Project Management Project Sanbano Coolangatta Located...

Project Introduction Project Details 1 1 1 1 1 1 1 1 1 1 1 1 1 Figure. 1 Sanbano project image1 Sanbano Coolangatta located at 60 Marine Parade Coolangatta is residence. This project covers an area of 1006 square meters at the zone of Coolangatta LAP – Centre Core which height is 25 storeys. The density is RD8, as 13 square meters per bedroom. The site covers 40% equals 402 square meters. It consists 7 types of unit (A, A1, B, B1, C, D, E). The project has two level car park underground. The first story including a retail restaurant, a lobby, lift core and service BOH. The second floor has some leisure area, such as gym, private kitchen and lounge, swimming pool, sauna, putting green and caretaker unit. Level three to seven are Residents, also have core, corridor and ledge. Level eight to the top floor are Residents. Construction started from date 1st March 2013 and completed at September 2014. The client is Marine Parade Holdings. The estimate cost is $3,300,000. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 AREA ANALYSIS The Gross Floor Area (GFA) of the project totals 12,067m2 Basement Car Parks 1760m2 Level 1 Lobby/Retail/Car park 684m2 Mezzanine Level Plant/Corridors 148m2 Level 2 Gym, Lounge, Kitchen Terraces, pool and Caretaker Unit 659m2 Apartments Level 2 to 26 8673m2 Level 26 Plant 144m2 TOTAL GFA 12068m2 (Edward Coleman pty. ltd., 2013) Location Figure 2. Sanbano location Project Sanbano Coolangatta

The Process Of Writing My Personal Writing Process

Those that write always have a writing process whether they know it or not. A writing process can be defined by the way an individual gears up for the project at hand. It can be as simple as finding a favorite chair to write in or the act of planning out the writing beforehand. My own personal writing process varies from task to task with a few constants. I generally start my writing process by first reconciling my project; figuring out the best way to express the needs of the work. I do not write down notes or an outline in regards to the project mostly relying on winging it so as not to get hung up on sticking to the outline. I will my best to knock out large chunks of the project before taking any breaks unless I hit a wall, and†¦show more content†¦The realization growing up through school that not all of what I had been told were mandatory in writing, but in fact flexible changed my perspective in my approach on writing. While the task of writing itself was still dista steful, the approach to it was less so. My writing process has changed through the years I would typically start off with an outline on the first day and begin to write as soon as the outline was completed. While the method I had used in the past was probably the better way to do it; the current process I use has made writing a paper for school more bearable. Another major factor on the way I approach writing was my introduction into creative writing a process by which to quickly and easily form ideas and cohesion. Though the genre in which I normally write in is primarily fiction the exploration different types of fiction gives me the perspective of writing with a new approach for the new challenge. Creative writing has also changed the way I thought about my original distaste for writing, into a passion, though academic writing still is not my favorite. Despite my dislike for most academic writing, the importance of how it is structured and presented is not lost on me. Finding a good way to follow the conventions taught while trudging away on a project has helped me in many ways. Making sure that I will follow and grow as well has been a huge help. Growth as a writer as pointed out by Kevin DavisShow MoreRelatedMy Personal Writing Process1276 Words   |  6 Pages My personal writing process Expression is the process of making known one’s thoughts or feelings. My process for writing is laced with confusion; Confusion towards a product I am happy with and proud of, confusion towards which steps to take and when, confusion about if I am processing my literature correctly. As a current college student, one would hope I had grasped the concept of how to write an essay long ago; to write a complete essay in one sitting is an elementary skill for most. 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One could ask why I waited so long to take Writing 101. It had been since the spring of 1995 since I last participated in an English course. In addition, I hadn’t taken an online course since 2005. It didn’t turn out to matter, our class began using the new Learning Experience Online (LEO), which replaced WebTycho. At least LEO leveled the playing field a bit since everyRead MoreReflection Essay1256 Words   |  6 Pagescourse, I had a strong passion for writing poetry and also writing short stories about my life. In my high school English class, each Tuesday would be designated in writing for twenty minutes constantly about a given topic. I found that as a writer, I write the best about topics relating to me personally. However, in Rhetoric an d Composition, I was able to learn new skills that allowed me to improve as a writer.   In Rhetoric and Composition, I composed essays about my own subculture, a unique place ofRead MoreReflection About Literacy1263 Words   |  6 Pageswriter to a refined level of effective reading and writing. This â€Å"sponsor of literacy† can be found among all readers and writers. They are the individuals who had nurtured growth in education and formed the bricks of your first step towards literacy. Through identifying and studying this process, an individual can proudly take the next step upward towards effective and refined writing. Through pain and agony, I was a very resistant child and most of my reading experiences were forced upon me. I remember

Cultural Analysis of the Host Country-Free-Samples-Myassignment

Question: Required to Prepare a Market cultural report on a country of your choosing. you are to provide insights on the culture of the host market. how it is different youre your home country, and highlight what cultural factors to take note when doing business in that country. Answer: India is one of the major economy across the globe. It is situated in South Asia and is the seventh largest country by the area and the second-most populous country after China. It is surrounded by sea in half of the parts whereas it is surrounded by land at other half of the locations. It share its boundaries with China, Pakistan and Bangladesh. In the recent years, the country has realized significant growth in terms of economy and the purchasing power parity. It is a newly-industrialized country and fastest growing economy in the world. The country has amiable relations with most of the foreign countries except its bitter terms with Pakistan. They share border and there is constant dispute between both the countries. It is the sixth largest economy in terms of the market growth and the third largest economy in terms of the purchasing power parity. Today, a large number of industries such as the telecommunication industries and automotive industry are growing in the country at a ve ry fast rate. Due to the significant economic growth of the country, a large number of multinational companies have also entered the Indian market. Several technological giants and manufacturing companies have entered the Indian market. These companies are operating in India as well as other nearby locations (Gesteland Gesteland, 2010). India is an industrialized country; therefore, the political and the economic environment of the country is also effective for supportive of the new business ventures. There is also an ongoing trend of startups and new business ventures which have strongly boosted the economy of the country. However, there are also significant socio-economic issues which are still persistent in the economy. The economic conditions of the country has improved in the recent years; however, there is still economic disparity and income inequality. The corruption in the country is also high as the illegal capital flow in the country is also high. There are also significant social issues related to bonded labor and the child labor in the country. It is also a culturally-rich location and has a long history in the philosophy, mythology and theology. It is rich in religious diversity and there are several major religions in the country, namely, Hinduism, Buddhism, Islam and Christianity. The society of the country is characterized by its caste system which embodies social stratification and restrictions in the operations of the organization. The family values are important in the Indian tradition and multi-generation joint families are a norm here. The Indian customers are emotional in nature an d are concerned for their families. Most of the Indians get their marriage arranged with the consent of their parents. The choice and the preference of the customers are also influenced by their families and peers. In terms of sports, the country is crazy for cricket; however, other sports such as hockey, kho-kho and kabbadi are fairly popular in the country (Stephen, 2016). The customer market of the country is characterized by the growing middle-class and the purchasing power of the families. Recently, the ration of the working women has increased drastically which has increased the purchasing power of the families. People are spending more on luxury items and products. Other than that, the outgoing and the party culture has increased in the country drastically. The party and the drinking culture has increased in the country drastically. There is an extension in the wining and the dining culture of the millennial population with the rise in the income level (Dunung, 2015). The infrastructure of the country has also increased and the security issues for the women enjoying nightlife have also declined. Cultural Analysis of the Host Country India, officially called as Republic of India is a Southern Asian country and the member of Commonwealth of Nations. The Indians like living in joint families and culture and tradition are of utmost importance. They also have different standards of time and are likely to delay things from the deadline. Moreover, due to the bureaucratic nature of the government, several business features such as delivery, custom clearance, meetings, approval, transportation and payment takes time. Therefore, it is difficult to perform the punctuality in India. Other than that, the administrative and the physical infrastructure of the organization also impacts on the punctuality of the organization. These factors create delays in the operations of the organization. The culture and the heritage of India is quite unique and different from other countries. The religion, poverty and income distribution are the most sensitive subjects during communication; therefore, they should be avoided. Other than that, the Indians are not straightforward in nature. They avoid saying no to a specific person and tend to avoid the situation. Instead of saying outright no to someone, Indians use terms which are more acceptable such as maybe or they politely change the topic (Global Business Culture, 2017). They avoid maintaining an eye contact with the seniors or with women. Touch or any other form of physical contact is generally avoided by the Indians. It is due to the traditional shy nature of the society. The punctuality of Indians is always questionable. They appreciate punctuality; however, do not follow it. In Indian culture, it is important to engage in small talk and understanding the perspective of the partner. Engaging directly to the business issue can be considered as rude behavior (Ministry of Foreign Affairs in Denmark, 2017). Other than that, the business structure and the operations of the organization are quite flexible. The companies are likely to take urgent tasks at the last minute. It is because of the flexible nature of the workforce (UK India, 2017). If the Indian culture is explored through different cultural dimensions, it can be critiqued that Indian culture is quite different from other cultures. It can be stated that the power distance in the Indian society is high. It means that Indians appreciate hierarchal structure in the society. Generally, the society has a top-down structure in the society. The power is centralized and the people have a habit of following the orders of their seniors. The