Assessing The Economic Performance Of Asda Business Essay

Assessing The Economic Performance Of Asda Business Essay ASDA Group Ltd is UK number one largest food retailers. It sold variety of items like food, books, apparel, CDs, electronics and house hold items. Earlier they have started as just superstore and today they have expanded themselves globally. Goal of ASDA The main aim of any organization is to survive or exit in the market .for this they believe in Value for money Competitive prices Meeting Consumer needs Progressive returns on investment. ASDA aims to make goods and services more affordable for the people. Mission statement of ASDA The mission statement of ASDA is to be the Britains best value retailer exceeding customer needs always. It has shown that it value a lot for the respect of the individual, customer service and excellence. Marketing strategy of ASDA ASDA is playing on low price/low cost strategy in the market. They have lowered down their operating cost as well as carbon foot-printing with the help of sustainable development programmes. They are using the strategy in which they are trying to use the best quality products but with the lowered price so that maximum number of customers can be attracted. They have tried their best to maintain a good relationship with the customers. They have improved a lot in the customer services. They have played a strategy of ASDA price guarantee to win the trust of the customers to a large extent. Organization behaviour Organizational behaviour basically deals with the deep study of the impact of all the activities of individuals and groups within the behaviour of the organization. It also deals with the study of the impact of organizational structure on human behaviour. In organizational behaviour there is a integration of many other studies like sociology, psychology, social psychology and economics. Organizational behaviour aims with the study of contribution of human behaviour towards achieving greater efficiency and growth of the organization. Organization behaviour can be defined as systematic study of actions and attitudes that people exhibit within the organization (Stephen P. Robin) Taking the impact of different fields on the organization behaviour its seen that the study sociology deals with the group dynamics. It shows the impact on the group behaviour to a large extent. It also deals with the roles played by the individuals in the organization, power, status, communication, conflict management, group processes, formal organizational theories, group decision-making and norms. Psychology has impacted the organization in studies like job-satisfaction, leadership, individual decision-making, performance appraisal, and work stress and ego state. With the help of study of psychology it helps the organization to change the attitude, improving personal skills and generating positive approach for the development of the organization. Even psychology is also considered important for the selection of the employees as it helps in reading the mind of the person, doing the measurement of the personality aptitude and attitude. As the organization need to keep an eye over the government rules and regulations. Political science helps the company in knowing the position for financial investment, employment and expansion and doing the promotion of international business. Social psychology is the blend of the psychology and sociology to obtain better human behaviour in the organization. It contributes to the ability of the people in the organization, maintenance of the social norms, group decision-making and managing the change. Anthropology takes into account the cultural and environmental framework for the human behaviour study. People, structure and technology are the three main components of the organization. For the achievement of the goal of the company they need to focus on these three factors. The company should fulfil the desired needs of their employees as well as maintain a good relationship with them. Teams and groups also play vital role in achieving goal of the company. The organization could have formal and informal structure. The formal structures do have some proper set of objectives set to priories whereas informal structure does not have any such objectives to be taken care of. So basically organization behaviour includes the study which involves the management of interpersonal relationship, identification of the needs of the people and application of the appropriate strategies to obtain the best result. VARIOUS ORGANIZATIONAL BEHAVIOUR ISSUES Organization culture of ASDA Organization culture reflects the personality of an organization. ASDA believes that they have a very unique culture. They have defined their values to their customers, employees and to do best of them. For ASDA their customers are the main entity for them. They try to create an understandable and positive environment for their customers. The employees are also allowed to freely present their views for the betterment of the company. The employees participate in different programmes held by the ASDA so that they can very well mix up among themselves and with the top level management. ASDA always try to motivate their employees by giving different schemes and trips. So ASDA have a positive culture with some rules and regulation made to achieve the objective of the company. they also follow all the legal laws and try to produce good variety of product keeping in mind the health of their customers. Organizational change in ASDA RESEARCH LEWIN MODEL OF CHANGE Kurt lewin proposed a three stage theory of change known as unfreeze, change, and refreeze. Stage 1 The unfreezing stage is one of the crucial stages for any organisation. This stage is about getting ready to change. It is basically feeling the presence of necessary change to be made in the company and getting ready to move from current comfort zone. It is said that the more we feel that change is necessary, the more urgent it is, and the more motivated we are to make the change. Unfreezing and getting motivated for the change is all about weighing up the pros and cons and deciding if the pros outnumber the cons before you take any action. This is the basis of what Kurt Lewin called the Force Field Analysis. Force Field Analysis is a fancy way of saying that there are lots of different factors for and against making change that we need to be aware of. If the factors for change outweigh the factors against change well make the change. If not, then theres low motivation to change and if we feel pushed. Stage 2: Change or Transition The next step after unfreezing is the change or transition. It is the inner movement or journey we make in reaction to a change. This second stage occurs as we make the changes that are needed. It is often said that this is the hardest step as people are unsure or even fearful. Its not a easy time as people are learning about the changes and need to be given time to understand and work with them. Members are being supported by providing a full training and coaching. Using role models and allowing people to develop their own solutions also help to make the changes. Its also really useful to keep communicating a clear picture of the desired change and the benefits to everyone in the organization. Stage 3: Freezing (or Refreezing) Kurt Lewin refers to this stage as freezing although a lot of people refer to it as refreezing. As the name suggests this stage is about establishing stability once the changes have been made. The changes are accepted and become the new norm. People form new relationships and become comfortable with their routines. It could take a lot of time. In todays world of change the next new change could happen in weeks or less. There is just no time to settle into comfortable routines. The rigidity of freezing does not fit with modern thinking about change being a continuous, sometimes chaotic process in which great flexibility is demanded. Organization change in ASDA ASDA was the second largest supermarket store in the United Kingdom in 2005. ASDA