Impact Evaluation and Accountability Essay Example | Topics and Well Written Essays - 1250 words

Impact Evaluation and Accountability - Essay Example Can a government arbitrarily treat social concerns as its private reserve Better still, will the prime minister, president or monarch willingly abdicate his or her duties to look after the vulnerable section of society Social issues and problems are too deep, intricate and vexatious for even the government to handle single handedly. Traditionally, the social issues of poverty and unemployment were invariably touched upon by religious and/or civic conscious citizens under the patronage of the government and the wealthy. The system did not need regular improvising until the need became known and the means were available. Today, social work is a specialized domain. The issues are more complex and it is not only poverty and unemployment, but also a host of other disturbances like child labor and stress management seeking attention. It has become necessary for social factors to be studied, statistically and scientifically observed, understood and concluded upon by qualified and experienced experts. (Performance Measurement and Evaluation) Accountability is a combination of procedure and responsibility. There are eon procedures and methods, but it is left to the wisdom and discretion of the accountant to evolve a system best suited for the purpose of the organization. The accountant uses not only his academic skills and experience, but also his creative faculties to carry out the daily activities and evolve new methods when and where necessary with the resources available to him. The accountant is also responsible to the management and the statutory authorities like the chartered accountants. He is under the supervisory gaze of these authorities and his actions and decisions are subject to their approvals, corrective suggestions and instructions, and sometimes even censure in fraudulent cases. Other than the accountant, the social organization must be allocated the necessary funds and allowed to operate on its own to fulfill its goals and obligations. Social organizations have the necessary personnel and wherewithal to define social problems and the means to find solutions. (Healthcare & Social Services) Government and Accountability The traditional way of working has given way to the current trends of working. In the current scenario, the system is simple although hi-tech. It is highly adept to policy, procedure and systems loyalties. But it needs the tender and efficacious touch of an expert operator. As the highest authority of the land, the government has enough powers and means to oversee, control and legislate not only the social sector but the entire gamut of departmental ministries. The government itself has to operate within its budgetary and functional constraints. Its ministers and staff have their duties to perform and they cannot overstretch their limits. There are thousands of social trusts, social organizations, social volunteers and social problems. It is practically impossible for the government to keep tabs on all of them. They

Breast Reconstruction Research Paper Example | Topics and Well Written Essays - 1250 words

Breast Reconstruction - Research Paper Example The objective of the article is to bring out a comparison between the outcomes of immediate latissimus dorsi mycocutaneous flap, also known as Lat Flap, to tissue/expander implant, EI, reconstruction after mastectomy followed by Post Mastectomy Radiation Therapy (PMRT). It is also noted that PMRT, however, has an effect of increasing surgical complication risks and may cause adverse effects on the reconstructed breast. The sample size of the study is 29, women with invasive breast cancer who were treated between 2009 and 2011 in the same institution. There was a median follow-up of 11 and 13 months for Lat Flap and EI respectively, after completion of post mastectomy radiation therapy, which showed a trend of wound complications that required reoperation that included expander/implant los in the EI group (Durkan et al., 2012). Through the comparison, capsular contracture turned out to be the most sequel of PMRT in the group of Lat Flap with 67%. It was, however, treated with capsulot omy during the time of nipple-areola reconstruction. The comparison ultimately suggests immediate breast reconstruction with a latissimus dorsi mycocutaneous flap to be a workable option for women undergoing mastectomy, who are likely to require chest wall irradiation. ... and treated with mastectomy and immediate breast reconstruction that was followed by post mastectomy radiation therapy between February 23, 2009, and June 24, 2011. The team then did an analysis of the medical charts with respect to various variable including; unilateral or bilateral mastectomy, tumor size and characteristics, age of the patient, lymph node involvement, BRCA mutadon status, radiation therapy, chemotherapy use, type of reconstructive surgery performed, completion of reconstruction, total number of operations, length of follow-up, need for revision after final reconstruction, and complications including capsular contracture, wound infection, and implant loss (Durkan et al 2012). The methods of reconstruction employed at the institution were based on patients’ preferences and surgeon discretion. There was no precise protocol referring patients to a particular reconstruction type. There was an x2 test of proportions which was employed for the evaluation of associa tions for non-continuous data, while continuous variables were reported as median values and an analysis made using Student’s unpaired t test. A P value of < 0.05 was considered significant. In the view of the article, the question to be answered is brought out as a demonstration of wound complication rate differences between Lat Flap and EI reconstructions in the setting of post mastectomy radiation therapy. The study population is selected after a careful review, data is obtained, analyzed, interpreted and eventually a conclusion was drawn. Section 2 Statistical methods The team upon approval collected data from radiation oncology database with the aim of interpreting and doing an analysis that would lead to the arrival at a conclusion of comparing the outcomes of immediate latissimus dorsi

