2013 Mercedes-Benz SL-Classe Commercial Essay Example | Topics and Well Written Essays - 750 words

2013 Mercedes-Benz SL-Classe Commercial - Essay Example This is attributable to the fact that the adverts stays in the viewer’s minds longer than any other form of commercial advert. The visual aspect of the television commercial makes for a more instant and identifiable awareness of the product than other forms likes radio or print media (Shimp 2008 p.383). Mercedes-Benz Company is not an exception. It has embarked on promoting its new brand 2013 Mercedes-Benz SL-Classe. The commercial runs for about ten minutes. The advert is divided into parts, namely theatrical features, driving features design and roadster. The management believes that the promotion will give the car a warm reception leading to increased sales. This paper will explore the various features of 2013 Mercedes-Benz SL-Classe as portrayed by the commercial, and provides an analysis of its intended purposes. The commercial begins by portraying the theatrical and active body control features of the car. At the beginning, it shows a handsome man coming to board the car with suitcase. He goes straight to the bonnet of the car to keep his luggage. However, it is amazing to see that the boot operates on hands free access ‘kick’ to open. The procedure is also followed in closing the boot (Mercedes-Benz SL-Class 2013). This implies that the car has an automated active body control. The driver switches the button and the car’s roof opens and folds towards the bonnet at the back. This feature seems to inform the audience that it is the prerogative of the owner to decide whether to have the rooftop of the car closed or not. The feature also makes the car look sporty and luxurious which most customers want. From the advert, you can be at a position to watch and hear that the car is environmental friendly. It does not produce a lot of noise. The ignition also does not produce a lot of smoke. From this point of view, the company is trying to tell viewers that the car has been manufactured in line with the environmental conservation goals . In fact, nobody in the world I do believe would prefer to buy a car that pollutes the environment. This feature will help lure many people to buy the sporty car (2013 Mercedes SL Commercial 2011). The commercial also reveals that the car is ignited using a button as opposed to a key as is commonly the case with most cars. I believe this is much of a selling point of the car. The use of manual key ignition looks much antiquated and with the advancement in technology, this is the right direction. The use of a button also helps in saving time (Video New Mercedes-Benz SL 2013 Commercial, 2011). Since many consumers like entertainments, the car has a surround sound system to keep the users entertained. This is a feature well thought by the advertisers and will help drive sales. Many celebrities in the world like entertainment and this feature as brought out in the advert will see many celebrities going for it (Mercedes-Benz SL-Class 2013, 2012). From the television advert, viewers are also able to see the design features of the car. This includes the shape, headlights, and color. For example, the advert uses a dark gray car to do the work. However, the management also states that the car exists in a variety of colors from which customers can choose. The car looks cool and the shape is just perfect. From the commercial, you can also be able to see the luxurious two seats of the car made of leather materials. Here, I believe that customer’s attention is drawn to comfort that the seats brings. The headlights of the car also look perfect in this advert (Mercedes-Benz SL-Class 2013, 2012). The television commercial also gives viewers a chance to observe the engine make-up. Here, one is able to see that the car has a V-6 engine known as SL350. The engine

COMMUNICATION IN BUSINESS - case study format Essay

COMMUNICATION IN BUSINESS - case study format - Essay Example The perceptions about time, the power of analysis and integration etc can also be different in different cultures. Political, economical, social and technological parameters can affect the business management process. These parameters are different across diverse cultures. Some countries may have democratic administrations whereas some other countries may have autocratic administrations. Moreover, economic growth, religions and the development of technology etc need not be the same in different countries. Business management styles need to be adjusted or fine tuned based on these parameters in order to manage a business successfully across cultures. Terms of Reference â€Å"In global firms, the effective management of cultural diversity which was once a concept, became imperative for the firms survival now† (Adler & Gunderson, 2007, p.128). I am working as a management consultant and Microsoft has recently approached me to prepare a management report for them in doing business in India. They specifically asked me to give more emphasize to the management challenges Microsoft may face in India. Microsoft discards the idea of a joint venture in India and they