Rights of Drug Administration

THE SIX RIGHTS OF DRUG ADMINISTRATION Right Drug Many drugs have similar spellings and variable concentrations. Before the administration of the medication, it is imperative to compare the exact spelling and concentration of the prescribed drug with the medication card or drug profile and the medication container. Regardless of the drug distribution system used, the drug label should be read at least three times: 1. Before removing the drug from the shelf or unit dose cart. 2. Before preparing or measuring the actual prescribed dose 3.Before replacing the drug on the shelf or before opening a unit dose container (just prior to administering the drug to the patient) Right Time When scheduling the administration time of a medication, factors such as timing abbreviations, standardized times, consistency of blood levels, absorption, diagnostic testing, and the use of p. r. n. medications must be considered. 1. Standard Abbreviations—The drug order specifies the frequency of drug a dministration. Standard abbreviations used as part of the drug order specify the times of administrati0n.The nurse should also check institutional policy concerning administration of medications. Hospitals often have standardized interpretations for abbreviations. The nurse must memorize and utilize standard abbreviations in interpreting, transcribing, and administering medications accurately. 2. Standardized Administration Times—For patient safety, certain medications are administered at specific times. This allows laboratory work or ECGs to be completed first, in order to determine the size of the next dose to be administered. 3.Maintenance of Consistent Blood Levels—The schedule for the administration of a drug should be planned to maintain consistent blood levels of the drug in order to maximize the therapeutic effectiveness. 4. Maximum Drug Absorption—The schedule for oral administration of drugs must be planned to prevent incompatibilities and maximize abs orption. Certain drugs require administration on an empty stomach. Thus, they are given 1hour before or 2 hours after meals. Other medications should be given with foods to enhance absorption or reduce irritations.Still other drugs are not given with diary products or antacids. It is important to maintain the recommended schedule of administration for maximum therapeutic effectiveness. 5. Diagnostic Testing—Determine whether any diagnostic tests have been ordered for completion prior to initiating or continuing therapy. Before beginning antimicrobial therapy, assure that all culture specimens (such as blood, urine, or wound) have been collected. If a physician has ordered serum levels of the drug, coordinate the administration time of the medication with the time the phlebotomist is going to draw the blood sample.When completing the requisition for a serum level of a medication, always make a notation of the date and time that the drug was at last administered. Timing is impo rtant; if tests are not conducted at the same time intervals in the same patient, the data gained are of little value. 6. P. R. N. Medications—Before the administration of any p. r. n. medication, the patient’s chart should be checked to ensure that the drug has not been administered by someone else, or that the specified time interval has passed since the medication was last administered. When a p. rn. medication is given, it should be charted immediately.Record the response to the medication. Right Dose Check the drug dosage ordered against the range specified in the reference books available at the nurses’ station. 1. Abnormal Hepatic or Renal Function—Always consider the hepatic and renal function of the specific patient who will receive the drug. Depending on the rate of drug metabolism and route of excretion from the body, certain drugs require a reduction in dosage to prevent toxicity. Conversely, patients being dialyzed may require higher than nor mal doses. Whenever a dosage is outside the normal range for that drug, it should be verified before administration.Once verification has been obtained, a brief explanation should be recorded in the nurses’ notes and on the Kardex 9or drug profile) so that others administering the medication will not be repeatedly contacted with the same questions. The following laboratory tests are used to monitor liver function: aspartame aminotransferase (AST), alanine aminotransferase (ALT), gamma glutamyl transferase (GGT), alkaline phosphatase and lactic dehydrogenase (LDH). The blood urea nitrogen (BUN), serum creatinine (Crs), and creatinine clearance (Ccr) are used to monitor renal function. 2.Pediatric and Geriatric Patients—Specific doses for some drugs are not yet firmly established for the elderly and for the pediatric patient. The nurse should question any order outside the normal range before administration. For pediatric patients, the most reliable method is by proporti onal amount of body surface area or body weight. 3. Nausea and Vomiting—If a patient is vomiting, oral medications should be withheld and the physician contacted for alternate medication orders, as the parenteral or rectal route may be preferred. Investigate the onset of the nausea and vomiting.If itbegan after the start of the medication regimen, consideration should be given to rescheduling the oral medication. Administration with food usually decreases gastric irritation. Consult with a physician for changes in orders. Right Patient When using the medication card system, compare the name of the patient on the medication card with the patient’s identification bracelet. With the unit dose system, compare the name on the drug profile with the individual’s identification bracelet. When checking the bracelet under either system, always check for allergies, as well.Some institutional policies require that the individual be called by name as a means of identificatio n. This practice must take into consideration the patient’s mental alertness and orientation. It is much safer ALWAYS to check the identification bracelet. 1. Pediatric Patients—Never ask children their names as a means of positive identification. Children may change beds, try to avoid you, or seek attention by identifying themselves as someone else. Check identification bracelets EVERY TIME. 2. Geriatric Patients—It is a wise policy to check identification bracelets, in addition to confirming names verbally.In a long-term care setting, residents usually do not wear identification bracelets. In these instances, only a person who is familiar with the residents should administer medications. Many errors may be voided by carefully following the practices just presented. Make it a habit to check the identification bracelet EVERY TIME a medication is administered. The adverse effects of administration to the wrong medication to the wrong patient and the potential for a lawsuit can thus be avoided. Right Route The drug order should specify the route to be used for the administration of the medication.Never substitute one dosage form of medication for another unless the physician is specifically consulted and an order for the change is obtained. There can be a great variation in the absorption rate of