A Reflection On Transcultural Nursing - 1557 Words

One of the greatest challenges to health care today is the increasing diversity of our patient population. The demographics of any healthcare setting is simply a reflection of our changing society at large. Today’s population looks very different than it did fifty years ago. Not only has there been a profound transformation in this area there has also been a shift in the responsibilities that a health-care worker has to his/her patients. They must address the needs of the whole patient and provide care that is not only medically competent but culturally competent as well. The social context is a significant factor in how healthcare is delivered. Transcultural nursing practices have evolved in the latter part of the 20th century and still remain a key part of effective nursing practices. However, understanding is only the beginning. It is only when the key concepts of transcultural nursing are embedded in the practice of an effective and enlightened health care worker can we sa y with confidence that we are treating the whole patient. The founder of the transcultural theory is Madeleine Leininger. Her work covered much of the 20th century and beyond and was the first to define Transcultural nursing. It was because of her work and perseverance that this area of nursing became a formalized way of improving health care practices. When she started her nursing career over 60 years ago, the attitudes that permeated throughout our society were much less than open that the ideas ofShow MoreRelatedMy Identity As A New Zealand Nurse Essay1551 Words   |  7 Pagesphilosophy of nursing would be defined as that caring individuals within holistic and transcultural contexts; individualized caring requires cultural competence. Caring individuals within specific culture contexts mandates that nurses have to be culturally competent, which means that nurses have to gain the knowledge of other cultures and skills to identify particular cultural patterns (Gustafson, 2005). Moreover, the holistic principle in nursing practice indicates that professional nursing must identifyRead MoreThe Application Of Transcultural Nursing Theory1253 Words   |  6 PagesThe application of transcultural nursing theory guides nurses to care for patients with different cultures. However, nursing scholars are beginning to explore that cultural education in nursing is not discussing the power relations found between the nurse-patient relationship and health care institutions. It has been suggested that nursing curricula needs to change from teaching cultural phenomena and incorporating critical theory to address social injustices that harm the client’s health. The purposeRead MoreReview For Enhancing Cultural Competency1559 Words   |  7 PagesFOR ENHANCING CULTURAL COMPETENCY IN NEW NURSING GRADUATES Cultural competency is an indispensable in nursing practice so that nurses can deliver optimal care for patients from diverse cultural backgrounds. Therefore, insufficient knowledge and skills of cultural competency have continued to increase racial and ethnic inequalities in health care service for minority groups (Dunagan et al. 2013; Long, 2012). As nurses interact with clients they provide nursing care, education and advocacy at any pointRead MoreThe Importance Of Transcultural Nursing1664 Words   |  7 Pagesworking at a children’s hospital in 1955 when she began to realize that with such a wide diversity of individuals of all races and ethnicities, one form of medical treatment may not be right on a culture-to-culture basis. She coined the term: â€Å"Transcultural Nursing† (Sagar, 2016). The point was that all cultures will react differently to a medical situation. Some cultures have individuals with clinical diagnoses of mental illnesses, but the medications p rescribed are not to be taken (rather, one may takeRead MoreLeiningers Culture Care Theory699 Words   |  3 PagesCulture Care Theory jennifer davis PURDUE Leiningers Culture Care Theory Madeleine Leininger’s Theory of Culture Care Madeleine Leininger viewed by many as the founder of transcultural nursing. Leininger’s theory addressed the similarities and differences across human culture. She believed that transcultural nursing care could provide meaningful, therapeutic health and healing outcomes (Parker amp; Smith, 2010, 318). In her theory she hoped for the nurse to provide care within cultural measuresRead MoreAnalysis Of Giger And Davidhizar Transcultural Model733 Words   |  3 PagesAnalysis of Giger and Davidhizar Transcultural Model The Giger and Davidhizar Transcultural Model suggests that every individual is culturally unique and should be assessed and treated according to the six cultural phenomena: Communication, Space, Social Organization, Time, Environmental Control, and Biological Variations. (Giger and Davidhizar, 2002) We will now take a closer look at each of these phenomena and see how they provide a framework for culturally sensitive care. Communication CommunicationRead MoreEssay about Nursing Foundations in the Healthcare Community840 Words   |  4 PagesReflecting on Nursing Foundations of Community Health Week 2 Reflection: Nursing Foundations of Community Health Alicia C. Byrd, RN Walden University NURS 6150 Section 11, Promoting and Preserving Health in a Diverse Society March 13, 2011 Reflecting on Nursing Foundations of Community Health Community health nursing can work in the government, private agencies, clinics or other private settings. Nurses in this field focus on populations, working with individuals, groups and familiesRead