As the research stresses the company enjoys more flexibility in terms of making decisions at the local levels. Decentralization for the company has also played a role in allowing the top management ample time to focus on long term planning. However, while the firm has decentralized most of its operations, there are certain divisions that are still centralized due to their importance. These divisions include, for instance, the human resource, finance, innovation and strategy division. On the other hand, the market for non-alcoholic beverages continues to grow, and Coca-Cola can use its economies of scale to expand its market base.

From the report it is clear the company needs to exploit include, for instance, India and China where there is a high demand for soft drinks due to hot climate conditions. In addition, there is also a growing market for still drinks as more customers are focusing health and wellness. Conversely, in order to remain competitive, the company needs to embrace innovation. Through innovation, the company will be in a position to develop a business strategy that is unique to the competition. The Coca-Cola is a multinational company that specializes in the manufacture of soft drinks. A pharmacist known as Stith Pemberton invented the firm’s main product, Coca-Cola in 1886. However, both the formula and Coca-Cola brand was later sold to Asa Candler in 1889, leading to the establishment of The Coca-Cola Company.

Basic Assessment Techniques for Hip Dislocation in the Pediatric Population Basic Assessment Techniques for Hip Dislocation in the Pediatric Population

Introduction

Hip dislocation is a common physiological problem in the pediatrics since it develops mostly during the gestation period due to the movement of the fetus in the womb. The problem is rife among children under the age of two years, but it can easily be diagnosed through physical examination at this stage (Byrd, 2012). The practitioners will often ask the parents specific questions to determine the degree of dislocation. Some of the questions include: Does the child feel pain while walking?. Did you encounter any complications during delivery?. and: Does the child find difficulty while walking or standing? There are three main techniques for assessing whether a child is suffering from this complication. They include Ortolani test, Barrow maneuver, and Galeazzi’s test. Hip dislocation is a prevalent physiological problem in the pediatrics, which can develop before, during or after birth, but it can be diagnosed through the Ortolani test, Barrow maneuver, and Galeazzi’s test.

Assessment of Hip Dislocation

Ortolani Test

The Ortolani test is performed by the medical examiner placing his/her hands over the child’s knees with the thumbs on the medial thigh while the rest of the fingers apply some slight pressure on the trochanter area as well as the lateral thigh. With slow abductions being performed on these areas, the dislocated hip will often reduce with a palpable “cluck.” The intensity of instability of the hip is categorized into two depending on the results of the examination. Positive Ortolani is a situation where the hip is dislocated and reducible at the same time. Negative Ortolani implies the hip of the child is dislocated, but it is irreducible (Byrd, 2012).

Barrow Maneuver

Barrow maneuver involves the examiner guiding the child’s hip into a kind of abduction movement by applying some mild force with his/her thumbs. In the event that the bones of the child are not stable, the femoral bone will slide over the rear rim of the acetabulum bone while producing some noticeable sensation of subluxation or dislocation. Relatively, the degree of instability is measured by the results of the test. If a dislocation is evident, then the test can be said to be positive Barrow, but if the hip is characterized by mild instability, that can be termed as a subluxation or rather a negative Barrow test (Godley, 2013).

Galeazzi’s Test

In this case, the child to be examined is made to assume a supine position while his/her legs are bent at ninety degrees with the feet being kept flat over a level surface. The practitioner will examine the child to ascertain any differences between the two knees. If one knee tends to be lower than the other, this is an indication of a dislocation in the lower side of one hip (Byrd, 2012).

It is advisable that new-born babies should be examined through physical techniques rather than using radiographic methods that can affect them. In the event that an examination indicates a positive hip dislocation, the child should be referred to an orthopedic for specialized attention (Byrd, 2012). However, in the case of children aged two years and above, ultrasonography has been found to be the most efficient technique for determining any traces of hip dislocation since the bones around the area have matured and differentiated, making it possible to carry out a medical examination. In children between the ages of 2 and 3 years, Ortolani and Barrow’s maneuver are often less sensible because unilateral dysplasia is present in an asymmetrical manner on the side of the dislocated hip, and thus the legs of the affected children will often turn outside, leaving some gap between the legs. In walking children aged three years and above unilateral dislocation results in the dislocated hip having a shorter leg than the other (Fleisher & Ludwig, 2010).

