Health Promotion Teaching Plan Essay Example

Health Promotion Teaching Plan Essay Example Health Promotion Teaching Plan Essay Health Promotion Teaching Plan Essay My emphasis in this assignment is to develop, implement, and assess a teaching plan concentrated on good nutrition and daily exercise for school age children. The early years are a critical time for founding good eating habits and attitude about food and exercise. Children who are obese are more likely to be obese as adults. This is a major public health risk to the wellbeing of children. Recent literature supports the positive effects of good nutrition on the brain development and mental health. Limited exercise in school age children is linked to decreased performance on standardized test scores. Healthy eating and exercise not only directly affect a childs long term health but also may pass on positive welfares for future generations. Assessment of Learning Needs The learning group involved six children between the ages of eight to ten. None of the children were diagnosed with learning disabilities, behavior problems or special needs, however one of the children reported having asthma and one child used eye glasses. No other health issues were identified. Ethnic considerations were taken nto account and cultural diversity was limited. School age children are capable of logical reasoning and learn best through their senses. It is important to use learning activities that stimulate their senses. Activities should be interesting and meaningful. School age children like to play games and role play is appropriate, also they like things that can be taken home with them, such as books and stickers. Learner Objectives The learning objectives are as follows: Affective Domain: The children will actively listen to their instructors presentation on nutrition and exercise while participating in a group project. Cognitive Domain: Each child will be able to state one benefit of proper nutrition and one benefit of daily exercise. Psychomotor Domain: Atter participating in a tlve minute exercise session correlated to music the children will be able to properly take their own heart rate with minimal assistance from the instructor. Teaching Plan As an instructor it is important to always be flexible in regards to the learning objectives and the teaching plan in an effort to meet the individual needs of each learner. The teaching plan will be implemented in the following order: ? Presentation n good nutrition and daily exercise to include the following health benefits: decreased risk of problems related to type II diabetes, heart disease, and obesity. Increased cognitive performance, sleep, and improved quality of life. ? Guidelines for good nutrition and exercise: eat a variety of foods every day to include, fresh fruits, vegetables, and whole grains. Decrease the amount of fatty, sugary foods and drinks consumed. Drink more water. Get 30-60 minutes of exercise daily. ? Instructions for obtaining your own heart rate: to locate your pulse on the side of the neck, place your irst two fingers, which are called the index and middle finger on the side of the neck in the hollow between the windpipe and the large muscle in the neck. Press lightly until you feel a pulse (These instructions may also be demonstrated by the instructor for a visual aid), count the pulse for one minute using a watch or a clock with a second hand. The number you count is your heart rate. The normal heart rate for school age children is 70-100 beats in a minute. To predict your maximum heart rate for exercise you deduct your age from the number 220, for example if you are 10 years old use the formula 220 10 = 210. This would be your maximum heart rate during exercise. It is recommended that your heart rate not go above this number during exercise. It is important to talk with your primary care provider before starting an exercise program. Evaluation of Teaching and Learning The final phase of the health promotion teaching plan is the evaluation of components. The teaching plan was clear, concise, and engrossed on the learner in the targeted age group. Any registered nurse, school teacher, or social worker who follows the format of this plan would have the ability to teach this topic to school age hildren, with the subsidiary materials from the following web sites; health fitness food for thought, evidence based health promotion program for schools, teaching school age children, and pulse and target heart rate. In an effort to evaluate if the learners objectives were met, each child was asked to state one benefit of good nutrition and one benefit of daily exercise and received instructions on taking their own pulse. At the end of the teaching session all six children were able to correctly state one benefit of good nutrition and one benefit of daily exercise; also, after five inutes of exercise to music all the children were able to properly take their own heart rate with minimal assistance from the instructor, thus meeting the objective for the psychomotor domain. During the presentation of the teaching plan the children were good active listeners and participated in answering questions. It was interesting to know one out of the six children reported exercising with a parent one time weekly for an evening walk. Three children reported getting most of their exercise at school during gym and recess and two girls in the group reported that they participated in dance at a local dance studio. When questioned about activities during the summer two of the children were noted to have passes to the local high school pool, which allowed them to swim daily from 12:00 noon until 6:00 pm. One d reported that ne will attend