preferred making an independent unit in India. They are aware of the fact that because of the above decision, they have to do everything from A to Z in order to setup a business unit in India. So, they asked me to study the probable management issues they may face in India related to culture. This paper is written as a report to Microsoft about the possible management issues Microsoft may face in their Indian operations. Overview of the situation America and India are some of the largest democratic countries in the world even though, they differ heavily in many other aspects. Even though democracy is prevailing in both of the countries, the functioning of the political systems is entirely different. Even though both the countries are secular democratic, Christians dominate the American population where as Hindus dominate the Indian population. â€Å"India is an enormously hierarchical society (arguably the most hierarchical in the world) and this, obviously, has an impact on management style† (Indian Management Style, n.d) Most of the Indian organizations consist of people from different parts of the country and the management should address the cultural diversity aspects all the time. India consists of 28 states and 6 union territories; most of them are extremely diverse as far as culture and language are concerned. Because of the influence of left parties, the influence of trade unionism in India is more than that in America. Left trade unions can create problems to Microsoft, because of their declared stands against the capitalist countries and monopolies. However, considering the huge growth potentials of India Microsoft can neglect these challenges. At the same time, Microsoft needs to spend more time on learning about the diverse Indian culture in order to manage thei r business successfully in India. â€Å"Management practices are always culturally bonded† (Guidham, 2002, p.52). Analysis based on Trompenaars and Hampden-Turner cultural model The major elements of Trompenaars and Hampden-Turner cultural model of management of international business are; Universalism vs. Particularism, Analyzing vs. Integrating, Individualism vs. Communitarianism, Inner-directed vs.

London-based seatwave

London-based seatwave Part I 1. Introduction London-based Seatwave.com was founded in January 2006 by Joe Cohen. He is currently President and CEO whilst Mr. GED Waring is currently VP of Technology and James Hamlin is Director Online Marketing. The site has undergone continuous growth since launch, and currently serves tens of thousands of monthly visitors. Seatwave.com is a specialized online marketplace where fans can buy and sell tickets for concerts, theatre, sports, and live events and is the largest online ticket marketplace in Europe. Seatwave.com works by allowing Ticket Sellers to post the tickets they have for sale on the Seatwave site, and then letting buyers bid on them. Tickets go to the highest bidder and the site offers guaranteed delivery of tickets to winner and takes a small price off the ticket sold for compensation. 2. Seatwave Information Technology applications Seatwaves success is dependent on its use of technology to help drive the supply and value chains of the business and in its three years since its inception, Seatwave has gone from strength to strength winning numerous accolades, including being named Best Technology Media Company 2009 by The Guardian. Pure 360 emailing Technology Seatwave decided to partner with progressive email marketing providers, Pure360, to create and deliver a highly effective, cost efficient, email marketing campaign by capitalizing on cutting edge email marketing technology. Seatwaves ongoing email marketing campaign uses Pure360s Intelligent Time Sending tool to analyze when each of its customers is most likely to open their emails, and click-through to the website. This information is used to ensure emails arrive in recipients inboxes at the time he or she is most receptive an essential tool as Seatwaves success is dependent on the audience responding quickly and purchasing tickets. Timing is everything for Seatwave, and it is imperative that it sends out the latest information about events and ticket availability as quickly and efficiently as possible. Pure360s Automatic Message Import tool makes it possible for Seatwave to send out the latest offers by uploading web content automatically into their email marketing campaign, meaning they use minimal resources. Seatwave Mobile Application LONDON, ENG (Seatwave) 14 January 2009 Seatwave, Europes largest online fan-to-fan ticket exchange, today announced its newest partnership with mobile platform provider, Snaptu. As part of the companys continued expansion into the mobile environment and in a first for fan-to- fan ticket exchanges, the new application will provide a seamless mobile box office experience for fans. It will allow them to navigate through the full range of European concert dates on their mobile phone, and purchase with one call. Cookies When you view our Site we may store information on the hard drive of your computer in the form of a cookie (essentially a small text file). Cookies allow us to