Life experiences that has led you to nursing as a career path Personal Statement

Life experiences that has led you to nursing as a career path - Personal Statement Example Next to teaching, Nursing is one of the noblest professions for me. Not only it requires competent knowledge and skills, but most importantly, nursing profession also entails attitudes such as patience, dedication, hard work, and passion. I believe that I have the adequate knowledge and skills for this course which have been developed from my work experience. I also possess the desirable attitudes and being valued for which I find pertinent for this career: Teamwork: I am considering that this career will require a constant work with the doctors from time to time as well with fellow nurses. It is through teamwork that everybody will be able to produce better and greater achievements for the welfare of the patients. I believe that my desire of pursuing to the Nursing degree is the best career path for me. Not only that I possess the quality and traits of becoming a competent nurse in the future, but my eagerness and passion to learn more and strive harder as I take this path gives me more confident that I will be able to surpass the challenges in this field and be able to go beyond what is expected of me. I will greatly appreciate if you consider my application for the Nursing Program in your renowned university. Thank you for your

Enterprise risk management Literature review Example | Topics and Well Written Essays - 3000 words

Enterprise risk management - Literature review Example ERM involves taking a proactive view of the entire business or organisation rather than looking at risk as simply a matter of special project overview to identify threats. It goes far beyond the typical SWOT analysis that looks at different weaknesses and threats and recognises the whole of the business as a functional unit that is inter-connected whereby multitudes of risk possibilities exist. This literature review describes what constitutes enterprise risk management, its major components and also provides an identification of how an ERM programme can be designed into virtually any industry. 2. Defining a stable ERM programme Enterprise risk management is defined as: â€Å"The discipline by which an organisation in any industry assesses, controls, exploits, finances, and monitors risks from all sources for the purpose of increasing the organisation’s short- and long-term value to its stakeholders† (casact.org, 2003, p.8). What makes ERM different from typical risk ma nagement programmes is that it recognises strategic imperatives, thus making it an ongoing part of strategic analysis often dictated by executive leadership and Board governance. Generally, risk management programmes are short-term objectives associated with special project teams, thereby somewhat ignoring the long-term prospects of risk mitigation in multiple areas of the business. Kimmel & Anderson (2010) identify five specific elements of an ERM system to include: 1. Linking risk management to the organisation’s strategy, values and culture – This definition insists that enterprise risk management is linked to the operational and human capital components of the organisation and is tied directly to organisational structure and design. 2. Providing management with a comprehensive and repeatable knowledge base so as to understand how to identify and assess potential risk factors. 3. Assignment of specific roles and responsibilities tied to governance for ERM. 4. The ab ility to provide higher valued knowledge so that managers can make better operational and financial business decisions. 5. Providing risk-related knowledge so that auditing and monitoring is an ongoing part of the programme design. Most organisations that utilise ERM systems recognise four categories of objectives in order to assist organisations in meeting long- and short-term strategic goals. These include, as offered by Moore (2010): 1. Strategic imperatives – These are high-level goals that help align the organisation to its overall mission and value proposition. 2. Operational components – Helping to achieve efficient and effective use of resources organisation-wide, such as marketing, production and accounting (as relevant examples). 3. Reporting – Reporting aspects include financial figures and overall business strengths as related to stakeholders and shareholders. 4. Compliance – Laws and regulatory compliance such as Sarbanes Oxley and other labo ur-related laws that drive business structure and operations. These four objectives are part of the COSO model that is widely used in most organisations that have developed an ERM system, one of the most common models of ERM available. It is a comprehensive tool for identifying and managing risk factors (Moore, 2010). Enterprise risk management is beneficial to the business as it creates a teamwork