a daily camp while his parents are at work and three children reported that they spend their days at a sitter until their parents come home from work. All of the children reported playing video games of some sort. When asked if they had a time limit for playing video games, one child reported that he did not have a limit, two children had limits of no longer than 45 minutes three imes a day, two children had limits of one hour two times a day, and one child had the restriction of playing video games on the weekend for 40 minutes at a time and could play the games no more than five times. When questioned concerning nutrition attitudes and habits at the beginning of the session, four children reported eating fast food three times a week or more. One child said l only get to eat at Mac Donalds when my mom doesnt want to cook. Another child made the statement I can only eat at Mac Donalds sometimes; because my mom says it makes people fat. The children were asked to raise their hand if they thought it was healthy to eat at Mac Donalds every day. Four of the six children raised their hands. The health promotion teaching plan was held at the Stockart Youth Center in a safe facility, where we had use of the gymnasium and a classroom. At the end of the program each child was given a healthy snack that consisted of apples and bananas with peanut butter dip, pretzels, and milk, water was also offered. Take home bags were made for the children and consisted of crayons and a coloring book, literature containing tips for parents regarding good nutrition and daily exercise, one free icket to attend a dance hip hop session for beginners at a local dance studio, and one voucher foe a free smoothie at a local health food shop. References Health fitness food for thought. (2012). Retrieved from www. parentguidenews. com/ catalog/healthfitness/foodforthought Evidence based health promotion programs for schools. (2011). Retrieved from www. health. nt. gov. au/library Health and target heart rate-Cleveland clinic. (2011). Retrieved from my. cleavland clinic. org/heart/prevention/ exercise/pulsethr. aspx Teaching school age children. (2012). Retrieved from www. euromedinfo. eu/teaching-school age-children. html

Poverty in Down and Out in Paris and London and Conclusion of Walden written by George Orwell and Henry David Thoreau

Poverty in Down and Out in Paris and London and Conclusion of Walden written by George Orwell and Henry David Thoreau Poverty is a state of having little or no money and few or no material possessions. In Down and Out in Paris and London and ‚“Conclusion‚” of Walden written by George Orwell and Henry David Thoreau, respectively, both works offer perspectives on life of poverty. In addition, both authors have agreed that there are some advantages about being poor.First of all, both authors believe that it will be less worry with less money you have. For example, Orwell says on page 20 that ‚“within certain limits, it is actually true that the less money you have, the less you worry.‚” Orwell believes that a person doesn‚t need to worry that much things which are related to money. Similarly, Thoreau says, ‚“Superfluous wealth can buy superfluities only. Money is not required to buy one necessary of the soul.‚” Thoreau‚s belief is that a man with a lot of money could only by something that is buyable, but it can not buy the happiness or soul of a person.English: Signature of author Henry David ThoreauHe also means that a person‚s happiness or soul is important than everything in the world. It is not a thing that could be bought by money.Moreover, Orwell thinks that the poverty is a ‚“feeling of relief, almost of pleasure, at knowing yourself at last genuinely down and out‚” (20). At this point, Orwell feels free when he has no money. He feels happy and freedom because he has nothing to worry about anymore. Nothing can trap him anymore. In addition, Thoreau also says some thing that is similar to Orwell‚s feeling. Thoreau thinks that a person may have some ‚“pleasant‚”, ‚“thrilling‚”, ‚“glorious‚” hours, even in a poorhouse. That person may not have a lot of money, but that person can have a lot of happiness in his house. That...

Did Punk Sell Out Commodification of Popular Music Essay

Did Punk Sell Out Commodification of Popular Music - Essay Example Understanding punk visuals and noises amounts to a historic study of an ideology that was formed out of working class youth mentality on resistance and change and punk rock, may be considered a chief medium with which to channel the content and comprehension of this ideology. Unlike pop culture which concentrates on romantic themes, the songs and rendition of punk execute around the nature of sexuality, moral, and political concerns. When the barrier broke between pop and rock, being an oppositional character, in Britain and U.S. during the mid-to-late 1970s there came a point of fusion among art, pop, and rock, signifying the birth of punk rock. B. Longhurst pointed out that the decline of rock ideals and the activities of some rock stars in the 1960s proceeded for them to be perceived under a capitalist commercial venture which hardly gave followers anymore positive attraction toward rock. This then became a remarkable opportunity for punk to help resolve the crisis by its unique e xistence with the attempt to renew the belief of an active political force present in rock culture [Longhurst]. Despite how the punk subculture has had diversification out of authentic roots, no serious claim can afford denying that it has uniquely lain foundation about itself and beyond. The privilege further extends to molding the distinct coexistence of the black’s rhythm and blues, soul, and ska.