has positioned itself as a value for money store in the market. Slowly they expanded themselves into apparel, books, CDs, groceries, and other various household items. In the same year they got award for the lowest price supermarket. The competitors of ASDA like Tesco and J. Sainsbury were also trying to increase the market position by expanding themselves into the financial products, newspaper, pharmaceutical products, clothes and petrol. ASDA were having the hierarchical structure. There were eight levels up to the CEO of the store. These were layered like staff members, supervisor, department manager, general store manager, regional operations controller, division director, operations director, joint managing director and chief executive. ASDA were having the formal way of organizing culture of the organization. They were using the bureaucratic way of management. The staff members are kept in separate part of the headquarters to the top executives. The major issues were handled by the top executives only. It was seen that the communication pattern between the head office and the stores was one way with top-down management style. They were using the centralised distribution but still there customer number was declining rapidly. Regarding the quality of food they had tried their best to provide fresh food to the customers but still they were not able to convince the customer up to the expected levels. So they were facing the complexity problem in the management. ASDA did work on recognising their strength through using well IT, up to date effective distribution system and good operating management. To improve the ASDA management they tried to remove the too many layers of the management and creating narrow structure to better understand the organization. They bring in many changes in the organization like: They started working on increasing the price competitiveness Redirection the range and breakthrough in store productivity ASDA started generating the higher volumes to improve in terms of trading Restoring the customer flow They tried to reduce the fixed cost % to sales and increase the traffic sensitive purchases CRITICAL ANALYSIS As the market is not stable, its changing every day. The organization needs to be such flexible that it can maintain its position in the market. Looking at the ASDA they have well established themselves. With the changes in the economy they are changing their strategy and competing in the market. Analysing the competitors strategy ASDA has adopted the different strategy of low price. They have stabled themselves in creating higher volume of products with low prices to gain majority of the customer in the market. LEADERSHIP THEORIES Research McGregor Theory According to McGregor, manager of organization posses two different assumptions about the human nature. He explained these two assumptions in two different theories: Theory X and Theory Y According to theory X The human being has always being inherited for the disliking of the work. They always try to avoid the work either they can do or not. According to him, managers always think that their employees are lazy. Manager has to forced, direct and controlled his people to do work. In this management, usually managers use to punish and threatened their employees to get the work done. They already have thinking that people avoid taking the responsibilities for the work. Whereas in theory Y the manager uses a positive way of approach to get the work done. According to them just the external threatening and punishment is not just the way to bring efforts to achieve the objectives of the organization. They have a mind set about their employees that they are responsible for their work and they take the responsibilities by themselves. Leadership in ASDA ASDA believes in developing its people. They provided lots of opportunities to its people to develop the leadership quality. They believe in McGregor theory y. They totally have a positive approach towards their employee handling. ASDA arranges many programmes for the development of their people. They create awareness among their employees to gather information about different fields. The employees working as ASDA either individually or working as a team learn to face challenges. The different method adopted by ASDA is that they make different teams and make them competitor among themselves by providing the same task and hence see their performance by the results gained for the betterment of the company. So like this ASDA do lots of efforts in bringing their employees the self-esteem. Critical analysis Looking at the approaches adopted by ASDA to get leadership quality in their employees it could be analysed that they are working for the people. They are successfully achieving their target of making the profit, good image and relationship with their customers as well as employees. Motivation Research Frederick Herzberg was a well respected American who proposed the theory behind the managers thinking about motivation at work.  He has given a content theory which explains the factors of an individuals motivation by identifying their needs and desires, what satisfies their needs and desires and by establishing the aims that they pursue to satisfy these desires. He aims to determine work situations where the subjects were highly motivated and satisfied rather than where the opposite was true and his research was later paired with many studies involving a broader sampling of professionals. Herzberg split his factors of motivation into two parts called Hygiene factors and Motivation factors.   The Hygiene factors can de-motivate or cause dissatisfaction if they are not present, but do not very often create satisfaction when they are present; however, Motivation factors do motivate or create satisfaction and are rarely the cause of dissatisfaction.   The two types of factors may be listed as follows in order of importance: Hygiene Factors (leading to dissatisfaction): Company Policy Supervision Relationship with Boss Work Conditions Salary Relationship with Peers Motivators (leading to satisfaction): Achievement Recognition The work itself Responsibility Advancement Growth The dissatisfiers are hygiene factors in the sense that they are maintenance factors required to avoid dissatisfaction and stop workers from being unhappy, but do not create satisfaction in themselves.   They can be avoided by using hygienic methods to prevent them. From the above It is clear that the factors in each are not actually opposing i.e. the satisfiers are not the opposite of the dissatisfiers.  The opposite of satisfaction isnt dissatisfaction but is no satisfaction.   Both lists contain factors that lead to motivation, but to a differing extent because they fulfil different needs.   The Hygiene factors have an end which once fulfilled then cease to be motivating factors while the Motivation factors are much more open-ended and this is why they continue to motivate. He also developed the concept that there are two distinct human needs: 1)  Physiological needs: avoiding unpleasantness or discomfort 2)  Psychological needs: the need for personal development fulfilled by activities which cause one to grow. Herzberg believed that the Hygiene factors causing no satisfaction are not applicable to the task an employee undertakes but are external to that task.   They are the Adam part of the concept where an incentive may be attributed to a fear of punishment or increase in discomfort or as he phrased it A Kick up the Ass (KITA).   He thought that these did work but only as short term motivators e.g. constantly increasing someones salary to motivate them will merely encourage them to look for the next wage rise and nothing else; however, salary may also be a de-motivator where the employee perceives it to be too low or low compared to that of their peers.   The long term motivators are the Abraham part of the concept that lead to satisfaction and are intrinsic to the job itself and the job design.   