Top 8 Roman Military Defeats

The Physics Of Video Games - 2519 Words

People often question when they would ever use the mathematics they are taught in school during the course of their lives. Unbeknownst to them however, is that many of their greatest joys in life are made possible because of mathematics. Anyone who plays video games or any games may not realize just how large a role mathematics plays in their lives. Without math, video games wouldn t be possible, and board games would be less meaningful. Everything that happens in a videogame is occurring due to mathematical inputs inside the game. Some of these inputs are able to be changed of influenced by the user, others are not and form a pseudo-random number generator, which influences the seemingly random events that occur while playing. Board games often have mathematical solutions to them that guarantee a certain result, or strategies that are more likely to result in a victory. Even if it isn t noticeable at first, mathematics in games is very present for those who care enough to look for i t, and those who find it can use their newly found knowledge to their advantage. One of the largest gaming communities in the world is the Pokemon community. Pokemon, a video game series created by Nintendo, has grown in popularity with all ages since its original release in 1996. Since then, 26 main series games have been released, including two new ones just released on November 18th. The basic premise of the game is that a player travels a world, capturing Pokemon to use in battlesShow MoreRelatedEssay On Applying Physics To Gaming797 Words   |  4 PagesApplying Physics to Gaming Germain Mendoza The article â€Å"Teaching introductory undergraduate physics using commercial video games† talks about a course that was offered to college students at the University of Texas at Brownsville that would last from December 2010-January 2011. Many games were used to demonstrate how developers of the video games used real world physics laws and applied them to the basis of the game. In the article only four were mentioned these were: â€Å"Little Big Planet†, â€Å"ShaunRead MoreFlight Simulators Should Be Made ( 13 )792 Words   |  4 Pagesone individual part of it moves(13). However, the physics system is independent of the plane model representation. So the model doesn’t contain any actual physics logic(13). Simulation-subsystem contains the physics model The result of the model logic is a series of physical effects on the components, such as forces, torques, heating, deformation, and so on(13). These are applied on a per component basis determined by the pane model. The physics engine takes the disparate effects and integratesRead MoreUsing Video Games in the Classroom1407 Words   |  6 PagesVideo Games could be used in the classroom for a wide variety of different subjects, ranging from math, to science, to english and even in foreign language classes as many games that are made in different countries are in that countrys own language. Of Course games are almost always translated into different languages so that people worldwide could play them but a foreign language teacher wouldn’t find it too difficult to get ahold of a copy of a game in a foreign language. Music classes such asRead MoreComputer Science And Medicine Or Art Science1225 Words   |  5 Pagesshe an engineer but she’s one of the best in her field, whether it be through gaming, physics, or mechanics. It’s refreshing to hear about a woman changing the standards so drastically in a male-oriented industry like that of gaming because from my experiences girls who play video games are considered doing it for attention or the male approval rather than the idea that we generally enjoy just playing the game. Knowing that some of the designs that transformed the way gaming is now ran was due toRead MoreThe Physics of Tennis Essay561 Words   |  3 PagesThe Physics of Tennis I. Introduction Background: A friendly game of tennis is being played. Camera: pans away from the game and zooms to Sunne. Sunne: Hello, my name is Sunne. Today, my group, which consists of Ravi, Gramh, Whitney and myself, will portray how physics plays an essential role in one specific aspect of tennis. This aspect is the tennis racquet itself, which can only be mastered when the physics of it is completely understood. In this videoRead MoreEssay On Youtube766 Words   |  4 PagesIf someone had told me five years ago that I would be a YouTube junkie and Facebook addict, I would have told them they were insane! I mean, YouTube used to be mostly used only by people posting embarrassing family videos, as well as by wannabe singers and musicians, posting their latest accomplishments in the far-fetched hope of being discovered. There was absolutely nothing about it that interested me. Similarly, while originally created as a study tool for college students, Facebook has morphedRead MoreMultiple Functions Of Utah Valley University991 Words   |  4 Pagesthe game, not because they were good, but because they had fun playing. Before seeing the world of UCAS, I