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Tuesday, December 24, 2019

Taking an Inside Look at Collaborative Consumerism Essay

Why waste money and material when people owning things they actually only need to use once or twice? The idea of ownership is shifting and becomes the idea of access or subscription instead of a one-time purchase. The innovation of technology made these ideas easy and fast by connecting consumers and created rating systems with the help of social networks and mobile technologies. Corporate America that contributed to over-consumption has raised global environmental and financial concerns. On the other hand, the rising trend of collaborative consumerism encourages eco-conscious ways to de-clutter over-consumption; it may have a negative impact on traditional corporate consumerism, but encourages ecofriendly entrepreneurships; it also†¦show more content†¦Ã¢â‚¬Å"Economy that is built on high consumption is a Ponzi scheme†, said by Rachel Botsman in her 2010 TED Talk on Collaborative Consumption. Even though we still can’t find enough statistics to prove that coll aborative consumerism really impact the consumer behavior, but during the recent global recession, most traditional companies lose money, but companies such as Ebay, amazon, Dollar stores, Zipcar, Swaptree and McDonald which sells products that are more affordable were making good profits, so consumers keep changing their purchase habits in accordance with their external environment. On the other hand, the business implementation of the concept may be an improvement for Online corporate consumerism because entrepreneurs rapidly cultivate these ideas into new ecofriendly or collaborative consumption-oriented business opportunities for profits, and these companies may become the other kind of corporate marketing tools that will try to manipulate consumers. Companies that are selling ads to make profits based on the concept of subscribing to a product service system, buying or swapping pre-owned goods, or time-sharing similar needs or interests appeared to be an improvement on corporate consumerism. Zipcar is an example, two moms who met when their kids attended the sameShow MoreRelatedCultural Considerations Remote or Robotic Surgery Essay4017 Words   |  17 Pagessubcultures. Compare the United States use of the technology with that of other nations around the world. What is about Americans that brings about innovation, or has America declined in terms of techni cal innovation, scientific research and development? Look at advertising for the technology, the use of celebrities or stars or heroes, the applications (e.g. sports and nanotechnology) and the values represented by the culture. What has priority and why? An example: IBM was spelled out in xenon atoms. 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From the author’s personal observations of in-house programs for project managers in large banks and insurance companies, several companies are taking an investment perspective in systematic developmental approaches. Such programs involve high-level management in the analysis of the skills needed and in pilot tests of program content. They are also conducted on a continuous basis, as opposed to

Monday, December 16, 2019

Organizational Entrepreneurship Free Essays

string(90) " babies try to grab almost everything – they are fearless and fascinated by everything\." Introduction There was a time when only a few companies use to sell either similar or same products or services in any particular market. The demands of potential customers were rarely sophisticated and the product life cycles were relatively long. This was true for most of the 20th century, throughout which, businesses usually operated as independent bodies. We will write a custom essay sample on Organizational Entrepreneurship or any similar topic only for you Order Now Each had their own products and markets, and there were a few constraints and relatively low level of competition. In such market conditions, organizations were required to have a business plan supported with a feasibility to start and run a successful business at best. A corporate strategy was necessitated only in the late 1970s onwards to stay ahead within a market (Orcullo, 2007). However, it is not true anymore. The ever growing population has primed up the insistence for a wide range of products and services. The heightened demand has paved way for more and more businesses to enter markets, subsequently heightening the level of competition and increasing the concerns of businesses in outperforming others. Growing competition has fastened the market evolution, reducing the life cycles of products and services and made the prevailing business environment much more complex. All this has rendered entrepreneurial activities within organizations much more important. Without entrepreneurship, organizations in the modern business environment may often run into the shadows of nothingness. This essay discusses the organizational and managerial factors which influence the degree of innovation and entrepreneurial activity occurring within an organization. Firstly, this essay will discuss several theories regarding organizational life cycle and size that are relevant to their entrepreneurial tendencies. Moreover, it will discuss leadership and management styles that foster organizational innovation and creativity within organizations. Lastly, this essay will link these theories with practice through an extended example. Defining Entrepreneurship This part of the essay looks into some important definitions. Creativity – â€Å"the ability to develop new ideas and to discover new ways of looking at problems and opportunities.