tailor the Site to your interests and preferences. (Seatwave.com 2009) IP Addresses We study visitor trends since we are interested in the successful dissemination of information through the Site. Our server creates log files of information such as the Internet Protocol (IP) address from your network, what pages were explored and the length of your visit. Analysis software is used to generate reports, which helps us to learn more about how we can enhance your experience with the Site. This information is not used to develop a personal profile of you. The log files are regularly deleted (Seatwave.com 2009). Seatwave Ticket finder Seatwave has secured a deal with MSN whereby MSN portal users can use Seatwaves Ticket Finder to search for secondhand tickets. The new objective for the online activity is to increase sales of tickets and encourage more people to sell tickets on the site. Secure Online Account As a buyer, you can review all your previous orders and track their status within My Account. For sellers, My Account allows you to view or amend your listings, track your sales and send out your tickets Seatwave Ticket Cover TicketCover is a new kind of insurance and Seatwave will be the first UK Company to ensure that consumers are refunded for the cost of a seat at sporting, music and other forms of live entertainment, if unforeseen circumstances prevail. Such circumstances include motor breakdown on the way to the venue, illness, injury, jury service and a range of other occurrences that could keep a person away from their chosen event. The service will be administered by Mondial Insurance and the cost of the cover will be included in the price of all Seatwave tickets. Seatwave Ticket Integrity Seatwave guarantee that their tickets come only from legitimate sources and that they will represent them accurately and honestly. They also guarantee that you will receive the tickets you ordered (or similar ones) and that they will be with you by the day of the event. And if they dont keep this commitment to you, they will take reasonable steps to source replacement tickets, of an equivalent value, to make sure you dont miss out. If suitable replacement tickets (determinable solely at our discretion) cannot be found, well refund 100% of the price you paid. No questions. Additionally Seatwave Ticket Integrityâ„ ¢ guarantee is a two-way street. If you are selling tickets they promise that you will receive prompt payment from Seatwave for all orders that are confirmed and fulfilled. 3. Seatwave E-Business Models Seatwave have adopted a combination of two E-business models, a Transaction fee revenue model and an E-Auction model. (Schneider. G 2009) explains that in the fee for transactional revenue model, businesses offer services for which they charge a fee that is based on the number or sized of transactions they process And Seatwave has successfully adopted this model whereby they are paid a commission for every ticket sold. Ttickets can be sold at any price selected by the seller, including below and above the face value printed on the ticket and Seatwave charges buyers a 15% service charge and sellers a 10% success fee. Seatwave has additionally adopted an E- Auction model or as they put it a fan to fan to online ticket exchange system. The online auction business model is one in which participants bid for products and services over the internet. When one thinks of online auctions they typically think of E-Bay, the largest online auction site. Like most auction companies, eBay does not actually sell goods that it owns itself. It merely facilitates the process of listing and displaying goods, bidding on items, and paying for them. It acts as a marketplace for individuals and businesses that use the site to auction off goods and services. Several types of online auctions are possible. In an English auction the initial price starts low and is bid up by successive bidders. In a Dutch auction the price starts high and is reduced until someone buys the item. EBay also offers fixed price listings. 4. Seatwave Financial Performance In January 2009 Seatwave was on 35% market share, GetMeIn (a UK startup founded by US guy James Gray and acquired by Ticketmaster is on 25%, and Viagogo is on 14 The principle industry area to which Seatwave belongs is events ticketing . Unfortunately Seatwave does not publish its financial statement but do provide growth margins which make it easier to measure the success and profitability of the company. Europes Leading Ticket exchange increases lead on the field London: 05 May 2009 Seatwave, Europes leading fan-to-fan ticket exchange, today announced explosive growth LONDON: 05 May 2009 Seatwave, Europes leading fan-to-fan ticket exchange, today announced explosive growth for Q1, supported by ComScores latest report confirming that Seatwave is Europes largest ticket exchange by a factor of more than 2 to 1 versus its nearest competitor. March sales alone grew by 287% year on year, one of the many indicators of the companys increasing success. Insert Courtesy Of Seatwave.com Seatwaves success can be attributed to two main factors superior customer service and an excellent online