It is important to understand that the two types of factors are not mutually exclusive and that management must try to fulfil both types of need for an employee to be truly satisfied with their job.   Once the Hygiene factors have been satisfied providing more of them will not create further motivation but not satisfying them may cause de-motivation; unlike the Motivation factors where management may not fulfil all of them but the workers may still feel motivated.   Major companies have recognised this situation when designing their methods of reward and recognition. Probably one of the most important ideas that Herzberg postulated based on his findings of satisfaction is that of job enrichment. This is the addition of different tasks to a job to provide greater involvement and interaction with that job.   It is obviously a continuous management process: The job must use the full ability of the employee and provide them with sufficient challenge Any employee who demonstrates an increasing level of ability should be given correspondingly increasing levels of responsibility If a job cannot be designed to use an employees full ability management should consider employing someone of lesser skills or perhaps automation of the task.   If a persons skills cannot be used to the full they will experience problems with motivation. Motivation at ASDA The employees at ASDA are being motivated intervaly. The organization makes sure that that all the needs of the members are fulfilled and they are satisfied so that they can work properly without any fear of demand of the economy. The ASDA gives the worker on job training which let them know more about the new technologies being used and helps in building their self-esteem. If the persons self-esteem is achieved the person has a thinking that he has gained in his life all the desires he wish to have. Critical analysis ASDA has done good job in motivating its employees but it could do more by providing many options in front of them. They can motivate their employees more by increasing the slary time to time and according to the level of the job done by the person. They can give various gifts to their employees which will help ASDA to make good relationship with the employees. Well I believe Tesco had done a great job in terms of motivating their employees. If the basic need of a person is fulfilled properly he is able to perform well at his/her work. Tesco is making their full effort to fulfil their employees need by providing them various schemes and gifts. Due to this their employees are working properly. Training and development a)Theory behind training and development Frederick W. Taylor. Taylor was the first modern efficiency expert in world history. Around the Twentieth Century, he formalized the principles of Scientific Management and developed a set of ideas designed to get employees in manufacturing industries to produce more output. Scientific training is one of the most important principles of scientific management. According to Taylor an organization should trained its employees more of scientifically rather than leaving it to themselves because Workers do not naturally enjoy work and so need close supervision and control. Taylors approach matches with the concept of an autocratic management style (managers take all the decisions and simply give orders to those below them) and Macgregors Theory X approach to workers (workers are viewed as lazy and wish to avoid responsibility). It aims to unearth and cultivate workmens endowment, let them have the best performance in their work and obtain the highest efficiency farthest. At crew level ther e is considerable initial and ongoing training that is consistently applied to everybody in the business, whether part, full time, hourly paid staff or salaried managers undergoing their compulsory restaurant training? Scientific management has become a more powerful asset for a company to increase its efficiency. Training and development at ASDA ASDA has a strong belief on providing training to its employees. It has always tried to develop some new skill in the employee so that it can do its best in the future and becomes the member of the company for its betterment. When a new employee is hired there is a proper induction programme held in which the employee is introduced to the organization and to the other members. Then there is a 12-week on job training provided by ASDA trainer who tries to generate the appropriate skills required to do the different job in the store. Even during the training the employee is made to sit with the manager and see how they work in the company. once the training of the particular department of the person is finished the trainer makes sure that the employee is also ensure about the other valuable knowledge required to become the part of the company. Once the employee is trained, ASDA dont feel that the job is done it tries to update their employees on the regular basis and see how they are pe rforming. For the development of the people, several programmes are held by the company. CRITICAL ANALYSIS ASDA is spending a lot on providing training to its employees. They are taking training and development as an important part of their business. With the help of proper training and development its employees are more comfortable with the environment and they are able to handle the customers very well. Conclusion I believe that first of all customers create some expectation of value and then they start to make a purchase on a belief that whatever they perceive the product or service , must gives benefit in terms of the total cost involved. This may include not only the time, but may be some efforts and difficulties. Therefore a better customer value is provided when the buyer is favorable in the product received from us in comparison to the same product with the competitors. And ASDA has proven this when compared to Sainsbury or tesco. Taking into account the objectives of ASDA I felt that to a large extent they had fulfilled their objectives. As one of their important objective is to be globally accepted by the customers. They are placing a good image in front of the customers by maintaining a good relationship and keeping in mind the health of their customers as priority. Recommendation I examined the organization and the nature of the work in the ASDA stores, the employment relationship and the characteristics of the workforce in U K. After doing research on the organizational behavioural issues at ASDA I believe they should more emphasize on human requirement and performance standard because that would help human resource in making better job description and job specification. Increasing transparency can help clarify rumours and allow people to understand the ASDA very well. As far as I have seen ASDA is using trend analysis method for future forecasting if computerized forecasting is done in place of it , they could save time as well as they would know better about their employees through computerized system. Moreover the recruiting and selection process in ASDA is very fine but still I believe that while recruiting communication skill of the employee must be the first priority as its a field in which communication with customers demands a lot in making good relationship with customers. Summary ASDA has always tried to capture the major market by concentrating on the lower class and middle class people. With the help of this strategy they are able to compete with the other major player in the market like TESCO. Most of all the greatest advantage is the vision or the dream with which the company was started. Sustaining this dream over the years is any companies greatest advantage. A brand usually revolves around this vision sustaining this vision and working in lieu with it is a great SCA. The vision was to provide quick service, cheap products and quality satisfaction. Although the work offered at ASDA have some positive elements, but very often people choose employment there in context of having few attractive options. ASDA manages the employees relationship by a complete spectrum of controls, from simple, direct controls to the management of subjectivity.

