The Influencers of Summit International Institute Enterprise Growth

DECLARATION

This research project is original work and has not been presented to any other institution. No
part of this project should be produced without the author’s consent or that of Summit
International Institute

Student names: Cherissa Irakoze

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Declaration by the supervisor (s)

This project has been submitted with our approval as the IPRC supervisor(s)

……………………………….

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HOD ………………………….

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DEDICATION

This Final Project is dedicated particularly: To my beloved family, All my close friends who have
contributed to this work. To the whole teaching staff that has been helping me during the
studies. To my supervisor for the support and guidance he gave us.

ACKNOWLEDGEMENT
 It is indeed a great pleasure for us to express our deep sense of gratitude to the Almighty God
for showing us the path of righteousness and blessing us to get the strength to set out this task,
I really thank my parents for their enormous support to us during the making of this project, I
would like also to express our sincere gratitude to the Summit International Institute to give me
this opportunity to carry out my Internship and to show what I am really capable of making, I
thank our head of department, Eng.:::::::::::, I also thank my supervisor;;;;;;;;;;;;;;;;;;;;, I sincerely
thank him for his expert guidance and esteemed supervision and most kindly indorsement and
guidance, continuousness encouragement and constant help which he bestowed on me.

Finally I thank my friends, colleagues.

ABSTRACT
Influencers of Summit International Institute Enterprise Growth is its own galaxy, made up of
thousands of treaties to be read in relation to hundreds of Awards. It is also diverse, as treaty
and arbitration practices display nuances and differences on a number of issues. While it has
been expanding over the past few decades in quantitative terms, this galaxy is now developing
new traits as a reaction to the criticisms formulated across civil society in relation to the
protection of public interest. This subject enables readers to master and make sense of his
galaxy in motion. It offers an up-to-date, comprehensive and detailed analysis of the rules and
practices which form Summit International Institute Enterprise Growth, covering its substantive,
institutional and procedural aspects. Using analytical and practice-oriented approaches, it
provides analyses accessible to readers discovering this field anew, while it offers a wealth of in-
depth studies to those who are already familiar with it.

Key Features
. Adopts a contextual approach, grounding the material in the context of how Summit
International Institute Enterprise Growth interacts with other areas of business, and how it
Works in practice.

.Provides in-depth analyses of treaty rules and practices in international investment Summit
International Institute Enterprise Growth.

.Provides in-depth analyses of treaty rules and practices in international investment Summit
International Institute Enterprise pertaining notably to jurisdiction and admissibility, liability,
quantum, costs, provisional measures ,annulment as well as a broad range of specific
procedural matters.

.Instructors organizing their classes will benefit from an online digest that highlights the
international investment agreements as well as the arbitral awards and decisions which are best
illustrative of the nuances and differences displayed by treaty and arbitration practices

CHAPTER 1. GENERAL INTRODUCTION

1.0 Introduction.

1.1 Description of Summit International Institute (Nature of the Institution, establishment,

Vision, mission, core values, educational programs, strategic plan and organizational structure)

Our Mission is to provide quality and affordable world class education in engineering and
technology in a creative and innovative way. Industry Expert Instructor. Up-to-Date Course
Content.

1.2 Motivation/ Rationale for joining your department of study

Loving doing business; push to choose entrepreneurship as my career and to become an

Entrepreneur holding my personal business acquired skills in business, on how to start and run a
company and exceedingly in my business career. When starting their own businesses,
entrepreneurs are not motivated by what you may think. The main reason most people want to
become their own boss is the freedom, satisfaction and flexibility it offers them. Entrepreneurs
need to embrace new technology and use it to their benefit to continue growing their startups.

1.3. Expectations from the department of study.

Student’s entrepreneurship benefit by extending beyond the businesses they establish.

Entrepreneurs improve the lives of individuals and communities, as well as the overall economy.
Entrepreneurs have been instrumental in spurring social change and improving the way people
live and work.

My excptactations are to become the best business woman in my career, knowing how to make
deals, having all soft skills practically interacting with my clients and how to do business better
than I was used to do it, in a way which is Professional after studying in my department. To
study the entrepreneurial approach to acquiring and managing resources; develop team-
building skills; participate in experiential learning opportunities; and network with successful
entrepreneurs and business leaders.

1.4 .Goal and objectives of the department of study and its benefits in terms of acquiring the
right knowledge, skills and attitudes are to acquire the knowledge and skills, to be a generation
that hold a business mindset, that every graduate may be able to run his own business and
project. To be independent financially, in the career and job, by organizing myself, my tasks, and
working.
1.5. Appreciative critique of the training received at Summit International Institute (SWOT
Analysis).

Many tasks were somehow tough to handle ; others were manageable cause I could see and
understand them .Working under pressure is the key, to excel fulfilling my Tasks ; the staffs and
the colleagues are people of good manners always ready to serve to contribute in advancement
of my internship by the encouragements and setting daily tasks to be followed. The customer
care is good, where we learn to pray as already the space is open for us, the condition of the
studies are the best as are already given according to British system, there is a warm welcome
and ownership spirit . Critically speaking I would recommend to make steps forward to fulfill
gaps of insufficient Lecturers, not available on time, modules not covered on time, failed
modules not instructed by the same Lecturers, improve classes’ size and conditions which are
commonly so hot. Even though the University Teaching system is good, Lectures are not well
paid and this one cause the students and students to dismiss time to time.

1.6. Description of Internship as part of the academic requirement for the award of
diploma/degree (its goal and objectives in the overall plan of training).

In partial fulfilment of the requirements for the award of my degree; the internship is crucial as
a tool to use in order to train myself and to be trained of the way to transcend my academic
skills to professional skills.

1.7. Chapter Summary

The Chapter one of this book is contributed by six basic point describing how the mission and
vision of Summit international institute can be fulfilled and how currently the goals are already
fulfilled.
CHAPTER 2: Evaluation of the Organization where Internship was carried out

2.0 Introduction

It is an evaluation of the activities and performance of the individual employee based upon
organizational goals and objectives. Evolution of business means its origin, growth, and
continuous development with expansion in various sectors that contribute and run economies.
The business evolution went through many progressive stages or so called developmental steps.