† Innovation – â€Å"the ability to apply creative solutions to problems or opportunities to enhance or to enrich people’s lives.† Entrepreneurship – â€Å"the result of a disciplined, systematic process of applying creativity and innovation to the needs and opportunities in the marketplace.† (Zimmerer and Scarborough, 2002) According to Hisrich (2001) â€Å"Entrepreneurship is the process of creating something new with value by devoting the necessary time and effort, assuming the accompanying financial, psychic and social risks, and receiving the resulting rewards of monetary, personal satisfaction and independence.† Nafziger (1997 and 2006) mentions that entrepreneurial activity involves coordinating production factors such as land, labor, and capital; making decisions under uncertainties; innovating; solving problems through creativity and fulfilling a market gap with an input. Leadership and Management Kanter (1988) contends that every successful change, innovation and developmental project is typically steered by a visionary leader who has done well in selling his ideas and vision to his subordinates. Similarly, leadership is also crucial in fostering an organizational culture that accumulates innovative ideas from down up i.e. from his/her subordinates. Leadership is the most important factor that fosters entrepreneurial culture within an organization. The literature regarding leadership has a general consensus upon several leadership styles namely: autocratic, democratic and laissez-faire leadership. Autocrat leader characterized as directing leaders who gather others towards their goal and vision. They are commanding in their directions and hardly accept any input from their inferiors. They tend to make decisions and try to solve problems relying upon their own expertise. The information typically flows in a top down way in one direction; from executives or top managers to subo rdinates. The management literature often perceives them as ‘narrow-minded and heavy-handed in their unwillingness to share power, information and decision making in the organization.’ (Lawrence and McDaniel, 2008 p. 162) On the contrary, democratic or participative leaders share their decision making powers with those working with them and group members. They openly discuss problems and present option to others. They are consensual and consultative in their conduct. They seek consensus of all the stakeholders (or the majority) before making a final decision (Lawrence and McDaniel, 2008). They seek views and inputs of others while retaining their final say. Information flow always two directional i.e. from superiors to subordinates and vice versa (Hamilton, 2010). Lastly, the laissez-faire leadership style empowers subordinates to set their own goals and make decisions accordingly. Laissez Faire is originally a French phrase that means ‘leave it be.’ (Arnold, 2008) This leadership style does not deliberate a specific direction and turns most of the authority to every individual/group. Leader rarely gets involved in business matters and delegates employees with all the authority. Employees are under obligation to achieve organizational goals without violating company policies. Organizational Structures Organizational structures often go with a hands and glove relationship with leadership and management styles. Organizations that are lead by autocrat and directive leadership often have a centralized, hierarchical structure. On the other hand, democratic leaders prefer a flat and decentralized organizational structure. It should be noted that various others factors may come into play in determining an organization’s structure. Generally, decentralized structures are favorable for analyzing new products, services, and processes, and are more likely to implement entrepreneurial endeavors as compared to centralized firms as â€Å"concentrated power often prevents imaginative solutions of problems.† (Thompson, 1969) Organizational Life Cycle and Entrepreneurship According to Greiner’s (1972), organizations have a history in terms of evolving and revolutionizing, a factor that impacts upon its entrepreneurial tendencies. Lessem (1989) contends that the development of organizational strategies is affected by stages that are akin to the developmental stages of human beings; what and where we are determines what we do and what we get out of our lives. Lessem (1989) presents a four stage life cycles model for organizations. These stages are: primal, rational, developmental and metaphysical. The primal stage of development is typified by a youthful company which is grasping, learning, instinctive and entrepreneurial. It wants to explore and try everything that it gets its hands upon. The primal stage is similar to the early childhood stage in which babies try to grab almost everything – they are fearless and fascinated by everything. You read "Organizational Entrepreneurship" in category "Essay examples" This reflects upon the contention that young companies are ‘success hungry’ and have a willingness to try anything in its pursuit. They are not scared of change. At the rational phase, organizations moved to the stage of reason with emphasis upon structure and order. Organization puts down procedures replacing gut instincts with intelligence. The management becomes intelligent by suppressing opportunism which eradicates mistakes by employing some tested methodological approaches. The next stage is the developmental stage where organizations renew them selves in face of a mid life crises situation when they seek to answer ‘what else is there?’ Organizations reflect upon their past, in their quest to find new directions. At the final metaphysical phase, transformation is likely to take place. Organizations become wise and try to define themselves through terms other than profit. Often moral and ethical issues run concurrently with material goals. The entrepreneurial tendencies of an organization depend on where an organization is in its life cycle. An organization cannot pursue a strategy for a stage it hasn’t reached. â€Å"The age, size, resources, desire or fear inherent in an organization may cause it to or not allow it to act independently but rather behave in accordance with external or internal forces such that strategic management is ultimately deterministic.† It can be inferred from this theory that organization at the rational stage tend to be most entrepreneurial in their approach as they retain the exuberance of youth while have the rationality to eradicate mistakes through methodological approach. Lessom (1989) recognizes that organization can concurrently undergo several different stages. For instance, the marketing department or RD of an organization can be deliberately kept at a primal stage to foster innovation and creativity. This sort of strategy can be pursued by large and old organization to infuse or retain entrepreneurial culture. Firm Size and Entrepreneurship It has been argued that organizational size also impact upon its entrepreneurial tendencies. The management literature is split between those who argue that large firms have advantage over small firms in pursuing entrepreneurship and those who contend otherwise. Large firms are said to be more entrepreneurial because they have monopolistic powers which enable them to better realize the rewards of innovation. They are also in a better position to finance research and development internally. Internal financing is helpful in two ways. Firstly because in order to obtain external finance, firms are often required to disclose some information regarding their entrepreneurial projects, and secondly because internal financing provides better flexibility in achieving success in case of an exhaustive developmental process. Large firms can achieve scales of economies in research and development. They can better exploit the results of their research and spread the fix cost of innovation. Scale of economies can be achieved in the research and developmental process itself from a technological perspective as well as the productivity of the researchers Kaimien and Schwartz (1982) suggest that large research groups increase the chances of serendipitous discov eries. Interaction of colleagues having special familiarity with a problem at hands can be helpful in generating insightful solutions. Considering the advantages of large firms for their entrepreneurial tendencies, Nooteboom and Rothwell and Dodgson (1994) argue that the strengths of large firms are predominantly material namely; economies of scale and scope, easy access to cheap financial resources, ability to spread risks, better capacity to specialize in both human resource and well and technologies. On the other hand, there are those who argue that large and monopolistic firms are less likely to innovate as they are less likely to be threatened by rivals (Scherer, 1980) or because the pursuit of new products may come at the cost of existing ones. Mansfield et al. suggests that large firms can often get entangled in longer chain of commands, managerial coordination inefficiency, and less flexibility. Firms may become too bureaucratic as they grow in size. Researches and other personnel within large firms may be less motivated to innovate due to lesser personal gains in comparison to smaller firms. Moreover, premature ideas can often get discarded and lost in the shuffle in large firms. Nooteboom and Rothwell and Dodgson (1994) content that the relative advantages of small firms in entrepreneurial pursuits are behavioral. For instance â€Å"greater innovation in management and labor, due to interwined ownership and management, and more variation and innovation in tasks of workers , tacit knowledge in unique skills, more efficient communications, and flexibility.† (Nooteboom, 1994) Case Study: Google A salient example of an organization that operates in a very complex environment and successfully fosters an innovative organizational culture in pursuit of entrepreneurship is Google. Technological innovation and creative solutions is the corner stone of the organization’s corporate culture. Through its diligent innovations, the company has become a market leader in a relatively short time as compared to other organizations. The leadership and management style Google is very critical in infusion entrepreneurship. The company’s highly participative and somewhat free reign approach Employees input is valued and considered in every step of decision making and information sharing is viewed to be crucial in bringing about the best from employees. Eric Schmidt, the current Executive Chairman and former CEO of Google, mentions that â€Å"in traditional companies, the big offices, the corner offices, the regal bathrooms, and everybody dressed up in suits cause people to be afraid to speak out. But the best ideas typically don’t come from executives.