psychological security and the attitude of the people with senior members of the society is also formal (Jondle Ardichvili, 2017). In families, the communication is directive and top-down in approach. The Indian society has collectivistic traits, which means that Indian prefers to live in a large social framework. In these frameworks, the individuals are expected to work for the greater good of different people in the group. In these situations, the individuals are influenced by the opinion of others, family members, neighbors and ot her member of social circle. Relationships are also given prime importance in the Indian society (Fischer, (2011). Due to the high population and the poverty, the competition in various sectors of life is also very high. The society can be characterized by competition, achievement and the success. Along with it, other factors such as caring for others and quality of life are also dominant in the Indian society. In the Indian society standing out from the crowd is not appreciated by the people. India is also a religious society and spiritual country. It has millions of deities and people follow different religious philosophies. It is an ancient country and has a long surviving tradition of cultures which increases the humility and the abstinence of the people living in India. It can be observed in the Indian society that the focus is on success and achievements and they are validated by the material gains. The work is the center of ones life and it is symbol of success at the workplace (Chandra, Rau Ryans, 2002). Business Culture of the Host Country The mentality of the managers and the employees is still different in India and the tradition is followed in most the business dealings. There are two types of companies in India, namely, family-run business and hi-tech corporations. As family hierarchy and age is given utmost importance in the country, the managers and the boss are treated like the supreme power. They do not perform the work which can be done by other people or the customers (Milligan, 2006). Most of the decisions are made at the top level of the organization and the middle-level as well as the lower-level of the employees have a significantly small part in the decision-making of the organization. The society has a hierarchal structure and the elder and the senior persons are greeted and treated with respect. There are two official languages in the country, namely, English and Hindi; however, English is commonly used as India is a diversified nation in terms of language (Girdham, 2009).). It is important to conduct small talk between the meetings and ask questions about the family. Generally, Indians give high importance to the use of formal titles and the business dress code comprises of smart and comfortable clothing. As the country has hot climate, the people wear comfortable and easy clothes. The business relations are of utmost importance to the people; however, their decision making style is different. They base their decision on trust and intuition rather than on the statistics and the data (Olivelle, 2011). Hierarchy plays a critical role in the Indian business culture. All the decisions, negotiations and other important aspect of the organization decision-making are conducted at a senior level. Therefore, if a business meeting does not include the senior managers, it is highly unlikely that the decision is going to be taken at that meeting. The bargain mentality is another important feature of the Indian culture and it is considered that Indians rarely declines a deal (Martin Chaney, 2009). It is important to have patience and perseverance so that each deal can be negotiated in the organization. Bureaucracy is also widely prevalent in India with a large number of government organizations engaging in corruption. There is also lots of delay in work with the widespread corruption and government bureaucracy. The Indian government is aware of the problem and working to ease the situation (Davis, Chatterjee heuer, 2006). On the other hand, the business culture in Singapore is quite different. Singapore is a multiethnic society which comprises of people from different origins. It includes Chinese, Malay, Indian and Eurasian communities. The local customs of different societies have a great influence on the business style of the country. The people of Singapore are open and cosmopolitan in their outlook and have a great sense of humor. They do not take offense if a social faux pas is committed as they understand that people from different culture have different customs. In Singapore, it is important to avoid discussions regarding religion, racial issues and the politics. In Singapore, the working language is English; however, there are other official languages such as Chinese, Malay and Tamil (Kwintessential, 2017). There is significant proportion of Muslim and the Indian population in the country; therefore, it is important to avoid conducting business on Fridays or during Ramadan. It is also important that alcohol, beef and pork is not served during the business meetings. Other than that, contrary to the Indian population, the Singaporean population is punctual for their appointments and expect that the other party will be punctual in their appointments. There is also emphasis on gender equality in the Singapore society. In several places, women hold the position of authority in business. It is also important to establish relationships with the co-workers in Singapore. The dining and entertainment are an important part of the countrys culture and they are considered as the time when people socialize and build relationships (IOE, 2015). The Singaporean people have different communication style in comparison to the Indian people. The Indians have indirect communication style. They try to preserve the harmony, relationships and the pride with the help of indirect communication. The disagreement and negative responses are avoided specifically with the senior people (Visscher, 2007). The relationships determines the nature of communication between the people. The disturbing information is communicated in non-verbal manner or with the assistance of the third party. Hofstedes 5 Cultural Dimension Analysis Hofstedes models provides different dimensions which can be used to differentiate cultures of different communities. The model has stated that there are five different dimensions which creates difference in one culture from another. These dimensions are: power distance, individualism, masculinity, uncertainty avoidance and long-term orientation. The power distance demonstrates the extent to which a society accepts the power in institutions and the powerful persons. It is the acceptance that the power is distributed unequally and it shows that the less powerful members of the society accept the norms imposed by powerful persons. The power distance is highest in Indian society, which shows the strong hierarchal structure of the society. The individualism-collectivism is another dimension which shows the difference between loosely knit social framework and the tightly knit social network. In the loosely knit social framework, people take care of themselves and their immediate family mem bers. On the other hand, the closely knit social network shows collectivism which states that people expect that their group comprising of the relatives, organizations and clans will support them in the future. In retrospect, they owe loyalty to these members of society. The third dimension in this model is masculinity-femininity which states encompasses qualities at the opposite side of the continuum (Hofstede Insight, 2017). The masculinity characteristic comprises assertiveness, attraction towards money, carelessness and quality of life. The Indian society is characterized by masculinity which shows that the population is competitive and more assertive. The fourth dimension of the Hofstedes model is uncertainty avoidance in which examines the extent to which a society feels threatened by uncertain and ambiguous situations (Kumar Pruthi, 2003). Career stability, formal rules and avoidance of uncertain situations are the best options for the situation. The ranking of the country is low which states that the people are more open to unstructured ideas and situations. The fifth dimension is long term and short term orientation: The long-term orientation are thrift and perseverance whereas the short term orientation are respect for the tradition and fulfilling social obligations. The long term orientation score of the country is high which shows that the culture is perseverant and parsimonious (Juhasz, 2014) . Conclusion It can be concluded that the culture plays a critical role in the business operations of a country. The culture of India is quite unique and different from other countries. The Indian population is family oriented and are influenced by their long history and culture. Other than that, the people of India are not punctual of their time and avoid saying no. They give indirect responses instead of direct negative response. The business values and system is heavily influenced by the traditional culture of the country. There is a hierarchal system in the family structure and there exists joint families. The decisions of the people are heavily influenced by the extended family members and the distant relatives. In contrast to it, the Singaporean population is very punctual. They also believe in hierarchal family system and the importance of giving respect to the seniors. In Singapore, senior professionals and employees are given utmost respect. They are also always on time and expect the ot her party to be on time. Therefore, it can be critiqued that it is important to understand the culture of different nation before establishing a business deal in that country References Chandra, A., Rau, P.A., Ryans, J.K. (2002). India Business: Finding Opportunities in this Big Emerging Market. Paramount Market Publishing. Davis, H.J., Chatterjee, S.R., heuer, M. (2006). Management in India: Trends and Transition. SAGE. Dunung, S.P. (2015). bWise: Doing Business in India. Atma Global. Fischer, M., (2011). Cultural Guide to Doing Business in India. GRIN Verlag. Gesteland, R.R., Gesteland, M.C. (2010). India: Cross-cultural Business Behavior: for Business People, Expatriates and Scholars. Copenhagen Business School Press DK. Girdham, M. (2009). Culture and Business in Asia. Palgrave Macmillan. Global Business Culture. (2017). Doing Business in India. Retrieved 7 November 2017 from https://www.worldbusinessculture.com/country-profiles/india/ Hofstede Insight. (2017). COUNTRY COMPARISON. Retrieved 8 November 2017 from https://www.hofstede-insights.com/country-comparison/india/ IOE. (2015). Doing Business in Singapore. Retrieved 8 November 2017 from https://www.singapore.doingbusinessguide.co.uk/the-guide/singapore-business-culture/ Jondle, D., Ardichvili, A. (2017). Ethical Business Cultures in Emerging Markets. Cambridge University Press. Juhasz, I. (2014). The Workforce in Indian Organizations. An Analysis Based Upon the Dimensions of Hofstedes Model. Economics Questions, Issues and Problems, pp. 38-45. Kumar, R., Pruthi, R. (2003). Essays on Indian Culture. Discovery Publishing House. Kwintessential. (2017). Guide To Singapore - Etiquette, Customs, Culture Business. Retrieved 8 November 2017 from https://www.kwintessential.co.uk/resources/guides/guide-to-singapore-etiquette-customs-culture-business/ Martin, J.S., Chaney, L.H. (2009). Passport to Success: The Essential Guide to Business Culture and Customs in America's Largest Trading Partners: The Essential Guide to Business Culture and Customs in America's Largest Trading Partners. ABC-CLIO. Milligan, A. (2006). Singapore - Culture Smart! The Essential Guide to Customs Culture. Kuperard. Ministry of Foreign Affairs in Denmark. (2017). Business culture. Retrieved 7 November 2017 from https://indien.um.dk/en/the-trade-council/business-culture Olivelle, P. (2011). Language, Texts, and Society: Explorations in Ancient Indian Culture and Religion. Anthem Press. Stephen, B. (2016). India - Culture Smart!: The Essential Guide to Customs Culture. Bravo Limited. UK India. (2017). BUSINESS CULTURE IN INDIA. Retrieved 7 November 2017 from https://www.ukibc.com/india-guide/how-india/business-culture/ Visscher, S. (2007). The Business of Politics and Ethnicity: A History of the Singapore Chinese Chamber of Commerce and Industry. NUS Press.