the medication through various routes of administration. The intravenous route delivers the drug directly into the bloodstream. This route provides the fastest onset, but also the greatest danger of potential adverse effects such as tachycardia and hypotension. The intramuscular route provides the next fastest absorption rate, based upon availability of blood supply.This route can be quite painful, as is the case with many antibiotics. The subcutaneous route is next fastest, based on blood supply. In some instances the oral route may be as fast as the intramuscular route, depending on the medication being given, the dosage form (liquids are absorbed faster than tablets), and whether there is food in the stomach. The oral route is usually safe if the patient is conscious and able to swallow. The rectal route should be avoided, if possible, due to irritation of mucosal tissues and erratic absorption rates.In case of error, the oral and rectal routes have the advantage of recoverability for a short time after administration. Right Drug Preparation and Administration Maintain the higher standards of drug preparation and administration. Focus your entire attention on the calculation, preparation, and administration of the ordered medication. A drug reconstituted by a nurse should be clearly labeled with the patient’s name, the dose or strength per unit of volume, the date and time the drug was reconstituted, the amount and type of diluent used, the expiration date/ or time, and the initials or name of the nurse who prepared it.Once reconstituted, the drug should be stored according to the manufacturer’s recommendation . †¢ CHECK the label of the container for the drug name, concentration, and route of appropriate administration. †¢ CHECK the patient’s chart, Kardex, medication administration record, or identification bracelet for allergies. If no information is found, ask the patient, prior to the administration of the administration of the medication, if he or she has any allergies. †¢ CHECK the patient’s chart, Kardex, medication administration record for rotation schedules of injectable or topically applied medications. CHECK medications to be mixed in one syringe with a list approved by the hospital or the pharmacy for compatibility. Normally, all drugs mixed in a single syringe should be administered within 15 minutes after mixing. Immediately prior to administration, ALWAYS CHECK the contents of syringe for clarity and the absence of any precipitate; if either is present, do not administer the contents of the syringe. †¢ CHECK the patient’s identity EVERY TIME a medication is administered. †¢ DO approach the patient in a firm but kind manner that conveys the feeling that cooperation is expected. DO adjust the patient to the most appropriate position for the route of administration (for example for oral medications, sit the patient upright to facilitate swallowing). Have appropriate fluids ready before administration. †¢ DO remain with the patient to be certain that all medications have been swallowed. †¢ DO use every opportunity to teach the patient and family about the drug being administered. †¢ DO give simple and honest answers or explanations to the patient regarding the medication and treatment. DO use a plastic container, medicine cup, medicine dropper, oral syringe, or nipple to administer oral medications to an infant or small child. †¢ DO reward the child who has been cooperative by giving praise; comfort and hold the uncooperative child after completing the medication administration. †¢ D O NOT prepare or administer a drug from a container that is not properly labeled or from a container where the label is not fully legible. †¢ DO NOT give any medication prepared by an individual other than the pharmacist. ALWAYS check the drug name, dosage, frequency, and route ofadministration against the order.Student nurses must know the practice limitations instituted by the hospital or school and which medications can be administered under what level of supervision. †¢ DO NOT return an unused portion or dose of medication to a stock supply bottle. †¢ DO NOT attempt to administer any drug orally to a comatose patient. †¢ DO NOT leave a medication at the patient’s bedside to be taken â€Å"later†; remain with the individual until the drug is taken and swallowed. †¢ DO NOT dilute a liquid medication form unless there are specific written orders to do so. BEFORE DISCHARGE: (1) Explain the proper method of taking prescribed medications to the p atient. (2)Stress the need for punctuality in the administration of medications, and what to do if a dosage is missed. (3)Teach the patient to store medications separately from other containers and personal hygiene items. (4)Provide the patient with written instructions reiterating the medication names, schedules, and how to obtain refills. Write the instructions in a language understood by the patient, and use LARGE BOLD LETTERS when necessary. (5) Identify anticipated therapeutic response. 6)Instruct the patient, family member(s), or significant others on how to collect and record data for use by the physician to monitor the patient’s response to drug and other treatment modalities. (7)Give the patient, or another responsible individual, a list of signs and symptoms that should be reported to the physician. (8)Stress measures that can be initiated to minimize or prevent anticipated side effects to the prescribed medication. It is important to do this further encourage the p atient to be complaint with the prescribed regimen.Right Documentation Documentation of nursing actions and patient observations has always been an important ethical responsibility, but now it is becoming a major medicolegal consideration as well. Indeed, it is becoming known as the sixth right. Always chart the following information: date and time of administration, name of medication, dosage, route, and site of administration. Documentation of drug action should be made in the regularly scheduled assessments for changes in the disease symptoms the patient is exhibiting.Promptly record and report adverse symptoms observe. Document health teaching performed and evaluate and record the degree of understanding exhibited by the patient. †¢ DO record when a drug is not administered and why. †¢ DO NOT record a medication until after it has been given. †¢ DO NOT record in the nurses’ notes that an incident report has been completed when a medication error has occurre d. However, data regarding clinical observations of the patient related to the occurrence should be charted to serve as a baseline for future comparisons.Whenever a medication error does occur, an incident report is completed to describe the circumstances of the event. An incident report related to a medication error should include the following data: date, time the drug was ordered, drug name, dose, and route of administration. Information regarding the date, time, drug administered, and dose and route of administration should be given, and the therapeutic response or adverse clinical observations present should be noted. Finally, record the date, time, and physician’s ordered given. Be FACTUAL; do not state opinions on the incident report.