References

Byrd, J. W. T. (2012). Operative hip arthroscopy. Heidelberg: Springer. Retrieved from http://www.worldcat.org/title/operative-hip-arthroscopy/oclc/811139639/viewport.

Fleisher, G. R., & Ludwig, S. (2010). Textbook of pediatric emergency medicine. Philadelphia: Wolters Kluwer/Lippincott Williams & Wilkins Health. Retrieved from http://www.worldcat.org/title/textbook-of-pediatric-emergency medicine/oclc/502393128/viewport.

Godley, D. R. (2013). Assessment, diagnosis, and treatment of developmental dysplasia of the hip. Journal of the American Academy of Physician Assistants, 26(3), 54–58. Retrieved from http://journals.lww.com/jaapa/Abstract/2013/03000/Assessment,_diagnosis,_and_treatment_of.11.aspx.

From this paper it is clear that there is evidence that many organizations violate this law and are unwilling to provide this free time to the employees. Besides, some organizations provide these breaks at irregular time while others attach strict conditions regarding the utilization of this period. Therefore, it has become increasingly important to determine how the law should be implemented within the work environment and the role that the employees should play in contributing to the implementation of this law. Evidently, the government needs to support this work policy to reduce the various violation instances in the country. California’s breaks and meals laws provide employers with a framework on how to organize the working and rest period for their employees. According to the law, employers are required to provide their workers with 30 minutes break after every five working hours from the start time if the total working period exceeds 6 hours. Organizations that provide less than 6 working hours are exempted to this law as the government considers this working period considerably short. The implication is that if the workers have to work for more than ten hours, they must be awarded more than two breaks as a resting period. The law strictly requires that the five hours rule be adhered as part as obedience to the law. During the break, the employees are free to use this time for their personal duties rather than work. They are not limited to stay within the work premises and may leave to go to other places. However, they must return as soon as this break period is over to continue with their day work.

While Brazilian law, like Australian law, indorses the duty to act in good faith and honesty with respect to contractual relations, the doctrine of freedom of contract under Brazilian law is subject to constraints.3 The new Brazilian Civil Code 2003, mandates that the freedom of contract shall be based on and constrained by the “social function of the contract”.4 As Grebela explains:

For the purposes of the formation of a contract, Brazilian contract law is at odds with the position taken in Australia. For instance, an offer made to multiple persons, such as those made in advertisements is generally considered to be an invitation to treat under Australian contract law unless the contrary is derived from the nature of the offer.6 Ultimately, goods placed on display with price tags attached are not offers but actually invitations to negotiate offers and do not become an offer to enter into contractual relations until such time as an item is selected and presented for purchase.7

Under the Brazilian Civil Code, the opposite position is true. By virtue of Article 429 of the Civil Code 2003 (Brazil) any offer made to multiple parties will be deemed to be a contract proposal if the offer contains the essential elements of the actual contract.8 In other words, the general rule under Australian law is that an offer made to the public is no more than an invitation to treat unless it clearly intends to form the basis of an offer. Under Brazilian contract law, the offer made to the public at large is a contract proposal/offer unless it is clearly meant to be a mere invitation to treat.

Under Australian contract law, when the time for performance of the parties’ respective obligations is fixed under a contract, the parties may extend that time by agreement, acquiescence or waiver.

&nbsp. In a typical case, the courts tend to encourage the continuation of a contract and will not treat delay as a fundamental breach if it is possible for the parties to comply with the contractual terms despite the delay and default by one of the parties.

the growth items selected for the balanced scorecard is expected to be made up of both financial and non-financial data items that incorporate growth for the organization (quote). By implication, the balanced scorecard can be noted to be a strategic tool that is aimed at organizational growth that is expected to be triggered by attitude and carefully planned implementation strategies by the company or division of company using it.

Based on the generalized characteristics that have been identified, there are a number of strengths that can be seen of the balanced scorecard being used at the M&R division of Global Oil Corporation. Reading from the case, it would be noted that all that has been referred to as the first generation balanced scorecard have been included for the M&R division. According to quote (year), these include financial, customer, internal business process, and learning and growth. By integrating such a varied array of aspects of business management into the balance scorecard, the company can expect that its growth and development efforts will be as widespread and open ended as possible.