Essays --

Sierra Battaglia Ms.Green English 1 February 13,2014 Down Syndrome It is accepted that individuals with Down Syndrome has been around for some time. In 1959 Professor Jã ©rome Lejeune demonstrated that Down's disorder is a chromosomal irregularity.Parents in that time were embarrassed about their youngsters with disabilities.In 1944 children with incapacities didn't reserve the option to have instruction. Not until 1971 it was perceived that it ought to be legitimate for individuals with learning handicaps to get an education.Life anticipation for individuals with Down condition has increased significantly in current decades from 25 out of 1983 to 60 today. Individuals with down disorder have an expanded hazard for certain ailments, for example, heart disease,brain decay and learning disorders.(downs-condition affiliation) Down's disorder isn't an infection and along these lines individuals with Down disorder don't endure nor are they casualties of their condition.Down Syndrome is a characteristic issue originating from a chromosome deformity. It is a hereditary condition wherein an individual has 47 chromosomes rather than the standard 46. Which causes mental weakness and physical deformity.For model short height , wide facial profile and frail muscle tone.It happens in around one in each 800 live births.It is the most habitually happening chromosomal turmoil. Down condition isn't identified with race, nationality, religion or financial status.(medline in addition to) Kids with Down condition are ordinarily littler, and their physical and mental enhancements are more slow contrasted with youngsters who are unaffected.Some of the physical highlights in kids have leveling of the rear of the head, inclining of the eyelids, little skin folds at the inward corner of the eyes, discouraged nasal extension, marginally littler ears, smal... ... in positive manners, especially during immaturity. Medicines may incorporate setting off to a social expert and taking medications.(Eunice kennedy shriver national establishment of youngster wellbeing and human turn of events) There is no particular treatment for down condition. A youngster brought into the world with a gastrointestinal blockage may require significant medical procedure following birth. Or on the other hand a Certain heart imperfection may require medical procedure relying upon how genuine it is. Weight can be an issue in more established children or grown-ups so they have to keep dynamic yet before they do so they need to get their hips and neck inspected. Social order can help individuals with Down condition and their families manage the dissatisfaction, outrage, and impulsive conduct that will happen. Guardians ought to figure out how to assist an individual with Down condition manage dissatisfaction and outrage. In spite of the fact that, it is essential to empower freedom.

ll Live In Infamy

Pearl Harbor, channel of the island of Oahu, Hawaii, 10 km (6 mi) west of Honolulu, and the site of one of the main maritime bases of the United States. Promptly in the first part of the day of December 7, 1941, Japanese submarines and transporter based planes assaulted the U.S. Pacific armada at Pearl Harbor. Close by military landing strips were additionally assaulted by the Japanese planes. Eight American war vessels and 13 other maritime vessels were sunk or seriously harmed, right around 200 American airplane were pulverized, and roughly 3,000 maritime and military staff were killed or injured. The assault denoted the passage of Japan into World War II in favor of Germany and Italy, and the passageway of the United States on the Allied side. Not long after the assault, U.S. President Franklin D. Roosevelt designated a commission of request to decide if carelessness had added to the accomplishment of the Japanese attack on Pearl Harbor. The commission's report found the maritime and armed force administrators of the Hawaiian territory, Rear Admiral Husband E. Kimmel and Major General Walter C. Short, liable of â€Å"derelictions of duty† and â€Å"errors of judgment†; the two men were in this manner resigned. Other later requests, notwithstanding, contrasted in their decisions. The Congress of the United States, with an end goal to discard the debate, settled on a full, open examination after the war. The bipartisan congressional advisory group opened its examination in November 1945. Declaration from numerous individuals inspected all known data about the assault on Pearl Harbor. The council announced its discoveries in July 1946. It set the essential fault on General Short and Admiral Kimmel, who, nonetheless, were proclaimed blameworthy just of mistakes of judgment, and not of abandonments of obligation. The board of trustees suggested the unification of the U.S. military, which happened the next year. The USS Arizona National Memorial, remaining over the remaining parts of the ship in Pearl Harbor, honors the Americ... 'll Live In Infamy Free Essays on A Day We'll Live In Infamy Pearl Harbor, channel of the island of Oahu, Hawaii, 10 km (6 mi) west of Honolulu, and the site of one of the key maritime bases of the United States. Promptly toward the beginning of the day of December 7, 1941, Japanese submarines and transporter based planes assaulted the U.S. Pacific armada at Pearl Harbor. Close by military landing strips were likewise assaulted by the Japanese planes. Eight American warships and 13 other maritime vessels were sunk or severely harmed, just about 200 American airplane were wrecked, and around 3,000 maritime and military staff were killed or injured. The assault denoted the passage of Japan into World War II in favor of Germany and Italy, and the passageway of the United States on the Allied side. Not long after the assault, U.S. President Franklin D. Roosevelt designated a commission of request to decide if carelessness had added to the achievement of the Japanese strike on Pearl Harbor. The commission's report found the maritime and armed force administrators of the Hawaiian zone, Rear Admiral Husband E. Kimmel and Major General Walter C. Short, liable of â€Å"derelictions of duty† and â€Å"errors of judgment†; the two men were in this manner resigned. Other later requests, in any case, varied in their decisions. The Congress of the United States, with an end goal to discard the debate, settled on a full, open examination after the war. The bipartisan congressional board opened its examination in November 1945. Declaration from numerous individuals checked on totally known data about the assault on Pearl Harbor. The advisory group revealed its discoveries in July 1946. It put the essential fault on General Short and Admiral Kimmel, who, in any case, were pronounced liable just of blunders of judgment, and not of neglects of obligation. The board of trustees suggested the unification of the U.S. military, which happened the next year. The USS Arizona National Memorial, remaining over the remaining parts of the war vessel in Pearl Harbor, remembers the Americ...

Anne Franks Diary Is Now A Graphic Novel Critical Linking, October 15

Anne Franks Diary Is Now A Graphic Novel Critical Linking, October 15 Sponsored by Ploughshares The graphic adaptation gorgeously captures the confessional spirit of the original diary with artistic expressions of Annes inner world. The book illustrates and expands on Annes dreams and imaginings, and one can almost believe that these are pictures Anne herself might have drawn as she was turning things over in her mind. For instance, theres a graphic depicting the inhabitants of the annex as different animals. Another imagines her hypothetical wedding day with the boy she has a crush on. Theres a caricature of Mrs. Van Daan (one of the annex inhabitants, whom Anne loathes) sitting primly on her chamber pot as a nuclear missile falls on her head. One graphic shows Anne walking through an imaginary garden, filled with nude statues as she writes, I must admit, every time I see a female nude, I go into ecstasy. If only I had a girlfriend! And another image depicts her family floating on a cloud while the entire world burns beneath them. Anne Franks Diary is now a graphic novel. A love poem written from the frontline of the Somme by the “great forgotten voice of the first world war”, the American author, heiress, suffragette and nurse Mary Borden, will form the heart of an event at the Tower of London to mark the centenary of Armistice Day. Borden’s poem, the third in a sequence entitled Sonnets to a Soldier, was written for a young British officer with whom she had an affair while running a field hospital during the first world war. It will be the basis for a choral work by the artist and composer Mira Calix, accompanying a light show that will fill the Tower of London moat from 4-11 November with thousands of individual flames, in the build-up to the 100th anniversary of peace. No longer forgotten poet Mary Borden to be honored at armistice centenary. Male rage and female pain have long been foundational literary topics. In books, as in life, narratives of male angerâ€"from the Iliad to a speech by Donald Trumpâ€"command a reverent attention. (This interest in men’s interior lives, and in their ires, may have sociological roots: in her book “Toward a New Psychology of Women,” Jean Baker Miller suggests that all members of society stand to gain from theorizing about the psyches of the powerful.) Meanwhile, tales of female suffering, though profuse, are often dismissed as trivial or self-indulgent. Victims fare best when they do not yell, when they dwell not on injustice but on their sadness and on the intimate “impact” the violence against them has had. This vision of authorship, which privileges the subjective and the tragicâ€"and which also underpins the mostly female genre of the harrowing first-person essayâ€"reflects an understanding that women cannot be trusted to be impartial or truthful. #MeToo and he said, she said, are also literary problems. Sign up to Today In Books to receive  daily news and miscellany from the world of books.