Katzenbach and Smith’s Essay

Using Katzenbach and Smith’s article as a guide, what might you do if you wanted to encourage team performance? What risks would you face in doing this, and what would you have to be careful of? What I would do to encourage team performance is to set goals for them, in the Katzenbach and smith’s article, they have mentioned the 4 main elements that make team functional, common commitment and purpose, Performance goals, Complementary skills and Mutual accountability. Team functional, common commitment and purpose, this is like given the team a goal for them, having a goal can let the team work more effectively as they can achieve something, the more meaningful the goal is, the more likely the team will live up to the performance potential. For a team, it is very important to have almost everyone doing what they are best at, everyone has what they are good at and is important to have them using their own skills, in this way the job will be done more efficiently. Also the team needs to meet the deadlines, also to attend all the meetings, this is because the team will need to be update to all the new information so the team will understand what they are doing and having group discussion, also to know if the competitors has any new moves on their business. If the team can spend a lot of time together, in this way the team will get to know each individual’s working method or getting to know each other, in this way the relationship will be better which will make a much better team. A specific goal for any individuals can let them stay focus on one subject, this is so all the control for this person can focus on one thing which can give a much better result. Also the reward they can get from working to its performance potential, a reward can be very differently; it can be the manger will buy the team a dinner or give bonus, or even a promotion, this can improve the behaviors of the team, also will encourage them to work better or faster for the reward they can get. But the methods above doesn’t always work, having goal doesn’t mean that the team can achieve it, in the long term if they cannot achieve, is common sense that people will start to give up on the task, I think the task needs to be achievable and the team must know before they start how badly things can be, if they knew this, the chances of the problem will is less. People in the team will always dislike someone in the group, this can always happens and the disadvantage of this is the information between them might not be shared  which can cause problems. The rewards can also be a bad thing for the team, most people would like to have a promotion, but having promotion mean cause problems in the team, teammates can be fighting for the promotion and this can break the relationship between them.

Economy of the United States Essay

The time is considerably improved for the distinctive American citizen of 2007 than for a citizen of the 1800s. An array of economic policies known as import substitution is frequently quoted as the central reason of Latin America’s crises in the 1980s. The stratagem had outsized harmful upshots on economic growth in the 1980s reacting to the 1970s and 1980s progress. However, in the mid 1990s, import substitution policies had slight hit in renovating Latin American countries into sellers of feigned products. In fact, the condition was even worse in 1980s, as anxieties about non-payment raised; mean yearly price rises climbed radically from 1980 to 1985. And the economic deformations linked with hikes in inflation are stern. From last 1990s, numerous efforts have been carried out to alleviate the dilemma related to Latin America’s huge outside debt. A few restructurings in the 1990s had no brunt or were untied almost immediately as they were brought in. Just the once recent economic development and dependable growth in input & output, and output per person commences, it is liable to persist on a usual source and progress public’s being. It is constant with the world’s practice in the 80s and 90s era. For now, in the United States, the introduction of Information technology generated an innovative market that created the hardware and generated the software required to suit the ignition claim for these appliances that had grown to be reasonable to about everybody. That market substituted the previous; a belief of capitalist theory called creative destruction which envisaged that outcome, truly emerged to be operational, even as the economy appeared to be strong. Obstinately, United States government tax policy also offers inducements for U. S. multinational firms to set up abroad. In current tax laws, firms are allocated without letting up to suspend disbursing business revenue taxes on incomes made offshore. The suspension is fine in anticipation of these firms send back the incomes to the home, upon which occasion they are taxed at the typical business income tax charge. However the U. S. business income-tax charge is one of the biggest in the planet, there is an extremely well-built inducement for firms to reinvest those profits outside of the United States. As a result, United States Government; the Congress agreed to provide tax relief per annum, in order that firms could send back incomes back to the home at a lesser tax charge. Firms made it in having this 2004 tax break by saying that it would facilitate them to employ those incomes to invest in the home and make employments for US citizens. Certainly, it’s almost unfeasible to establish they performed the deed or not. The initial phases of globalization and outsourcing charge millions of U. S. manufacturing employments but different specialists declared us that this was nil to agonize about since they were blue-collar Rust Belt employments. United States of America was converting itself into an overhaul economy, and facilitated all along by the Information technology. Internet tune-ups, cutting-edge research and growth made the transparent, high-paying employments that kept