AGRANA †From a local supplier to a global player Essay

The home market from the European Union is one market which everyone has free movement with goods, services, capital and people. This was not always the way if we look back before the time of the EU we had a Europe which was overfilled with conflicts and wars. Because of the foundation of the EU we got a lot of opportunities in the Western Europe and in Central and Eastern Europe but also challenges because it’s not easy to bring so many different countries together with different rules, cultures, norms and ethics under one big Union. Western Europe The Western Europe refers to the countries in the west of Europe, where the distinction is different depending on the context. But the borders between Western Europe and CEE were once determined by the ratio of power between USA and UDSSR during the Cold War. Europe was then divided in half by the Iron Curtain. Opportunities: One big opportunity for Western Europe is that the firms can get cheap human capital for their own work. Even today a blue-collar worker in Germany earns a lot more than in Poland. Another point is that the firms can invest in other enterprises from the CEE. So they can grow extremely fast as we have seen this with the AGRANA Company. With the difference in culture between Western Europe and CEE the firms can enter in a new market which can be really profitable. Challenges: But the fact, that the firms can get so cheap human resources, is on the other hand also a problem. Because of the cheap human resources, the own home country workers will lose their job and the unemployment rate of the country will rise. Another challenges is, that firms from the CEE area can expand to the Western Europe area, so there is the danger, that it will get dumping prices. The other culture and norms makes the whole situation a lot harder. The firms have to consider lots of different aspects. When they don’t do that the new branches cannot rise and flourish in the CEE countries. These are a few challenges for the Western part of Europe and it is not easy to solve these problems. Central and Eastern Europe The Central and Eastern Europe countries include all the Eastern bloc countries west of the Iron Curtain, which was collapsed in 1989-90. Also included are the three Baltic States Estonia, Latvia and Lithuania. Opportunities: For the CEE states the integration of EU markets brought with it many opportunities to grow economically and politically. One of the big opportunities is that the CEE countries can benefit from the higher level of living from the Western Europe countries. Everybody can work easier and live in another country. So if you want to leave your home country and settle down somewhere else that is no longer a problem. We still see this phenomenon to this very day in the Western European countries. More and more people are coming to live in the country than emigrate. The firms which can make business in the CEE countries are creating new workplaces and paying taxes on the profit. So the whole country and the government have the chance to raise their level of living. Challenges: Of course there are on the other side also challenges for the CEE countries. One of them is that the countries have to pay attention to their own experts in the country. A lot of firms in the Western part of Europe want to win the elite of the country over. This can be very dangerous for the own economy. The second aspect is that because of the globalization the poverty gap is getting bigger and bigger every day. The CEE countries have to be very careful that they don’t lose the access to the industry states. Question 2: From a resource-based view, what is behind AGRANA ´s impressive growth? â€Å"AGRANA was founded in 1988 as a holding company for the Austrian sugar and Starch industry. Operations started with 3 sugar plants, a potato starch plant and a corn starch plant.† â€Å"Nowadays, AGRANA is one of the leading suppliers to the multinational brands around the world with revenues of US $ 2.6 billion and capitalization of $1.4 billion. In the last two decades, it has become a global player with 52 production plants in 26 countries with three strategic pillars: sugar, starch and fruit.