Highschool and American Government Essay Example | Topics and Well Written Essays - 2000 words

Highschool and American Government - Essay Example As the discussion outlines representatives and Senators are under an obligation to such persons and corporations, because they provide significant contributions towards election expenditure. In most instances, these individuals and agencies, render direct help to the candidates in their election campaigns. The President may decide whether to ratify or reject a bill and the legislators do not override the decision of the president. They have to respect the call given by the president and act accordingly. From this paper it is clear that the voters in the constituencies of the legislators can also influence the ratification of a bill. It is not possible for legislators to routinely reject the appeals of the voters in their constituencies. Moreover, any representative or senator who persistently goes against the wishes of the voters is at risk of losing in the next election. The personal beliefs of legislators play a major role, while voting for a bill. This is demonstrated by the fact that when Congress members make strong demands regarding some issue, they will not change their stance even if enormous pressure is brought to bear upon them by party members, lobbyists or even the president. If a member takes up a strong stand on some issue, then the voters of his constituency cannot compel him to withdraw from his stand. That is the power of personal belief, which plays a decisive role in the voting process. While casting their vote regarding some issue, legislators on occasion, consu lt experts in that field and this promotes the public good. Nevertheless, corporations and individuals at times, compel legislators to cast their vote in favor of causes that only benefit the former. This could prove to be detrimental to the general public.

Globalization of a Domestic Company Research Paper

Globalization of a Domestic Company - Research Paper Example As the paper declares investing in a given country will is affected by a diversity of factors. In this regard, it is crucial for the management of Sterling Limited Company to have an in-depth analysis of these factors. By attention to the most significant factors, this section will focus on the distance of the designated country, the cultural background of the residents, the overall knowledge of the country in question, the language classification as well as the relatives of the chosen expatriates in the new country. As the research stresses the distance between the mother country, the United States, and the designated state for the expansion will be very crucial in the decision-making process. As a core factor of consideration, the aspect of distance will dictate the efficiency of the operations as well as the financial implications of the expansion process. Clearly, the greater the distance between the two countries, the harder the management and the more the operational costs. It is, however, imperative to note that this does not mean that the expansion of the operations of a given company will be limited to countries within the same geographical regions. Impediments facing the expansion of a given company across borders van be internalized through the adoption of a variety of dynamics. The organization will have to invest heavily in telecommunication and communication in a bid to ensure a smoother flow of resources from the headquarters to the satellite branches in other countries.

Poetry and Wright Essay Example for Free

Poetry and Wright Essay The poetry of Judith Wright conveys a strong sense of ? Australian Identity. This is evident though Wrights strong connection to the sea, using descriptions and personifications of the sea. Wrights ? Australian Identity is firmly established through poetry with her use of ideas that have become synonymous with the Australian stereotype: what people recognise as being uniquely ? Australian. This includes the description of the stereotypical Australian beach scene and the attitudes shown by the surfer and even the surf in the poem: characteristics recognised as ?  typically Australian. These features of her poetry have established Wright as a truly ? Australian poet. The surf, grey-wolf sea sitting on the whitened pebbles and shells are images that are recognised as Australian and part of the Australian identity. The surfer too is instantly recognisable as typical Aussie character. He is described as brown and he has muscle ? he is the stereotype of the bronzed, muscular surfer. The use of these ideas that have become typically Australian show Judith Wright as an Australian poet which in turn reflects the Australian identity. Judith Wright has a strong connection to the Australian beach, and the ideas she conveys through her poetry are very much steeped in nature. This link to the Australian sea immediately distinguishes Wright as an Australian poet. The Australian connection to the sea and surf is reflected in the repetition of muscle to describe both the surfer and the wave expresses the surfers connection to the wave and to nature. This connection is further emphasised by the personification of the wave through long muscle of water. The bond of both the surfer and Wright to the sea defines Wright as Australian and reflects Australians strong links to the sea. ?Australian traits are not shown only by Wright herself, but by characters in her poems. In The Surfer, Wright uses assonance (those and foam) to describe the wave. This has the effect of creating a long and lazy piece of sound imagery for the reader. The laconic nature of the wave is the same as the typical Australian ? laid back spirit giving Wrights poetry an Australian flavour and such contribute greatly to Wrights recognition as being an Australian poet.