† (Manyika 2008) The organizational structure at Google is purely flat and non-hierarchical. According to Schmidt, Google is a â€Å"very flat, very non-hierarchical, very much informal in culture and ideas – ideas come from everywhere. †¦ Part of the job of being a CEO in a company like Google is to have an environment where people are constantly throwing you their best ideas as opposed to being afraid to talk to you.† (Carlson, 2009) Moreover, Google follows the â€Å"70/20/10?, meaning that its employees spent 70% of their working hours on core activities; 20% those activities that are linked with the core ones and 10% on projects that are of their own personal interests in line with the organizational goals. Schmidt himself used to follow this strategy spending his time in three separate rooms for each type of activities (Battelle, 2005). Furthermore, Schmidt contends that â€Å"new ideas emerge with freedom from thinking about obligations† (Manyika 2008). Adhering to this line of thinking, the company allows its core engineers to spend 1 working day each week in pursuit of new idea, without having them follow up on their regular duties (Battelle, 2005). Such approach allows Google to sustain a primal and rational developmental stage as part of its life cycle, while proceeding to the developmental and metaphysical stage concurrently. Moreover, the company successfully retains the behavioral advantages o f small firms for entrepreneurship through such deliberation while enjoying the material advantages of large firms as well. Personal Development Plan and Reflection As part of my personal development plan, I intend to focus on developing my leadership skills, keeping in mind its importance in fostering an overall culture and mindset that leads to entrepreneurship. According to Tannenbaum and Schmidt (1973) leadership styles range between relatively directive to participative The following figure the range of leadership styles as described by Tannenbaum and Schmidt (1973). More participative TellsSellsConsults NegotiatesDelegates A different leadership theory by Edgar Schein (1987) contends that leaders can have three different approaches when they are manage change, solve problems, or manage projects. They are namely: the expert mode, the doctor-patient mode and the process consultation mode. The expert mode: In this approach, the leader initially identifies a situation; which can come as either mitigating a threat, capitalizing upon an opportunity or pursuing an entrepreneurial project, and provides direction based upon his own expertise. The doctor-patient mode: It involves the leader being a bit more consultative in term of assessing a situation by considering the inputs of others. However, the expertise of the leader is detrimental for further directions. The process consultation mode: Here, the leader is essentially participative, in which the ownership of every situation and the subsequent response of a business is collectively determined by the entire workforce. It utilizes the knowledge and insights of others. Viewing both these theories, I conclude that I will generally focus upon being a participative leader, adhering to both the doctor-patient approach as well as the process consultant approach. I am of the view that as part of the participative and consultative approach, when working with individuals who hold similar expertise as mine, or relatively little more or less in any particular field, a process consultant approach with be highly suitable for getting valuable insights of all to bring about the best ideas on table, whereas a doctor-patient approach can be viable when my expertise a superior. However, reflecting upon this assignment and specially from the case of Google, I believe being open and sharing decision making is always the best overall approach. For this, I will focus upon improving my communication skills; learn about formal and informal communication. Moreover, I will also try to gain a deep understanding of team/group work theories. The Authors Entrepreneurial Attitude Considering the four entrepreneurial attitudes namely activist, reflector, theorist and pragmatist, which were identified during the course work, I find myself to be more of an activist. Reflecting upon this assignment, the activist approach is likely to create and sustain a primal developmental stage in any work environment. The weaknesses of this attitude coincides with pitfalls of the primal stage and therefore, it is wise to proceed towards a rational developmental stage which is a mix of both activist and reflector attitude. References Arnold, G (2008) Examining the Relationship Between Leadership Style and Project Success in Virtual Projects, ProQuest. Battelle, J (2005) Google CEO Eric Schmidt gives us his golden rules for managing innovation. CNN/Money. {online} http://money.cnn.com/magazines/business2/business2_archive/2005/12/01/8364616/index.htm (accessed on 14th May 2012) Carlson, N. (2009) Google CEO Eric Schmidt: We