2.1 Nature of the Organization (its historical evolution: past, present and future perspectives).

Summit International Institute (SII) was established in 2016 by the chairman Samuel Irungu
Njau. In 2017 we attained authorization from the ministry of education in Burundi and in 2021
we attained our Charter. In 2022 we became a member of Inter-University Council for East
Africa (IUCEA). We are committed to offering quality and affordable world class education in
engineering and technology in a creative and innovative way. Our motto is where theory and
practical meet. Unlike many universities where there is much theory, Summit we insist on
practical approach. 70% of the grade is practical and only 30% is theory. This makes our
students to be way ahead other students from other universities. We conduct university and
industry collaboration where our students solve challenges of society. Since there is serious
challenge in the job market we equip all our students in entrepreneurship so that they create
jobs for themselves and others. The University Main campus is Bujumbura in Burundi and we
have a branch in Bukavu in Congo.

Our Mission is to provide quality and affordable world class education in engineering and
technology in a creative and innovative way.

Summit International Institute is located in the economic city of Bujumbura and two hours away
from the political city Gitega. Burundi, which is the country, is mainly called the Heart of Africa.
The institution has five departments which are Hospitality and Tourism, Information
Technology, Monitoring and Evaluation, Entrepreneurship and Architecture with exchange
programs, Bachelors and Master’s degree courses. From its start, it has drawn a positive line of
difference towards students’ growth mindset to change, to being self-reliant and being wise
leaders to excel.

2.2. Rationale/Motivation for undertaking internship in the selected Organization.

Empowering employee i.e. giving them a holistic perspective and prepare them for challenging roles is an
important leadership skills. Individuals want to show that they can accomplish goals and meet challenges
and that is why it is essential to create a work environment and culture that empowers people so that
the event manager involves team members in decisions and empowers them to make decisions within
their area of responsibility.
2.3 Its vision, mission, core values and objectives.

Our Mission is to provide quality and affordable world class education in engineering and
technology in a creative and innovative way. Industry Expert Instructor, Up-to-Date Course
Content

2.4 Its model of operation and activities (strategic plan and approach)
Is important to remember that events can harm our environment. By making the correct choices we
could reduce our impact considerably. Below are some pointers to reduce the impact of your event. All
events should aim to use the minimum amount of energy required. Minimize lighting needed by making
use of natural light wherever possible. Water usage should be kept to a minimum. Tap water should be
supplied to eliminate mileage and waste arising from bottled water. Recycling facilities are made
available on site to match the types of wastes likely to be produced. Order only what you will need and
what you will use for the foreseeable future.

• Aim to re-use where possible. This could include food such as fruit kept for later consumption and
printed materials that could be used again. If they are needed, provide reusable name badges and
collect them at the end of the event. Influence your suppliers e.g. caterers should be asked to minimize
waste caused by excess packaging and non-recyclable containers. Ensure over catering is minimized.
Aim to use recycled paper (min 80% recycled content) and print or copy double sided where needed 2.17
SUMMARY Event s vary widely in their type, scale and purpose; they range from large-scale international
events such as the Olympic Games down to small-scale, local events such as a school exhibition day. They
may also involve a range of activities or they could focus on just one activity or for one target group.
Events are frequently the catalyst for important processes such as personal expression and social
development. Event Management Summit International Institute Glossary Agenda: A list of speakers,
presentations and associated timings, given to conference delegates as part of the pre-registration or on-
site registration.

Attendance: The overall total number of people at an event.

Audio-visual: Has both a sound and visual component.

Typically in the form of images and recorded speech or music Award Ceremony:

An event where the performance of individuals and groups in a company or industry are recognized. It is
use to honor and motivate key staff.

Budget: A detailed estimate of all the costs required to complete project tasks.

Client: The person or party that hires an event planner and/or various event components required to
hold the event.

Entertainment: A show or performance designed to amuse and entertain an audience.

Event Manager: A person in charge of planning, organizing, and executing all types and sizes of events.
Event Planner: A person who coordinates all aspects of professional meetings and events.

Feedback: The process of sharing thoughts and observations – can be positive or negative.

Registration Fee: Cost of attending a conference. Fees can vary according to the time of registration,
level of participation and also membership type.

Stakeholder: A person with an interest in the objectives and outcome of an event.

Venue: A place to hold your event.

Venue Manager: The person in charge of a location or event space.

Welcome Signage: A sign that introduces or welcomes visitors to the venue/ event.

Workshop: workshops generally have more hands-on and group activities. The sessions are quite
interactive and require individuals to participate.

2.5 Organizational structure of the organization

An organizational structure is a system that outlines how certain activities are directed in order
to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the company. For example, in a centralized structure, decisions flow from the top
down, while in a decentralized structure, decision-making power is distributed among various
levels of the organization. Having an organizational structure in place allows companies to
remain efficient and focused.

2.6. Plan of Internship activities realized in the Organization

Internship Program: How it works. Steps involved in the internship process. The tasks carried
out by the EIC, the PI, and the interns (students) are represented as dark blue, light blue, and
green boxes, respectively. First, PIs provide the details of an internship opportunity. Once
confirmed, the EIC issues a call for interns and collects applications. Applications are then
reviewed, and the shortlisted (up to five) applications are sent to the PI, who makes the final
decision. The selected intern makes remaining arrangements with the assistance of the host
group. Upon completion of the internship, the student prepares a brief report on her/his
research activity and overall experience during the internship. EIC, Education and Internships
Committee; PI, principal investigator.

2.7. Appreciative critiques of the operations of the organization (e.g, SWOT Analysis)

In an unpredictable global business environment, it’s tempting to approach strategy with

specific goals already in mind.

More often than not, these are problem-focused and aimed at mitigating threats.

Businesses commonly focus on what’s not working and adopt ‘root cause’ mindsets, only to find
themselves facing a set of different, but related questions down the line.

Questions like “How can we fix our lack of engagement?” “What do we do about low
motivation?” “Or, why are people just not on board?”

The Appreciative Inquiry Model is one of the key positive organizational approaches to
development and collective learning. Here, we look at how it has blossomed into one of the
most influential movements for positive organizational development in recent decades. The
fundamental idea behind AI is that over time, it has become increasingly common for
organizations to approach change and growth from a problem-solving perspective. As firms aim
to improve efficiency, survive, perform better, and boost competitiveness, AI proponents argue
that there has come to be an unhealthy over-emphasis on “fixing what’s wrong”—a deficit-
based approach.
AI arose as a challenge to these ingrained assumptions and proposed that organizations can
benefit instead from what is called a strengths-based or affirmative approach (Hammond,
2013). This affirmative approach, in turn, assumes that each human system has a positive
core of strengths.