U. S. ahead in the current era. However, supporters of globalization disagree that outsourcing millions of mechanically transportable service jobs will decrease rates and increase productivity in the U. S. Except the assets of globalization don’t seem so gentle from the perspective of an American computer analyst or auditor. They have performed what they were expected for but their effort was obstinately spoilt when the home employers hired overseas staff working so cheap. When lucrative manufacturing and service jobs shift abroad, relocated American employees are frequently obliged to accept low pay jobs and upward mobility. Paradoxically, at the instance millions of jobs are being outsourced and millions of unlawful migrants are overflowing into the U. S. , to get away form their domestic scarcity and joblessness; hence purely spoiling U. S. internal economy. Ironically, the good news is that, while United States governed Congress helped out to generate this chaos with poor economic and foreign policies, she can assist to overcome it. Still, U. S. is the best-positioned to make sustainable advantage of the growing world economy in the global marketplace. Modern economic trends, together with a huge trade shortage, on its last legs of norm revenues, comparatively weak job growth, have been to state the slightest rather intimidating. However there is one thing encouraging, the strong growth of productivity in the U. S. Commencing in the mid-1990s, productivity has recovered after 20 years of comparatively meager presentation. Regrettably, economists have hardly any solutions for progressive economic growth, as conservative neo-traditional growth forms pay no heed to technological modernization. On the contrary, a â€Å"neo-Schumpetarian† examination proposes that the revitalization and immobility of productivity are tied to the materialization and succeeding collapse of new techno-economic manufacture procedures. While an old economy attains its perimeters from the perspective of innovation and the dispersal of the technology structure, it grows to be ever more intricate to spin out productivity growth. Just after an innovative technology system suits reasonably priced as much as necessary and invasive adequate is it capable to rejuvenate the engine of productivity patterns. This examination recommends that though the modern information technology based technology system is probable to prolong to impel strong productivity growth for at any rate the coming 20 years, an innovation-exhaustion hold up may be very soon above the prospect. In fact, IT is really improving productivity, however merely in peculiar segments. Since the 1990s, productivity grew 1. 1% per year in segments spending greatly in computers and about 0. 35% in segments spending less. During 1990 and 2003, productivity growth in IT-exhaustive production averaged 3. 03% per annum, in contrast to just 0. 2% per annum in less-IT-exhaustive industry. In effect, the increase in mechanical automation was the really enormous growth of the economy of the era. Since many economists declare that globalization and technology have merged to generate up-to-the-minute tenets for the U. S. economy. However this economist considers old economics still offers the unsurpassed elucidation for current happenings. However, the new-economy model is not only a design that is obviously cleared by a particular economist and an extensive choice of thoughts descends below the new-economy streamer. Relatively than reviewing the concepts of a range of new-economy researchers, the subsequent argument assembles the thoughts into three extensive reports of the new economy; a long-run-growth, a sources-of-growth version, and a business-cycle version, which reveal the combined concept of several economists. Even as these reports disagree in particular calculations and inferences; butt all contribute to a widespread center that constructs them ingredient of the new-economy structure. In the past few years, the U. S. conomy has gained from a pointed deterioration in oil and commodity costs, a well-built American dollar, a tendency on the way to handled concern and reserved health-care prices, an impartial budget, and a fall in military expenses. Each one of these transient causes may have assisted the economy and guided to the unforeseen blend of falling inflation and unemployment rates. While distinguishing between temporary factors and structural changes, it is a hard chore that entails cautious empirical analysis and, additionally significant is a lengthier instant sequence of information. Simply by scrutinizing unemployment and inflation under a broad variety of economic circumstances for several years will it be achievable to wrap up if a structural change has in fact risen? Fast track and fiscal policy for the International Monetary Fund are merely fractions of a better scheme the United States Government must create to facilitate its citizens retain their leadership in what is, incontrovertibly, an accurately global economy. Moreover, the Federal Reserve should reduce interest rates, at this time sprinting at approximately four times the rate of inflation, with no less than one-half of 1%. Moreover, Conformist economics observes economic growth as a consequence of input accumulation and technological growth in a world of nearly invariable come backs to level. At the same time, there is a little argument about how to determine inputs and how to describe technological growth, there is an agreement that a great deal of economic growth engages trade-offs, such as increasing capital means investment, forgone consumption and savings, though increasing labor input needs education expenses and relinquished freedom. Whichever unsolved growth is branded the input of total factor productivity (TFP), also called the famous Solow residual, which reveals technical progress, improved efficiency, spillovers, scale economies, demand side policy, pull inflation and so on. Countless economic studies of foreign direct investment center