Kraft Foods Group Strategies

Executive summary In the increasingly competitive food industry, it is imperative for companies to be alive to the changing markets. In order to meet this objective, it is important for companies to review their strategies regularly to align them with strategic choices.Advertising We will write a custom assessment sample on Kraft Foods Group Strategies specifically for you for only $16.05 $11/page Learn More In some cases, the companies need to review the strategic choices to leverage on strengths and take advantage of the environmental advantages to gain competitive advantage. This paper explores the case of Kraft Foods with regard to its strategies. Introduction In any competitive market, companies that are almost certainly to achieve organizational goals are the ones with the capability to lead as opposed to trailing vicissitudes within the market. The managers of such companies require building an enterprise capable of reacting rapidly to variations in both customer needs and the enterprise environment. This demands for constant development of innovations, possess the capacity to launch them and developing strategies that will enable the business to effectively meet its organizational objectives. Businesses that succeed in the market are composed of different individuals united in a collective purpose through corporate vision, mission and goals. In any business organization, the essential component in ensuring that individuals are focused on the goal is an organizational strategy that develops the organization so that it adapts to changes and advance with time. This case study examines the strategies employed by Kraft Foods Group. It will propose ways in which the company may leverage its strengths and reinforce its weaknesses to gain competitive advantage. In order to achieve this, the study explores the company’s generic strategies and strategic choices.Advertising Looking for assessment on business economics? Le t's see if we can help you! Get your first paper with 15% OFF Learn More Main Body Product variety Kraft Foods engages in the development and selling of packed food and beverages. It operates in the increasingly competitive North American, European, Asian Pacific and Latin American markets. Over the years, it has managed to create a niche in the food and beverage industry thus ranking second in the world behind Nestle (Marketline, 2012). The company has a wide range of products including opportune meals, coffee and grocery products. It has an assortment of globally recognized brands. The food and beverage classes include breakfast, lunch and dinner. The products can be consumed in the food service outlets or at home. This caters for the wide range of customers with diverse preferences of consumption location. The brand portfolio includes nine strong brands ensuring that customers have a wide variety to choose from. In the fast changing market, having varieties of products w ithin the core brands ensure that the company enjoys a huge market share as all customers have their needs met. The number of products had initially reached twenty. An overhaul in strategy led to the reduction with the company adopting ‘fewer, bigger, and better’ approach (Watrous, 2013). Kraft Corporate Strategies In 2011, the company revealed organizational strategies aimed at driving the growth of the company during the yearly Consumer Analyst Group conference (Shah, 2014). The strategies include delighting its global consumers with unique snacks. The company would also release the power of its iconic brands through vigorous marketing and promotions. The company planned to create a performance-focused and principle-led organizational environment. These strategies would result in organic revenue growth of 5 percent. In devising these strategies, the company viewed itself in an apt position to achieve growth considering its worthy cycle. The main features of the worthy cycle were envisaged to accelerate growth at a higher rate than competitors and categories include renewing the power brands.Advertising We will write a custom assessment sample on Kraft Foods Group Strategies specifically for you for only $16.05 $11/page Learn More This is to be achieved through investment in research and development for innovation and advertising of the power brands. Additionally, the company would utilize its business management policies to enhance local brands. Another feature is the increment in the sales and marketing brilliance. It would also develop end-to-end cost control to attain record savings. This will be achieved through streamlining the supply chain and endeavor negative overhead development. The emphasis on the general organizational strategy is hence divided in two categories namely brand building (focus strategies) and cost reduction (cost leadership). The company is no longer developing new brands but is vigorously advertising and marketing the existing brands to create brand awareness among its customers. Subsequently, it will create brand loyalty to its products. The cost reduction strategy will help the company to increase the profit margin. The company is making efforts to ensure that the supply chain is aligned to the mission and vision of the company. By delivering the products to the consumer in a timely manner, the company will be viewed as the unquestionable leader in the food market. The customers will view the company as a requisite partner (Hill, 1988). Generic Strategy Kraft foods started with few product brands. As business increased due to vigorous marketing by the company staff, the number of products was increased. The company has developed sufficient brands and is no longer focused on developing beyond that. It is concentrating on ‘focus strategies’ to create strong position for the existing brands. It has developed a set of ‘fundamental values’ that assist in guiding employees. Among them is promoting teamwork and creating room for innovation among employees. There is unrelenting emphasis on the need for the staff from all backgrounds and expertise levels to work in unison in supporting the company’s core brands.