This positive core is not vastly different from the way we view organizational strengths in
conventional management literature. In essence (and loosely paraphrased from the authors),
they can be seen to encompass (Cooperrider & Whitney, 2005):

 The values, beliefs, and capabilities of our organization when it’s ‘at its best’; and
 Collective understandings around what makes up the best of us.

As a concept in positive organizational psychology, AI is probably best understood by looking at

its evolution over time.

A Brief History
It helps to know a bit about scientific management and ‘Taylorism’ to see how and why AI came
to be.

Scientific Management
Most organizational leaders and managers will already know about scientific management, but
for those who aren’t familiar, this was a school of thought that rose to prominence in the late
19th Century. The goal of Scientific Management was boosting the efficiency of workflows by
looking at them analytically and eliminating waste.

At that time, Frederick Taylor, an American engineer, was inspired to apply rigorous scientific
techniques to break down and improve how people worked. Broadly, this was through timing,
simplifying and standardizing tasks.

The resulting approaches have been criticized heavily for promoting the view of firms as
machines, rather than entities of people. Another nice parallel is that it placed emphasis quite
squarely on the resources, rather than the human part of human resources. A direct quote from
the man himself gives an example:

“In our scheme, we do not ask the initiative of our men. We do not want any initiative. All we
want of them is to obey the orders we give them, do what we say, and do it quick.”
(Taylor, 1919)
Fixing Broken Machines
Scientific Management in its original form has not been popular for close to a century. However,
AI proponents point to lots of evidence that ‘deficit-centered’ thinking has remained heavily
embedded in managerial and organizational practice (Cooperrider & Srivastva, 1987).

Changing organizations, in this sense, was about identifying, establishing, and fixing things that
weren’t working—summarized neatly as ‘inquiry into deficit experiences’ by Bushe (2013), an AI
expert.

Commonly cited examples include organizational needs analyses, problem definition, root cause
analyses, and similar.

2.8. Challenges experienced during the internship

Toward a Strengths-Based Approach

In reaction to this perceived overemphasis, AI has emerged as an alternative approach to

organizational change and development; an affirmative approach that focuses inquiry on what’s
right, what’s working, and how to work toward a desired vision (Davidcooperrider.com, 2019).
The Appreciative Inquiry Model is, as noted, based on the principle that positive organizational
futures can be reached through collective involvement and methods that “affirm, compel, and
accelerate anticipatory learning” (Cooperrider et al., 2008).

A far cry from dissecting past mistakes and defining a corrective path forward. A little further on,
I’ll look closer at the model and theory in more detail.

The Power of Questions

Cooperrider describes his “Ah-Ha!” moment as having occurred when he and a colleague were
doing action research (see our post on appreciative inquiry research) for an organizational
development project (Bushe, 2013). Specifically, the team found themselves in an increasingly
hostile and negative atmosphere and decided to change their approach.

Rather than inquiring into what wasn’t working, Cooperrider and his colleague decided to ask
about what was working—albeit for a different company (Barrett & Cooperrider, 1990). The
brainwave here was that inquiry itself can powerfully shape the way we view and develop
human systems. That led to Cooperrider’s Ph.D. on AI in 1986. From Research to Interviews to
Organizational Development. What Cooperrider actually had at this point was a potentially
transformative insight into how qualitative social science research could be improved.

The paradigm shift for organizational change, that is, didn’t happen instantly. Bushe (2013), who
covers the history of AI in much more detail, describes how the inquiry approach was first
taught to employees so that they could interview other staff in turn with the new methods. It
was received positively as the benefit for ideas generation quickly became apparent.

David Cooperrider then began working with others to explore how this ‘social constructionism’
might be applied to organizational change, amongst other things. By 1997, the ‘4D model’ he
had laid the groundwork for, had become the Appreciative Inquiry Model we know today.

The Model and Theory

Any organizational development practitioner will know that frameworks abound in the field. The
4D model generally refers to a visual representation of the four steps of an AI initiative:

 Discovery;
 Dream;
 Design;
 And Destiny.
We will, however, commonly see a fifth step added, for Define, this relates simply to what David
Cooperrider describes as selecting an affirmative topic. An affirmative topic, in turn, is the focus
of your intervention—there may be one or there may be multiple foci. Examples may include
greater customer satisfaction, safer work environments, or more efficient value delivery
(Kessler, 2013). Below is an example of the AI Model with Define left out.

Source: Page et al. (2016)

Steps in the 4D Model

The Define step is an important part of determining how the following steps will flow. Kessler
(2013) emphasizes the importance of using inspiring language to frame the focus of your
intervention. So, greater customer satisfaction might become what he describes as “inspiring
fanatically loyal customers”.

Affirmative topics now established, here are the phases (Ludema et al., 2006):

1. Discover
The focus during this phase is searching for and identifying what gives the organization life. Past
successes can be discussed and explored, and in each instance, the goal is to hone in on what
has enabled them.

This is all about active inquiry, and internal stakeholders can ask each other questions to
discover what Ludema and colleagues call “the best of what is”. While this is focused on
uncovering strengths, it’s also a useful way to shift current mindsets and vocabulary away from
deficit-focused thinking.

2. Dream
The Dream phase is about imagining potential positive futures for the organization. Because a
wide range of participants has ideally been engaged in the AI process, these will represent
multiple perspectives, opinions, and understandings.

The unconditional positive questions that have been developed will ideally unlock creative,
constructive visions and possibilities. Through positive language and imagery, participants co-
create futures and positive outcomes.

3. Design
Co-creation continues through this phase, but the focus shifts to debating and discussing the
possibilities already generated.

The goal is to reach a shared vision or value that the team or participants see as having real,
positive potential. Individual aspirations thus become shared, in what is ideally an inclusive,
safe, and supportive environment where everybody feels heard.

4. Destiny
The goal of this final phase (formerly called Delivery) is to construct futures “through innovation
and action” (Ludema et al., 2006: 158). The vision, system, or structures that have been
designed are committed to as possible means of achieving them are further refined through
individual commitment.

It’s worth mentioning that the Destiny phase of the 4D model is not strictly defined in terms of
how it should proceed. Individual practitioners and theorists, Kessler argues, will vary in their
encouragement of structure or improvisation around this phase (Kessler, 2013).