An Inspector Calls Essay Example for Free

An Inspector Calls Essay JB Priestly wrote An Inspector Calls to enhance the message that we dont live alone. We are members of one body. We are responsible for each other. This is something Priestly felt strongly about and he succeeded in representing his views through the character of the Inspector in the play itself. He wanted to communicate the message that our actions, no matter how small or seemingly insignificant, always affect others. He uses the downfall of Eva Smith and a chain of events to demonstrate this. This leads to a very convincing and well-devised play, which puts across JB Priestleys views clearly and precisely. In Edwardian Britain there was a great difference in the roles of men and women in society and the outlook of what and was not accepted differed substantially. A prime example of this in the play is when Mr Birling says Nothing to do with you, Sheila. Run along. This tells us that women are treated as inferior to men as they should not interfere with their conversations. For example, upper class men were encouraged to gain sexual experience with lower class women. This way, women were preserved until the wedding night as a sign of purity. The background a marriage carried was seen as more important than the relationship between the couple. In many cases it was necessary for individuals to marry into families that offered greater status or financial strength. This is shown in the play when Mr Birling says Your father and I have been friendly rivals in business we may look forward to a time when Crafts and Birlings are no longer competing but are working together. This suggests Mr Birling cares more about his own welfare than Gerald and Sheilas happiness. The Inspector conveys the theme of responsibility. He shows we must all look out for each other and think before taking actions. Priestley uses Eva Smiths death as an example of the suffering of lower class women in Edwardian times and directs the blame at the whole family caused by their small but consequential, chain of events. Priestley cleverly brings in the inspector at a strategic moment, just after Birling has stated that a man has to mind his own business and look after himself and his own. This is the speech that Birling has just made, which reveals his true character. That of a narcissistic, unsparing old man. But then the inspector comes in and gradually shows them how wrong Birling is and how we should feel and show responsibility for one another.