Tesco Plc Management and Success

Tesco Plc Management and Success A large amount of literature is available on the management methods and policies of Tesco, the culture change it has adapted in its past, its workforce and its retailing success. This has been compared to the management theories and criteria of change management, and discussed to find out how closely do Tescos employee management mechanisms link with the actual theory. A brief overview of the history of Tesco with detailed step by step progress made by the company the strategies, values and policies, stakeholders and customers of Tesco are also precisely discussed. The future plans and a comparative analysis of Tesco with other top retailers is also presented. Tesco PLC: Based in United Kingdom ever since 1920, Tesco has to date expanded itself into several countries across the European Union as well as in Asia (EMMC, 2007). Such success of Tesco has been possible due to its focus on growth strategy, and its core competencies which are basically its brand reputation and the value-added services it provides through the brand experience. In addition, Tesco has shown a wide potential to capture foreign markets with variable environmental, cultural and political factors. It is highly sensitive to external environment, and adjusts on a need basis. It is also important to consider the factors of Tescos internal environment which add to its competencies (Clark, 2008). Tesco has gained its current position as one of the major retailers of the United Kingdom by adapting to the needs of its customers. One of the major shifts of the organization culture and strategy came in 1990 when the organization transformed itself by focusing on its human resource management. This was done by a process of strategic and cultural change (Clark, 2008). Retail industry and Tesco: Retail refers to sale in small quantities, the retail industry is an important sector of the economy; it comprises of individuals and companies which are engaged in the selling of finished products to end users. The retailer buys the products in large quantities from the manufacturers either directly or through a wholesaler, and then sells smaller quantities to the end-user. Retail is usually classified according to the type of product; divided mainly in three categories that are; food products, soft goods ,which includes clothing accessories etc and hard goods, which includes electric appliances, electronic items, sports goods, furniture et cetra (Akehurst and Alexander, 1997). Tesco PLC is a United Kingdom based global departmental store, it is the third largest retailer in the world. Tesco started as a food retailer but after the success in food business the company expanded its business activities by retailing a variety of products, targeting different markets and creating intere st in customers of different sectors. At present with over 2,500 stores worldwide and more than 450,000 peoples employed, Tesco is ruling all around the world with its business which covers retailing, distribution, logistics, telecommunication and financial services (Tesco case study, 2011). Tesco PLC History Tesco was founded in 1919 by Jack Cohen; he started off by selling surplus groceries on a stall at the East End of London. The companys name was penned from the initials of T.E. Stockwell, who was at that time a partner, and CO from Cohens name. Cohens motto was pile it high, sell it cheap, it referred to the fact that customers wanted inexpensive products at a convenient location and an optimum volume that would be profitable. After initial ten years of foundation finally the first store was opened by Cohen in 1929 at Burnt Oak, Edgware, North London. Jack Cohen introduced a new concept of food ware house when, in 1934, he built a new headquarters and a warehouse for central stock control. The success story of Tesco PLC continued and as a result by 1965, Tesco owned a chain of 212 stores in North of England and by 1965, the count was increased to 356 stores. By this time, Tesco was becoming a prominent retailer in all of Europe and this fact was highlighted when the name of Tesco wa s entered in Guinness Book of World Records as the largest store in Europe (Tesco PLC, 2011). Tesco initiatives over the years: Tesco started off as a retailer for foods but expanded its spectrum to other products; in 1975 Tesco broadened the concept by opening petrol stations at different major sites. The idea behind this launch was to provide customers everything that they need, in one location. They initially started selling branded petrol but in the late 80s their own brand fuel went on sale. To attract customers, a price cutting campaign under the banner of Checkout at Tesco was enunciated by the company in 1977. Tesco introduced yet another new concept and became the first major retailer to emphasize the nutritional value of its own-brand products by launching its Healthy Eating initiative, Healthy Eating was launched to show commitment of the company in providing customers not just healthy good quality food but also to promote a healthy life style. The year 1992, was a very happening year at Tesco, as many new products were launched this year, these launches included a whole organic range and computers for schools. Other than this, the campaign of Every Little Helps was also launched this year, this campaign basically developed the companys philosophy, Tesco refers to Every Little Helps as an expression of their values, and the values are that no one tries harder for customers than Tesco and the company treats its customers as they would like to be treated (Tesco PLC, 2011). Tesco PLC was prospering at an accelerated rate, and to ensure this, the Tesco team was making every possible effort to engage the customers and maintain the consumers loyalty with the company, for this purpose Tesco launched another initiative by the name Would I Buy It; the purpose of this campaign was to guarantee that the products offered to the customers were always of the highest quality. Tescos club-card was also launched this year. The club-card was UKs first customer loyalty program; the sole purpose was to give something back to the loyal customers. According to Lord MacLaurin, former chairman of Tesco, customer loyalty is not how customers demonstrate their loyalty to the company; it