Basic Principles of Appreciative Inquiry

As AI has come to be more widely practiced, we’ve also seen many contrasting and conflicting
practices that supposedly fall under the AI umbrella. This is something Bushe (2013) attributes
to an initial lack of formal methodology—Professor Cooperrider was hesitant at first to publish
any. But toward the earlier part of last decade, he and Dr. Diana Whitney from the Taos
Institute developed 5 principles for AI practice.
1. The Constructionist Principle
This posits that our subjective beliefs about what is true, determine our actions, thoughts, and
behaviors. The language that we use daily is pivotal in how we co-construct our organizations,
and this includes the language we use for inquiry.

Inquiry, in itself, is about generating and inspiring new ideas, visions, and stories that can
potentially lead to action (Cooperrider & Whitney, 1999).

2. The Simultaneity Principle

This suggests that our inquiries into human systems can cause them to change. The first
questions we ask can shape how people think about and discuss things; this, in turn, affects how
they learn things and discover.

There is no such thing as a neutral question, in the sense that passionate and persistent
inquiries in specific directions will lead to change in those directions (Cooperrider & Whitney,
1999; Whitney & Trosten-Bloom, 2003).

3. The Poetic Principle

The third principle holds that we can choose—or not—to study organizational life to make a
difference. Life in human systems, such as organizations and teams, is co-authored and told in
stories.

Our choice of vocabulary can trigger feelings, images, concepts, and understandings, and AI is
about using inquiry to create positive, optimistic visions of the future to inspire and awaken ‘the
best in people’ (Cooperrider & Whitney, 1999; Kessler, 2013).

4. The Anticipatory Principle

The Anticipatory Principle suggests that our current actions and behaviors are shaped by our
visions for the future.

Through AI, we can create positive images and visions of our or an organization’s future that will
impact what we do in the present (Goleman, 1987; Cooperrider & Whitney, 1999).

5. The Positive Principle

This posits that to encourage momentum, we must ask positive questions which emphasize the
positive core of an organization. Lasting change relies on social connections and positive affect
among people. Positive emotions such as enthusiasm, togetherness, hope, and happiness
encourage creative ideas and openness to innovative ideas (Barrett & Fry, 2005; Stavros &
Torres, 2005).

These 5 AI principles are the most commonly cited and have now become well-established. As
Appreciative Inquiry practice becomes increasingly more popular, however, we are seeing
emergent principles being proposed. Among these are principles such as wholeness, enactment,
awareness, free choice, narrative, and synchronicity (Whitney & Trosten-Bloom, 2003; Stratton-
Berkeessel & Myers, 2019).

2.9. Chapter Summary

Examples of the Approach

In this section, we’ll look in-depth at one example of applied AI for organizational change, and
you’ll also find some further helpful links to more case studies on the topic.

Global Relief and Development Organization

Global Relief and Development Organization (GRDO), as introduced by Ludema and colleagues
in their Handbook of Action Research (2006), is a US and Canadian NGO that was involved with
over a hundred other organizations worldwide.

The Context:
GRDO approached the authors with what it perceived to be a problem with the current
organizational capacity evaluation system for its partners. In describing the situation to their
consultants, they mentioned lack of (internal and external) stakeholder engagement with the
system; people didn’t support it and they viewed it as a tedious imposition.

Already implicit in their description of the system, was deficit-based vocabulary and suggestions
of blaming—both between stakeholder organizations and GRDO itself. Also, the authors note,
GRDO was not able to view itself as an equal partner in what was inherently supposed to be a
capacity building process and was not being seen as such.

Affirmative Topic:
The first step, as such, was to reframe the perceived problem positively and define an
affirmative topic. To this end (or beginning), the consultants asked questions aimed at
uncovering GRDO’s ‘deeper yearning’. According to Johnson and colleagues, the first key
questions were:
 “What do you really want from this process? When you explore your boldest hopes and highest
aspirations, what is it that you ultimately want?”

The Define step thus led to several topics; GRDO wanted many positive things, which came
down to (Ludema et al., 2006):

 Learning from each other about how they could build vibrant, healthy, strong NGOs, or
Institutions; and
 Discovering new ways of collaborating with their partners as equals.

Discovery:
A team was formed which was made up of stakeholders from university’s different classes
across the Internship, and large-group retreats were organized so that both Students and its
Lecturers could get familiar with AI. They came up with slightly different versions of the AI
Interview Protocol shown below.

Appreciative Interview Protocol

1. Think of a time in your entire experience with your organization when you have felt most excited, most
engaged, and most alive. What were the forces and factors that made it a great experience? What was it about
you, others, and your organization that made it a peak experience for you?
2. What do you value most about yourself, your work, and your organization?
3. What are your organization’s best practices (ways you manage, approaches, traditions)?
4. What are the unique aspects of your culture that most positively affect the spirit, vitality, and effectiveness of
your organization and its work?
5. What is the core factor that “give life” to your organization?
6. What are the three most important hopes you have to heighten the health and vitality of your organization for
the future?

With their unconditional positive questions to guide the inquiry, the different partner NGOs
returned to the country they worked in to carry out ‘listening tours’ (Ludema et al., 2006). These
involved participatory inquiry with community members that the NGOs were working with, to
include as many voices as possible while discovering the positive core strengths of University
and its partners.

Thousands of participants were involved in this stage, which took place over the course of a
year.
Dream:
University and its NGO partners met again at large-group retreats to share the strengths and
stories from their inquiries. This helped them voice their visions of what a positive
organizational future might look like, and start generating ideas for a new strategic approach.
Ludema and colleagues describe this stage as the start of the redesign (Ludema et al., 2006:
162):

“A virtual explosion of positive stories were being shared and the way GRDO and its partners
talked about themselves, each other, and their joint work was beginning to shift from a
conversation of deficit to a conversation of possibility.”
Design:
In collaboration with its partners, University began to systematically explore what social
structures might bring these visions to life. This took place on a global scale, with hundreds of
meetings conducted. During these, participants created regionally responsive architectures
—”provocative propositions”—that could link the discovered strengths with the ideal possible
futures, or what ‘might be’.

Through further collaboration, these developed into potential new capacity-building systems
that were fundamentally different from the previous approach University and its partners had
been using. Broadly, these were more participative and devolved responsibility so local NGOs
would create more relevant solutions in different countries.

The authors describe the beginnings of a shift toward more partnership-focused mindsets. The
desired equality was, they recall, beginning to show itself as vocabulary changed to become
more like that of partners.