Operations Management of PepsiCo

Introduction This paper is an analysis of the operations management of PepsiCo Company. Operations management is critical for the success of any company and in this paper the significance of operations management is brought out by focusing on PepsiCo Company.Advertising We will write a custom essay sample on Operations Management of PepsiCo specifically for you for only $16.05 $11/page Learn More Background of PepsiCo PepsiCo is a large company dealing with food, snacks and beverages; it is approximated to be worth $39 billion and has employed 185, 000 employees. The company comprise of three main divisions located in Latin America, North America and its international subsidiaries. Operational management is an important aspect in the modern corporate world; it an important part of an organization and a strategic department in the organizational structure. The company offers a wide variety of products in order to meet customer demands, needs and preferenc e. They select product choices that promote healthy lifestyles. PepsiCo is headquartered in the city of New York. Operations management is the design, operations and the improvement of an organization’s systems that facilitate the creation and the delivery of a company’s products and services. The company deals in the production of beverage products: Diet Pepsi, Gatorade mountain dew, thirst quencher, Tropicana and Aquafina bottled mineral water, the company also deals with savory food snacks like Fritos corn chips, cheetos and lay potato chips; other products of the company are food products which include cereals and cakes. (Scribd, 2011, p. 4) Operations Management at PepsiCo Operations management is defined as the planning, scheduling and controlling of all the activities that can transform organizational inputs into finished goods and services. Operations management focuses on effective planning in an organization and the control of manufacturing through the applic ation of such concepts as engineering, quality management, production management, accounting and management system. Operational management entails the making use of all the resources available to produce finished products or services and to meet customers’ needs in a cost-effective manner. Operations management places a lot of focus on the management of the processes involved in production and distribution of the products. The processes involved in operations management are the creation and distribution of products (Heizer, Render, 2011). Other activities that are related to operations management are the management of purchases, controlling of inventory, quality control, storage and overall logistics. All these can be realized through efficient and effective processes (Heizer, Render, 2011). Conclusively, it can be said that operations management is the set of all the activities which enhance the creation of goods and services by transforming inputs into outputs (Scribd, 20 11).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Supply Chain The supply chain in a company is aimed at maximizing the value of products generated. Supply value chain is considered as the difference between the value final products and the costs incurred at the time of filing the customer’s request. The supply chain at PepsiCo is determined by the location and capacity of production, warehousing facilities and the products to be manufactured, storage and transportation. A good supply chain should be well planned and a firm supply chain strategy should be implemented. In PepsiCo, an important decision is where the production plant should be situated. PepsiCo has ensured that the production process is automated for efficiency. The company also manages the transportation for the delivery of their products and they also have arrangement for third party for product procurement. The sh ipping department of the company is responsible for orders while the transport department decides matters of delivery to ensure that goods reach safely. In the company, material sourcing and planning is also an important stage of supply chain. Regarding the source and the supply of raw materials, PepsiCo has identified both local and foreign suppliers who can supply raw materials at negotiated prices. At the stage of raw material supply, capacity building is necessary since the forecasting of sales and the planning of production depends on the capacity of this stage. All supplies to the company are audited by the quality control section. Distribution rests with the company’s decision and it depends on the past performance of the distributor. The alignment between the supply chain strategy and PepsiCo’s business strategy is achieved through proper utilization and the deployment of supply chain drivers. Managing the supply chain process involves overseeing the relationsh ip between suppliers and customers, controlling inventories and forecasting demand as well as getting feedback concerning what is happening in whichever link of the chain (Scribd, 2011). Competitive Strategy PepsiCo operates in a competitive and a challenging environment and it achieves its competitive edge by providing customized products and services that meet the tastes and preferences of its consumers. Competitive strategy examines how a company strives to achieve competitive advantage; competitive advantage is that extra edge that a firm has over other industry peers. The company’s capability to manage its operations can only be transformed into their competitive advantage if they identify and tap their resources. There are three main aspects that give PepsiCo a competitive advantage in order to favorably compete at the international market, these are: muscular brands, proven ability for innovation and their powerful market systems. The company has a mission to increase the value of the investment of its shareholders and it tries to achieve this through sales growth, control of costs and investment of resources wisely.Advertising We will write a custom essay sample on Operations Management of PepsiCo specifically for you for only $16.05 $11/page Learn More The company believes that its commercial successes and competitiveness rest with provision of quality and value for its customers. It provides products that are safe, economically efficient and healthy. PepsiCo strives to maintain its competitive strategy by ensuring sufficient production of their goods, selling of their goods at reasonable prices and also ensures that the products are much available in the market (Bachmeier, 2009). With the boom experienced in the food and beverage market, PepsiCo has developed a strategic plan which will enable them to at the top of their competitors by selling their goods at affordable and friendly prices, providing more healthy m eals options and great and quality services for their customers. Health and safe foods are necessary especially in this era where people are increasingly becoming health conscious. This will give PepsiCo an upper hand over its competitors. PepsiCo operates in a competitive and a challenging environment; it achieves its competitive edge by providing customized products and services. Without strategies, a company can not withstand the competition at the market. To maintain its competitiveness, PepsiCo employs competitive strategies that enable it to compete with seasoned players in the market like Coca-Cola. It can only achieve this through ensuring that its marketing strategy is effective, its pricing is fair and that there is efficiency and quality in its production. The company’s competitive and supply chain characteristics are demonstrated below. (Scribd, 2011) Marketing and Distribution Strategies The central reason as to why companies do not perform well is due to the st rategy that they apply. Marketing strategy is one of organizational characteristic and it is instrumental to the performance of the company. For a company to respond effectively to market competition, good marketing strategies are a necessity.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More PepsiCo has a well designed and developed local and international programs for marketing, promotion and advertising programs which have the potential to support its various brands and to enhance their brand image. The company also has an effective quality control department which is responsible for ensuring that quality of the products is maintained. The promotion of programs is also charged with the responsibility of packaging and coordination of selling efforts. PepsiCo’s competitive strategy exists to provide a lot of products quickly and consequently, their supply chain materializes the availability of these products. The company employs various marketing and promotional strategies so as to enhance its volume of sales. The company, for example, contracted Tiger Woods to run a promotion on a Gatorade brand called Gatorade tiger. Other notable promotional strategies are: the Pepsi throwback campaign which involves offering a drink with a sugar content of the original produc t. They also run a promotion with the NFL and super Bowl particularly to market Pepsi and Doritos. One mega promotion by the PepsiCo was the running of a promotion dubbed Pepsi stuff promotion which involved accumulation of points by the customers upon the purchase of any Pepsi product (Scribd, 2011). Distribution Strategies Concerning distribution, PepsiCo utilizes two main distribution strategies: direct and indirect distribution channels. Direct distribution: this concerns the handling of important accounts; these important accounts are the different wholesalers, the restaurants and hotels, for example, Pizza hut, metro and KFC which are critical points of sale. These accounts are fundamental in terms of competition. Direct distribution also involves export parties. Indirect distribution: this is achieved though several base market distributors as well as outstation distributors. Before settling for a distributor, there are guiding principles which are adhered to in assessing the capability of any distributor. These criteria include the fleet of vehicles which are run by the distributor, the number of cases of empty bottles and cash deposit to be used as a security. In product distribution and manufacturing, the company utilizes distribution channels from the bottling plants up to the truck lines. PepsiCo has attempted to develop a system of product differentiation so as to distinguish their products from that of coke. Its main target market was the American teenage market. It has focused its efforts on developing campaigns that enhance the culture of soft drinks in schools. It has sought to achieve this by developing and building contracts with America schools. The company distributes its products by use of