Relationship Between Child Development And Early Child Care

Abstract Over the past several years, researches have study the relationship between child development, early child care, and the importance of early children’s experiences. Although researchers have found that most children in day care don’t suffer from the experience, recent research suggest that child care hours is related with externalized behaviors. Child care has demonstrated to be a predictor in a child’s academic success later in life. High quality child care predicts higher vocabulary scores and advanced cognitive outcomes, but also exposure to child care centers reported externalizing problems such a behavioral problems and conflicts. However, another research indicates that children exposed to non-maternal child care become identical from their peers with little or no history of non-maternal care from a social-emotional perspective. In addition, a research shows that low quality care is related to poor performance; however, the amount of time children spend i n non-maternal care outside the home does not appear to be related to child development. Even though child care does not appear to be related with child development, researchers discuss the potential positive and negative long term effects in their behavior later in life in the following areas: academically, emotionally, and socially. Long Term Effects of Child Care The 20th century marks a period in which families increasingly relied on child care as more mothers of children work outside the home.Show MoreRelatedDiscuss the importance of partnerships in a child care setting and how these might be developed and maintained for the benefit of the children.1082 Words   |  5 PagesCourse Title: Early Years Foundation Level 4 Assignment Number: Assignment 5 - Discuss the importance of partnerships in a child care setting and how these might be developed and maintained for the benefit of the children. Word Count: A practitioners job is not only to ensure the safety of the children and to plan structured day to day activities but also to ensure that various partnerships and created within the child care setting. Professional relationships are absolutelyRead MoreInfant Attachment Essay1434 Words   |  6 PagesIntroduction Infant attachment is the first relationship a child experiences and is crucial to the child’s survival (BOOK). A mother’s response to her child will yield either a secure bond or insecurity with the infant. Parents who respond â€Å"more sensitively and responsively to the child’s distress† establish a secure bond faster than â€Å"parents of insecure children†. (Attachment and Emotion, page 475) The quality of the attachment has â€Å"profound implications for the child’s feelings of security andRead MoreThe National Association For The Education Of Young Children856 Words   |  4 Pagesattention to early education primarily results from impressive research demonstrating its effectiveness in improving outcomes for children†. Throughout this research, the organization â€Å"National Association for the Education of Young Children (NAEYC)†, has established a set of standards for early childhood educational programs (Bredekam p, 2014, p. 5). These standards were created specifically to help families determine which preschool, kindergarten or child care program would be best for their child (â€Å"TheRead MoreThe Support Influence On Development Of Insufficient Parental Care1733 Words   |  7 Pages History and Development It was in 1951 that John Bowlby began to write about the opposing influence on development of insufficient parental care and called attention to the acute distress of young children separated from their primary caregivers. (Barth, 2005) The quality of early attachment relationships is correlated with future personality and brain development. â€Å"The Attachment Theory is a foundation theory, developed by Bowlby. It focusses on the form, quality, and strengths of human attachmentsRead MoreAttachment Theory on Socio-Emtionals Development of Children1435 Words   |  6 Pagesthe concept has developed to become one of the most significant theoretical schemes for understanding the socio-emotional development of children at an early stage. In addition, the theory is also developing into one of the most prominent models that guide parent-child relationships. Some of the key areas in these relationships that are guided by attachment theory include child welfare, parenting programs, day care, head start programs, schools, and hospitals. Furthermore, attachment theory playsRead MoreWhat Are The Goals Of Early Head Start?1712 Words   |  7 Pagesnfant to Age Five Child Care What are the goals of Early Head Start? The goals or priorities of this is to provide safe and developmentally enriching caregiving. To support parent, mother and father, in the role as primary caregivers. The teaching of the children, and family in meeting personal goals. Being able to successfully achieve self sufficiency across a wide variety of domains. Communities being mobilized to provide proper resources and environment that is necessary. But also, to ensureRead MoreEarly Intervention For Children Of School Age886 Words   |  4 PagesIntroduction Early intervention applies to and is used for children of school age or younger ages 0-6 years old who are exposed to have or be at risk of developing a disability or other special need that may affect their overall development which causes them to be delayed. Early intervention is used to improve the overall development of infants and toddlers with disabilities, help reduce potential developmental delays (Goode, 2011). Early intervention comprises in providing services for childrenRead MoreKey Factors of Early Language Development and Learning 1496 Words   |  6 Pageskind of relationship developed between a parent and a child is of great influence and may benefit the child’s cognitive and behavioral development. The kind of parent-child rapport obtained can also hinder these developments if the relationship fails to fulfill the common day-to-day necessities of a child while he or she goes through developmental changes. After much deliberation, reading and research it is to no surprise that the kind of relationship established between a parent and a child servesRead MoreThe Formation Of Secure Attachments With The Primary Caregiver1616 Words   |  7 Pagesinfant was completely reliant on the caregiver to care and provide for them (as cited in Psychology, Martin, Carlson Buskist). Those children with sensitive caregivers would grow up to be more confident and developed in all aspects of life, for example forming relationships in later life. Those with unresponsive caregivers would see the world as unpredictable and unreliable. Nelson (1996) claimed that the bond between the primary caregiver and child is extremely important in how an infant sees theRead MoreRationale Statement : The Development And Implementation Of The Curriculum1639 Words   |  7 PagesRationale Statement: â€Å"Relationships are the foundation of the development and implementation of the curriculum for the infants and toddlers. Responsive caregiving and use of individual caregiving routines(for example, nappy changing, meals, sleep) provide the frame for curriculum implementation. Parents should be involved to take appropriate decision about the children’s learning and development†. Introduction: Over the past few years, research in neuroscience and developmental psychology has create

Outline Of A Thesis Proposal - 4676 Words

Thesis/dissertation proposal 1-Introduction For all the industrial process for producing and manufacturing new products and especially in the construction industry, there is a lot of factors control in the quality of the products and one of the most important factors that reduce the quality of the products is the quality opportunism, quality has become a very popular subject in recent years due to conceptual changes in the industry, the definition of quality in the past as â€Å"compliance to standards† is now found to be inadequate and replaced with the current definition as â€Å"customer satisfaction† (Abdel-Razek, et al., 2001). The approach to quality has evolved from control (QC) to management (QM) through assurance (QA) and reached†¦show more content†¦However competition can raise transaction costs (such as quality opportunism) if quality is difficult to measure or monitor (Heide, 1994; Buvik etal., 2001), that is for example the case when public authority buys experience goods/services such as health service, defense contracts, or transport services, for those public goods, it has been noticed the difficulty for authority to verify ex-post accurately that the contractor has fulfilled the contracted quality, relational buying mechanisms may be effective to cope with such opportunism (Buvik etal., 2000; Laing et al., 2004), as such mechanisms are forbidden in public buying by the regulation. Some authors such as Laffont Tirole (1993) claimed that the design of