customer experience. Couple with a great business model The Companys site demonstrates how importantly it takes the customers online experience. Burgess believes that the specific online experience they offer customers is an essential ingredient to the success of the company because the site is streamlined and easy to navigate, and its smartly designed to maintain its efficiency and functionality. The smart design is evident in the ability to quickly buy or sell tickets and business model is adopted is excellent because there is no time and geographical constraints, hence tickets and be sold and bought at any time, 24 / 7 and Sellers and bidders can participate from anywhere that has internet access. This makes them more accessible and reduces the cost of attending an auction. 5. Seatwave Strategy Seatwaves biggest market is the UK and its long term strategy for growth is based on three key parts. Growth by global Expansion Offering Marketing Leading Consumer Protection Partnerships and Affiliations 1. The Seatwave business is growing rapidly and is the market leader in all the markets they operate within. Seatwave operates in nine countries outside the UK. Including Germany, the Netherlands, Italy, Spain, France, Austria, Belgium, Switzerland and Ireland Over 700,000 tickets on sale at any one time Customer base of over 1.9 million unique active users. 1.7 Millions tickets for events in over 38 countries Europe secondary ticket market worth $ 6.8 9.7 billion. Bi- model approach e.g. Transactional Revenue model E-auctioning model Seatwave Cooperate sales which is a dedicated service for corporate entertainment needs. 2. Utilizing Technology Offering Consumer Protection services TicketIntegrityâ„ ¢ guarantees that buyers will receive the tickets they ordered in good time for the event, or offers a full refund. TicketCoverâ„ ¢ which provides a full refund if an event is cancelled. This refund includes the full price of the tickets purchased. TicketCoverâ„ ¢premium which covers buyers for a range of other circumstances that may prevent them from attending their performance, such as transport failure or severe illness. TickFinder is a search application use on the msn portal to help users find secondhand tickets. 3. Partnerships and Affiliations Official Ticket exchange partner of 9 different sport clubs Affiliations with 4 separate music groups e.g. MTV.co.uk, MOBO Awards and Live Nation In partnership with major media organizations e.g. MSN, Virgin Media and a new partnership with HMV Seatwave donates a portion of every sporting ticket sold online to Sparks and is also a member of the Action for Brazils Children Trust. Seatwave are in partnership with UPS to help facilitate and ensure a reliable ticket exchange transaction between buyers and sellers. Part II 6. Suggested Evaluation Criteria The methodologies used for the evaluation of Seatwave.com is based on Webqual which is an instrument for assessing the usability, information, and service interaction quality of Internet web-sites, particularly those offering e-commerce facilities (Webqual.co.uk homepage 2009). WebQual (www.webqual.co.uk) is based on quality function deployment (QFD) a structured and Disciplined process that provides a means to identify and carry the voice of the customer through each stage of product and or service development and implementation (Slabey, 1990). In the context of WebQual for traditional Web sites, users are asked to rate target sites against each of a range of qualities using a 7-point scale. The users are also asked to rate each of the qualities for importance (again, using a 7-point scale), which helps gain understanding about which qualities are considered by the user to be most important in any given situation. In order to build a profile for Seatwave.com, the data was summarized around the questionnaire subcategories, and then the total score for each subcategory was indexed against the maximum score (based on the important rating for questions multiplied by three. The results suggested that the information quality and Usability aspect of the website rated extremely well at 100% respectively. Seatwave has facilitated this by providing tools that help the seller choose an appropriate selling price by comparing the average sale price for tickets being sold for the particular event and having a simple but structured approach to the design of the website and the way it presents information to its customers. Additionally the service interaction weighted score was slightly lower than the other categories at 92.8% but still suggested a high sense of community, personalization and security in terms of processing transactions, however the lack of confidence within the website due to the ethical issues within the resale ticketing industry and the slim line of communication to the organization has robbed the site of a maximum score. It must be noted though that WebQual was not particularly useful for evaluating the technical aspects of the site despite providing a valuable profile of users perception of e-commerce quality, therefore an independent evaluation of its technical viability as an ecommerce site was carried