As I Lay Dying :: essays research papers fc

As I Lay Dying William Faulkner's As I Lay Dying is a novel about how the conflicting agendas within a family tear it apart. Every member of the family is to a degree responsible for what goes wrong, but none more than Anse. Anse's laziness and selfishness are the underlying factors to every disaster in the book. As the critic Andre Bleikasten agrees, "there is scarcely a character in Faulkner so loaded with faults and vices" (84). At twenty-two Anse becomes sick from working in the sun after which he refuses to work claiming he will die if he ever breaks a sweat again. Anse becomes lazy, and turns Addie into a baby factory in order to have children to do all the work. Addie is inbittered by this, and is never the same. Anse is begrudging of everything. Even the cost of a doctor for his dying wife seems money better spent on false teeth to him. "I never sent for you" Anse says "I take you to witness I never sent for you" (37) he repeats trying to avoid a doctor's fee. Before she dies Addie requests to be buried in Jefferson. When she does, Anse appears obsessed with burying her there. Even after Addie had been dead over a week, and all of the bridges to Jefferson are washed out, he is still determined to get to Jefferson. Is Anse sincere in wanting to fulfill his promise to Addie, or is he driven by another motive? Anse plays "to perfection the role of the grief-stricken widower" (Bleikasten 84) while secretly thinking only of getting another wife and false teeth in Jefferson. When it becomes necessary to drive the wagon across the river, he proves himself to be undeniably lazy as he makes Cash, Jewel, and Darl drive the wagon across while he walks over the bridge, a spectator. Anse is also stubborn; he could have borrowed a team of mules from Mr. Armstid, but he insists that Addie would not have wanted it that way. In truth though Anse uses this to justify trading Jewel's horse for the mules to spare himself the expense. Numerous times in the book he justifies his actions by an interpretation of Addie's will. Anse not only trades Jewel's horse without asking, but he also steals Cash's money. Later on he lies to his family saying that he spent his savings and Cash's money in the trade. "I thought him and Anse never traded," Armstid said. "Sho," they did "All they liked was the horse" Eustace a farmhand of Mr. Snopes said.

Exercise Physiology

Direct calorimetry uses the measurement of heat production as an indication of metabolic rate. * Indirect calorimetry estimates metabolic rate via the measurement of oxygen consumption. * Energy expenditure can be expressed in L†¢min-1, kcal†¢min-1, ml†¢kg-1†¢min-1, METs, and kcal†¢kg-1†¢hr-1. * To convert L†¢min-1 to kcal†¢min-1, multiply by 5. 0 kcal†¢L-1. * To convert L†¢min-1 to ml†¢kg-1†¢min-1, multiply by 1000 and divide by body weight in kilograms. * To convert ml†¢kg-1†¢min-1 to METs or kcal†¢kg-1†¢hr-1, divide by 3. 5 ml†¢kg-1†¢min-1. Efficiency: * Exercise work rate Efficiency decreases as work rate increases * Speed of movement* There is an optimum speed of movement and any deviation reduces efficiency * Muscle fiber type * Higher efficiency in muscles with greater percentage of slow fibers SUMMARY: Net efficiency is defined as the mathematical ratio of work performed divided by the e nergy expenditure above rest, and is expressed as a percentage. * The efficiency of exercise decreases as the exercise work rate increases. This occurs because the relationship between work rate and energy expenditure is curvilinear. To achieve maximal efficiency at any work rate, there is an optimal speed of movement. * Exercise efficiency is greater in subjects who possess a high percentage of slow muscle fibers compared to subjects with a high percentage of fast fibers.This is occurs because slow muscle fibers are more efficient than fast fibers. * Not possible to calculate net efficiency of horizontal running * Running Economy * Oxygen cost of running at given speed * Lower VO2 (ml†¢kg–1†¢min–1) at same speed indicates better running economy * Gender difference * No difference at slow speeds At â€Å"race pace† speeds, males may be more economical that females 170-188 CIRCULATORY RESPONSE TO EXERCISE Organization: arteries branch to form vessels, v essels become microscopic and form arterioles, which develop into â€Å"beds† called capillaries. Capillaries are the smallest and most numerous of blood vessels—exchange of oxygen, CO2, and nutrients. Blood passes from capillary beds to venules that move back to heart and increase in size becoming veins. Mixed venous blood= mixture of venous blood from both upper and lower body in the right side of the heart. *it represents an average of venous blood from entire body.HEART: Right/left side separated by muscular wall called interventricular septum (prevents mixing blood from sides). Valves: Bicuspid/mitral = left atrioventricular valve **atrioventriculars close when heart contracts to prevent backflow. Tricuspid= right atrioventricular valve Semilunar valve (pulmonary semilunar)- b/w right ventricle and pulmonary artery. Prevents backflow from arteries into ventricles. Aortic valve (aortic semilunar)= b/w left ventricle and aorta. Also prevents backflow†¦ Right si de pumps deoxygenated blood to pulmonary circuit so oxygen can be loaded and CO2 released.Left side pumps oxygenated blood to body via systemic circuit. RIGHT: to lungs LEFT: to body Heart