Person Centered Care Free Essays

If you would like to contribute to the art and science section contact: Gwen Clarke, art and science editor, Nursing Standard, The Heights, 59-65 Lowlands Road, Harrow-on-the-Hill, Middlesex HA1 3AW. email: gwen. clarke@rcnpublishing. We will write a custom essay sample on Person Centered Care or any similar topic only for you Order Now co. uk Person-centred care: Principle of Nursing Practice D Manley K et al (2011) Person-centred care: Principle of Nursing Practice D. Nursing Standard. 25, 31, 35-37. Date of acceptance: February 7 2011. Summary This is the fifth article in a nine-part series describing the Principles of Nursing Practice developed by the Royal College of Nursing (RCN) in collaboration with patient and service organisations, the Department of Health, the Nursing and Midwifery Council, nurses and other healthcare professionals. This article discusses Principle D, the provision of person-centred care. Authors Kim Manley, at the time of writing, lead, Quality, Standards and Innovation Unit, Learning Development Institute, RCN, London; Val Hills, learning and development adviser, RCN, Yorkshire and the Humber; and Sheila Marriot, regional director, RCN, East Midlands. Email: kim. manley@Canterbury. ac. uk Keywords Nurse-patient relations, person-centred care, Principles of Nursing Practice These keywords are based on subject headings from the British Nursing Index. For author and research article guidelines visit the Nursing Standard home page at www. nursing-standard. co. uk. For related articles visit our online archive and search using the keywords. THE FOURTH Principle of Nursing Practice, Principle D, reads: ‘Nurses and nursing staff provide and promote care that puts people at the centre, involves patients, service users, their families and their carers in decisions, and helps them make informed choices about their treatment and care. ’ The provision of care that is experienced as right by the person receiving it is at the core of nursing practice. Principle D sets out to endorse and expand on this point, which is often summarised as providing person-centred care – a philosophy that centres care on the person and not only their healthcare needs. The King’s Fund uses the term NURSING STANDARD ‘the person in the patient’ to convey the same point (Goodrich and Cornwall 2008). There is a consensus that person-centred care equates with quality care (Innes et al 2006, Royal College of Nursing (RCN) 2009), although the service users involved in developing the Principles indicated that they wanted to receive person-centred, and safe and effective care. Such inter-related care is based on best evidence, which is blended with the needs of the individual within specific contexts. Healthcare teams, healthcare provider organisations and governments often articulate an intention to deliver person-centred care. However, achieving it is often challenging and difficult to sustain. Achieving person-centred care consistently requires specific knowledge, skills and ways of working, a shared philosophy that is practised by the nursing team, an effective workplace culture and organisational support. While all members of the nursing team endeavour to provide person-centred care, some nurses have more transient contacts with patients and those important to them. Examples include staff working in operating departments, general practice or outpatients. The challenges in these situations include skill in developing rapid rapport and ensuring that communication systems respect the essence of the person and protect his or her safety in a way that maintains person-centred values and continuity of care. Person-centred care can be recognised by an active observer or the person experiencing care. The following might be experienced or observed: 4 A focus on getting to know the patient as a person, his or her values, beliefs and aspirations, health and social care needs and preferences. Enabling the patient to make decisions based on informed choices about what options and april 6 :: vol 25 no 31 :: 2011 35 art science principles series: 5 assistance are available, therefore promoting his or her independence and autonomy. 4 Shared decision making between patients and healthcare teams, rather than control being exerted over the patient. Enabling choice of specific care and services to meet the patient’s health and social care needs and preferences. 4 Providing information that is tailored to each person to assist him or her in making decisions based on the best evidence available. Assisting patients to interpret technical information, evidence and complex concepts and helping them to understand their options and consequences of this, while accessing support from other health and social care experts. 4 Supporting the person to assert his or her choices. If the individual is unable to do this for him or herself, then the nursing team or an appointed formal advocate would present and pursue the person’s stated wishes. 4 Ongoing evaluation to ascertain that care and services continue to be appropriate for each person. This involves encouraging, listening to and acting on feedback from patients and service users. Other attributes of the nursing team include being professionally competent and committed to work, and demonstrating clear values and beliefs (McCormack and McCance 2010). In addition, nurses should be able to use different processes in the development of person-centred care: working with patients’ values and beliefs, engaging patients and me ntal health service users, having a sympathetic presence, sharing decision making and accommodating patients’ physical needs (McCormack and McCance 2010). People from minority ethnic groups often experience barriers to person-centred care. There is a need to understand the way in which different minority groups within local populations access information and how different cultural understandings, languages and communication styles influence perceptions of personalised care (Innes et al 2006). A shared philosophy For person-centred care to achieve its full potential, the approach needs to be practised by the entire nursing team. This requires a shared philosophy and ways of working that prioritise person-centred behaviour, not only with patients and those that are important to them, but also within the team. The wellbeing of staff and the way in which they are supported also needs to be person-centred as staff wellbeing positively affects the care environment for staff and patients. For a shared philosophy to be realised in practice, person-centred systems and an effective workplace culture need to be in place (Manley et al 2007, McCormack et al 2008). Such systems focus not only on structures and processes, but also on the behaviours necessary to provide person-centred care. An effective workplace culture has a common vision through which values are implemented in practice and experienced by patients, service users and staff. This culture demonstrates adaptability and responsiveness in service provision, is driven by the needs of users and has systems that sustain person-centred values. Clinical leadership is pivotal in promoting effective cultures. This is achieved through modelling person-centred values, developing and implementing systems that sustain these values, encouraging behavioural patterns that support giving and receiving feedback, implementing learning from systematic evaluations of person-centred care and involving patients in decision making (Manley et al 2007). To determine whether person-centred care is being delivered or how it can be improved, workplaces need to use measures or methods that enable systematic evaluation to take place. These should be embedded within patients’ electronic NURSING STANDARD Knowledge, skills and ways of working Each member of the nursing team is expected to provide person-centred care, although the required knowledge, skills and competences may come from the wider nursing and healthcare team. Principle A, through its focus on dignity, respect, compassion and human rights, is the essential basis for providing person-centred care (Jackson and Irwin 2011). However, other qualities, such as the ability to develop good relationships are required: ‘The relationship between the service user and front line worker is pivotal to the experience of good quality/person-centred care/ support’ (Innes et al 2006). Developing good relationships with patients and colleagues requires team members to be self-aware and have well-developed communication and interpersonal skills. These skills enable the nursing team to get to know the person as an individual and enable other interdisciplinary team members to recognise these insights through effective documentation and working relationships. Getting to know the patient is a requirement for nursing expertise, but is also dependent on the way that care is organised (Hardy et al 2009). 36 april 6 :: vol 25 no 31 :: 2011 records to reduce the burden of data collection and analysis. The Person-centred Nursing Framework (McCormack and McCance 2010) identifies a number of outcomes that may inform these measures, including satisfaction with care, involvement in care, feeling of wellbeing and creating a therapeutic environment. The RCN (2011) recognises that different measures may already be in place to support evaluation of person-centred care. It is encouraging teams and organisations to submit their measures to the RCN for endorsement. The measures should meet certain criteria, for example they should be evidence-based, take into account stakeholder and other perspectives, and be practicable. Endorsed measures can be shared with others through the RCN website. Organisational support Innes et al (2006) made the point that organisations have an important role to play in enabling person-centred care through the promotion of user-led services. This can be achieved through overcoming bureaucratic structures such as increased management and budget-led services. It is important that management provides support to the front line nursing team in its day-to-day work and recognises the importance of nurse-patient relationships to this endeavour. This support may be, for example, through initiatives that release time to care through lean methodology (a quality improvement approach that focuses on making processes more efficient and reducing waste) (Wilson 2010), and practice development methodologies associated with person-centred cultures (McCormack et al 2008). access clinic; service-users are seen weekly for a brief intervention (10-15 minutes). Service-users appreciate this alternative to the usual one-hour appointment every two weeks and find the approach less threatening. The clinic is run by a nurse prescriber who is able to titrate medication against need or therapeutic benefit while delivering high quality psychosocial interventions in a brief intervention format. The clinic is supported by a service user representative. This representative gives confidence to service-users who may be lacking belief in their ability to achieve lifelong abstinence and provides service users with an introduction to other community based self-help support networks. After service users have engaged with the service through the quick access clinic, they progress to an appropriate level of key working intervention to meet their more complex needs. This initiative illustrates a number of elements of Principle D, including the use of a formal advocate service, drawing on a service representative, who supports the patient in his or her choices as well as helping him or her to assert his or her wishes. The approach provides a flexible service whereby clinical interventions are provided by a nurse practitioner, and complex needs are assessed quickly. The service user and the nursing team work in partnership to decide when the patient is ready to embark on the next level of interventions required to meet the patient’s complex needs. Conclusion Principle D emphasises the centrality of the patient to his or her care. It requires skill from each member of the nursing team. The potential contribution of each member to person-centred care will be enhanced if everyone in the team is using the same approach. Such an approach requires a workplace culture where person-centred values are realised, reviewed and reflected on in relation to the experiences of both patients and staff NS Case study A good example of patient-centred care is illustrated by an initiative from a specialist drug and alcohol service at Avon and Wiltshire Mental Health Partnership NHS Trust. The nursing team treats drug users for an initial 12 weeks in a quick References Goodrich J, Cornwall J (2008) Seeing The Person in The Patient: The Point of Care Review Paper. The King’s Fund, London. Hardy S, Titchen A, McCormack B, Manley K (Eds) (2009) Revealing Nursing Expertise Through Practitioner Inquiry. Wiley-Blackwell, Oxford. Innes A, Macpherson S, McCabe L (2006) Promoting Person-centred Care at the Front Line. Joseph Rowntree Foundation, York. Jackson A, Irwin W (2011) Dignity, humanity and equality: Principles of Nursing Practice A. Nursing Standard. 25, 28, 35-37. Manley K, Sanders K, Cardiff S, Davren M, Garbarino L (2007) Effective workplace culture: a concept analysis. Royal College of Nursing Workplace Resources for Practice Development. RCN, London, 6-10. McCormack B, Manley K, Walsh K (2008) Person-centred systems and processes. In Manley K, McCormack B, Wilson V (Eds) International Practice Development in Nursing and Healthcare. Wiley-Blackwell, Oxford, 17-41. McCormack B, McCance T (2010) Person-centred Nursing: Theory and Practice. Wiley-Blackwell, Oxford. Royal College of Nursing (2009) Measuring for Quality in Health and Social Care: An RCN Position Statement. http://tinyurl. com/ 6c6s3gd (Last accessed: March 16 2011. ) Royal College of Nursing (2011) Principles of Nursing Practice: Principles and Measures Consultation. Summary Report for Nurse Leaders. http://tinyurl. com/5wdsr56 (Last accessed: March 16 2011. ) Wilson G (2010) Implementation of Releasing Time to Care: the Productive Ward. Journal of Nursing Management. 17, 5, 647-654. NURSING STANDARD april 6 :: vol 25 no 31 :: 2011 37 How to cite Person Centered Care, Papers