Destiny:
The third and final year of University and the NGOs journey saw initiatives shared and energy
growing around them. Joint activities were rolled out in different regions after the final round of
retreats, such as the launching of new local fundraising projects and organizational redesign to a
new, less hierarchical structure.

More detail on this global AI initiative can be found in Johnson and Ludema’s (1997)
book, Partnering to build and measure organizational capacity: Lessons from NGOs around the
world.
Criticisms of the Method: Pros and Cons of the Framework
So, what are the advantages and disadvantages of the Appreciative Inquiry Model as a whole?
Luckily, others before us have reviewed the literature, so we can draw our own conclusions
(Drew & Wallis, 2014). Let’s look at the pros first.

Potential Pros of AI:

 First, AI focuses on strengths, which arguably provides organizations with energy for
positive change and innovation (Ludema et al., 2006; Bright, 2009);
 Utilizing strengths also allows employees to enhance their proficiency (Linley et al.,
2010);
 It encourages a learning culture through collective inquiry and equips people with the
skills to discover for themselves (Conklin & Hartman, 2014);
 As such it encourages creative thinking, ideation, and potentially fosters innovative
approaches (Cooperrider & Srivastva, 1987; Cooperrider et al., 2008);
 These, in turn, facilitate organizational adaptability – a critical competitive advantage in
dynamic business environments (Basadur, 2004);
 A learning culture also encourages sustainable change (Boyce, 2003);
 By design, it aims to encourage stakeholder participation (Drew & Wallis, 2014);
 Through participation, it seeks to foster commitment rather than resistance (Lines, 2004;
Drew & Wallis, 2014); and
 The 4D framework, through its structure, allows people to gain insight into actions
(Bright, 2009).

There is a consistent theme through the vast majority of these potential advantages; this is that
Appreciative Inquiry addresses change at a cultural level, rather than presenting an analytical
approach to ‘fixing’ specific problems. Indeed, AI encourages a holistic systems approach, its
fundamental premise being neither ‘top-down’ nor ‘bottom-up’ (Davidcooperrider.com, 2019).

In that vein, let’s look at the potential disadvantages of Appreciative Inquiry.

Is important to remember that events can harm our environment. By making the correct choices
we could reduce our impact considerably. Below are some pointers to reduce the impact of your
event. All events should aim to use the minimum amount of energy required.

Minimize lighting needed by making use of natural light wherever possible.

Water usage should be kept to a minimum.

Tap water should be supplied to eliminate mileage and waste arising from bottled water.
Recycling facilities are made available on site to match the types of wastes likely to be produced.

Order only what you will need and what you will use for the foreseeable future.

• Aim to re-use where possible. This could include food such as fruit kept for later consumption
and printed materials that could be used again.

If they are needed, provide reusable name badges and collect them at the end of the event.

Influence your suppliers e.g. caterers should be asked to minimize waste caused by excess
packaging and non-recyclable containers. Ensure over catering is minimized.

Aim to use recycled paper (min 80% recycled content) and print or copy double sided where
needed.

In summary Events vary widely in their type, scale and purpose; they range from large-scale
international events such as the Olympic Games down to small-scale, local events such as a
school exhibition day.

They may also involve a range of activities or they could focus on just one activity or for one
target group. Events are frequently the catalyst for important processes such as personal
expression and social development. A list of speakers, presentations and associated timings,
given to conference delegates as part of the pre-registration or on-site registration.

Attendance: The overall total number of people at an event.

Audio-visual: Has both a sound and visual component. Typically in the form of images and
recorded speech or music Award Ceremony: An event where the performance of individuals and
groups in a company or industry are recognised. It is use to honour and motivate key staff.
Budget: A detailed estimate of all the costs required to complete project tasks. Client: The person
or party that hires an event planner and/or various event components required to hold the event
Entertainment: A show or performance designed to amuse and entertain an audience. Event
Manager: A person in charge of planning, organizing, and executing all types and sizes of events.

Event Planner: A person who coordinates all aspects of professional meetings and events.
Feedback: The process of sharing thoughts and observations – can be positive or negative.
Registration Fee: Cost of attending a conference. Fees can vary according to the time of
registration, level of participation and also membership type.

Stakeholder: A person with an interest in the objectives and outcome of an event.

Venue: A place to hold your event.

Venue Manager: The person in charge of a location or event space.

Welcome Signage: A sign that introduces or welcomes visitors to the venue/ event.

Workshop: workshops generally have more hands-on and group activities. The sessions are quite
interactive and require individuals to participate.
CHAPTER 3: Critical Analysis of an Identified Problem (Your Research Topic)

3.0. Introduction- Rationale for selecting your topic

Summit International Institute provides a typology of the main categories of planned events
based primarily on their form which have obvious differences in their purpose and program.
Some are for public celebration (this category includes so-called ―community festival which
typically contain a large variety in their programming and aim to foster civic pride and
cohesion), while others are planned for purposes of competition, fun, entertainment, business
or socializing. Often they require special-purpose facilities, and the managers of those facilities
(like convention centers and sport arenas) target specific types of events:

 CULTURAL CELEBRATIONS o Festivals o Carnivals o Commemorations o Religious events.

 POLITICAL AND STATE o Summits o Royal occasion’s o Political events o VIP visits

 ARTS AND ENTERTAINMENT o Concerts o Award ceremonies

 BUSINESS AND TRADE o Meetings, conventions of Consumer and trade shows o Fairs, markets
 EDUCATIONAL AND SCIENTIFIC o Conferences o Seminars o Clinics.

 SPORT COMPETITION o Amateur/professional o Spectator/participant.

 RECREATIONAL o Sport or games for fun  PRIVATE EVENTS o Weddings o Parties o Socials o
Business events and tourism.

Finally, all events can be categorized as profitable and non-profit events. Non-profit events are
characterized by special programmers mainly devised to enhance the image of the organizers,
participants or some organizations. Another type of non-profit events is charity events, devised
to collect funds, not for the organizers or participants, but for charity purposes. Nevertheless,
the majority of events are profitable. Their economic goal is the profit, and social objectives are
related to implementation of various types of programs - sports, cultural, artistic, business,
educational, political or scientific.