out. And one problem noticed when evaluating the site from a technical point of view is that it failed W3C markup validation, this means that there is no guarantee that the site will look the same in different browsers or even that it will work correctly. Also this means that non-graphical browsers and html translators such as those used by blind people may not be able to communicate the site to a properly. The site has an XHTML transitional DOCTYPE header, this standard should be strictly adhered to in order to avoid the problems outlined above, by doing this the company can be sure that they are reaching the widest possible audience as their site would then work with the vast majority of viewing technologies. Part III Proposed future strategy for Seatwave Future Strategy Seatwave can enhance its future ecommerce business by aligning its current strategy with the primary ticket selling industry which will build up its reputation and strengthen its brand image. According to Katie Allen of the Guardian, Seatwave and rivals such as Viagogo have been accused of encouraging the growth of bedroom touts, who snap up tickets with the sole purpose of making a profit by selling them on, in addition Seatwave, as a secondary market ticket supplier, has no way of verifying if tickets are valid, counterfeit, or genuine. By becoming the leader in the Primary and secondary online ticketing market Seatwave will be able to increase its image as a reputable brand, penetrate new markets and hence increase its profit margins. New Business Strategy Key Factors New Potential Packages As the two entities further combine their operations, they could begin to offer more packages to consumers such as discounted bundles of tickets and recorded music, and could offer corporate sponsors more attractive terms, too. At the same time, a vertically integrated behemoth could have the power to dictate higher prices. Power to dictate Price ( Due To Economy of Scale ) Because it would be so vertically integrated, the new company would also be able to muscle out competing concert promoters and have more power to dictate ticket prices to consumers. The new company would have close ties to an array of artists and boast affiliation and new partnerships right across the entertainment spectrum Expansions into the Americas To new business strategy will allow Seatwave to venture out in to the Americas which is tightly regulated against ticket reselling. Because of the new strategy the business can segment its services geographically. Alliances with other companies The new strategy would merge Europes Largest ticketing exchange facilitator with a dominant ticketing and artist-management company. The resulting firm would be able to manage everything from recorded music to ticket sales and tour sponsorship. It could package artists in new ways, for example, allowing corporations such as a mobile phone provider to sponsor a concert tour and to sell an exclusive download of a song. Conclusion In conclusion Seatwave has dominated the European market and have attracted investment whilst protecting its customer; however the ticketing resale markets remains shrouded with suspicion, unfair practices and dodgy dealings. It and its two main rivals in the UK operate in a controversial area. Ticket touts have a bad reputation and Seatwave and its peers are, according to their critics, merely electronic equivalents of the spivs who hang around the doors of music and sporting venues offering dubiously acquired products. Mr. Cohen points out that his venture offers those who are genuinely unable to obtain the tickets they want through a risk free channels, however a sales Account Manager for Seatwave, Lee Lake, was caught purchasing tickets for various concerts and gigs using 4 different addresses and 4 different credit cards and selling the same tickets through Seatwave at significantly higher prices than face value and not declaring that he is an employee of Seatwave in the transaction. In response, Chief Executive Joe Cohen allegedly stated the tickets were purchased as backstop tickets in case fans selling on Seatwave let people down. This proves that Seatwaves strategy is in need of a revamp to attract a better reputation and removed the stigma that has dogged the industry for so long, the integration of its already strong ecommerce offering with an improved business strategy will be the pied piper that draws large audience to the site and puts its critics to rest. Bibliography Peter, M. (2001). Business Studies p.63-64 UK Hodder Stoughton Ltd Farmers Weekly. (2006). Citing Online Source. Tesco Club card Reward Program ( Accessed 3/27/2008) Mike, M and Malcolm, M (2002) Marketing in Managing Bites p.86 GB Macmillan Press Ltd Peter, M. (2001). Business Studies p.61 UK Hodder Stoughton Ltd Kotler, P. (1998). Principles Of Marketing p. 33 UK Prentice Hall College Bill, W. (2008). Citing Online Source. Will Protest Hurt Tesco Brand ( Accessed 3/27/08) Sir Terry, L. (2008). Citing Online Source. Consumers Changing Lifestyles ( Accessed 3/27/08) Peter, M. (2001). Business Studies p.61 UK Hodder Stoughton Ltd

John Adams by David McCullough Essays -- Biography John Adams McCullou