MoreMadeleine Leininger s Impact On Nursing2485 Words   |  10 Pagesher in entering the field of nursing when she became ill with congenital heart disease. In 1945, during the post depression, Madeleine and her sister entered the Cadet Nurse Corps and a diploma program at Antony’s School of Nursing in Denver Colorado. In 1950, she went on to receive her Bachelor degree in biological science, with a minor in Philosophy and Humanistist Studies from Benedictine College. In 1954 she earned an M.S. in psychiatric and mental health nursing. From Catholic University ofRead MoreMadeleine Hubble Nursing Theory Of Cultural Care Diversity And Universality2145 Words   |  9 Pagesbeing around people in their time of needs as well as internal satisfaction by serving those that need my he lp. In my day to day nursing career, I have encountered several patients from different cultures and traditions. During my short time caring for people with diverse cultural background. I have learned that this population involves a lot of complex care; My nursing interventions focus not only on the patients physical needs, but also their emotional and spiritual needs. I have always interactedRead MoreMadeliene Leininger2371 Words   |  10 PagesNursing Theorist M. Leininger: Culture Care Theory Nursing Theorist Madeliene Leininger: Culture Care Theory Madeliene Leininger was born in Sutton, Nebraska in 1925. In her early life she lived with her brothers and sisters on her father’s farm. She received her high school education from Scholastica College. She furthered her education at the Catholic University of America in Washington, D.C. and then went to the University of Washington, Seattle. Upon completion of her education she

CSR Program Proposal for Columbia Bank - 1238 Words

MEMORANDUM Subject: CSR Program Proposal for Columbia Bank This memorandum proposes a corporate social responsibility program for Columbia Bank with a focus on student loan debt in our community. This CSR program could be implemented in addition to the community and customer events currently arranged on the branch level. Columbia Bank, and the local communities we serve, would greatly benefit from offering a CSR program that focuses on educating high school students, college students, parents and any potential borrower on the long-term implications of excessive student loan debt. Student Loan Debt and Our Community The first sentence of our mission statement reads, â€Å"We will increase shareholder value and enrich the communities we†¦show more content†¦Mortgages Second, Columbia Bank could potentially issue more home mortgages to individuals with little to no student loan debt. A Consumer Financial Protection Bureau report (2013) states, â€Å"According to the National Association of Realtors, Americans between the ages of 25 and 34 made up 27 percent of all homebuyers in 2011, the lowest share in the past decade. That percentage represents a 25 percent decline year-over-year from 2010 (para. 8).† This decline is negatively correlated with the increase in student loan debt among that age group. Car Loans According to Brown and Caldwell (2013), 25-year-olds who have student loan debt are now dramatically less likely to incur automobile debt compared to those without student loan debt. Historically, individuals with student loan debt had three to four percent more automobile debt than those without student loan debt (para. 9). This is impacting the number of applicants who may otherwise be interested in our automobile loans services. Small Business Loans Small business loans are an opportunity area for Columbia Bank as well. Aspiring young entrepreneurs can be rejected for these types of loans due to a large debt to income ratio or low credit scores. According to the Consumer Financial Protection Bureau (2013), â€Å"The Small Business Administration’s Startup America initiative advises young entrepreneurs to lower their student loan payments by taking advantage of anShow MoreRelatedThe Proposed Corporate Social Responsibility1329 Words   |  6 Pagesthe community. The proposed corporate social responsibility (CSR) program aims to reduce the homeless population in the region by implementing a financial education program in homeless shelters. Background According to Metropolitan Washington Council of Government (COG), as of 2014, there are 11,946 homeless individuals inhabit in Washington Metropolitan area. This region consists of Alexandria, Arlington Country, District of Columbia, Frederick Country, Loudoun Country, Montgomery Country, PriceRead MoreThe Myth of Csr5260 Words   |  22 PagesThe Myth of CSR The problem with assuming that companies can do well while also doing good is that markets don’t really work that way By Deborah Doane Stanford Social Innovation Review Fall 2005 Copyright  © 2005 by Leland Stanford Jr. University All Rights Reserved DO NOT COPY Stanford Social Innovation Review 518 Memorial Way, Stanford, CA 94305-5015 Ph: 650-725-5399. Fax: 650-723-0516 Email: info@ssireview.com, www.ssireview.com ~ DO NOT DISTRIBUTE ~ FOR PERSONAL USE ONLY ~ Read MoreArticle: Performance Appraisal and Performance Management35812 Words   |  144 Pageset al. 1981). By using a formal system performance appraisals have many advantages if they are designed and implemented properly. Not only in reward allocation, promotion/demotions, layoffs/recalls, transfers and selecting training and development program for employees but it may also assist individual employee‟s decisions regarding career choices and the subsequent direction of individual time and effort. Additionally, performance appraisals may increase employee‟s commitment and satisfaction (WieseRead MoreInternational Management67196 Words   |  269 Pagesand the end-of-book skill-building exercises and simulations on the Online Learning Center complete the package. To help instructors teach international management, this text is accompanied by a revised and expanded Instructor’s Resource Manual, Test Bank, and PowerPoint Slides, all of which are available passwor d protected on the Online Learning Center at www.mhhe. com/luthans8e. Two other innovations new to the eighth edition are an additional case, Nokia Targets the Base of the Pyramid, availableRead MoreProject on Risk Management46558 Words   |  187 PagesA Summer Training Project Report on â€Å"RISK MANAGEMENT BY INDUSIND BANK LTD.