vending machines (Bachmeier, 2009). Inventory Methodology Inventory management is a critical operation in any organization. This is because it involves identifying and selecting the best method of inventory control. Before selecting an organization†™s method of controlling inventory, it is imperative to factor in mind the product demand. There are different modes that companies consider in selecting their inventory methods but the common denominator is that companies should ensure their mix of inventory types can satisfy the demands of the customer and that it should deliver the needed profit and cash flow (Bachmeier, 2009). Since PepsiCo operates in the food industry, inventory controls can be quite challenging due to the perishable nature of the goods; improper handling may lead to food-borne disease, this makes it necessary to have food-services inventory controls that can tract the movement of the goods, raw materials and products. The inventory should be in position to tract several products at a go and particularly an entire quantity of stock from their destination, the inventories can also be tracked in batches, this is necessary since batches can be assigned codes or numbers that will facilitate the keeping of releva nt data regarding the production process. Operational Policies Managing PepsiCo is a heavy task and being in charge of its daily operations is enormous duty and quite challenging. To achieve and to manage PepsiCo successfully, it is imperative that there should be adequate infrastructure and up to date information and communication technology. Fruits availability is at the centre of PepsiCo company policies since it is its primary product. The company communicates its policies to all those in the supply chain including their animal welfare policy. PepsiCo has very strict corporate standards which guide their operations and accountability of its employees. PepsiCo polices take care of areas like corporate governance, human, environmental and talent sustainability. Human sustainability policies, for example, are programs like food and safety, responsible marketing and healthcare reforms. The company has tight environmental policy that guides its agriculture and packaging programs (Pep siCo, 2011). Technology and Operations at PepsiCo PepsiCo Company also utilizes technology in its operations. The launch of Social Vending System which is an interactive vending technology has facilitated the company’s connection with the customers at the purchase terminus. This technology enables the customers of PepsiCo to make gifts to their friends through the internet connection. The use of telemetry has reaped a lot of benefits for the company’s operation. It facilitates close management of levels of inventory by the customers which can enable them to deliver schedule via a remote station without having to travel (PepsiCo, 2011). The company also signed a three year contract with Combine Net to use its Truckload manager so as to advance its truckload transportation network and to enhance efficiency in transportation (CombineNet, 2007). Organizational Structure PepsiCo is considered the pioneer and the king in the production of beverages. It is well known all over the globe for its trademark drink Pepsi and other Quaker products. In the year 2007, the company changed its organizational structure from two to three units. The company before 2007 had two units PepsiCo North America and PepsiCo international. After the restructuring, the company added one unit and the three units were â€Å"Pepsi America Foods, PepsiCo America beverages and PepsiCo international† (Scribd, 2011, p. 1). PepsiCo is considered an organization fit for adaptation. The company is in continuous exercise of improvement and innovation so as to ensure their products fit the demand of the customers and furthermore maintain relevance in the market. The organizational structure of the company is a decentralized one and decisions regarding operations are executed by different business units but are guided by the company policies and corporate ethics. The company is headed by a Chief Executive Officer (CEO). Under the CEO are Vice presidents who are in charge of various departments and all are answerable to the chairman and the board. The expansion from two to three units was as result of its rapid growth. The company also has Scientific Advisory Board which report on the company’s corporate social responsibility and undertakes research relating to the challenges facing the company. The company also has regional advisory boards in its operations outside US who guide the company’s health, safety, compliance and innovation. The overall Chief Executive Officer (CEO) also doubles as the chairman of the company (PepsiCo, 2011). Conclusion Operations management is an important function in an organization since it concerns the relationship with the organization’s strategy. Operations management plays a key role in the development of a company strategy hence enhancing competitive advantage of the company. An example is the planning process which assists the organization in minimizing costs while gaining advantage in competitiveness and cost. It is therefore necessary for an organization to manage its operations as a measure of boosting its organizational strategy. From the analysis of PepsiCo operation strategy, it is evident that consistency in production, innovative products and the quality of products are order winners whereas speed, cost, efficiency and innovation are the order qualifiers. This has resulted in an enhanced market share and massive consumer buying power. PepsiCo is a market leader and a household name in the food and beverage industry. It has strong marketing strategy covering all its subsidiaries which are placed under the supervision of the mother company. Its prices, quality of the products and marketing brand enhance its competitiveness. Due to the strong nature of competition in the industry and shrinking market, there is need for a firm to have well designed strategies so as to maintain its market position. References Bachmeier, K. (2009). Analysis of Marketing Strategies Used by PepsiCo Based on Ansoff’s Theory. New York, NY: GRIN Verlag. CombineNet. (2007). PepsiCo Chooses CombineNet’s Advanced Sourcing Technologies for North American Transportation. Combine Net. Web. Heizer, J., Render, B. (2011). Operations management (10th ed.). Boston, MA: Prentice-Hall. PepsiCo. (2011). PepsiCo Introduces Social Vending System, the Next Generation in Interactive Vend Technology. PepsiCo. Web. Scribd. (2011). Operations management problem in Pepsi. Scribd. Web. This essay on Operations Management of PepsiCo was written and submitted by user Sincere Clemons to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on The Political Economy Of Pets

Nearly every normal family has one, and why not? They’re cute and cuddly, they love you, and people love them. After all, pets are normal commodities, owned by normal people. In this paper I will be examining the political economy of pets. First of all you may be thinking â€Å"do pets have a political economy?† Well, of course they do. The first article I stumbled across, and the article that truly inspired the theme of this paper, is â€Å"Go Go Dog!’ And German Turks’ Demand For Pet Dogs† by A. Caglar. In this article the author discusses the functions of the pets that the German Turks own. There are three categories of dogs that are owned: The fighting dog, the guard dog, and the lap dog. Each dog serves a specific purpose, and therefore has certain ideal traits with which to serve that purpose. A guard dog is protective, and frightening; a fighting dog is macho, strong, and fierce; a lap dog is affectionate and loveable. People desiring to supplement their current identities with such traits own such dogs. The dog’s qualities become a part of the person’s image, and even status. I agree with the overview that Caglar presented in this article. Pets add certain qualities t o their owners by their actions, pedigrees, breeds, and behavior. In this paper I will be referring to dogs, as they are stereotypically the most common pet choice from within our culture. In America today, there are 43,143,849 dog owners owning a total of 61,542,900 million dogs. Of those 43,143,849 dog owners, 28,539,216 purchase Christmas gifts for their dogs. By examining that fact alone it is not surprising that the pet industry is expected to rake in $30 billion by the year 2003. The enormous growth of the pet industry is due to the new trend that shows Americans are becoming more interested in owning pets and less in the dwindling rate of population growth. Entrepreneurs acting on this trend seem to have struck it rich in regards to a consumer m... Free Essays on The Political Economy Of Pets Free Essays on The Political Economy Of Pets Nearly every normal family has one, and why not? They’re cute and cuddly, they love you, and people love them. After all, pets are normal commodities, owned by normal people. In this paper I will be examining the political economy of pets. First of all you may be thinking â€Å"do pets have a political economy?† Well, of course they do. The first article I stumbled across, and the article that truly inspired the theme of this paper, is â€Å"Go Go Dog!’ And German Turks’ Demand For Pet Dogs† by A. Caglar. In this article the author discusses the functions of the pets that the German Turks own. There are three categories of dogs that are owned: The fighting dog, the guard dog, and the lap dog. Each dog serves a specific purpose, and therefore has certain ideal traits with which to serve that purpose. A guard dog is protective, and frightening; a fighting dog is macho, strong, and fierce; a lap dog is affectionate and loveable. People desiring to supplement their current identities with such traits own such dogs. The dog’s qualities become a part of the person’s image, and even status. I agree with the overview that Caglar presented in this article. Pets add certain qualities t o their owners by their actions, pedigrees, breeds, and behavior. In this paper I will be referring to dogs, as they are stereotypically the most common pet choice from within our culture. In America today, there are 43,143,849 dog owners owning a total of 61,542,900 million dogs. Of those 43,143,849 dog owners, 28,539,216 purchase Christmas gifts for their dogs. By examining that fact alone it is not surprising that the pet industry is expected to rake in $30 billion by the year 2003. The enormous growth of the pet industry is due to the new trend that shows Americans are becoming more interested in owning pets and less in the dwindling rate of population growth. Entrepreneurs acting on this trend seem to have struck it rich in regards to a consumer m...