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In order to attain this goal and eventually the company’s mission, the company structures its business in ‘Category Teams’. This is focused on ensuring a cross-operational tactic to decision making. Strategic Choices For any company that seeks to integrate its innovations for growth, it must first plan on how it will integrate the innovations with the corporate vision and mission. Kraft’s mission is to gain recognition as the unquestionable leader in the world food market. In order to attain this vision, the company needs to ensure that the quality of foods and beverages it offers are healthy for the consumers. In the contemporary market, consumers are increasingly becoming health-sensitive regarding what they consume. The company is financially endowed. Its revenues exceed $1 billion (Noria, 2014). This is considered as the strength for this company. It is vigorously advertising and marketing its power brands globally particularly in highly competitive ma rkets to gain competitive advantage over market rivals and increase its market share. However, this does not completely align with the company’s generic strategy of cost leadership. The cost of advertising and marketing the brands are increasingly becoming higher. Additionally, the cost of supplying the products to markets outside the United States is higher. This means that the price of the products is still high. Furthermore, the delivery of products to these locations is not timely. The company may require setting up plants in these markets to ensure timely delivery for customer convenience and reduction of supply costs. Leveraging strengths Kraft Foods has a unique combination of refreshments and legacy brands. The company is financially stable. It should use this strength to market the power brands in the emerging markets. In order to reduce the supply costs, it should set up manufacturing plants near these markets. The marketing, advertising and promotions will help in creating the ‘perceived value’ by customers. It should endeavor to create a niche among consumers by selling directly to them as opposed to the current approach where it sells to retailers. The elimination of distributors and retailers will help streamline the supply chain and effectively lower the costs (Meeta, 2012). By entering new markets, the company will take advantage of the environmental opportunities. There are fewer competitors in the emerging markets. This will allow the company to create customer loyalty for its unique products. In most of the emerging markets, there is relative political stability with less favorable conditions for foreign investors as the countries seek to globalize and attract investors. The company should take advantage of incentives offered in such markets to grow its profitability. The company should alter its strategic choice of vigorously marketing in the existing competitive markets and concentrate on the emerging markets. Reconfirm ation of Kraft Foods vision and mission Kraft Foods’ mission of gaining recognition as the unquestionable leader in the world food market is enhanced by the fact that it engages expertise from diverse professional fields. This ensures that the company offers its consumers high quality and healthy assortments of foods and beverages. In pursuing this mission, the management creates an environment that enables a strong connection between the organizational strategies and the performance of its brands. The company builds its market performance through the engagement of competent managers and field personnel. The employees function within vividly defined strategies that are carefully designed by professionals. By creating a performance-focused and principle-led organizational environment, the company is able to deliver to its customers the services and products envisaged in the company’s strategic plan. The management structure of the company replicates the strong point of the management team. The team is able to positively influence the employees to devote to the achievement of the company objectives through meeting the expectations of the customers. In order to achieve cost leadership in the food industry, the company encourages the employees to participate in decision making. It encourages innovation among the employees through shared expertise. The creation of category teams enables the involvement of planning experts who take an active part in decision making. They help the employees to concentrate on adding value for the clients in an approach that progresses the competitiveness of the entire company. Conversely, to achieve the vision and mission of the company, the management has divided the entire organization into three key teams namely business divisions, collective services and the corporate core. Nevertheless, the corporate core is responsible for deciding on the overall strategy of Kraft Foods. It sets standards and manages talent as well as composing the business portfolio. This way, the company is able to remain focused on its mission. The corporate strategies and strategic choices require realigning instead of altering the mission statement. Conclusion Kraft Foods corporate strategy has been effective for years. However, the increasingly competitive food and beverage