The Life Cycle of Resistance to Change free essay sample

The Life Cycle of Resistance to Change What is change? After doing some research I came discovered that there are many different definitions of the word change. Webster’s dictionary says that change means to give a different course, position, or direction to (Merrriam-Webster, 2010). Whenever you add the word change to organizational it takes on a somewhat different meaning. Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, change in management, merger or acquisition, or the development of new goals and objectives for the company (What is Organizational Change? , 2007). Many people feel that change is the only thing in life that is constant. In many cases organizations cannot avoid change because if they do the risk the chance of going under or their organization failing. Causes for Change Today we live in a world where things are always changing. We have to change to keep up with society. Managers of organizations need to be aware of all the internal and external environmental factors that can promote change within an organization. Internal factors are all the things that happen within the organization itself. They include, but are not limited to, the following types of things: managerial policies and styles, systems that are unique to the organization, production procedures, and employee attitudes. Managers have to always be aware of the fact that they may need to alter what they are doing in order for them to be on top of their game. External factors are things that are going on outside of the organization that they really have no control of. Globalization and technological advances, competition, and the economic structure outside of the organization are all things that could promote change within the organization. If manages fail to realize that change is needed in order for the organization to survive then they could risk losing everything that they have worked so long and hard to create. Organizations change for a countless number of reasons and the ways in which they decide to change differ from one organization to the other. External Factors. Globalization, an external factor, can be a difficult term to define because it has come to mean so many things. In general, globalization refers to the trend toward countries joining together economically, through education, society and politics, and viewing themselves not only through their national identity but also as part of the world as a whole (Ellis-Christensen, 2010). Globalization offers huge potential profits to companies and nations that are willing to globalize. Globalization has been complicated by widely differing expectations, standards of living, cultures and values, and legal systems. Competition is another reason that organizations change. Organizations have to be able to keep their customers happy. Consumers are willing to buy things that they feel will benefit them the most, even if that means spending a little more money. In today’s world we have a number of automobile manufactures that constantly have to come up with better ways to make their car better than the next company so that they can continue to thrive in this always changing economy. Companies also have to develop cheaper more efficient ways of producing their products. The economic structure outside of the organization really impacts the decisions that are being made within the organization. Over the past couple of years many companies have be directly hit by the economic hardships that our country have been going through. Many companies were forced to do major cut backs to their labor force just to stay open. Whenever companies look for way to cut back on the budget people are usually the first things to go. Employees cost the company a lot of money and if the company feel that they can satisfy their customers with fewer people then that’s just what they will do. I remember when the company that I am currently work for were forced to do a major reduction to their workforce. Due to the policies and procedures that were put into play years before the economy crashed lay-offs were done on a last hire, first fire bases. They were forced to let go of a number of their valuable workers because that was what they agreed to beforehand. Not long after that they realized that they policies were costing them more money because they had to re-train so many people to fill the vacant jobs. They were forced to revise that section on their handbook so that lay-offs would be done by department, instead of plantwide. Internal Factors. Organizations are always developing ways to produce their products cheaper, faster, and more efficiently. The company that I work for are always bringing in a Kazan team in different department to help them create new ways of doing things. Sometimes something as simple as changing the process flow can make a big difference. This means that if the company changes the direction of flow that the product goes through it could cut back on the amount of time needed to produce the product. Although it may only take out a minute or two, all those minutes added together can really make a difference in the long run. If managers see that the vision that they have for the company is not working then they make want to consider shifting their focus to something that seems to be more promising. According to Anderson, whenever organizations decide to change their vision they should create an engaging description of the future and the path that will be taken to get there. He also feels that communication is very important with implementing change. Communication should be done regularly, using multiple media, in jargon-free language. It should detail what the change will mean for the organization and its members and why the organizational members should be excited about the change. Whenever management notice a decline in employee morale this may be a good sign that a change needs to come about. Whenever employees feel that they are not getting what they are worth they tend to perform at a lower level. Employee’s attitude and work habits begin to take a downward fall whenever they are not satisfied with the way the organization is operating. Management should take heed to this warning signs and decide to start making some changes within the organization. One example that comes to mind occurred at my current job. Management where requiring four team members to perform the task and duties of six team members. Those four team members were required to work 12-hour days Monday through Friday and 8-hour day during the weekend. At first it was alright, but as time went on it became more and more demanding on the team members because they were rarely able to get the required amount of rest needed to perform their job duties. The team members started taking Fridays off so that they could have the weekend off and when management finally realized what was going on they brought in the much needed helped. The team members are still working seven days a week, but only eight hours a day. Now the team members look forward to going to work because they are not being over worked. Resistance to Change Our natural reaction to change, even in the best circumstances, is to resist. Awareness of the business need to change is a critical ingredient of any change and must come first. Roger Von Oech said it best when he said: â€Å"There are two basic rules of life: Change is inevitable and everybody resists change. † (Seiner, 2000). People typically avoid situations that upset order, threaten their self-interests, increase stress, or involve risk. People will always resist change because humans have a natural fear of the unknown. If people have had bad past experiences with change the next time a change comes about they are going to view it as being negative and unneeded. Burtonshaw-Gunn and Salameh defines resistance to change as an individual or group engaging in acts to block or disrupt an attempt to introduce change. People resist change when they believe change is unnecessary or will make the situation worse. They subscribe to the belief, If its not broken, dont try to fix it. They are not keeping up with the outside world and feel that their way is the only way. They might say something like this â€Å"Things have always been done this way for as long as I can remember and we do not know what is going to happen if we change†. They fear that the change will mean personal loss of security, money, status, friends or freedom. If the employee feels that the change is going to affect their job status or job security th ey are going to resist. They are not going to be willing to accept a change that could put their job and well-being at risk. If they did not have any input into the decision making process they will probably resist. The employee may feel that they were manipulated because the changes were kept secret during the planning stage and the change may have come as a surprise. They may not be confident that the change will succeed because they believe that the organization lacks the necessary resources to implement the change. The employee may have a personal predisposition to change. The employee may have a negative experience with change in the past and now they feel that anytime a change takes place it is going to be bad. Fear of the unknown plays a big role in change resistance because whenever employee learn a job and becomes very skilled they tend to forget that things can be done in more than one way. Whenever management announces that a change is going to take place and the employees who do not see a need for that change they will resist. They will more than likely form groups that are going to protest the change and these groups could even influence others to be against the change. Successful Ways to Manage Change and Resistance Managing organizational change requires maintaining an active focus on all stages of the change process. Although people naturally resist change, they can learn accept change whenever they feel that the change will result in some personal gain. People will accept a change that is going to make them look good, have better job security, and increase their status quo. People will also support things that believe in. If the people feel that the change makes sense and is the right thing to do then they are going to support it. Management should give the employee an opportunity to provide input into the change process. Management should make the change known as soon as possible and ask the employees for their opinion. Whenever the employees feel that what they have to say can really make a difference and that they had a chance to be heard they are less likely to resist. This does not mean that the company should ask the employee for their input just for the sake of asking and then do whatever they want. If the employees come up with ideas that could potentially benefit the organization, the organizations should find ways to implement those strategies into their change process. Whenever employees respect the person who is advocating the change they are more likely to accept it because they may have a fear of disappointing that person. Lastly, whenever the employees believe it is the right time for the change they will be more willing to accept the change. Six Cycle Change Process. Whenever management decides to make changes within the organization they should take the time to plan for the change. They need to understand that change does not happen overnight and if they forget to involve the people the change may not stick. Rick Maurer author of a book entitled â€Å"Beyond the Wall of Resistance† outlined a six step model called The Cycle of Change to help us better understand how to approach and deal with change (Maurer, 1996). The six steps are something’s up, what is it, what do I need, I will do this, I am able to do it, and I got through it, what’s next. Step one, something is up is known as the early recognition of the coming change. While in this stage everything may seem normal, but you begin to get that feeling that something is up and a change may be coming soon. During step two you are able to see the situation clearly. You then begin to weigh your options and decide whether this change is going to present a problem or an opportunity to you as an individual. But you still need a clear understanding of the situation in order for you to make the right choices. Whenever you enter stage three you are trying to formulate a course of action. You have to decide what you are going to do and how you are going to do it. Stage four is the time when you decide that you are going to put your plans in motion. You are aware of what needs to be done; now it is just a matter of doing it. After you act on you plans you approach stage five of the change cycle with hope. Although you may have to make some adjustments to your plan you begin to realize that it may actually work. This stage gives you motivation because you now believe that the goals established by the plan can be accomplished. If you make it to stage six, it is time to celebrate. You have successfully made it through this change and things seem to be normal again. Although they are not the old normal they are working. Once you have mastered all six stages in this change cycle and you understand that change is always going to occur you look forward to the next time change comes about. Conclusion. The ideas of change and resistance go hand and hand, you cannot have one without the other. The cycles of change and resistance continue to exist in our everyday lives and there is nothing that we can do to avoid it. Change within the organization play major role in the overall success of the business. Manager need to know all the internal and external factor that promote change within the organization. They should not focus all of their attention on the actual change itself, but they should come up with ways to effectively promote the change within the organization. They need to realize that change is the only thing that they can depend on because it is always going happen. How each individual deals with that change is really up to the individual, but management can have some influence if they promote the change in the correct format. Management need for the employees to be open-minded to the idea of change. They employees should be taught to approach the change with understanding and hope. Even with the proper teaching and training resistance is still going to be present. Management need to know and understand that resistance to change is natural, but following the right steps and guidelines could help them successful implement the change.

The Scarlet Letter Essays (233 words) - English-language Films

The Scarlet Letter In The Scarlet Letter the author uses several symbolic things. He uses the rose bush that is in the midst of all the grayness. Pearl, Hesters' daughter is also a symbol. The scarlet A that Hester has to wear is a symbol that she is an adulteress. The author goes on to describe these in great detail. The setting in this puritan town, Boston, the author describes everything as being gray. Everything sounds so depressing, but he talks about this rose bush right next to the prison. It symbolizes that nature has some kind of sympathy for these criminals. The rose bush is so beautiful, yet it is outside of a prison. Hester had a daughter, Pearl. Pearl is a child of Dimmesdale, which is not Hesters' husband. Pearl is very beautiful, yet she is often referred to as a demon child. Pearl is very violent, she throws rocks at the other kids. She is symbolic because she was conceived in a very ugly situation, but she is a very beautiful kid. Another symbolic thing is the scarlet A that Hester has to wear. She wears it to let everybody know that she is an adulteress. An A on her clothes changes the way people think of Hester. Something so insignificant such as a piece of cloth changes a whole life and causes a whole lifetime of pain and suffering.