Don’t Really Have A Five-Year Plan. Business Insider {online} http://articles.businessinsider.com/2009-05-20/tech/30099731_1_google-ceo-eric-schmidt-googlers-google-people (accessed on 14th May 2012) Hamilton, C (2010). Communicating for Results: A Guide for Business and the Professions. Cengage Learning Hisrich, R.D (2011) Entrepreneurship. Tata McGraw-Hill Education Kamien, M.I and Schwarz, N.L (1982) Market Structure and Innovation. Cambridge University Press. Cambridge Kanter, R. M (1988) in Robert L Kuhn (1988) Handbook for Creative and Innovative Managers, McGraw Hill Lawrence J. G and McDaniel C (2008). The Future of Business: The Essentials, Cengage Learning Lessem, R. (1989) Global Management Principles. Prentice Hall. Manyika, J (2008) Google’s View on the Future of Business: An Interview with CEO Eric Schmidt. The McKinsey Quarterly. {online} http://www.mckinseyquarterly.com/Googles_view_on_the_future_of_business_An_interview_with_CEO_Eric_Schmi t_2229 (accessed on 14th May 2012) Nafziger, E. Wayne (1997), The Economics of Developing Countries, Third Edition, Prentice-Hall, New Jersey Nafziger, E. Wayne (2006), Economic Development, 4th edition, Cambridge University Press, Cambridge Nooteboom, B. (1994) ‘Innovation and Diffusion in Small Firms: Theory and Evidence’, Small Business Economics, Vol. 6, pp327-347. Orcullo, N. (2007) Fundamentals of Strategic Management. Rex Bookstore, Inc. Rothwell, R. and Dodgson, M. (1994) Innovation and Size of Firm, in The Handbook of Industrial Innovation, Editors M. Dodgson and R. Rothwell, Aldershot Hants: Edward Elgar, pp310-324. Schein, E. (1987) Process Consultation II, Addison-Wesley Scherer, F.M. (1980) Industrial Market Structure and Economic Performance, 2nd. Edn., Chicago: Rand McNally. Tannenbaum, R and Schmidt WH (1973) How to choose a leadership pattern Harvard Business Review May-June Thompson V.A. (1969). Bureaucracy and Innovation. University of Alabama Press, Alabama. Zimmerer, T. W and Scarborough, N. M. (2002) Essentials of Entrepreneurship and Small Business Management (3rd ed.) Prentice Hall How to cite Organizational Entrepreneurship, Essay examples

Sunday, December 8, 2019

Palliative Care for Adolescents and Young Adults- myassignmenthelp

Question: Discuss about thePalliative Care for Adolescents and Young Adults. Answer: Palliative care is offered to persons who have a terminal illness. It aims at improving the quality of life of the patients. (Australia, 2005). Its role is to offer comprehensive care which puts in to consideration all the facets of human life, i.e., physical, social, emotional and spiritual. It aims at treating symptoms of the four areas of life just mentioned. It may include services such as relieving pain and other symptoms, support for people to meet cultural obligation and links to other services such as home help and financial success. As indicated by Pratt and Wood (2015), palliative care is offered to any individual, regardless of age and gender, who has been diagnosed with a condition that cannot be treated. It could be provided at home, at the hospital, in a hospice or in a residential aged facility (Duckett and Willcox, 2015). Among the health care team involved in offering palliative care, is a nurse. Every nurse has their own personal values and belief that significantly dictate their world view and interaction with patients. Personal beliefs could negatively affect nurse-patient relationship if not monitored. In this essay, holistic palliative care is going to be identified and explained. Additionally, the essay is going to outline some ways of managing personal values and beliefs and explain how personal beliefs affect the interaction between a nurse and the patient. Holistic palliative care focuses on wholesome care rather than just physical care. According to World Health Organization (2014), palliative care that is holistic aims at improving lifes quality of both the patients and caregivers through preventing and relieving suffering and treating other problem, physical, psychosocial and spiritual. This kind of care is guided by the great wealth of knowledge that other areas of life such as the cultural or spiritual may have some implications on the physical wellbeing. To effectively treat and support a palliative patient, it is important that all these areas be looked at. As demonstrated by Wiener, Weaver, Bell and Sansom (2015), this greatly improves the quality of care and longevity of the person involved. To understand the significance of the wholesome/holistic approach, we illustrate using an example. Following is the example. Research has demonstrated that the cultural and spiritual beliefs of patients significantly guide their decisions, including those that pertain to health. Therefore, it is important to discuss with the patient about their spiritual, cultural or other beliefs that have the potential of interfering with optimal care. It follows also, that a nurse need be more objective and acceptive when offering care so as not to create any barriers to effective care. Since the main aim of holistic care is to treat the patient wholesomely, the nurse should sometimes put their beliefs at bay if it is for the better of care. Each person on the universe is unique in their own ways. For this reason, one can conclude that it is only fair that palliative care be individualized for each patient. We have seen above