Reflection on Evidence Based Management

Reflection on Evidence Based Management As the worlds tallest peak, Mount Everest is natural wonder that many people attempt to conquer. However, successfully ascending and descending Mt. Everest requires a meticulous amount of planning, organising and ongoing decision making. In order to emulate the planning and decisions that actual climbers experience, groups of five students participated in a Web-based simulated climb of Mt. Everest, with every member being assigned different objectives to complete. As the teams marathoner, my main goals was to reach the peak without being rescued. I was also assigned the role to predict temperature ranges at each decision point. Unfortunately, only 11% of my goals were achieved. During my experience, the Mt. Everest Simulation gave participants an immersive opportunity to acquire an enhanced awareness of the impacts of decision making, organising and planning. Section 2: Planning and Controlling 2.1 Description of problem/issue Due to an input error in the decision making process, I accidentally climbed to the fourth camp when I was supposed to rest at camp 3. This resulted in my health as the marathoner to deteriorate and I was eventually rescued during the simulation on decision 6. This caused many of the team leaders and my own goals to be rendered invalid. This input error indicates a lack of concurrent and feed forward control mechanisms in our decision making. Additionally, the group did not realise that every member received different information with each decision round. The fragmented information included an article on altitude sickness, weather pattern data and wind speed charts. If these information resources were used to the fullest potential, temperatures could have been predicted more accurately and team decisions could have had better outcomes from improved awareness of risks. Consequently, this would have improved individual scores and in extension the overall score. 2.2 Management research evidence According to the research of V. Daniel (2000), firms that differ from traditional manufacturing firms such as those in the re-manufacturing industry requires far more complex planning and control in production activities. Re-manufacturing is a form of product recovery that emphasises value-adding products as opposed to just recovery of materials (ie. recycling). As such, the static nature of stochastic returns, return and demand rate imbalances and returned products with unknown conditions require careful planning and controlling in the remanufacturing processes (Daniel 2000). The article outlines that in a particular firm, before anything is done with received product, they are routinely assessed with a set of criteria (relating to product durability and functionality) to gauge re-manufacturability. The standardised criteria greatly helps firms establish better product control and predict variable costs. Generally, a re-manufacturing facility will be composed of three sub-sections w hich are disassembly, processing and assembly. Disassembly is where product information is disseminated, which then determines the kind of processing the product will undergo in the next step. The processing system is a generalised production area made up of smaller niche workstations, which allows flexibility in processing capacity. Due to high variability in times in the processing step, scheduling task allocations times in products can be done with simple rule-of-thumb techniques (Daniel 2000, p. 470). In another case of evidence, Hodgson (2004) examines the impacts of bureaucracy in post-bureaucratic organisations based on empirical work conducted in the IT department of Buzzbank, a UK telephone bank. In order to adapt to the environment of a post-bureaucratic structure, project management has been suggested as a solution. Project management is a process or set of processes that instigate planning, organising and controlling organisational resources to achieve goals within predefined limits (ie. time constraints). Project management is established with the aim of handling discontinuous work, expert labour and continuous and unpredictable change in a post-bureaucratic setting while providing the same levels of control and reliability of traditional bureaucracy (Hodgson, 2004, p. 81). The study showed that attempts to introduce bureaucratic controls into a thoroughly affluent post-bureaucratic structured organisation was met by uncompromising attitudes and sometimes heavy resistance . It is worth mentioning that the decision to introduce bureaucratic systems indicates managements recognition of and response to the risks that are inherent in post-bureaucratic work like the dangers of devolved control and excess autonomy in the workplace (Hodgson, 2004, p. 97). 