† The resource-based view focuses on a firm ´s internal resources and capabilities, for instance rare knowledge in the refining and processing of agricultural raw materials like AGRANA. These specific knowledge is a big advantage for the AGRANA company and not easy to copy by other competitors. â€Å"After the reorganization of the European sugar market by the European Union, AGRANA was motivated to look for new directions to ensure future growth of the enterprise. AGRANA decided to diversify into the fruit-processing sector in the future.† This was a really well-chosen decision, because AGRANA was able to transmit their core competence of the refinement process comparatively easy to the fruit sector. With the existing knowledge â€Å"AGRANA focused on fruit preparations and the manufacturing of fruit juice concentrates to sell them globally to fruit juice and beverage bottlers and fillers.† An analysis of the dates of the Tables 4.1a and c (AGRANA plant locations) shows, that the fruit sector is mostly responsible for the impressive growth of the AGRANA Company in the last years. In only four years (from 2002/3 to 2006/7) AGRANA ´s plant locations increased from totally 20 plant locations (15 Sugar, 5 Starch, 0 Fruit) to 53 (10 Sugar, 4 Starch, 39 Fruit). It is noticeable that during these four years the reduction of the number of sugar and starch plants was completely compensated by the new fruit plant locations. Moreover, AGRANA expanded during the growth period across the world. Especially with the fruit sector AGRANA practiced plant ´s in countries like Argentina, Brazil, China and USA for example. The key to the impressive growth of AGRANA and particular the fruit sector were firstly acquisitions and secondly â€Å"the ability to integrate those acquired into the group to realize synergistic effects† . It started with the acquisitions of Denmark ´s Vallo Saft (presence in Denmark and Poland) and Austria ´s Steirerobst (presence in Austria, Hungary, Poland Romania, Ukraine and Russia) in 2003. Furthermore, this was followed by acquisitions of France Atys Group (largest acquisition, 20 plants across every continent), Belgium ´s Dirafrost and Germany ´s Wink Group. â€Å"AGRANA ´s most recent expansion was a 50-50 joint venture with Xianyang Andre Juice Co. Ltd. in China.† The chosen consistent acquisitions policy of AGRANA ´s CEO Johann Marihart was only possible because of existing relationships and a huge amount of capital. AGRANA benefited from existing relationships to the food and beverage industry from the sugar and starch sector, whereby the diversification into a new sector was a bit more straightforward. With the existing relationships it was easier to find on the one hand acceptors for the new AGRANA products and on the other hand new business partners in the area of distribution for example. Furthermore, â€Å"Johann Marihart believes that growth is an essential requirement for the manufacturing of high-grade products at competitive prices.† For this very reason, AGRANA is prospecting for new growth opportunities in the future. Hence, AGRANA has started to diversify into the biofuel sector to ensure future growth and expansion of the company. Question 3: From an international perspective what challenges do you foresee AGRANA facing as it continues its expansion into other regions such as Asia? The impressive growth of the AGRANA Company is connected with an expanding strategy in Europe as well as in other continents like America and Asia. With this strategy AGRANA discovers new regional, cultural and language challenges for instance. AGRANDA already have a lot of experience in Asia because in 2006 they acquired a 50 % stake in concentrates manufacturer Xianyang Andre Juice Co. Ltd the company is located in the province Shaanxi China and also in 2008 AGRANA started a second joint venture for apple juice concentrate in Yongji China. But maybe they might have the problem of adapting to a different business culture. The business model that AGRANA use in Europe and the western world might not work as well in Asia. AGRANA will have to be flexible and adapt to the business characteristics of that certain country that they expand too. Many Asian countries have certain business characteristics that are deeply related to the countries tradition and these traditions will not in most cases be changed. Because of this many of AGRANA’s business standards such as work ethics and management styles may not match up well with Asian culture. In Asia a lot of administrative tasks that