is about how the company demonstrates their loyalty to their customers. By this time Tesco was not only the largest retailers, but was also the market leader of food retailers and dominated the English market in food retailing, and thus, started expanding the business beyond the boundary acros s the world (Tesco PLC, 2011). Tescos international markets reach: Globally, Tesco PLC was first introduced in Hungary and later entered Poland, Czech Republic, Slovakia and also Ireland. The business was also launched in Asian countries Taiwan, Thailand and South Korea. Parallel to all these across border business growth, 24 hours trading was also introduced In the year 1998, Tesco launched its Finest premium brand of foods; the Finest included fresh and prepared food ranging over 100 products which change with the season. In 1999, Tesco took another initiative and published supermarket prices comparison on the internet and also launched an on-line bookstore and on-line banking. By 2000 tesco.com was launched (Tesco PLC, 2011). The success of Tesco was mainly because of its customer satisfaction strategy and in order to continue this journey the emphasis was always on customer care, and so in 2001 Tesco launched Customer Champions in many stores which implemented a new labor schedule to further improve services to the customers, the company also followed a continuous replenishment of policy to ensure at least 99% of stock availability. The very same year Tesco also achieved the landmark of becoming the leading organic retailer in the United Kingdom. In 2003, Tesco steps into the business world of Malaysia, Japan and Turkey. In the same year, Tesco started a new offering Free-From product; these products were especially designed for customers having special dietary needs. Peoples who are susceptible to any kind of allergies or food intolerance were able to entertain themselves with this new developed food range and restricted diets was not any more an obstacle to enjoy food of respective interest. All the Te scos Free from products are made gluten free, wheat free and in some cases milk free; all the ingredients that usually are the most common causes of food allergies. The free from product range included over 150 products (Tesco PLC, 2011). Tesco entered United States of America business in 2007, by opening Fresh and Easy a chain of local grocery stores whose focus was on fresh foods. Tesco introduced own-label products rather than the usual vast range of US brands of heat and eat meals. This local food chain used a straightforward everyday low price strategy and offered cheaper rates to the American customers (Tesco PLC, 2011). Tesco PLC Strategies and Policies Tesco entered the world of retailing business and gradually ranked highest among the largest and best retailers in United Kingdom, now by twentieth century the concept of retailing has became increasingly popular and therefore, the competition among the retailers has immensely increased. Customer focused strategy of Tesco: Every company is working on developing new strategies and business policies in order to attract new customers and keep old customers loyal to the company. At the present situation when business is so customer oriented, the key to remain in business is customer satisfaction and this stabilizes the companys economy (Ma and Ding, 2010). Tesco has always paid considerate attention to its customer and this is the biggest reason of their success, the core purpose of the company is to create value for customers and earn their lifetime loyalty. Tesco has achieved its goal and the business of Tesco PLC has flourished throughout its journey because the company has religiously focused on its four strategies and strictly implemented upon them. The first key strategy is to grow the core United Kingdom business by establishing Extras, Superstore, Metro and Express. The second strategy is to expand the business internationally, while the third strategy emphasizes on become equally strong in its non -food retailing business as it is in its food retailing business (Tesco CSR, 2005). Retail services offered by Tesco: The final strategy is to provide new retailing services in response to changing customer demand, the retailing services includes online shopping, Tesco Personal Finance(TPF) and telecom industry. The team of Tesco has tirelessly worked upon its strategies and that is the reason they are on top not only in food retailing but also in other retail businesses. Tesco understands and anticipates the needs and requirements of the customer and this is why it has always been successfully responding to changing lifestyles and demand of the customer and this has become the key drive of the company ever since it was established (Tesco PLC, 2011). Products offered by Tesco: In order to make its mark in the non-food retailing business Tesco has developed and introduced a wide range of products in different varieties making its business as versatile as possible. From food stuff to all soft goods such as clothes, footwear, accessories, jewelries, beauty products, household item, kitchen items etc, and also hard goods such as sports goods furniture, appliances and electronic items, are made accessible to the customer under the roof of Tesco PLC, this has provided the customer not just with ease but also with a good shopping experience to take home with. Providing with a variety of goods is not the only objective it is essential to maintain the quality to ensure brand loyalty with the customers. Constant innovations of ideas and development of products and services is required to keep competitors on their toes, that is the reason that Tesco keeps launching new campaigns, product and services ideas (Tesco CSR, 2005). The marketing department has made the understanding of customers better than anyone. The management of Tesco reports that the reason as to why it is necessary to understand customers is because championing the customer voice in the business helps in guiding and measuring the business, that is why any new product, service, campaign or business idea is launched after extensive site research which determines and obliges to meet customer needs by matching the store format to the location. Market research is done to monitor and track the healthy business, identify changing customer needs, understand