sounds are due to closing of atrioventricular valves (first sound-systole) and the closing of aortic and pulmonary valves (second sound-diastole) Wall of heart is 3 layered: 1) outer layer is epicardium, 2) muscular middle layer called myocardium, 3) inner layer endocardium. Myocardium contracts to force blood out. Right and left coronary arteries supply myocardium Cardiac muscle fibers are shorter than skeletal and are branched and involuntary. Heart muscle fibers are all connected via intercalated discs- transmit electrical impulses.They are leaky membranes that allow ions to cross b/w fibers (contract together= functional syncytium). *atria contract separate from ventricles because there is a separating layer of CT *heart is only type 1, slow fiber- highly aerobic, many mitochondria (more than skeletal). Cardiac cycle: Systole- contraction phase (blood ejected) Diastole- relaxation period (arterial BP decreases– filling) There is also an atrial systole and diastole. Atrial contraction during ventricular diastole, atrial relaxation when ventricular systole. *SO there are TWO steps of heart pumping. *atria contract together, which empties arterial blood into ventricles. . 1 second and then ventricles contract to deliver blood to systemic and pulmonary circuits.*when atria relax, blood flows into them from venous circulation as they fill, pressure inside increases. Increase in HR less time spent in diastole (not as much impact on time in systole until at high HR) Arterial Blood Pressure: -greatest in arteries BP = the force exerted by blood against the arterial walls. Determined by how much blood is pumped and the resistance to blood flow. -male: 120/80, female: 110/70 systolic/diastolic dif between the two is calls â€Å"pulse pressure† â€Å"mean arterial pr essure†= av pressure during cardiac cycle. determines rate of blood flow through systemic circuit Mean arterial pressure = DBP + . 33 (pulse pressure) (DBP: diastolic blood pressure) (pulse pressure: dif between systolic and diastolic pressure) SO, if someone has bp 120/80, Mean arterial pressure= 80mmHg + . 33(120 – 80) = 93 mmHg *but this calculation is only used for cardiac cycle at rest.Hypertension- increases workload on left ventricle so cardiac mass increases, but this eventually results in diminished pumping capacity. Also increase risk for other disease/damage of body parts like brain and kidneys. 20% all US adults Factors influencing arterial BP: ) cardiac output—amount of blood pumped from heart 2) total vascular resistance – sum of resistance to blood flow by all systemic blood vessels. —blood volume, blood viscosity Mean arterial blood pressure = (cardiac output x total vascular resistance) *so increase in either will increase the mean art. BP Blood pressure increases when increase in: blood volume, HR, SV, blood viscosity, peripheral resistance. And it decreases when any of those decrease. BP regulated short term by the sympathetic NS, long term by the kidneys (bc they control blood volume). Baroreceptors- sense arterial blood pressure in carotid artery and aorta.Increase in pressure send impulses to CV control center which will decrease the sympathetic activity (lowers cardiac output and/or reduces vascular resistance lowers BP). Decrease in BP reduction of baroreceptors activity to brain CV control center increases sympathetic activity raise BP to normal Electrical Activity of the Heart: Sionatrial node (SA node)- in the right atrium (by the vena cava). responsible for spontaneous electrical activity in normal heart, it’s the pacemaker. Occurs due to decay of resting membrane potential (bc of diffusion of NA during diastole).When SA is depolarized and reaches threshold, a wave of depolarization is spread over the atria contraction! Wave of atrial depolarization needs special conductive tissue to transport it to the ventricles. This conductive tissue is called the atrioventricular node (AV node- in floor of right atrium). When blood from atria empties into ventricles, the conductive pathways branch into smaller fibers called purkinje fibers that spread the wave of depolarization through ventricle so it can contract. Electrocardiogram (ECG)- recording of electrical charges in myocardium during cardiac cycle. –ability of hear to conduct impulses.P wave- depolarization of atria QRS complex- depolarization of ventricles and atrial repolarization(during beginning of systole, aprx . 10 seconds after Pwave) T wave- ventricular repolarization (same time as QRS, but at the beginning of diastole) CARDIAC OUTPUT (Q): Q = HR X SV Regulation of heart rate: -because SA node controls HR, changes in HR involve factors influencing SA node. Most influence over HR: parasympathetic and sympathet ic NS Parasympathetic NS- acts as braking system to slow HR using vagus nerve which touches SA and AV node and releases acetylcholine decrease activity of SA and AV nodes due to hyperpolarization= reduce HR. —initial increase in HR during exrcise up to 100bpm is due to decrease in parasympathetic tone. Sympathetic fibers use cardiac accelerator nerves to innervate both SA node and ventricles.Increase HR and myocardial contraction when they release norepinephrine. –beta receptors *all beta-blocking drugs will decrease resting HR and exercise HR. CV control center regulates- pressure receptors in right atrial respond when there is increased pressure by increasing Q to reduce the BP. Body Temp also influences HR. increase temp = increase HR Regulation of stroke volume: ) end-diastolic volume (EDV aka â€Å"preload†) (volume of blood at end of diastole) 2) average aortic BP 3) strength of ventricular contraction EDV- Frank and Starling, stronger contraction with hig her EDV bc there is more stretch of ventricles. EDV influenced by rate of venous return to heart- more return= higher EDV. Venous return regulated by: 1) venoconstriction – reduced volume capacity of veins to store blood. *sympathetic control- activates organ increase HR (the parasympathetic inhibits activation decrease HR) 2) muscle pump—muscles contract and compress veins blood pushed to heart.Venous return reduced when muscles are contracted. isometric exercise, mechanical. 