Explain why Britain was able to continue to hold out against Germany from June 1940 until the end of June 1943 Essay Example

Explain why Britain was able to continue to hold out against Germany from June 1940 until the end of June 1943 Essay Example Explain why Britain was able to continue to hold out against Germany from June 1940 until the end of June 1943 Essay Explain why Britain was able to continue to hold out against Germany from June 1940 until the end of June 1943 Essay The Germans attempted on many occasions through different strategies and offences to invade and gain superiority over Britain. However, various factors such as technology, tactics, weapons, leadership and overseas aid from the U.S, contributed greatly to Britain being able to hold out against Germany from June 1940 until the end of June 1943.Technology played an immense part in both the Battle of Britain and the Battle of the Atlantic. Both battles were crucial in the survival of British independence but for very different reasons. A victory in the battle of the Atlantic allowed Britain to maintain vital contacts and supply routes from America, which was critical at that time of need. The battle of Britain ensured air superiority over Britain, which was essential in stopping a German ground invasion. One of the technological advancements unique to Britain (invented by Robert Watson-Watt) was radar. The development of radar had been going on since 1935 in dead secrecy under the cover of RDF radio-direction finding. The radar worked by transmitting radio waves that bounced back off approaching aircraft. Experienced radar operators could accurately estimate the size and speed of an approaching aircraft. In previous campaigns, the Germans had been able to destroy most of their enemies aircraft on the ground.Britains investment in radar in the 1930s meant the R.A.F planes were not caught on the ground as the Luftwaffe approached and were able to get fighter pilots into the air and direct them to intercept enemy attacks. Radar totally transformed the ability of defence to anticipate and thus defeat a bomber attack. The German intelligence however, was poor as they did not attempt in any real depth to develop the same technology as Britain and they did not realize how important radar was. Consequently they were unable to gain control of the skies and had to delay invasion plans. Short wave radio also contributed greatly to Britains success in the Battle of Atlantic as it could pick up U-boats on the surface, which previously proved to be elusive. In the year of 1942, 1661 Destroyers and Convoys were lost but after the use of short wave radio, British losses dropped drastically. It linked ships and aircraft, which were fighting U-boats and enabled them to get in touch with their onshore commanders who made use of the latest intelligence information. Radar and short wave radio were an important technical break playing an essential part in Britains success.Leadership on both sides played a priceless role in determining the survival of Britain. Goering, head of the Luftwaffe was very shortsighted as a tactician; many of his decisions contained major practical flaws. He was blind to reality and guilty of misplaced over confidence. He did not really understand how modern air warfare worked and regularly shifted the focus of attacks, causing confusion among pilots. Hitlers poor prioritisation was also a significant help to the British. His fear of Russ ian power led to an increasing interest in creating Lebensraum in the East.As Russia became his main concern, Britain was only considered as a secondary target, which enabled them to hold out longer against the Germans because less attacks were focused on them. Britains success in the Battle of the Atlantic was also due to Hitlers bad decision of keeping the U-Boat fleet in Norway in order to protect German supply routes instead of putting the full force in the Atlantic. He feared that the destruction of his armed forces in a war campaign against the British would ruin his chances in a successful war offensive against the Russians, which he regarded as more important. His weak hope of Britain surrendering was shattered when Churchill refused to strike a deal with him. Churchill had learnt well from World War One about the importance of taking control of the Ministry of Defence. Churchill brought the nation together in a time of panic and crisis when Britain was under invasion. His p assionate speeches about the bravery of British soldiers boosted the morale and courage of people during the Blitz.He introduced Lord Breaverbrook onto the scene of aircraft production because he realized the necessity for a high rate of industrial production, especially that of much needed fighter planes. Though anti-communist, he was pragmatic in quickly acknowledging Soviet Russia as a partner once Hitler had invaded. Churchills role in gaining U.S support was vital as although he knew Britain would be able to resist Hitlers armies, complete victory would be impossible without financial aid, supplies and weapons from the U.S. British success in the Mediterranean was largely due to U.S grants and weapons. U.S Shermans were very powerful tanks, which more than matched their German counterparts. Churchills invaluable knowledge as a military leader as well as prime minister made him realize that diplomatic ties with the U.S was necessary in coping with the German invasion.In terms of weapons, Britain had the upper hand in the Battle of Britain. Luftwaffe bombers were too small and they did not cause enough damage to their targets to put them completely out of action. German fighter planes also only had enough fuel on board to guarantee them thirty minutes of flying time over England. Air Chief Marshall Sir Hugh Dowding led the R.A.F. He had been planning Britains air defence system since 1936 and had brought in many important technical developments such as bullet-proof windscreens and command and communication systems which could be quickly and effectively directed to meet enemy attacks. The Luftwaffe had plans to build long-range heavy bombers but Goerrings poor financial planning meant that they were incapable of being followed through. This was fortunate for Britain; as such bombers could have devastated airfields and aircraft factories. The main R.A.F fighter planes were the Spitfires and the Hawker Hurricane, both having eight .303 inch machine guns. They were more than a match for the Luftwaffe aircraft.Only the Messerchschmitt 109 (20mm cannons and two 7.9mm machine guns) could compare with the Spitfire. R.A.F fighters were organised into regions so that they could meet attacks quickly, even if they came from different directions. In the battle of the Atlantic, corvettes were small warships of less than one thousand tons created new capability for the royal navy. The occupation of Iceland also gave the British valuable Atlantic bases from which to launch new air operations against the German destroyers and surfacing U-Boat. Another crucial weapon invented by the British, was the Hedgehog. They gave destroyers the new option of dropping depth charges at the front of the ship (as well as the side), which could combat the preferred attacking option of incoming U-boats. Before the invention of the Hedgehog, the defensive capabilities of the British destroyers had been severely limited solely to a side on depth charge attack on the U-bo ats. It is clear that Britains weapons were a lot more sophisticated than the Germans, which consequently turned out to be a major factor that greatly contributed to their survival during the war.With the aid of these new weapons and technological advancements, Britains tactical war could also change and advance. The main priority for the British in the Battle of the Atlantic was to fight the U-boats. Special support groups of destroyers were created, fitted with radar and listening equipment to pick up radio signals of U-boats. Hitler and the German Navy were very unprepared for the war. Rommel, Germans Military commander was only given four divisions of troops because it was not considered to be a high priority as the Russian invasion was more of a concern to Hitler. The German navy had few battle ships, cruisers and destroyers and the Blitzkrieg tactics that had been working in France and Poland were not possible due to the channel. The Luftwaffe changed tactics from air attacks on the naval and air bases, to attack main British cities. (Including Belfast, Portsmouth, Hull, Plymouth and London).Their aim was to interrupt industrial production and undermine morale and they succeeded in doing so. However, in the long run, it was a necessary sacrifice as it gave time to the R.A.F to recuperate their forces, regain control of the skies and prevent any further invasion. British tactics in the Atlantic were to fight U-Boats and make sure convoys carrying vital supplies were not destroyed. Fortunately, from late 1941 onwards, British code breakers at Bletchley Park got better at decoding German codes. Breaking codes enabled them to know the whereabouts of U-Boats and so convoys could be guided away from the U-Boat wolf packs. Consequently, between May 1942 and May 1943, Britain managed to steer out of 175 convoys across the Atlantic without any interference from U-Boats. The success of Britains tactics and the failure of Germanys proved to be a key factor in Brita in holding out against them.In conclusion, Britains ability to hold out against Germany was partly due to U.S financial aid and material support, along with failure from the German tactics, Hitlers poor leadership and weapons. However, without Britains tactical thinking, weapons and great leadership, it would never have been possible for them to keep their independence.

Family Genetic History Essay Example | Topics and Well Written Essays - 1000 words

Family Genetic History - Essay Example Paternal grandmother First and last initials: MM Birthdate: 1941 Death date: N/A Occupation: Business lady Education: Did not want to disclose Primary language: English Health summary: Still under diabetes diagnosis. Visits her personal doctors twice a month to ensure it is under control Father First and last initials: CH Birthdate: 1963 Death date: 1999 Occupation: Clinical officer Education: Graduate Primary language: English Health summary: Diagnosed with chronic lung disease which was suspected to be cancerous and was severe because he was diabetic. Died from heart failure. Father’s siblings (write a brief summary of any significant health issues) All through his life, he was a chain smoker, this sprouted out the diabetes (he had it genetically but suppressed), complications rose which were companied by chronic lung ailments. He later died after being bedridden for two months. Maternal grandfather First and last initials: WE Birthdate: 1945 Death date: 1995 Occupation: Con tractor Education: Diploma in Civil Engineering Primary language: French Health summary: Had not been diagnosed lately before his death. Died in a gun shot be gangsters. Maternal grandmother First and last initials: HG Birthdate: 1945 Death date: N/A Occupation: House Wife Education: Did not disclose Primary language: Indian Health summary: Has eye sight problems which resulted from a diabetic attack Mother First and last initials: FR Birthdate: 1964 Death date: N/A Occupation: Sales lady Education: Graduate in Sales and marketing Primary language: Indian Health summary: Has not under gone any diagnosis in the resent years. Mother’s siblings (write a brief summary of any significant health issues) Her body’s mechanism is strong and has under gone diabetic diagnosis once. She was advised to control it using diet to avoid overworking the spleen. It was discovered during the delivery of her second born. Adult Participant First and last initials: MJ Birthdate: 1985 Death d ate: N/A Occupation: Teacher Education: Graduate Primary language: English Health summary: Delivery complications, this lead to a surgery and the physician noticed that there were traces of sugar after urinalysis which was performed to analyze the health status of the patient before the operation process. Adult participant’s siblings (write a brief summary of any significant health issues) She has had delivery complications although her life. This has led her having a maximum of three siblings as frequent operations would compromise her health. She was advised to make sure that she increases fiber intake in her diets to boost her health. Adult participant’s spouse/significant other First and last initials: GT Birthdate: 1983 Death date: N/A Occupation: Border patrol Education: Grade 6 Primary language: German Health summary: He is asthmatic, advised to take increase garlic intake and always have an inhaler around incase of an attack. Adult participant’s children (write a summary for each child, up to four children) Child #1 first and last initials: GH Birthdate: 2005 Death date: N/A Occupation: Pupil Education: Primary Primary language:

Human biology Research Paper Example | Topics and Well Written Essays - 500 words

Human biology - Research Paper Example The consequences of decreased coronary blood flow are influenced by the quantum of reduction in blood flow and the duration of the reduced blood flow. Decreased coronary blood flow results in oxygen deprivation to the heart muscles and when this disruption is slight the consequence is impairment in the relaxation of the heart muscle and weakened contraction, as experienced in the case of angina pectoris. This decreased blood flow may be transient, which is reversible through the use of nitroglycerin tablets. However, when the ischemia due to reduced coronary blood flow is prolonged it may lead to decreased myocardial contraction or dyskinesis that is not easily reversible and prolongs for many hours. The consequence of chronic reduction in coronary blood flow is the failure of the myocardium to contract normally termed hibernation, which may or may not result in necrosis of the myocardium. Severe blockage of the coronary blood flow results in myocardial infarction. In all these conse quences due to impaired coronary blood flow substantial dyskinesis occurs, causing the rest of the myocardium to take up this extra load. This results in hypertrophy of the unaffected portions of the ventricle (Fuster et al, 2004). Cardiac catheterization is an invasive procedure that is conducted to evaluate blood flow to the myocardium of the heart and assess the effectiveness of the pumping of the heart. In cardiac catheterization a medical professional introduces a thin plastic tube called the catheter into an artery or vein of the arms or leg. From this site it is progressively advanced into the chambers of the heart or the coronary arteries for the required evaluation (American Heart Association, 2009). Even though there has been continual improvement in the techniques employed in noninvasive testing of hemodynamics to provide greater accuracy, cardiac catheterization has