2.3 Application of evidence to problem/issue The main problem identified with the planning and control aspect of the simulation was the input error and the loss of composure in the decisions that followed. The evidence gathered from the re-manufacturing industry can be applied to the Mt. Everest simulation in that both contain wide-ranging outcomes. Climbing Mt. Everest involves a multitude of crucial variables such as health (physical and mental), available supplies (oxygen, food, medication, communication etc) and external factors such as temperature. Like the re-manufacturing process, planning criteria for certain situations in the form of contingency plans is vital for raising the success rate of reaching the summit of Mt Everest. The structure of teams and decision making in the simulation is comparable to that of the re-manufacturing approach (disassembly, processing, assembly). Disassembly is present in the simulation where information is provided to each player after every decision round in the form of feedback controls . The processing part of the simulation can be seen in how each member is assigned a specific niche role while the group as a whole is equipped to adapt to varying circumstances. For example, if the group is together, the physician can administer medication to the marathoner should they experience an asthma attack. Therefore, the key to succeeding in the Mt. Everest climb is to keep the team together rather than separating at camps to keep group synergy, survivability and adaptability to its maximum potential. The downside to this, however, is that this would be a difficult feat to accomplish due to time constraints plus the requirement of foregoing several goals of some team members. Hodgsons work can likewise be applied to the Mt. Everest simulation in that a post-bureaucratic organisation shares some similarities with the group structure of the teams. Facets of post bureaucracy include: placing emphasis on the teams missions, fluid/flexible decision making processes, high need for internal trust and expectations of change. A project management style approach to control may help the groups performance as it facilitates post-bureaucratic characteristics yet maintains some control and reliability, which was stated earlier as lacking in some aspect. Although this course of action may reduce errors, introducing bureaucratic style controls to a team of largely autonomous individuals may cause backlash. This inner conflict resulting from implementing extra control processes is likely to cause team performance to decrease, so perhaps it would help the team more if control levels remain the same. Section 3: Leadership 3.1 Description of problem/issue For our team, we took a substitutes for leadership approach. During our simulation, the team leader was not responsible for all aspects of the decision making process; all members had active roles in determining what actions the team should take. In this case, the leadership problem is dependent on whether or not the climb is done in the simulation or out in the field. For the simulation the input error from section 2.1 was purely a technical fault and is not representative of real life situations. In any case, the input error was unlikely caused by any leadership related faults in the simulation. After the mistake however, there was a loss of composure and motivation in team members with an emphasis on finishing the simulation more quickly, which seems to indicate deficiencies in transformational and empowering leadership. 3.2 Management research evidence In management teams, there is reason to believe that the intersecting roles of knowledge sharing and team efficacy are directly related to the link between empowering leadership and team performance. Based on research by Srivastava, Bartol and Locke (2006), where 102 hotel management teams were surveyed, there is a positive correlation between empowering leadership to both knowledge sharing and team efficacy which supplement performance levels. Empowering leadership is characterised by a set of behaviours dictated by the distribution of power amongst a team with the purpose of raising motivation. Empowering leaders exhibit characteristic behaviour in the form of leading by example, participative decision making, coaching, informing, and showing concern (Srivastava, Bartol Locke, 2006, p. 1240). As a component of empowering leadership, knowledge sharing (sharing of task relevant ideas, information and suggestions) is of vital importance in a team environment as it allows cognitive re sources to be fully utilised. Conceptually, the various behaviours of empowering leadership will raise subordinate efficacy. For instance, participative decision making gives subordinates active input roles that enables higher learning and skill experience, thus improving efficacy (Srivastava, Bartol Locke, 2006, p. 1240). In another survey, Dong and Avolio (2000) examine transformational and transactional leadership in relation to the effects of trust and value congruence on follower performance. Using a sample of 194 students with varying conditions of transformational and transactional leadership, the experimental study established the theory that both direct and indirect effects affect performance as a result of transformational leadership conveyed by individuals trust and value congruence. Alternatively, transactional leadership only had indirect effects on subordinate results when conveyed by individuals trust and value congruence. The study argued that the influence of the leaders vision is especially powerful when it is congruent in their followers personal values. It is suggested that internalising a transformational leaders values in their adherents values results in increased value congruence and willingness to commit to the vision and mission of leaders. In the study, transformational leade rship notably had a strong positive effect on performance quality and conversely had a strong negative on quantity (Jung Avolio, 2000, p. 960). 