industry requires realignment of the company’s strategic choices to reflect on the delivery of the corporate mission. The company’s mission and objectives require no alteration. Instead, there is need for reviewing the generic strategy to enable the company to adapt to the changing market and create a niche in the food industry. The company should leverage its financial endowment and strong brand to gain competitive advantage. References Hill, C. (1988). Differentiation versus low-cost leadership or differentiation and low-cost: A contingency framework. Academy of Management Review, 13(1), 401-412. Meeta, I. (2012). Application of bowma n’s clock to Kraft foods ltd. Web. Noria, C. (2014). Kraft foods lay out new global growth strategy. Web. Shah, V. (2014). Kraft foods. Web. Watrous, M. (2013). Product development overhaul at heart of Kraft foods strategy. Web. This assessment on Kraft Foods Group Strategies was written and submitted by user Cuck00 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Night Before Christmas Essays - Christmas, Christmas Traditions

The Night Before Christmas Essays - Christmas, Christmas Traditions The Night Before Christmas It was the prior night Christmas and I was exceptionally pitiful in light of the fact that my family life had been extremely upset and I was certain that Christmas could never come. There was none of the standard delight and suspicion that I generally felt amid the Christmas season. I was eight years of age, yet in the previous couple of months, I had matured enormously. Christmas had dependably been for me one of the blissful religious celebrations. The congregation began get ready path back in November. We truly felt that we were get ready for the introduction of the child Jesus. The youngsters and all the youngsters wanted to make vivid crepe paper adornments and beautify their homes and schools with them. Excellent Christmas music could be heard wherever in the city, on the radio and even on TV. It was the time when relatives and companions went to each other, so there were dependably individuals voyaging and chatting with incredible bliss from all the distinctive tribes. Goodness, how I wished I had a portion of the conventional sustenance of rice, chicken, goat, sheep, and products of different sorts devoured at Christmas now! Every one of us anticipated the Christmas Eve Service at our congregation. After the administration there would be a cheerful parade through the lanes. All through the festival, everybody was welcomed with the extraordinary welcome word, " Afishapa " which means Merry Christmas and Happy New Year. Everybody would be in an occasion mind-set. At that point on Christmas Day we did a reversal to chapel to peruse the sacred texts and sing songs to help us to remember the significance of the favored birth of the child Jesus. After the Christmas benefit youngsters got presents of extraordinary chocolate, unique treats, and exceptional wafers. Youngsters were informed that the presents originate from Father Christmas. They additionally got new garments and maybe new combines of shoes. We generally believed that these were the things that implied Christmas. I truly wish that those recollections were genuine today! In any case, this Christmas Eve things were distinctive and I knew Christmas would not come. Everybody was pitiful and frantic due to what had happened before in the year, in April, when the supposed Army of Liberation assaulted our town and took all the young men and young ladies away. Families were isolated and some were killed. We were compelled to work and walk for some miles without sustenance. We were regularly eager. The officers smoldered everything in our town and amid our constrained walk we lost all feeling of time and place. Amid one blustery night we were inexplicably ready to make tracks in an opposite direction from the troopers . Following a few weeks in the tropical woodland we advanced back to our wore out town. The majority of us were wiped out, depleted, and discouraged. The greater part of the individuals from our families were mysteriously gone. We had no clue what day or time it was. This was the circumstance until my debilitated grandma saw the rosy and yellow blossom we call, "Fire on the Mountain." It was sprouting amidst the commercial center where it had stood and sprouted for eras at Christmas time. For reasons unknown it had survived the fire that had immersed the commercial center. (I recalled how the nectar from this wonderful bloom had dependably pulled in bugs making them sufficiently tired to tumble to the ground to wind up nourishment for crows and reptiles.) We were astounded that the fire the fighters had begun that blazed the commercial center and the town did not oblite rate the "Shoot on the Mountain" tree. What a supernatural occurrence it was. My grandmother informed us that it was almost Christmas on the grounds that the flowers were sprouting. To the extent she could recollect this lone happened at Christmas time. My spirits were lifted for a couple of minutes as I saw the bloom. Before long I got to be tragic once more. How could Christmas come without my folks? How would we be able to celebrate after all we had endured? How might we be able to praise the introduction