Framework For Understanding Organizational Ethics Commerce Essay

Framework For Understanding Organizational Ethics Commerce Essay Organizational ethics is one of the most important, yet perhaps one of the most overlooked and misunderstood concepts in corporate America and schools of business. Organizational ethics initiatives have not been effectively implemented by many corporations, and there is still much debate concerning the usefulness of such initiatives in preventing ethical and legal misconduct. Simultaneously, business schools are attempting to teach courses and/or integrate organizational ethics into their curricula without general agreement about what should be taught, or how it should be taught. Societal norms require that businesses assume responsibility and ensure that ethical standards are properly implemented on a daily basis. Such a requirement is not without controversy. Some business leaders believe that personal moral development and character are all that are needed for effective organizational ethics. These business leaders are supported by certain business educators who believe ethics initiatives should arise inherently from corporate culture and that hiring ethical employees will limit unethical behavior within the organization. A contrary position, and the one espoused here, is that effective organizational ethics can only be achieved by proactive leadership whereby employees from diverse backgrounds are provided a common understanding of what is defined as ethical behavior through formal training, thus creating an ethical organizational climate. In addition, changes are needed in the regulatory system, in the organizational ethics initiatives of business school s, and in societal approaches to the development and implementation of organizational ethics in corporate America. According to Richard L. Schmalensee, Dean of the MIT Sloan School of Management, the question is, How can we produce graduates who are more conscious of their potential . . . and their obligation as professionals to make a positive contribution to society? He stated that business schools should be held partly responsible for the cadre of managers more focused on short-term games to beat the market rather than building lasting value for shareholders and society (Schmalensee 2003). This introductory chapter provides an overview of the organizational ethical decision making process. It begins with a discussion of how ethical decisions are made and then offers a framework for understanding organizational ethics that is consistent with research, best practices, and regulatory developments.Using this framework, the chapter then discusses how ethical decisions are made in the context of an organization and poses some illustrative ethical issues that need to be addressed in organizational ethics. Defining Organizational Ethics Ethics has been termed the study and philosophy of human conduct, with an emphasis on the determination of right and wrong. For managers, ethics in the workplace refers to rules (standards, principles) governing the conduct of organization members. Most definitions of ethics relate rules to what is right or wrong in specific situations. For present purposes, and in simple terms, organizational ethics refers to generally accepted standards that guide behavior in business and other organizational contexts (LeClair, Ferrell, and Fraedrich 1998).1 One difference between an ordinary decision and an ethical one is that accepted rules may not apply and the decision maker must weigh values in a situation that he or she may not have faced before. Another difference is the amount of emphasis placed on a persons values when making an ethical decision. Whether a specific behavior is judged right or wrong, ethical or unethical, is often determined by the mass media, interest groups, the legal system, and individuals personal morals. While these groups are not necessarily right, their judgments influence societys acceptance or rejection of an organization and its activities. Consequently, values and judgments play a critical role in ethical decision making, and society may institutionalize them through legislation and social sanctions or approval. Individual vs. Organization Most people would agree that high ethical standards require both organizations and individuals to conform to sound moral principles. However, special factors must be considered when applying ethics to business organizations. First, to survive, businesses must obviously make a profit. Second, businesses must balance their desire for profits against the needs and desires of society. Maintaining this balance often requires compromises or tradeoffs. To address these unique aspects of organizational ethics, society has developed rules-both explicit (legal) and implicit-to guide owners, managers, and employees in their efforts to earn profits in ways that do not harm individuals or society as a whole. Addressing organizational ethics must acknowledge its existence in a complex system that includes many stakeholders that cooperate, provide resources, often demand changes to encourage or discourage certain ethical conduct, and frequently question the balancing of business and social interest s. Unfortunately, the ethical standards learned at home, in school, through religion, and in the community are not always adequate preparation for ethical pressures found in the workplace. Organizational practices and policies often create pressures, opportunities, and incentives that may sway employees to make unethical decisions. We have all seen news articles describing some decent, hard-working family person who engaged in illegal or unethical activities. The Wall Street Journal (Pullman 2003) reported that Betty Vinson, a midlevel accountant for WorldCom, Inc., was asked by her superiors to make false accounting entries. Ms. Vinson balked a number of times but then caved in to management and made illegal entries to bolster WorldComs profits. At the end of 18 months she had helped falsify at least $3.7 billion in profits. When an employees livelihood is on the line, it is difficult to say no to a powerful boss. At the time this chapter was written, Ms. Vinson was awaiting sentencing on conspiracy and securities fraud and preparing her 12 year old daughter for the possibility that she will be incarcerated. Importance of Understanding Organization Ethics Understanding organizational ethics is important in developing ethical leadership. An individuals personal values and moral philosophies are but one factor in decision-making processes involving potential legal and ethical problems. True, moral rules can be related to a variety of situations in life, and some people do not distinguish everyday ethical issues from those that occur on the job. Of concern, however, is the application of rules in a work environment. Just being a good person and, in your own view, having sound personal ethics may not be sufficient to handle the ethical issues that arise in the workplace. It is important to recognize the relationship between legal and ethical decisions. While abstract virtues such as honesty, fairness, and openness are often assumed to be self-evident and accepted by all employees, a high level of personal, moral development may not prevent an individual from violating the law in an organizational context, where even experienced lawyers debate the exact meaning of the law. Some organizational ethics perspectives assume that ethics training is for people who have unacceptable personal moral development, but that is not necessarily the case. Because organizations are comprised of diverse individuals whose personal values should be respected, agreement regarding workplace ethics is as vital as other managerial decisions. For example, would an organization expect to achieve its strategic mission witho ut communicating the mission to employees? Would a firm expect to implement a customer relationship management system without educating every employee on his or her role in the system? Workplace ethics needs to be treated similarly-with clear expectations as to what comprises legal and ethical conduct. Employees with only limited work experience sometimes find themselves making decisions about product quality, advertising, pricing, hiring practices, and pollution control. The values that they bring to the organization may not provide specific guidelines for these complex decisions, especially when the realities of work objectives, group decision making, and legal issues come into play. Many ethics decisions are close calls.Years of experience in a particular industry may be required to know what is acceptable, and what is not acceptable. Even experienced managers need formal training about workplace ethics to help identify legal and ethical issues. Changing regulatory requirements and ethical concerns, such as workplace privacy issues, make the ethical decision-making process very dynamic. With the establishment of values and training, a manager will be in a better position to assist employees and provide ethical leadership. Understanding Ethical Decision Making It is helpful to consider the question of why and how people make ethical decisions. Typically it is assumed that people make difficult decisions within an organization in the same way they resolve difficult issues in their personal lives. Within the context of organizations, however, few managers or employees have the freedom to decide ethical issues independently of workplace pressures. Philosophers, social scientists, and various academics have attempted to explain the ethical decision-making process in organizations by examining pressures such as the influence of coworkers and organizational culture, and individual-level factors such as personal moral philosophy. Figure 1.1 presents a model of decision making. This model synthesizes current knowledge of ethical decision making in the workplace within a framework that has strong support in the literature (e.g., Ferrell and Gresham 1985; Ferrell, Gresham, and Fraedrich 1989; Hunt and Vitell 1986; Jones 1991; Trevino 1986). The model shows that the perceived intensity of ethical and legal issues, individual factors (e.g., moral development and personal moral philosophy), and organizational factors (e.g., organizational culture and coworkers) collectively influence whether a person will make an unethical decision at work. While it is impossible to describe precisely how or why an individual or work group might make such a decision, it is possible to generalize about average or typical behavior patterns within organizations. Each of the models components is briefly described below; note that the model is practical because it describes the elements of the decision-making process over which organiza tions have some control. ________________________________________________________________________ Figure 1.1 Framework for Understanding Ethical Decision Making in the Workplace Individual Personal moral factors philosophy Stage of moral development factors Ethical issue intensity Organizational factors Organizational culture Coworkers and superiors Opportunity Ethical/Unethical, Decision ________________________________________________________________________ Ethical Issue Intensity One of the first factors to influence the decision-making process is how important or relevant a decision maker perceives an issue to be, that is, the intensity of the issue (Jones 1991). The intensity of a particular issue is likely to vary over time and among individuals and is influenced by the values, beliefs, needs, and perceptions of the decision maker; the special characteristics of the situation; and the personal pressures weighing on the decision. All of the factors explored in this chapter, including personal moral development and philosophy, organizational culture, and coworkers, determine why different people perceive issues with varying intensity (Robin, Reidenbach, and Forrest 1996). Unless individuals in an organization share some common concerns about specific ethical issues, the stage is set for conflict. Ethical issue intensity reflects the sensitivity of the individual, work group, or organization, and triggers the ethical decision-making process. Management can influence ethical issue intensity through rewards and punishments, codes of conduct, and organizational values. In other words, managers can affect the perceived importance of ethical issues through positive and negative incentives (Robin, Reidenbach, and Forrest 1996). If management fails to identify and educate employees about problem areas, these issues may not reach the critical awareness level of some employees. New employees who lack experience in a particular industry, for example, may have trouble identifying both ethical and legal issues. Employees therefore need to be trained as to how the organization wants specific ethical issues handled. Identifying ethical issues that employees might encounter is a significant step in developing employees ability to make decisions that enhance organizational ethics. New federal regulations that hold both organizations and their employees responsible for misconduct require organizations to assess areas of ethical and legal risk. Based on both the 2002 Sarbanes-Oxley Act and the United States Sentencing Commission guidelines, there are strong directives to encourage ethical leadership. If ethical leadership fails, especially in corporate governance, there are significant penalties. When organizations communicate to employees that certain issues are important, the intensity of the issues is elevated. The more employees appreciate the importance of an issue, the less likely they are to engage in questionable behavior associated with the issue. Therefore, ethical issue intensity should be considered a key factor in the decision-making process because there are many opportunities for an organization to influence and educate employees on the importance of high risk issues. Under the Sarbanes-Oxley Act, boards of directors are required to provide oversight for all auditing activities and are responsible for developing ethical leadership. In addition, court decisions related to the Federal Sentencing Guidelines for Organizations hold board members responsible for the ethical and legal compliance programs of the firms they oversee. New rules and regulations associated with Sarbanes-Oxley require that boards include members who are knowledgeable and qualified to oversee accounting and other types of audits to ensure that these reports are accurate and include all information material to ethics issues. A boards financial audit committee is required to implement codes of ethics for top financial officers. Many of the codes relate to corporate governance, such as compensation, stock options, and conflicts of interest. Individual Factors One of the greatest challenges facing the study of organizational ethics involves the role of individuals and their values. Although most of us would like to place the primary responsibility for decisions with individuals, years of research point to the primacy of organizational factors in determining ethics at work (e.g., Ferrell and Gresham 1985). However, individual factors are obviously important in the evaluation and resolution of ethical issues. Two significant factors in workplace integrity are an individuals personal moral philosophy and stage of moral development. Personal Moral Philosophy Ethical conflict occurs when people encounter situations that they cannot easily control or resolve. In such situations, people tend to base their decisions on their own principles of right or wrong and act accordingly in their daily lives. Moral philosophies-the principles or rules that individuals use to decide what is right or wrong-are often cited to justify decisions or explain behavior. People learn these principles and rules through socialization by family members, social groups, religion, and formal education. There is no universal agreement on the correct moral philosophy to use in resolving ethical and legal issues in the workplace. Moreover, research suggests that employees may apply different moral philosophies in different decision situations (Fraedrich and Ferrell 1992). And, depending on the situation, people may even change their value structure or moral philosophy when making decisions. Individuals make decisions under pressure and may later feel their decisions were less than acceptable, but they may not be able to change the consequences of their decisions. Stage of Moral Development One reason people may change their moral philosophy has been proposed by Lawrence Kohlberg, who suggested that people progress through stages in their development of moral reasoning. Kohlberg contended that different people make different decisions when confronted with similar ethical situations because they are at different stages of what he termed cognitive moral development (Kohlberg 1969). He believed that people progress through the following three stages: The pre-conventional stage of moral development, in which individuals focus on their own needs and desires. The conventional stage of moral development, in which individuals focus on group-centered values and conforming to expectations. The principled stage of moral development, in which individuals are concerned with upholding the basic rights, values, and rules of society. Obviously there is some overlap among these stages, such that cognitive moral development should probably be viewed as more of a continuum than a series of discrete stages. Although Kohlberg did not specifically apply his theory of cognitive moral development to organizations, its application helps in explaining how employees may reason when confronted with an ethical dilemma. Kohlbergs theory suggests that people may change their moral beliefs and behavior as they gain education and experience in resolving conflicts, which in turn accelerates their moral development. A question that arises is whether moral philosophy and moral development can predict ethical behavior in businesses and other organizations. Fraedrich and Ferrell (1992) found that only 15 percent of a sample of businesspersons maintained the same moral philosophy across both work and nonwork ethical decision-making situations. One explanation may be that cognitive moral development issues that relate to a persons nonwork (e.g., home, family) experiences are not the most significant factors in resolving ethical issues within an organization. The ethics and values of an individuals immediate work group, rather than his or her moral development, may be the most important consideration in determining ethical conduct in organizations. Nevertheless, most experts agree that a persons stage of moral development and personal moral philosophy play a role in how values and actions are shaped in the workplace. This may be especially true for top managers, who usually set the formal values of an organization. However, the informal use of these values and expectations plays a major role in the daily decisions that employees make. Many of these informal rules comprise the organizations ethical climate in the context of its corporate culture. Former Tyco International CEO Dennis Kozlowski set the leadership tone at his company and stood trial for allegedly taking $600 million in unauthorized bonuses, loans, stock sales, and other payments from the company. In his trial, the court wanted to know what the board of directors was doing while Kozlowski furnished his luxury Manhattan duplex with millions of dollars in rugs, china, and bookcases, and spent $1 million for his wifes birthday party-all billed to the company. Kozlowskis personal ethics were on trial, but his ethical leadership influenced everyone in the organization (McCoy 2003). Organizational Factors Although individuals must make ethical and legal decisions at work, it is also true that they often make these decisions in the context of committees and group meetings, and through discussions with colleagues. Decisions in the workplace are guided by an organizations culture and the influence of others-coworkers, supervisors, and subordinates. Organizational Culture Organizations, like societies, have cultures that include a shared set of values, beliefs, goals, norms, and ways to solve problems. As time passes, an organization comes to be seen as a living organism, with a mind and will of its own. Although most organizational cultures reinforce ethics, some organizations, like Tyco, create a culture that supports unethical decisions. If a company derives most of its profits from unethical or illegal activities, individuals who join this organization will have a difficult time surviving unless they too participate in these activities. For example, even though Enron had a code of ethics and was a member of the Better Business Bureau, the company was devastated by unethical activities and corporate scandal. According to Lynn Brewer, former Enron executive and author of House of Cards: Confessions of an Enron Executive, many Enron managers and employees knew the company was involved in illegal and unethical activities. Many executives and board members at Enron did not understand how organizational ethical decisions are made and how to develop an ethical corporate climate. They did not realize that top executives and boards of directors must provide ethical leadership and a system to resolve ethical issues. In the case of Enron, managers eventually paid for these ethical lapses through fines and imprisonment. The ethical climate of an organization is a significant element of organizational culture. Whereas an organizations overall culture establishes ideals that guide a wide range of member behaviors, the ethical climate focuses specifically on issues of right and wrong. The ethical climate of an organization is its character or conscience. Codes of conduct and ethics policies, top managements actions on ethical issues, the values and moral development and personal moral philosophies of coworkers, and the opportunity for misconduct all contribute to an organizations ethical climate. In fact, the ethical climate actually determines whether certain issues and decisions are perceived as having an ethical component. Organizations can manage their culture and ethical climate by trying to hire employees whose values match their own. Some organizations even measure potential employees values during the hiring process and strive to hire individuals who fit within the ethical climate rather than those whose beliefs and values differ significantly. As previously mentioned, some business leaders believe that hiring or promoting ethical managers will automatically produce an ethical organizational climate. However, individuals may have limited opportunity to apply their own personal ethics to management systems and decision making that occurs in the organization. Ethical leadership requires understanding best practices for organizational ethical compliance and a commitment to build an ethical climate. Over time, an organizations failure to monitor or manage its culture may foster questionable behavior. Sometimes entire industries develop a culture of preferential treatment and self- centered greed. The once conservative mutual fund industry found itself in a major scandal in 2003 related to allowing large customers to engage in short-term and after-hours trading, in violation of their own organizations rules. The mutual fund organizations gave hedge fund customers the right to make frequent trades in and out of funds, a practice not accorded ordinary investors. Firms such as Janus, Alliance Capital, and Pilgrim violated their own rules and now have legal problems. Another example of an unethical industry culture is reflected in New York Attorney General Eliot Spitzers settlement in which 10 major Wall Street firms were collectively fined a total of $1.4 billion because their investment bankers had exerted undue influence on securities research to enhance relationships with their investment banking customers (Anonymous 2004). Small investors were the victims of these unethical and illegal cultures of preferential relationships with certain customers. The Influence of Coworkers and Supervisors Just as employees look for certain types of employers, they are also particular about the people with whom they work. Managers and coworkers within an organization help people deal with unfamiliar tasks and provide advice and information in both formal and informal contexts on a daily basis. A manager may, for example, provide direction regarding certain workplace activities to be performed. Coworkers offer help in the form of discussions over lunch or when a supervisor is absent. In fact, one often hears new or younger employees discussing some fear about approaching the boss on a tough ethical issue. Thus, the role of informal culture cannot be underestimated. Numerous studies (e.g., Ferrell and Grisham 1985) confirm that coworkers and supervisors have more impact on an employees daily decisions than any other factor. In a work group environment, employees may be subject to the phenomenon of groupthink, where they go along with group decisions even when those decisions run counter to their own values. They may take refuge in the notion of safety in numbers, when everyone else appears to back a particular decision. Indeed, coworker peers can even change a persons original value system. This value change, whether temporary or permanent, is likely to be greater when a coworker is a supervisor, especially if the decision-maker is new to the organization. Employees may also resolve workplace issues by unquestionably following the directives of a supervisor. In a company that emphasizes respect for authority, an employee may feel obligated to carry out the orders of a superior even if those orders conflict with the employees values of right and wrong. Later, if a decision is judged to have been wrong, the employee is likely to say, I was only carrying out orders, or My boss told me to do it this way. Supervisors can also have a negative effect on conduct by setting a bad example or failing to supervise subordinates. ClearOne Communications Inc. relieved its CEO and CFO of their respective responsibilities after they were named as defendants in a complaint from the Securities and Exchange Commission (Wetzel 2003). A civil complaint alleged that they directed sales personnel to push extra products to customers beyond their orders to inflate sales and earnings. Eliminating such unethical managers within an organization can help improve its overall ethical conduct. In this case, it was alleged that the CEO and CFO not only directed unethical actions but also contributed to an unethical corporate climate. Finally, it should be mentioned in passing that individuals also learn ethical or unethical conduct from close colleagues and others with whom they interact regularly. Consequently, a decision maker who associates with others who behave unethically will be more likely to behave unethically as well. Opportunity Together, organizational culture and the influence of coworkers may foster conditions that limit or permit misconduct. When these conditions provide rewards for financial gain, recognition, promotion, or simply the good feeling from a job well done, the opportunity for unethical conduct may be encouraged or discouraged. For example, a company policy that does not provide for punishment of employees who violate a rule (e.g., not to accept large gifts from clients) provides an opportunity for unethical behavior. Bellizzi and Hasty (2003) found there is a general tendency to discipline top sales performers more leniently than poor sales performers for engaging in identical forms of unethical selling behavior. Neither a company policy stating that the behavior in question was unacceptable nor a repeated pattern of unethical behavior offset the general tendency to treat top sales performers more leniently than poor sales performers. A superior sales performance record appears to induce more lenient forms of discipline, despite the presence of other factors and managerial actions that are specifically instituted to produce more equal forms of discipline. Based on their research, Bellizzi and Hasty concluded that an opportunity exists for top sales performers to be more unethical than poor sales performers. Opportunity usually relates to employees immediate work situation-where they work, with whom they work, and the nature of the work. The specific work situation includes the motivational carrots and sticks that supervisors can use to influence employee behavior. Organizations can improve the likelihood of compliance with ethics policies by eliminating opportunities to engage in misconduct through the establishment of formal codes and rules that are adequately enforced. However, in the sales person example, it is possible that the codes and rules were not adequately implemented. It is important to note that opportunities for ethical misconduct cannot be eliminated without aggressive enforcement of codes and rules. One important conclusion that should be drawn from the framework presented here is that ethical decision making within an organization does not depend solely on individuals personal values and moral philosophies. Employees do not operate in a vacuum, and their decisions are strongly affected by the culture and ethical climate of the organization in which they work, pressures to perform, examples set by their supervisors and peers, and opportunities created by the presence or absence of ethics-related policies. Organizations take on an ethical climate of their own and have a significant influence on ethics among employees and within their industry and community. Ethical Issues This section briefly describes three highly visible ethical issues facing corporate America. The issues are presented to provide concrete examples of the types of misconduct that should be identified and prevented through organizational ethics programs and ethical leadership. An ethical decision is a problem situation requiring an organization or individual to choose among several actions that must be evaluated as right or wrong, ethical or unethical. Ethical issues are presented that have been associated with the major ethical scandals of the early 21st century.2 Conflict of Interest A conflict of interest exists when individuals must choose whether to advance their own interests, the interests of their organization, or the interests of some other group or individual. An illustrative alleged conflict of interest is when Citigroup made a $1 million donation to the 92nd Street YMCA nursery school as an alleged quid pro quo so that financial analyst Jack Grubmans children could attend the exclusive nursery. Grubman, an analyst for Salomon Smith Barney, supposedly upgraded his rating for ATT stock after Sanford Weill, CEO of Citigroup, the parent company of Salomon Smith Barney, agreed to use his influence with the nursery to gain admission for Grubmans children. Although Grubman denied elevating his rating for ATT to gain his childrens admission, they were in fact enrolled (Nelson and Cohen 2003). To avoid conflicts of interest, employees must be able to separate their private interests from their business dealings. Likewise, organizations must avoid conflicts of interest when providing goods and services. Arthur Andersen served as the outside auditor for Waste Management, Inc. while simultaneously providing consulting services to the firm. This led the Sec