3.3 Application of evidence to problem/issue Although communication was effective in that all members were given opportunities to voice an opinion, there could have been more traits of transactional leaders in the group. With a more structured and task oriented approach to decision making, mistakes such as those mentioned in section 2.1 could have been prevented. The research by Dong and Avolio (2000) however, argues that transformational leadership will improve team results by directly and indirectly through trust and value congruence. When value congruence, which is the level of homogeneousness between an individual and a larger bodys values, is made uniform among team members there should be an enhanced motivation to accomplish team goals. The simulations team goals, which are mostly synonymous with those of the team leader (All members reach the summit, no one gets rescued etc), can represent value congruence in the context of this simulation. Therefore, if the team leader took a transformational approach where all team mem bers standardised their values to the leader there would be an increase in team motivation and commitment to the goal at hand and performance quality, thereby improving the potential for better decision outputs. Similarly, empowering leadership is directly related to the teams performance through making progressions in knowledge sharing and team efficacy. The group lacked some skill with knowledge sharing as not all the data was distributed to the group in its entirety. This can be attributed to the groups lack of experience in these activities; the team leader was just as inexperienced as the other members. If team members had more experience and practice in activities such as the Mt. Everest simulation, it would enable all group members to develop characteristics of empowering leadership (ie. leading by example for a less experienced group member). With this in mind, the teams knowledge sharing capacity will increase which will lead to an increased ability to accomplish team goals. Improved team efficacy, which can vary greatly in effect, may include reducing individual errors during given tasks. Section 4: Reflection on Evidence Based Management 4.1 Thoughts about Evidence- Based Management According to Rouseaus study (2007), evidence based management is the use of the best available scientific research to make informed managerial decisions and encourage better or more efficient organisational practices. From this, it is inferred that evidence based management is simply taking a rational approach to managing given that the resource evidence is accessible. It is difficult to believe that this way of thinking about management has only been brought up in recent years. Research evidence has been practiced successfully in fields such as medicine, education, policing and psychology. According to J Pfeffer and RI Sutton (2006), Evidence based management can be split into a multi step process of demanding evidence, acquiring, appraising and aggregating said evidence, applying evidence to decisions and reinforcing continuous learning. I think that this step-by-step process can simplify and organise the information that can be used to deliberate on a decision, allowing faster and efficient action. 4.2 Evidence Based Management in future career If I were to pursue a career in management, an evidence based management approach would help greatly against issues in the trade. As I lack any real experience in a managing position, using an evidence based approach to management would allow me to augment my skills in the eyes of others and perhaps set myself apart from others who also share my lack of experience. Evidence based management represents a logical way of thinking about decision making that is justified by accepted facts, so there is no reason not to implement an evidence based approach in management fields. The only reason I might not pursue an evidence based approach is if I had executive role in a decision (ie. senior manager). Evidence based research levels out hierarchical powers, allowing anyone to match or surpass the decision making efficacy of those with experience with fact and evidence, thus removing the distinguishing power a leading representative might have had previously. The application of evidence based management also depends on the situation and research that it concerns. The evidence suggested may come in the way of the organisations or my own interests, making it more suitable to disregard the evidence supported course of action. Purely as a surplus maximiser, I would certainly use an evidence based management approach to resolve issues as long as it does not contradict my personal agendas. Bibliography/Reference List Daniel, V, 2000. Production planning and control for remanufacturing: industry practice and research needs, Journal of Operations Management, Volume 18 (Issue 4), pp. 467-483. Hodgson, D.E, 2004, Project Work: The Legacy of Bureaucratic Control in the Post-Bureaucratic Organization, Organization, Volume 11 (Issue 1), pp. 81-100. Jung, D.I Avolio, B.J, 2000. Opening the Black Box: An Experimental Investigation of the Mediating Effects of Trust and Value Congruence on Transformational and Transactional Leadership, Journal of Organizational Behavior, Volume 21 (Issue 8), pp. 949 964. Pfeffer, J Sutton, RI, 2006. Evidence-Based Management, Harvard business review, N.a (N.a), pp. 1-14. Rousseau, D.M Mccarthy, S, 2007. Educating Managers From an Evidence-Based Perspective, Academy of Management Learning Education, Volume 6 (Issue 1), pp. 84-01. Srivastava, A, Bartol, K.M Locke, E.A, 2006. Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance, Academy of Management Journal, Volume 9 (Issue 6), pp. 1239 1259. Wright, A, 2014, Lecture 2: Planning and Controlling, PowerPoint slides, University of Queensland, Brisbane. Wright, A, 2014, Lecture 3: Leading in Organisations, PowerPoint slides, University of Queensland, Brisbane. mgts1301 Introduction to ManagementPage 1