current customer issues, and ensure initiatives that the company has taken are right for customers, moreover strategic insight is developed which guides business strategy through customer perceptions and concerned people views. Analysis on the insight is done to get feedback from customers and keep a check and balance of the companys performance. Further research is done on customer lifestyles and the shopping experience that is being offered by the company in order to guarantee that the business is reflecting the needs of customers. According to the management team going through these five steps enables them to fully understand the scenario and this makes them achieve a competitive advantage (Tesco PLC, 2011). Tesco and its Stakeholders Suppliers Tesco has managed to flourish a stabilized relationship with its suppliers. Tesco supports the British Farm Assurance Mark; this is because of the Tesco Farming Initiative taken by Tesco with the suppliers and farmer organizations. In 2001, during the crisis of foot and mouth, Tesco donated a large amount for the British farmers that were affected by the disease. Also through Tesco Codes of Practice, the company takes interest in the welfare of the animals; these codes specify the kind of husbandry expected by the farmers and suppliers from the company. The company also takes part in researches regarding the problems and issues of husbandry (Tesco PLC, 2011). Employees The prospect of expanding business has enabled Tesco to entertain people with proper job offers all around the world. Tesco has around 200,000 employees in United Kingdom and about 65,000 in Ireland, South-East Asia and Europe. Employees enjoy benefits such as pensions, profit share schemes, shopping discounts and other save money schemes. Tesco launched a career site which helped a great number of graduates and other workers in finding suitable jobs within the organization. A large number of employees are share holders in the company (Tesco PLC, 2011). Customers Tesco PLC has a huge range of customers that belong to entirely different sectors and cultures. The wide spectrum of the goods whether food or non-food items offered by the company makes customers from every age of life. The good quality of the products and the continuous innovations of the products, have made the brand loyalty of customers possible (Tesco PLC, 2011). Strategic and cultural change in retail sector: Strategic change refers to using strategy in order to successfully implement change, to achieve the long-term goals and objectives of the organization. Culture change is a link between organization culture and key company performance variables such as return-on-investment (ROI), sales growth, innovation, employee satisfaction and customer satisfaction. Thus, the strategic change may be viewed as a mechanism of bringing about change in the company, be it a culture change, empowerment or total quality (Balugan, 2001). In order to bring about the change at Tesco, it is crucial to see that this change is properly managed and administered throughout the organization. According to Kennen (2007), organizations can induce culture change by uncovering the core values and beliefs of the employees, by discussing and communicating the process of change, and by establishing new behavioral norms. There are two views to any type of organization change: the managers top-down view (that is how the change impacts the managers) and the employee bottom-up view (that is how the change impacts employees). The latter can be termed as individual change management, using techniques to help employees transition through the change. This is important because employees are the people that ultimately implement the change at its very basic level (Hiatt and Creasy, 2003). Also, when change is initially introduced employees tend to feel doubtful about their ability to change which results in decreased confidence and performance, inducing resistance (Balugan, 2001). Change management can thus become a significant crucial issue, which if not implemented properly can result in loss of employee trust in management. Successful organizations inspire a strong organization culture into their employees. Change management also depends on the incorporation of several factors in the change model, including timing of change, scope of change, diversity capacity of employees, and readiness of employees to change (Balogun, 2001). Bedingham (2000) has described how strategic change was implemented by Tesco in 1987. According to the article, Tesco came across the performance lapse of the organization in a research done by Verax for Coca Cola to study retail buying (Cummings, 2011). The research findings revealed that the performance of the retail store managers at Tesco was very low compared to the competitors. In response, Tesco decided to review its management practices to improve customer satisfaction. In this process, it took retail lessons of training and transforming its front-line staff that come in direct contact with the customers every day. The need for training Tesco employees had also emerged due to the diverse ethnic, racial, social and economic backgrounds of its employees. All these employees have different skills and shortcomings, and hence require training specifically customized to their different personalities. Another need for employing these training programs is due to the fact that recruit ing new employees is much more costly to any organization than retaining the same employees (The Times 100) The growth and transformation of the retail industry itself and the concept of retailing are also responsible for the growing need of bringing about a change in employees at Tesco. Factors affecting this include changing needs of the customers and the society, as well as from the changes in supply of labor. Another factor leading to this management change is the transformation of the retail structures over the years. The layouts are now professionally developed, with vast amount of support systems and skilled staff required to handle them. Previously, employees in a retail store were meant simply for assisting the customer, however today with the presence of modern technology, databases and finger-tip market knowledge, employees are expected to serve the customers with all the tools for decision