3) respiratory pump- breathing decreases pressure in chest and increases abdominal pressure so venous blood flows from abdominal into thorax and increases return. *more respiration in exercise Aortic pressure (mean arterial pressure/afterload)- to eject blood, pressure in left ventricle must be more than in the aorta. Increase in aortic pressure= decrease SV. Less afterload during exercise bc arteriole dilation reduces afterload. Circulating epinephrine-norepinephrine (increase Ca+ entry) and dir ect sympathetic stimulation of heart by cardiac accelerator nerves.Increase in sympathetic stimulation of heart increases SV at any level of EDV. HEMODYNAMICS: -blood flow is in a continuous loop. Physical characteristic of blood- composed of plasma (watery portion, contains ions/proteins/hormones) and cells (called the hematocrit: RBC/platelets/WBC). Hematocrit= 42% of blood (38% in college women), the rest is plasma. RBCs are largest part of a blood cell—influence viscosity. Anemia decreases RBC, so decreases viscosity Relationships among pressure, resistance, and flow: Rate of flow is proportional to pressure difference. Inversely proportioned to resistance.Blood Flow= change in pressure/ resistance -Change in pressure is the dif between the two ends of the circulatory system -resistance due to length of vessel and viscosity, and radius of vessel **Blood flow increases with increase in BP or with decrease in resistance. -during exercise blood flow increases mainly due to d ecrease in resistance with small rise in pressure. Resistance = (length x viscosity)/ radius^4 (**so radius is VERY important-vasoconstriction/vasodilation) Sources of vascular resistance: -vasoconstriction/vasodilation the greatest vascular resistance in blood flow occurs in arterioles.Pg 188 – 196 Changes in oxygen delivery to muscle during exercise: Metabolic need for O2 increases so there is an increase in blood flow to muscle- increase O2 delivery by 1) increased cardiac output and 2) redistribution of blood flow from inactive organs to working skeletal muscle. Changes in cardiac output during exercise: -cardiac output increases in proportion to metabolic rate for task -maximal cardiac output decreases after 30 yrs of age mostly bc of decreased maximal heart rate with age. Cardiac output = heart rate X stroke volume Max HR = 220 – age (years)Changes in Arterial-Mixed Venous O2 content during exercise: -change in arterial-mixed venous oxygen difference (a – VO2 diff)during exercise. It represents the amount of O2 taken from 100 ml of blood by the tissue during 1 systemic circuit. The relationship between cardiac output (Q), a – VO2 diff, and oxygen uptake is given by the Fick equation: VO2 = Q X (a- VO2 diff). Fick equation: VO2 is equal to the product of cardiac output and the a-VO2 diff. *SO INCREASE IN CARDIAC OUTPUT OR (a – VO2 diff ) WOULD ELEVATE VO2. Redistribution of Blood Flow During Exercise:Increase flow to skeletal muscles and decrease to less-active organs like liver, kidneys, GI tract. Increase in muscle blood flow and decrease in splanchnic blood flow change as a linear function of %VO2 max. -at rest aprx 15-20% total cardiac output is directed to skeletal muscles. -during maximal exercise 80-85% of total cardiac output goes to skeletal muscle (to help meet oxygen needs for contracting) -during heavy exercise % that goes to brain is reduced compared to rest. -total coronary blood flow increases due to incre ase in cardiac output -reduction of blood flow to skin and abdominal organsRegulation of local blood flow during exercise: Regulated with arterioles in skeletal muscles that have a high vascular resistance at rest (due to adrenergic sympathetic stimulation which causes vasoconstriction). This results in low blood flow to muscle (4-5 ml/min per 100g muscle) but this is still 20-25% total flow from heart. **autoregulation (an intrinsic metabolic control) -vasodilation (opens vessels) results from local changes during exercise like decrease in O2 tension, increase in CO2 tension, nitric oxide, potassium and adenosine concentrations, increase in acidity.Vasodilation reduces vascular resistance and therefore increases blood flow. Also aided by recruitment of cappilaries- at rest only 5-10% of capillaries are open, all are open during heavy exercise. **level of vasodilation regulated by metabolic need of the muscle (intensity and # of motor units recruited determines blood flow to active muscle fibers) during exercise, vascular resistance in skeletal muscle decreases and vascular resistance to flow in the visceral organs/other inactive tissue increases. *because on increased sympathetic output to these organs regulated by CV control center. increase in visceral vasoconstriction during