The Search for Truth in Anton Chekhovs The Cherry Orchard and Sophocle

The scholar is engaged in the interminable quest for truth. The knowledge that one can never understand everything makes a person wise. Ignorance is the assumption that one can understand all about the world around them. An ignorant person is so confident they comprehend the truth, that they are blind to the greater truth. Anton Chekhov and Sophocles deal with the idea of this sinful pride that leads to ignorance in their respective works, The Cherry Orchard and Oedipus Rex. In each drama, certain characters are slapped in the face with the truth; the light is revealed. However, these characters make the connection when it is too late. Their destruction is already destined to become a reality, a horrid fate that could have been prevented. Both Chekhov and Sophocles present the universal theme that an open mind, constantly in search for truth, is the mark of a worthy individual, and prideful stubbornness can only lead to demise. The question must then be asked, what truths are evident in these texts? Oedipus is the proud king of a county called Thebes. However, his country has fallen on hard times as a result of angry gods displaying their wrath. The oracle reveals to Oedipus that the curse shall be lifted when the murderer of the former king is put to justice. As the incriminating evidence piles up against Oedipus, he remains ignorant of the truth that he is the killer whom he seeks. He stubbornly refuses to believe that he cannot escape his fate. Sophocles presents this ironic truth in light and dark imagery. The chorus dramatically demands, â€Å"Artemis, Huntress, / Race with flaring lights upon our mountains / [†¦] Whirl upon Death, that all the Undying hate! / Come with blinding torches, come in joy!† (Sophocles l.198-204). The... ...hile she awaits the news of what happened to the cherry orchard, she is still kidding herself with false hope, ignorant hope. She did not want to see the truth, and now her fate is sealed. Had she opened her eyes, things might have ended up differently. Trofimov tells her to look the dreadful truth straight in the eye because she â€Å"served [her] own destruction† (Sophocles l.1468. 20). And yet, despite the wisdom of our predecessors, do we not still find our vision obscured by a prideful stubbornness, our eyes sealed against the light of truth? Works Cited Chekhov, Anton. The Cherry Orchard. Four Plays. Trans. David Magarshack. New York: Hill & Wang, 1969. Eekman, Thomas A. Critical Essays on Anton Chekhov. Boston: G.K. Hall & Co., 1989. Sophocles. "Oedipus Rex." An Introduction to Literature, 11th ed.Eds. Sylvan Barnet, et al. New York: Longman, 1997.

marketing case Essays -- essays research papers

Introduction:   Ã‚  Ã‚  Ã‚  Ã‚  Pfizer Inc. is a research-based diversified health care company with operations around the globe. Pfizer Inc. has three main business groups. They include the Consumer Health Care Group, U.S. Pharmaceuticals Group, and the Pfizer Animal Health Products Segment. For purposes of this case, we will discuss the Animal Health Products Group, where in 1998, accounted for twelve percent of the company’s revenues. Industry Background: The process for making beef begins with the ranchers breeding and raising cattle, in order to sell them to feedlots. The ranchers’ goals are to minimize death of the cattle, to breed low birth weight calves, to produce grade A choice beef, and lastly to produce calves that gain weight quickly. By the time the feedlots purchase the cattle, the more the cattle weights, the better. The next step in the process after the feedlots purchase the cattle is for the feedlots to sell the beef to the meatpackers. There are four main meatpacker companies that account for eighty percent of the entire industry. The meatpackers act as a middleman between the producer and the consumer. Since the majority of this industry is controlled by a few companies, this creates a problem because they act similar to a monopoly. Due to this monopolistic view, there is no free-flow of information throughout the supply chain and beef prices tend to be higher than they should. After the meatpackers have packe d the beef, they sell it to retail stores, which in turn sell the meat to us, the consumer. Industry Trends: There are a variety of trends that directly influence the beef industry. To begin, changes in consumer lifestyles include less time for home-cooked meals and society’s increased pressure for time; thereby, having a big impact on the decline of consumption of beef. In addition, consumers have increased dietary considerations for health and nutritional issues that lead them to consume alternative meat products like pork and poultry. Furthermore, the marketing strategies of the pork and poultry industry have done a better job advertising than the beef industry. Also, the pork and poultry industry have recently produced more ready-to-eat and branded products. Even with all of this new increased pressure on the beef industry by the pork and poultry industries, retail prices for beef have still remained high, yet ano... ...less today than ever before, beef will always exist, therefore, Pfizer products will be needed. An added reason for them to continue with their cattle/calve health products is due to the fact that Pfizer has already invested heavily in this industry and makes over sixty health products for cattle. Additionally, we also recommend that Pfizer maintain their strong market share by continuing to sponsor seminars, publish educational material, offer technical support and organize management programs for the health care of cattle. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  To conclude, the beef industry is currently experiencing a decline in demand, thereby directly affecting products sold to ranchers made by Pfizer’s Animal Health Group. This decline can be attributed to a variety of factors outside of Pfizer’s control, including social, economical and governmental issues regarding beef. Since Pfizer is limited in what they can do to increase beef sales, our proposal is for Pfizer to enter into making health products for poultry, given that this industry seems to be on the rise. However, at the same time, Pfizer should continue to be active in the beef industry to keep them at the top.