assumed all the students would be geeky boys who were whizzes at math and played video games late into the night. Of course my picture was skewed, I knew only what my cousin Tanner had told me about when he went years prior. He described a common occurrence during lunch, of students playing videogames hooked onto their computer. He’d created an image in my mind of boys who played video gamesRead MoreDungeon And Dragons, Rock N Roll, And Video Games919 Words   |  4 PagesDungeon and Dragons, Rock N’ Roll, and video games, these are three separate activities that when looked at from afar do not seem to have anything to do with each other. However, they in fact do have something fairly big in common. They each have been blamed with being either bad for you or a negative influence. Whether it be Dungeon and Dragons being satanic and making people lose touch with reality, Rock N’ Roll’s cause of juvenile delinquency, or v ideo games leading to violent and antisocial behaviorRead MoreCase Analysis : Deflategate Scandal1458 Words   |  6 Pageswith the game footballs used in the AFC Championship Game against the Indianapolis Colts in the 2015 season. In this game, the Patriots defeated the Colts 45-7 and went on to to defeat the Seattle Seahawks 28-24 in the 2015 Superbowl. Many people, right away, are probably thinking – â€Å"What is the big advantage of an under inflated football?† A deflated football gives the team using it a huge advantage. A physics professor, Mike Eads, from Northern Illinois University explain in terms of physics why aRead MoreThe Haunting Of Hill House1249 Words   |  5 PagesVery few other animals do this, and only ones with a complex neural network have the desire to complete puzzles for enjoyment. Over 40% of Americans play video games at least three hours a week; 1.2 billion people play video games worldwide. Games have always been a form of entertainment, chess is a melena and a half years old, but video games only arose in the last 60 years. Making their mark on history and are slowly taking over the world, the electronic world is becoming more seductive than the

The Nurse Managers Role Free Essays

The nurse manager is vital in creating an environment where nurse-physician collaboration can occur and is the expected norm. It is she, who clarifies the vision of collaboration, sets an example of and practices as a role model for collaboration. The nurse manager also supports and makes necessary changes in the environment to bring together all the elements that are necessary to facilitating effective nurse-physician collaboration. We will write a custom essay sample on The Nurse Managers Role or any similar topic only for you Order Now Many authors (Alpert, Goldman, Kilroy, Pike, 1992; Baggs Schmitt, 1997; Betts, 1994; Evans, 1994; Evans Carlson, 1993; Keeman, Cooke, Hillis, 1998; Jones, 1994) have indicated that nurse-physician collaboration is not widespread and a number of barriers exist. The following will discuss the necessary ingredients for creating a nursing unit that is conducive to nurse-physician collaboration and supported through transformational leadership. The first important barrier according to (Keenan et al. (1998) is concerned with how nurses and physicians have not been socialized to collaborate with each other and do not believe they are expected to do so. Nurse and physicians have traditionally operated under the paradigm of physician dominance and the physician†s viewpoint prevails on patient care issues. Collaboration, on the other hand, involves mutual respect for each other†s opinions as well as possible contributions by the other party in optimizing patient care. Collaboration (Gray, 1989) requires that parties, who see different aspects of a problem, communicate together and constructively explore their differences in search of solutions that go beyond their own limited vision of what is possible. Many researchers have argued (Betts 1994; Evans Carlson, 1993; Hansen et al. , 1999; Watts et al. , 1995) that nurses and physicians should collaborate to address patient care issues, because consideration of both the professions concerns is important to the development of high quality patient care. Additionally, effective nurse-physician collaboration has been linked to many positive outcomes over the years, all of which are necessary in today†s rapidly changing health care environment. One study by (Baggs Schmitt, 1997) found several major positive outcomes form nurses and physicians working together, they were described as improving patient care, feeling better in the job, and controlling costs. In another study (Alpert et al. , 1992) also found that collaboration among physicians and nurses led to increased functional status for patients and a decreased time from admission to discharge. Along with improved patient outcomes, nurse-physician collaboration has several other reasons why it has become significant in today†s health care environment. Several examples of which are, as identified by (Jones, 1994) the cost containment effort, changing roles for nurses and