have been made easy in the west can be very time consuming. Many procedures that would be handled electronically in the West need a lot of paperwork which need to be filled out and stamped by hand. Cultural misunderstanding from miscommunication could be one of the biggest challenges that AGRANA will have to face. It might be very hard to make a business deal in Asia because of communication problems as there are a lot of English speakers in Asia but not many of them would have a strong enough understanding of both Chinese and western culture to help in business negotiation situation. Also Many Asian countries have high context cultures and AGRANDA would be more used to operating in low context cultures like in most of Europe. â€Å"In high context cultures communication relies upon unspoken conditions or assumptions.† This means that â€Å"yes† does not necessarily mean â€Å"yes† and this could be a major challenge for AGRANDA as they would not be used to this. Also another challenge that AGRANA might face would be that their products might not be as popular in these regions and because of this it might not be as profitable for the company to open a branch in Asia. Some of the infrastructure might not be very good in some eastern Asian countries so things like transportation of their products might not be delivered very safe or as efficient as in their European branches. Also because of climate and pollution it might cost more money to keep the products fresh. ARGANDA might have trouble with human resources because in the western world employees give a lot of responsibility and would have more flexible lines of authority whereas most of the Asian workers are more accustoms to a hierarchical structure in which each worker has their own role. All in all AGRANDA cannot guarantee success in another region but if they stay sensitive to the areas culture and local traditions for instance they can at least avoid some basic mistakes. Question 4: Compare the growth strategy of AGRANA to that of Danisco, one of its competitors in the sugar market. Which strategy do you expect to be more sustainable in the long run? To sum up the second question, AGRANA ´s impressive growth strategy is affected by acquisition associated with the diversification into the fruit sector. AGRANA acquired competitors particularly in Europe and expanded around the World and led them to be one of the biggest players. â€Å"The Danisco Company is a Danish bio-based company with activities in food production, enzymes and other bioproducts as well as a wide variety of pharmaceutical grade excipients.† â€Å"Danisco employed 6800 people in 17 countries† and â€Å"is one of the world’s leading producers of ingredients for food and other consumer products and was also one of the biggest sugar producers in Europe until the divestment of its sugar division to Nordzucker in 2009.† However, to look at the things in the right sequences: â€Å"Danisco had been created in 1989 by a merger of three companies aiming to create a strong Danish company that could compete in the EU common market after its completion† The new company reinforced the foods, food ingredients and packaging businesses, particularly in the sugar sector, â€Å"Danisco first consolidated its dominant position and Denmark, and then grew by acquisitions.† But after the reorganization of the European sugar market and also because of the intensity of competition in the sugar market, Danisco was motivated to alter and started a longtime transformation process. In 1997, the new CEO Alf Duch-Pedersen of Danisco â€Å"started focusing on becoming a global food ingredients company.† During the following years, Danisco started to acquire lots of ingredient and similar companies to initiate the transformation. The first step to become a global food ingredients company was to acquire the Finnish ingredient company Cultor in 1999 and at the same time the divestment of the De Danske Spritfabrikker Company (spirits and liqueurs) and branded foods and food packaging. In June 2004, â€Å"Danisco acquired the Rhodia Food Ingredients Company which becomes Danisco ´s dairy cultures division. The division is one of the two leading producers of dairy cultures and food safety products†. Rhodia is located in France and is an international operating company with a worldwide presence in Asia Pacific, Latin America and North America for