John Adams, by David McCullough   Ã‚  Ã‚  Ã‚  Ã‚  The book, John Adams, by David McCullough, is a powerfully written biography of one of our nation’s greatest heroes. This biography explores Adams’ life in great depth, unveiling a side to his life unbeknownst to those who have never studied his life in great detail. Through diary entries, letters, and various other documents, the reader grasps a sense of what Adams’ day to day life was like, and is also able to grasp the enormity of his lifetime accomplishments.   Ã‚  Ã‚  Ã‚  Ã‚  In the battle for independence from Great Britain, the founding forefathers of our country came together, uniting for a common cause they would end up fighting for with their lives. Thomas Jefferson, George Washington, Benjamin Franklin, Samuel Adams, James Madison, Alexander Hamilton, and many others take part of this panoramic chronicle of Adams’ life, all coming together because of their devotion to their country.   Ã‚  Ã‚  Ã‚  Ã‚  In particular, of these men, Thomas Jefferson especially is exposed, and his relationship with Adams is explored, as it is a crucial fluctuating one. Though born opposites, they forge a relationship as diplomats, and as close friends, only after meeting and working together, however. In a letter to James Madison, before Jefferson first went to France to work with Adams, he likens him to a poisonous weed. After becoming great friends in Paris, however he writes back to Madison, â€Å"He is so amiable that I pronounce you will love him if ever you become acquainted with him†. Later on though, as the advent of political parties comes into being, and during the intense struggle for the presidency of the election of 1800, the two become archrivals. Incredibly, after this, they become close friends once again, and amazingly die on the same day.   Ã‚  Ã‚  Ã‚  Ã‚  The other relationship described in great detail was that which he shared with his wife, Abigail Adams. Through all the times he spent away from her, working arduously for the freedom he was so determined to secure for the thirteen colonies, they stayed strongly attached, and wrote numerous letters to one another, many of which are shared. He writes to her while in Congress, one time sharing with her, â€Å"We live, my dear soul, in an age of trial. What will be the consequence, I know not.† She encourages him, giving him her approval and support, in one letter writing, â€Å"You cannot be, I know, ... ... to the realness of this man. This book was first published in 2001, in New York. Though probably released before the September 11 attacks, it is assurable that if it had been released after, the direct correlation of the American hero would be made of John Adams. I think that the author’s goal, in writing this book, is to present the reality of this particular co-revolutionary, which through all the primary documents especially, he was very successful in doing. The single most memorable thing that I learned about were the relationships that Adams had, with other familiar names. This book had really helped me to understand the happenings that went on in the life period of Adams, but also really just how all these historical co-revolutionaries and Founding Fathers were all related.   Ã‚  Ã‚  Ã‚  Ã‚  On a whole, I found that the scholarly reviews of this book were very positive. Most of the responses of other scholars were those of praise and commendation on such a great book, an interesting and valid view on the life of John Adams. Works Cited: Gelles, Edith. â€Å"The Adams Phenomenon.† November 2001. http:// www2.h-net.msu.edu/reviews/showrev.cgi?path=284001005599191.(05 January 2002)

Legal and Ethical Issues in Childcare Essay

PART A: TERM PAPER QUESTIONS & ANSWERS – LEGAL AND ETHICAL ISSUES IN CHILDCARE 1)Record the relevant government agency that deals with child protection in your state – South Australia. The South Australia Department for Families and Communities (DFC) is responsible for child protection among other things. (COAG) Families SA runs the Child Abuse Report Line on 131 478. The Report Line is the focal point where all child protection concerns are to be reported. There are three teams in operation during these times. 1)The standard Child Abuse Report Line team is made up of social workers. For the sake of integrity all mandatory notifications are reviewed on the day by senior social workers. 2)Aboriginal Family Practitioners man the Yaitya Tirramangkotti Line. 3)A special team was created called DART (The Diversionary Assessment Response Team) to provide help to notifiers to assess whether their concern needs to be reported. It also refers people to other resources they can use to assist the child and their family. 