physicians, the Joint Commission on Accreditation of Health Care Organizations focus on total quality management, and emphasis by professional organizations and investigators have focused attention on this area. The challenge of creating an environment for patient care in which collaboration is the norm can be difficult and belongs to the domain of the nurse manager. In order to create a collaborative work environment several conditions must be achieved and several natural barriers to nurse-physician collaboration must be overcome. In creating this environment for collaborative practice, (Evans, 1994) identified several more barriers to overcome. She expresses that the most difficult to overcome is the time-honored tradition of the nurse-physician hierarchy of relationships, which encourages a tendency oward superior-subordinate mentality. Keenan et al. (1998) found that nurses expect the physicians to manage conflict with a dominant/superior attitude. They also found that nurses are oriented towards being passive in conflict situations with physicians. A second barrier to collaboration is a lack of understanding of the scope of each other†s practice, roles, and responsibilities. Evans (1994) feels that one cannot appreciate the contribution of another individual if one has only limited understanding of the dimensions of that individual†s practice. It is equally true that appreciation of one†s own contribution is blurred if the understanding of one†s own role is limited. A third constraint to collaborative practice might be related to this perceived constraint on effective communication. Although there might be individual differences causing restraint in communication, the organizational and bureaucratic hierarchies of most hospitals hinders lines of communication. Several final factors cited by (Evans, 1994) as barriers to collaborative practice include immaturity of both physician and nurse groups, coupled with unassertive nurse behavior and aggressive physician behaviors. Factors that promoted collaboration between nurse and physicians were identified by (Keenan et al, 1998). She explained that nurse education was sighted as one of the most outstanding variables that promoted collaboration. The more educated a nurse was the more likely they were to take action in disagreements with physicians. Additionally, when nurses expected physicians to collaborate and to not exhibit strong aggressive behaviors or controversial styles, they were more likely to approach and discuss patient conditions with them. Researchers also found that male nurse were more likely than female nurses to confront physicians and not avoid dominant or aggressive behavior. Expectations for physicians to collaborate and to not handle situations aggressively appeared to be a stronger predictor of nurse-physician collaboration than any expected normative beliefs. The first step a nurse manager should take in the process of achieving a practice environment that facilitates collaboration is to conduct an assessment of the presence or absence of barriers leading to collaborative practice. According to (Evans, 1994), the environmental and role variables to assess include role identification and the professional maturity of both the nurses and physicians, communication patterns, and the flexibility of the organizational structure. By assessing the work environment for barriers and facilitators to collaborative practice, the nurse manager can achieve a general idea of how ready the unit is to begin a collaborative practice. The next step would be to plan an effective way to initiate a collaborative practice model of delivering health care on the unit. This can be done by establishing what is called a Joint Practice Committee, and including nurses and physicians to be a part of this work group. Its purpose would be to examine the needs assessment results of the unit†s readiness for collaborative practice, designing, implementing, and evaluating the process of transforming the unit. This step is an integral part of the process of establishing a collaborative practice and was identified by the National Joint Practice Commission (NJPC) as a necessary element in the process. The NJPC began in 1971 and the commission was dissolved in 1981. The commission†s work resulted in the publication of guidelines for collaborative practice in hospitals. The NJPC defines a joint-practice committee with a composition of equal number of nurses and physicians who monitor the inter-professional relationships and recommend appropriate strategies to support and maintain those relationships. The NJPC identifies four other structural elements necessary for a collaborative practice as primary nursing, integrated patient care records, joint patient care reviews, and emphasis on and support of nurse independent clinical decision making. These elements are an important cornerstone for creating a successful collaborative practice unit. In addition, several other factors have been identified by the NJPC as beneficial to maintaining an effective support systems when developing