What Are the ICD-10 Codes for Diabetes Complete List

What Are the ICD-10 Codes for Diabetes Complete List SAT / ACT Prep Online Guides and Tips Have you come across a form of diabetes with an unusual presentation or a rare underlying cause? Luckily, the ICD-10 codes for diabetes cover every manifestation of the disease imaginable in very specific terms. In this article, I'll go through the full range of diabetes ICD-10 codes and provide some guidelines for how to use them appropriately in your medical records. What Are the ICD-10 Codes for Diabetes? These lists cover all of the ICD-10 codes for diabetes mellitus. You can use the following links to navigate to the codes you need depending on which type of diabetes you're looking for: Diabetes due to underlying conditions (codes that start with E08) Drug or chemical induced diabetes (codes that start with E09) Type 1 diabetes (codes that start with E10) Type 2 diabetes (codes that start with E11) Diabetes related to pregnancy (codes that start with 024) Other types of diabetes not covered by the previous categories (codes that start with E13) The more characters in the code, the more specific the diagnosis, so when writing a code on a medical record you should give the longest code possible while retaining accuracy. ICD-10 Codes for Diabetes Due to an Underlying Condition Diabetes mellitus due to underlying condition: E08 Diabetes mellitus due to underlying condition with hyperosmolarity: E08.0 †¦Ã¢â‚¬ ¦ without nonketotic hyperglycemic-hyperosmolar coma (NKHHC): E08.00 †¦Ã¢â‚¬ ¦ with coma: E08.01 Diabetes mellitus due to underlying condition with ketoacidosis: E08.1 †¦Ã¢â‚¬ ¦ without coma: E08.10 †¦Ã¢â‚¬ ¦ with coma: E08.11 Diabetes mellitus due to underlying condition with kidney complications: E08.2 Diabetes mellitus due to underlying condition with diabetic nephropathy: E08.21 Diabetes mellitus due to underlying condition with diabetic chronic kidney disease: E08.22 Diabetes mellitus due to underlying condition with other diabetic kidney complication: E08.29 Diabetes mellitus due to underlying condition with ophthalmic complications: E08.3 Diabetes mellitus due to underlying condition with unspecified diabetic retinopathy: E08.31 †¦Ã¢â‚¬ ¦ with macular edema: E08.311 †¦Ã¢â‚¬ ¦ without macular edema: E08.319 Diabetes mellitus due to underlying condition with mild nonproliferative diabetic retinopathy: E08.32 †¦Ã¢â‚¬ ¦ with macular edema: E08.321 †¦Ã¢â‚¬ ¦ without macular edema: E08.329 Diabetes mellitus due to underlying condition with moderate nonproliferative diabetic retinopathy: E08.33 †¦Ã¢â‚¬ ¦ with macular edema: E08.331 †¦Ã¢â‚¬ ¦ without macular edema: E08.339 Diabetes mellitus due to underlying condition with severe nonproliferative diabetic retinopathy: E08.34 †¦Ã¢â‚¬ ¦ with macular edema: E08.341 †¦Ã¢â‚¬ ¦ without macular edema: E08.349 Diabetes mellitus due to underlying condition with proliferative diabetic retinopathy: E08.35 †¦Ã¢â‚¬ ¦ with macular edema: E08.351 †¦Ã¢â‚¬ ¦ without macular edema: E08.359 Diabetes mellitus due to underlying condition with diabetic cataract: E08.36 Diabetes mellitus due to underlying condition with other diabetic ophthalmic complication: E08.39 Diabetes mellitus due to underlying condition with neurological complications: E08.4 Diabetes mellitus due to underlying condition with diabetic neuropathy, unspecified: E08.40 Diabetes mellitus due to underlying condition with diabetic mononeuropathy: E08.41 Diabetes mellitus due to underlying condition with diabetic polyneuropathy: E08.42 Diabetes mellitus due to underlying condition with diabetic autonomic (poly)neuropathy: E08.43 Diabetes mellitus due to underlying condition with diabetic amyotrophy: E08.44 Diabetes mellitus due to underlying condition with other diabetic neurological complication: E08.49 Diabetes mellitus due to underlying condition with circulatory complications: E08.5 Diabetes mellitus due to underlying condition with diabetic peripheral angiopathy without gangrene: E08.51 Diabetes mellitus due to underlying condition with diabetic peripheral angiopathy with gangrene: E08.52 Diabetes mellitus due to underlying condition with other circulatory complications: E08.59 Diabetes mellitus due to underlying condition with other specified complications: E08.6 Diabetes mellitus due to underlying condition with diabetic arthropathy: E08.61 Diabetes mellitus due to underlying condition with diabetic neuropathic arthropathy: E08.610 Diabetes mellitus due to underlying condition with other diabetic arthropathy: E08.618 Diabetes mellitus due to underlying condition with skin complications: E08.62 Diabetes mellitus due to underlying condition with diabetic dermatitis: E08.620 Diabetes mellitus due to underlying condition with foot ulcer: E08.621 Diabetes mellitus due to underlying condition with other skin ulcer: E08.622 Diabetes mellitus due to underlying condition with other skin complications: E08.628 Diabetes mellitus due to underlying condition with oral complications: E08.63 Diabetes mellitus due to underlying condition with periodontal disease: E08.630 Diabetes mellitus due to underlying condition with other oral complications: E08.638 Diabetes mellitus due to underlying condition with hypoglycemia: E08.64 †¦Ã¢â‚¬ ¦ with coma: E08.641 †¦Ã¢â‚¬ ¦ without coma: E08.649 Diabetes mellitus due to underlying condition with hyperglycemia: E08.65 Diabetes mellitus due to underlying condition with other specified complication: E08.69 Diabetes mellitus due to underlying condition with unspecified complications: E08.8 Diabetes mellitus due to underlying condition without complications: E08.9 Diabetes can damage the kidneys as well (Hey Paul Studio/Flickr) ICD-10 Codes for Drug or Chemical Induced Diabetes Drug or chemical induced diabetes mellitus: E09 Drug or chemical induced diabetes mellitus with hyperosmolarity: E09.0 †¦Ã¢â‚¬ ¦ without nonketotic hyperglycemic-hyperosmolar coma (NKHHC): E09.00 †¦Ã¢â‚¬ ¦ with coma: E09.01 Drug or chemical induced diabetes mellitus with ketoacidosis: E09.1 †¦Ã¢â‚¬ ¦ without coma: E09.10 †¦Ã¢â‚¬ ¦ with coma: E09.11 Drug or chemical induced diabetes mellitus with kidney complications: E09.2 Drug or chemical induced diabetes mellitus with diabetic nephropathy: E09.21 Drug or chemical induced diabetes mellitus with diabetic chronic kidney disease: E09.22 Drug or chemical induced diabetes mellitus with other diabetic kidney complication: E09.29 Drug or chemical induced diabetes mellitus with ophthalmic complications: E09.3 Drug or chemical induced diabetes mellitus with unspecified diabetic retinopathy: E09.31 †¦Ã¢â‚¬ ¦ with macular edema: E09.311 †¦Ã¢â‚¬ ¦ without macular edema: E09.319 Drug or chemical induced diabetes mellitus with mild nonproliferative diabetic retinopathy: E09.32 †¦Ã¢â‚¬ ¦ with macular edema: E09.321 †¦Ã¢â‚¬ ¦ without macular edema: E09.329 Drug or chemical induced diabetes mellitus with moderate nonproliferative diabetic retinopathy: E09.33 †¦Ã¢â‚¬ ¦ with macular edema: E09.331 †¦Ã¢â‚¬ ¦ without macular edema: E09.339 Drug or chemical induced diabetes mellitus with severe nonproliferative diabetic retinopathy: E09.34 †¦Ã¢â‚¬ ¦ with macular edema: E09.341 †¦Ã¢â‚¬ ¦ without macular edema: E09.349 Drug or chemical induced diabetes mellitus with proliferative diabetic retinopathy: E09.35 †¦Ã¢â‚¬ ¦ with macular edema: E09.351 †¦Ã¢â‚¬ ¦ without macular edema: E09.359 Drug or chemical induced diabetes mellitus with diabetic cataract: E09.36 Drug or chemical induced diabetes mellitus with other diabetic ophthalmic complication: E09.39 Drug