on the features of the companies in creating its resolution to spend overseas. While the rest employ features of host nations as independent variables, that U. S. oreign direct investment runs to Europe contain such independent variables as growth of market size and size in host countries, levels of protectionism in host countries, and capital control programs of the U. S. Government. The causes for the disparity in corresponding the employment and productivity growth amid the two regions may be vibrant, except mostly dialogue they go down into three types. At the outset, the expansion of the pay, the rental ratio is a typical macroeconomic elucidation for modifications in labour and capital intensity influencing the employment growth productivity. During the 2000-s, pay control and active labour market policies elevated labour force membership statistics in Europe however, simultaneously decreased the growth of labour charge comparative to the capital cost. The quicker employment growth but lower growths of labour productivity are probable consequences of these policies of the U. S. Government. Seeing the initiation of the global economy and amplified tax competition, businesses and other shareholders employ geographically fungible capital to reduce their tax charges by shifting their assets to lower tax regions. Hence the capacity for capital flight compels limitations on the point of taxation that in order compels fiscal discipline on the U. S. Government. However the normative economic research have demonstrated that the optimal tax rate on capital is zero, while the optimal tax rate on labor is positive, proposing that the expressive decline of taxes on capital, during tax competition, would offer wide-reaching advantages in the global market. In addition, in a more competent market, investment will be owed more effectively, escorting to worldwide welfare profits in the all-embracing race. The interconnected concepts comprise nonlinear growth once a critical mass is attained, worthy rounds of positive feedback in manufacturing and communal firms for example Silicon Valley, and declining costs and amplified excellence by means of technology and scale economies. These concepts are not new-fangled to conservative US economics; however the new economy offers them far better magnitude and looks them as the dynamic energy of growth economy-wide (Fretz, 4-15). The recent facts propose that it is yet excessively untimely to let know if a new economy has actually materialized. The new economy is resolutely constructed on the supposition of structural changes in the economy; however there is just not sufficient information yet to differentiate elemental transformations from unconventional accounts, for example transitory shocks can escort to the identical upshots. By building up these concepts at this instant, economists and policymakers would be capable to come to a decision if there truly is a new economy in the United States

Case study garuda indonesia

Mr. Mohammad Soeparno, President Director of Garuda Indonesia Airways III. Major Policy Statement Garuda Indonesia Airways, the largest airline in the Southern Hemisphere, is a provider of air transportation and a guarantor of quality service that supports the success of the development of transportation and tourism, aiming to be one of the world’s top airlines in the year 2000. IV. Current Operational Plans Management 1. The management made an assessment of the company’s strengths and weaknesses relative to the environmental opportunities and threats. In order to respond to the increasing uncertainty in the environment in which Garuda operates, the management found it necessary to adopt a â€Å"strategic thinking† in making plans to reach the following goals: 1. To be one of the world’s top 10; 2. to give excellent service; to be more professional in commercial air transportation; and 4. To increase finance condition by reaching 5% profit before tax. 2. Panca Program – five point programs in order to reach their objectives. Panca Program contained the following elements: 1. To increase fleet utilization; 2. To improve employees’ welfare; 3. To improve service; 4. To implement the national civil aviation policy as decreed by the Minister of Communication; and 5. To boost tourism. 3. In 1985, Garuda introduced service to the U. S. under an interchange agreement with Continental Airlines of the U. S but Garuda’s interchange agreement with Continental also came to an end in 1986. This gave rise to the involvement of two or more airlines in the same flight serving a particular route. The airlines involved share of the revenues, the costs, or the profit generated by the joint service. 4. Garuda’s â€Å"strife doctrine† which means consistent in reaching â€Å"national objectives. † 5. Garuda Indonesia was classified as a PT (PERSERO) issued by the government of Indonesia, Garuda assumed a dual role as â€Å"agent of development† and as a â€Å"profit-seeking† enterprise. Marketing 1. To promote Garuda’s â€Å"Executive Class,† Garuda ran full-page color advertisements in overseas business newspapers and magazine featuring photography of different but equally satisfied-looking business passengers (all Caucasians), complete with their identification and testimonials. 2. Garuda’s advertising looked much more aggressive than ever before. Garuda also ran a series of advertisements capitalizing the new livery. The introduction of the new convenience in purchasing Garuda tickets using American Express cards in November 1986 was also widely advertised. When a passenger subsequently wished to pay with an American Express card, however, the girl at Garuda sales counter at Soekarno-Hatta airport in Jakarta succeeded to discourage the use of the credit card. Another series of advertisement appeared to promote international cargo service, apparently to show the company’s support to the government’s campaign to boost Indonesia’s non-oil exports. 