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Biotechnology in healthcare - Essay Example Consequently, doctors tend to prescribe specific drugs so as to achieve maximum personal benefits even though the prescribed drugs are of less effect. The regulatory authorities face difficulty with preventing these unethical practices since medical prescription is completely left to doctors’ choice. This paper will critically explore the ethical and regulatory issues associated with marketing drugs in the United Kingdom. Drug Marketing Issues It has been identified that pharmaceutical companies spend a lot of money toward marketing their drugs in a way that their drugs would continuously get prescribed by doctors. Naturally, the company representatives exaggerate the benefits and efficacy of their products; and often doctors do not try to verify the authenticity of their argument. In fact, there are no practical ways for doctors to test the reliability of companies’ claims instantly; the laboratory tests require much time and they would not provide cent percent accurat e results of the drug’s effectiveness. The Inverse Benefit Law focused on Hart’s inverse care law states that â€Å"the ratio of benefits to harm among patients taking new drugs tends to vary inversely with how extensively the drugs are marketed† (wellness resources). When companies extensively market their drugs, sometimes the act gives rise to new diseases. Pre-diabetes and pre-hypertension are some best fitted examples which reveal the horrible impacts of unethical drug marketing. Reducing the verge for a disease means maximum sales for pharmaceutical companies in UK; the same happens while new diseases emerge. It is important to note that the ultimate aim of medicine is to eradicate diseases but not to create new ones. However, drug marketers encourage doctors to test the effectiveness of their products on patients. Although doctors know that certain drugs’ impacts may vary with age, sex, and demographic factors, they would not be willing to change th eir prescription criteria so as to preserve their personal interests. The most destructive impact of drug marketing is the practices of over dosage. Company representatives are always under pressure to meet their fixed targets; consequently, they may force doctors to prescribe drugs in large quantities. Although these over dosages may mitigate the symptoms of diseases rapidly, they have far reaching impacts on patients’ health. Similarly, all misleading pharmaceutical advertisements are against the professional ethics as they negatively affect patients’ medical knowledge also. Issues associated with drug marketing regulation The regulatory authorities cannot insist doctors regarding medical prescription because of two reasons; firstly, a doctor is well conversant with the physical conditions of his/her patients; secondly, he/she must have full freedom of action during the course of treatment. In real practice, it is seen that doctors misuse their freedom with intent to gain personal economic benefits. In such situations, regulators cannot identify whether a doctor’s prescription is genuine or not. The Medicines and Healthcare products Regulatory Agency (MHRA) is responsible for excessive drug marketing prevention in UK. The MHRA 2008 reports show that the discontinuation of drugs within a shorter period of time causes severe impacts on patient’s health. Therefore, it is difficult to ban certain drugs even though they are found harmful. Disputes have been going on in UK even among regulation panel

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Reflection paper - Essay Example I strolled, as it were, and encountered the ruined columns and pillars, and among the sepulchers, and felt around my way into the burial dimness of the tombs, and discovered no route coming out from them. The terminal curse of Rome stems from the messages it unrelentingly presents between outer and inner sceneries. It is a city where the subjective and hidden gets seriously transformed into the historical and obvious, where the sightseers observe in the rubbles the many of lost holes that rest defeated in Rome’s earth. I do not really know how to describe, in any harmonious and friendly way, the Rome that exists now; its dark pathways, and avenues of palazzos; its cathedrals, surrounded with the exquisite stones or marbles that were initially refined for the decoration of pagan sanctuaries; its hosts of wicked scents, combined with the aroma of many a thousand incenses; its modest life, gaining meager energy from what has been gone long time ago.

Ways Children Looked After By Local Authority Social Work Essay

Ways Children Looked After By Local Authority Social Work Essay In the context of Shona and her family, this assignment will firstly review the powers and orders necessary to bring the children to be looked after by the local authority along with the governing principles. It will then discuss relevant areas for review and the required order to ensure good care for the children, including how and when these should be reviewed. Finally, looking at the significance to the case study of s17 of Children Act, 1989 along with considering the different services presented to each sibling whilst in care. Police Powers Shonas case is discovered by police officers under-taking ordinary duties when social services departments and the courts are closed (Masson, 2001). CA, 1989 s46(1) gives the police power, without going to court, to remove or detain children for 72 hours if they have reasonable cause to believe that the children are likely to suffer significant harm (Brammer, 2010; Powell, 2001). Social Service Managers recognise the value of s46 as an emergency intervention but have criticised its excessive use as a result of police anxiety (Masson, 2001). The principle is that courts should make a decision to remove children wherever possible; therefore, s46 is to be used in exceptional circumstances. The local authority should have in place with the Clerks to the Justices an out of hours Emergency Protection Order (EPO) application process (HO Circular, 2008). Emergency Protection