2)A] What are the legal requirements for ‘Mandatory Reporting’ in South Australia for staff working in a children’s service? B] Who is legally obligated to make a notification when they have grounds to believe that a child is at risk of harm? A] The legal requirements for â€Å"Mandatory Reporting’ in South Australia are that if a person reasonably suspects that a child has previously been, or is still being abused or neglected from observations during the course of their work (whether paid or voluntary) or in the process of carrying out their official duties, then the person must notify the Department of that suspicion as soon as possible after they suspect abuse is occurring. B] As outlined under the Children’s Protection Act 1993 – S.A., the people legally obligated to make a notification when they have grounds to believe that a child is at risk of harm are: (a) a medical practitioner; (b) a pharmacist; (c) a registered or enrolled nurse; (d) a dentist; (e) a psychologist; (f) a police officer; (g) a community corrections officer (an officer or employee of an administrative unit of the Public Service whose duties include the supervision of young or adult offenders in the community); (h) a social worker; (i) a minister of religion; (j) a person who is an employee of, or volunteer in, an organisation formed for religious or spiritual purposes; (k) a teacher in an educational institution (including a kindergarten); (l) an approved family day care provider; (m) any other person who is an employee of, or volunteer in, a Government department, agency or instrumentality, or a local government or non-government organisation, that provides health, welfare, education, sporting or recreational, child care or residential services wholly or partly for children, being a person who—(i) is engaged in the actual delivery of those services to children; or (ii) holds a management position in the relevant organisation the duties of which include direct responsibility for, or direct supervision of, the provision of those services to children. It is important to remember that under the law you are only mandated within your professional context. In relation to your experiences after hours you have no mandate to report, however you may consider that you have an ethical duty to do so (DECD). 3) List the relevant policies and procedures from your service relating to child protection and responding to children at risk of harm. At our centre we have access to physical copies (or via the intranet) of various policies and procedures relating to child protection and responding to children at risk of harm. These policies may come from several sources, namely International, National, State, GoodStart or they may be specific to our centre: UN Convention on the Rights of the Child (CROC – 1990) Early Childhood Development Steering Committee, National Quality Standard for Early Childhood Education and Care and School Age Care, Council of Australian Governments, (COAG) (December 2009), specifically Quality Area 2 – Children’s Health and Safety, incorporating 2.3.4 â€Å"Action is taken to respond to every child at risk of abuse and or neglect†. Early Years Learning Framework (EYLF) (2012) Responding to Children and Young People’s Disclosures of Abuse (September 2011) National Child Protection Clearing House – Practice Brief Early Childhood Australia – Code of Ethics Children’s Protection Act 1993 S.A. Children’s Protection Regulations (2006) GoodStart Early Learning Policy Number CO-3 Child Protection and Risk Management (November 2010). GoodStart Early Learning Strategy Number CO-3.1 Child Protection and Risk Management Strategy (June 2009). GoodStart Early Learning Procedure Number CO-3.2 Reporting of Harm or Suspected Harm (Mandatory Reporting) (July 2008 reviewed April 2012). GoodStart Early Learning Procedure Number CO-3.3 Maintaining Working with Children Check and Police Clearance (October 2009) Critical Incident Management Policy Confidentiality Policy 4)Referring to the relevant policy and procedure relating to ‘responding to children at risk of harm’, complete the following tasks: a)Summarise the definition of ‘harm’ as per the relevant policy. A child is at risk of ‘harm’ if the circumstances that are causing concern for the safety, or wellbeing of the child are significant. The significance can result from a single act (e.g. leaving a child unattended in a car while dashing into the shops or on a hot day) or omission (e.g. no safety seat in car, or not fastening the seatbelt or child restraint) or an accumulation of these acts. This means the concern is sufficiently serious to warrant a response by a statutory authority such as the Police or Families and Community Services even if the family does not consent to intervention. The incident must not be minor or trivial; it must be seen to be capable of producing a substantial and obvious impact on the child’s safety or wellbeing. This definition of ‘harm’ will include physical abuse, sexual abuse, emotional or psychological abuse, neglect or domestic violence and will also include an unborn baby if the acts could affect the baby after birth, e.g. drug or alcohol addiction. b)Outline the processes for managing a child who  discloses information about being abused or neglected or harmed. †¢Listen carefully to the child and assure them that you believe them †¢Allow them to talk but discourage them from sharing this with too many people †¢Do not show alarm, shock, judgement or doubt †¢Do not ask leading questions or seek to elicit further information †¢Do not make them feel inadequate or guilty †¢Stay calm and reassure