or chemical induced diabetes mellitus with neurological complications: E09.4 †¦Ã¢â‚¬ ¦ with diabetic neuropathy, unspecified: E09.40 †¦Ã¢â‚¬ ¦ with diabetic mononeuropathy: E09.41 †¦Ã¢â‚¬ ¦ with diabetic polyneuropathy: E09.42 †¦Ã¢â‚¬ ¦ with diabetic autonomic (poly)neuropathy: E09.43 †¦Ã¢â‚¬ ¦ with diabetic amyotrophy: E09.44 †¦Ã¢â‚¬ ¦ with other diabetic neurological complication: E09.49 Drug or chemical induced diabetes mellitus with circulatory complications: E09.5 Drug or chemical induced diabetes mellitus with diabetic peripheral angiopathy without gangrene: E09.51 Drug or chemical induced diabetes mellitus with diabetic peripheral angiopathy with gangrene: E09.52 Drug or chemical induced diabetes mellitus with other circulatory complications: E09.59 Drug or chemical induced diabetes mellitus with other specified complications: E09.6 Drug or chemical induced diabetes mellitus with diabetic arthropathy: E09.61 Drug or chemical induced diabetes mellitus with diabetic neuropathic arthropathy: E09.610 Drug or chemical induced diabetes mellitus with other diabetic arthropathy: E09.618 Drug or chemical induced diabetes mellitus with skin complications: E09.62 Drug or chemical induced diabetes mellitus with diabetic dermatitis: E09.620 Drug or chemical induced diabetes mellitus with foot ulcer: E09.621 Drug or chemical induced diabetes mellitus with other skin ulcer: E09.622 Drug or chemical induced diabetes mellitus with other skin complications: E09.628 Drug or chemical induced diabetes mellitus with oral complications: E09.63 Drug or chemical induced diabetes mellitus with periodontal disease: E09.630 Drug or chemical induced diabetes mellitus with other oral complications: E09.638 Drug or chemical induced diabetes mellitus with hypoglycemia: E09.64 †¦Ã¢â‚¬ ¦ with coma: E09.641 †¦Ã¢â‚¬ ¦ without coma: E09.649 Drug or chemical induced diabetes mellitus with hyperglycemia: E09.65 Drug or chemical induced diabetes mellitus with other specified complication: E09.69 Drug or chemical induced diabetes mellitus with unspecified complications: E09.8 Drug or chemical induced diabetes mellitus without complications: E09.9 Some medications can raise blood glucose levels and ultimately cause the patient to develop diabetes. (Jamie/Flickr) ICD-10 Codes for Type 1 (Juvenile) Diabetes Type 1 diabetes mellitus: E10 Type 1 diabetes mellitus with ketoacidosis: E10.1 †¦Ã¢â‚¬ ¦ without coma: E10.10 †¦Ã¢â‚¬ ¦ with coma: E10.11 Type 1 diabetes mellitus with kidney complications: E10.2 Type 1 diabetes mellitus with diabetic nephropathy: E10.21 Type 1 diabetes mellitus with diabetic chronic kidney disease: E10.22 Type 1 diabetes mellitus with other diabetic kidney complication: E10.29 Type 1 diabetes mellitus with ophthalmic complications: E10.3 Type 1 diabetes mellitus with unspecified diabetic retinopathy: E10.31 †¦Ã¢â‚¬ ¦ with macular edema: E10.311 †¦Ã¢â‚¬ ¦ without macular edema: E10.319 Type 1 diabetes mellitus with mild nonproliferative diabetic retinopathy: E10.32 †¦Ã¢â‚¬ ¦ with macular edema: E10.321 †¦Ã¢â‚¬ ¦ without macular edema: E10.329 Type 1 diabetes mellitus with moderate nonproliferative diabetic retinopathy: E10.33 †¦Ã¢â‚¬ ¦ with macular edema: E10.331 †¦Ã¢â‚¬ ¦ without macular edema: E10.339 Type 1 diabetes mellitus with severe nonproliferative diabetic retinopathy: E10.34 †¦Ã¢â‚¬ ¦ with macular edema: E10.341 †¦Ã¢â‚¬ ¦ without macular edema: E10.349 Type 1 diabetes mellitus with proliferative diabetic retinopathy: E10.35 †¦Ã¢â‚¬ ¦ with macular edema: E10.351 †¦Ã¢â‚¬ ¦ without macular edema: E10.359 Type 1 diabetes mellitus with diabetic cataract: E10.36 Type 1 diabetes mellitus with other diabetic ophthalmic complication: E10.39 Type 1 diabetes mellitus with neurological complications: E10.4 Type 1 diabetes mellitus with diabetic neuropathy, unspecified: E10.40 Type 1 diabetes mellitus with diabetic mononeuropathy: E10.41 Type 1 diabetes mellitus with diabetic polyneuropathy: E10.42 Type 1 diabetes mellitus with diabetic autonomic (poly)neuropathy: E10.43 Type 1 diabetes mellitus with diabetic amyotrophy: E10.44 Type 1 diabetes mellitus with other diabetic neurological complication: E10.49 Type 1 diabetes mellitus with circulatory complications: E10.5 Type 1 diabetes mellitus with diabetic peripheral angiopathy without gangrene: E10.51 Type 1 diabetes mellitus with diabetic peripheral angiopathy with gangrene: E10.52 Type 1 diabetes mellitus with other circulatory complications: E10.59 Type 1 diabetes mellitus with other specified complications: E10.6 Type 1 diabetes mellitus with diabetic arthropathy: E10.61 Type 1 diabetes mellitus with diabetic neuropathic arthropathy: E10.610 Type 1 diabetes mellitus with other diabetic arthropathy: E10.618 Type 1 diabetes mellitus with skin complications: E10.62 Type 1 diabetes mellitus with diabetic dermatitis: E10.620 Type 1 diabetes mellitus with foot ulcer: E10.621 Type 1 diabetes mellitus with other skin ulcer: E10.622 Type 1 diabetes mellitus with other skin complications: E10.628 Type 1 diabetes mellitus with oral complications: E10.63 Type 1 diabetes mellitus with periodontal disease: E10.630 Type 1 diabetes mellitus with other oral complications: E10.638 Type 1 diabetes mellitus with hypoglycemia: E10.64 †¦Ã¢â‚¬ ¦ with coma: E10.641 †¦Ã¢â‚¬ ¦ without coma: E10.649 Type 1 diabetes mellitus with hyperglycemia: E10.65 Type 1 diabetes mellitus with other specified complication: E10.69 Type 1 diabetes mellitus with unspecified complications: E10.8 Type 1 diabetes mellitus without complications: E10.9 Reusable access points for insulin make life less painful for type 1 diabetics (Elisa Self /Flickr) ICD-10 Codes for Type 2 Diabetes Type 2 diabetes mellitus: E11 Type 2 diabetes mellitus with hyperosmolarity: E11.0 †¦Ã¢â‚¬ ¦ without non-ketotic hyperglycemic-hyperosmolar coma (NKHHC): E11.00 †¦Ã¢â‚¬ ¦ with coma: E11.01 Type 2 diabetes mellitus with kidney complications: E11.2 Type 2 diabetes mellitus with diabetic nephropathy: E11.21 Type 2 diabetes mellitus with diabetic chronic kidney disease: E11.22 Type 2 diabetes mellitus with other diabetic kidney complication: E11.29 Type 2 diabetes mellitus with ophthalmic complications: E11.3 Type 2 diabetes mellitus with unspecified diabetic retinopathy: E11.31 †¦Ã¢â‚¬ ¦ with macular edema: E11.311 †¦Ã¢â‚¬ ¦ without macular edema: E11.319 Type 2 diabetes mellitus with mild nonproliferative diabetic retinopathy: E11.32 †¦Ã¢â‚¬ ¦ with macular edema: E11.321 †¦Ã¢â‚¬ ¦ without macular edema: E11.329 Type 2 diabetes mellitus with moderate nonproliferative diabetic retinopathy: E11.33 †¦Ã¢â‚¬ ¦ with macular edema: E11.331 †¦Ã¢â‚¬ ¦ without macular edema: E11.339 Type 2 diabetes mellitus with severe nonproliferative diabetic retinopathy: E11.34 †¦Ã¢â‚¬ ¦ with macular edema: E11.341 †¦Ã¢â‚¬ ¦ without macular edema: E11.349 Type 2 diabetes mellitus with proliferative diabetic retinopathy: E11.35 †¦Ã¢â‚¬ ¦ with macular edema: E11.351 †¦Ã¢â‚¬ ¦ without macular edema: E11.359 Type 2 diabetes mellitus with diabetic cataract: E11.36 Type 2 diabetes mellitus with other diabetic ophthalmic complication: E11.39 Type 2 diabetes mellitus with neurological complications: E11.4 Type 2 diabetes mellitus with diabetic neuropathy, unspecified: E11.40 Type 2 diabetes mellitus with diabetic mononeuropathy: E11.41 Type 2 diabetes mellitus with diabetic polyneuropathy: E11.42 Type 2 diabetes mellitus with diabetic autonomic (poly)neuropathy: E11.43 Type 2 diabetes mellitus with diabetic amyotrophy: E11.44 Type 2 diabetes mellitus with other diabetic neurological complication: E11.49 Type 2 diabetes mellitus with circulatory complications: E11.5 Type 2 diabetes mellitus with diabetic peripheral angiopathy without gangrene: E11.51 Type 2 diabetes mellitus with diabetic peripheral angiopathy with gangrene: E11.52 Type 2 diabetes mellitus with other circulatory complications: E11.59 Type 2 diabetes mellitus with other specified complications: E11.6 Type 2 diabetes mellitus with diabetic arthropathy: E11.61 Type 2 diabetes mellitus with diabetic neuropathic arthropathy: E11.610 Type 2 diabetes mellitus with other diabetic arthropathy: E11.618 Type 2 diabetes mellitus with skin complications: E11.62 Type 2 diabetes mellitus with diabetic dermatitis: E11.620 Type 2 diabetes mellitus with foot ulcer: E11.621 Type 2 diabetes mellitus with other skin ulcer: E11.622 Type 2 diabetes mellitus with other skin complications: E11.628 Type 2 diabetes mellitus with oral complications: E11.63 Type 2 diabetes mellitus with periodontal disease: E11.630 Type 2 diabetes mellitus with other oral complications: E11.638 Type 2 diabetes mellitus with hypoglycemia: E11.64 †¦Ã¢â‚¬ ¦ with coma: E11.641 †¦Ã¢â‚¬ ¦ without coma: E11.649 Type 2 diabetes mellitus with hyperglycemia: E11.65 Type 2 diabetes mellitus with other specified complication: E11.69 Type 2 diabetes mellitus with unspecified complications: E11.8 Type 2 diabetes mellitus without complications: E11.9 When you start using donuts as bread, it's probably time for an intervention. (stantontcady/Flickr) ICD-10 Codes for Diabetes Related to Pregnancy and Childbirth Diabetes mellitus in pregnancy, childbirth, and the puerperium: 024 Pre-existing diabetes mellitus, type 1, in pregnancy, childbirth and the puerperium: 024.0 Pre-existing diabetes mellitus, type 1, in pregnancy: 024.01 †¦Ã¢â‚¬ ¦ first trimester: 024.011 †¦Ã¢â‚¬ ¦ second trimester: 024.012 †¦Ã¢â‚¬ ¦ third trimester: 024.013 †¦Ã¢â‚¬ ¦ unspecified trimester: 024.019 Pre-existing diabetes mellitus, type 1, in childbirth: 024.02 Pre-existing diabetes mellitus, type 1, in the puerperium: 024.03 Pre-existing diabetes mellitus, type 2, in pregnancy, childbirth and the puerperium: 024.1 Pre-existing diabetes mellitus, type 2, in pregnancy: 024.11 †¦Ã¢â‚¬ ¦ first trimester: 024.111 †¦Ã¢â‚¬ ¦ second trimester: 024.112 †¦Ã¢â‚¬ ¦ third trimester: 024.113 †¦Ã¢â‚¬ ¦ unspecified trimester: 024.119 Pre-existing diabetes mellitus, type 2, in childbirth: 024.12 Pre-existing diabetes mellitus, type 2, in the puerperium: 024.13 Unspecified pre-existing diabetes mellitus in pregnancy, childbirth and the puerperium: 024.3 Unspecified pre-existing diabetes mellitus in pregnancy: 024.31 †¦Ã¢â‚¬ ¦ first trimester: 024.311 †¦Ã¢â‚¬ ¦ second trimester: 024.312 †¦Ã¢â‚¬ ¦ third trimester: 024.313 †¦Ã¢â‚¬ ¦ unspecified trimester: 024.319 Unspecified pre-existing diabetes mellitus in childbirth: 024.32 Unspecified pre-existing diabetes mellitus in the puerperium: 024.33 Gestational diabetes mellitus: 024.4 Gestational diabetes mellitus in pregnancy: 024.41 †¦Ã¢â‚¬ ¦ diet controlled: 024.410 †¦Ã¢â‚¬ ¦ insulin controlled: 024.414 †¦Ã¢â‚¬ ¦ unspecified control: 024.419 Gestational diabetes mellitus in childbirth: 024.42 †¦Ã¢â‚¬ ¦ diet controlled: 024.420 †¦Ã¢â‚¬ ¦ insulin controlled: 024.424 †¦Ã¢â‚¬ ¦ unspecified control: 024.429 Gestational diabetes mellitus in the puerperium: 024.43 †¦Ã¢â‚¬ ¦ diet controlled: 024.430 †¦Ã¢â‚¬ ¦ insulin controlled: 024.434 †¦Ã¢â‚¬ ¦ unspecified control: 024.439 Other pre-existing diabetes mellitus in pregnancy, childbirth, and the puerperium: 024.8 Other pre-existing diabetes mellitus in pregnancy: 024.81 †¦Ã¢â‚¬ ¦ first trimester: 024.811 †¦Ã¢â‚¬ ¦ second trimester: 024.812 †¦Ã¢â‚¬ ¦ third trimester: 024.813 †¦Ã¢â‚¬ ¦ unspecified trimester: 024.819 Other pre-existing diabetes mellitus in childbirth: 024.82 Other pre-existing diabetes mellitus in the puerperium: 024.83 Unspecified diabetes mellitus in pregnancy, childbirth and the puerperium: 024.9 Unspecified diabetes mellitus in pregnancy: 024.91 †¦Ã¢â‚¬ ¦ first trimester: 024.911 †¦Ã¢â‚¬ ¦ second trimester: 024.912 †¦Ã¢â‚¬ ¦ third trimester: 024.913 †¦Ã¢â‚¬ ¦ unspecified trimester: 024.919 Unspecified diabetes mellitus in childbirth: 024.92 Unspecified diabetes mellitus in the puerperium: 024.93 Sarah Neff/Flickr ICD-10 Codes for Other Types of Diabetes Other specified diabetes mellitus: E13 Other specified diabetes mellitus with hyperosmolarity: E13.0 †¦Ã¢â‚¬ ¦ without nonketotic hyperglycemic-hyperosmolar coma (NKHHC): E13.00 †¦Ã¢â‚¬ ¦ with coma: E13.01 Other specified diabetes mellitus with ketoacidosis: E13.1 †¦Ã¢â‚¬ ¦ without coma: E13.10 †¦Ã¢â‚¬ ¦ with coma: E13.11 Other specified diabetes mellitus with kidney complications: E13.2 Other specified diabetes mellitus with diabetic nephropathy: E13.21 Other specified diabetes mellitus with diabetic chronic kidney disease: E13.22 Other specified diabetes mellitus with other diabetic kidney complication: E13.29 Other specified diabetes mellitus with ophthalmic complications: E13.3 Other specified diabetes mellitus with unspecified diabetic retinopathy: E13.31 †¦Ã¢â‚¬ ¦ with macular edema: E13.311 †¦Ã¢â‚¬ ¦ without macular edema: E13.319 Other specified diabetes mellitus with mild nonproliferative diabetic retinopathy: E13.32 †¦Ã¢â‚¬ ¦ with macular edema: E13.321 †¦Ã¢â‚¬ ¦ without macular edema: E13.329 Other specified diabetes mellitus with moderate nonproliferative diabetic retinopathy: E13.33 †¦Ã¢â‚¬ ¦ with macular edema: E13.331 †¦Ã¢â‚¬ ¦ without macular edema: E13.339 Other specified diabetes mellitus with severe nonproliferative diabetic retinopathy: E13.34 †¦Ã¢â‚¬ ¦ with macular edema: E13.341 †¦Ã¢â‚¬ ¦ without macular edema: E13.349 Other specified diabetes mellitus with proliferative diabetic retinopathy: E13.35 †¦Ã¢â‚¬ ¦ with macular edema: E13.351 †¦Ã¢â‚¬ ¦ without macular edema: E13.359 Other specified diabetes mellitus with diabetic cataract: E13.36 Other specified diabetes mellitus with other diabetic ophthalmic complication: E13.39 Other specified diabetes mellitus with neurological complications: E13.4 Other specified diabetes mellitus with diabetic neuropathy, unspecified: E13.40 Other specified diabetes mellitus with diabetic mononeuropathy: E13.41 Other specified diabetes mellitus with diabetic polyneuropathy: E13.42 Other specified diabetes mellitus with diabetic autonomic (poly)neuropathy: E13.43 Other specified diabetes mellitus with diabetic amyotrophy: E13.44 Other specified diabetes mellitus with other diabetic neurological complication: E13.49 Other specified diabetes mellitus with circulatory complications: E13.5 Other specified diabetes mellitus with diabetic peripheral angiopathy without gangrene: E13.51 Other specified diabetes mellitus with diabetic peripheral angiopathy with gangrene: E13.52 Other specified diabetes mellitus with other circulatory complications: E13.59 Other specified diabetes mellitus with other specified complications: E13.6 Other specified diabetes mellitus with diabetic arthropathy: E13.61 Other specified diabetes mellitus with diabetic neuropathic arthropathy: E13.610 Other specified diabetes mellitus with other diabetic arthropathy: E13.618 Other specified diabetes mellitus with skin complications: E13.62 Other specified diabetes mellitus with diabetic dermatitis: E13.620 Other specified diabetes mellitus with foot ulcer: E13.621 Other specified diabetes mellitus with other skin ulcer: E13.622 Other specified diabetes mellitus with other skin complications: E13.628 Other specified diabetes mellitus with oral complications: E13.63 Other specified