a collaborative practice such as appropriate staffing, committed medical leadership, standardized clinical protocols, and most importantly communication. Although a successful collaborative practice model has is a planned event. According to (Evans, 1994), it is important to realize that a collaborative relationship cannot be legislated, dictated, or mandated by anyone. It must be agreed upon and accepted by individuals who share responsibility for patient care outcomes. The third step in the process would be to empower the nursing staff with beliefs that fulfill their higher order of needs such as achievement, self-actualization, concern for others, and affiliation. Because of nursings normative behavior as passive, caring, and subservient the staff must learn to overcome expectations to identify with this role expectation. The nurse manager must support, coach, and instill a sense of empowerment into her staff in order for them to depart from those stereotypes. The idea is to fill the nursing staff with a sense of self-confidence and to lose thoughts of self-doubt, inequality, and subservience. To implement this new paradigm of nurse empowerment can be a challenge for the nurse manager within any typical hospital beaurocracy. That is why it is important to choose the correct style of leadership to guide the staff through this process of empowering or transforming. The leadership model best suited for this type of task and the most congruent with empowerment is the transformational model. Transformational leadership is a process in which leaders seek to shape and alter the goals of followers. Cassidy Koroll (1994) describe the process as incorporating the dimensions of leader, follower, and situation. The leader motivates followers by identifying and clarifying motives, values, and goals that contribute to enhancing shared leadership and autonomy. Transformational leaders are usually charismatic so they enhance energy and drive people towards a common vision and shifting the focus of control from leaders to followers. It is the transformational nurse manager that will be able to empower her workers to facilitate nurse-physician collaboration, for the common good of the patient. The nurse manager using transformational leadership would set the direction for the rest of the unit to follow. She would be able to charismatically appeal to the medical staff as well as the nursing staff and create collaboration beyond the daily frustrations of arguing about to which domain a certain patient care issues belong. Further more the nurse manager would have to work hard at decreasing the seeds of distrust and disrespect that have been planted between our colleagues in medicine, and vice versa with nursing. Corley (1998) described several behaviors that the transformation nurse manager would need to exhibit in supporting her staff in such a role transition. The behaviors are as follows: stimulate creativity, establish an environment that facilitates team work and learning, implement change, motivate staff to assume increased responsibility, help develop employees† awareness of organizational goals, delegate responsibility appropriately, communicate openly and directly with staff, and collaborate with peers. The significance of these behaviors in facilitating empowerment is seen as fundamental to creating collaborative practice environment. The final step in the process is to evaluate its effectiveness. In order to provide a clear and concise evaluation of the collaborative process one must look at all structural elements and all indicators of collaboration as previously discussed. Once accurate measures are identified and assessed the collaborative practice committee can discuss their outcomes and effectiveness. Over time, nurses and physicians may be able to articulate more clearly the changes in their practice and beliefs that have been affected by collaborating on patient care. Several of these key areas to examine would be: length of stay, patient and provider satisfaction, number of return visits, and changes in supply costs. Improvements in any of these areas could be due to favorable results from collaborative practice between nurses and physicians. In conclusion, many problems related to nurse physician collaboration are typically blamed on physicians. However the reality is that many of the barriers can be traced back to nursing as well. Collaboration is a process by which members of various disciplines share their expertise. Accomplishing this requires that these individuals understand and appreciate what it is that each professional domain contributes to the â€Å"whole†. The nurse manger plays a pivotal role in establishing an environment that is conducive to collaboration among the disciplines. Although it is a difficult road to follow the benefits of an effective collaborative unit out-weigh the difficulties of establishing such a practice. However, the nurse manager has an excellent vehicle for which to begin her journey and that is the use of transformation leadership, an empowering tool for change. How to cite The Nurse Managers Role, Essay examples