the child †¢Do not make promises to the child that everything will be all right etc. †¢Reassure the child they have done the right thing by telling you †¢Then let them know in a calm manner that you need to tell someone else who can help them †¢Tell them this person will make sure they are safe †¢Stay close to them to provide a feeling of security †¢The child has a right to confidentiality so do not disclose this information to anyone but the relevant authorities †¢As soon as possible document the conversation you had with the child as accurately as possible †¢If the child has questions and you do not have the answers tell them so – it is ok not to know all the answers just because you are an adult c)Outline the process to follow for reporting a child at risk as per the relevant policy and procedure. †¢As soon after the disclosure as practicable contact the Child Abuse Report Line on 131 478 †¢CIT must also be contacted prior to, or immediately after the above report on 1800997372 Additional support will then be provided such as: †¢Once CIT has been contacted they can support the staff member to make the mandatory report or make it on the staff member’s behalf †¢Where applicable CIT is to inform the CIO to ensure appropriate response and investigation †¢CIT will maintain all documentation such as a record of conversations, instructions and information etc. REFERENCES Early Childhood Development Steering Committee, National Quality Standard for Early Childhood Education and Care and School Age Care, Council of Australian Governments, (COAG) (December 2009). GoodStart Training College Module 2 Legal and Ethical Guidelines Training Booklet (October, 2012). http://www.families.sa.gov.au/pages/protectingchildren/LegislationNotifying/ http://www.families.sa.gov.au/pages/protectingchildren/ReportingChildAbuse

Lymphedema

Lymphoma Lymphoma is known as lymphatic obstruction, this condition can and will cause fluid retention and tissue swelling. This is caused by a compromised lymphatic system. The 1st incident of lymphoma noted on the records was by Sir William Osler for William Mildly, an American physician, who described a case in 1892, though It was first described by Rudolf Birch In 1863. It Is also known as Mildly disease, None-Mildly-Image syndrome and hereditary lymphoma.In later years any other causes were found such as cancer surgery where nodes were removed resulting In the term secondary lymphoma. In the last few years with genetic testing we have found mixed deemed such as the person who has the genetic tendency for lymphoma but didn't have It In childhood but who had trauma or surgery and developed It later In life, which Is a primary lymphoma patient with secondary causes Lymphoma Is something I have come well familiar with due to my boyfriend has primary Allemande. He was diagnosed -In 2 007 but for 4 years no one knows what was wrong with him.Now that he has been diagnosed we are working to control the fluid and the growth. With his condition it has affected his left leg. This condition has changed his whole life. He had to change his diet, clothing, his fluid intake, travel and even his soap. This is a condition that he may have to live with the rest of his life. I say may b/c I believe there will be a cure or if not a cure and plan to protect this condition from taking over the body the way it does. With having Lymphoma you need to do therapy at least 3-5 days a week depends on what yourDoctor puts you on. Therapy consist of massaging the lymph nodes starting from the neck to the shoulders to under the breast to the armpit down to the waist to groin to the inner to outside portion of the thighs and work your way down to the knee to the ankle. The progress is repeated starting from the ankle to the neck once you complete one side if the body you will start on the other side. Once the massage is complete for the whole body is now time to wrap the affected portion of the body (the leg) with bandages. The bandages are applied to retain reduction.There are efferent types are bandages one type is foam which works better for my boyfriend so he can bend is leg. When you are wrapped you are constricted to movement. I do believe with all the research taking place now there will be a cure or an evolution In the development or care and medicine. Thankful all for you time If you have any questions I will answer to the best of my ability and I also have websites and some brochures about the condition though it was first described by Rudolf Birch in 1863. It is also known as Mildly resulting in the term secondary lymphoma.In the last few years with genetic tendency for lymphoma but didn't have it in childhood but who had trauma or surgery and developed it later in life, which is a primary lymphoma patient with secondary causes Lymphoma is something I have come well familiar with due to my boyfriend has primary Lymphatic. He was diagnosed -in 2007 but for 4 years believe with all the research taking place now there will be a cure or an evolution in Thank you all for you time if you have any questions I will answer to the best of my ability and I also have websites and some brochures about the condition