diabetes mellitus with periodontal disease: E13.630 Other specified diabetes mellitus with other oral complications: E13.638 Other specified diabetes mellitus with hypoglycemia: E13.64 †¦Ã¢â‚¬ ¦ with coma: E13.641 †¦Ã¢â‚¬ ¦ without coma: E13.649 Other specified diabetes mellitus with hyperglycemia: E13.65 Other specified diabetes mellitus with other specified complication: E13.69 Other specified diabetes mellitus with unspecified complications: E13.8 Other specified diabetes mellitus without complications: E13.9 A diabetic cataract (National Eye Institute/Flickr) ICD-9 to ICD-10 Codes for Diabetes Conversion Table Here's a conversion table that translates the old ICD-9 codes for diabetes to ICD-10 codes. There weren’t as many codes to describe different conditions in the ICD-9, so you’ll notice that some of them have more than one possible corresponding ICD-10 code. Some are also translated into a combination of two ICD-10 codes (note the use of the word "and"). ICD-9 ICD-10 249.00 E08.9 or E09.9 or E13.9 249.01 E08.65 or E09.65 249.10 E08.10 or E09.10 or E13.10 249.11 E08.10 or E09.10 or E13.65 249.20 E08.01 or E09.01 or E13.00 249.21 E08.01 or E09.01 or E13.65 249.30 E08.11 or E08.641 or E09.11 or E09.641 or E13.11 or E13.641 249.31 E08.11 or E09.11 or E09.65 249.40 E08.21 or E09.21 249.41 E08.21 or E09.21 or E08.65 249.50 E08.311 or E08.319 or E08.36 or E08.39 or E09.311 or E09.319 or E09.36 or E09.39 or E13.39 249.51 E08.39 or E09.39 249.60 E08.40 or E08.41 or E08.42 or E08.43 or E08.44 or E08.49 or E08.610 or E09.40 or E09.41 or E09.42 or E09.43 or E09.44 or E09.49 or E09.610 or E13.40 or E13.41 or E13.42 or E13.43 or E13.44 or E13.49 249.61 E08.40 or E09.40 AND E08.65 249.70 E08.51 or E09.51 or E13.59 249.71 E08.51 or E09.51 AND E08.65 249.80 E08.618 or E08.620 or E08.621 or E08.622 or E08.628 or E08.630 or E08.638 or E08.65 or E08.69 or E09.618 or E09.620 or E09.621 or E09.622 or E09.628 or E09.630 or E09.638 or E09.649 or E09.65 or E09.69 or E13.620 or E13.621 or E13.622 or E13.628 or E13.638 or E13.649 or E13.65 or E13.69 249.81 E08.69 or E09.69 AND E08.65 249.90 E08.8 or E09.8 or E13.8 249.91 E08.8 or E09.8 or AND E08.65 250.00 E11.9 250.01 E10.9 250.02 E11.65 250.03 E10.65 250.10 E11.69 250.11 E10.10 250.12 E11.69 and E11.65 250.13 E10.10 and E10.65 250.20 E11.00 or E11.01 250.21 E10.69 250.22 E11.00 and E11.65 250.23 E10.69 and E10.65 250.30 E11.641 250.31 E10.11 or E10.641 250.32 E11.01 and E11.65 250.33 E10.11 and E10.65 250.40 E11.29 250.41 E10.29 250.42 E11.21 and E11.65 250.43 E10.21 and E10.65 250.50 E11.311 or E11.319 or E11.36 or E11.39 250.51 E10.311 or E10.319 or E10.36 or E10.39 250.52 E11.311 or E11.319 or E11.36 or E11.39 or E11.65 250.53 E10.311 or E10.319 or E10.36 or E10.39 or E10.65 250.60 E11.40 250.61 E10.40 250.62 E11.40 and E11.65 250.63 E10.40 and E10.65 250.70 E11.51 250.71 E10.51 250.72 E11.51 and E11.65 250.73 E10.51 and E10.65 250.80 E11.618 or E11.620 or E11.621 or E11.622 or E11.628 or E11.630 or E11.638 or E11.649 or E11.65 or E11.69 250.81 E10.618 or E10.620 or E10.621 or E10.622 or E10.628 or E10.630 or E10.638 or E10.649 or E10.65 or E10.69 250.82 E11.65 and E11.69 250.83 E10.65 and E10.69 250.90 E11.8 250.91 E10.8 250.92 E11.8 and E11.65 250.93 E10.8 and E10.65 Updates are temporarily inconvenient but important in the long run (Apple iPhone 6 IOS update, used under CC 2.0) Guidelines on Using ICD-10 Codes for Diabetes As many ICD-10 codes as necessary can be used together to describe the patient’s form of diabetes. Pregnant women who are diabetic should be assigned a code from the 024 category first, followed by the appropriate diabetes codes in the E08 to E13 range. For gestational diabetes (diabetes that occurs during pregnancy) women should be assigned a code under the 024.4 subheading and not any other codes under the 024 category. If the type of diabetes that the patient has is not documented in the medical record, E11 codes for type 2 diabetes should be used as a default. If the medical record doesn’t say what type of diabetes the patient has but indicates that the patient uses insulin, the Type 2 diabetes codes should also be used. The code for long-term use of insulin, Z79.4, should also be used in these cases (unless insulin was just given to the patient as a one-time fix to bring blood sugar under control). Note that the word â€Å"with† in the code titles always means â€Å"associated with† or â€Å"due to† (it doesn’t refer to two disparate conditions). The â€Å"unspecified† codes can be used when not enough information is known to give a more specific diagnosis; in that case, â€Å"unspecified† is technically more accurate than a more specific but as yet unconfirmed diagnosis. For more guidelines on using ICD-10 codes for diabetes mellitus, you can consult this document. What Are ICD-10 Codes? ICD (International Classification of Diseases) codes are a way for doctors to record diagnoses in a succinct universal language. ICD-10 codes refer to the codes from the 10th Revision of the classification system. ICD-10 officially replaced ICD-9 in the US in October of 2015. The switch to ICD-10 was a response to the need for doctors to record more specific and accurate diagnoses based on the most recent advancements in medicine. For this reason, there are five times more ICD-10 codes than there were ICD-9 codes. The ICD-10 codes consist of three to seven characters that may contain both letters and numbers.

Social media Research Paper Example | Topics and Well Written Essays - 1500 words - 1

Social media - Research Paper Example rities or the managers performing the marketing operations for the organization might protect him or the organization from the negative impacts of the social media and from its upcoming challenges in future. This research paper mainly highlights the four components that need to be kept in mind by a legally astute social media marketing manager of an organization. Along with this, all the alternative dispute resolution methods need to be analysed in order to mitigate the disputes so as to maintain a good relationship with the clients. Not only this, the manager of the organization performing transactions through social media might also be well aware about the policies by which the federal government might resolve the disputes. In order to retain the competitiveness of an organization, social media marketing is extremely essential. However, the four characteristics that a legally astute social media marketing manager needs to keep in mind are a positive attitude towards the legal issues and various regulations, explicit knowledge over the rules, laws and techniques. Other than this the proactive attitude towards the importance of laws is also extremely essential in making an organizational portfolio successful as well as the manager may comprise of the ability to utilise well-versed judgements so as to resolve the legal implications in an effective way. In order to amplify the operations and functions of the organization, the social media manager needs to be well-knowledgeable with all the above mentioned components. This might help the manager to enhance the brand image and reputation of the organization thereby amplifying its profit margin to a significant extent among many other rival players. Therefore , it might be clearly stated that in order to maintain the marketing operations of an organization effectively through social media, it’s extremely essential to be analyse and understand the legal impacts of the rules and regulations of social media (Joosten,