Health and Safety Gap Analysis Essay

1. GAP Analysis and GANT chart. This was a good start and gave us something to aim for. We have made some progress but not enough. It didn’t really tackle the serious issues and had a poor starting point in the GAP analysis (should have been a risk assessment). Many initiatives have failed due to poor information flow and management commitment. 2. Management buy-in Not enough support from all Managers at all levels. â€Å"We are too busy† was a common phrase heard, IOSH guidance on Safety management systems states that â€Å"Managers need to manage health and safety issues effectively, no matter how busy they are and whatever their workload†. E.g., Kev too busy for training Alex all sorts of issues David very good No action on recommendations. Heath and safety is seen as a secondary business activity, not as a primary consideration. Everyone has suggestions to improve health and Safety at Barfoots but most are not willing to take action when required. Low attendance at the committee meetings, I feel as though they are a waste of time 3. Health and safety committee Nothing is ever sorted out as there is low attendance I would suggest forming a new committee formed by safety representatives from each area of the business. Safety reps would need training in health and safety and allowed time to discharge their duties. 4. My role Heath and safety management is not just about one person, but about the whole organisation working towards a common goal, ‘the reduction of accidents and incidents’. At the moment all of this has been put on me. I sometimes feel confused as to what action to take next. Because people disregard actions I find it hard to keep track of what needs to be done. I am sometimes used as a backup because no one else is there at the time. IE water jug, signs, etc. What authority do I have? I need to spend more time on policy, organization and auditing than I do and less time on the daily management of the process. i. Fire procedures ii. Boom iii. Delivering and maintaining procedures iv. First aid v. Chasing up managers Not suitably qualified, NEBOSH 1-2 years  £2300-  £5000 We are now a multi site business growing rapidly. My skills need to grow with it. MHSWR 99 requires that every employer shall appoint one or more competent persons to assist and advise on health and safety. I nave taken advice which suggested that I should be qualified to NEBOSH level. Syllabus is based around the development and implementation of a OSHMS in a company. Potentially reduced costs in terms of outsourced services, Fire survey, noise survey etc. It will mean that I have accountability as written in my job description. Who do I report to and is that the right person? 5. OSHMS We set out with a list of goals and have achieved some but not others. The first goal should have been the establishment of a an OSHMS in order to create a structure to hang everything else off. There are a number of options for OSHMS all of them based on the Plan Do Check Act principle PDCA HSG65 BS 8800 OHSAS 18001 ILO HSG65 Is the HSE’s OSHMS and states â€Å"†¦ if you do follow the guidance you will normally be doing enough to comply with the law† We can audit against an OSHMS and set performance targets.