exercise decreases blood flow to viscera by 20-30% resting value. During exercise in upright position, SV reaches plateau at 40% VO2 max, therefore, at work rate about 40% VO2 max, the rise in cardiac output (Q) is due to increased HR only.CIRCULATORY RESPONSES TO EXERCISE: HR and blood pressure at any VO2 (oxygen uptake) are higher in arm than in leg -higher HR in hot/humid conditions emotional influence- HR increase with high emotion because increase in sympathetic NS activity. Does not generally alter peak HR or blood pressure during exercise itself but does elevate pre-exercise HR. ransition from rest to exercise- increase in HR and SV and cardiac output at beginning of exercise (a fter 1st second! ) then if work is constant it plateaus recovery from exercise- recovery from short-term/low intensity is rapid. Recovery after exercise better in trained individuals bc their HR doesn’t get as high. Recovery from long-term is slower because elevated body temp. incremental exercise- HR and cardiac output increase in direct proportion to O2 uptake. More O2 uptake = more blood flow to muscles. Plateau of cardiac output and HR at 100% VO2 max (no more hemoglobin to transport O2).The increase in HR and systolic BP results in increased workload on the heart (increased metabolic demand on heart estimated by: double product = HR x systolic BP) maximal exercise increases workload on heart by 500% Useful equation to tell patients with coronary artery blockage how they can exercise. **cardiac output increases because decrease in vascular resistance to flow and increase in mean arterial blood pressure. Arm vs. Leg exercise- HR and BP higher in arm because greater sympath etic outflow to heart during arm work when compared to leg work.Large increase in BP for arms because of vasoconstriction in inactive muscle groups. Large muscles (legs) have more resistance vessels dialated, so there is lower peripheral resistance and lower BP (cardiac output x resistance= pressure). Intermittent exercise- (interval training), recovery of HR and BP depends on level of fitness, environmental conditions, and duration and intensity. Recovery not complete if the temperature is high because that increases HR. with repeated bouts of light exercise, many repetitions can be preformed. Prolonged exercise- cardiac output at constant level.SV declines while HR increases because the increase (cardiac output constant bc HR increases and balances SV decrease). Cardiovascular drift= increase in HR and decrease in SV during prolonged exercise. , it is due to rising body temp and reduction in plasma volume. Reduction in plasma volume reduces venous return to heart and thus decrease in SV REGULATION OF CARDIOVASCULAR ADJUSTMENTS TO EXERCISE –increase in sympathetic stimulation of heart and vasodilation of arterioles and increase resistance of vessels in less-active areas= increase cardiac output so that blood flow to muscle matches metabolic needs.Central command- CV change due to centrally generated cv motor signals **also modified by heart mechanoreceptors, muscle chemoreceptors, muscle mechanoreceptors, and pressure-sensitive receptors (baroreceptors) â€Å"tuners† during exercise: muscle chemoreceptors- muscle metabolites (K, lactic acid, etc. ) muscle mechanoreceptors- force and speed of muscular movement baroreceptors- change in arterial BP- regulate arterial BP Page 267-269, 277-280 VO2 max = HR max X SV max X (a- vO2 dif)max STROKE VOLUME SV = End diastolic volume(EDV) – End systolic volume (ESV) *EDV increase ecause increase in ventricle size/increase in venous return (â€Å"preload†), increase in myocardial contractility, and decrease in resistance to blood flow out of heart (â€Å"afterload†) End diastolic volume (EDV) Left ventricle increase with endurance training bc of volume loading during exercise Plasma volume increases with endurance training (loss of plasma volume = decrease VO2 max in first weeks of detraining) **EDV increase with training. FRANK-STARLING MECHANISM: increase stretch of ventricle = increased SV Cardiac contractility- strength of contraction when fiber length, afterload, and HR are constant.Afterload- peripheral resistance against which the ventricle contracts in order to push portion of EDV into aorta. Decrease in resistance = increase max cardiac output, SO arterial BP is unchanged (MAP = Q x TPR) **endurance training lower resistance in working muscle to facilitate higher blood flow blood pressure falls when muscles capacity for blood flow exceeds hearts ability to provide it.. —to maintain BP some of muscle mass is vasoconstricted (other is vasodialated) tra ining decrease resistance of vascular bed to match increase in max cardiac output to maintain BP Arteriovenous O2 difference: increase in difference could be due to elevation of the arterial oxygen content, or decrease in the mixed venous oxygen content. -increase capacity of muscle to extract O2 after training probably because increase in capillary density (mitochondria too) accommodate more blood flow *training-induced increase in maximal SV due to increase in preload and a decrease in afterload.Preload increased because end diastolic ventricular volume and associated increase in plasma volume. Afterload decreased because decrease in arteriolar constriction in trained muscles increases maximal muscle blood flow but no change in mean arterial BP. in young, sedentary ppl, 50% of increase in VO2 is bc of increase in systemic a-VO2 dif (due to increase in capillary density). Decrease in VO2 max when you stop training because decrease in max SV and decrease in oxygen extraction. 