† Undertaken at INDUSIND BANK, AGRA 10th April to 10th June 2009 Submitted by SUBODH AGARWAL Enrollment no. : 4108163163 Read MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesimpressive international growth of an Irish company driven from a ‘lean’ corporate centre. Numico – difficulties with diversification for a Dutch nutritional products company. AIB – competing in the global banking industry: the challenges for a mid-size bank. SABMiller – an African brewer takes on the world: learning to thrive in difficult circumstances. MacPac – from a New Zealand start-up to internationalisation in the outdoor equipment industry. Key: ââ€" Ã¢â€"  = major focus ââ€"  = important subsidiary focus Read MoreProject Mgmt296381 Words   |  1186 PagesCross Reference of Project Management Body of Knowledge (PMBOK) Concepts to Text Topics Chapter 1 Modern Project Management Chapter 8 Scheduling resources and cost 1.2 Project defined 1.3 Project management defined 1.4 Projects and programs (.2) 2.1 The project life cycle (.2.3) App. G.1 The project manager App. G.7 Political and social environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 ResourceRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pages52 Intellectual Abilities 52 †¢ Physical Abilities 55 †¢ The Role of Disabilities 56 Implementing Diversity Management Strategies 56 Attracting, Selecting, Developing, and Retaining Diverse Employees 56 †¢ Diversity in Groups 58 †¢ Effective Diversity Programs 58 Summary and Implications for Managers 60 S A L Self-Assessment Library What’s My Attitude Toward Older People? 40 Myth or Science? â€Å"Dual-Career Couples Divorce Less† 47 An Ethical Choice Religious Tattoos 51 glOBalization! Images of DiversityRead MoreContemporary Issues in Management Accounting211377 Words   |  846 Pagesfocuses on performance measurement, evaluation, and incentives in the context of creative industries. Lawrence A. Gordon is the Ernst Young Alumni Professor of Managerial Accounting and Infor- mation Assurance, and the Director of the Ph.D. Program at the Robert H. Smith School of Business. He is also an Affiliate Professor in the University of Maryland Institute for Advanced Computer Studies. Dr Gordon earned his Ph.D. in Managerial Economics from Rensselaer Polytechnic Institute. His researchRead MoreCase Study148348 Words   |  594 Pagesmaterial: Johnson Gerry, Whittington Richard, Scholes Kevan - Exploring Strategy Instructors Manual on the Web... We are grateful to the following for permission to reproduce copyright material: Tables Table 14.1 adapted from ‘Why change programs don t produce change’, Harvard Business Review, November to December (Beer et al; 1990) In some instances we have been unable to trace the owners of copyright material, and we would appreciate any information that would enable us to do so. 6

Knowledge Management for National Population- myassignmenthelp

Question: Discuss about theKnowledge Management for National Population and Talent. Answer: This essay would be taking into account the exploration on the ways companies can re-design on the systems of HRM along with practices making use of Knowledge Management and principles of Organizational Learning in increasing innovation and competitive advantage over the period of next five years. This essay would first be discussing on the issue within the context of Singapore workforce, it would then be providing the functions of Human Resource Management (HRM), Organizational Learning and Knowledge Management. Singapore boasts of a rapid workforce with the National Population and Talent Division stating that there would e approximately 9, 00,000 baby-boomers leaving the workforce of Singapore between at this instant and 2030. According to Hislop, the Population White Paper that has been published in 2013 January (National Population and Talent Division), the projected entrants number into the workforce of Singapore in the year 2030 alone stands at 1, 70,000 while the projected retirement number stands at 2, 58,000. The shift within the demographics indicates a probability of shortage in labor in the coming years. It is significant for the organizations and their department for human resources in foreseeing such trend presently and starting to plan for the potential recruitment, training for retention of knowledge along with starting their program for succession planning. The Human Resources Management generally refers to the activities taking in recruitment, development and training along with compensation for all sorts of personnel. Even though the HRM sits in the analysis of Michael Porters Value Chain as an activity of support along with the infrastructure of the firm, procurement and technology, it should be distinguished unlike the respite of the activities (Holsapple). The factors of human resource are stated to be the