3. The logo of Garuda Indonesia Airways was changed. The new logo used â€Å"Garuda Indonesia† instead of â€Å"Garuda Indonesia Airways† and the whole livery from red-and-white dominated colors to different shades of blue. Garuda, the bird carrying the God Vishnu in the Hindu mythology, was made to look more like the exotic bird of paradise in the new logo. The passengers were pleasantly surprised by the cleaner appearance of the aircraft’s exterior interior which came about from the re-painting and from changing the upholstery. 4. Garuda’s souvenirs for first class and business class were better designed and there was already and expanded wine list on Garuda’s international flights. 5. To help promote tourism, Garuda introduced â€Å"Visit Indonesia Air Pass† under 3 different packages. The 5-city package cost 300 US Dollars, the 10-city package cost 400 US Dollars, and 35-city package cost 500 US Dollars. Eligibility was restricted to foreign nationals and the purchase must be made outside of Asia with the exception of Japan. Holiday packages inclusive of accommodation, transfers, tours, or meals were also available. 6. Garuda has sales channels distributed to big and potential cities. Finance 1. Mr. Wiweko Supono’s (former President Director of Garuda before Mr. Lumenta) management reported a net loss of 46 million US Dollars for the year ended December 1983, and when replaced by Mr. Lumenta, it’s management inherited foreign debts amounting close to 1.3 billion US Dollars at 12% interest per annum and in the words of then Commercial Director of that time, Mr. Soeparno, â€Å"a weak system in every aspect. † 2. The construction cost of the training center for Garuda’s Human Resource Development reported by the company was 31 billion rupiah. Twelve months later, Garuda signed a purchase contract for a DC-19 simulator costing 11. 5 million US Dollars finance d through an EXIM Bank soft loan. Operations 1. Garuda’s business class was given a new emphasis to attract more passengers paying the full fare. It has been promoted as â€Å"Executive Class† and it has become the premiere class on flights aboard the Airbus A-300 and the DC-9. Garuda has even relocated the business-class section on its Boeing-747 flights from the small upper deck to the more spacious main deck in front normally reserved for first-class passengers. The first-class section has since occupied the upper deck. 2. There was a resumption of serving snacks and soft drinks on Garuda’s short domestic flights to give the passengers a bit of refreshment and because of this, instead of 30 more passengers, Garuda managed to attract about 200, luring them from its domestic competitors. 3. To further improve Garuda’s service to its passengers flying from overseas on the big Boeing 747 bound for Bali, Garuda introduced in-flight immigration inspection on its Tokyo-Jakarta-Bali flights. The priority was given to Bali-bound flights because the terminal building at the airport in Denpasar, Bali was too small to give shelter to the hundreds of arriving passengers queuing for immigration clearance. 4. For Garuda’s improvement of their fleet deployment, Garuda added new routes and increased frequently on the existing ones. In 1985, Garuda introduced service to the U. S.under an interchange agreement with Continental Airlines of the U. S. A Garuda DC-10 was used for the operation and Garuda’s crew flew the plane between Jakarta and Guam via Bali and Biak in Irian Jaya. Then, in Guam Continental’s crew took over the plane for the continuation of the journey to Los Angeles via Honolulu. Aircraft deployment was further increased by leasing another o f Garuda’s DC-19 to Continental. Garuda’s interchange agreement with Continental came to an end in 1986 and instead, Garuda began serving Guam from Jakarta via Bali and Manado once a week flying a DC-10. Joint operations with other airlines were subsequently introduced to include Singapore-Bali with Singapore Airlines (twice weekly), Kuala Lumpur-Bali with Malaysian Airlines (twice weekly), Hong Kong-Bali with Cathay Pacific (twice weekly), and Manila-Jakarta with Philippines Airlines (twice weekly). 5. Garuda added a new service from Jakarta to Frankfurt, giving the airline 8 flights a week from Jakarta. Two years later the number increased to 10. In addition, Garuda introduced once a week service from Bali to Amsterdam as a joint operation with K. L. M.and from Bali to Frankfurt, giving the airline a total of 12 Boeing-747 flights a week from Indonesia to Europe by the end of 1987. Although the past management under Mr. Lumenta hardly added new destinations in the Middle East, Asia and Australia, they did add capacity to the existing routes by either increasing frequency or using a larger aircraft, or a combination thereof. Garuda did not add capacity significantly in its domestic operation linking 35 cities. Mr. Soeparno explained that such policy decision was intentional in view of the limited growth opportunities in the domestic market since the crash of oil boom. Human Resources 1. The salaries of Garuda’s flight personnel were increased by 60% to 70%, the purpose of this decision was to give moral support to the troops. The staffs were changed, with high spirit. Morale was improved and with it so as service. 2. Garuda has brought on their flights Indonesian immigration officers and Japanese stewardess in addition to their regular cabin crew on their introduction of in-flight immigration inspection on its Tokyo-Jakarta-Bali flights. 3. Human resource development received new emphasis. A state-of-the-art training center on 64 hectares of land near the international airport of Jakarta was opened in November 1986. Among the facilities available were a B-747 simulator, and 2 mock-up cabins. Garuda had on its payroll 600 pilots, 1,500 cabin attendants, and 700 maintenance mechanics. V. Statement of the Problem How will Mr Mohammad Soeparno implement a better system improvement and enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face and during his term and beyond? VI. Statement of Objectives Short term 1. To give excellent air transportation service and increase fleet utilization. 