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dc.contributor.authorGeorge, Lisaen_NZ
dc.date.available2011-04-07T03:12:42Z
dc.date.copyright2002-02en_NZ
dc.identifier.citationGeorge, L. (2002, February). A development strategy of the first aid training programme for the Southern Red Cross (Dissertation, Master of Business). Retrieved from http://hdl.handle.net/10523/1295en
dc.identifier.urihttp://hdl.handle.net/10523/1295
dc.description.abstractThis report examines the First Aid Training market for the Southern Branch of the New Zealand Red Cross. The Southern branch covers all of the Otago and Southland regions from the Waitaki River down to Stewart Island. In this report the term 'Red Cross' refers to the 'Southern Region of the New Zealand Red Cross.' The primary aim of this project is to provide the Red Cross with an indication of the potential growth for First Aid Training in the Otago/Southland region, and to provide the Red Cross with a growth strategy and implementation plan. The project objectives were to: 1. Examine the tertiary providers in the Otago/Southland area to determine the number of students requiring mandatory First Aid certificates. 2. Determine the number of Otago/Southland companies that are required to comply with the First Aid section of the Health and Safety Act 1992 and Regulations 1995. 3. Formulate a growth strategy and implementation plan for the Red Cross. This research process is primarily exploratory and was undertaken in four phases: Phase 1 An Investigation of Otago/Southland tertiary providers to determine an approximation of the number of students required to hold current First Aid certificates as entry requirements for any paper or course. Phase 2 An investigation of the Occupational Safety and Health Legislation regarding First Aid training and its application to employers. Phase 3 An investigation of Otago/Southland employers to determine the levels of First Aid training present in the business community. Phase 4 An environmental analysis of the Red Cross. The following tertiary providers within the Otago/Southland district were contacted: • Otago Polytechnic • Dunedin College of Education The University of Otago • Southland Institute of Technology • Private Training Enterprises A database of 223 Otago/Southland companies was constructed from employers with employee numbers of 25 and over, or 50 and over, who are required to comply with the Occupational Safety and Health recommendations and 85 employers who were not required to comply to the recommendations. From the two parts of the investigation of employers required to comply with the Occupational Safety and Heath recommendations and employers who are not required to comply, 200 companies were contacted in total.en_NZ
dc.subjectFirst Aid Trainingen_NZ
dc.subjectNew Zealanden_NZ
dc.subjectSouthern branchen_NZ
dc.subjectSouthern Region of the New Zealand Red Crossen_NZ
dc.subject.lcshHF Commerceen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.subject.lcshH Social Sciences (General)en_NZ
dc.subject.lcshHD Industries. Land use. Laboren_NZ
dc.subject.lcshHD28 Management. Industrial Managementen_NZ
dc.subject.lcshHD61 Risk Managementen_NZ
dc.subject.lcshL Education (General)en_NZ
dc.titleA development strategy of the first aid training programme for the Southern Red Crossen_NZ
dc.typeDissertationen_NZ
dc.description.versionUnpublisheden_NZ
otago.bitstream.pages72en_NZ
otago.date.accession2006-12-12en_NZ
otago.schoolManagementen_NZ
thesis.degree.disciplineManagementen_NZ
thesis.degree.nameMaster of Business
thesis.degree.grantorUniversity of Otagoen_NZ
thesis.degree.levelMasters Dissertationsen_NZ
otago.interloanyesen_NZ
otago.openaccessAbstract Only
dc.identifier.eprints501en_NZ
otago.school.eprintsManagementen_NZ
dc.description.referencesArthur, W. (1996) Increasing Returns and the New World of Business. Harvard Business Review, 74 (4), 100-109. Block, P. (2000) Flawless Consulting: A guide to getting your experience used. (2nd ed.). San Francisco: Jossey Bass Pfeiffer. Christensen, C. (1997) making Strategy: Learning by doing. Harvard Business Review 75 (6), 141-156 Day, G. (1984) Strategic Market Planning: The pursuit of competitive advantage. Minnesota: West publishing Company. Hitt, M. Ireland, R. Hoskisson, R. (1999) Strategic Management: Competitiveness and globalization.(ri Ed.). Cincinnati: South-Western college Publishing Kinnear, T. Taylor, J. (1996) Marketing Research: An applied approach. (5 th ed.). New York: McGraw Hill. MacMillan, I. (1983) Competitive Strategies for Not-For-Profit Agencies. Advances in Strategic Management, 1, 61-82. Melcher, R. (1993) How Goliaths Can Act Like Davids. Business Week, 193, 42-46. New Zealand Red Cross (2000) The New Zealand Red Cross: Strategy 2010 Porter, M. (1996) What is Strategy? Harvard Business Review, 74 (6), 61-78 Proctor, T. (2000) Strategic Marketing: An introduction. London: Routledge. Timm, P. (2001) Seven Power Strategies for Building Customer Loyalty. New York: A.MACOM. Wickham, P. (1999) Management Consulting. England: Prentice Hallen_NZ
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