Order EPO is a short-term emergency measure, lasting up to 8 days with a possible extension of a further 7 days, whilst the local authority under CA, 1989 s47 investigates the childrens welfare. S44(1) of the act outlines the grounds for applications for an EPO of which there are two forms (any person and likely to suffer significant harm). The local authoritys application for Shona and her siblings is on the grounds that they are likely to suffer significant harm due to domestic violence. Although the court may agree that there are grounds for an EPO, it still needs to apply the principles contained in Part 1 of the act. Principles governing the decision-making Welfare Principle CA, 1989 s1 states that, the childs welfare shall be the courts paramount consideration. The meaning of s1 has been closely examined and criticised due to its wide range of interpretations (Brammer, 2010; Brayne and Carr, 2010). Decisions based on the welfare of the child are ultimately value judgements (Ryan, 1998: 8) Therefore, a checklist was added to maintain consistency and provide clear understanding (Ryan, 1998 and Brammer, 2010). For an EPO the court must consider the welfare principle but it does not have to consider the checklist (Brayne and Carr, 2010). Non-Delay Principle CA, 1989 s1(2), supported by European Court of Human Rights article 6(1), emphasises that any delay in court proceedings is potentially harmful to the welfare of the child (Brayne and Carr, 2010), therefore, the court needs to have regard to the non-delay principle. The Public Law Outline (PLO), 2008 attempted to address case management and avoid delays in court proceedings by setting a timetable. Masson argues that Legislating against delay did not change working practices; adult parties continue to create advantageous delay (2010; 55). No-order Principle CA, 1989 s1(5) directs courts to make no order, even if the harm threshold condition is satisfied, unless it considers that making an order would be better for the child than making no order at all (known as the no-order principle). The principle recognises the need for proportionality with three foundational aims: 1) discourage unnecessary court orders, 2) to ensure that the order is granted only where it is likely positively to improve the childs welfare and 3) discourage the making of unnecessary applications (DCSF, 2008: 7). If government guidance discourages unnecessary applications, this may account for research findings showing a general misunderstanding of this principle amongst local authorities who interpret it to mean that cases should not be taken to court unless it is totally necessary. The recent increase in court applications may demonstrate that the principle is not preventing Social Workers from carrying out their duties (DCSF, 2008; Brayne and Carr, 2010). The majority of court proceedings have resulted in orders being granted, therefore Mason argues, Neither the public nor the courts themselves have accepted the no order principle (2010, 57). Areas Needing to be looked at: Threshold Question As Shona has been in care for approximately three years, the local authority would have applied for a court order. This cannot be obtained without meeting the threshold criteria of CA, 1989 s31: identifying significant harm, cause for the harm and no order principle (Ryan, 1998; DOH, 1999). Significant harm has to be found to exist before the court will intervene in family life, however, as the term is not defined it causes considerable problems of interpretation. The Adoption and Children Act, 2002 s120 broadened harm to include witnessing or hearing it, which would be relevant in the case of Shona (Brammer, 2010). Assessment The children would be assessed under the child protection structure due to the physical abuse Liam endured and his sisters witnessed. This structure has evolved through a series of reports and government circulars. In 2008, the Children Act Guidance Volume One was revised and issued under s7 of the Local Authority Social Service Act, 1970 which provided clarity for what should be completed before making an order application (Brayne and Carr, 2010). Working Together to Safeguard Children, 2010 provides interagency guidance on assessment and investigation. The Framework for the Assessment of Children in Need and Their Families, 2000 provided, under one structured system, a holistic assessment and planning tool for all children in need (Thomas, 2005: 83). Using the framework, the local authority, through the core assessment process, will need to consider both the childrens and parents needs along with those in the wider family and community, to reach a decision that an order is necessary to safeguard their welfare. The local authority would also need to seek legal advice and communicate to the parents their concerns (DCSF, 2008). Care Plan ACA, 2002 amended s31 of the CA, 1989 so that an order cannot be made until the court has considered a care plan (Brammer, 2010). A separate plan would be required for Shona, Liam and Siobhan so the court can consider their individual needs. The plans should be based on findings from the initial and core assessments with the structure, as guided by Local Authority Circular 99(29), 1999, being: 1) overall aim, 2) childs needs, 3) views of others, 4) detail on placement and 5) local authority management. The courts decision on the no-order principle will take into account the care plan for verification as to how the order would be applied (DOH, 2000). What Orders May Have Been Necessary Care Order In having met the threshold criteria, completed assessment and care plan the local authority under s31 would apply for a care order for the children. A care order, rather