making. Social changes brought about the need of extending business hours, and hiring employees more on a flex-time basis to accommodate the employees varying lifestyles. Whilst decades ago, retail employees were hired on a permanent basis, having a specialty in retail service, today employees are drawn from a pool of part-time workers, such as students, who take up jobs to earn some extra money. This has decreased the element of specialty and skill, which is in contrast with the fact that more expertise is now demanded by customers from the retail staff (Akehurst and Alexander, 1996) With respect to Tesco and its strategic change, individual change management has even a greater role, as its employees are the front-line staff, playing a major role in the image and success of the retail organization. According to Akehurst and Alexander (1996), in retail companies it is not the managerial staff, or external marketing activity that determines the image of a retail company in a consumers mind. Instead, it is the way customers are treated and the behavior of the retail store staff that determines this element. Even in outlets which are made for self-service, retail staff can affect customer satisfaction by their role in assistance, giving advices and greeting customers. One example of an employee-oriented retail company is Umpqua Bank in California, which has been able to provide excellent customer service due to its employee focus. At Umpqua, employees are empowered to fully satisfy a customer rather than perform specific tasks. This means that every employee learns every task regarding customer service, and can satisfy customer to his or her full potential. Employees are free to do whatever they can to provide customer satisfaction even without the consent of the supervisor. Hence, many branches keep dog bowls for the clients dogs, arrange yoga lessons and movie nights to retain customers (Berman, 2007). Thus, this shows that employee empowerment can lead to innovation even at the retail staffing levels. This becomes important when considering the possible implications that such culture changes can bring in a retail environment such as Tesco. Spurlock is another organization which induced organizational change by altering work standards, procedures and culture. The organization brought about a change in the way resources and time is managed, reallocating everything from staff to plant timings. One important lesson from their change management was the inclusion of staff in the process. The change process coupled with the employee training to meet the needs of the new system, eventually led to an entire work culture change. In the end, there was more teamwork and collaboration increased through the organization due to the shifting and reallocation of employees (Vonderhaar et al, 2010). However, despite the fact that the employees have such crucial significance, employee management is a considerably under-searched area in retail management (Akehurst and Alexander, 1996). In the book Value-based human resource strategy: developing your consultancy role, Grundy and Brown (2003) assert that in 1990, Tesco decided to undergo a culture change to enhance its responsiveness throughout the organization. However, this change came on quite gradually rather than abruptly. This is because when the organization hired an HR consultant, it discovered that the term culture change had an inherent risk of failing. It was too overwhelming a concept, indicating a huge change in the organizations function which made it incomprehensible for its stakeholders. Hence Tesco underwent change in the name of customer service instead, because the term described exactly what kind of change was going to be targeted. Similarly, when BP introduced its cultural change, it put an economic value that came from the change to motivate the employees to adopt it. Thus, organization culture change can be adopted in several steps, namely value change which lead to behavioral change in employe es. Recruitment: According to the report of Datamonitor (2003) Tesco Plc is recruiting almost three million employees for the product manufacturing and services. It is the biggest private employer of UK. (EFILWC, 2007) Tesco is a heavily customer oriented organization, with a focus on its external environment. Since its cultural shift in 1990s Tesco has been able to empower its staff and provide them with benefits and motivational tools that have positively impacted overall employee satisfaction. It has even extended its gradual cultural shift on to managerial and corporate level (Bedingham, 2000). Training for employees: Tesco has established six or seven levels of store employees, and provides training to whoever desires it (Garry, 2010). The training program is not simply an adaptation for the internal organization; it also provides an external qualification and a degree to employees for working at Tesco. Since the program is so significant from the aspect of employees themselves, they are more closely involved with the organization and develop a bond with the company. The training program has become a huge aspect of the organizations culture and vision itself. It has left the employees feeling more connected, confident and customer-oriented. Moreover, the personal development results in homogenous values of employees throughout the organization (Garry, 2010). Training program at Tesco involves several different types of trainings such as Introduction training, First class serve, Hygiene Training, Multi skills training et cetra. Introduction training is given the very first day, and involves introduction, discussing the organizations history, values and functioning. The First Class serve teaches how to interact with the customer and properly greet him or her. Hygiene training as the name indicates refers to training about the employee hygiene practices as required in the store. Multi skill tasking prepares employees for job rotations (Gulyas, 2007). According to Gulyas (2007) there is a significant difference between training and management development, though the terms are often used in same context. Training is the process by which people are taught skills to perform specific tasks, whereas management development refers to giving people knowledge and skills to enable them to undertake greater