instance. This will be followed by the acquisition of Genencor International in 2005, â€Å"which became Danisco ´s enzymes and bio-chemicals division†. Furthermore, Danisco invested in new research establishments in Shanghai, China for example. In contrast to AGRANA, Danisco divested as well, for example the flavor division to Firmenich. But the most important decision was the divestment of Danisco ´s sugar division to the German Nordzucker AG. With the divestment of the sugar division, which was one of its main divisions in the past, the transformation process was completed. During the transformation process the internationalization of sales of the company increased rapidly. It is mentioned that the sales outside of Denmark rose from â€Å"69 per cent 1995 to 88 per cent in 2004 and over 95 per cent after the sale of the sugar division†. In addition, it is impressive to see that the turnover of Danisco was â‚ ¬ 1.7 million in 2009 and that the turnover consisted mostly of all the continents, that means that Daniso has become a global player operating all over the world. â€Å"After the transformation, Danisco was positioned as a specialized supplier of food ingredients based natural raw materials. Its customers included global food giants such as Unilever, Kraft, DANONE and Nestlà ©, as well as regional and local players in all major economies.† In a final step, Danisco were acquired by the DuPont Company in 2011. â€Å"Danisco ´s attractive industrial enzymes and specialty food ingredients businesses have clear synergies with the DuPont Applied BioSciences and Nutrition and Health businesses.† This merger advances both companies ‘global efforts to provide sustainable solutions and to ensure future growth and expansion of the company. Summing up one can say that AGRANA grew by acquiring a lot around the world and by diversifying their business. Danisco grew by internationalizing their sales, transforming their business to the leading producers of ingredients for food and selling their previous businesses in order to focus on the new ones. The most important difference between these two growth strategies is that AGRANA wanted to ensure future growth by diversifying into other products with their existing knowledge. Danisco wanted to guarantee future growth by transforming themselves into a leader in a niche market. To answer the last question we want to define â€Å"Sustainability in the long run†. Sustainability or sustainable strategy at its most basic level â€Å"suggests that a company will improve its chances of survival in the future by ensuring that resources used by the business are responsibly managed and maintained.† Moreover, â€Å"in business, it is the ability of a company to develop and implement winning strategies that lead to long-term success† and the ability to decide â€Å"when to stay on course with the proven strategies or when it is time for change.† We expect the AGRANA’s strategy to be more sustainable in the long run thanks to their diversified sources of income such as their three main pillars: starch, sugar and fruit. AGRANA has more sectors to play on so AGRANA is not as dependent of a specific product sector like Danisco if business does not go as planned. The opportunities of growth are also bigger, because AGRANA has more capital and AGRANA has more companies to sell their AGRANA products to in the future because AGRANA is present worldwide and especially in emerging markets. In addition, AGRANA is part of a safe market, AGRANA ´s three pillars are always in demand also due to the fact that the earth population will grow. Moreover, AGRANA could enlarge their product line by diversifying to another sector with their existing knowledge as well as the fruit sector. All in all, AGRANA has a very good sustainable business strategy and we think that AGRANA will continue to be very successful in the future. Resources: http://www.danisco.com/about-dupont/duponttm-daniscor/history/ http://www.agrana.com/en/agrana-group/about-agrana/history-of-agrana/ http://www.us-pacific-rim.net/the-five-biggest-challenges-for-businesses-in-china.html http://www.mapconsulting.com/articles1-177/BusinessSustainabilityTheStrategiestoAchievetheLeadershiptha- tMakesItHappen http://www.wisegeek.com/what-is-long-term-sustainability.htm http://www.rhodia.com/en/about_us/worldwide_presence/index.tcm http://en.wikipedia.org/wiki/Agrana#History