3.1 Background to your topic (intellectual, societal, professional and research background)

3.2 The Statement of the problem

Potential Cons of AI:

 AI takes considerable time—it’s not a quick fix by any stretch of the imagination (Drew &
Wallis, 2014);
 Large-scale organizational change through AI can be resource-intensive, especially if
participants are geographically dispersed, as with the case study above;
  It relies heavily on the extent to which a positive, supportive, and open environment for
sharing can be created (Cooperrider & Whitney, 1999; Ludema et al., 2003);
 Not all stakeholders can always realistically be involved (Schooley, 2012); and
 If all stakeholders can’t be involved, this raises questions around the ethical morality of
strategizing with what is not, essentially, a democratic consensus (Schooley, 2012).

To sum up the weaknesses, therefore, Drew and Wallis (2014) argue that careful planning
becomes important when we consider using AI in specific contexts. Schooley (2012) would
emphasize that governmental and public sector applications of AI may be particularly
problematic. What is SOAR? In short, SOAR is a strategic framework based on AI principles. The
simplest parallel with a more commonly known model would be SWOT. Both link internal firm
factors with potential externalities and futures to allow an analytical approach to strategy.

A SOAR Framework
SOAR stands for (Stavros et al., 2003):

 Strengths – Similar to SWOT strengths, these relate to the existing internal factors. They
can be internal resources, dynamics, or even facets of organizational structure that can
be strategically leveraged for competitive advantage;
 Opportunities – These are external factors existing in the firm’s macroeconomic,
industry, or market environment;
 Aspirations – Aspirations are positive potential futures for the firm, including how a
company can create value. These could ideally be strongly related to a firm’s strategic
vision, and ideally, collective commitment can be encouraged around this vision; and
 Results – These can be seen as deliverables, and allow for implementation and
evaluation of a company’s progress as it moves toward its goals.

Below is an adapted version of Stavros et al.’s (2003) example application of SOAR. Here, it’s
possible to see how Internal Factors and External Factors (from SWOT) are replaced as strategic
planning categories by Strategic Inquiry and Appreciative

Strategic Strengths Opportunities

Inquiry What are our greatest assets? What are the best possible market opportunities?

Aspirations Results
Appreciative Intent
What is our preferred future? What are the measurable results?

Intent in SOAR.

Source: Adapted from Stavros et al. (2003: 11; 12)

SOAR vs. SWOT
As we’d expect from an AI framework, the SOAR model begins with inquiry. This is the first of
four stages that participants can go through as a group (Stavros et al., 2003):

1. Inquiry: Positive questions are asked to uncover the organization’s strengths and aspirations,
and it’s a good chance for open, positive discussion about shared (or not) understandings of
values and visions (Stavros et al., 2003). Where do we want to be? What strengths have helped
us reach where we are now? How, and why?

2. Imagination: Participants come up with potential futures. Vision, values, and mission are co-
created, and iteration can be a useful means of clarifying or re-affirming the firm’s strategic
direction. The focus of the imagination phase is long-term goals for a preferred future, rather
than proactive risk management with threats or weaknesses in mind.

3. Innovation: Long-term strategic goals are broken down into short-term objectives and
methods for achieving them. For a specific project, this might involve developing deliverables
and timeframes; in a more general sense, it is about putting systems in place to facilitate
implementation.

4. Inspire: Stavros and colleagues introduce Inspire as a replacement for what is traditionally
seen as control systems (i.e. in the cultural web, or in Total Quality Management). In
conventional strategizing, these may refer to KPIs and incentives; in SOAR, inspire encompasses
systems that encourage authentic recognition and reward.

Applying SOAR
Of course, understanding a framework isn’t the same as putting it into action. To that end,
Stavros and Hinrichs (2009) outline several steps for applying the SOAR framework in their Thin
Book of Soar. Their 9 steps are as follows:

1. Identify stakeholders – Establish who will be taking part in the exercise and decide on
how you will be meeting. In line with the holistic, collaborative aim of AI, participants
should be internal stakeholders that represent different areas of the company.
2. Design your AI interview – Plan out questions that you intend to use; these will, of
course, be aimed at developing better insight into the organization’s positive core.
Understanding its strengths, successes, and aspirations is the key motivation, so your
questions should reflect these aims.
3. Engage stakeholders – These will always involve internal stakeholders, and may also
include external stakeholders such as partners, customers, or suppliers if it’s deemed
appropriate. Use your questions to uncover positive potential futures and possibilities.
 4. Reframe problems – Problems will invariably arise for discussion; SOAR inquiry is about a
positive focus, so reshape conversations to look at desired outcomes rather than
avoiding or mitigating threats.
5. Summarize – This is about clarifying and affirming the organization’s strengths—its
positive core.
6. Establish aspirations and identify results – This is a key part of defining or redefining the
organization’s future vision, which will ideally leverage the strengths you have
collectively identified. How will these look? What will they be like?
7. Assess opportunities – Look at the opportunities that have been generated. Which are
the most desirable? Which are new, innovative, and full of potential?
8. Craft goals – Goals should stem from the opportunities identified in the previous phase.
These can be linked with results so progress can be monitored and evaluated. Use goal
statements for more clarity.
9. Create action plans – How will we work towards these goals? Action plans should enable
implementation and there may be a specific plan for each goal.

Implemented properly with an engaged group of stakeholders, the SOAR framework ideally
aims to encourage collective commitment to the shared vision that emerges (Stavros & Hinrichs,
2009).

The Appreciative Inquiry Summit

You’ll have noticed from the Appreciative Inquiry example above that large-scale meetings (or
retreats, or similar) were mentioned pretty frequently. The described ‘large-scale retreats’ were
Appreciative Inquiry Summits (AI Summits), which typically last a few days and bring together all
relevant participants for the 4D initiative. In other words:

“A large group planning, designing, or implementation meeting that brings a whole system of
internal and external stakeholder together in a concentrated way to work on a task of strategic,
and especially creative, value.” (Cooperrider, 2019)
Ludema and Mohr’s (2003) book of the same name covers the methodology in greater detail;
the five parts look respectively at:

1. Understanding the methodology, essential conditions, and what to expect from

beginning to end;
2. Sponsoring, planning, and creating an AI Summit;
3. The 4-Ds during the Summit, and information for facilitators;
4. Follow-up and a look at appreciative organizations; and
5. An appendix with notes and a sample workbook.
75 PowerPoints on Appreciative Inquiry (PPT)
Here are some downloadable resources that could be useful if you are hoping to introduce the
Appreciative Inquiry Model in your company.