The Nurse Managers Role Free Essays

The nurse manager is vital in creating an environment where nurse-physician collaboration can occur and is the expected norm. It is she, who clarifies the vision of collaboration, sets an example of and practices as a role model for collaboration. The nurse manager also supports and makes necessary changes in the environment to bring together all the elements that are necessary to facilitating effective nurse-physician collaboration. We will write a custom essay sample on The Nurse Managers Role or any similar topic only for you Order Now Many authors (Alpert, Goldman, Kilroy, Pike, 1992; Baggs Schmitt, 1997; Betts, 1994; Evans, 1994; Evans Carlson, 1993; Keeman, Cooke, Hillis, 1998; Jones, 1994) have indicated that nurse-physician collaboration is not widespread and a number of barriers exist. The following will discuss the necessary ingredients for creating a nursing unit that is conducive to nurse-physician collaboration and supported through transformational leadership. The first important barrier according to (Keenan et al. (1998) is concerned with how nurses and physicians have not been socialized to collaborate with each other and do not believe they are expected to do so. Nurse and physicians have traditionally operated under the paradigm of physician dominance and the physician†s viewpoint prevails on patient care issues. Collaboration, on the other hand, involves mutual respect for each other†s opinions as well as possible contributions by the other party in optimizing patient care. Collaboration (Gray, 1989) requires that parties, who see different aspects of a problem, communicate together and constructively explore their differences in search of solutions that go beyond their own limited vision of what is possible. Many researchers have argued (Betts 1994; Evans Carlson, 1993; Hansen et al. , 1999; Watts et al. , 1995) that nurses and physicians should collaborate to address patient care issues, because consideration of both the professions concerns is important to the development of high quality patient care. Additionally, effective nurse-physician collaboration has been linked to many positive outcomes over the years, all of which are necessary in today†s rapidly changing health care environment. One study by (Baggs Schmitt, 1997) found several major positive outcomes form nurses and physicians working together, they were described as improving patient care, feeling better in the job, and controlling costs. In another study (Alpert et al. , 1992) also found that collaboration among physicians and nurses led to increased functional status for patients and a decreased time from admission to discharge. Along with improved patient outcomes, nurse-physician collaboration has several other reasons why it has become significant in today†s health care environment. Several examples of which are, as identified by (Jones, 1994) the cost containment effort, changing roles for nurses and physicians, the Joint Commission on Accreditation of Health Care Organizations focus on total quality management, and emphasis by professional organizations and investigators have focused attention on this area. The challenge of creating an environment for patient care in which collaboration is the norm can be difficult and belongs to the domain of the nurse manager. In order to create a collaborative work environment several conditions must be achieved and several natural barriers to nurse-physician collaboration must be overcome. In creating this environment for collaborative practice, (Evans, 1994) identified several more barriers to overcome. She expresses that the most difficult to overcome is the time-honored tradition of the nurse-physician hierarchy of relationships, which encourages a tendency oward superior-subordinate mentality. Keenan et al. (1998) found that nurses expect the physicians to manage conflict with a dominant/superior attitude. They also found that nurses are oriented towards being passive in conflict situations with physicians. A second barrier to collaboration is a lack of understanding of the scope of each other†s practice, roles, and responsibilities. Evans (1994) feels that one cannot appreciate the contribution of another individual if one has only limited understanding of the dimensions of that individual†s practice. It is equally true that appreciation of one†s own contribution is blurred if the understanding of one†s own role is limited. A third constraint to collaborative practice might be related to this perceived constraint on effective communication. Although there might be individual differences causing restraint in communication, the organizational and bureaucratic hierarchies of most hospitals hinders lines of communication. Several final factors cited by (Evans, 1994) as barriers to collaborative practice include immaturity of both physician and nurse groups, coupled with unassertive nurse behavior and aggressive physician behaviors. Factors that promoted collaboration between nurse and physicians