Understand own Role and Responsibilities in Lifelong Learning

There are many legislation requirements within the Further Education Sector. As a summary of the legislation requirements, some of those that are essential are Every Child Matters, The Equality Act 2010 and Safe Guarding Vulnerable Groups.Every Child Matters is a legislation requirement which was introduced in 2003 in response to the death of Victoria Climbie, who was murdered by her carers. An inquiry was launched by Lord Lamming to improve child protection issues and there are now five outcomes of which education establishments must ensure are achieved. They are that pupils are being healthy, staying Safe, enjoying and achieving, making a positive contribution and achieving social and economic well being.The Equality Act 2010 is an act which legally protects people from discrimination. It sets out ways in which it is unlawful to discriminate others. It has replaced previous discrimination laws by including them all in one act, making them easier to understand. Safe Guarding Vulnera ble Groups Act 2006 is an act which relates to the protection of children and vulnerable adults. The Act was brought about after an inquiry was made chaired by Sir Michael Bichard, relating to the Soham murders. Listed in the table below are a few other legislation requirements of which staff within the FE Sector should work towards:An overall summary of why codes of practice and legislation requirements are important within my role in the further education sector is that they help prevent any harm to people and secure a safe learning environment. L0 – 1.3 – EVALUATING RESPONSIBILITIES WITHIN THE FE SECTOR Whilst working in my role within the further education sector as a Music Tutor, there are many responsibilities that need to be maintained to ensure a safe and sufficient learning environment. They are as follows:INCLUSION: Inclusion is essential and it is important that I take individual students’ needs into account. For example some of my students are disabl ed so I have to plan lessons accordingly so that they are inclusive of everyone, whilst working towards the required criteria/curriculum. PROMOTE EQUALITY AND DIVERSITY: It is important that within my role I give every student a chance of success. In order to do this it is my responsibility to ensure everyone is treated equally and fairly. There are students from many different backgrounds in my teaching establishment so I must take this into account by adapting various things where necessary to suit the needs of their religion/beliefs or other requirements.SAFEGUARDING: It is my responsibility as a Music Tutor in the Further Education Sector to ensure students are safe within the learning environment by abiding by codes of practice and legislation requirements such as Every Child Matters. If I felt a student was at risk it would be my responsibility to take necessary action such as reporting it to relevant people. Exceptions would also be made regarding confidentiality if I felt th e student or others were at risk. PREPARATION: Lessons should be planned accordingly to suit the requirements of every student whilst ensuring any objectives and learning outcomes are met. In my role in particular there are students with many different requirements. Some are visually impaired and have various disabilities so it is my responsibility to ensure that lessons are tailored in order for them to achieve what is required.LO – 1.3 – EVALUATING ROLES WITHIN THE FURTHER EDUCATION SECTOR With regards to roles within the Further Education Sector, I have recently learnt that there are many roles required of an FE Tutor/Lecturer. For example my current teaching placement involves roles other than teaching, such as: ASSESSING: Assessing is an important part of my role as it ensures that lessons are planned accordingly to the needs of others. It also lets me know where students are with regards to achieving learning outcomes. AMINISTRATIVE ROLES: Administrative duties a re an important contribution to my role as organised records of information have to be maintained. Administrative duties also help with the preparation of lessons, such as creating slides or presentations.PERSONAL TUTOR: As well as teaching within a group setting, my current teaching placement also requires me to engage in one to one tutoring. These tutorials are important as they give students a chance to address any questions or difficulties they may be having and also helps me  assess where students need to improve and how they develop musically. Listed below are a few more roles required of an FE Lecturer:To conclude my evaluation of roles and responsibilities within the Further Education Sector, my opinion is that there are a broad number of roles entailed in teaching and it is important that teachers are aware of the skills required to ensure students receive a good education. I believe teachers’ responsibilities of procedures such as legislation requirements and code s of practice are essential to ensuring students are safe and learn in a positive environment.

Risk Management Essay Example | Topics and Well Written Essays - 250 words - 5

Risk Management - Essay Example 1. Strategic CSR (Corporate Social Responsibility) is significant in forming economic sustainability for all companies. 2. Applying the impact of CSR and MO (Marketing Orientation) in commercial and noncommercial settings. 3. The successful incorporation of the irrelevant facilitating impact of CSR on the association between MO and company performance. 4. The results of content analyses of 242 Malaysian publicly traded firms for financial years 2006, 2007, and 2008. 5. The evidence is dedicated and region limited, thereby making it debatable in companies in foreign economies and markets. 6. Companies in a setting defined by focused ownership arrangements where the firms might be less market-oriented also find CSR substantial. 7. The evidence does support the deductions made. 8. No clear assumptions are made in the passage. Cosset, J & Suret, J 1995, ‘Political risk and the benefits of international portfolio diversification,’ Journal of International Business Studies, vol. 26, no. 2, pp. 301.