1. Appreciative Inquiry – Here is an Appreciative Inquiry PPT from the David L. Cooperrider
Center for Appreciative Inquiry. It explains the evolutionary history of the approach and
gives helpful comparisons with traditional problem-solving practices, then outlines the
theoretical principles and some case studies.
2. Building Our Most Desired Future: Appreciative Inquiry in the Workplace –
This presentation comes from the University of Wisconsin and explains both AI theory
and its practical applications, along with an overview of the 4D cycle of AI.
3. World Appreciative Inquiry Conference 2012 Powerpoints – This is an entire collection of
72 presentations from WAIC 2012, and it is full of case studies about AI, how its practice
can be promoted, and more.

3.3 Conceptual framework

A conceptual framework is a representation of the relationship you expect to see between your
variables, or the characteristics or properties that you want to study. Conceptual frameworks
can be written or visual and are generally developed based on a literature review of existing
studies about your topic.

Moderating variable
Hours of Study

Independent variable Dependent variable

Exam Score

Mediating variable Control variable

(Hours of Study)

There are three sources for a conceptual framework: (1) experience, (2) literature, and (3)
theory. Conceptual research includes unique thoughts and ideas; as it may, it doesn't include
any experiments and tests. Empirical research, on the other hand, includes phenomena that are
observable and can be measured.
3.4 Theoretical and Empirical Review (Examining the actual problem in the light of the existing
theoretical and empirical framework).

Empirical: Based on data gathered by original experiments or observations.

Theoretical: Analyzes and makes connections between empirical studies to define or advance a
theoretical position.

3.5 Proposing a practical solution to the identified problem

Many Influencers take on the role of an entrepreneur by starting their own business and
marketing it to their audience. More than this, many companies, directly hire influencers to use
and sell their products using their influencer platform. An influencer can be an entrepreneur,
but not all are. These influencers are perfect for growing business that need to reach a wider
audience without spending a lot. Business influencers who can help grow your brand and
increases the awareness and support every brand’s journey to connecting with consumers to
connecting with consumers through authentic creator relationships. Thousands of the world’s
fastest growing brands including SKIMS, ALL birds use social Medias and different contributors
to make the University feel like trusted, empowered partners and work with them to build their
brands into household’s names.

Events give organizations the opportunity to showcase their activities or services in the
community. Events are an important part of community life and it is a rewarding experience to
contribute to a successful event. However, anyone who has been involved in running an event
understands how daunting the task can be. This unit has been designed to provide an insight to
prepare a comprehensive Event Management Plan. The activities included in this unit can be
used to plan any event an organization conducts.

OBJECTIVE On completion of this unit a learner should:

 Know about different stages of event planning.

 Know about the roles and responsibilities of people involved in planning and delivering of
events

 Be able to plan and develop timeline for event management.

 Be able to review the planning and delivery of an event

3.6 Chapter Summary

Event management is the process by which an event is planned, prepared and produced. As
with any other form of management, it encompasses the acquisition, allocation, direction and
control of resources to achieve one or more objectives. An event manager‘s job is to oversee
and arrange every aspect of an event, including researching, planning, organizing,
implementing, controlling, and evaluating.

Event Planning is a process of creating, communicating and implementing a more operational

roadmap to guide the actions, policies and decision-making. It should align with the strategic
plan and assist in its implementation. The plan of an event management company is simply the
document which lays out the resulting directions, actions and implementation schedule. It is
typically focused on the short term operational horizon generally one to three year. These Plans
are typically created to guide the internal operations of an enterprise, and summaries its
operational and financial objectives for the near future and to indicate how these objectives will
be achieved and monitored. It provides a roadmap to guide actions and is continually modified
as conditions change and new opportunities or threats emerge. While it should be
fundamentally targeted at guiding regular operations, it should also be adaptable to account for
new opportunities and challenges Benefits of Event Planning.

 To define and practically apply good event planning and financial management practices in
annual planning and day-to-day work.

 To provide logic and justification for prioritizing different tasks and decisions over others.

 To systematically define tasks, logic, roles and responsibilities, strategic alignments (internally
and externally), timetables, and budgets.

 To provide an opportunity for key players such as boards, staff, stakeholders, and partners to
be consulted when setting key objectives and methods.

 To provide frameworks for developing strategies related to manpower management,

marketing, competitor analysis and stakeholders. Event Planning help us to Help to Eliminate
Help us to think ahead and prepare for the future clarify goals and develop a vision identify
issues that will need to be addressed choose between options consider whether a project is
possible make the best use of resources motivate staff and the community assign resources and
responsibilities achieve the best results overambitious projects unsustainable projects
undefined problems unstructured project work plans.

FORCES AFFECTING EVENT PLANNING, It is important for every event organization to interact
and transact with its environment as the business environment has direct relationship with the
organization. The success or failure of an organization is primarily established by the
effectiveness of its interaction with its environment. The enterprise has little influence on the
environment and therefore, it is important for the company to identify with the environment of
its operation and devise its policies in relation to the forces in that environment. The forces
affecting external environment of business are as follows:

 The political environment of any region or state influences the event to a larger extent. This
environment is influenced by the political organization, philosophy, government ideology,
nature and extent of bureaucracy and political stability. Event organizer may get various
concessions and benefits in hosting the event as per the local government policies.

 In today‘s competitive world the majority of people have an urbanized approach towards
celebration. There are many community events and festivals in the urbanized world, celebrating
their character of life. In India many festivals such as Durga Puja, Ganesh Chautri and Dusshera
are celebrated with enthusiasm and local participation. This leads to emergence of event
management companies at local levels who promote organization of events with a professional
approach.

 Technology is an important aspect in the world of special events, as everything from planning
to programming to great extents relies on technological solutions. Internet provides new
possibilities for communication, information resources, and is an efficient marketing tool.
Staying current with technology is important for event managers as consumers expect quick
feedback from the organizers of events.

 Changing generations and cultural diversity in many communities has resulted in a shift of
values, which implies both opportunities and challenges for events. Diversity, unity, and equality
is emphasized. Environmental and globalization awareness and quality are emerging as
important values for event management companies. In India various events such as Jaipur
Literature festival, various trade fairs and travel marts promote the spirit of cultural synthesis.