were identified by (Keenan et al, 1998). She explained that nurse education was sighted as one of the most outstanding variables that promoted collaboration. The more educated a nurse was the more likely they were to take action in disagreements with physicians. Additionally, when nurses expected physicians to collaborate and to not exhibit strong aggressive behaviors or controversial styles, they were more likely to approach and discuss patient conditions with them. Researchers also found that male nurse were more likely than female nurses to confront physicians and not avoid dominant or aggressive behavior. Expectations for physicians to collaborate and to not handle situations aggressively appeared to be a stronger predictor of nurse-physician collaboration than any expected normative beliefs. The first step a nurse manager should take in the process of achieving a practice environment that facilitates collaboration is to conduct an assessment of the presence or absence of barriers leading to collaborative practice. According to (Evans, 1994), the environmental and role variables to assess include role identification and the professional maturity of both the nurses and physicians, communication patterns, and the flexibility of the organizational structure. By assessing the work environment for barriers and facilitators to collaborative practice, the nurse manager can achieve a general idea of how ready the unit is to begin a collaborative practice. The next step would be to plan an effective way to initiate a collaborative practice model of delivering health care on the unit. This can be done by establishing what is called a Joint Practice Committee, and including nurses and physicians to be a part of this work group. Its purpose would be to examine the needs assessment results of the unit†s readiness for collaborative practice, designing, implementing, and evaluating the process of transforming the unit. This step is an integral part of the process of establishing a collaborative practice and was identified by the National Joint Practice Commission (NJPC) as a necessary element in the process. The NJPC began in 1971 and the commission was dissolved in 1981. The commission†s work resulted in the publication of guidelines for collaborative practice in hospitals. The NJPC defines a joint-practice committee with a composition of equal number of nurses and physicians who monitor the inter-professional relationships and recommend appropriate strategies to support and maintain those relationships. The NJPC identifies four other structural elements necessary for a collaborative practice as primary nursing, integrated patient care records, joint patient care reviews, and emphasis on and support of nurse independent clinical decision making. These elements are an important cornerstone for creating a successful collaborative practice unit. In addition, several other factors have been identified by the NJPC as beneficial to maintaining an effective support systems when developing a collaborative practice such as appropriate staffing, committed medical leadership, standardized clinical protocols, and most importantly communication. Although a successful collaborative practice model has is a planned event. According to (Evans, 1994), it is important to realize that a collaborative relationship cannot be legislated, dictated, or mandated by anyone. It must be agreed upon and accepted by individuals who share responsibility for patient care outcomes. The third step in the process would be to empower the nursing staff with beliefs that fulfill their higher order of needs such as achievement, self-actualization, concern for others, and affiliation. Because of nursings normative behavior as passive, caring, and subservient the staff must learn to overcome expectations to identify with this role expectation. The nurse manager must support, coach, and instill a sense of empowerment into her staff in order for them to depart from those stereotypes. The idea is to fill the nursing staff with a sense of self-confidence and to lose thoughts of self-doubt, inequality, and subservience. To implement this new paradigm of nurse empowerment can be a challenge for the nurse manager within any typical hospital beaurocracy. That is why it is important to choose the correct style of leadership to guide the staff through this process of empowering or transforming. The leadership model best suited for this type of task and the most congruent with empowerment is the transformational model. Transformational leadership is a process in which leaders seek to shape and alter the goals of followers. Cassidy Koroll (1994) describe the process as incorporating the dimensions of leader, follower, and situation. The leader motivates followers by identifying and clarifying motives, values, and goals that contribute to enhancing shared leadership and autonomy. Transformational leaders are usually charismatic so they enhance energy and drive people towards a common vision and shifting the focus of control from leaders to followers. It is the