Performance and Interpretation Essay Example | Topics and Well Written Essays - 2500 words

Performance and Interpretation - Essay Example An art master great Rokem's Introduction cautiously delimits the range of his question to productions concerning the Shoah and the French Revolution two main turning points in history that Rokem declare "have formed our modern consciousness, in exacting our intelligence of the historical past as a series of disastrous failures of basic human values". Working from this underlying assumption, Rokem endeavors to explore "the restorative potentials of the theatre in trying to counteract the destructive forces of history", to examine how these two "failures of history" have been represented on stage, and to address "the ways in which these performances have communicated in different national and ideological contexts"(Theater Journal, 323-347). Great Rokem's exploration of these issues proceeds primarily through his detailed, insightful analyses of live or recorded performances, but also makes productive use of published production reviews, programs, interviews, artists' memoirs, and production-related archival documents. Performance Production And Reception The Introduction establishes the centrality of the actor in works that perform history, arguing that an actor performing a historical figure on stage "in a sense becomes a witness of the historical event". The actor is, in Rokem's conception, a "hyper-historian" who serves "as a connecting link between the historical past and the 'fictional' performed here and now of the theatrical event". Rather than attempting to elide the differences in time between the historical event and its theatrical performance as happens in many traditional historical and documentary dramas Rokem's "notion of performing history is based on strengthening or reinforcing the dialectics between" those times(K. K. Seet, 2000. 305). The first three chapters of Performing History provide theatrical case studies allowing Rokem to articulate the concepts of performing history and the actor/witness as "hyper-historian" in greater, more concrete detail. This section devotes less attention to the national or ideological context of performances as it considers productions acting, performance and interception which examined in this research relate to the French Revolution, the plays form a less unified grouping than found in history of the plays deal with the Marquis de Sade, the other does not; two are considered experimental works of collaborative creation, the other is not; two feature metatheatrical elements, the other does not; two depict "public events from the French Revolution which had very obviously distinct effects on the public sphere", the other does not. As a result, it is difficult to draw broader typological conclusions regarding these works; one of the plays generally stands as an exception to the principle under investigation. The consistency

Organizational Change and Strategic Thinking Research Paper

Organizational Change and Strategic Thinking - Research Paper Example In general, the organizations have to carry on delivering value and face the current challenges, while reorganizing and getting ready for the future challenges. In order to accomplish effective organizational change, whilst performing the difficult task of balancing the present business activities and the preparation for the future, there needs to be reasonable strategies in place. The existence of managers who employ strategic thinking for the planning of organizational development can ensure that the measures for organizational change do not lead to inadvertent consequences. With the rapid changes in the business environment, the managers need decisive thinking skills to shift from the traditional reactive decision-making process to the proactive foresight method, so as to enable the organization to be equipped to face the upcoming challenges (Bonn, â€Å"Developing Strategic Thinking as a Core Competency†).In the middle of the turmoil and intricacy of the modern business wo rld, the successful organizations are those which are aware that, even as it is not viable to observe the future, they can acquire a perspective for the future that would offer them certain indications as to what might be in-store in future. Such organizations then plan accordingly to be prepared for the upcoming events as per their future perspective.  For this type of approach, the management of an organization needs to accept an innovative planning pattern that consists of observing the organization in the perspective of an open system atmosphere.   Such observation will make the organization better positioned to recognize and respond to upcoming events (Bonn, â€Å"Developing Strategic Thinking as a Core Competency†). This would also enable the organization to bring about the changes necessary in those surroundings and also influence the probable changes effecting the organization. The sustainability and performance of an organization in today’s dynamic economi c environment, thus depends on the application of strategic thinking to accomplish required organizational changes. This raises few apparent questions. What is strategic thinking? How can it be employed in accomplishing organizational change? What is the link between organizational culture and strategic thinking? Strategic Thinking – The Why-What-How Approach Richard Hughes and Katherine Beatty have described strategic thinking as â€Å"the collection, interpretation, generation, and evaluation of information and ideas that shape an organization’s sustainable competitive advantage†, in their book ‘Becoming a Strategic Leader’ (Switzer, â€Å"Strategic Thinking in Fast Growing Organizations†). Strategic thinking is a top-down overall observation of the whole organization on the basis of complete understanding of the business of the organization. Thus, strategic thinking consists of observing emerging trends, recognizing if the trends signify o pportunities or intimidation to the business organization. Strategic thinking also involves developing a response of the organization to earn benefit from the prospective opportunity or to alleviate the potential threat