Enterprise Strategy Essay

Vision Our Enterprise Strategy sets out our vision for the Opera House as a dynamic and evolving organisation now and into the future. Our mission and values lie at the heart of our Enterprise Strategy, guiding our plans to ensure the Opera House retains its essential role in Australia’s life and identity. Mission The Sydney Opera house embodies beauty, inspiration and the liberating power of art and ideas. It is a masterpiece that belongs to all Australians. We will treasure and renew the Opera house for future generations of artists, audiences and visitors. Everything we do will engage and inspire people through its excellence, ambition and breadth. We will strengthen our central role in Australia’s life and identity. POLICIES Our Code of Conduct is a set of guidelines that connect our daily behaviour, decisions and actions to the vision, goals and values of Sydney Opera House. 1. We act in the best interests of Sydney Opera House and value our reputation. As a cultural icon and internationally recognized symbol of Australia, Sydney Opera House’s reputation is one of our most valuable assets. As representatives for Sydney Opera House we all have a responsibility to build our reputation and protect it against harm. 2. We act with personal integrity & honesty. Integrity and honesty underpin everything we do. The trust of our customers, partners, colleagues and the community can only be achieved through ensuring all our decisions and actions are honest and made in the best interests of the organization and its stakeholders. 3. We maintain a healthy and safe work environment. Safety and security in our workplace is of vital importance to Sydney Opera House.  Everyone is expected to contribute to creating and maintaining a safe and secure workplace by observing safety and security procedures and policies. 4. We have respect for others & maintain a fair and harmonious workplace. Sydney Opera House is committed to maintaining an inclusive workplace that values the contributions of everyone and is respectful of difference. We all must behave fairly, respectfully and without discrimination to any person we deal with in our work, including other employees, customers and business partners at all times. 5. We value our customers & are committed to service excellence at all times. Customer First: â€Å"In all our endeavours, we are committed to placing the needs and views of our customers first†. 6. We work with economy & efficiency. You must use all Sydney Opera House resources lawfully, ethically and as economically as possible in your work. All equipment, facilities and property should only be used for work purposes and the business of Sydney Opera House unless otherwise approved by your manager. Use of Sydney Opera House information systems must be carried out in accordance with relevant policies and procedures. Use of information systems is monitored. Serious breaches of Sydney Opera House policies and guidelines will result in disciplinary action and may lead to dismissal. 7. We perform our work unimpaired by the consumption of alcohol or use of drugs. Sydney Opera House requires all staff to be unimpaired by alcohol or other drugs that may affect your ability to work safely and effectively.It is important to advise management if you are concerned your work performance may be impaired by medication. Attendance at work while affected by prior use of alcohol or other drugs is not permitted. GOals The Access Strategic Plan has been developed with a focus on Sydney Opera House’s strategic goals: Artistic Excellence Produce and present imaginative and engaging performing arts events from Australia and around the world. Community Engagement and Access Sydney Opera House belongs to everyone and all communities have access to experiences. A Vibrant and Sustainable Site Intensifying customer engagement and ensuring progress works in harmony with heritage values. Earning Our Way remain relevant, contemporary and leverage our position as a critical tourism and cultural asset.