that palliative care aims at healing the body, the soul and the mind. Offering holistic palliative care greatly improves the life of a patient. Studies have reported that patients refer to nurses who offer holistic care as those nurses who truly care. Considering the role of a nurse, it might seem overwhelming to offer such kind of care. When you consider that the nurse must deal with several patients, their care givers and that the time is limited, holistic palliative care may seem like a goal that cannot be accomplished. As a nurse therefore, the whole experience could be draining and tiresome. To the relief of the nurse, extensive research has demonstrated that what is important may not be the amount of time that is available but how the nurse spends the time that is available (Brant, 2017). The focus should be striving to make the most out of the available time. This has the potential of improving outcomes leading to happier patients. Nurses would also be happier since it would be a sign of success on their work. Numerous ways in which a nurse can make the best out of the time available with a client have been developed. These are very simple activities such as smiling at the patient and calling them by their names. Nurses too, like all other human beings have their own personal value systems and beliefs. They hail from different cultural and spiritual backgrounds and have different world views. Personal value systems and beliefs inevitably affect how we do what we do and how we relate with other people (Kelley and Morrison, 2015). Take for instance a nurse who has a definition of what dressing and being modest is like. If they come across a patient who dresses otherwise, they might judge the patients as being immodest. To avoid conflicting with patients over issues that are not medical related, nurses should endeavour to be more objective and acceptive (Murray et al, 2017). Someone who has these characteristics (objective and acceptive) is likely to accommodate other peoples beliefs, cultures and world view rather than viewing theirs as the supreme. This would greatly help since the nurse is likely to meet many people all with different beliefs and value systems. The best thing would be working on ones mind and appreciating others and their cultures rather than judging them. The beliefs that a nurse has could affect relationship with a client immensely. For instance, it is necessary to establish a helping relationship between the nurse and the client. Where the nurses beliefs conflict with those of the patient, this relationship is not likely to be successful (Stoddart and Evans, 2017). In some instances, the nurse could try to influence the patient to adopt a different belief. This is likely to be met by resistance from the patient which may negatively affect the helping relationship. In addition to negatively affecting the helping relationships it might establish communication barriers. This implies a situation where the nurse interacts with the patient subjectively rather than objectively because of how they know them. Beliefs could also lead to bias where the nurse becomes fonder of some patients than others. Most of these beliefs are subjective and have negative consequences. beliefs could also have positive effects. For instance, a nurse who believ es that all people are equal, and none should be favoured over the other is likely to maintain objectivity when dealing with patients. In conclusion, palliative care aims at improving the quality of life of the terminally ill. For palliative care to achieve the above-mentioned purpose, it should ensure that the whole person rather than just the physical is taken care of. Holistic care leads to improved life quality and even longer life. Like other people, nurses have personal beliefs. Care should be taken to avoid conflict with patients over personal beliefs. For this to be realized, the nurse should be sure to employ objectivity and be more acceptive. References Australia, P. C. (2005).Standards for providing quality palliative care for all Australians. Palliative Care Australia. Alliance, W. P. C., World Health Organization. (2014). Global atlas of palliative care at the end of life.London: Worldwide Palliative Care Alliance. Pratt, M., Wood, M. (2015).Art therapy in palliative care: The creative response. Routledge. Wiener, L., Weaver, M. S., Bell, C. J., Sansom-Daly, U. M. (2015). Threading the cloak: palliative care education for care providers of adolescents and young adults with cancer.Clinical oncology in adolescents and young adults,5, 1. Kelley, A. S., Morrison, R. S. (2015). Palliative care for the seriously ill.New England Journal of Medicine,373(8), 747-755. Morton, P. G., Fontaine, D., Hudak, C. M., Gallo, B. M. (2017).Critical care nursing: a holistic approach(p. 1056). Lippincott Williams Wilkins. Murray, S. A., Kendall, M., Mitchell, G., Moine, S., Ambls-Novellas, J., Boyd, K. (2017). Palliative care from diagnosis to death.BMJ: British Medical Journal (Online),356. Brant, J. M. (2017). Holistic total pain manage-ment in palliative care: Cultural and global considerations.Palliat Med Hosp Care Open J. Stoddart, G. L., Evans, R. G. (2017). Producing health, consuming health care. InWhy are some people healthy and others not?(pp. 27-64). Routledge. Duckett, S., Willcox, S. (2015).The Australian health care system(No. Ed. 5). Oxford University Press.