only intangible source of an organization that cannot be easily simulated. According to Hasanali, Knowledge Management (KM) can be defined as the efficient processes of learning connected with the factors of exploration, utilization along with sharing of knowledge for humans using the appropriate cultural environments and technology in enhancing an organizations rational capital and presentation. The processes of Knowledge Management takes into account on the ways the knowledge has been acquired, generated, stored, refined and used. Based on the presented issue, the factor of knowledge management has been a pressing matter for the organizations. It is significant for the soon-to-retire employees imparting their skills along with knowledge to the new and existing employees in ensuring the fact of stability and retaining the competitive advantage within the business environment. Companies might also require coming across for ways in redesigning the process of work in coping with the shortage of labor. As per Manev, Gjorgji, and Jorde Jakimovski, Organizational Learning can be defined as the procedure of developing the actions of the organizations through better knowledge along with understanding. Organizational learning is generally been seen as a knowledge management goal that might be obtained through good strategies of knowledge management and procedures. Through the motivation of the creation, propagation along with knowledge application, KM initiatives have been paying off by assisting the organization implant knowledge into the process of organization for it to regularly develop the behaviors and practices along with pursuing the attainment of its goals. Organization learning and Knowledge Management in the training and development can be defined as a incessant effort in designing the development of the competency of employees and performance of organizations. Training offers the trainees with relevant information along with skills required for their present job, while the improvement arms them with the required knowledge for their future role. Training and development helps employees with the skills and required knowledge in keeping up with the modifications and growth of the company. It can also help in developing and improving the culture of the corporate, effectiveness along with assisting in generating of the learning culture within the organization. In a conventional setting of the company, the Human Resource Department (HRD) would focus on programs of training for the employees while the employees would be looking for the developmental programs in upgrading and submitting their requests for approval to the supervisors and HRD. It is for the HRD to review their requests with the supervisor and commend or rebuff the application. This process can generally be seen as the learning of single-loop nature whereby the HRD is conscious that the employees are generally interested in definite courses for development. In the scenario of double-loop learning, the HRD can review the improvement course that is being requested by the employees and assessing on the selection of that particular course, on the ways it helps in developing the employee and the significant competencies it would be equipping the employees with after attending the program for the development. As per Najjaran et al., the HRD can then be monitoring the programs of its training and decide on whether to integrate the new programs into the existing portfolio of training. The HRM is required to generate a culture that would be supporting the process of active learning along with encouraging of the creation of knowledge. The dimension of knowledge creation that has been introduced by Nonaka and Hirotaka implies the ways knowledge is been generated and transferred within an organization (Najjaran et al.). Using the principles of knowledge management along with that of knowledge creation would provide the companies with opportunities in creating and maintaining of a culture that promotes innovation. The promotion of innovation is through providing the employees with an environment that welcomes new ideas, association between the employees are being encouraged and rewarding of the employees for showcasing their effort in creating and sharing of the knowledge. In an environment that is being boasted by OL and KM, the HRD needs to work enthusiastically with several functions in the organization for evaluating and reviewing of the training materials for advocating regular learning. Explicit knowledge can be shared easily through the formal methods of training along with development, tacit knowledge, though, is difficult in sharing. However, it is complex than the process of sharing of the same. Therefore, a culture taking into account the tacit knowledge sharing from the expert to novice needs proper encouragement too. Creation of knowledge, transfer, regular learning along with innovation are stated to be important components for the organization in gaining competitive advantage over their rivals. For achieving the competitive advantage, HRM needs to view employees as resources and human capital, the main objective been harvesting the potential of employees through offering of an environment and resources for leaning in helping create inimitable ideas (Manev, Gjorgji, and Jorde Jakimovski). Conventionally, as per Birasnav, the organizations have always been reviewing succession planning as an obligation in preparing for exiting of the high-level personnel. With the obstructing of the shortage of labor, it might have become significant for the organizations