2. To continue its international flights as long as it does not interfere with the efforts to increase domestic schedules. 3. To increase finance condition by reaching 5% profit before tax. Long term 1. To make Garuda Indonesian Airways be one of the world’s top 10 airlines. 2. To be able to recover all the net losses and debts inherited from the past administrations. 3. To be more competitive internationally. VII. SWOT Analysis Strengths 1. Garuda Indonesia monopolizes the use of jets. 2. Garuda has many kinds of aircrafts to be used according demand, landing trip condition, distance and flight operation. 3. Garuda has an Indonesian graphic situation which needs air transportation. 4. It has product line: First Executive or Business, Economy Classes; so that customers are given alternatives to choose their class flights. 5. It has product diversifications: caterings, hotels. These products support the main product, that is, the airline service. 6. It has sales channels distributed to big and potential cities. 7. Indonesia’s â€Å"National Resources† which support business/non-business activities in Indonesia. 8. Strife doctrine which means consistent in reaching â€Å"National Objectives. † Weaknesses 1. Systems in all aspects: sales preparation, flight, supervisory. 2. The quality of pre-flight, in-flight and post-flight services which are still low. 3. The biggest international segment is low yield. 4. Spare parts and other aircraft equipment are still imported; this needs longer time. 5. The company’s organization is still unsteady. This situation makes organizational behaviour incompetent in supporting the company. Opportunities 1. Political will of the government in tourism. 2. The still-abundant-available seat capacity. 3. Government Regulation on Tariff. 4. The strengthening currency of the countries from where tourists come to Indonesia. 5. The better condition of the world’s economy. 6. The progress in business climate in Indonesia. Threats 1. Protectionism from certain countries, especially in traffic rights. 2. The development of other means of transportation, especially for near-distance transportation. 3. The uncertain economic situation. 4. Technology development in aircraft manufacture. As the result of this development, the old aircrafts are no longer economical enough to be marketed. 5. The bureaucracy which still caused problems in managing company professionalism. VIII. Alternative Courses of Action 1. Mr Mohammad Soeparno could continue the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia Airways. 2. Mr Mohammad Soeparno could make his own set of policies based on his abilities and what he thinks is the better way, with the help of his own management team. 3. Mr. Mohammad Soeparno could IX. Analysis of Alternatives 1. Mr Mohammad Soeparno could enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face during his term and beyond by continuing the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia. Airways. Advantage: Under Mr. Lumenta’s management, Mr. Soeparno was thereof very pleased to see the company making a profit for the first time in more than a decade, to the tune of a modest rupiah 300 million. This result confirmed Mr. Soeparno’s confidence in the effectiveness of the policies adopted by Mr. Lumenta upon the latter’s appointment as President Director of Garuda in 1984. Mr. Soeparno as the President Director of Garuda could continue all of these and at the same time set all of his new policies that could go into the current policies. It would be safe if Mr. Lumenta use all the current policies that made Garuda successful. It doesn’t mean that if the leader has changed, the policies will also follow especially if the policies of the last leadership were good enough or the best way the company had to be successful. He may just continue some, change some and add some. Disadvantage: The disadvantage of this alternative is that all the board of directors, shareholders. Stockholders, employees and everyone under his management may think that Mr. Soeparno cannot manage the airlines in his own way because he would just be doing what Mr. Lumenta have done in his administration. They may lose confidence in him and might pressure Mr. Lumenta to do new set of policies, which may be not good enough for the company. 2. Mr Mohammad Soeparno could make his own set of policies based on his abilities and what he thinks is the better way, with the help of his own management team. Advantage: Mr. Soeparno who is a part of Garuda for a long time already knows the company well. He can see what to do and what not to do so he will be able to set new and better policies for the company. In fact, he was the Commercial Vice President before he was inaugurated as the new President Director. He will not be trusted to be the new President Director if he doesn’t have the ability to make it a better one. Disadvantage: It could be very risky to set new policies again after all of those net losses in the past and it may extinguish the success Garuda is currently experiencing. Setting new policies may involve different kinds of spending Garuda’s money depending on what policy Mr. Soeparno is going to implement. And spending may lead again to net losses especially if this change of policy will not be effective. It is always safe to spend less that spend more if you are still not sure of the outcome a certain action may give. 3. Advantage: Disadvantage: X. Decision Statement Mr Mohammad Soeparno could enhance Garuda Indonesia Airways’ ability to deal with the challenges it may face during his term and beyond by continuing the successful policies of Mr. Lumenta, the former President Director of Garuda Indonesia. This alternative was chosen because Mr. Soeparno being a memberof Mr. Lumenta’s management team for a long time, had the opportunity to involve himself with the management in its efforts to develop and implement new strategies to turn around the airline, which posted a net loss of 7 