Sunday, December 1, 2019

Injection Molding Essays (944 words) - Injection Molding

Injection Molding Injection Molding Injection molding is a process used to form products from plastic. The process requires a mold, clamping component, injection unit, and some sort of plastic. As time has advanced so has injection molding by developing new techniques and new products to aid in the manufacturing of the injection molded parts. Injection molding was used as early as the 1860's. It can be used to form many different products. Whether the products are small, large, complex, or simple they can be produced. Injection molding has derived from metal die casting. However, the polymer can't just be poured into a mold, it has to be forced into the mold cavity. The polymer is forced into the mold and pressure is held on it to avoid shrinkage in the mold cavity as it cools. Injection molding is capable of producing a large number of parts with very high precision. All thermoplastics except polytetraflouroethylene (PTFE), polyamides, and some aromatic polyesters can be used by the injection molding machine. Some thermosetting plastics can also be used. The typical fabrication process can be done by one of two different types of injection molding equipment. Either a plunger, or reciprocating screw type machine can be used. The process starts by melting the polymer resin. Once the resin is melted, a mold is placed in the clamping unit. The clamping unit is to hold the mold together. The plunger or reciprocating screw then force the polymer resin into the mold. In the plunger operated machine, the plunger is hydraulically operated. This forces the plastic through a heated area, where it is then spread into a thin layer by the torpedo. Then the melt comes to the nozzle and is injected into the mold. The reciprocating screw rotates, this moves the polymer resin forward for injection. As the screw rotates it acts to melt, mix, and pump the polymer to prepare it for injection. The reciprocating screw machine is the most widely used of the two machines. Once the polymer resin is injected into the mold cavity, the mold is allowed to cool. The mold has a gate, which limits back flow and directs the flow of the melt into the mold cavity. Once the mold has cooled and the polymer has solidified the mold can be removed and the part can be ejected. When the gate freezes, the screw begins to rotate again and the part is ejected. This completes the cycle time. Cycle times range due to the amount of time the polymer needs to cure or solidify. This is called the hold time. Some advantages of injection molding are high production rates, design flexibility, low tolerances, can process wide range of materials, low labor, little or no finishing, and scrap is held to a minimum. However, some disadvantages are high startup and running costs, part must be designed for effective molding, accurate cost prediction is difficult, and machine cost is very high. The high tooling costs come from the molds being built to a high level of precision. The molds are usually constructed of hardened tool steel, and aluminum or other soft metals when tooling life is not an issue. Tooling costs can range from $5,000 to $100,000. However, there are some parts that can not be formed by any other method of processing except injection molding. These parts typically become feasible around 1,000 pieces. To go with the high tooling costs there are a large number of variables that go along with it. Injection molding machines may require special plant services that other equipment does not. As technology advances so must the industry to keep up production. One way injection molding is keeping up is by becoming automated. Usually, operators are placing parts into molds, and then taking the parts out. Now, robotic devices are being used to place inserts before molding and remove parts after molding as well as a host of other operations as well. Not only does the robotics speed up the process, but makes it much more cost effective. Another way industry is trying to keep up with technology is by using computer software. The software is called ?Mold Adviser,? which is a mold design and analysis package that can be used to help speed up operations while reducing tooling costs. Using the past standard operation of designing molds a company could easily waste six to twelve weeks and anywhere from $30,000 to $40,000 on fixing a mold that has a problem with filling correctly. The new software