transformational nurse manager that will be able to empower her workers to facilitate nurse-physician collaboration, for the common good of the patient. The nurse manager using transformational leadership would set the direction for the rest of the unit to follow. She would be able to charismatically appeal to the medical staff as well as the nursing staff and create collaboration beyond the daily frustrations of arguing about to which domain a certain patient care issues belong. Further more the nurse manager would have to work hard at decreasing the seeds of distrust and disrespect that have been planted between our colleagues in medicine, and vice versa with nursing. Corley (1998) described several behaviors that the transformation nurse manager would need to exhibit in supporting her staff in such a role transition. The behaviors are as follows: stimulate creativity, establish an environment that facilitates team work and learning, implement change, motivate staff to assume increased responsibility, help develop employees† awareness of organizational goals, delegate responsibility appropriately, communicate openly and directly with staff, and collaborate with peers. The significance of these behaviors in facilitating empowerment is seen as fundamental to creating collaborative practice environment. The final step in the process is to evaluate its effectiveness. In order to provide a clear and concise evaluation of the collaborative process one must look at all structural elements and all indicators of collaboration as previously discussed. Once accurate measures are identified and assessed the collaborative practice committee can discuss their outcomes and effectiveness. Over time, nurses and physicians may be able to articulate more clearly the changes in their practice and beliefs that have been affected by collaborating on patient care. Several of these key areas to examine would be: length of stay, patient and provider satisfaction, number of return visits, and changes in supply costs. Improvements in any of these areas could be due to favorable results from collaborative practice between nurses and physicians. In conclusion, many problems related to nurse physician collaboration are typically blamed on physicians. However the reality is that many of the barriers can be traced back to nursing as well. Collaboration is a process by which members of various disciplines share their expertise. Accomplishing this requires that these individuals understand and appreciate what it is that each professional domain contributes to the â€Å"whole†. The nurse manger plays a pivotal role in establishing an environment that is conducive to collaboration among the disciplines. Although it is a difficult road to follow the benefits of an effective collaborative unit out-weigh the difficulties of establishing such a practice. However, the nurse manager has an excellent vehicle for which to begin her journey and that is the use of transformation leadership, an empowering tool for change. How to cite The Nurse Managers Role, Essay examples

Outsourcing Employee Efficiency and Organizational Productivity

Question: Discuss about theOutsourcing for Employee Efficiency and Organizational Productivity. Answer: Introduction: In a business world characterized by the idea of globalization, the importance of outsourcing cannot be overemphasized. Outsourcing is one of the few cost-saving management strategies adopted by an organization, whereby an organization gets its task performed, with the help of external support from a foreign nation. Outsourcing as a recently emerging management trend has captured the attention of a huge number of entrepreneurs, simply because it offers the opportunity of reducing labor and operational cost, while at the same time helping the organization improve employee efficiency and organizational productivity, thereby leading to the organizational success (Oshri et al. 2015). Discussion: According to the Harvard Business Review, outsourcing is one of the most effective business ideas that has taken the world of business by storm over the last 75 years. The process of offshore outsourcing has been largely benefitting the organizations, by helping them focus on the core products and major functions of the company. It is being employed as one of the important strategies of a organization, and it is worth-mentioning that the organizations, working in dynamic markets, such as telecommunications, or professional services, source more than 40% of their operations outside their own country. Some of the greatest benefits of outsourcing as a management technique adopted by an organization, include improvement in the quality of the consumer service, an increase in the shareholder value and increase in the efficiency of the workforce without the need of investing in people or technology (Hirschheim et al. 2013). General Framework: As far as the Australian industry is concerned, the nation has experienced a steady business growth in the field of Business Process Outsourcing. The very reason as to why outsourcing has