in implementing the strategy for succession planning for all positions. At the time when an employee shifts from an older role to a new one or leave the present company, the tacit knowledge that the employees have on team norms, communication ways along with other factors generally move alongside with employees (Ing-Long, and Jian-Liang Chen). This budge generates a knowledge gap in the organization that has been improved with the experience of the employees. Employees who are new have little time in learning these tacit knowledge and have to commence from the scratch on the ways to perform his new duties. In most of the companies, the present role of HRD while encountering the exiting employees of the organization might comprise collection of the belongings from the employees, conducting of the exit interviews along with preparation of the final payroll. However, with the shortage of labor, organizations would find immense gap in knowledge within the next five years if they do not commence their program for succession planning. In Organizational learning and Knowledge management environment, the HRD has the ability in incorporating program for succession planning flanking with the programs of development and training (Hotho et al.). The organization needs to take a dynamic role in evaluating the employees number who would be attaining the age for retirement over the period of next year and recognizing the roles performed and the required knowledge for performing such roles. The systems for support along with team management can be implemented for supporting of the knowledge. Analytical skills along with technological aspects can be put to great use in in understanding the previous knowledge obtainable from the organizational activities and developing of the fresh strategies for Knowledge Management (Linda and Jerry Guo). The business organizations existing in Singapore requires implementing the infrastructures of improved networking with the community of the organizations in supporting the knowledge embedding. The application of the pioneering technology can be supportive in allowing the knowledge management in the organizations in Singapore. A better strategy of knowledge management can be utilized in improving the efficiency and efficacy of the scheduled training and development programs. The present practices of the handover session where the worker who would be exiting imparts their knowledge through verbal instructions along with written one that have been deemed helpful for the regular tasks that are being performed on repeated basis. The HRM in Singapore can plan ahead for the process of succession planning in preventing and minimizing the gap of knowledge. It has been revealed previously that the organizations and HRD needs to recognize the number, roles within the jobs and the required skills of the impending retirees (Edwards). Next in line should be the identification for the alternates for the jobs either within the organization or on external basis. For the internal candidates , the Human Resource Development needs to examine if the candidate is good enough to fit into the new role. If there exists any sort of gap in the competency extent, whether the candidate is willing to instruct and learn in reducing the gap. For the external candidates, other than assessing their fitting into the role, the Human Resource Development needs to assess if the candidate has enough in him to fit into the culture of the company. Following that the HRD would then be communicating the soon-to-retire employees along with the probable replacement on the program of succession planning. It has been stated that the resistance to the change is unavoidable, it can however, be minimized through the use of the Lewins change model. The HRD along with the leaders of the company should communicate the urgency on the change factor, informing the employees on the imminent shortage and the requirement in retaining the knowledge factor (Jain and Ana Moreno). Generating of a conducive environment for the transfer of the knowledge is often symbolized by ba in the SECI model of Nonaka. This would be forming the unfreezing element of the Lewins model. Utilizing the SECI model in implementing the change part in Lewins change model is where the replaced employee shadows the presented employee in the aspect of their job. Due to the ageing workforce and population, it is being estimated that Singapore companies would be encountering shortage in labor over the period of next few years. In order to stay aggressive along with maintaining the competitive advantage over its rivals, companies need to focus on the ways in re-focusing on the programs for training and development. The focus should also be on the succession planning in preventing the loss of the key knowledge and knowledge opening that would materialize when the generation of the baby boomers head towards the age of retirement. Through the adoption of the organizational learning and knowledge management along with strategies, companies would need to encourage and motivate the creation of new and fresh knowledge. Companies can also acquire important knowledge on the roles of the jobs and the processes and evaluate whether they would be remaining pertinent in the years to come. Organizational leaning and knowledge management advocates that for maintaining of the competitive advantage. Companies need to support creation of knowledge, regular learning and innovation process. It can be concluded that if the management of human resources keep upgrading their program for training and development