responsibility. Also, culture change at an organization is not merely a question of skills development of employees (Gerber and Lankshear, 2000). Organizations have a tendency to view skills of employees as end in themselves whilst skills in fact induce only surface level change, which does not translate into the deeper level of culture change (Lokshin, Gils, and Bauer, 2009). However, at Tesco, there is training of employees and management development for the managers. Therefore, employee training at Tesco is not merely a question of skill development, but also has the entire 360-degree personality development of its employees as its foc us. Employees are constantly expected to improve their behavior, to bring about personality changes that get reflected in their overall performance, and to develop themselves into empowered, inquisitive individuals who can take greater responsibility. Tesco enhances three major aspects of the employee behavior which are customer focus, ability to work with others and personal behavior. For this purpose, Tesco also arranges leadership workshops for its employees (The times 100). Tesco regularly evaluates the characteristics and performance of its employees to keep identifying skill shortages and new job demands. Based on the results, it adds on to its Personal Development program so that it is catered to meet the upcoming needs of training (The Times 100) Tesco also gives employees a steering wheel which shows them how their performance is creating a difference in the organization, by providing specific measures for employees, managers, country and the entire organization (Garry, 2010). In the current era, core Human Resource practices tend to encourage an innovation-oriented team based environment where employees are empowered. This is based on theories of motivation in management such as Hierarchy of Needs theory by Maslow (1943) and Hygiene Theory by Herzberg (1959). According to Abraham Maslow, human beings have varying levels of needs that have to be satisfied in a given order from basic physiological need of food and clothing, to higher level needs, such as drive for self-esteem and self-actualization. Hence, good working conditions, general praise and appreciation and an empowered working environment are essential features when it comes to fulfilling the needs of employee. Also, according to Herzberg (1959), there are certain factors the absence of which leads to an overall dissatisfaction of employees with their work. These are different from the factors that increase satisfaction and include company policy, supervision, working conditions etc. These are kno wn as Hygiene factors. In order to keep employees motivated, maintaining good working standards and conditions are essential. The Times 100 research has shown that, keeping in view the Maslows Hierarchy Model of Needs, Tesco seeks to fulfill all the level of needs, from basic to the highest through its various employee motivation programs. It provides basic pay and locker room facilities and health security and pension. In addition it addresses the higher needs of the individuals by empowering them in a team based environment, providing them feedbacks and appraisals, and motivating them through encouragement and respect (Bent and Freathy, 1997). According to Parish (2007) Tesco PLC managers listen to their staff, spend time with them and build direct one-to-one relationships which boost the overall employee motivation. The management found through surveys that one of the basic needs of their employees were to be listened to with respect. Therefore, at the organization, employees are treated with trust and respect and included in the decision making of the store, their voice and opinions are given due considerations and the problems they face in dealing with the customers are reflected upon and solved. In fact, the technique has been so successful that it is being replicated by a nursing hospital for the management of nursing staff. One of the benefits of training at Tesco was the greater teamwork and improved customer service. The major reason behind this improvement was the visible change in the confidence level of Tesco employees that has come from the training activities. The challenges in training employees came from the initial unwillingness of employees to enroll, because they were reluctant or shy (Garry, 2010). According to European Foundation for the Improvement of Living and Working Conditions (2007), Tesco seeks employees from different cultures, background through different sources, including government programs and campaigns. Its recruitment system allows the employers to consider people from diverse cultural and local groups, and fit them into particular jobs depending on capabilities and tendencies. It also participates in the government regeneration programs which look for employees amongst those that have been chronically unemployed. It also makes sure that its managers work shoulder-to-shoulder with its workforce, and are aware of the technical aspects of the work. Tesco provides its employees salaries based on the nature of work, and additional benefits, both monetary and personal in the form of flexible work hours. As of 2003, Tesco has a 94% employee retention rate with its socially inclusive policies. Tescos management of employees plays both roles of a company facilitator and corporate social responsibility. Through employee training and personal development, Tesco has enabled people unemployed for several years to be successfully employed (Gateway, 2003). Ma and Ding (2010) have also described the customer-orientation of Tesco.com, by asserting that customer value and customer satisfaction are amongst the core values of the organization. They have a clearly defined purpose, and they fulfill it through their excellent customer and delivery service. According to the work, 67% of the people take Tesco as their favorite supermarket. Thus, we see that in the past, Tesco employed tools and techniques of strategic change management in order to successfully bring behavioral change in its employees. The change however was more focused on the behavioral aspects such as employee professionalism rather than employee values, however Tesco ensured that both training and development were used as mechanisms for this change to make it long-term and effective.