 Stakeholders are groups, organizations, and individuals who have invested or keep an interest
in the successfulness of an event. Typical stakeholders of events are the organizers, sponsors,
partners, customers and the community Sponsors and partners supporting an event, either by
contributing financially or by providing in-kind support, are also stakeholders. Guests and
customers are stakeholders because an event is organized for providing them a particular
product, which is commonly leisure, education, or other service. . The local community provides
many resources for events, such as businesses, hospitality services and public places, staff and
volunteers.

 The other forces affecting Event management are the people interested in participating in
certain events as performers, the media, local tourism bodies, or providers of facilities and
infrastructure for instance. Moreover there can be local firms and businesses looking to improve
revenue through events. An event management company‘s stability and profitability are
interdependent on its ability to quickly identify and respond to changes in the external
environment. Change is inevitable and having the flexibility to deal with unexpected market
mutations can mean the difference between survival and extinction for an organization.

Chapter 4. Conclusion and Recommendation

4.0. Introduction
In 2023, the influencer marketing industry is valued at $21.1 billion. This is a 28.7% annual
increase from the $16.4 billion at which the industry was valued in 2022. This growth rate marks
an acceleration of the increase in the influencer marketing market size from the past year. An
influencer is an individual with the power to affect buying habits and decision-making of
consumers due to their expertise and relationship with their audience. They have a large social
media following and create content that generates significant engagement. Influencers may
handle a variety of tasks related to creating personal and promotional social media content for
their followers. Some of their job duties typically include: Filming and photographing images
and videos to use for social media posts. Researching brands and their products to create
promotional content.

4.1. Conclusion - Lessons learned and how you intend to apply them in your future career,
responsibilities and opportunities.

It is difficult to launch a new business and make it work. But business influencers can be great
inspiration, whether they are some of the most well-known or local business influencers. They
not only alert us to new business trends, but they can also teach us better ways to conduct
business.

4.2. Recommendations (to the organization where internship was carried out, other
stakeholders and to Summit International Institute)

Influencers have the ability to make your brand appealing with their creative and engaging
content strategies. With regular posts, reviews, stories, and videos by influencers your brand
will get the attention it needs. Social Media’s influencers are extremely important for influencer
campaigns.

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Philosophy of Practice for Turbulent Times. OD Practitioner, 41(3), 2-7.
 Bushe, G. (2013). Foundations of Appreciative Inquiry: History, Criticism, and
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 Cooperrider, D., & Srivastva, S. (1987). Appreciative Inquiry in Organizational Life. In
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 Cooperrider, D. L., & Whitney, D. (1999). A positive revolution in change: Appreciative
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Appendix
the site page and can see the ECG chart and afterward can take fundamental activities to
improve the state of the patient.

IV.4 DISCUSSION
With the “IOT E-CARE HEART” project, we can now offer medical teams and paramedics a
remote monitoring device that optimizes the management of patients with geriatric syndromes
and their accompanying conditions. This remote monitoring system will allow monitored
patients to record their daily physiological data (weight, oxygen saturation, blood pressure,
heart rate, blood sugar) and complete questionnaires on the state of their health. The data will
be automatically sent to our IOT Light Control embedded on Nodemcu platform, which is
designed to predict situations that are at risk of deteriorating.

A coordination unit will then be able to monitor the patient remotely, providing comprehensive
and personalized treatment of the areas of concern detected by the platform and helping the
patient with their therapy. Patients monitored remotely: Physiological data analyzed daily; Help
with therapy-related questions; Remote consultations. Coordination unit: Processing of alerts;
Help with therapy; Coordination of doctors and patients; Sending of reports to doctors on the
health status of their patients;monitoring of patient compliance.

Medical team: Medical advice if needed.

The IOT E-CARE HEART” project was tested on a patient who, after providing written consent,
was monitored daily by a team of healthcare professionals. The patient was given a pedometer
to monitor his sleep and activity. The goal was to test the ergonomics and functionality of the
remote monitoring platform on a daily basis before using it in the study. The study by
Edirippulige et al. suggested that the quality of “medical evidence” for telemedicine is low, but
this should be considered carefully since there is only one randomized study. With respect to
costs, this study highlighted the following observations,the costs related to the medical
coordination of patients followed up by telemedicine decreases when there are more than 850
uses per year; for dermatology, remote expertise makes telemedicine profitable; for geriatrics,
it is especially the geriatric assessment and patient education which appear to be the most
profitable. However, in all situations, telemedicine seems likely to help optimize the care and
cost to patients treated by avoiding certain emergencies and repetitive hospitalizations.

CHAPTER V: CONCLUSION AND RECOMMENDATION

V.1. CONCLUSION

The incorporation of human services with IoT has opened a tremendous field of
advancement. It won't just encourage social insurance yet in addition will decide new measures
to stop infections by preparing information and by breaking down worldwide patterns. Also, a
gigantic future lies totally on mechanization of medical clinics and treatment instruments which
may enable the specialists to comprehend maladies through artificial intelligence and IoT. Not
with standing, we should make a stride at once and not surge in into this field, since it manages
human wellbeing and security should be the top plan. On an outsized scale, this will likewise
cause less expensive medications and less expensive nursing expenses of patients. On the off
chance that innovation and wellbeing go connected at the hip, we will arrive at the objective of
modest, sheltered and effective illness avoidance and treatment. The yield acquired for our task
is an ECG wave. This wave is state.

V.2. RECOMMENDATION

We recommend IPRC KIGALI to increase knowledge about programming to the students

especially in Electrical and Electronic Department and other Department which are necessary to
use it and provide the many components which are difficult in connection like LCD display;
NodeMCU Module and to connect to Arduino Uno microcontroller for the performance of the
system will be accuracy. The student in final year project for Biomedical Equipment Technology
option;also recommend Ministry of health to help the marketing of final project in hospitals.
Additionally dissected to express that whether the people’s electrical movement of the heart is
in ordinary state or unusual.

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Amit K,& George P. P(2021).GPS and GNSS Technology in Geosciences. GPS is a space-based
radio-positioning and time-transfer system that provides three-dimensional positioning and
navigation services for civilian, military, and scientific users.

Bertil, J,.& Alan M. (2007),Medical devices:Use and Safety.

Blewitt G.,(2015) Treatise on Geophysics (2nd ed.), GPS has proved extremely important for
positioning spaceborne scientific instruments in low-Earth orbit.

Chatterjee ,K. (2004) Indian Heart J. 2004 Mar-Apr;56(2):99-109..

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