along with providing a favorable environment for learning that encourages innovation and planning early for the employees who would be retiring. Reference: Argote, Linda, and Jerry M. Guo. "Routines and transactive memory systems: Creating, coordinating, retaining, and transferring knowledge in organizations."Research in Organizational Behavior36 (2016): 65-84. Birasnav, M. "Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership."Journal of Business Research67, no. 8 (2014): 1622-1629. Edwards, John. "Knowledge management in energy sector organizations."Handbook of Research on Knowledge Management: Adaptation and Context(2014): 157. Hasanali, Farida. "Critical Success Factors of Knowledge Management (2002)." (2015). Hislop, Donald.Knowledge management in organizations: A critical introduction. Oxford University Press, 2013. Holsapple, Clyde, ed.Handbook on knowledge management 1: Knowledge matters. Vol. 1. Springer Science Business Media, 2013. Hotho, Jasper J., Marjorie A. Lyles, and Mark Easterby?Smith. "The mutual impact of global strategy and organizational learning: Current themes and future directions."Global Strategy Journal5, no. 2 (2015): 85-112. Jain, Ajay K., and Ana Moreno. "Organizational learning, knowledge management practices and firms performance: an empirical study of a heavy engineering firm in India."The Learning Organization22, no. 1 (2015): 14-39. Manev, Gjorgji, and Jorde Jakimovski. "Knowledge management based organizations."kola biznisa1 (2015): 34-46. Meihami, Bahram, and Hussein Meihami. "Knowledge Management a way to gain a competitive advantage in firms (evidence of manufacturing companies)."International Letters of Social and Humanistic Sciences3 (2014): 80-91. Najjaran, Meisam, Alireza Ma'toufi, Kambiz Esmaeilnia Shirvani, and Ali Farhadi. "An Investigation into the Relationship between Organizational Infrastructure and Knowledge Management Strategy." (2014). Wu, Ing-Long, and Jian-Liang Chen. "Knowledge management driven firm performance: The roles of business process capabilities and organizational learning."Journal of Knowledge Management18, no. 6 (2014): 1141-1164.

Stakeholder Analysis The Abu Dhabi National Energy Company (TAQA)

Table of Contents Abstract Introduction Identification of Stakeholders Perspectives of Stakeholders Principles of Stakeholder Management Conclusion References Abstract The Abu Dhabi National Energy Company (TAQA) is the largest energy company in the MENA region which mission is to provide the water desalination and the power generation along with the gas and oil exploration within the region. The company’s stakeholder management can be discussed with references to Freeman’s Stakeholder Theory which focuses on the role of stakeholders in the organisation’s development.Advertising We will write a custom report sample on Stakeholder Analysis: The Abu Dhabi National Energy Company (TAQA) specifically for you for only $16.05 $11/page Learn More It is necessary to concentrate on TAQA’s primary stakeholders who are shareholders and customers and on the local communities as the company’s significant secondary stakeholder. T hese stakeholders are associated with different stakeholders’ perspectives. The relations between managers and stakeholders are regulated according to principles of stakeholder management. The purpose of the report is to analyse the stakeholders of TAQA in relation to Freeman’s Stakeholder Theory. Introduction The Abu Dhabi National Energy Company (TAQA) is the largest company within the energy industry in the Middle East and North Africa (MENA) region which was founded in 2005. The company is controlled by the government which owns more than 72% of TAQA. The company specialises in power generation and water desalination. Thus, the company’s basic functions and operations are the oil and gas exploration and their further production (TAQA, 2012). It is necessary to focus on examining the company in relation to its stakeholders. To provide the stakeholder analysis, it is important to refer to Freeman’s Stakeholder Theory according to which the company can b e examined as the group of stakeholders which is influenced and can affect the outside participants or stakeholders. From this point, a stakeholder is the person or a group which can be involved in the process of the company’s development and be affected by this process that is why the organisation should orient in its development to the stakeholders’ interests (Mellahi, Morrell, Wood, 2010). Thus, the purpose of the report is to determine and explore the stakeholders of the Abu Dhabi National Energy Company in relation to Freeman’s Stakeholder Theory and with references to their perspectives and principles of stakeholder management. Identification of Stakeholders Being the largest â€Å"owner of power generation and water desalination assets in the United Arab Emirates†, TAQA’s progress depends on many stakeholders who can contribute to the company’s development or be influenced by the organisation’s strategies (TAQA, 2012). TAQA op erates not only in the MENA region, the company also has the developed partnership with the companies in the North America and Europe. It is possible to determine ten major stakeholders whose role is significant for the company’s development: Shareholders Employees Customers Business partners Suppliers and distributors Local communities Research institutions Competitors (the other influential energy companies within the industry) Financiers Public authorities Stakeholders can be divided into primary and secondary ones. Primary stakeholders are those ones who can be directly affected by the company’s development along with influencing the organization’s progress with their own activities. Secondary stakeholders are usually indirectly involved in the company’s development because they are not connected with the industry itself (Mellahi, Morrell, Wood, 2010).