than a supervision order, involves the children being removed from their home and provides the local authority with shared parental responsibility for the children alongside the parents (Brayne and Carr, 2010). Reviews by Local Authority Upon granting an order, the court has no influence in the plan being carried out (Brammer, 2010). ACA, 2002 amended s25(a) CA, 1989 by requiring an Independent Review Officer (IRO) to be appointed to chair all review meetings of looked after children, ensure the child is involved in the review and will challenge poor practice, and any drift in implementing the Care Plan (HMG, 2003: 45). If the plan is not implemented the IRO can pass the case to CAFCASS who can now return it to court (Brammer, 2010). CA, 1989 s26 makes it a legal requirement for local authorities to regularly review the childrens care plans. Reviews ensure that it [plan] is being effectively implemented and to make any changes that have become necessary (Thomas, 2005: 76). All involved in the care of the children, including the child, should be involved in the review. The minimum requirements which reflect the no-delay principle, are set out in the Review of Childrens Cases Regulations 1991, amended in 2004. The first review should be held within four weeks of the children becoming looked after, followed by a further review at three months later and then six monthly (Brammer, 2010; Ryan, 1998). Relevance of s17 to case study Views of Parents Under s17 of CA, 1989, the local authority has a general duty to promote the upbringing of children in need by their families and with article 8 of the Human Rights Act, 1989; they would need to justify any interference in family life. Working Together, 2010 re-emphasized the commitment of partnership with parents in making plans for the welfare and protection of their children. There are a number of ways the local authority can work in partnership with Shonas parents; through consultation, taking into consideration their views, attendance at case conferences and being notified of any public proceedings (Brayne and Carr, 2010). CA 1989, s17 also makes clear that the first priority is to promote and safeguard the childrens welfare and then try to keep them within their family (Brayne and Carr, 2010). Provided that the welfare and safety of the children is paramount then potentially there should be no conflict between the principles of family support and child protection (Parton, 1997). However, research has shown that full partnership is difficult to reach when risks are high and families disagree with the perceived risks (Bell, 1999). The recent case of Baby Peter has highlighted the importance of Shonas Social Worker having the skill to recognize when partnership with the parents is failing to protect them (Brayne and Carr, 2010). The fathers violence towards the children could be a reason to exclude him from any conferences but his wishes can be obtained by other means (DCSF, 2010). It is also important to recognise that the childrens views and wishes may be different to their parents. Childs wishes The Children Act, 2004 s53 amended s17 of CA, 1989 making it a requirement that before deciding what services should be provided the childrens wishes should be obtained and given consideration (DCSF, 2010). CA, 1989 s22 by mentioning the child before the parents suggests that the childs wishes are to be the first consideration (Brayne and Carr, 2010). The law has also been criticised for assuming that it is possible to know objectively what is in a childs best interest but instead should give the children themselves a role in determining what happens (Thomas, 2005). However, the emphasis of listening to the childs wishes has recently been criticised as it undermines the courts authority to make a best interest decision (Times, 2010). Laws, policies and procedures continue to reflect he tension between these twin goals of safeguarding children and advocating their rights (Adams, 2009; 304). To ensure that the childs interests, wishes and rights are upheld in court, CA, 1989 s41(1) contains the duty, if required, for a Childrens Guardian to be appointed from CAFCASS (Brayne and Carr, 2010). Placement Details The local authority whilst taking into consideration the views of the children and parents, will have regards for s17 when considering placements for the children. The CA, 1989 s44(a) was amended by the Family Law Act, 1996 giving power to include exclusion requirement in emergency protection order. This could have been an option looked at in the case of Shona with the father being excluded from the family home (Brayne and Carr, 2010). Consideration of family members and friends as potential carers for Shona and her siblings should be explored and clearly demonstrated in their care plans before making a court order application (DCSF, 2008). S23(7) CA, 1989 promotes contact between parents and children with local authority, as is reasonably practicable, providing accommodation near to the family home and keeping siblings together. Under schedule 2 of CA, 1989 there are powers given to the local authority to assist in maintaining links between children and their family (Brayne and Carr , 2010). Options Available to each child Family Group Conference There are several methods for compiling the childrens care plans, with one such option being Family Group Conference (FGC) (Thomas, 2005). FGC has been described as a, realistic methods for merging the needs and interests of children and families and the protection concerns of public child welfare agencies, the courts, and the community (Chandler and Giovannucci, 2004: 217). Although there is no factual data, reviews of FGCs have implied that it is not a