million US Dollars into profitability. He was thereof very pleased to see the company making a profit for the first time in more than a decade, to the tune of a modest rupiah 300 million. This result confirmed Mr. Soeparno’s confidence in the effectiveness of the policies adopted by Mr. Lumenta upon the latter’s appointment as President Director of Garuda in 1984. Mr. Soeparno as the President Director of Garuda could continue all of these and at the same time set all of his new strategies that could go into the current policies. It could be very risky to set new policies again after all of those successes but of course; Mr. Soeparno can always adjust and change all of these when the situation tells it to do so. Alternatives 2 and 3 were not chosen because XI. Implementation Program Short range 1. Review the policies under Mr. Lumenta’s term and determine which of these would still be fitting and useful under the administration of the new President Director Mr. Soeparno. The policies under Mr. Lumenta’s management may serve as a guide in the present administration to continuously ensure the success of Garuda. 2. Mr. Lumenta should form a reliable and trustworthy management team that will help him execute and monitor the implementation of all the policies in the most effective way. 3. Status quo – Mr. Soeparno could simply do nothing with the existing policies and just let the existing policies be as it is since it has helped a lot in the success of Garuda. Long range 1. If there are policies that should be replaced because it is not fitting and useful in the present time, this is the time that Mr. Soeparno could set his new policies that would be suitable for the current situation. 2. 3. XII. Proposed Operational Plans Management 1. The Panca Program of the past administration was satisfied and it would be better of Mr. Soeparno could make another program that could guide him and Garuda to aim for the best after its recovery. It could be called as, â€Å"A Better Panca Program† or he could change its name. This program may include goals more advanced than the previous Panca Program, example: â€Å"to give a high quality service† or may continue some of its goals like to increase fleet utilization and to help boost tourism. 2. It can also be helpful if they will have more partnerships with different bodies of companies for them to have a lot of associates that may help them in their fleet utilization, publicity, better technology and etc. , it can be like what they have done with having an agreement with Continental Airlines of the U. S. Marketing 1. Garuda was said to have a lack in visibility and it would be better if they will add their publicity through promoting Garuda by having more advertisements, not just in print but it can be in television and radio. They would just have to allot a budget for this and they can do it now especially that they are already recovering. 2. Garuda could add some more promos because most of the tourists and travellers of today are already looking after this. There can be holiday promos, like for Christmas, summer, Valentines and many others. Finance 1. Garuda can have loans with a certain bank, or it is better if they will have a partnership with this bank to help them fund their different activities regarding their system improvement and fleet utilization. But Garuda should always be careful about this because they already have losses and debts in the past year. They can hire better people that would handle their finance department and Mr. Soeparno as well should be very vigilant and watchful in this case so Garuda can be safe and be out of all the losses and debts it may procure if any unfavourable situation happens. Operations 1. Garuda should also concentrate on having a technology enhancement. It is important that they resolve their computerized reservation system because this system is very helpful for passengers because they would not have to go to Garuda personally and they can just do it into their homes and offices. It will be a big help especially now that travellers are always looking after comfort and having transactions at a very low cost. 2. Garuda should also have their aircrafts be at their best condition, always. So they should really allocate money for its maintenance and if possible have their own maintenance for their wide-bodied aircrafts to lessen the cost it procures when it has to be done overseas. Their aircrafts are really important so they should give number 1 priority to this. Human Resources 1. One of Garuda’s goals to improve their employee’s welfare, and as now it is just safe to still continue giving the salary that they are currently having because the past administration just increased it 60% to 70%. Garuda should just concentrate in their human resource development by having continuous trainings for all their employees especially the pilots. XIII. Other Problems and Recommendations Other Problems Recommendations 1. The need for a more thorough maintenance due to the lack of cleanliness habits on the part of the most Indonesian passengers and crews. 1. Garuda should hire a better maintenance service provider that will make sure that Garuda will have better cleanliness habits. 2. Garuda’s competitors were modernizing their fleets at faster rates. 2. Garuda should be able to 3. Failure of Garuda’s computerized reservation system due to frequent electrical power stoppages and poor ground telecommunication lines within Indonesia. 3. Garuda should try to seek help from an expert on this technology and as well from the government regarding the poor ground telecommunication lines. Garuda should also 5. Garuda’s inability to put its hard-fought traffic rights to full utilization. 5. Garuda should stop fighting for its right to have a 6. Overseas maintenance of wide-bodied aircraft poses a high cost at 40 to 50%. 6. XIV. Management Lessons Learned 1. There should be a strong management team that handles the company because this is a 2.

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