revolutionized the system of business operation in Australia, is that it offers the benefit of flexibility of business operation, low entry cost, and greater market opportunities to the organizations. Besides, the small Australian organizations, as a result of outsourcing, are capable of getting the ticket of gaining access to IT infrastructure, and other advanced technology that are too expensive for the Australian firms to adopt (Relph and Parker 2014). Australian organizations, such as IBM, Zeidan, Tradesafe Australia Pvt Limited, Active Occupational Health Services, are some of the most recognized organizations of Australia that engage in the process of outsourcing. However, despite the innumerable advantages that outsourcing offers, it also may pose serious threat to an organization, because of the risk of the loss of sensitive data, or even loss of management control over the important functions of the organization (Susomrith and Brown 2013). Individual Components: Among some of the most recognized organizations that have successfully employed the strategy of outsourcing is Telstra. It is important to mention here that the outsourcing method is not only being utilized by the organization for reducing its operational cost, but it also largely benefits the organization in improving the use of its internal resources as well as consumer satisfaction (Bursell et al. 2016). The organization has emerged to be a successful organization, increasing its profitability and revenue-earning capacity by outsourcing its service to countries such as Philippines and India. The organization has succeeded in creating a back office hub, in Manila that has largely helped the organization reduce its labor cost, thereby increasing its annual profit. The organization, in fact has launched the Project New in the year of 2010, that has been largely helpful in eliminating operational cost, by outsourcing a variety of jobs. Outsourcing their call centers as well as consume r service providers has been largely beneficial in this regard. In fact, Telstra as a part of its next move of the outsourcing strategy, has shut down the centre in Perth, to move to Bathurst and the Philippines, as it is likely to offer them greater competitive advantage (Cardona et al. 2014). It should be remembered that Telstra, as one of the premier telecommunication industries of Australia is largely benefitting by outsourcing their service. As a result of the emergence of new players every day in the industry, Telstra has been finding it tough in keeping up with the consumer acquisition as well as retention cost. Hence, Telstra has formed alliance with IBM Global for getting help and support from the latter in streamlining and simplifying its internal procedures and systems, As Richard Allem, the Chief procurement Officer of Telstra claims, the organization has to handle multiple people buying a variety of contracts from the organization, and hence it is highly important for the organization to deliver its functions in a cost effective way, and this is the reason why Telstra employs outsourcing. The organization engages in outsourcing its business activities, such as financial accounting or implementation of IT infrastructure, so that it can focus solely on its busine ss growth. Conclusion: Outsourcing has become the latest and one of the most effective trends in the business world. However, before taking the decision of outsourcing the service, an organization must consider certain important factors. The question as to what service an organization requires, or which service provider is best positioned for serving the purpose are some of the important factors that need to be considered. Reduction in cost, availability of specialized skills, and economies of scale and scope largely benefit organizations like Telstra. However, outsourcing may have adverse impact on the labor force of the home country, and as was the case with Telstra, many organizations often indulge in axing of jobs. Hence, such factors should also be considered while adopting it as an organizational strategy. Reference List: Bursell, S.E., Zang, S., Keech, A.C. and Jenkins, A.J., 2016. Evolving telehealth reimbursement in Australia.Internal Medicine Journal,46(8), pp.977-981. Cardona, J.C., Stanojevic, R. and Laoutaris, N., 2014, December. Collaborative consumption for mobile broadband: A quantitative study. InProceedings of the 10th ACM International on Conference on emerging Networking Experiments and Technologies(pp. 307-318). ACM. Hirschheim, R., Heinzl, A. and Dibbern, J. eds., 2013.Information Systems Outsourcing: enduring themes, emergent patterns and future directions. Springer Science Business Media. Oshri, I., Kotlarsky, J. and Willcocks, L.P., 2015.The Handbook of Global Outsourcing and Offshoring 3rd Edition. Palgrave Macmillan. Relph, A. and Parker, D., 2014. Outsourcing: a strategic risk.Management Services,58(3), pp.20-24. Susomrith, P. and Brown, A., 2013. Motivations for HR outsourcing in Australia.The International Journal of Human Resource Management,24(4), pp.704-720.