suitable option for domestic violence cases due to the welfare of the child. However, in the case of Shona, FGC may have been a viable option when initially becoming children cared for to help explore the welfare concerns, deciding what services are necessary and to take into consideration the children and parents views when considering permanency so to prevent the children becoming entrenched in the care system (Chandler and Giovannucci, 2004). Accommodation The local authority has a power under s20 CA, 1989 to provide accommodation to the three children (Ryan, 1998). From initially coming into care (the sisters going to foster care and Liam to residential care) up until their current situation (Shona and Siobhan different wishes to return home) decisions on the provision of accommodation have been paramount with the options to be explored being: kinship, foster care, residential, reunification, adoption and independence. ACA, 2002 provides guidance on the timescales for decisions about adoption with permanence, including adoption, needing to be considered at the second care plan review (Brayne and Carr, 2010: 378). Education / Crime Due to the highly publicised statistics of children in cares educational underachievement, crime rates and employability, the recent government has made a number of changes to legislation. Under s20 of the Children and Young Persons Act, 2008 all three children will have (had) a designated member of staff at their school responsibility for promoting the educational achievement. The local authority under s22 should provide for under 25 year olds assistance to pursue education or training which is relevant to Liam and Shonas current situation (Brammer, 2010: 356). Although the agenda for change is not without criticism, Its policy recommendations are framed within a social investment approach which values education as the route out of exclusion and into employability (Williams, 2004; 423). Schedule 2(7) of CA, 1989 puts an onus on the local authority to take reasonable steps designed to reduce the need to bring criminal proceedings against such children (Brammer, 2010: 369). Therefore the Youth Offending Team (YOT) could be a service considered for Liam. Adams argues that the number of detained children is high in the UK with, policy and practice regarding children and young people who have committed offences remain stubbornly resistant to welfare principles (2009; 318). Legal Requirements In 2003 the government published Every Child Matters (ECM) which introduced five outcomes for service providers to make arrangements to improve the well being of children: being healthy, staying safe, enjoying and achieving, making a positive contribution and economic wellbeing (2003:6-7). CA, 2004 was passed to provide a statutory framework for applying ECM with the five outcomes included in s10(2) of the act (Brayne and Carr, 2010). The act also introduced the requirement for working together of statutory departments and other relevant bodies for achieving the five outcomes (Brammer, 2010). In theory this provides Shona, Liam and Siobham with greater opportunity for services from public, private and voluntary sectors, however, this legislative change did not come with an increase in budget (Williams, 2004). The responsibility of the local authority to provide services to the children is outlined in schedule 2 of CA, 1989. The wording is moderated for example reasonable steps or con sider appropriate, therefore the local authority can prioritise services based on what is available rather than having to meet every need (Brammer, 2010). When more than one agency is involved in the childrens care a lead professional will be appointed to be responsible for ensuring a coherent package of services to meet the individual childs needs (HMG, 2003: 9). Conclusion In the situation of Shona and her family, this assignment has highlighted the current social and political thinking towards safeguarding children with the balance in the CA, 1989 between welfare and childrens wishes; the emphasis on partnership with parents; the importance of accountability through reviews and the value placed on children remaining with their families. The five outcomes for children in care provide a framework for the provision of services, however, the limitation in budgets does not support the political agenda.

The Fifth Discipline by Peter Senge Essay -- Fifth Discipline Peter Se

The Fifth Discipline by Peter Senge   Ã‚  Ã‚  Ã‚  Ã‚  In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.   Ã‚  Ã‚  Ã‚  Ã‚  Senge describes five disciplines that are necessary for a learning organization. "Learning organization" is a catchphrase covering the ideal of an organization built on vision, teamwork, openness, flexibility, ability to act under changing conditions, and so forth and so on. It is an organization where people don't just promote their limited region and privileges, but where they take risks and responsibilities for their shared future, working on creating maximum synergy and maximum ability to deal with the whole state of affairs. The five disciplines are: team learning, building shared vision, mental models, personal mastery, and systems thinking. Team learning is the proficiency of a group of people to halt their theories and assumptions and freely think together. That involves dialogue in the true meaning of the word, as a flow of meaning. It means going beyond personal defensiveness and presenting ideas openly, even when one is going out on a limb. Building shared vision means members of a group truly share their pictures of the future, if they are excited about what they are creating together, then they will act out of inner motivation an...