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Thus, two TAQA’s primary stakeholders are not only associated with the power generation and energy industry but also with the company’s activities. It is necessary to analyse such TAQA’s primary stakeholders as shareholders and customers. The secondary stakeholder for the analysis is the local communities. TAQA’s main shareholder is the ADWEA (Abu Dhabi Water and Electricity Authority) with a 51% shareholding, the Farm Owners’ Fund has a 21.1% shareholding, and 27.5% are privately owned. Thus, the distribution of shareholding is significant for the company’s being the governmentally controlled but independent organisation and the largest energy company within the region (TAQA, 2012). TAQA’s shareholders are primary stakeholders because they control all the spheres of the company’s development within the industry and in relation to the international operations. It is necessary to not e that TAQA’s customers can be analysed not only in relation to the MENA region, but the customers can be also identified in such countries as the USA, the Netherlands, and Canada because of the company’s developed international relations (TAQA, 2012). The customers play the important role in TAQA’s progress because their needs affect the strategies worked out in the company and annual plans for realising the gas and oil exploration and further provision for the customers. The rates of the company’s growth are directly associated with the customers’ demands that is why customers should be discussed as the primary stakeholders. Local communities are also affected by TAQA’s activities. The company follows the principle of working together with the community to help to â€Å"build a sustainable business that benefits everyone†, and moreover, â€Å"this pledge to support economic and social development, and protect the environment is cor e to the way we behave as a business – whether as an employee, an operator, or a local partner† (TAQA, 2012). Thus, the issues of the environmental protection and local employment in the region can be discussed with references to TAQA. However, local communities are only the secondary stakeholders because they are external and have no direct economic relations with the company.Advertising We will write a custom report sample on Stakeholder Analysis: The Abu Dhabi National Energy Company (TAQA) specifically for you for only $16.05 $11/page Learn More Perspectives of Stakeholders It is important to pay attention to three perspectives of stakeholders. These perspectives are the descriptive, instrumental, and normative ones. According to Freeman, the descriptive perspective is the orientation to the actual roles and functions performed by stakeholders and the company’s managers in relation to stakeholders. The accents are made on the res ponse to the stakeholders’ interests (Mellahi, Morrell, Wood, 2010). From this point, the descriptive perspective is characterised for shareholders as the main stakeholders. The company’s strategy and the managers’ actions directly depend on the shareholders’ interest in the company’s development. For instance, the fact of TAQA’s basing on the government as the main shareholder determines the perspectives of the company’s development and business relations within the industry (TAQA, 2012). The instrumental perspective can be explained as the orientation to the further progress. The accents are made on the managers’ actions to satisfy the stakeholders’ needs and to contribute to gaining more benefits in the future. According to the instrumental perspective, it is important to maximise the profits and contribute to the company’s success. It is important to concentrate on stakeholders while determining and achieving the goals for the company’s strategic development in relation to the instrumental perspective (Mellahi, Morrell, Wood, 2010). That is why, the instrumental perspective should be also discussed with references to shareholders because they are the most influential stakeholders among the mentioned ones. For example, TAQA main shareholders are ADWEA (51.0%), the Financial Support Fund of the Farmers of Abu Dhabi (21.1%), thus, â€Å"both shareholders are 100% owned by Abu Dhabi Government† (TAQA Global, 2012). As a result, it is impossible to ignore the strategies developed by ADWEA for the next year while developing the strategic plan for TAQA, and the activities of the company’s managers are affected by the Abu Dhabi Government’s vision of the industry’s progress. That is why, the interests of TAQA’s shareholders become important from the point of the instrumental perspective. The normative perspective depends on the definite ethical princip les in relations between the managers and stakeholders. Thus, different ethical, philosophical, and moral aspects are also important for regulating the relations between the managers and stakeholders because following the ethical principles, it is possible to build the cooperative and positive relations which result in some positive effects.