days of old, with that old time Rock Roll.† - (Bob Segar). Music has always been an integral part of American culture. Music is the art of combining vocal or instrumental sounds (or both) to produce beauty of form, harmony, and expression of emotion (Oxford Dictionary). People of any race, age, social class, intelligenceRead MoreThe Best Learning Opportunity At A Young Age1464 Words   |  6 Pages In today s day kids are not outside playing as much as they use to, compared to previous generations but in fact spend there life s indoors with there faces glued to electronic devices. Today s kids are growing up without being punished, spanked, grounded or even sat in a timeout corner for three minutes. According to Calvin College psychology professor Dr. Marjorie Gunnoe, â€Å" According to the research, children spanked up to the age of 6 were likely as teenagers to perform better at school andRead MoreThe United States Federal Government1219 Words   |  5 PagesHow about maybe? In this paper I will outline the problems of the pedagogical approach the United States federal government took in light of the War on Drugs on the wide public education on drug use. I will examine two different articles from Think Progress and The Guardian that argue against the 1986 initiative by Nancy Reagan that became one of the most subtle but destructive aspects about the War on Drugs. She started an country wide program aimed at educating the youth. More specifically on