Hannibal and the Second Punic War Essay Example | Topics and Well Written Essays - 1750 words

Hannibal and the Second Punic War - Essay Example This history of the Punic Wars is grim and intricate. The reason behind the Second Punic war is simple: the defeat of the Carthaginians in the First Punic War. It became necessary for the losing power to develop and maintain a sentiment of hatred and anger against those who had led them to defeat. The best way to regain Carthage's lost prestige was to conquer and replace large tracts of land to their empire. For the Carthaginians, Spain became an area of ample interest. This idea was further encouraged by Hamilcar Barca. As the premier Phoenician General he had been greatly dishonored and incensed over the defeat and the peace terms set out by Rome. This was coupled with the capture of Sardinia during Carthage's own mercenary war. Spain was then seen as the launching point for future action against Rome: a battle that would help resume the reputation that had been lost by Carthage. The events that befell Cartage before the Second Punic War are important because it was Barca's son who continued with his invasion plans: turning the Second Punic War into a battle which would be remembered for years to come. It began with Barca's designs to construct a strategy that would allow Carthage to retake, establish and maintain its identity. According to the treaty signed between the two countries, Barca had the freedom to expand his conquests in all directions that were meant to be west of the River lberus. This river would flow southeast into the Mediterranean Sea. Its name, Iberus, was later changed, to Ebro. Following the treaty with the Romans meant that the Carthaginians were not to cross the lberus (Arnold 1886). This was coupled with another important aspect to the treaty. The Carthaginians were also bound by the treaty not to interfere with the people of Saguntum. This was a crucial city because it laid between the lberus and the Carthaginian dominions. The Romans knew of its immense significance. They chose this area especially in an effort to control the ever growing Carthaginian forces. They saw the danger of leaving Saguntum to itself and thus enforced another clause in their treat y with Carthage. It was thus that because of Sagnutum's role in alliance with the Romans it was also placed under their protection. Hannibal was Barca's son and developed the same anger and loss of pride that ran deep in his father's veins. He soon transformed into an ardent General: one whose tactics and style would be revered for generations. It was during Barca's time that Carthage had begun to assume a control over Spain. Rome was concerned by these moves of the Carthaginian army and sought a treaty with Carthage which forbade limited them to expand South of the town of Ebro. It was then that an alliance with Saguntum was signed by Rome. This decision was responsible for giving the Romans a small but significant stronghold in the heart of Carthaginian lands. Thus, the Second Punic War was created by the dispute over the hegemony of Saguntum. When Hannibal came into power the Romans and Carthaginians were not at a state of war. Both rested in the comforts of the peace deals that had

Type 1 Diabetes Mellitus Coursework Example | Topics and Well Written Essays - 250 words

Type 1 Diabetes Mellitus - Coursework Example The RN also needs to inform the patient that he or she will take some time to adjust to the new lifestyle and that it will not be easy. However, words of encouragement will motivate the patient to live positively. Some of the factors that the RN needs to consider include the patient’s knowledge, attitude and skills. The main steps of the teaching-learning process include assessing learning needs, diagnosing the learning needs, developing a teaching plan and finally executing the plan (Hood, 2013). The RN was likely to have missed the second step. The RN did not identify the patient’s lack of knowledge regarding diabetes and poor attitude towards the disease, which were likely to obstruct the patients self-promotion of health (Hood, 2013). Some of the things that might be done differently include enlisting the patient to a support group of other patients with type 1 diabetes. In the group, the patients can share their day-to-day experiences of living with diabetes, the challenges they face and ways of overcoming these obstacles. Through the self-help group, the patient will be able to meet other people who are living healthy, productive lives with type 1 diabetes. Consequently, the patient will accept that diabetes is not the end of life and that insulin injections and blood glucose monitoring are the major ways of dealing with the