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the contrary, the ignorance of the ethical aspects can lead to the difficulties in building the partnership and other kinds of relations within the industry and in the other spheres. According to the normative concept, the company has definite responsibilities in relation to its stakeholders (Mellahi, Morrell, Wood, 2010). That is why, the normative perspective is directly associated with customers as primary stakeholders and indirectly connected with local communities as secondary stakeholders. It is important to focus on the company’s relations with customers. It is stated in TAQA’s ethical standards and principles that â€Å"we will strive to create mutual advantage by understanding the needs of our customers, contractors, suppliers and other business partners and conducting ourselves honestly, responsibly and fairly, with the highest level of integrity† (TAQA: Code of business ethics manual, n.d.). Moreover, â€Å"no one should take unfair advantage of others through manipulation, concealment, disparagement, abuse of privileged information, misrepresentation of material facts or any other unfair dealing practice† in relation to customers (TAQA: Code of business ethics manual, n.d.). The stated principles are important for developing the productive relations between the company and such stakeholders as customers. Principles of Stakeholder Management It was determined that the company has the definite responsibilities in relation to such stakeholders as shareholders, customers, employees, business partners, and local communities. These responsibilities are closely connected with seven principles of stakeholder management. It is possible to pay attention to three principles which can be discussed as influential for TAQA because of its direct orientation to following these principles. The first principle stresses the role of managers in acknowledging and managing the stakeholders’ interests and in responding to these inte rests and definite concerns. It is stated in the principle that these interests and concerns should be taken into consideration when managers develop strategies or they are involved in the decision-making process (Mellahi, Morrell, Wood, 2010). TAQA follows this principle directly because there are many primary and secondary stakeholders within the industry which affect the company’s development and can be affected significantly by the progress of the largest energy company in the MENA region. Thus, the company’s operations directly depend on the activities of employees, customers, suppliers, and business partners. The ignorance of any customer, supplier, or partner can lead to breaking the whole chain of the company’s activities. That is why, to provide the effective cooperation, it is necessary to meet stakeholders’ needs and respond to their interests. The next important principle for TAQA is the third principle. According to this principle, the manag ers should develop the definite behaviours in relation to the stakeholders’ constituency (Mellahi, Morrell, Wood, 2010). From this point, the third principle is connected with the first principle, and there are explanations according to the managers’ behaviours directed toward the stakeholders. For instance, the process of working out the strategies in TAQA and definite management processes for the next year are based on Abu Dhabi Government’s perspectives in relation to the energy industry because TAQA can be discussed the governmentally controlled company (TAQA, 2012). The seventh principle explains the ways to avoid the conflict between the interests of managers as stakeholders and the necessity to meet the interests of the other company’s stakeholders. The issues of legal and ethical responsibilities should be resolved with references to such methods as reports, communication, and meetings (Mellahi, Morrell, Wood, 2010). This principle should be dis cussed in relation to TAQA because the company has the reputation of the organization in which much attention is paid to building the positive relations between the stakeholders and managers. For instance, TAQA’s activities are based on satisfying the interests of managers as stakeholders and on providing the open dialogue between the company and such stakeholders as local communities. It is stated in TAQA’s principles, â€Å"we are also guided by our responsibility to give back to the communities in which we operate. We primarily do this by generating wealth, creating employment and developing skills in the communities in which we operate† (TAQA, 2012). Conclusion The Abu Dhabi National Energy Company known as TAQA develops its policy in relation to stakeholders according to the principles of stakeholder management. As a result, the company succeeds within the industry, meeting the interests and responding to the concerns of all the organization’s stakeh olders. It is possible to determine such primary stakeholders as shareholders (with references to Abu Dhabi Government) and customers and such a secondary significant stakeholder as the local community because the company concentrates on the environmental and communities’ issues, including the communities of all those countries in which TAQA operates. References Mellahi, K., Morrell, K., Wood, G. (2010). The ethical business: Challenges and controversies. UK: Palgrave Macmillan. TAQA. (2012). Retrieved from https://www.taqaglobal.com/ TAQA: Code of business ethics manual. (n.d.). Retrieved from https://secure.ethicspoint.com/domain/media/en/gui/23320/TAQA_Code_of_Business_Ethics.pdf TAQA Global. (2012). Retrieved from https://www.taqaglobal.com/ This report on Stakeholder Analysis: The Abu Dhabi National Energy Company (TAQA) was written and submitted by user W1ll to help you with your own studies. 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