277-28 0 net cost of walking is ? of net cost running use pace maker test for kids field test for CRF use walking, running, stepping. Can test many ppl at low cost. Hard to measure response for some, and motivation can be a variable. VO2 max estimates from all-out run tests are based on the linear relationship b/w running speed and oxygen cost of running.VO2 max estimated in endurance test is influences by CV function and % body fat. Canadian home fitness test: submaximal, uses lowest two 8-inch steps in a staircase. Evaluates cardiorespiratory fitness using post-exercise HR. 1 mile walk test: VO2 based on age, weight, sex, time, HR improved fitness: lower HR and/or time and higher VO2 max cardiorespiratory fitness measured using: treadmill, cycle ergometer, stepping bench measured by: palpation (carotid/radial artery), stethoscope (systolic- 1st korotkoff sound, diastolic- 4th sound), ECG ncreased metabolic demand on heart estimated by: double product= HR x systolic BP -double product is estimate of myocardia O2 demand arrhythmia- irregularity in normal electrical rhythm: atrial fibrillation, premature contractions conduction disturbances- depolarization is slowed/blocked (first-degree AV block or bundle branch block) myocardial ischemia- inadequate perfusion of the myocardiumflow limitation= O2 insufficiency (angina pectoris- symptom)(ST segment depression-sign upsloping, horizontal, downsloping—downsloping is worst) teady state:HR measured over 15-30 seconds post exercise HR: measured for 10 seconds within first 15 seconds of stopping exercise, then multiple the # by 6 HR and systolic BP increase with exercise intensity * Typical measurements obtained during a graded exercise test include heart rate, blood pressure, ECG, and rating of perceived exertion. * Specific signs (e. g. , fall in systolic pressure with an increase in work rate) and symptoms (e. g. , dizziness) are used to stop GXT. VO2 max: â€Å"gold standard† to measure CRF VO2 increases wi th increasing loads on a GXT until max capacity reached- VO2 estimated based on final work rate achieved in graded exercise test- can also be estimated from HR responses to submaximal exercise using age, also consider environmental factors.Estimation of VO2 max from last work rate: Poorly fit individuals take longer to achieve the steady state at moderate/heavy work rates may overestimate the VO2 max when using formula Estimation of VO2 max from submaximal HR response: HR plotted against work rate (or estimated VO2) until termination criterion of 70%- 85% of age-adjusted maximal HR reached (220-age). careful of environmental factors- dehydration, temp, emotions, medication * VO2 max Estimation of VO2 max from Last Work Rate Estimation of VO2 max from Submaximal HR Response CRITERIA FOR ACHIEVING VO2 MAX: * Leveling off of VO2 with higher work rate <150 ml†¢min–1 or <2. 1 ml†¢kg–1†¢min–1 * Post-exercise blood lactate >8 mmoles†¢L†“1 * R >1. 15 * HR within 10 beats†¢min–1 of age-predicted maximal HR * Usefulness has been questioned * Should not expect subjects to meet all criteria * Graded Exercise Test: Protocols Treadmill Cycle Ergometer Step Test * Graded Exercise Tests: MeasurementsHeart Rate Blood Pressure ECG Rating of Perceived Exertion Termination Criteria Treadmill- don’t have to adjust for body weight in calculation because subject is carrying their own weight ( so VO2 is proportional to weight). Health or cardiac risk inventory—PAR-Q (physical activity readiness questionnaire) – heart condition, pain in chest when doing physical activity, lose balance/dizziness/lose consciousness, bone/joint probs, drugs/meds for BP or heart condition * Estimating VO2 max * Based on extrapolating submaximal HR during incremental test * YMCA protocol

Conflict Between Conflict And Conflict - 1461 Words

Conflict is generally considered a typical part of human interactions and is not in itself essentially damaging. Rather, it is how conflict is managed that determines whether or not the outcomes are going to be constructive or damaging (Deutsch, 2006). Thus, conflict management, the method of managing a dispute and associated conflicts, is very important in producing satisfactory or disappointing outcomes. It is therefore vitally important to know your conflict management style, along with its inherent strengths and weaknesses, as a leader of a healthy organization, in order to deal with conflict in a positive manner. What Is Conflict? According to the Merriam-Webster Dictionary, conflict is â€Å"a struggle for power, property, a strong disagreement between people, groups, etc. that results in often angry argument or a difference that prevents agreement† or a â€Å"disagreement between ideas, feelings, etc.† Although we normally think of conflict as negative, it is a normal byproduct of social interaction and is not in itself damaging. Conflict can occur very easily in an organization, both horizontally and vertically. Prause and Majtuba (2015) identified four components which create conflict. First, there must be a difference of opinion or position of the parties involved. A â€Å"misunderstanding or discrepancy in opinions or needs should take place† (Daria Prause, 2015). Secondly, the parties of the conflict should be identified. 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